HomeMy WebLinkAbout03-17-2010 SUPPLEMENTAL COUNCIL AGENDAMr. Clinton Brownley
21682 Lindy Lane
Cupertino, CA 95014
Home: (408) 255 -5368
Cell: (408) 905 -7790
Email: clintonbrownley @yahoo.com
Santa Clara County
• Vice - Chair, SCC Housing and Community
Development Advisory Committee (HCDAC)
Santa Clara Valley Water District (SCVWD)
• District Representative, Environmental Advisory
Committee (EAC)
Santa Clara Valley Transportation Authority (VTA)
• West Valley Cities Representative, Citizens
Advisory Committee (CAC)
• Representative, 2000 Measure A Citizens
Watchdog Committee (CWC)
COMMUNITY GRANTS
2006/07 2007/08 2008/09 2009/10 2010/11
Grants Grants Grants Grants Grants
Community Service Support Groups - Ongoing Grants
SASCC Service Support
18,000
21,000
21,000
21,000
21,000
SASCC Supplemental Support
12,500
18,000
18,000
18,000
18,006
KSAR Community Access Grant
22,600
25,000
30,000
30,000
30,000
Chamber of Commerce Annual Support
5,252
11,000
11,332
11,672
121024
United Way 211 Funding
-
2,000
2,000
2,000
2,000
Housing Trust of Santa Clara County
-
-
-
25,000
25,000
Total Community Service - Ongoing Grants
58,352
77,000
82,332
107,672
108,024
Community Service Support Groups - One Time Grants
-
- -
West Valley Community Svs Support
-
-
SASCC
15,164 -
Children's Health Insurance Assistance
-
3,326
-
Adult Daycare Support
-
-
1,268
8,344
-
Furniture Grant
30,700
54,974
-
-
-
Sr. Center Computer Lab Grant
5,400
-
-
-
-
KSAR
Supplemental Service Support
25,000
20,700 - - -
Video Conversion Grant
19,400
- 2,500 - -
City's 50th Anniversary Event Grant
5,000
- - - -
Media Arts Mentoring Program
-
- 4,617 -
Chamber of Commerce
4,212
4,212 -
Banner Fee Grant
600
600 - - -
City Map Gant
4,500
- 5,000 - -
Website & IT Upgrade Grant
-
5,000 - -
Membership Subsidy Grant
-
1,000 - - -
Other Non - Profit Organizations
Historical Museum Annual Support
-
4,288
4,288
4,288 -
Historical Museum Supplemental Support
-
6,640
-
-
Silicon Valley Wildlife Service Support
8,212
-
4,212
4,212 -
Walden West School Fdn Solar Panels
-
2,100
-
- -
Saratoga Foothill Club
-
8,600
-
13,500
Silicon Valley Wildlife Raptor Cage
6,036
-
-
- -.
SCC Supervisors - Spay Pgm
-
320
-
- -
Shady Shakespeare Theater Co.
-
-
-
2,500 -
West Valley Community Svs Mobile Van
-
2,400
-
- -
West Valley Community Svs Support
-
-
15,164
15,164 -
Children's Health Insurance Assistance
-
3,326
-
- -
Catholic Charities Ombudsmen Funding
-
-
5,000
5,000 -
Total Community Service - One Time Grant
104,848
54,974
37,432
57,625 -
CDBG Funded Public Service Grants
SASCC Adult Daycare Support
-
32,000
32,732
27,859 26,500
West Valley Community Services Support
-
3,564
-
- -
Silicon Valley Wildlife Service Support
4,212
-
-
- -
Silicon Valley Wildlife Raptor Cage
1,536
-
-
- -
Total CDBG Funded Grants
5,748
35,564
32,732
27,859 26,500
Total Grants 168,948 167,538 152,496 193,156 134,524
CITY OF SARATOGA
NON DEPARTMENTAL
COMMUNITY GRANTS
CDBG Funded Public Service Grants
SASCC Adult Daycare Support - 32,000 32,732 27,859
West Valley Community Services Support - - 3,564 - -
Silicon Valley Wildlife Service Support - 4,212 - - -
Silicon Valley Wildlife Raptor Cage - 1,536 - - -
Total Grants 109,902 168,948 167,538 152,496 193,156
C - 169
2005/06
2006/07
2007/08
2008/09
2009/10
Grants
Grants
Grants
Grants
Grants
Community Service Contract Grants
SASCC
Service Support
18,000
18,000
21,000
21,000
21,000
Supplemental Service Support
-
12,500
18,000
18,000
18,000
Adult Daycare Support
-
-
-
1,268
8,344
Furniture Grant
-
30,700
-
-
-
Sr. Center Computer Lab Grant
-
5,400
-
-
-
KSAR
Community Access Service Grant
52,034
22,600
25,000
30,000
30,000
Supplemental Service Support
-
25,000
20,700
-
-
Video Conversion Grant
-
19,400
-
2,500
-
City's 50th Anniversary Event Grant
-
5,000
-
-
-
Media Arts Mentoring Program
-
-
-
-
4,617
Chamber of Commerce
Chamber Annual Support
13,573
5,252
11,000
11,332
11,672
Banner Fee Grant
-
600
600
-
-
City Map Gant
-
4,500
-
5,000
-
Website & IT Upgrade Grant
-
-
5,000
-
-
Membership Subsidy Grant
-
1,000
-
-
Community Service - Special Interest Grants
Hakone Gardens
7,295
-
-
-
American Red Cross - Katrina
15,000
-
-
-
-
Historical Museum Annual Support
-
-
4,288
4,288
4,288
Historical Museum Supplemental Support
-
-
6,640
-
-
Walden West School Fdn Solar Panels
-
-
2,100
-
-
Saratoga Foothill Club
-
-
8,600
-
13,500
Silicon Valley Wildlife Service Support
4,000
8,212
-
4,212
4,212
Silicon Valley Wildlife Raptor Cage
- -
6,036
-
-
-
SCC Supervisors - Spay Pgm
-
-
320
-
-
Shady Shakespeare Theater Co.
-
-
-
-
2,500
Community Service Support Grants
West Valley Community Svs Mobile Van
-
-
2,400
-
-
West Valley Community Svs Support
-
-
-
15,164
15,164
Children's Health Insurance Assistance
-
-
3,326
-
-
United Way 211 Funding
-
-
2,000
2,000
2,000
Catholic Charities Ombudsmen Funding
-
-
-
5,000
5,000
Housing Tust of Santa Clara County
-
-
-
-
25,000
CDBG Funded Public Service Grants
SASCC Adult Daycare Support - 32,000 32,732 27,859
West Valley Community Services Support - - 3,564 - -
Silicon Valley Wildlife Service Support - 4,212 - - -
Silicon Valley Wildlife Raptor Cage - 1,536 - - -
Total Grants 109,902 168,948 167,538 152,496 193,156
C - 169
Chamber of Commerce Events
Celebrate Saratoga - Teen Scene
Celebrate Saratoga - Fun Zone
Celebrate Saratoga - Event Support
Taste of Saratoga
Saratoga Art & Wine Festival
Annual Tree Lighting
General Community Events
Unspecified Event Funding
Mustard Faire
Arbor Day Celebration
Memorial Day Event (Banner)
Fourth of July Event
Cancer Society - Relay
Citywide Garage Sale
Facility Opening Events
Fellowship Hall Opening
de Anza Trail Opening
KMP Groundbreaking / Opening
COMMUNITY EVENT FUNDING
2006/07
2007/08
2008/09 2009/10 2010/11
Grants
Grants
Grants Grants Grants
7,527
10,000
200 -
4,900
4,900
- - -
-
4,996
- - -
-
-
3,299 - -
-
-
- 4,258 -
-
-
- 1,037 -
1,418 2,000 3,649
4,000 -
- - 78
100 -
300 -
-
- 1,547
- -
200 -
- -
- - 4,270
5,000 -
-
104 -
- 23
-
-
138
Total Community Events 13,845 22,396 12,866 14,637 -
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
AUTHORIZING THE SUBMITTAL OF PROPOSALS FOR FUNDS FROM
SANTA CLARA COUNTY UNDER THE FEDERAL HOUSING AND
COMMUNITY DEVELOPMENT ACT FOR FISCAL YEAR 2010/2011
WHEREAS. the City previously entered into a Joint Powers Agreement with Santa Clara
County to form an Urban County under the Housing and Community Development Act;
and
WHEREAS, the City Council finds and determines that the following proposals represent
the community development needs in Saratoga; and
NOW THEREFORE, BE IT RESOLVED, that the Community Development Department
is hereby authorized to submit a proposal for the expenditure of FY 2010/11 CDBG funds
in the amount of $134,400 for the following allocations:
Agency
Type
Project
Amount
CDBG Funds
Requested
Recommended
SASCC
CDBG
Adult Day Care Program
*$37,000
(Public Services)
West Valley
West Valley Community
Community
CDBG
Services Food Pantry and
*$20,000
Services
(Public Services)
Emergency Services
Catholic Charities
CDBG
Long Term Ombudsman
of Santa Clara
(Public Services)
Program
*$5,000
County
SUBTOTAL
$62,000
$26,500
City of Saratoga
CDBG (non-
ADA Accessible Signals
$35,100
public service)
- Phase III
City of Saratoga /
Hakone Gardens Lower
The Hakone
CDBG (non-
House ADA Accessible
$44,800
Foundation
public service)
Ramp and Doors
SUBTOTAL
$79,900
$79,900
City of Saratoga
CDBG
Program Administration
$15,000
County of
CDBG
Urban County
$13000
Santa Clara
Rehabilitation Services
'
SUBTOTAL
$28,000
$28,000
*these requests may be partially funded
under the Community Grant program
GRAND TOTAL
$169,900
$134,400
FY 2010 -2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
�� 1. S ����
CITY OF WATWA
COMfUND'®EV _
DATE: _March 16, 2010_
Please refer to the Application Instructions Sheet for details on the following questions. Please
limit your answers to one paragraph per question .
1)
Applicant Organization/Agency Name: _The Hakone Foundation
Agency Address: 21000 Big Basin Way,Saratoga, CA 95070 or P.O. Box 2324
Executive Director: Lon Saavedra
Saratoga
Phone: _650.400.3878 Fax: 408.741.4993 E -Mail: _Lon @Hakone.com
Agency is a Faith Based Organization: Yes _X No
2) Program Title: ADA Access for Restoration of Hakone's historic Lower House_
Program Address: _21000 Big Basin Way
Contact Person/Title: Lon Saavedra, Foundation CEO
Phone: 650.400.3878 Fax: _408.741.4993_ E -Mail: _Lon @Hakone.com_
3) City of Saratoga grant funds requested in the past: Yes
4) City of Saratoga grant funds received in the past: _2005 for ADA access to Hakone
5) Program description and number of unduplicated clients served: Over 50,000
visitors come to Hakone and Saratoga annually
6) Program purpose and objectives: _To provide handicap access to Hakone's
Lower House
7) Program management: The Hakone Foundation
8) Agency description and experience: _The Hakone Foundation has been operating
this 18 -acre historic site for the past decade
9) Audit information: Not applicable
10) Sources of funds anticipated for this project: Historic Heritage Commission & the
National Trust for Historic Preservation have provided $140,000 to restore the
Lower House's foundation, ceiling and walls supports after nearly 90 years of
deferred maintenance.
11) Budget: Please use the attached worksheet.
12) Performance Measurements: Please use the attached worksheet.
13) Outreach:
FY 2010 -2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
14) Leveraging:
15) Cost / Benefit Analysis: _Increase the access to all the more than 50,000 visitors to
Hakone and enhance the Foundation's ability to make Hakone self - supporting
16) Target Beneficiaries: _Over 50,000 visitors who visit Hakone and Saratoga annually
ADA Bridge- handicap ramp access - into Hakone's historic Lower House.
Scope of Work:
1. Construct a stone bridge- handicap ramp access from the mound to the Lower
House building for the purpose of providing handicap access to the restored Lower
House.
2. Convert the traditional Japanese shoji end wall into a shoji sliding door that
matches the rest of the building.
NOTE - Concern
1. Attention is needed in the placement of the footings for the stone bridge as
not to interfere with the proposed french drain (need to plan together).
2. In converting the wall to a sliding shoji door - it will take on -site creative
carpentry skills and exceptional craftsmanship and problem solving with
experience with traditional Japanese buildings and historic restoration.
Stone / Concrete Work (bridge- handicap ramp access)
Labor: $15,400.00
Materials: $ 6,000.00
Convert wall to Shoji
Labor: $21,600.00
Materials: $ 1,800.00
$44,800.00
BUDGET
AGENCY NAME: The Hakone Foundation Date Prepared: _March 16, 2010
PROGRAM NAME: Historic Restoration of Hakone's Lower House and ADA access
SPECIFIC ACTIVITIES I BUDGET AMOUNT
Can be broken down quarterly or annu
PERFORMANCE MEASUREMENTS
AGENCY NAME: The Hakone Foundation Date Prepared: _March 16, 2010_
PROGRAM NAME: ADA handicap access to Hakone's historic Lower House _
PERFORMANCE MEASUREMENT WORKSHEET
GOAL:
The Hakone Foundation has received a $120,000 historic restoration grant from the Historic
Heritage Commission of the Santa Clara County Board of Supervisors. The Foundation also
received earmarked funds of $20,000 from the National Trust for Historic Preservation that
are in the Foundation's restoration reserve funds to be used to restore the nearly 90 year old
traditional Japanese Zen Garden House (Lower House). Because of decades of deferred
maintenance the Lower House needs restoration of the historic building's foundation, wall
supports and ceiling and a number of the shoji doors and windows.
The restoration work has triggered the need to provide ADA access to this historic building
for the over 50,000 visitors and guests who come to Hakone each year.
OBJECTIVE (1):
OUTCOME (1):
Provide handicap to the over 50,000 visitors
In accommodating and furnishing handicap
to Hakone and Saratoga each year.
access to the more than 50,000 guests to
Hakone annually the City of Saratoga will be
enhancing the visitors experience to this
historic National Trust site and be in
compliance with the American's with
Disabilities Act.
OBJECTIVE (2):
OUTCOME (2):
l
-City of Saratoga y J
Office of Ci 1Vlana er.....
Memo
To: City Council
From: Ann Sullivan. �t7
Date: March 17, 2010
1. Re: ITEM NO.9 — FY 2010/11 Community Development Block
Grant (CDBG) and Community Grant Funding Applications
Email /s received regarding the FY 2010/11 Community Development Block
Grant (CDBG) and Community Grant Funding Applications.
City Clerk [Ann Sullivan
From: Waltonsmith [waltonsmith @comcast.net]
Sent: Monday, March 15, 2010 2:22 PM
To: Dave Anderson; Susie Nagpal; City Clerk [Ann Sullivan]; Chuck Page; Debbie Bretschneider;
Howard Miller; Jill Hunter; 'Kathleen King'
Cc: Saavedra, Lon
Subject: Support letter for the Hakone Foundation request
Attachments: CC talk.doc
March 15, 2010
Dear Mayor King, Vice -Mayor Hunter, and City Council Members
This email letter is to support Lon Saavedra's, Hakone Foundation CEO, request for $44,800 to pay for the new
ADA ramp and door at the historic Lower House, the Zen Garden House ", in Hakone Gardens.
Hakone had been awarded County Heritage Commission grant money, $120,000.00, for restoring the
foundation, roof supports, wall girders and food service area of this historic structure. A matching fund of
$20,000 was then required from Hakone. Using another grant from the National Trust for Historic Preservation,
Hakone has the $20,000 for that purpose.
Because of this restoration work, the City's ADA code for ramp access was triggered. The Lower House design
for restoration was then enhanced to include the ADA ramp and door. Hakone Staff and Board were under the
impression that the County Heritage Commission grant could help cover that work, too. Last week the Hakone
Foundation Board received notice that the grant could not be used for the ADA ramp /door. So I am emailing
my support for the Board request for City help, either through the CDBG money, the CIP money or other
appropriate monies. Since the building is City property and the ADA codes are City codes, we are hoping that
the City will help the Hakone Foundation complete the restoration of the historic Lower House.
Thank you,
Ann Waltonsmith
Hakone Foundation Trustee
�O zow
Memo
To: City Council
From: Ann Sullivan
Date: March 17, 201 p
Re: ITEM NO.9 — FY 2010/11 Community Development Block
Grant (CDBG) and Community Grant Funding Applications
Email /s received regarding the FY 2010/11 Community Development Block
Grant (CDBG) and Community Grant Funding Applications.
City Clerk [Ann Sullivan]
From: Cynthia McCormick
Sent: Wednesday, March 17, 2010 3:28 PM
To:. City Council
Cc: John Livingstone; Dave Anderson; City Clerk [Ann Sullivan]; Mary Furey
Subject: Correction: CDBG and Community Grant update
Attachments: Resolution CDBG Allocation.doc; Resolution Community Grant Allocation.doc
Dear Council members —
We just spoke with Lon Saavedra from the Hakone Foundation v ^,rho assures us that both parts of the Hakone project will
be ADA compliant and thus eligible for CDBG money. I have updated the Resolutions accordingly (see attached).
1) Yesterday, we received an application from Hakone Gardens for $44,800 (attached). The scope of work includes
construction of an ADA compliant bridge with ramp access to the lower house and conversion of a Japanese
shoji end wall into a shoji sliding door to match the building.
2) At 12 noon today, we received an email (below) from Marjorie Matthews, Director of the County Office of
Affordable Housing. The email briefly indicates that the Cities should not request $15,000 in CDBG
administrative funds for FY10/11 (being allocated this evening). We are trying to get more information and will
report what we know at tonight's meeting.
3) There was an error on the Resolution for CDBG funding. The funds requested from SASCC and Catholic Charities
was transposed. I have attached a copy of the corrected Resolution. We may also need to change the line item
for administrative funds depending on what we find out in the next few hours.
See you all tonight. Please contact me if you have any questions.
Cynthia McCormick, AICP, Assistant Planner
City of Saratoga I Community Development Department
13777 Fruitvale Avenue I Saratoga, CA 195070
Direct: (408) 868 -1230
Email: cmccoimick(rusaratojmca.us I Fax: (408) 867 -8555
Website: www.saratoga.ca.us
From: Matthews, Marjorie [mailto: Marjorie .Matthews @ceo.sccgov.org]
Sent: Wednesday, March 17, 2010 12:06 PM
To: Sharon Teeter
Cc: Borah, Judy; Erwin Ordonez; RFALKNER @losgatosca.gov; Cynthia McCormick; Harrison, Emily
Subject: RE: CDBG Letter to County Executive
spoke with the County Executive's Office and was advised that cities should submit their city projects without
the $15,000 from CDBG administration.
Margie
Marjorie Matthews, Director
Santa Clara County Office of Affordable Housing
2310 North First Street Suite 100
San Jose, CA 95131
408 - 441 -4258
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
AUTHORIZING THE SUBMITTAL OF PROPOSALS FOR FUNDS FROM
SANTA CLARA COUNTY UNDER THE FEDERAL HOUSING AND
COMMUNITY DEVELOPMENT ACT FOR FISCAL YEAR 2010/2011
WHEREAS, the City previously entered into a Joint Powers Agreement with Santa Clara
County to form an Urban County under the Housing and Community Development Act;
and
WHEREAS, the City Council finds and determines that the following proposals represent
the community development needs in Saratoga; and
NOW THEREFORE, BE IT RESOLVED, that the Community Development Department
is hereby authorized to submit a proposal for the expenditure of FY 2010/11 CDBG funds
in the amount of $134,400 for the following allocations:
Agency
Type
Project
Amount
CDBG Funds
Requested
Recommended
SASCC
CDBG
Adult Day Care Program
*$37,000
(Public Services)
West Valley
West Valley Community
Community
CDBG
Services Food Pantry and
*$20,000
Services
(Public Services)
Emergency Services
Catholic Charities
CDBG
Long Term Ombudsman
of Santa Clara
(Public Services)
Program
*$5,000
County
SUBTOTAL
$62,000
$26,500
City of Saratoga
CDBG (non -
ADA Accessible Signals
$35,100
public service)
- Phase III
City of Saratoga /
Hakone Gardens Lower
The Hakone
CDBG (non-
House ADA Accessible
$44,800
Foundation
public service)
Ramp and Doors
SUBTOTAL
$79,900
$79,900
City of Saratoga
CDBG
Program Administration
$15,000
County of
CDBG
Urban County
$13,000
Santa Clara
Rehabilitation Services
SUBTOTAL
$28,000
$28,000
*these requests may be partially funded
under the Community Grant program
GRAND TOTAL
$1349400
$1349400
The above and foregoing resolution was passed and adopted at an adjourned meeting of
the Saratoga City Council held on the 17th day of March 2010 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Kathleen M. King, Mayor
ATTEST:
Ann Sullivan, City Clerk
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
AUTHORIZING ALLOCATION OF FUNDS FOR THE COMMUNITY GRANT
PROGRAM FOR FISCAL YEAR 2010/2011
WHEREAS, the City Council finds and determines that the following proposals represent
the community needs in Saratoga; and
NOW THEREFORE, BE IT RESOLVED, that the City of Saratoga hereby authorizes the
expenditure of FY 2010/11 Community Grant funds in the amount of $ for the
following allocations:
Amount
Amount
Agency
Project
Requested
Granted
Catholic Charities of Santa
Long Term Care
*$5,000
Clara County
Ombudsman Program
West Valley Community Services
Comprehensive Emergency
*$20,000
Assistance Program
Saratoga Area Senior
Saratoga Adult Care
*$37,000
Coordinating Council (SASCC)
Center
Shady Shakespeare Theater
Free Shakespeare in
$3,500
Company
Sanborn Park, Saratoga
Wildlife Center of Silicon
Wildlife Rehabilitation
$4,212
Valley
and Release and Wildlife
Education and Outreach
KSAR15, Saratoga Community
KSAR — Saratoga High
$4,000
Access Cable TV Foundation
School Media Arts
Mentoring Program
Saratoga Foothill Club Historic
Audio - Visual Equipment
$4,500
Landmark Foundation
for Public Lecture Series
Mustard Faire
2011 Mustard Faire
$5,000
*these requests may be partially funded under the CDBG program
TOTAL:
$83,212
RESOLUTION NO.
The above and foregoing resolution was passed and adopted at an adjourned meeting of
the Saratoga City Council held on the 17`h day of March 2010 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Kathleen M. King, Mayor
ATTEST:
Ann Sullivan, City Clerk
Water Use Efficiency Program
YEAR END REPORT
1
FISCAL YEAR 2008 -2009
Santa Clara Valley
Water District
SM
Santa Clara Valley
Watef District
S.6
OUR MISSION
The mission of the district is a healthy, safe, and enhanced quality of living
in Santa Clara County through watershed stewardship and comprehensive
management of water resources in a practical, cost - effective, and
environmentally sensitive manner for current and future generations.
5750 Almaden Expressway
San Jose, CA 95118
(408) 265 -2600
www.valleywater.org
ABOUT THE SANTA CLARA VALLEY WATER DISTRICT
he Santa Clara Valley Water District is the primary
water resources agency for Santa Clara County,
California. It acts not only as the county's water
wholesaler, but also as its flood protection agency and
is the steward for its streams and creeks, underground
aquifers and District -built reservoirs.
As the county's water wholesaler, the water district makes
sure there is enough clean, safe water for homes and
businesses. As the agency responsible for local flood
protection, the water district works diligently to protect
Santa Clara Valley residents and businesses from the
devastating effects of flooding. Our stream stewardship
responsibilities include creek restoration and wildlife
habitat projects, pollution prevention efforts and a
commitment to natural flood protection.
BOARD OF DIRECTORS
From left, Richard P. Santos, foe fudge, Rosemary Kamei,
Tony Estremera, Sig Sanchez, Patrick Kwok, Larry Wilson.
Rosemary Kamei
District 1
Joe Judge
District 2
Richard P. Santos
District 3
Larry Wilson
District 4
Patrick Kwok
District 5
Tony Estremera
District 6
Sig Sanchez
District 7
ii
FROM THE OFFICE OF THE CEO
� This eighth annual Water Use Efficiency Program Year End Report presents
the actions taken by the Santa Clara Valley Water District, and the success
of the community, in achieving water use efficiency goals for fiscal year
2008/09.
k.
n
As the third dry year in a row, FY 08/09 had many water supply
challenges. Along with low rainfall and reduced sierra snowpack, a
federal court ruling to curtail pumping from the Sacramento -San Joaquin
Bay Delta further restricted the amount of available water.
Despite these significant challenges, careful planning and investments in
a diverse portfolio of water supply resources helped us meet our water
conservation and recycling goals; that is, a reliable water supply for the residents and businesses of the
community. Our water use efficiency program is a key part of this portfolio, with nearly 65,000 acre -feet
of water savings in FY 2008/09 — roughly enough water to supply 130,000 families in Santa Clara
County. Water Conservation is widely considered the most cost - effective option in an available water
supply portfolio. Our water conservation program is no different as it relies on a thorough cost - benefit
analysis to develop program details and rebate levels.
We are proud to report that the district once again received recognition as a statewide leader in water
and energy conservation. Out of hundreds applicants, the Santa Clara Valley Water District was one
of five organizations, and the only governmental agency, chosen to be honored in the "Best Overall"
category from California's energy efficiency outreach campaign, "Flex Your Power." Our District helped
the community save over 19.5 billion gallons of water through its programs during the last fiscal year
(FY 07/08. These programs include technical and financial assistance in the residential, commercial,
landscape, and agricultural sectors of Santa Clara County.
Using water wisely to meet the needs of the growing community and meet challenges such as the possible
continuation of the drought, reduced flow from the Bay Delta and climate change issues, will continue to be
a goal of the District in years ahead.
Beau Goldie
Chief Executive Officer
Santa Clara Valley Water District
r
Santa Clara V
WUE UNIT STAFF
FOR FY 08/09
(From left): Hossein Ashktorab,
Pam John, Karen Morvay,
Toni Vye, Bob Siegfried, Kurt
Elvert, Jeannine Larabee, Keith
Whitman, Ray Wong, Kevin
Galvin, Jerry De La Piedra,
Stanley Zhu.
WATER UTILITY
ENTERPRISE:
Jim Fielder,
Chief Operating Officer
WATER SUPPLY
MANAGEMENT
DIVISION:
Keith Whitman,
Deputy Operating Officer
WATER USE EFFICIENCY
UNIT STAFF:
Hossein Ashktorab,
Unit Manager
Jerry De La Piedra,
Program Administrator
Kurt Elvert,
Water Conservation Specialist I
Kevin Galvin,
Senior Water
Conservation Specialist
Pam John,
Senior Civil Engineer
Jeannine Larabee,
Water Conservation
Specialist II
Karen Morvay,
Water Conservation
Specialist II
Robert Siegfried,
Assistant Civil Engineer 11
(Agricultural)
Toni Vye,
Project Assistant
Ray Wong,
Associate Engineer (Civil)
Stanley Zhu,
Senior Civil Engineer
WUE UNIT INTERNS
FOR FY 08/09
(From left): Kevin Carley,
David Nguyen, John
Fosnaugh, Alexsis Shields,
Michael Gonzales, Becky
Olsen, Erica Silva,
Rosalie Sears.
(Not pictured:
Shawn Kefauver,
Kira Darlow,
Elizabeth Sarmiento)
TABLE OF CONTENTS
About the Santa Clara Valley
Water District ............ ............................... i
Board of Directors ...... ............................... ii
EXECUTIVE SUMMARY 1
WATER CONSERVATION 5
Inthe Home .............. ............................... 6
In Landscape ............ ............................... 8
In Business ............... ............................... 11
In Agriculture ........... ............................... 15
Outreach & Education .............................. 16
Events........................ .............................19
Cost - Sharing Agreements,
Partnerships ............. ............................... 20
Studies & Research ... ............................... 21
WATER RECYCLING
22
AND DESALINATION
What is Recycled Water in
Santa Clara County .. ...............................
24
Approach................ ...............................
26
District's Cooperative
Relationships ............ ...............................
27
Education & Outreach ..............................
32
Grants & Funding ..... ...............................
33
Studies & Research ... ...............................
34
F,
he Santa Clara Valley Water District's (water district)
water conservation and water recycling programs
are a key part of its core business, providing about
17 percent (or roughly 65,000 acre -feet in FY 08/09)
of the district's total water supply. The water district is
planning on raising this percentage significantly; by
the year 2030, water use efficiency (WUE) programs,
which may include desalination in addition to water
conservation and water recycling, will account for
roughly 25 -30 percent of the total water supply.
Water use efficiency programs reduce demand on
existing water and energy supplies, helping to lessen
the costs and environmental impacts of developing
additional supplies. In addition to helping meet long -term
water reliability goals, WUE programs also help meet
short -term demands placed on supply during critical dry
periods as well as during a regulatory drought.
These programs will also protect the south bay salt -marsh
habitat and the endangered species that live there by
reducing freshwater effluent released from wastewater
treatment facilities.
These programs assist the district in meeting its board ends
policies for water supply reliability, water conservation
and water recycling. The board's ends policies, in
conjunction with the district's 2003 Integrated Water
Resources Planning Study (IWRP) and 2005 Urban
Water Management Plan (UWMP), require that: water
conservation is implemented to the maximum extent that
is practical; water recycling be expanded within Santa
Clara County in partnership with the community; and a
variety of water supply sources are available to minimize
risk.
STOP AND SMELL THE
DROL16HT-RES15TANT FLOWERS.
tter world, landscape with water -wise plants.
0
Wp save20gallons.org
Water Conservation Outreach Campaign ad
F:iJ
In March, 2009, as the district entered into its
third consecutive dry year, the Santa Clara Valley
Water District board of directors unanimously passed
a resolution declaring a water shortage alert and
calling upon the cities, the county and water retailers to
immediately activate their existing drought ordinances
and enforce a mandatory 15 percent reduction in
water use. The board's decision to move from voluntary
to mandatory conservation was based upon both a
thorough analysis of Santa Clara County's current water
supply conditions and contingency planning to factor in
the potential of additional years of drought and other
impacts to the district's water supply. To achieve these
mandatory restrictions, the water district continues to
cooperate with municipalities and water retailers.
Additionally, restrictions on pumping water from the
Sacramento-San Joaquin Delta to protect fisheries have
reduced the quantity and reliability of the district's
imported water supplies. Water from the Sierra
snowpack conveyed through the Delta constitutes about
half the district's drinking water and that supply has been
significantly reduced.
Increasing public awareness of the drought
was a priority for the district and the district
stepped up public outreach efforts. A new media
campaign was developed which included television,
radio, newspaper, billboards and online advertisements.
The eighth Year End Report provides an overview
of achievements in Fiscal Year 08/09 and a look at
current water use efficiency programs, including water
conservation, water recycling and desalination. The
report also looks at new and future projects, partnerships
and completed research.
In December, 2008, the district was one of five
organizations, and the only governmental
agency, chosen to be honored in the "Best
Overall" category from California's energy
efficiency outreach campaign, "Flex Your
Power." The annual Flex Your Power awards identify
businesses and government agencies that demonstrate
determined efforts to save energy and water, and to
decrease carbon emissions in California. The water
district helped save over
19.5 billion gallons of
water through its programs
during the last fiscal
year (FY 07/08). These
programs include technical
and financial assistance
in the residential,
commercial, landscape,
and agricultural sectors of
Santa Clara County.
Hossein Ashktorob receives
the Flex Your Power Award
In FY 08/09, the Water Use Efficiency Unit completed
an updated version of the report, "From Watts to
Water," which provides an analysis of the energy
savings and air quality benefits provided by the district's
comprehensive suite of water conservation and water
recycling programs. These programs have resulted
in a cumulative savings of 487,000 acre -feet of new
water supplies between FY 92/93 and FY 07/08. In
addition to saving water and providing greater water
supply reliability, water conservation and water recycling
programs save energy and thereby reduce air pollutant
emissions, including carbon dioxide, a greenhouse gas
that contributes to global warming.
�3�
The analysis, which was recently updated with data
from FY 07/08 and current energy and air emissions
factors, shows that the district's water conservation
and water recycling programs have resulted in savings
of approximately 1.82 billion kilowatt -hours (kwh) of
energy, which represents a financial savings of $236
million (in residential electricity rates) and is equivalent to
the annual electricity required for 265,136 households.
Through saving this energy, approximately 429 million
kg of carbon dioxide emissions were eliminated, which is
equivalent to removing 78,263 passenger cars from the
roads for one year.
WATER CONSERVATION PROGRAMS
INDOOR PROGRAMS
Program Name Program Participation
Total Program
for FY 08109
Participation to Date
Water Wise House Calls
1,592
27,599
Residential High - Efficiency Toilet
2,459
4,565
Rebate Program
Residential Clothes Washer Rebate Program
13,965
92,466
Showerhead Distribution Program
7,253
148,994
Residential Water Softener Rebate Program
465
1,469
Residential High- Efficiency Toilet Installation
19
19
Program with PG &E
LANDSCAPE PROGRAMS RESIDENTIAL & COMMERCIAL
Program Name Program Participation Total Program
for FY 08109 Participation to Date
Weather -Based Irrigation Controller
407
902
Rebate Program
Irrigation Technical Assistance Program
154
1,108
Water Efficient Landscape Rebate Program
250
351
Irrigation Hardware Rebate Program
39
49
for Residents
Irrigation Hardware Rebate Program for
Commercial, Industrial and Institutional
6
15
facilities (CII)
0
WATER RECYCLING PROGRAMS
COMMERCIAL, INDUSTRIAL, INSTITUTIONAL (CII) PROGRAMS
Program Name Program Participation Total Program
for FY 08109 Participation to Date
Commercial Clothes Washer Rebate Program
268
3,085
CII & Multi - Family Dwelling High Efficiency
Toilet Installation Program
4,582
13,014
CII Water Survey Program
153
309
Water Efficient Technologies (WET) Program
2
73
Pre -Rinse Spray Valve Program
26
4,321
Mobile Home Submeter Rebate Program
1,442
2,934
WATER RECYCLING PROGRAMS
....................
WATER CONSERVATION
OVERVIEW
Besides meeting long -term water reliability goals, water conservation programs help meet short -term demands
placed on the water supply system during critical dry periods which was especially important during FY
08/09, a critically dry year. These programs also reduce the frequency of demand reduction requirements
made on water retailers, and reduce wastewater flows to Bay Area treatment plants, thereby protecting the
Bay's salt -marsh habitat.
The water conservation program experienced another successful year, both in terms of water savings,
reaching totaling about 48,450 acre -feet in FY 08/09, and in terms of program participation, research and
partnerships.
BE ■ ■, ■ ■ ■ ■ -■■■. ■ ■■` t118 ■,,.y was
44,12A Lill' 52 MEN
SHORTER SHOWERS
IMPROVE SIBLING RELATIONSHIPS.
_41C4�
For a better world, take shorter showers.
Find more water-saving tips and tools at sove2ggollons.org
,.&erg
Water Conservation Outreach Campaign ad
In FY 08/09, the
total annual water
savings attributable
to all residential
conservation
programs reached
39,550 acre -feet.
Santa Clara V611ey V1�ater`
Water Conservation:
IN THE HOME
Water -Wise House Call
he water district continues to expand programs in the residential sector, which remains one of the key
areas for water conservation. The water district employs a strategy of incentives and rebates, one-on -one
home visits with free installations of water- saving devices, workshops, and outreach at community events to
promote residential water savings.
WATER -WISE HOUSE CALL PROGRAM
The water district has been providing the Water -Wise
House Call Program at no cost to county residents since
1998. The program is available to residents of single
family homes and to owners managers of apartments,
condominiums and mobile home complexes. During the
survey, technicians check for toilet flapper leaks, measure
fixture flow rates, offer conservation information, and
install free toilet flappers, showerheads and aerators.
Surveyors also test the customer's irrigation system for
uniformity, calculate an annual irrigation schedule,
program the irrigation controller, and provide
landscaping tips.
The water district performed 1,524 residential home
surveys during FY 08/09. Over 27,500 residential
surveys have been completed since the program began.
FOR A BETTER WORLD,
Schedule a Water -Wise House fall
•- - -ersonalizedassessmenton
i can save I0 gallons todag.
click here
Water Conservation Outreach Campaign ad
The district provides free low -flow showerheads
and aerators to residents
LOW -FLOW SHOWERHEAD AND
AERATOR DISTRIBUTION PROGRAM
In FY 08/09, the water district distributed 12,923
aerators and 7,253 low -flow showerheads. Showerheads
and aerators are provided, free of charge, to the public
and to local water retailers to distribute to their customers.
These devices are also installed in residences during
Water -Wise House Calls. Over 271,000 showerheads
and aerators have been distributed since the program
started.
RESIDENTIAL CLOTHES WASHER REBATE PROGRAM
The water district began offering rebates for water
efficient clothes washers in 1995, and continued through
FY 08/09.
• For FY 08/09 13,965 rebates were issued, more
than any other fiscal year.
• Since the program began, over 92,400 rebates have
been issued.
• The rebate amount provided varied from $125 to
$200, depending on the efficiency of the machine.
The rebate is a combined Water and Energy rebate
of either $125 or $200 for eligible PG &E customers,
offered in conjunction with PG &E. This partnership
with PG &E which began in January of 2008, allows
customers to apply using one application form for
both the water and energy rebate.
This program continues to
transform the market by only
offering rebates on the most
efficient machines while
making it easier for customers
to apply for their rebate.
The Consortium for Energy
Efficiency rates the efficiency
of individual machines and
categorizes them in tiers with
the most efficient machines being placed in the highest
tier. For the entire fiscal year only the two highest tiers,
Tier 2 and 3, were rebated. Despite the Program's
requirement for more efficient machines, participation
levels increased.
r__7
7
L
RESIDENTIAL HIGH - EFFICIENCY TOILET PROGRAM
The water district's high efficiency toilet (HET) program
began in FY 03/04 and continues to provide a $125
rebate to residents when they replace their old inefficient
(3.5 gallons per flush or more) toilets with new HETs.
HETs use at least 20 percent less water than the federally
regulated 1.6 gpf toilets and include three types of
technologies: pressure assisted flush, which utilizes a
flush valve similar to commercial grade toilets;
dual flush toilets, which have full
and half -flush options; and gravity
flush toilets. The district issued
over 4,500 high - efficiency toilet
rebates since the program began
in FY 03/04. In FY 08/09, a total
of 2,459 rebates were issued,
more than any other fiscal year.
WATER SOFTENER REPLACEMENT REBATE PROGRAM
Building on the experience and lessons learned from the
pilot program, a full -scale water softener replacement
rebate program was developed. The program is a regional
effort among the water district, San Benito County Water
District, and South County Regional Wastewater Authority
( SCRWA). In FY 08/09, 465 rebates were issued. Since
the program began, 1,469 rebates have been issued.
The pilot program, which began in November 2003
and concluded in September 2004, provided 400 Santa
Clara county residents with a rebate of $150 for the
replacement of their pre -1999 inefficient water softener
system with a more efficient, newer system. In July of 2007
the program was implemented as a full -scale program,
with grant funding for 2,000 rebates at $150 each for
San Benito County and Santa Clara County residents.
The water district and the San Benito County Water District
jointly received a $300,000 grant from the California
Department of Water Resources under proposition
50. The water district is receiving $150,000 from the
grant, which will go toward 1,000 Santa Clara County
rebates of $150 each for the replacement of older water
softeners.
As a regional effort, SCRWA contributed $30,000
towards an additional 200 rebates earmarked specifically
within SCRWA's service area. That area, consisting of
Morgan Hill and Gilroy, has mostly hard
water and therefore a prevalence of
water softening devices. A water softener
replacement rebate program is one tool
to managing salt entering the SCRWA
facility. The water district and the cities
of Morgan Hill and Gilroy continue joint
efforts to educate residents in the SCRWA
service area regarding salinity issues.
Santa Clara Valley Water District
18 1
Water Conservation:
I N LANDSCAPE
A water wise garden of drought tolerant plants
0 n average, about half of the water used by residents in the county goes to irrigating outdoor
landscape. Having focused attention for many years on indoor water use, the district has now turned
its attention to landscape irrigation — the area the water district sees as having the greatest potential
for water savings in the residential and commercial sectors. The water district's WUE program offers a variety
of programs, from irrigation evaluations and rebates for water - efficient irrigation equipment to classes and
workshops, which help businesses and homeowners become as water efficient as possible. The water savings
attributed to these programs for FY 08/09 are about 1,250 acre -feet per year.
LANDSCAPE AREA MEASUREMENT AND WATER USE BUDGETS STUDY
In 2002, the water district used multi - spectral images
to identify landscape and agricultural areas by parcel
for over 900 square miles in Santa Clara County. These
images were then used to categorize types of surfaces
(such as areas of turf grass, trees, water features, bare
ground, hardscape, etc.) for each parcel. This information
will be used to calculate an optimal water budget for sites
around the county.
Concurrently, the water district is developing web -based
software that allows county water users to receive a
site - specific water budget on -line by entering their
contact information, meter --
readings, and other data.
This county -wide water
budget database will allow
on -line users to compare L-d
their actual water usage
with recommended amounts
for their specific area.
THE GRASS
15N'T A5
THIRSTY
A5 YO U
THINK.
Water Conservation
Outreach Campaign ad
WATER - EFFICIENT LANDSCAPE REBATE PROGRAM
The Water Efficient
Landscape Rebate
Pilot Program (WELRP)
began in December
2005. It is designed to
help customers replace
high water using
landscapes, such as
unused or unwanted
irrigated turf grass,
with district approved
low water use plants
and /or permeable
hardscape.
r___1
L
In FY 08/09, the water district, the City of Morgan Hill,
the City of Palo Alto, the City of Milpitas, and Stanford
University formed a partnership for this program thereby
doubling the rebate for participants within those service
areas.
The rebate for this program is $75 per 100 sq. ft. for
customers in Santa Clara County. Morgan Hill, Milpitas,
Stanford, and Palo Alto customers receive $150 per 100
sq. ft. of converted landscape. Maximum rebates are:
In FY 08/09, 250 rebates were issued resulting in over
200,000 square feet of high water using landscape
removed.
IRRIGATION TECHNICAL ASSISTANCE PROGRAM
The water district has been providing technical assistance
to large landscape managers since 1995 through the
Irrigation Technical Assistance Program (ITAP). Technicians
check the irrigation system for inefficiencies, determine
an optimal water use budget, and make site - specific
recommendations to improve water management. ITAP
participants can potentially save up 1,500 gallons per
acre per day, representing a potential $1 ,000 per acre
cost savings annually.
The water district provided 154 sites with ITAP services
in FY 08/09. This is a record number for the program,
with more completed than in any other fiscal year.
Since the program's inception, over 1,100 parks, golf
courses, large commercial sites, and large residential
developments have received ITAP evaluations.
110
IRRIGATION SYSTEM HARDWARE REBATE PROGRAM
(for commercial large landscape)
This program aims at achieving difficult -to- attain but cost -
effective water conservation on sites with one acre or
more of irrigated landscape. After participating in the
water district's Irrigation Technical Assistance Program
(ITAP), commercial and residential large landscapes are
eligible to receive a rebate of up to 50 percent (up to
$4,000) on the cost of ITAP- identified irrigation system
upgrades. Six rebates were issued in FY 08/09, making
a total of fifteen since the program began.
IRRIGATION SYSTEM HARDWARE RETROFIT PROGRAM
(for residential landscapes)
Kurt Elvert conducting a landscape inspection
By building on the customer information accrued through
the Water -Wise House Call Program over the last three
years, the residential Irrigation System Hardware Retrofit
Program targets the installation of water - efficient irrigation
hardware on residential sites previously identified as
having, unrealized high conservation potential.
These hardware installations can be expected to produce
water savings lasting longer than the savings that can be
attained through behavioral change alone. In FY 08/09,
39 rebates were issued, bringing the total to 49 since the
program began.
WEATHER -BASED IRRIGATION CONTROLLER REBATE PROGRAM
The water district's Weather Based Irrigation Controller
(WBIC) Installation Program employs a new generation
of irrigation controllers in managing landscape water
use. These controllers (also called "smart controllers ")
utilize temperature data, relative humidity, wind speed
and solar radiation to calculate site - specific irrigation
schedules. The controllers modify their irrigation schedules
daily to remain consistent with the landscape's changing
irrigation requirements. The program provided rebates
for 407 WBICs in FY 08/09, for a total of 902 since the
program began.
Weather -based irrigation controller installed
at a Silicon Valley company.
Water Conservation:
IN BUSINESS
11
Commercial Water Survey Program site in Morgan Hill
he Water Use Efficiency Unit combines education, technical assistance and financial
incentives to encourage reduced water consumption among commercial, industrial and
institutional water users.
Annual water savings attributable to business conservation programs
reached 6,650 acre -feet in FY 08/09.
WATER EFFICIENT TECHNOLOGIES PROGRAM
The Water Efficient Technologies (WET)
program provides rebates for process,
technology, and equipment retrofits that save
water. The rebate rate is $4.00 per hundred
cubic feet (ccf) of water saved annually with
a minimum annual water savings requirement
of 100 ccf. Since 1997, the water district
and the City of San Jose have maintained
a cost - sharing agreement to help fund this
program. To date, the district has funded
(either entirely or through cost - sharing with
the City of San Jose) $828,687 for 76
projects saving approximately 2.24 billion
gallons (2.99 million ccf) over the lifetime of
the projects.
Ozone laundry system at hotel, a WET Rebate Program participant
12
COMMERCIAL, INDUSTRIAL, INSTITUTIONAL (CII)
WATER USE SURVEY PROGRAM
This program for commercial, industrial and
institutional (CII) establishments in Santa Clara County
began in FY 03/04 and continued into FY 08/09. It
provides: a thorough survey of the indoor water use
of CII establishments, suggestions for ways to become
more water efficient, and recommendations for the
district programs that will help fund water efficiency
improvements.
Palo Alto water survey site
(
The reports recommend the district programs that can
help fund water efficiency improvements, such as the
Water Efficient Technologies Program and the Irrigation
Technical Assistance Program, to expedite equipment
changes and address outdoor water use. Because most of
the water savings potential seems to exist in the industrial
and institutional sectors, those sectors were targeted.
153 surveys were completed in FY 08/09. Since the
program began, 309 surveys have been conducted.
Ozone laundry system
being installed
COMMERCIAL CLOTHES WASHER REBATE PROGRAM
The Commercial Clothes Washer Rebate Program
provides laundromats and apartment complexes in Santa
Clara County a rebate of $400 for each purchased or
leased commercial high - efficiency clothes washer.
The water district rebates only the most water efficient
machines. By doing this, the district influences buyers to
make the more water - efficient choice. The Commercial
Clothes Washer Rebate Program provided 268 rebates
in FY 08/09. Since the start of the program, 3,085
rebates have been issued.
A water survey was
performed at this site in
Morgan Hill
Water- efficient clothes washers
13
COMMERCIAL AND APARTMENT
HIGH - EFFICIENCY TOILET INSTALLATION PROGRAM
This program provides free installation of high - efficiency
toilets (HETs) and urinals (HEUs) in the Commercial,
Industrial and Institutional sectors, as well as in the multi-
family sector. There have been 2,964 HETs installed in the
commercial sector and 1,618 HETs installed in the multi-
family dwelling sector, for a total of 4,582 installations
for FY 08/09. Since the program began, over 13,000
HETs have been installed.
The High- Efficiency Toilet
Installation Program was expanded
to include "flush valve" toilets
Water submeter installed at a mobile
home park in San Jose
MOBILE HOME PARK SUBMETER
REBATE PROGRAM
This program, which began as a pilot program in FY
00 /01, gives a rebate for every water submeter installed
at mobile home parks. During the pilot program, 1,187
rebates were distributed. Water use records from
participating mobile home parks showed an average
water savings of 23 percent per mobile home. The
program was extended and, in FY 08/09, 1,442 more
water submeters were installed, bringing the total for the
program to 2,934.
Submeter
14
Pre -rinse
spray valve
PILOT COMMERCIAL WATER
SOFTENER REBATE PROGRAM
The success of the full scale residential water softener
rebate program has prompted additional funding for
commercial water softener replacement ($400 per rebate
for Santa Clara County businesses. The Pilot Commercial
Water Softener Rebate Program offers rebates for the
replacement of older water softeners with newer and
more efficient models. The countywide program began in
May 2008, with three rebates processed in FY 08/09.
District staff inspects
water softener
Water Conservation Outreach Campaign ad
PRE -RINSE SPRAY VALVE PROGRAM
The water district purchased a quantity of pre -rinse spray
valves with a flow rate of 1.15 gallons per minute for
distribution to commercial sites identified through the
district's CII Water Survey Program. A total of 26 of
these sprayers were distributed in FY 08/09, and over
4,300 since the district began promoting these devices
in FY 02/03.
Water Conservation:
IN AGRICULTURE
r �
15
The water district's water use efficiency program conducts growers meetings and
provides technical assistance to help growers increase irrigation efficiency. These
incentives also help growers comply with non -point source discharge regulations.
ON -LINE IRRIGATION SCHEDULING CALCU
This online resource consists of two calculators, one for
drip irrigation systems; the other for sprinkler systems.
Each makes it easy to calculate a crop's irrigation
requirements based on local California Irrigation
Management Information System (CIMIS) weather station
data and the percentage of a field that is shaded by the
crop around high noon.
CALIFORNIA IRRIGATION MANAGEMENT
INFORMATION SYSTEM (CIMIS)
Thisfree service providesdaily
reference evapotranspiration
estimates to growers and
landscape irrigators to use
for scheduling irrigation.
Newest addition to
weather station network,
at Syngenta
LATORS
These calculators are used
to estimate the irrigation
water used by a crop since
the last irrigation, or to
forecast a crop's irrigation
requirements for the coming
few days.
District weather station
Reference evapotranspiration is the water use of a
standardized green grass surface. Estimates of the
evapotranspiration of all crops and landscapes can be
mathematically related to reference evapotranspiration.
The water district owns and maintains one weather
station in San Martin, and one station west of Saratoga.
Growers and landscape irrigators can access current
evapotranspiration information around the clock by
visiting the district's web site at www.valleywater.org.
AGRICULTURAL IRRIGATION MANAGEMENT PRORGRAM
The water district funds a program implemented by the
Santa Clara County Farm Bureau to provide ten growers
intensive training in irrigation system fitness and irrigation
management. Program technicians sample the output of
growers' irrigation systems, provide recommendations as
needed to improve the uniformity of the irrigation systems,
and conduct follow -up sampling and analysis to estimate
any improvement in uniformity that has resulted
from implementation of the recommendations. Once
irrigation system fitness has been quantified, subsequent
training takes place in the use of soil moisture content
sampling and the use of crop evapotranspiration
information to inform irrigation scheduling. The goal of
the program is to create a cadre of efficient irrigators
who are able to demonstrate through farming practices
that efficient irrigation is achievable.
16
Water Conservation:
OUTREACH &
EDUCATION
2009 WATER CONSERVATION CAMPAIGN
In May 2009, the water district launched a new water
conservation campaign urging every individual to save
20 gallons per day by taking small actions that can result
in big savings. The campaign followed a 15% mandatory
water reduction call by the
district board of directors
because of the statewide
drought and a growing
concern about water deliveries
through the Sacramento -San
.Joaquin River Delta. Imported
water delivered through the
Delta constitutes almost half of
the district's water supplies.
The campaign, designed Water use efficiency
around people's daily activities involving water use,
included television, radio, newspaper, billboards in
Santa Clara County and online advertisements. In order
to reach our diverse population, ads were developed in
English, Spanish, Vietnamese
and Chinese. The goal of the
campaign, which will continue
into 2010, is to educate and
inform Santa Clara County
residents about how they can
reduce water consumption by
15 %, which translates to about
20 gallons per day per person.
nth A website was also developed,
www.save20galIons.org.
..
Is your landscaping undermining
your efforts to go green?
Water- saving tips for the fall:
Adjust water level to match the Benson —cut watering time by halt in the tall.
Plants only need about halt the water as they do in the summer.
In December, turnoff your irrigations ystems completely until mid - March.
Y
j save Oga!lons.org
Water Conservation Outreach Campaign ad
17
WATER USE EFFICIENCY NURSERY PROGRAM
For the last ten years, the water district has distributed
water conservation information through display racks
located at county nursery and garden stores. These
display racks contain literature discussing water -wise
gardening, efficient lawn watering, drought resistant
plants, drip irrigation and district programs. In FY 08/09,
20 nurseries participated in the program throughout the
county.
WATER - EFFICIENT LANDSCAPING
WORKSHOPS FOR HOMEOWNERS
The water district held its 16th annual water - efficient
landscaping workshop series in March 2009 over four
weekends. The topics were: selecting plants for your
water -wise garden, water efficient irrigation design,
water -wise garden design, and gardening with natives.
The workshops are presented by landscape and irrigation
experts each spring to provide practical advice on water -
efficient gardening. A total of 185 people attended this
series of workshops.
National Night Out Event
GOING NATIVE GARDEN TOUR
The water district co- sponsored the 7th Annual Going
Native Garden Tour in April, 2009. The tour was a great
success, showcasing 53 native plant gardens throughout
Santa Clara and San Mateo counties, with a record
12,824 visitors. The water district has sponsored this
event since its inaugural year.
The Going Native Garden Tour is the Bay Area's first
native garden tour. This community-based event is free of
charge to the public. Each tour features home and public
gardens in a self -guided tour format.
Literature rack at a local nursery
Resident learning about irrigation systems
COMMUNITY EVENTS
The water district promoted water use efficiency over 100
community events in FY 08/09, including environmental
fairs, Earth Day events and many others. These events
give the district's WUE program an opportunity to talk to
the public directly, and to educate them about water use
efficiency with hands -on displays, educational handouts
and one -on -one water conservation advice.
Its goals are to demonstrate reduced water, chemical and
pesticide use, improved habitat and the unique aesthetic
appeal of gardens designed with California native plants.
This (year, native plants were being sold to the public at
flv of fka cifac
�i
18
L �
SEMINARS FOR AGRICULTURE PROFESSIONALS
The water district has presented at growers meetings All meetings have been presented with simultaneous
annually since 1998 on topics relating to water and Spanish translation. Drought irrigation strategies for
fertilizer use efficiency, district programs, farm safety and various crops were discussed at last year's winter
compliance with farm water quality regulations. meeting.
ANNUAL FERTIGATION WORKSHOP FOR IRRIGATORS
The 2008 annual fertigation workshop was held in July
2008. This workshop, presented with UC Cooperative
Extension, San Benito County Water District and the farm
bureaus of Santa Clara and San Benito counties, was a
hands -on field classroom for irrigators and growers.
Topics covered include balancing the irrigation system,
principles of fertilizer injection, calibration of the injection
system and post- injection operations. Simultaneous
translation for Spanish speakers was available.
Water Conservation:
EVENTS
The District attended over 100
community events in FY 08/09
including:
• August ........National Night Out at
i •
Water Use Efficiency Events, FY 08/09
0 Community (70 Events)
E Local Business (11 Events)
0 Educational (3 Events)
N Local Government (6 Events)
■ Professional (1 Event)
Multi- Cullural Community (9 Events)
10°
1%
6 %�
3%
11% 69%
Nursery Event
Emma Prusch Park
• September...
26th Annual South Bay
Home and Garden Show
• September...
City of Sunnyvale State of
the City Celebration
• September...
West Coast Green Expo
• October ......Spirit
of Japantown Festival
• October .......Muslim
Community
Association Eco Fair
• March .........Santa
Clara Valley Water
District's Water
Efficient Landscape
Workshop Series
• April ...........Going
Native Garden Tour
• May ............Loma
Verde Villages
Home Owners Association
Board Meeting
• May ............Morgan
Hill Mushroom
March Gras
• June ............Water
Conservation Talks
at Yamagami's Nursery
i •
Water Use Efficiency Events, FY 08/09
0 Community (70 Events)
E Local Business (11 Events)
0 Educational (3 Events)
N Local Government (6 Events)
■ Professional (1 Event)
Multi- Cullural Community (9 Events)
10°
1%
6 %�
3%
11% 69%
Nursery Event
20
Water Conservation:
(OST- SHARING
AGREEMENTS &
PARTNERSHIPS
Water use efficiency is a community -wide effort, and it will take the cooperation of many
agencies, organizations and water retailers to meet future water supply goals. The
water district maintains cost - sharing agreements with many cities and utilities to provide water
use efficiency programs for residential and commercial water customers.
THE WATER DISTRICT'S WATER CONSERVATION PROGRAM ADMINISTERED MORE
THAN $720,000 IN COST - SHARING AGREEMENTS IN FY 08/09.
Cost - sharing agreements that were active in FY 08/09 included:
• City of Palo Alto: Cost - sharing agreement for a variety of water conservation programs - $160,905
• City of Santa Clara: Cost - sharing agreement for commercial high - efficiency clothes washer
rebates - $12,500
• City of San Jose: Cost - sharing agreement for a variety of water conservation programs: $406,977
• California Water Service Company: Cost - sharing agreement for a variety of water conservation
programs - $50,000
• City of Morgan Hill: Cost - sharing agreement for the Water - Efficient Landscape Rebate and Residential
HET Programs - $50,000
• City of Milpitas: Cost - sharing agreement for the Water - Efficient Landscape Rebate Program - $5,000
• Stanford University: Cost - sharing agreement for the Water - Efficient Landscape Rebate and Residential
HET Programs - $35,000
Water Conservation:
STUDIES &
RESEARCH
21
Site of artificial turf in Santa Clara County
The water district is continually conducting research, on its own and in collaboration with
other agencies, to increase water savings and cost - effectiveness in its water conservation
programs. Data from the studies and research listed below will be vital in creating an
effective, long -range water management strategy for Santa Clara County.
ARTIFICIAL TURF STUDY
Artificial turf has the potential to save substantial quantities
of water, and has received considerable attention from
the water conservation community. The water district
is considering offering financial incentives for the
installation of artificial turf, but is currently conducting a
study to determine whether there are any adverse water
quality impacts to groundwater or to surface water due
to leachate from artificial turf. A preliminary study by the
water district suggests that heavy metal contamination
may be a concern.
Toward this end, the water district partnered with Stanford
University to conduct a water quality study to investigate
the impact, if any, of artificial turf on groundwater and
surface water. The study, which included field as well as
laboratory components, has been completed and is in
the data analysis phase with a final report expected in
early 2010.
22
WATER RECYCLING &DESALINATION
OVERVIEW
The water district collaborates and coordinates
with local agencies and recycled water producers
on recycled water development and use. Water
demand correlates with the county's population and
economy, and will expand as the economy expands.
With the state court decisions in FY 07/08 and the
subsequent biological opinions in FY 08/09, Delta water
imports were reduced. This, added pressures on the
district's water supply. Recycled water is already used in
this county with many years of success. Recycled water
use can be expanded and advanced treatment can be
utilized to enhance the quality of recycled water, thus
enhancing its marketability.
Advanced treated recycled water and desalination
are two potential sources of water supply that can
be integrated into the district's water supply portfolio
to further diversify it and make it more robust against
droughts or other hydrological changes. These sources
are locally controlled in contrast to imported water
brought into the county.
Recycled water and desalination are all- weather
resources. Increasing recycled water supplies in Santa
Clara County will increase overall water supply reliability
and augment the district's imported water supply and
local surface and groundwater supplies.
}
Countywide Recycled Water Used (Fiscal Year)
LLr
`v 18,000
Q 16,000 0 Palo Alto Water Recycling Program
14,000
12,000 M South County Regional
10,000 Wastewater Authority Water
Recycling Program
� 8,000
6,000 M Sunnyvale Water Recycling Program
W 4,000
v 2,000 South Bay Water Recycling Program
ce 0
0 0 0 0 0 0 0 0 0 0 0
a 0 0 0 0 0 0 0 0 0
Oil All
23
Recycled Water Liaison
Committee members:
(Seated from left to right area
Santa Clara Mayor Patricia
Mahan, Son Jose Councilman
Pierluigi Oliverio, Councilman
Kansen Chu, District Director
Rosemary Kamei, Director Tony
Estremera, and Director Patrick
Kwok.
KEY EFFORTS IN RECYCLED WATER AND DESALINATION INCLUDE:
The Bay Area Regional Desalination Project :
Pre - Feasibility and Feasibility studies and reports were
completed. The Pilot Desalination Project work began
at the East Contra Costa Site and pilot operations
were completed in May 2009. The final report on the
pilot work would be completed at the end of 2009.
• The Pilot Brackish Desalination Project was completed
The research partner, Stanford University, prepared a
final report.
The Long -term Recycled Water negotiations with the
City of San Jose, the administering agency for South
Bay Water Recycling, began in full -force in 2008.
A Board - Council level "Recycled Water Liaison
Committee was established. A long -term agreement
will be developed that will include agreed upon
quantities of recycled water to be incorporated into
the district's water supply planning portfolio and
expansion of recycled water usage. This agreement
will also include the joint work effort on the South Bay
Advanced Recycled Water Treatment facility. (See
section under district's Cooperative Relationships for
more information)
Recycled water reimbursements were paid out to the
Cities of San Jose and Sunnyvale for recycled water
that offset the need for the district to provide potable
water supplies.
• Joint Board meeting was held with South County
Regional Wastewater Authority on the topic of
a producer, wholesaler and retailer recycled
water agreement, and on the production of an
environmental document (CEQA) for the South County
Recycled Water Master Plan project.
• Progress towards the Advance Treated Recycled
Water Project design and CEQA documentation was
significant.
• Joint meeting with the San Jose City Council on April
23, 2009 highlighted water recycling and water
conservation.
24
Water Recycling
WHAT IS
& Desalination
RECYCLED WATER IN
SANTA CLARA COUNTY
ecycled water is highly treated wastewater that
is purified through multiple levels of treatment.
Wastewater is the resulting product of water that has
been used in homes and businesses. Wastewater goes
into underground pipes that carry it to a wastewater
treatment plant.
In Santa Clara County, there are four wastewater
treatment plants that rigorously treat wastewater to
remove most of the pollutants before the treated water
is discharged into the San Francisco Bay or stored in
evaporation ponds. Some of this treated water is further
filtered and disinfected to become recycled water that can
be put to many beneficial uses, as allowed by stringent
state standards. Some of these uses are landscape
irrigation, cooling tower uses, other industrial uses, and
dust - suppression during construction.
Why is recycled water important
to Santa Clara County?
• Recycled water is a drought -proof or all- weather supply,
immune from global climate change.
• Use of recycled water for irrigation or industrial use
saves potable supplies for drinking purposes.
• Recycled water helps preserve our saltwater and tidal
habitat by reducing freshwater discharge to the San
Francisco Bay.
• Provides a reliable source of water to the community
and private entities that protects their investments in
parks and landscaping (i.e., this water will be available
even during times of drought).
• A green and healthy environment enhances the quality
of life in this county.
Kecycled water pumps
WHAT IS ADVANCED TREATED RECYCLED WATER?
Advanced treated recycled water is wastewater that has undergone ultra- treatment to
become ultra - purified water. Typically, three major treatment steps are employed to
achieve this ultra - purified water.
1 . Microfiltration: Tiny straw -like plastic membranes filter out bacteria, particles and
protozoa.
2. Reverse Osmosis (RO): Water is forced through the molecular structure of the RO
membranes where dissolved minerals, pharmaceuticals and viruses are removed.
3. Ultraviolet light disinfection: This step destroys any potential harmful trace organics.
It is technically not needed for killing germs since these are already removed in the
two previous steps, but becomes an additional safety measure.
25
THE WATER DISTRICT'S POLICY & PLANNING
LEADERSHIP IN WATER RECYCLING & DESALINATION
To ensure that the mission of the water district is realized, The water district's 2003 update to the Integrated
the Board of Directors established organizational Water Resources Planning Study and the 2005 Urban
outcomes, or Ends Policies, to be achieved by the CEO. Water Management Plan identified water recycling and
Ends Policies describe the specific outcomes to be desalination, along with water conservation, as key
achieved, starting with general statements followed by components in meeting future dry year shortfalls.
specific descriptions.
The governing Board of the water district adopted the
following policies that guide recycled water activities at
the district:
2.1.4. There are a variety of water supply sources.
2.1.4.1. The district's variety of water supply
sources is protected.
2.1.4.2. The district's water supply sources are
further diversified by making new
investments in a mix of all- weather
supplies, storage, and dry year transfers
or option agreements.
2.1.7. Water recycling is expanded within Santa Clara
County in partnership with the community,
consistent with the district's Integrated Water
Resources Plan (IWRP), reflecting its comparative
cost assessments and other Board policies.
2.1.7.1. Target 2010, water recycling accounts
for five percent of total water use in
Santa Clara County.
2.1.7.2. Target 2020, water recycling accounts
for ten percent of total water use in
Santa Clara County.
The 2005 Urban Water Management Plan specifically
states that, "the difference shown between recycled water
projection and the water district target in 2010 and 2020
will potentially be achieved by additional investments in
recycled water projects including advanced treatment of
recycled water, groundwater recharge and streamflow
augmentation."
The 2005 Urban Water Management Plan's projection
for recycled water in the year 2010 is almost 17,000
acre -feet. This represents a shortfall of approximately
2,500 acre -feet from the Board's 5 percent target for
2010. Similarly, the 2020 projection estimates that, at
the current levels of effort, recycled water expansion in
2020 will only be 25,000 acre -feet, which is an almost
15,000 acre -feet shortfall from the Board's 10 percent
target of 40,000 acre -feet. However, if recycled water
use is to reach Board targets, significant investment in
recycled water expansion projects need to be made.
The water district sees desalination as another viable
way to diversify its water supply portfolio and increase
supply reliability. The 2003 Integrated Water Resources
Planning Study identified two preliminary objectives for
desalination: augmentation of the district's current water
resources, and creation of greater drought or emergency
reliability by serving as a consistent, supplemental water
supply source.
26
jr
dh Amon
The water district's approach to recycled water expansion is to collaberate and coordinate
with the cities and publicly owned agencies that produce and /or distribute recycled water.
The water district has entered into recycling relationships with all four recycled water producers
in Santa Clara County: the South Bay Water Recycling Program (SBWR) operating out of the
San Jose /Santa Clara Water Pollution Control Plant, the Sunnyvale Water Pollution Control
Plant (Sunnyvale WPCP), the Palo Alto Regional Water Quality Control Plant, and the South
County Regional Wastewater Authority (SCRWA) in Gilroy. (The water district is the recycled
water wholesaler in Gilroy).
RIBBON CUTTING AT GUADALUPE GARDENS
F UCCE MASTER GARDENS
OF SANTA CLARA COUNTY
Apu.mr kq Wirt:
Friends of Guadalupe River Park and Gardens,
Santa Clara Vallev Water District, and
South Bay Water Rending
27
Water Recycling &Desalination
D
COOPERATIVE
RELATIONSHIPS:
LONG -TERM FRAMEWORK AGREEMENT
WITH THE CITY OF SAN JOSE:
The District Board has adopted policies that target
increases in the amount of recycled water used in the
County (i.e. targets for years 2010 & 2020 respectively,
E2.1.7, E- 2.1.7.2) and one that states that the district
should aggressively protect the County's groundwater
basins (E- 2.1.6). In furtherance of these Board Policies,
the district and the water retailers in Santa Clara County
previously completed a Recycled Water Collaborative
Effort (Phase I, 2003) whose findings state that enhancing
the quality of recycled water would markedly improve
the expansion of its uses and also be protective of uses
of recycled water over certain sensitive areas of the
groundwater basin. The Phase I Collaborative Effort
also recommended that the district should collaborate
with recycled water producers in Santa Clara County to
expand the use of recycled water.
In 2006, the Board authorized staff to retain consultant
services to design the Advanced Recycled Water
Treatment Facility(AWT). After the AWT is operational and
demonstrates effective treatment ability, and following
public outreach, Board deliberation on potential policies
regarding indirect potable reuse may be initiated, should
the Board desire that direction.
With climate change impacting hydrology, and
environmental and legal constraints impacting imported
water supplies, the district took on efforts to enhance the
reliability and diversity of our water sources, especially
our local water sources. This finding is consistent to
the finding from the Integrated Water Resources Plan
(IWRP 2003) of which the stakeholders recommended
to improve recycled water quality and expand recycled
water uses. Since 2006 -2007, the district and the City of
San Jose, embarked on a Recycled Water Collaborative
Effort Phase II, and this effort led to the creation of the
Board Recycled Water Liaison Committee effort of 2008-
2009.
The Recycled Water Liaison Committee (Liaison
Committee) is comprised of three District Board Members
(Directors Patrick Kwok, Rosemary Kamei, and Tony
Estremera); two City of San Jose Council Members
(Councilman Kansen Chu and councilman Pierluigi
Oliviero); and the Mayor of the City of Santa Clara (Mayor
Patricia Mahan). The Liaison Committee discussed key
terms for a long -term, mutually beneficial Recycled Water
Framework Agreement. It is anticipated that the long-
term agreement will be executed in 2010.
District board memebers and staff and city of
Santa Clara staff meet with Orange County
Executives and elected officials at their
advanced Recycled Water Treatment Facility
for their groundwater replenishment system.
m
SOUTH BAY WATER RECYCLING
The South Bay Water Recycling (SBWR) system was
implemented to protect salt marsh habitat of two
endangered species. SBWR is owned by the San Jose/
Santa Clara Pollution Control Plant, and operated by the
City of San Jose. SBWR currently distributes approximately
10,000 acre -feet of recycled water annually to over 550
customers throughout Silicon Valley for irrigation and
industrial use. Some of the larger irrigation customers
include The Villages Golf and Country Club, Oak Hill
Cemetery and the Santa Clara Golf and Tennis Club. Top
industrial customers include Metcalf Energy Center, the
Don von Raesfeld Power Plant, California Paperboard in
Santa Clara, and San Jose State University.
In 2008, the system expanded the recycled water use to
a car wash in the north San Jose area. Plans are already
underway to extend recycled water to the Mineta -San Jose
International Airport for car wash and toilet flushing.
The water district has been working with the City of San
Jose on its recycled water program since 1994, providing
financial assistance and acting as a liaison between
water retailers. The water district provided engineering
design services for the backbone pipelines of SBWR.
In addition, the district has provided financial incentive
since 1995 for recycled water used to displace potable
water. In FY 07/08, the water district provided over $1
million in financial incentives to the SBWR used to offset
the demand for district potable water in the district's
service area. This offsets the need for the district to invest
in new supplies. The potable water thus conserved could
then be used to recharge the groundwater basin, stored
in the local reservoir or in the district's banking facilities,
or transferred to other water agencies. Over the last ten
years, SBWR recycled water has offset over 67,000 acre -
feet, which is equivalent to 32,000,000 kW -h of energy
savings and reduction of 7,000 metric tons of CO2.
Recycled water used in the Rivermark Development
in Santa Clara
Since 2006, the water district and the City of San Jose
have been jointly developing the advanced recycled water
treatment facility (AWT) to enhance recycled water quality
to expand its marketability and aggressively protect the
groundwater basin. The water district received a state
grant of approximately $3 million toward this project. In
addition, the U.S. Congress authorized $8.25 million in
federal funding for the project. The total estimated cost
of the project is approximately $52 million inclusive of
costs for engineering planning, design, CEQA process,
construction and construction management. At the end
of the fiscal year, the project has completed the planning
phase and is in the 30% design phase.
The water district and the City of San Jose both
recognized the mutual benefits of recycled water and the
AWT project. The elected officials of the agencies formed
the Recycled Water Liaison Committee (Committee) to
negotiate a long -term partnership agreement which
lays out the cost share arrangement for the AWT. The
committee comprises three district board members, two
City of San Jose council members, and the mayor of
the City of Santa Clara. The committee met monthly in
the second half of 2008. Management staff of these
agencies have been meeting frequently to coordinate
and support this effort. Ultimately, the water district
intends to integrate recycled water into the district's
diversified water supply portfolio, and meet the Board's
target of 10% recycled water in the total Santa Clara
County water supply. The City of San Jose's goal is to
beneficially reuse 100% of its wastewater consistent to
the City's Green Vision Goal #6.
PALO ALTO WATER QUALITY CONTROL PLANT
The Palo Alto Regional Water Quality Control Plant
(RWQCP) serves Palo Alto, Mountain View, Los Altos,
Los Altos Hills, Stanford University and the East Palo
Alto Sanitary District. Total usage also includes recycled
water for a local wetland that was only made possible
by recycled water.
In 2005, RWQCP completed the planning phase of its
Palo Alto /Mountain View Pipeline Extension with the
goal of replacing the existing pipeline to the Shoreline
Golf Course and extending the pipeline to the Mountain
View - Moffett area east of Highway 101. The proposed
pipeline follows the levees along Matadero Creek,
and will be located adjacent to East Bayshore towards
Mountain View. The pipeline replacement helps fulfill
RWQCP permit requirements. The RWQCP is required
to operate and maintain the Water Reuse Program to
mitigate the discharge of treated wastewater to San
Francisco Bay.
Engineering and design of this project started in summer
2005, and construction began in summer 2007. The
project cost will be shared between the RWQCP and the
cities of Palo Alto and Mountain View and will receive up
to $4 million in state Proposition 50, Chapter 7, grants.
The construction cost of this project is approximately $16
million. The project sponsors have also applied for other
state and federal grants to offset this cost.
C2 9]
In June 2008, the water district and Stanford University
entered a lease agreement for leasing the district's skid
mounted Reverse Osmosis equipment to Stanford to
conduct a pilot study in the RWQCP. The objective of the
study is to evaluate the feasibility of desalinating RWQCP
recycled water using RO to accomplish the following
specific objectives:
1. Quantifying flux and rejection as a function of
water recovery,
2. Optimizing chemical addition (anti- scaling
agents) for minimization of fouling and cleaning
procedures
3. Evaluating the use of different RO membranes for
recycled water desalination,
4. Study fouling processes.
SUPPORT FOR SUNNYVALE'S RECYCLED WATER PROGRAM
The use of recycled water in the City of Sunnyvale has
experienced a significant decrease in FY 07 -08 due to
the shut off of the recycled water system between March
and May in 2008.
The water district has provided a financial incentive to the
City of Sunnyvale's water recycling program since 1997
at the rate of $1 15 per acre -foot of recycled water used
to offset potable water. The reimbursement by the district
helps the City offset the deficit between revenues and
expenses, and enables the City to make additional capital
improvements to increase system reliability and expand
system capacity. The water district and Sunnyvale have
on -going meetings to discuss other forms of partnership
that will assist in the expansion of recycled water.
RO desalination pilot
The Sunnyvale Water Pollution Control Plant (WPCP)
continues working on the expansion of its water recycling
systems in order to meet state and federal discharge
requirements. Staff from the City and the district have
had several discussions on developing a long -term
comprehensive operating strategy and on near -term
recycled water expansion opportunities including services
to Moffett Field Golf Course.
30
SOUTH COUNTRY REGIONAL WASTEWATER AUTHORITY
In south Santa Clara County, the water district is a
wholesaler of recycled water. The South County Regional
Wastewater Authority (SCRWA) produces recycled water
and the City of Gilroy is the retailer. The water district, the
City of Gilroy, and SCRWA have producer wholesaler -
retailer agreements in place delineating their respective
roles and responsibilities. This differs from arrangements
in the north part of the county, where the district is not a
producer /wholesaler /retailer. The water district takes on
partnership roles and enters agreements for joint pipeline
construction projects, or joint water quality studies that
lead toward the goal of expanding recycled water used
in the county.
Since 2006, the water district and SCRWA jointly
completed the Immediate -term phase of the South
County Recycled Water Master Plan. The Immediate -
term phase included the construction of 4,800 feet of
20 -inch pipelines, a 3 MG reservoir and the upgrade
of the filtration capacity from 3 MGD to 9 MGD. These
projects were critical and immediately needed to expand
recycled water capacity and operational efficiency. They
enabled the system to operate 24 hours a day, compared
to the daytime -only operation prior to the upgrade.
Approximately 25% of the construction of the Immediate -
term phase was funded by a state grant.
By June 30, 2009, the South County Recycled Water
System had delivered 1,902 acre -feet of recycled water,
compared to 2,3 1 1 acre -feet in 2008. The decrease
was primarily due to Eagle Ridge's usage reduction. In
2008, Eagle Ridge had experienced some irrigation
management changes and decided to blend recycled
water with groundwater. In the future, Eagle Ridge is
expected to gradually resume to their historical usage.
On July 1, 2009, the U.S. Department of Interior
announced an appropriation of $4.35 million from the
American Recovery and Reinvestment Act for the South
County Recycled Water Master Plan implementation.
The water district is diligently working with the Federal
agency to recieve the federal funds to expand the
recycled water system.
BAY AREA REGIONAL DESALINATION PROJECT
The water district is pursuing desalination projects to:
• Provide replacement sources of water during
emergencies such as earthquakes
• Provide a supplemental supply source during
extended drought periods
• Allow other major facilities, such as treatment
plants, transmission mains and pump stations, to
be taken out of service for an extended period of
time for maintenance or repairs
• Increase the diversity of the agencies' water supply
portfolio by providing a full -time supplemental
water supply, which would increase reliability.
The Bay Area's four largest water agencies, the Contra
Costa Water District, the East Bay Municipal Utility
District, the San Francisco Public Utilities Commission,
and the Santa Clara Valley Water District, are jointly
exploring the development of regional desalination
facilities that would benefit over 5.4 million Bay Area
residents and businesses served by these agencies. The
Bay Area Regional Desalination Project could consist of
one or more desalination facilities, with an ultimate total
capacity of up to 71 million gallons per day.
Bay Area Regional
Desalination Project
ADVANCED RECYCLED WATER TREATMENT PROJECT (AWT)
The proposed South Bay Advanced Recycled Water
Treatment Facility (also referred to as the AWT) project
is a joint effort between the District and the City of
San Jose. The facility would treat nitrified secondary
effluent from the San Jose /Santa Clara Water Pollution
Control Plant with advanced treatment technologies
including microfiltration, reverse osmosis, and ultraviolet
disinfection.
The AWT will produce ultra -pure water which will then be
blended with tertiary treated recycled water. The product
water would then be distributed through the existing 100 -
mile South Bay Water Recycling pipeline system (the non -
potable system). The blended water will be a much higher
quality. It will also enable potential future recycled water
use for non - potable landscape irrigation in sensitive areas
of the groundwater basins while protecting groundwater
resources. Enhanced recycled water quality will also
promote other expanded industrial non - potable uses. The
AWT will also demonstrate the capability and reliability
of these 21 st- century treatment technologies.
On September 24, 2007, the Board authorized staff to
proceed with the engineering design and construction
engineering support tasks in the current consultant
agreement. The planning phase and the design are
substantially completed and construction is anticipated
in 2010. Environmental review required prior to going
forward with the project was also underway.
31
In addition to receiving the ARRA federal funding, the
district entered an agreement in December 2008 with
the State Department of Water Resources through the Bay
Area Clean Water Agencies, to receive an approximately
$3M state grant to help pay for the AWT project.
The Planning Study Report for the AWT project identified
and analyzed different alternatives to ensure the AWT
facility will meet the project objectives; be most cost
effective; and has the flexibility for future expansion if
warranted. The Planning Study Report evaluated various
capacity alternatives of the AWT facility; two different site
locations, two different source waters, and three different
sources of power.
The proposed project includes the following key elements
for implementation for the AWT:
• The capacity of the AWT facility should have 10
million gallons per day (mgd) microfiltration, 8
mgd reverse osmosis, and 10 mgd ultraviolet
disinfection,
• The AWT facility should be located adjacent to the
existing Transmission Pump Station of the South
Bay Water Recycling System on Zanker Road.
• Source water feeding the AWT facility should be
the nitrified secondary treated water from the San
Jose /Santa Clara Water Pollution Control Plant
• The electrical equipment should be connected to
the existing 1 2K power line along the perimeter
of the project. This will enable the District to wheel
clean power (majority are hydropower) through
Power and Water Resource Pooling Authority or
purchase power from PG &E.
SOUTH COUNTY RECYCLED WATER MASTER PLAN
The district is working with the Cities of Gilroy and
Morgan Hill to expand the beneficial use of recycled
water in South County. The South County Recycled Water
Master Plan, which will be implemented in phases, is
intended to expand the existing non - potable recycled
water distribution system in Gilroy. In 2008, the existing
system beneficially recycled 2,200 acre -feet of water for
industrial and irrigation uses. The next project phase will
expand the distribution system by approximately 5 miles
of pipelines and increase pumping capacity.
The district is in contract with RECON to prepare CEQA
and NEPA compliance documents. RECON and its sub -
consultants have completed most of the technical studies
and are ready to prepare the draft EIR. Due to the new
CEQA requirement on analyzing the Greenhouse Gas
impacts and AB 32, the district amended the contract to
cover this work.
32
GUADALUPE ,r�r
GARDENS
' 1
HISTORIC �
ORCHARD
Some of the ways the water district • Media outreach via press releases by the water district
conducted public education on recycled when new recycled water facilities come on -line.
water included:
• A table top display used at public events depicting
how tertiary- treated recycled water is produced, which
explained how the technology used and the rigorous
monitoring makes recycled water safe.
• A brochure and pamphlet produced and distributed by
the district to the public at events to explain the safety
and benefits of recycled water.
• The water district's lead in hosting the bi- monthly water
recycling retailers' subcommittee meetings to meet,
discuss and resolve issues pertaining to the expansion
of recycled water.
• The water district's water recycling information on its
external website explaining the benefits of recycled
water to the community.
NETWORKING WITH CITIES AND
WASTEWATER TREATMENT PLANTS
The water district networkswith area cities and wastewater
treatment plants to ensure the costs of future water supply
and sewage treatment are contained to provide the most
efficient use of resources for the community. The water
district also provides staff support for its Water Retailers
Recycling Subcommittee, Agricultural Water Advisory
Committee and Landscape Advisory Committee. Staff
also track technical and regulatory developments that
affect the production and use of recycled water, and
participate in statewide recycling organizations and
activities.
Water Recycling & Desalination
GRANTS
FUNDING
BAY AREA RECYCLED WATER COALITION
A Bay Area Regional partnership was formed in the
1990's to secure federal funding under Title XVI of the
1992 Reclamation Wastewater and Groundwater Study
& Facilities Act (PL 102 -575). Seventeen Bay Area water
and wastewater agencies studied opportunities to use
recycled treated wastewater for beneficial uses.
The water district submitted project funding requests
through the federal America Recovery and Reinvestment
Act (ARRA). Both recycled water projects that were
authorized in 2008 were successful in receiving ARRA
funding.
Valley Water, as a member of the Bay Area Recycled
Water Coalition ( BARWC), worked with federal
representatives on the Consolidated Natural Resources
Act of 2008.
33
The district received federal authorization for two
projects through the Title XVI program. In particular, this
Act authorized the South Bay Advanced Recycled Water
Treatment Facility (AWT) and the South County Recycled
Water Master Plan (Master Plan) implementation projects.
Thereafter, the American Recovery and Reinvestment Act
2009 (ARRA) appropriated stimulus funding to Title XVI
program administrated by the United States Bureau of
Reclamation (Reclamation). In April 2009, together with
BARWC agencies, the district submitted applications
to Reclamation requesting ARRA funding for these two
authorized projects. Reclamation awarded the district
$8.25M and $4.35M from the ARRA funding for the
AWT and the South County Recycled Water Master Plan
projects respectively.
BAY AREA REGIONAL DESALINATION PROJECT
The four largest San Francisco Bay Area water suppliers
(SCVWD, EBMUD, SFPUC, CCWD) have established
a partnership to evaluate the feasibility of a regional
desalination plant to provide water for 5.4 million
residents to meet water supply reliability and emergency
needs. The joint venture began in 2003, and the
partnership completed the pre - feasibility work.
The study participants were recent joint recipients of
$249,950 Proposition 50 funds and conducted an
approximately $500,000 feasibility study. The four
agencies also received almost $1 million towards the
pilot phase of this project. The agencies were authorized
in FY 07/08 to receive $4 million in funding for the future
phases of this project from the Federal Water Resources
Development Act.
34
,.
- -
5
.. � ♦ tea„- �a
•? / / / / 1j. IJ
The water district governance policies call for the expansion of water recycling in Santa Clara
County, while at the same time ensuring that groundwater basins are protected from threats of
contamination. To fulfill these goals, the water district is working to identify new markets and uses
for recycled water while also conducting research to evaluate the effects that existing and planned
recycled water projects may have on groundwater quality. While recycled water is currently used
for large landscape irrigation, agriculture, and some industrial processes, it may also have uses
for environmental purposes, such as enhancing stream flows, reservoirs and wetlands. Advanced
treated recycled water is under consideration for future groundwater recharge. Expanding recycled
water applications will require increased monitoring of soil and groundwater quality, as well as
advanced levels of treatment, depending on where and how recycled water is used.
Research will also investigate treatment methods to expand water recycling options and protect
groundwater. Current research studies and recently completed studies are described below.
PALO ALTO /MOUNTAIN VIEW /SAN JOSE SOLUTIONS PROJECT
This project evaluated limits to the sustainable use of
recycled water for landscape irrigation. Soils from
Solutions
throughout the county were tested at UC Davis against
Project Report
waters varying in sodium and total salt concentration to
determine the effect of water quality on soil structure and,
consequently, infiltration rate. The project also engaged
researchers in the horticulture department at UC Davis
to determine the salinity tolerance of Coast Redwood.
The susceptibility of the important soils of the County
to structural degradation from recycled water irrigation
was determined. Coast redwood was found to be highly
A Cooperative Investigation by
th. S-1. Cl.. V.11,, WM,, Di,lnd.
sensitive to salinity, and a set of best management
the Gln oA 1.hw wm \ im,
endSO"1h Ba'a't "R —cling
practices were suggested for the sites investigated during
the course of the project. The project results have been
published on the water district's website.
THE FEASIBILITY OF BRACKISH GROUNDWATER REUSE
This project investigated the feasibility of implementing
brackish groundwater reuse in Santa Clara County to
supplement expected shortages in future supplies of
potable water. It studied the potential of identifying
brackish water as a new source of supply, and it
attempted to demonstrate the technical and economic
feasibility of treating brackish groundwater with state -
of- the -art technology to a quality suitable for beneficial
uses. This is work with Stanford University using a grant
from the California Department of Water Resources,
provided through the Metropolitan Water District of
Southern California. The invoicing for grant payments
was completed in 2009.
STUDY OF GROUNDWATER IMPACTS FROM
THE EXPANDED USE OF RECYCLED WATER
FOR IRRIGATION
This study began in July 2007 and is primarily conducted
by the district's Groundwater Management Unit with
input from the Water Use Efficiency Unit. The study
includes conduct a year -long soil column pilot study that
evaluates the attenuation of a variety of water quality
constituents through unsaturated and saturated soil
columns packed with native soils and loaded with tertiary
recycled water. The study also includes groundwater and
soil pore water quality monitoring at a site that recently
began using recycled water for irrigation. The goal
of the study is to develop water quality standards and
identify Best Management Practices related to the use of
recycled water for irrigation to minimize groundwater
degradation. The study will be completed in late 2010.
35
Santa Clara Valley
Wafer District
S'6
5750 Almaden Expressway • San dose, CA 951 18 • �408� 265 -2600 • www.valleywater.org
January, 2010
City of Saratoga
February 2010
Statistical Data and
Public Safety Report
Office of the Sheriff
County of Santa Clara
Response Times for Saratoga
2008-2010
Saratoga 2009
Saratoga 2008
January �, February March
April
May June July
- €
January February
March
April
May
June July
August
September October
November December I Avg Total Avg
Priority
Time Calls % Time Calls % Time
Calls % i Time
Calls % Time
Calls % Time
Calls % Time Calls % Time
Calls
% !Time Calls % Time Calls %
i Time Calls %
1 Time Calls % i Time Calls
1
6.16 2 97 %I 3.80 1 158 %i 2.83
2 212 %i 5.40
3 111 %1 4.91
4 122 %. 3.80
4 158 %; 5.29 2 113%% 3.60
5
167%; 3.56 30 169% :4.88 5 123 %I
3.03 3 198% 4.81 3 125 %14.34 44 138
1
2
1 i
! 7.20 344 139 %1 6.61 214 151 %. 6.48
230 154% i 7.59
234 132 %1 6.13
232 163 %. 6.37
253 157 %':, 6.25 261 160% 6.30
223
159% 6.77 216 148% 6.80 260 147 %1
7.28 247 137 %1 6.33 279 158% 6.68 2993 150%
3
12.09 207 165%111.01 136 182 %j 9.69
178 206%:10.63
192 188 %111.93
165 168%,11.89
198 168% 8.65 225 231% 11.63
231
172% 10.78 201 186 %': 10.89 204 184 %j
9.71 174 206%. 12.56 180 159%110.96 2291 183%
Saratoga 2009
January February March April May
January �, February March
April
May June July
- €
August September
October ,� November December 1 Avg Total Avg
Priority :.; >.
Time Calls -` % .1 Time Calls % Time Calls / Time
Calls. %. Time
°Calls' % Time Calls / Time Calls / Time
Calls . / ;Time Calls % Time
Calls %, j, Time Calls': % Time
:Calls %,.1.Time Calls %
1 i 4.93 8 122% 2.46 2 244%'; 5.50 -.5 109 h 5.80.
9 103%i 5.19
9 116% 5.08 3. 118%; 6.35 4 - 94% 7.31
b 829X. ''s 3:12 4 192% 5.98
7 100'/°14.82 8 .. 124 % 5.14
6 117 %1. 5.14 62 117 °,
2 "s 6:36. 236 157%16.63 283 151 %. 6.48 '289 154/ i 6.92
269 145 %1 6.41
263 156 %; 6.54 262 153 %i 6.64 256 151%; 5.85
279 - 171/.6.65 230 150 %'6.71
305 149 %1.6.67 238.- 150 % 5.93
-.271 169%16.48 3181 154?
3 8.42 150 238 %112.19 169 164% 11.24 -202. 178%; 9.21
179 217 %1 8.73
171 229%-10.15 238 197%1 9.08 227 220W 9.53
231 210 /°110.35 208 193 % 9.64
181 207 ° /19.87. 175 203%. 9.23
144 217 %19.80 2275 204
Saratoga 2010
January February March April May
June i July August
September I October November December 1 Avg Total Avg
Priority
1
Time Calls % Time Calls % Time Calls % Time Calls % I Time Calls
% Time Calls % Time Calls % Time Calls %
Time Calls %'; Time Calls % I Time Calls % :Tme Calls % i Time Calls
1
; 3.58 4 168 %1 4.85 7 124 %i 1
4.22 11 142;
2
1 6.29 291 159 %1 6.81 293 147%; !
1 6.55 584 153;
3
; 9.54 212 210%110.59 166 189%!
10.07 378 199°
City of Saratoga
Public Safety Report
Selected Crimes
Page 1
Code
Year
Jan
Feb
Mar
Apr i
May
Jun
Jul
Aug
Sep
Oct
i Nov
Dec
TOTAL
Robbery
y
2110 2us
2008
2009
0
_r 1
0
1
0
1
0
0 I
0
0
._.._. 0
0
0
0
.. .... 0 _._.._
0
0_ _..
0
0 0 0
__ ...
0 } 0 0
0 _
3
2010
1
0
i
1
Year
I ]an
Feb
Mar
i Apr
May
]un
]ul
Aug
Sep
Oct
Nov
Dec
TOTAL
Burglary,
2008
8
6
3
4... i
0
7
i.... 2
4
6
8
i 7
9
i 64
4590
....
_.
..
Residential
2009
7
8
7
5 i
8
6
9
4
7
6
1 5 1
4
l 76
2010
11
i 7
I
_.
.....
I
............
..
18
Year
Jan
1 Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov I
Dec
I TOTAL
Burglary,
2008
4—
0
2
5
5
0
; 4
1
2
; 3 ;
3
31
Commercial
4591 4592
--
2009
-2-
1
—
0
--
6
0 I
- --
4
--
2
1
- --
0
1
1
1
{
2
-
19
2010
1
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
Burglary,
zoos
3
1 3
3
7
12
4
4
1 7
4
0
3
; 7
7
71
Vehicle
4593
- --
2009
- -- -
7
- - - - -- -
6
- - --
9
- - --
1
- - --
5
—
4
I 2
-- -----
4
- - - - --
6
- --- --
3
+ - - - -- ... +
1 8
1
--
1 56
2010
6
_... _ .
12
- . _r.....
I....._.._.._ ... L_...._.
I_.... 18
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
Grand Theft
4870
2008
- --
9 i 0
_._., -
8
-
6
— - --
6
- --
11
- - -- 1
I 6
-11
-
4
-
_2
—
7
- - -
4 1 74
-- - - —
2009
7
i 9
4
4
0
7
I_.. 4
r 7
6
2
1 i
3
1 54
2010
6
3
...._
......
__.. ..
..........
............
I ......_. ..F ........
.
....... ..........
9
Year
]an
1 Feb
Mar
Apr
May
Jun
{ ]ul
Aug
Sep
Oct
I Nov 1
Dec
1 TOTAL
zoos
o
0
0
0
0
1
0
z
6
0
2
1
; 12
Auto Theft
4703
_...
_...
..
.... ....
2009
0
2
1
2
0
0
1 1
1
3
0
1 1 I
0
' 11
,....
2010
1
0
_ ...
.I.. ...
...
Year
]an
Feb
Mar
Apr
May
Jun
I Jul
Aug
Sep
Oct
I Nov I
Dec
1 TOTAL
2008
1 10
4
2
8
8
4
7—
14
4
11
I 5
7-
84
Vandalism
59405941
- --
2009
-
2
- -r -
I 15
- --
8
7
- --
4
- -- - - -r
3 i.._
-
7
— --
--
--
1._
-i
- - -- r
i.. 4
_
-- --
70
_._
2010
6
.. ... ......._.
3
.- -
......
__.
_. .5 -..
_8._....
.- ...i.........6
..... . __....
9
Identity Theft
r
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
Fore
g ry
47004702
8
r2009
2
— -
5
3
- -r --
5
2 -.._
11
4
15
1-10
4
10
- - -r
I 6
10
--
13
3
—
2
9
- - --
6
7
r - -8 r --
8
10
6
76
-r— - --
89
Fraud
0
6
0
I
6
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
Domestic
2008
2
1 1
2
1
2
3
2
2
3
4
2 I
1
25
2430 2730
--
= -----
-- +-- - - - - -- -
- - ---
-
- - --
- --
-
--- -
- - - --
- - --
-- - -f -.._
-
Violence
2009
1 1
1 0
3
0
1
3
1
4
5
2
1 !
8
29
2010
0
_...
1
_
........ ...........
.......
..__......
-,..,.
1
Sim le &
Year
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
p
2400 2401
I
Aggravated
24022403
__?008
1
i 1
1
2
2
1
1
1—
0—
2_
i 1
0
i 13
Assaults
2404 2405
,_,,,,2009
2
1 ..._..
0
0
..... 2
__.. 1
0
1 . _ ...
1
.........
2
......
1
. I......... ........_
1
12 ......
2010
2.
1
I
1
I
3
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
2610 2615
1
� 0- 0 0
2
2
1
1
2
0
1
0
10
Sex Crimes
2880 2885
r-2P009
-- -----
- - -- --
- --
- - - - --
------=
- - - - -- -
- - - --
- -
- - -- --
- - - - -- -
- - -; - -- -I-
- - -
+-- - - - - --
2890 2895
1
1 0
0
1
0
0
1
0
1
1
- —I -
2
- - - --
8
- - - -0
0
0
r
City of Saratoga
Public Safety Report
Traffic Related Activity — Patrol Units
Page 2
Code
Year ;
Jan
Feb
Mar
Apr
; May I
Jun
Jul
Aug
Sep
Oct
Nov
Dec ,
TOTAL
Moving
200811
98
145
133
176
i 362:
145
198
123
157
119:
135
140 i
1931
8300
Violations
2009
132
139
120
125
i 149
139
140
127
113
136
97
84
1501
_.._.. _
2010 11 105 115
_. _ ._.._ ......
220
Year
Jan
Feb
Mar
Apr
j May
]un
]ul
Aug
Sep j
Oct
Nov
Dec
TOTAL
Speeding
20081
21
48
53
46
i 47
41
49
1 20
1 27
30
48
37
467
Citations
8305
2009 11
51
47
66
26
36
50
36
30
43 i
69
73
27
554
..........
. ..
..
........
,
... .........
201011
23
16
j
I
39
Year,
Jan
Feb
Mar
Apr
' May
Jun
Jul
Aug
Sep I
Oct
Nov
Dec
I TOTAL
8310 8315 8320
2008i
232 1
284
218
_ 173
218
178
229
` 181
206
237
193
163
j 2512
Other Citations
8325 8330 8335
20091 ,
192 1
152
157
180
197 1
192
186
213
165 ;
207
178
197
2216
;
20101 222
165
r 387
Year
]an
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
. Dec
TOTAL
20081
8
6
8
5
12
11
7
10
2!
4
6
4
1_.._.._..__83..-
DUIs
8500 8505 8510
I_.._.._
2009 ;
_..__ _
3
2
0
4
I
7
5 4'
........................
2
-. }
3 j
........ . ...._.._...
8
_ .. _ _ _ _ _._.._._.._
2
5
.. -_...
45
20101
3
0
.........
......_....
........
.......... ._
.......
3
Year 'I
Jan
Feb
Mar
Apr
; May
Jun
Jul
Aug
Sep
; Oct
Novi
Dec
TOTAL
Accidents,
8000 8005 8030
2008
4
1 7
4 7
4
5
3
5
1 4
3
1
1 48
Injury
8035
2009 j
2
0
4
4
11 4
0
6
4
0
1 2
3
3
1 32
20101
i 2
_.._..... ...._.._ _........
}._.._.._.
-
{ -.._ .... --------
3
Year j
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
'', Sep
j Oct
Nov
Dec
TOTAL
Accidents,
8010 8015 8020
200811
12
9
7
8
11
7
13
11
10
10
7
8
Pro a
p
8025 8040 8045
2009 ;
7
5
3
8
8
----
8
-�
10
- - -- ---------
10
10
---------------
12
-----
12
- - -r--
10
-113 --
103
Damage
_._........
........
........
.. ...
2010i
8
10
18
Year
]an
Feb
! Mar
! Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
20081
0
0
0
0
1
0
0
0
0
0
2
0
3
Accidents DUI
8050 8055 8060
- - --
- -
------
- - - - --
- --
- -
--
--
- —
; - --
-- - - -�
- --
20091
0
0
0
0
0
0
0
2
0
1
0
2
5
2010 �-
0 - -
- -0 - -�
--
,---------
�-------- I----
- - ° -
--
--
- - - - --
---- -+-
- -- - --
0
City of Saratoga
Public Safety Report
Traffic Related Activity — Traffic Units
Page 3
Code
Year Jan
Feb
Mar
Apr
May
Jun
! Jul
Aug
Sep
Oct
Nov
Dec ;
TOTAL
Moving
Violations
8300
20081149 163
- - -
2009 15 ......
177
_. - --
246 1, "176 121
-
.. _._..
87 135 176 230
- -- - - - -- - -; --
- ........ - - -
143
--
126
1929
-- -- -..
._ ......
20101 128:168
296
Year j Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep j
Oct
Nov
Dec
TOTAL
Speeding
20081 41
79
82
69
85
53
62
48
22
73
47
56
717
Citations
8305
-'�-- -r
--
--
-- I
-
-
--
----
2009 49 50 4
2010 66
31
..
1
I
.. ._..
... _..
..............
i 97
Year ]an
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep 1
Oct
Nov
Dec
I TOTAL
Other Citations
8310 8315 8320
8325 8330 8335
200811 19 64 97 136 j 97 156 98 80
- ........ - - -- - - --
20091, 130 ; 93 115 110 127 106 115 36
169 I 99 128
- - - - -- -
137 1 162 99
166
- - - -
83
1309
- -- - -
1313
120101 117
117
!
234
Year Jan
Feb
Mar
Apr 1
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
DUIs
8500 8505 8510
2008 1 0 0 1 0 0 0 1
2009 0'- .._._._ _ _, . 6 0 0 0 0 0
I
1
0 0
0 j 0
0
0
0
0
I
3
7
2010, o
__
o
_
I
1
o
Year Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
! Dec
; TOTAL
Accidents,
Injury
8000 8005 8030
8035
2008 3
-- - - - - -L - - --
2009 1
3
2
3
--
3
2 1 2
- -- - - --
1 1 4 6
2
-
3
3
-
3
2 3
- -- - LL
5 j 6
2
6
2
2
i_ 28
-
42
......_
2010 4
1
......_
......
......
5
Accidents,
Property
Damage
8010 8015 8020
8025 8040 8045
Year j Jan
Feb
Mar
Apr 1
May
Jun
Jul
Aug
Sep j
Oct
Nov
Dec
j TOTAL
20081 9 8 1 8 8; 7 1 4 4 7 1 8; 9 6 7
- - - - -- - -_ - - - - -� - - - -;— _ - -- - -- --
1 85
-
T
2009 1 4 14 12 4 I 4 9 7 5 12 11 4 11 6
.... ........
2010 i 9 1 3 i
I 92 __.
I 12
Year 1 ]an
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct .1
Nov
Dec
TOTAL
20081 0 0
-- - - -' -- - -- _
2009 0 1
0 0 1 0 0
- - - -- - - - - -- , -------- -
0 0 1 0' 0
0
- - --
0
0
0
0
- - - - - -'
0 -
0
-- 0 -
0
-- 0
� - - - -'
0
1 0
---- - - - - --
1
Accidents, DUI 8050 8055 8060
2010 ; 0
0
�
- - - --
- - - -- �
0
City of Saratoga
Public Safety Report
Traffic Related Activity — Patrol and Traffic Units Combined
Page 4
Code
Yearl ]an
Feb "
Mar
Apr
May
Jun
Jul
Aug
{ Sep
Oct
Nov
Dec
TOTAL
Moving
20081, 247 1
-- - -
308 1
310
--
422 1 538 1 266
- - - -- -
1 285 258
-
333 349 278
-- -- ;- .-
266
3860
- - --
Violations
8300
2009 1 286
264
252_
281 j
299
221
338
292
242 1
297
232
241
3245
; _
20101 233 1 283: 0 0 1
_.._ ...... -
0 0 0 0 0 I
0
_ --
0
0
516
Year 1 ]an
Feb
Mar
Apr j
May
Jun
Jul
Aug
Sep j
Oct
Nov
Dec
TOTAL
Speeding
Citations
8305
20081 62
—
2009 X100
127
97
135
112
115I132
--f
65 1
1
--
103
94
--
88
1 111
79
68
65
49
-- -
79
103
122
X95
110
93
81 {
1184
� -
1101
201011 89
47
0
0
0
0
0
0
0 1
0
0
0
136
Year' ]an
Feb
Mar
Apr 1
May
Jun
Jul
Aug
Sep 1
Oct
Nov
Dec
TOTAL
Other Citations
8310 8315 8320
8325 8330 8335
2008 1 251 348
- - - - - -� ------- - - - - --
2009 1 322 1 245
315
- - --
272
309 1 315 334
- - -- ; - - -- - - - - - --
290 324 298:
327
- - - --
301:
261
249
_ 375 336
302 1 369:
321
277
329
! 280
- 3821
3529
-- - - -r - - - - -- -- - - - - --
20101 339:282
0
0 0 0
0
0
0 1 0
- --
0
0
621
Year Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
I TOTAL
20081 9
.._.__..._._... _.......
2009, 3
6
3
8
6
6 1
4
. 12 1
7
11
5
7
4
11
.._.
2
2 1
3
4
8
6
2
4
5
I 86
52 ...
DUIs 8500 8505 8510
20101 3
0
.. .........
0
0
0
0
0
...
0
0 j
0
0
0
3
Year! Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
Accidents,
Injury
8000 8005 8030
8035
2008 1 7 4 10
6 1 8 6 7
___
6 7 1 7 5
3
76
200911 3 2 7 5 11 8 6 9 7 5 1 8 9 5
I 74
20101 5 3 0 0 0 0 0
0
0 1
0
0
0
8
Accidents,
Property
Damage
8010 8015 8020
8025 8040 8045
Year j Jan
Feb
Mar
Apr j May 1
Jun
Jul ;
Aug
Sep j
Oct
Nov
Dec
TOTAL
20081 21 17 15 16 1 18 11 17 18 18 1 19 13 15
- -- — -- `— i— —
2009 11 19 15 12 12 17 17 15 22 16 23 16
_ ...... ....___ ._._.
2010 17 13 0 0 0 0 0 0 0 0 0 0
198
195
30
Year I Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep 1
Oct
Nov
Dec
I TOTAL
Accidents, DUI
8050 8055 8060
zoos 1 0 0
— ----- Y - - - - -- - - -
2009----
0
- - --
0
- - - -- - - - - --
0
0
0
}_ 0
-
0
0
- --
2
0 j- 0 2
0, - -1 0
0
2
3
- - - - --
6
20101 0
- - -1 -- -
0
- -� -
0
- - -0
0 1
0
0
0
0
0 ;
0
0
0
0
West Valley Patrol Accidents
Saratoga
February 2010
25
20
16
15
10
5
0
0
Jan Feb Mar
0 0 0 0
Apr May Jun Jul
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
TOTAL
Injury (8000, 8005)
5
3
8
22
1
Property Damage (8010)
14
1
0
8
Accident, No Details (8015)
0
Bike / Pedestrian (8020, 8025)
1
1
Hit & Run - Injury (8030, 8035)
0
0
0
Hit & Run - Property Damage (8040)
2
4
6
Hit & Run - No Details (8045)
0
0
0
DUI - Injury (8050, 8055)
0
0
0
DUI - Property Damage (8060)
0
0
0
TOTAL ACCIDENTS
22
16
0
0
0
0
0
0
0
0
0
1 0
38
Average per Month, YTD
19.0
25
20
16
15
10
5
0
0
Jan Feb Mar
0 0 0 0
Apr May Jun Jul
0
0
0
0
i
0
Aug
Sep
Oct
Nov
Dec
FIRE DEPARTMENT
SANTA CLARA COUNTY
STRATEGIC PLAN
January 2010 — December 2014
Kenneth L. Waldvogel
Fire Chief
.J& �-Cji4�
e\
Administrative Offices:
14700 Winchester Boulevard
Los Gatos, California 95032
(408) 378 -4010
Center r.,
Compiled by
0 I Public Safety
Excellence
Calls for Service and Response Times
Priority
CALLS
Response
Calls for Service
Self Initiated Events
Total # of Events
Increase
Times
2006
1
22
7.41
81%
—Priority
2
3210
9.34
107%
—Priority
3
2957
16.89
118%
—Priority
Total Events
6189
6189
27,118
33,307
4%
2007
Priority 1
41
6.11
98%
2
2897
8.94
112%
—Priority
Priority 3
3373
18.57
108%
Total Events
6311
6311
30,771
37,082
11%
2008
1
44
4.34
138%
—Priority
2
2993
6.68
150%
—Priority
Priority 3
2291
10.96
182%
Total Events
5328
7103
34,838
41,941
13%
2009
1
62
5.14
117%
—Priority
Priority 2
3181
6.48
154%
Priority 3
2275
9.8
204%
Total Events
5518
1
1 7424
38,273
45,697
9%
RESPONSE TIME GOALS
Priority 1= 6 minutes
Priority 2 =10 minutes
Priority 3 =20 minutes
By: Captain Terry Calderone
.,
1600
1400 T-
1200
1000
800 --
600
400 F --
200
0 4
EMS
EVENTS 1454
City of Saratoga
2009 Events
TOTAL 2,101 Calls for Service
Station
Unit
EMS
ALARM
FIRE
HAZMAT
SERVICE
TOTAL
West Valley
E9
443
104
78
4
54
683
Saratoga
E17
R17
E317
694
215
1
222
114
73
57
2
5
5
75
26
2
1069
417
5
West Valley & Saratoga Total
1353
440
210
14
157
2174
Seven Springs
E2
H2
86
22
40
27
16
2
2
16
5
171
45
Quito
E8
79
61
31
3
18
192
Seven Springs & Quito Total
187
101
74
7
39
408
Cupertino
E1
T1
E301
2
2
1
2
1
2
22
4
1
1
7
25
6
Los Gatos
E3
R3
8
8
3
2
7
4
1
1
19
15
Winchester
T5
E305
12
1
1
23
3
1
37
4
Monta Vista
E7
1
1
1
3
Sunnyoaks
E10
10
1
2
13
Los Altos
E15
1
1
El Monte
R14
2
2
Other County Fire Units Total
47
11
68
0
6
132
TOTAL
1587
552
352
21
202
2714
Station
West Valley
Saratoga
Seven Springs
Quito
Cupertino
Los Gatos
Winchester
Sunnyoaks
Grand Total
Unit
E9
E17
R17
E2
H2
E8
E1
T1
E3
R3
T5
E10
Responses
360
542
155
63
13
73
1
1
4
4
6
3
1225
* all responses are Code 3 (lights and siren)
* time frame is from initial dispatch to arrival on scene
Average Response Time
04:51
04:42
05:00
05:09
04:09
05:36
06:11
07:57
06:01
06:22
07:58
06:54
04:53
Percentage < 7 Minutes
92.2%
92.6%
89.0%
90.5%
100.0%
75.3%
100.0%
0.0%
75.0%
50.0%
83.3%
66.7%
90.6%
Milpitas
Palo Alto
Unincorporated
Santa Cruz County Gilroy
-In I
M �=
del I
"w— W,
PAN
k i
"NIFIV 13-M
RMIW�- Ed
'j-*Y96 " • NW
7W--)
ILI,
"A q
LLn
p A %
11404[
It go
IMP 'Id PM
1T
ak
iMit-wim W-Cim-,
Y
AOL
f
V 1,
IIa1;��I
=r ,r n �� ��13:r�•— .�►I X11
ago
. ��= -111 J�. � ■� %/ ..�lw''���
Lmm r,l� =-Small
gap
NOW 1
�(x''11 =' -,�! �t�� <dC`•i
�e
tit
rfi
•L
vim:.
_14-.e&.m P- Emmfmi
C
SI. I �G
pul-M -n
MO f 11
ARM
►. _
%� w» a
► rIIEI --IW
Willa -q FREM
�� ►mot% -i X11 J�j
MO
►'%�Ellli�.
�r
rjw.
POT
V H t
iMWAS►..
r ..� -41.1iM�Eti�
661 Surveys Sent
OverallSatisfied
Surveys
Percentage
Satisfied
No Answer
174
2
98.9%
1.1%
Total
176
100.0%
OverallSatisfied
Surveys
Percentage
Strongly Agree
158
89.8%
Agree
16
9.1%
No Answer
2
1.1%
Total
176
100.0%
Fire Prevention:
Annual Engine Company fire safety inspections: 304
Annual DFM fire safety inspections: 71
Brush abatement inspections: 224
Plan reviews: 339
Emergency Preparedness:
The City received its new NIMS and SEMS compliant emergency plan last year with City Council approval. In July, 2009
53 residents were trained in CERT, with another 29 graduating from the current academy. Staff held a Cal EMA approved
NIMS / SEMS / ICS Combined class last year with 20 attendees, and another class is scheduled for May of 2010. The City,
West Valley College, and Saratoga Union School District have planned for disasters cooperatively with several ongoing
meetings and continue to exercise together. The Saratoga Chamber of Commerce and the Saratoga Ministerial Association
are organizations that we are working with currently to raise their level of emergency planning. Staff is also working to
incorporate the Mt. Eden Valley Road area with its large number of stables and horses into the planning process, due to
potential future annexations that may bring them into the City, and because of the high fire risk and difficult evacuation
options that exist in this area.
Public Education Report
2010
Saratoga
city Organization Program Type Age Date Station Total Staff Personnel
Annual Summary
4569 112
Total Attendance Total Program Hours
414
Total Staff Hours
PUBLIC EDUCATION ANNUAL REPORT.ddk.03 /05/2010 PAGE 7
78
Total Programs
How well does County Fire meet its performance measures?
Customer Service
A Maintain a customer satisfaction rating at or above 95 %.
2009 Result: 98.1 %
Community Education
A Make community education contact with 20% or more of
population served.
2009 Result: 20.2%
Fire Prevention
A Limit commercial fires to 4 per 1000 occupancies inspected
2009 Result: 2.28 per 1000
d Limit reportable hazardous materials releases to 1 per 100
permitted occupancies.
2009 Result: .60 per 100
Response Times (From Dispatch to Arrival on Scene)
J First unit arrives in under 7 minutes 90% of the time.
2009 Result: 88.8%
J✓ Establish OSHA firefighter safety standard "2 -in /2 -out" on
structural fires in less than 9 minutes from dispatch of alarm, at
least 90% of the time.
2009 Result: 92.7%
A Have an effective firefighting force on -scene in less than 15
minutes from dispatch of alarm, at least 90% of the time.
2009 Result: 94.6%
For EMS calls: A fire company with at least one paramedic
arrives in under 7 minutes at least 90% of the time.
2009 Result: 90.3%
Emergency Medical Services
Obtain return of circulation or shock rhythm on cardiac
arrest patients in the field at least 15% of the time.
2009 Result: 370%
-J 911 dispatchers screen for pre - arrival instructions in at
least 65% of EMS calls and provide instructions as warranted.
2009 Result: 68.0%
Safety
v' Limit the number of reported job related employee illnesses
and injuries to less than .33 per capita.
2009 Result: 0.28
Finance
!6 Comply with generally accepted accounting principles and
meet reporting requirements in GASB 43 and 45.
2009 Result: Successful unqualified opinion from CPA
Limit employee usage of sick leave to less than 50% of annual
accrual rate (includes protected leaves CFRA, FMLA & LC233).
2009 Result: 43.48%
Training
Maintain skill levels so that no less than 95% of individuals
and companies pass both individual and company
performance standards on the first attempt.
2009 Result: 99.7%
Fire Chief's Message
Today, more than ever, we are challenged
to do more with less. Community leaders,
managers and fire service professionals
are tasked with making increasingly difficult
decisions about the provision of a multitude
of essential emergency and non - emergency
services, including emergency medical and
fire protection response, safety education
and disaster preparedness, and inspection
and code enforcement activities.
Conducting an ongoing review and evaluation of fire department
services and programs is key to ensuring that limited resources are
deployed in a cost - effective manner while remaining standardized,
efficient and responsive to community needs.
Having attained prestigious Accredited Agency status in 2005 from
the Commission on Fire Accreditation International (CFAI), the
Department has opted to continue the ongoing process of service
evaluation by pursuing re- accreditation in 2009. The fundamentals
of the comprehensive CFAI accreditation process are outlined in
this document.
On behalf of the men and women of the Santa Clara County Fire
Department, I wish to express that we are proud to provide a
valuable service to our communities and pleased to present this
service review and annual report.
Ken eth L. Waldv gel
Fire Chief
Santa Clara County Fire Department
14700 Winchester Boulevard
Los Gatos, California 95032
Phone: (408) 378 -4010 • Fax: (408) 378 -9342
www.sccfd.org
e
C OS.
n LOSALTOS HILLS
�F
o
a �
CUPERTINO °p°" CALIFORNIA
Gt ptUix �i s�'a \
CITY OF MORGAN HILL
Campbell, Cupertino, Los Altos, Los Altos Hills,
Los Gatos, Monte Sereno, Morgan Hill, Saratoga,
and adjacent unincorporated areas.
Photos provided courtesy of:
Craig Allyn Rose Photography
mm
f
v
0 JkRA C
FIRE
I
W Population Served
County Fire serves more
than 246,000 residents and 106
square miles of territory within
04the communities of Campbell,
1'Cupertino, Los Altos, Los Altos
Hi„s Hills, Los Gatos, Monte Sereno,
,s A'toe Morgan Hill, Saratoga and
Cupertino
/Saretoa adjacent unincorporated areas.
Monte Sereno
Gatos
Staffing Levels and
Response Times
24 -hour emergency response staffing
consists of 71 employees operating out of 17
fire stations with 21 pieces of apparatus and
4 command vehicles.
County Fire allocates resources to maintain
rapid response times, including keeping units available during non -
emergency activities and moving apparatus to provide coverage
when personnel are committed to other calls. County Fire maintains
automatic aid agreements with neighboring jurisdictions so that
emergency response coverage overlaps and the closest fire unit is
dispatched whenever possible.
Mu,, ,n Hill
Calls for Service
County Fire responded to 18,108 emergencies during 2009.
- ALARMS 2,188(12.08 %)
FIRES 1,745 (9.64%)
SERVICE CALLS 1,247 (6.89%)
HAZARDOUS MATERIALS 151(0.83%)
3ESCUES 254 (1.40%)
iGENCY MEDICAL SERVICES 12,523 169.16%)
Capital Improvements
County Fire added five new (Type III) fire engines to the fleet during
2009. A Type III Engine is an off -road apparatus designed to fight
fires in wildland areas.
A new 3,700 square foot warehouse and maintenance crafts worker
shop (shown at left)
I
with integrated so9ar
photovoltaics panels
mom was built behind
Jffnwh.wll I1 115 the Shannon Fire
Station in Los Gatos
Continued disaster preparedness efforts included installation
of a new 275 kW emergency generator at County Fire's Headquarters
and three satellite phones to enhance communication capabilities.
CFAI Accreditation
County Fire was awarded `Accredited Agency"
status in August 2005 by the Commission on
Fire Accreditation International (CFAI). During
2009, County Fire prepared for the five year
re- accreditation process; which included revising
the Strategic and Business plans, meeting
new CFAI "Standards of Cover" guidelines
and conducting a comprehensive Self- Assessment.
Community members, political representatives, County Fire employees
and other stakeholders participated in the re- accreditation process.
Strategic Plan
In conjunction with the new Business Plan, the Strategic Plan sets
forth a vision and mission statement that provides County Fire with a
clear path into the future. The Strategic Plan identifies County Fire's
goals, objectives and strategies for the next five years. To ensure
success. performance measures and timelines are established to
track results and evaluate progress.
Standards of Cover
The Standards of Cover (SOC) document is an emergency response
evaluation process. The SOC is comprised of service level and
resource allocation studies, risk assessments and data analysis.
This document assists in developing guidelines to ensure a safe and
effective work force and covers
various types of responses; such
as, fire and medical emergencies,
hazardous materials incidents,
technical rescues, natural disasters
and acts of terrorism.
Self- Assessment
The Self- Assessment process
measures County Fire's overall performance and identifies specific
areas where changes can be made to ensure continuous improvement
of all fire department functions and services.
There are 10 categories within the CFAI Self- Assessment Manual
that County Fire uses to evaluate performance:
• Governance & Administration
• Assessment & Planning
• Goals & Objectives
• Financial Resources
• Programs
• Physical Resources
• Human Resources
• Training & Competency
• Essential Resources
• External Systems Relationships
i
4�'C�xA�,oG County Fire
FIRE �� County Fire is governed by the Santa Clara County
Board of Supervisors. The Department is divided into
five service divisions:
• Administrative Services handles accounting, budgeting, long -
range planning, employee benefits, payroll, human resources, labor
relations and information systems management.
• Fire Prevention Division takes care of building plan review, code
enforcement, hazardous materials regulations, and fire and life
safety inspections for new construction, commercial businesses.
multi - family residential buildings and schools.
• Operations Division is responsible for fire suppression,
emergency medical response and rescue activities. Specialized
units within the division include the Special Operations Task
Force and the Hazardous Materials Response Team.
• Training Division coordinates and delivers training to new
and existing employees and assists with the recruitment and
promotional testing process. It also manages the community
education and disaster preparedness programs, employee
wellness program, and emergency medical services.
• Support Services is responsible for maintaining fire stations and
other facilities, vehicles and fire apparatus, general supplies and
communications systems.
Local and Regional Partners
Maintaining relationships with local and
regional partners is an
0 integral part of daily`
operations. E 416
During 2009, County m
Fire worked with south �-
county agencies to explore regional
approaches for fire protection services in
Morgan Hill, Gilroy and adjacent unincorporated
south county communities.
In 2009, employees pledged over $75,000 marking County Fire's
single highest year for funds raised to help support bay area
non - profit organizations through the Combined Giving Campaign.
State, Federal and International Partners
%P In 2009, County Fire responded to eight significant
wildland fires throughout California as part of the
Statewide Mutual Aid system.
To support regional collaboration and assist bay area jurisdictions
in developing integrated systems for prevention, protection,
response and recovery from acts of terrorism, FEMAs Department
of Homeland Security created the Bay Area Urban Area Security
Initiative (UASI). County Fire provides staff to the Bay Area UASI
management team, the advisory group and also participates in
various working groups of the UASI.
Nationally, County Fire is part of California Task Force 3 (a FEMA
Urban Search & Rescue Team). As part of an international
exchange program, during 2009 County Fire hosted a French
intern from the University of Bordeaux.
0
Introduction
The Santa Clara County Central Fire Protection District a.k.a. Santa Clara County Fire
Department (herein referred to as " SCCFD" or "County Fire ") is a county- dependant special
district providing fire suppression, basic and advanced rescue, advanced life support first
response medical services, hazardous materials and technical rescue response, fire
inspection, fire investigation, disaster preparedness, and public education to their community.
The SCCFD is consistently working to achieve the highest level of professionalism and
efficiency on behalf of those it serves and is currently pursuing reaccreditation through the
Commission on Fire Accreditation International (CFAI).
In an effort to work toward self- improvement, the Santa Clara County Fire Department
contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to place
into writing the department's path into the future. The methodology chosen was to develop
and implement a "Community- Driven Strategic Plan." This plan was written in accordance
with the guideline set forth in the CFAI Fire & Emergency Service Self - Assessment
Manual (8th ed.), and is intended to guide the organization within established parameters
set forth by the authority having jurisdiction.
CPSE utilized the Community— Driven Strategic Planning process to accomplish more than
just the development of a document. It challenged the membership of the SCCFD to look
critically at paradigms, values, philosophies, beliefs and desires. It challenged individuals to
work in the best interest of the "team." Further, it provided the membership with an
opportunity to participate in the development of their organization's long -term direction and
focus. The members of the department's External and Internal Stakeholders Groups did an
outstanding job in committing to this important project and remain committed to the
document's completion.
Santa Clara County Fire Department's Strategic Plan sets forth a comprehensive vision and
mission statement that provides the agency with a clear path into the future. Additionally, this
strategic plan identifies the core values that embody how the agency's members, individually
and collectively, will carry out the agency's mission. In the following pages, SCCFD identifies
their goals, objectives and strategies that will allow the agency to realize its vision.
9
0
SANTA CLARA COUNTY FIRE DEPARTMENT
STRATEGIC PLAN
TABLE OF CONTENTS
OrganizationalBackground ....................................................... ............................... 1
Definition of a Community- Driven Strategic Plan ......................... ............................... 2
Process and Acknowledgements ................................................ ............................... 6
CustomerPriorities .................................................................. ............................... 8
CustomerExpectations ............................................................. ............................... 9
Areas of Customer Concern ....................................................... .............................11
Positive Customer Comments ..................................................... .............................13
Other Thoughts and Comments ................................................. .............................15
Internal Stakeholder Group Findings ........................................... .............................16
TheMission .............................................................................. .............................18
Values..................................................................................... .............................19
Programs and Services Provided ................................................ .............................20
S.W.O.T. Analysis ..................................................................... .............................21
Strengths.................................................................................. ............................2.1
Weaknesses............................................................................. .............................23
Opportunities........................................................................... .............................24
Threats.................................................................................. ...............................
25
Critical Issues and Service Gaps ................................................. .............................26
Goalsand Objectives ................................................................ .............................27
TheVision ................................................................................ .............................37
Performance Measurement ........................................................ .............................38
The Success of the Strategic Plan ............................................... .............................40
Glossaryof Terms ..................................................................... .............................41
Acronymsand Abbreviations ...................................................... .............................44
WorksCited ............................................................................. .............................45
Appendix A: Raw Feedback from External Stakeholders
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Organizational Background
Los Altos Hdls
V Los Altos
Santa Clara County is a culturally diverse
and densely populated county located in the
San Francisco Bay Area. Formed in 1850, it
was named after Mission Santa Clara and
Saint Clare of Assisi, Italy, and is one of the
first counties of California originally
inhabited by the Ohlone. Currently, the
County is known as the primary site of
"Silicon Valley," home to the headquarters
of Apple Computers, Sun Microsystems,
Hewlett Packard, Google, Yahoo, eBay,
Intel, and many others.
The Santa Clara County Fire Department was officially created in 1947 as the Central Fire
Protection District with a few stations serving the county's large core unincorporated area.
County Fire does not provide services to the entire county, though they do serve more than
251,950 residents and 114.5 square miles of territory within the communities of Campbell,
Cupertino, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Morgan Hill, Saratoga, and
adjacent unincorporated areas.
19-17 1970 1977 1993 1996 2i1i1 =,
Santa Clara County Fire Department is governed by the Santa Clara County Board of
Supervisors. The Department is divided into five service divisions: Administrative Services,
Fire Prevention Division, Operations Division, Training Division, and Support Services
Division. Currently, there are 307 career personnel, including 259 full time career firefighters
who are augmented by 40 volunteer firefighters. These personnel serve the territory from 17
fire stations, which house 21 pieces of apparatus and 4 command vehicles.
Technical
Advisor
Program
Page 1 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Definition of a Community- Driven Strategic Plan
The fire service has entered into a very competitive evolutionary cycle. Public demands
continue to increase, while dollars and other resources continue to shrink. These trends place
increased pressure on the modern fire service manager, policy makers, and full -time and
volunteer staff to develop ways to be more effective and more efficient. In many cases, the
public is demanding the accomplishment of specific goals, objectives, and services with fewer
resources. To do a more efficient job with the available resources, organizations must set
objectives based on constructive efforts while eliminating programs that do not serve the
customer.
To ensure that customer needs were incorporated, the Community— Driven Strategic Planning
process was used to develop the SCCFD Strategic Plan. Businesses employ this type of
process to identify market trends, allowing the service provider to focus efforts while reducing
risk and wasted effort. This process was adapted to meet SCCFD's specific needs.
This document is the result of several strategic planning sessions and includes valuable
community input.
What is a Strategic Plan?
It is a living management tool that:
• Provides short-term direction
• Builds a shared vision
• Sets goals and objectives
• Optimizes use of resources
Effective strategic planning benefits from a consistent and cohesively structured process
employed across all levels of the organization. A sense of urgency pervades the community -
driven organization.
Planning is a continuous process, one with no clear beginning and no clear end. While plans
can be developed on a regular basis, it is the process of planning that is important, not the
publication of the plan itself. The planning process should be flexible and dynamic. New
information from customers, like- providers, and life changes are to be factored into the
planning process. The strategic plan should be an operationally useful document.
Community- Driven Strategic Planning creates a platform for a wide range of beginnings. The
approach comes to life by being shared, debated, and implemented in the context of
organizational realities.
Successful organizations, from government agencies to Fortune 500 companies, have
recognized that attaining customer focus is essential. Aware of this necessity, public safety
agencies must strategically plan how they will deliver high quality products and services to
the public and their other customers through better, faster, and less expensive programs.
Technical
Advisor
Program
,0
Page 2 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Once their strategic goals are established, agency leaders must establish performance
measures, for which they are fully accountable, to assess and ensure that their departments
and agencies are indeed delivering on the promises made in their strategic plans. Goodstein,
Nolan, & Pfeiffer define Strategic Planning as
a continuous and systematic process
where the quidinq members of an organization make decisions about its future,
develop the necessary procedures and operations to achieve that future, and
determine how success is to be measured.'
The US Federal Consortium Benchmarking Study Team goes on to explain that, to fully
understand strategic planning, it is necessary to look at a few key words in the strategic
planning definition:
• continuous refers to the view that strategic planning must be an ongoing process, not
merely an event to produce a plan;
• systematic recognizes that strategic planning must be a structured and deliberate
effort, not something that happens on its own;
• process recognizes that one of the benefits of strategic planning is to undertake
thinking strategically about the future and how to get there, which is much more than
production of a document (e.g., a strategic plan);
• guiding members identifies not only senior unit executives, but also employees. (It
also considers stakeholders and customers who may not make these decisions, but
who affect the decisions being made);
• procedures and operations means the full spectrum of actions and activities from
aligning the organization behind clear long -term goals to putting in place organizational
and personal incentives, allocating resources, and developing the workforce to
achieve the desired outcomes; and
• how success is to be measured recognizes that strategic planning must use
appropriate measures to determine whether the organization has achieved success.
Most importantly, strategic planning can be an opportunity to unify the management,
employees, stakeholders and customers through a common understanding of where the
organization is going, how everyone involved can work to that common purpose, and how
progress and levels will measure success.
Federal Benchmarking Consortium
Customer - Driven Strategic Planning
Technical
Advisor
I Program
(1997, February). Serving the American Public: Best Practices in
Page 3 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Where Does the Community Fit into the Strategic Planning Process?
For many successful organizations, the voice of the community drives their operations and
charts the course for their future. Companies, as well as state and city governments, have
begun focusing on their community of customers as one of the key motivators in planning for
the future.
A "community- driven organization" is defined as one that
maintains a focus on the needs and expectations, both spoken and unspoken,
of customers, both present and future,
in the creation and /or improvement of the product or service provided.2
Again, it will be useful to use the US Federal Consortium Benchmarking Study Team's
definitions of the specific terms used in the above definition:
• focus means that the organization actively seeks to examine its products, services,
and processes through the eyes of the customer;
• needs and expectations means that customers' preferences and requirements, as
well as their standards for performance, timeliness, and cost, are all input to the
planning for the products and services of the organization;
• spoken and unspoken means that not only must the expressed needs and
expectations of the customers be listened to, but also that information developed
independently "about" customers and their preferences, standards, and industry will be
used as input to the organizational planning; and
• present and future recognizes that customers drive planning and operations, both to
serve current customers and those who will be customers in the future.
2 Federal Benchmarking Consortium
Customer - Driven Strategic Planning
Technical
Advisor
Program
(1997, February). Serving the American Public: Best Practices in
Page 4 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Performance Assessment
Implied within every stage of the planning process is the ability to determine progress made
toward the goals or targets set. This assessment ability is a monitoring function that simply
tracks activities. It may be as simple as a "To Do List" or as complicated as a plan of action
with milestones and performance measures. Also implied within the planning process is the
ability to measure effectiveness of the actions taken in the conduct of the organization's
business.
The Community— Driven Strategic Planning Process Outline
The specific steps of the process are as follows:
1. Define the services provided to the community.
2. Establish the community's service priorities.
3. Establish the community's expectations of the organization.
4. Identify any concerns the community may have about the organization and its services.
5. Identify those aspects of the organization and its services the community views
positively.
6. Develop the Mission Statement, giving careful attention to the services currently
provided and which logically can be provided in the future.
7. Establish the Values of the organization's membership.
8. Identify the Strengths of the organization.
9. Identify any Weaknesses of the organization.
10. Identify areas of Opportunity for the organization.
11. Identify potential Threats to the organization.
12. Establish realistic goals and objectives for the future.
13. Identify implementation tasks for each objective.
14. Develop a Vision of the future.
15. Develop organizational and community commitment to the plan.
Technical
Advisor
Program
Page 5 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Process and Acknowledgements
The Center for Public Safety Excellence acknowledges County Fire's External and Internal
Stakeholders for their participation and input into the "Community— Driven Strategic Planning
Process." The Center for Public Safety Excellence would also like to acknowledge Fire Chief
Ken Waldvogel for his leadership and commitment to this process.
Development of SCCFD's Strategic Plan took
place in June 2009 during which time a
representative from the Center for Public Safety
Excellence and representatives of SCCFD held
an open meeting where members of the public,
or external stakeholders, were invited.
Valuable commentary and useful concerns were
collected. The discussion at the meeting
revolved around customer concerns,
expectations and comments about the agency.
The agency and the Center for Public Safety
Excellence would like to express a special thank
you to the community members who contributed to the creation of this strategic plan. The
development of this plan was truly a "team effort." Those present at this meeting were as
follows:
Technical
Advisor
Program
I0
Page 6 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Table 1: SANTA CLARA COUNTY FIRE DEPARTMENT External Stakeholder Group
Barbara Allen
Autumn Arias
Jeff Bates
City of Monte Sereno
County Executive's Office
GM of Redwood Estates
Services Association
David Bergman
Omar Billawala
Misty Booth
Commissioner— Los Altos Hills
City of Monte Sereno
Campbell Community Center
County Fire District
Terry Calderone
Greg Casteel
Nolan Cordle
Captain — Sheriff's Office
Building Official - City of
Board Member of Redwood
Cupertino
Estates
Jitze Couperus
Phil Demers
Mary De Vries
Commissioner— Los Altos Hills
Redwood Estates
1" Congregational Church of
County Fire District
San Jose
Berin Fank
Chris Giusiana
Jenny Haruyama
President — Los Altos Hills County
Morgan Hill Chamber of
Interim Finance Manager —
Fire District
Commerce
Town of Los Gatos
Nancy Hatlo- Donnelly
Ann Herosy
San Tomas West Neighborhood
Bert Hildebrand
Council on Aging
Association
County Communications
Sandra James
Barbara Kilburn
Mark Linder
Former City of Cupertino Mayor
First Congregational Church
City of Cupertino
J. Logan
Al Lowder
Doug McNeil
Assistant City Manager— City of
County Fire Retiree — City of
Council Member— City of
Los Altos
Campbell resident
Monte Sereno
David Moyles
Joe Mueller
Duffy Price
Commissioner— Saratoga Fire
City of Morgan Hill
Commissioner— Los Altos
District
Hills County Fire Department
Allison Rix
Steve Rymer
John Saunders
Community Member
City of Morgan Hill
Economy Lumber
Doug Sporleder
Andrew Stephens
Darryl Stow
Retired Fire Chief— Town of Los
EHS Program Manager—
Leadership Cupertino
Gatos resident
Hewlett Packard
Robert Stutz
Chris Tanimoto
Chuck Weber
Commissioner— Los Altos Hills
Town of Los Gatos
Redwood Estates Services
County Fire District
Association
Dennis Whittaker
Tuck Younis — City of
Cupertino Optimist Club
Los Altos Police Department
0 Technical
Advisor
4 , Program
Page 7 of 45
7
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
External Stakeholder Group Findings
A key element of County Fire's organizational
philosophy is having a high level of commitment to
customers, as well as recognizing the importance
of customer satisfaction. Therefore, the agency
asked representatives from their community to
participate in a meeting, which would focus on
their needs and expectations of that agency.
Discussion centered not only on the present
services provided but also on priorities for the
future.
Customer Priorities
In order to dedicate time, energy and resources on services most desired by its customers,
County Fire needs to understand what the customers consider to be their priorities. The
External Stakeholders were asked to prioritize the services offered by the agency through a
process of direct comparison.
Table 2: Customer's Service Priorities of the SANTA CLARA COUNTY FIRE DEPARTMENT
SERVICES
Advanced Life Support — First Response
RANKING
1
O.
244
Fire Suppression
2
227
Rescue
3
208
Hazardous Materials Mitigation
4
162
Disaster /Emergency Preparedness
5
133
Response to WMD /Bio Terrorism
6
103
Code Enforcement
7
102
Fire Investigation
8
78
Community Fire /EMS Safety Education
9
76
Technical
Advisor
Program
Page 8 of 45
n
u
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Customer Expectations
Understanding what the community expects of its fire and emergency services organization is
critically important to developing a long -range perspective. With this knowledge, internal
emphasis may need to be changed or strengthened to meet customer needs. In certain
areas, education regarding the level of service that is currently available may be all that is
required.
Thirty -eight external stakeholders shared their expectations of Santa Clara County Fire
Department. These customers represent a cross - section of civic, political and community
leaders from the eight jurisdictions served.
Generally speaking, comments clustered around five topics: (1) A responsive, competent
workforce; (2) Communication and coordination within and among jurisdictions served; (3)
Emergency response; (4) Community education; (5) Fiscal responsibility.
Thirty -four percent of the comments received referenced an expectation of a well- trained
professional workforce, which is courteous, responsive and culturally diverse. The
expectation is for the Department to be sensitive to customer needs and capable of meeting
expectations at a state -of- the -art level of service. This reflects the economic and diverse
cultural nature of the jurisdictions served.
The second largest cluster expressed expectations regarding communication and
coordination within and among jurisdictions served. Twenty -one percent stated the
expectation that the Department would actively partner with cities to provide education,
leadership, and coordination with other agencies, such as law enforcement, Red Cross,
industry, schools, etc. This visible and involved presence of the Department is clearly a
priority of civic leaders in jurisdictions served.
Nearly as important is the expectation expressed in nineteen percent of the responses for
community education provided by SCCFD. Effective disaster preparedness, along with
community education programs on fire safety and loss prevention, are an important priority
for those served by SCCFD.
Technical
Advisor
Program
Page 9 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Emergency response to EMS and fire calls was noted on seventeen percent of the
responses. Efficient dispatch, as well as adequate professional personnel response is
expected by the customer. Possibly this expectation was not mentioned more frequently
because it is the traditional role of the fire service and is sometimes taken for granted by the
customer.
Nine percent noted fiscal expectations. Basically, they expect efficient use of public funds and
effective management of resources. It is also expected that existing resources will be
maintained and not reduced due to fiscal constraints.
Table 3: Customer Expectations re: the Santa Clara County Fire
Department
Technical
Advisor
Program
.. Responsive Competent
Workforce
. Communication &
Coordination
Emergency Response
Community Education
Fiscal Responsibility
Page 10 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Areas of Customer Concern
External stakeholders were asked to contribute their concerns about services delivered by
the Santa Clara County Fire Department. These comments also provide information to the
Department on areas which may need additional focus and /or resources.
Customer concerns can be classified according to: (1) Fiscal Concerns; (2) Disaster
Preparedness; (3) Departmental Workforce; (4) Dispatching and Apparatus /Equipment
Adequacy; (5) Inter - Agency Communication; and (6) Regulatory Requirements.
To no one's surprise, forty -four percent of all responses touched on Fiscal Concerns. As all
levels of government, as well individuals and families, have faced a major national recession,
the Department's customers are asking:
Will the Department be able to maintain existing service levels in future years? Will resources
be directed elsewhere that have come from county or state government? How will under -
served areas fare? Can salaries be maintained, and can the Department remain competitive
in salaries and benefits?
Many of the customers expressing these concerns are facing similar challenges in their own
communities and understand the complexities of local government and special district
budgeting.
A second area of concern mentioned by seventeen percent of respondents is Disaster
Preparedness. The wildland -urban interface and its protection from loss in case of fire was an
expressed concern, along with the need for evacuation planning for all such areas.
Contingency planning for water disruption and firefighting capability after an earthquake is a
concern. How does the Department address public apathy toward potential disasters? And
what enforcement capability does it have in regard to defensible space and wildfire
evacuation access?
Thirteen percent of respondents shared concerns about the Department's Workforce.
Succession planning, including training and retaining excellent personnel, was mentioned.
Have enough new firefighters been hired and trained to replace those retiring? Are there a
sufficient number of firefighters who speak the languages of the customers (Mandarin,
Cantonese, Vietnamese, Farsi, Spanish, etc.).?
Inter - Agency Communication was a concern for eleven percent of respondents. Evacuation
planning for large -scale events in multiple jurisdictions was mentioned, as was notification of
cities immediately after a large -scale event has occurred. Contract agencies should be
included in notifications, and a major emphasis on community outreach and education is a
continuing concern.
Dispatching and Apparatus /Equipment Adequacy were concerns of nine percent of
respondents. Competent handling of dispatch call transfers (particularly from cell phones)
and education on alternatives to 9 -1 -1 if the call is not a life- threatening emergency were
noted. Inadequate equipment to do the job was a concern as well.
And finally six percent of responses noted concerns about Regulatory Requirements handled
through the Fire Prevention Division. "Rigid" requirements on hillside homes' defensible
space was mentioned, along with the requirement to install a sprinkler system in a home
Technical
Advisor
JProgram
•
Page 11 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
requesting the addition of a bathroom. Also noted was a perceived hesitancy to approach
industrial property owners to warn or educate about hazard risks.
To some extent the concerns mentioned above reflect the mix of external stakeholders who
submitted responses. The sum total, however, presents a composite picture of customer
concerns across jurisdictions served by SCCFD.
Table 4: Customer Concerns re: the Santa Clara County Fire
Department
9% 6%
t tai- 44%
Technical
Advisor
Program
Fiscal Concerns
— Disaster Preparedness
Departmental Workforce
— Inter - Agency Communication
Dispatching & Apparatus/
Equipment Adequacy
Regulatory Requirements
Page 12 of 45
9
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Positive Customer Comments
The Center for Public Safety Excellence promotes the belief that for a Strategic Plan to be
valid, the customer's views on the strengths and image of the emergency services
organization must be established. Needless efforts are often put forth in over - developing
areas that are already successful; however, proper utilization and promotion of the customer -
identified strengths may often help the organization overcome or offset some of the identified
weaknesses.
Positive comments centered around four categories: (1) Management Style; (2) Emergency
Response; (3) Community Relations; and (4) Education and Training.
Thirty -nine percent of positive comments about the Department focused on its Management
Style. Within this category, responses can be categorized as (1) Personnel - Related and (2)
Philosophy and Practices.
In terms of Personnel, customers find them to be very responsive, knowledgeable, and
professional, a great example of what "team" and "team work" mean, and a source of pride to
those served due to the excellent service provided.
Management of the Department is credited for administering a well -run organization, willing to
grow and change, to act on new ideas, approaches and concepts, and to implement new
technologies. Customers appreciate the sound financial planning and cooperative working
relationships. Approachability in style of management and excellent leadership, as evidenced
by the Strategic Plan, were also mentioned.
In summary, customers commented that SCCFD is one of the best in the nation, relied upon
by other fire agencies within California and nationally for assistance.
Twenty -eight percent of responses focused on appreciation for Emergency Response.
"Excellent" and "wonderful" response times are referenced. First responders are praised for
their "excellent rapport, hard work, compassion, promptness and friendly response." Life-
saving incidents are recounted, and a sense of pride and ownership is reflected in comments
such as "We believe our engine and their staff are the best in Santa Clara County."
Twenty -four percent of customer responses cited positive Community Relations. From
outstanding public relations with boards, commissions, and the community to fire station
crews being always available to discuss community issues and attend meetings, the
Department was praised for its accessibility and community involvement. Excellent
communication with jurisdictions served and impressive work with other agencies, i.e. law
enforcement, were mentioned. All contacts with the community exude confidence and
professionalism, and the local Department does a great job in all areas, according to
responses. The Department has a positive image, more so than other community services.
Four percent of responses singled out Education and Training. Community Education on both
fire safety and disaster preparedness receives accolades.
The Department is credited with "...exceeding expectations through its involvement with
C.E.R.T." The Community Education program has "fabulous materials and presenters" and its
presence in the schools is appreciated. Customers acknowledged the "strong training
program resulting in health and fitness of line personnel." And finally, one customer would like
Technical
Advisor
v
Program
Page 13 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
to see the "extremely well -done "'2008 Annual Report and Customer Services Overview'
shared with every resident and business in the service area."
It is gratifying to the Department to receive so many positive and enthusiastic statements of
appreciation for its efforts.
Technical
Advisor
Program
Table 5: Positive Customer Comments re: the Santa Clara
County Fire Department
Management
Style
a Emergency
Response
Community
Relations
.� Education &
Training
Page 14 of 45
7
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Other Thoughts and Comments
The External Stakeholders were asked to share any other comments they had about SCCFD
or its services. The submissions can be divided into three groups: Complimentary; (2)
Suggestions; and (3) Miscellaneous.
Half of all respondents wrote complimentary remarks. Some expressed thanks for being
invited to participate in the planning process. One noted that SCCFD has an "outstanding
Chief." Another described the Department as "a first -class organization that, through this
process, will remain first class." A community center director expressed appreciation for the
Safe Sitter and CPR classes, noting that "...these increase the chance for survival... it did for
Jerry in our Gardening Class who had a heart attack and lives to tell about it. You rock,
SCCFD! God bless!" Several indicated they are happy to be working in partnership with the
Santa Clara County Fire Department.
Still others (forty -one percent) took the opportunity to share suggestions and ideas for
improvement. Concern for brush abatement in hillside areas, as well as evacuation planning,
alert systems, and water supply adequacy in the Redwood area was expressed. A customer
who experienced the problem mentioned cell phone call dispatching and the potential for
delay. The possibility of merging fire and law enforcement agencies into one service was
noted. The opinion was expressed that the last Strategic Plan goals seemed, in some
instances, more like activities. And a request was made to post a public notice upon
completion of the certification process.
Nine percent of respondents fell into a category best described as Miscellaneous
Among these was a compliment to the "excellent facilitator" of the External Stakeholders'
session. And finally, a cogent observation from a customer:
"My only concern is that an emphasis on this process may engender change for
change sake —which could be negative... It has happened in industry."
Technical
Advisor
Program
Table 6: Other Thoughts and Comments re: the Santa
Clara County Fire Department
J ��O
50%
— Complimentary
— Suggestions
Miscellaneous
Page 15 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Internal Stakeholder Group Findings
Following the external stakeholder session, the internal stakeholder work sessions were
conducted over the course of the next three days. The purpose of these work sessions was
to review and discuss the agency's approach to "Community- Centered Strategic Planning."
The work sessions generated a high level of interest and participation by the broad agency
representation in attendance.
Discussion in the work sessions focused on the SCCFD's Mission, Values, Core Services
and Supporting Programs, as well as the organization's perceived Strengths, Weaknesses,
Opportunities and Threats.
In the process of strategic planning, the following are important:
• to review the agency's history, culture and evolution;
to identify the current status of the department; and
to determine where and what the agency desires to be in the future.
This process could not have been completed without the participation of the members of the
SCCFD and their internal stakeholders. Their insights were invaluable in developing this
strategic plan. The assistance and resources graciously made available to CPSE are
appreciated. The participants took their work very seriously and accepted the challenge to
develop a quality product. Participants included the following:
Figure 2: SANTA CLARA COUNTY FIRE DEPARTMENT Internal Stakeholder Group
Technical
Advisor
Program
Page 16 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Table 3: SANTA CLARA COUNTY FIRE DEPARTMENT Internal Stakeholders
Chuck Anderson
Kathy Baker
Wilma Cadorna
Fire Captain
Firefighter /Engineer
Personnel Services
Manager
Rob Campbell
Maggie Eddy
Lori Gutierrez
Fire Protection Engineer
Information Systems
Office Assistant 11
Manager
Janet Hayton
Administrative Support
Wayne Hokanson
Steve Jacobson
Officer 11
Deputy Fire Marshal
Construction Coordinator
Don Jarvis
Craig Jessup
Ken Kehmna
Deputy Chief
Acting Deputy Chief
Deputy Chief
Debbie Kelleher
Dee King Raub
Art Marshall
Management Analyst
Firefighter /Engineer
President, Local 1165
Dirk Mattern
Dave Mayfield
Brian Medaglia
Deputy Chief
Fire Captain
Fire Mechanic
Carol Miller
Christie Moore
Kevin Murphy
Battalion Chief
Public Education Officer
Fire Captain
Larry Oldenkamp
Kendall Pearson
Hal Rooney
Supply Services Specialist
Battalion Chief
Deputy Chief
Cheryl Roth
Ryan Rucker
Judy Saunders
Secretary
Senior Deputy Fire Marshal
Assistant Fire Marshal
Fred Schulenburg
Steve Staump
Norris Stevenson
Director, Business Services
Assistant Fire Chief
Firefighter /Engineer
Chris Stuehler
Julie Thomas
Ken Waldvogel
Firefighter /Engineer-
Administrative Support
Fire Chief
Paramedic
Officer Ill
Ian Wallace
Tom Walsh
Jim Yoke
Fire Captain
Accreditation Manager
Emergency Services
Coordinator
Rob Yount
Firefighter /Engineer-
Ron Vega
Steve Prziborowski
Paramedic
Battalion Chief
Battalion Chief
0Technical
Advisor
41� Program
Page 17 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
The Mission
The purpose of the Mission Statement is to answer the questions:
• Who are we?
• Why do we exist?
• What do we do?
• Why do we do it?
• For whom?
After group discussion by SCCFD's Internal Stakeholders, no modification to the existing
mission statement was proposed.
Table 4: SANTA CLARA COUNTY FIRE DEPARTMENT Mission Statement
The Santa Clara County Fire Department exists to protect lives, property, and
the environment within the communities served from fires, disasters and
emergency incidents through education, prevention, and emergency response.
Technical
Advisor
Program
Page 18 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Values
Establishing values embraced by all members of an organization is extremely important.
Values recognize those features and considerations that make up the personality of the
organization. SCCFD Internal Stakeholders modified their existing values as follows:
Table 5: SANTA CLARA COUNTY FIRE DEPARTMENT Values
We value Trust, Integrity, Respect, and Excellence — (TIRE)
• Maintain collaborative relationships.
• Maintain community trust through reliable and professional behaviors and open
communication.
• Foster an effective teamwork environment.
Integrity
• Maintaining highest level of ethical standards.
• Judicious use of public resources.
.-
• Diversity in the workforce and the communities we serve.
• The individual and inherent differences.
• Timely service delivery.
• Customer service.
• Professional development.
The Mission and Values are the foundation of any successful organization. Every effort
should be made to keep these current and meaningful so that the individuals who make up
the organization are well guided by them in the accomplishment of the goals, objectives, and
day -to -day tasks.
Technical
Advisor
Program
Page 19 of 45
n
u
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Programs and Services Provided
In following the steps of the Community— Driven Strategic Planning Process Outline, the
agency was asked to identify the most important functions provided and offered to the
community. The Internal Stakeholder Group identified the following core and supporting
services /programs:
Table 10: Core Programs
Fire Suppression
Emergency Medical Services
Rescue
Public Education
Haz Mat
Fire Prevention
Fire Investigations
Emergency Preparedness
Table 11: Support Services
Support Services Division
Training
• Facilities Construction & Maintenance
• EMS
• Fleet Maintenance
• Fire Suppression
• Apparatus Spec/Purchasing Spec/Purchasing
Public Education
• Communications
• Joint Fire Academy
• General Supplies
• Wellness Program
Business Services
• Safety
• Payroll
• Volunteer Division
• Accounting
Personnel Services
• Information Technology
• Recruitment
• Risk Management
• Promotions
• Benefits
• Job Audits
• Budget
• Mandated State and Federal Training
• Contracts
• Labor Relations
Operational Support
o Workers Compensation
• PPE / Uniforms Program
Administration
• Small tools and equipment
• Policies
• SCBA
• Rules and Regulations
• Hose nozzles and fittings
• Discipline
• Stations' kitchen supplies/garden/etc
• Planning
• Remote Automated Weather Station
• Administrative Support
• Mapping / GIS
• External Relations
• Extinguishers
• Workforce Planning
• Resource Ordering and Status System
Technical
Advisor
Program
i
Page 20 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
S.W.O.T. Analysis
The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis is designed to
have an agency candidly identify their positive and less- than - desirable attributes. The agency
participated in this analysis and recognized its strengths and weaknesses, as well as the
possible opportunities and potential threats.
Figure 4: Internal stakeholders conducting a work session
Strengths
It is important for any organization to identify their strengths in order to assure that they are
capable of providing the services requested by customers and to ensure that strengths are
consistent with the issues facing the organization. Often, identification of organizational
strengths leads to the channeling of efforts toward primary community needs that match
those strengths. Programs that do not match organizational strengths or the primary function
of the organization should be seriously reviewed to evaluate the rate of return on precious
staff time. Through a consensus process, the Internal Stakeholders identified the strengths of
SCCFD as follows:
Technical
Advisor
Program
Page 21 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Table 12: Strengths of SANTA CLARA COUNTY FIRE DEPARTMENT
Enjoyable work environment
Flexibility
Responsiveness to the community
Diversity
Quality workforce
Customer service
Fiscally sound (diversified revenues)
Regional approach
Quality equipment/PPE
Feeling of job security
Health and Wellness Program
Facilities
Employee compensation /benefits
Community support/outreach
Haz Mat/Technical Rescue
Public Education (community education
programs, CERT, PEP, etc.
Internal personnel services
Interagency collaboration
Political relationships
High morale
Off the radar "tree top flyers"
Low turnover rate
Dedication /commitment
Open door policy
Adequate response resources
Labor management collaboration
Excellent teamwork
Educational opportunities
Promotional opportunities
Progressive EMS program (AutoPulse)
Good public perception
Accreditation process
Good perception from outside agencies
Nice areas (safe communities)
Customer satisfaction surveys
Compassionate
Training provided is comprehensive
Professionalism
Critical thinking skills
Problem solving
Receptive to change
Willingness to learn at all levels
Innovators in the industry
Technical
Advisor
Program
Page 22 of 45
n
u
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Weaknesses
Performance or lack of performance within an organization depends greatly on the
identification of weaknesses and how they are confronted. While it is not unusual for these
issues to be at the heart of the organization's overall problems, it is unusual for organizations
to be able to identify and deal with these issues effectively on their own.
For any organization to either begin or to continue to move progressively forward, it must not
only be able to identify its strengths, but also those areas where it functions poorly or not at
all. These areas of needed enhancements are not the same as threats to be identified later in
this document, but rather those day -to -day issues and concerns that may slow or inhibit
progress. The following items were identified by the Internal Stakeholders as weaknesses:
Table 13: Weaknesses of SANTA CLARA COUNTY FIRE DEPARTMENT
Poor external and internal communications —
understanding internal processes
Accountability
Lack of coordination or leadership with some
communities
Inconsistent application of department policies,
rules and regulations
Lack of process documentation
Written performance evaluations /documentation
Inconsistent discipline
Outdated website layout
Security for facilities and individuals
Succession planning — inadequate employee
development is not proactive
Operational commitment - prioritize resource
utilization
Understanding of the big picture
Trust — that employees can speak freely
without retaliation
Staff recruitment and retention — fire prevention
Ownership
Attitude — sense of entitlement — following chain of
command at times
Training of supervisors in addressing
personnel matters
IT support
Physical fitness equipment (apparatus floor)
Lack of adequate growth in all divisions
Communications and publications not
available in multiple languages
Training in specialized units and trucks
Outdated and inconsistent policies
"Career Ladder" for non - safety /safety
Lack of or slow "green" technology use
Identification of subject matter experts
Need to improve use of resources (logistical
program management under operations)
Effective use of meeting time
Understaffing (all divisions)
Continuity
Lack of experience through attrition
Use of technology (electronic 41's)
Lack of "acting" time prior to promotional
position
Underutilizing of data - driven decision analysis
Bureaucracy
Technical
,7 Advisor
Program
Page 23 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Opportunities
The opportunities for an organization depend on the identification of strengths and
weaknesses and how they can be enhanced. The focus of opportunities is not solely on
existing service, but on expanding and developing new possibilities both inside and beyond
the traditional service area. Many opportunities exist for SCCFD. The Internal Stakeholders
identified the following opportunities:
Table 6: Opportunities for SANTA CLARA COUNTY FIRE DEPARTMENT
Career development training (ex: State Fire
Marshal, National Fire Academy)
Grants
Diversity training
Languages
Cultural awareness
Information technology
External contracts /annexation
Regional delivery
External mentoring opportunities
ALS transport
Fees for certain services (ex: permits,
inspections, false alarms)
Sponsor continuing education classes (training and
support) for fire and EMS in order to generate
revenue
Expand use of vendors
Underserved areas
Expand emergency preparedness to
generate revenue
Professional recognition
Enhance investigation capabilities
Sharing resources and expertise
Greater participation in the mutual aid
system at a management level
People /public
Underserved populations
Local police and related agencies RE: training
Joint Powers Agreements /Memorandum of
Agreements
Professional relationships, nationwide, state and
local associations
Co- sponsoring educational events
Participation in focus groups
Volunteers
Community involvement and outreach
Politics and political relationships
Media
Page 24 of 45
Technical
Advisor
Program
Page 24 of 45
E
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Threats
To draw strength and gain full benefit of any opportunity, the threats to the organization, with
their new risks and challenges, must also be identified in the strategic planning process. By
recognizing possible threats, an organization can greatly reduce the potential for loss.
Fundamental to the success of any strategic plan is the understanding that threats are not
completely and /or directly controlled by the organization. Some of the current and potential
threats identified by the Internal Stakeholders were as follows:
Table15: Threats to SANTA CLARA COUNTY FIRE DEPARTMENT
Competition
Budget (revenue)
Politics
Lack of public awareness
Terrorism (IT, bio, infrastructure)
Insufficient resources
Lack of emergency preparedness
Potential pandemics
Partner agency capabilities
Negative stakeholder perception
Natural disasters
Customer misconception
Growing customer demand (population,
geography)
Pressure to compromise our internal culture and
values
Loss of city contracts
Unfunded Federal /State mandates
Litigation
Loss of mutual aid reimbursement
New Redevelopment Agencies
Diminishing grants and restrictive grants
Increased challenges in finding qualified
candidates
Economy — construction slow down
Workplace security
Misuse of technology by employees
Cultural changes (body art)
High personnel costs
Technical
Advisor
Program
Page 25 of 45
r
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Critical Issues and Service Gaps
After reviewing SCCFD's core services, the organizational strengths and weaknesses, and
the opportunities and threats posed by industry and the community environment in which the
agency operates, the Internal Stakeholders identified the primary critical issues that face
SCCFD. By participating in the Strengths, Weaknesses, Opportunities and Threats (SWOT)
Analysis, the agency was able to produce a tangible list of critical issues that provided the
foundation for the establishment of goals and objectives, in order to meet the future vision of
SCCFD.
The list below reflects the issues identified by the Internal Stakeholders that pose the greatest
risk to the department's services and organizational health. In addition, the group also
identified gaps in the agency's activities that need to be filled in order to provide the levels of
service it has pledged itself to fulfill.
Table 16: Critical Issues of SANTA CLARA COUNTY FIRE DEPARTMENT
Communications
Workforce Management and Planning
• Internal
• Division staffing and planning
• External
• Employee develo ment/mentorin
• Process documentation
• Recruitment and retention
• Language — more bilingual material
• Accountability
Policies and Procedures
Emergency Preparedness and Response
• Review and update
• Interagency coordination
• Process documentation
• Community preparedness
. Performance evaluations
• Large incident management
Table 17: Service Gaps of SANTA CLARA COUNTY FIRE DEPARTMENT
Communications
Administration
•
Website
• Policies /rules and regulations
•
Trust
• Performance evaluation
•
Customers
• Data driven decision analysis
• Public
Workforce Planning
• External Agencies
. Performance evaluations
•
Documentation
• Career ladder
•
Effective meeting management
• Succession planning
Infrastructure /Physical Resources
• Staff recruitment and retention
•
Facilities
• IT support
•
IT Equipment
Training
•
Shop-maintenance
• Staff development
•
Central supply location
o Training of supervisors
•
Green technology
• Specialized skills
•
Workplace hazards
•
Security
I 7Technical
Advisor
4� Program
Page 26 of 45
0
i
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Goals and Objectives
The Community- Driven Strategic Planning Process implemented by the Center for Public
Safety Excellence has, to this point, dealt with establishing the Mission, Values, Critical
Issues and Service Gaps of SCCFD. In addition, the identification of internal strengths and
weaknesses, as well as external opportunities and threats was accomplished.
In order to achieve the mission of SCCFD, realistic goals and objectives must be established.
Goals and objectives are imperative to enhance strengths, to address identified weaknesses,
to provide the individual members with clear direction and to address the concerns of the
citizens. In order to establish the goals and objectives, the Internal Stakeholders met over the
course of several hours to complete this critical phase of the planning process.
As goals and objectives are management tools, they should
be updated on an on -going basis to identify what has been
accomplished and to note changes within the organization
and the community. The attainment of a performance target
should be recognized and celebrated to provide a sense of
organizational accomplishment.
The goals and objectives should now become the focus of the efforts of the agency. Care
was taken by the staff of the Center for Public Safety Excellence to ensure that the critical
needs and areas of needed enhancement previously identified were addressed within the
goals and objectives.
By following these goals and objectives carefully, the organization can be directed into their
desired future. These established goals and objectives should also greatly reduce the
number of obstacles and distractions for the organization and its members.
The Internal Stakeholders set priorities for the accomplishment of specific objectives. Those
objectives that carry higher priorities have been identified for completion first and those
objectives with a lower priority can be accomplished later. Overall, these goals and objectives
may provide very specific timelines within the next two years or more general timelines
beyond that period of time. The leadership of SCCFD should establish workgroups to meet
periodically to review progress toward these goals and objectives and adjust timelines and
specific targets as needs and the environment change.
Technical
Advisor
Program
Page 27 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Objective 1A
Develop a program to provide effective all -risk evacuation
planning for Wildland Urban Interface communities.
Timeline
36 months
• Identify and incorporate existing alert / warning systems.
Critical Tasks
• Identify specific target hazards and at -risk populations.
Critical Tasks
• Identify temporary evacuation points and shelters.
• Train public partners and community groups.
Objective 1 B
Develop and implement wildfire preparedness programs for the
urban interface communities.
Timeline
24 months
• Identify and develop the necessary educational materials.
Critical Tasks
• Coordinate with community groups to deliver Wildland Urban
Critical Tasks
Interface programs.
• Coordinate with community groups to facilitate fuel reduction.
Objective 1C
Develop and implement a program to improve interagency
coordination with our public safety partners.
Timeline
24 months
• Identify public safety partners.
• Provide incident management training for public safety partners.
Critical Tasks
. Develop and implement incident response coordination exercises.
• Identify and address communication and coordination gaps
among agencies.
Objective 1D
Develop and implement a program to improve coordination with
community response partners.
Timeline
24 months
• Identify community response partners.
• Identify roles and responsibilities of community response partners.
Critical Tasks
' Identify and address communication and coordination gaps
among community response partners.
• Provide training for community response partners.
• Develop and implement incident response coordination exercises.
Technical
Advisor
Program
"trl I
Page 28 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Objective 1 E
Develop and implement a program to improve large -scale
incident management capabilities within the organization.
Timeline
24 months
• Identify current incident management capabilities, organizational
needs, and training gaps.
• Make available large -scale incident management training.
Critical Tasks
• Facilitate position qualification as identified by the California
Incident Command Certification System through available training
and deployment through the State Fire and Rescue Mutual Aid
System.
Technical
Advisor
JProgram
Page 29 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Objective 2A
Improve communications within the Department.
Timeline
18 months
• Perform a comprehensive review of organization communication
Critical Tasks
practices, processes, and procedures.
• Develop a Department communications analysis.
Critical Tasks
• Solicit and retain outside consultant(s).
• Guide the process.
• Distribute the results.
• Implement recommendations.
Objective 2B
Improve communications with our cognate government
partners.
Timeline
18 months
• Identify, categorize, and prioritize our cognate government
Critical Tasks
partners.
• Identify the information and communication needs for each
Critical Tasks
individual agency and category of cognate government partner.
• Perform a needs assessment.
• Develop a Department communications plan for cognate
government partners.
• Communicate and implement the plan.
Objective 2C
Improve non-emergency communications with the public.
Timeline
18 months
• Perform a needs assessment.
Critical Tasks
• Develop a non - emergency communications plan.
• Develop a community outreach plan.
• Communicate and implement the plan.
Technical
Advisor
J Program
Page 30 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Objective 2D
Improve emergency communications with the public.
Timeline
18 months
• Perform a needs analysis for emergency communications with the
public as individuals, in groups, and mass communication
scenarios.
• Identify systems, processes, and techniques that are currently
Critical Tasks
available through present and potential cognate government
Critical Tasks
partners.
• Develop a Public Emergency Communications Plan.
• Communicate and implement the plan.
• Develop and implement a formal Department Information Officer
program.
Objective 2E
Reinvent the Department's web -based presence and services.
Timeline
18 months
• Identify project facilitator(s).
• Perform a needs assessment.
• Identify opportunities to leverage technology to provide increased
and improved web -based services.
• Partner with the Department's IT office in evaluating the
Critical Tasks
relationship with County ISD in the provision of Department web -
based online presence.
• Evaluate retaining the assistance of an outside expert to develop
web -based solutions and services.
• Develop and launch new and improved web -based presence.
• Coordinate with cognate government partners to incorporate
mutually beneficial web links.
Technical
j Advisor
Program
Page 31 of 45
u
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Evaluate and update agency policies, procedures,
Goal 3 guidelines, and rules & regulations to ensure current,
accurate information for consistent application among all
members.
Objective 3A
Review and evaluate Policy Manual.
Timeline
24 months
• Define a process for review and evaluation.
• Implement the process (review, develop, recommend, obtain
Critical Tasks
approval, issue changes).
• Inform the workforce (awareness, training).
• Review consistency between reference materials to ensure
document continuity.
Objective 3B
Review and evaluate Rules and Regulations.
Timeline
24 months
• Define a process for review and evaluation.
• Implement the process (review, develop, recommend, obtain
Critical Tasks
approval, issue changes).
• Inform the workforce (awareness, training).
• Review consistency between reference materials to ensure
document continuity.
Objective 3C
Review and evaluate Line Officers Administrative Guide.
Timeline
24 months
• Define a process for review and evaluation.
• Implement the process (review, develop, recommend, obtain
Critical Tasks
approval, issue changes).
• Inform the workforce (awareness, training).
• Review consistency between reference materials to ensure
document continuity.
Objective 3D
Review and evaluate Training Manual.
Timeline
24 months
• Define a process for review and evaluation.
a Implement the process (review, develop, recommend, obtain
Critical Tasks
approval, issue changes).
• Inform the workforce (awareness, training).
• Review consistency between reference materials to ensure
document continuity.
Technical
Advisor
Program
Page 32 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Objective 3E
Review and evaluate Job Specifications.
Timeline
24 months
• Define a process for review and evaluation.
• Implement the process (review, develop, recommend, obtain
Critical Tasks
approval, issue changes).
Critical Tasks
• Inform the workforce (awareness, training).
• Review consistency between reference materials to ensure
document continuity.
Objective 3F
Develop and implement a plan to digitize Department reference
materials.
Timeline
6 months
• Define a process for digitizing materials .
• Implement the process.
• Identify resources needed to implement (hardware, software,
Critical Tasks
staff)
• Make materials available.
• Inform the workforce once digitized reference materials are
accessible.
Technical
Advisor
Program
Page 33 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Objective 4A
Execute a formal workforce plan for employee development;
inclusive of coaching, job shadowing, and mentorin .
Timeline
18 months
• Create two (2) focus groups: one safety and one non - safety.
• Conduct a Department -wide survey.
Critical Tasks
Identify deficiencies in the Department's current mentor program.
• Review and establish an active mentor program.
• Formalize and implement the new mentor ro ram.
Objective 4B
Attract and recruit a competent, progressive workforce.
Timeline
12 months
• Develop and conduct an internal employee survey.
• Identify existing challenges in attracting qualified candidates for
Critical Tasks
certain classifications.
• Identify solutions for improvement.
• Develop and im lement the new process(es).
Objective 4C
Develop a succession management plan, and create
opportunities for employee career paths & career change.
Timeline
24 months
• Assess Department attrition trends.
• Identify employees as a resource, and identify career path plans.
Critical Tasks
Develop an interactive performance evaluation geared towards
employee development.
• Assess the ability to maximize work out of class opportunities.
Critical Tasks
• Report assessment findings.
Objective 4D
Identify and develop a training and education plan for each
position and assignment.
Timeline
12 months
• Identify each position and assignment within the organization.
• Review actual job duties and qualifications for each position and
assignment.
• Develop and update required KSAs for each position and
assignment.
Critical Tasks
• Identify available training and education resources.
• Assess /evaluate policies and procedures that are currently in
place for employees to access available opportunities.
• Create curriculum if not already available.
• Determine program delivery methods.
• Document the training plan that has been implemented for each
position/assignment.
Technical
Advisor
Program
Page 34 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Objective 5A
Complete a comprehensive facilities assessment to identify
Timeline
needed improvements.
Timeline
12 months
Critical Tasks
• Identify physical conditions of each facility.
Critical Tasks
• Identify long -term maintenance needs and replacement needs.
• Update assessment plans on an on-going basis.
Objective 5B
Complete a comprehensive internal /external IT program
Timeline
assessment to identify needed improvements.
Timeline
12 months
Critical Tasks
• Identify IT standard (current service level)
Critical Tasks
• Identify and address /rectify deficiencies
• Identify long-term IT goals based on identified service objectives.
Objective 5C
Evaluate fleet maintenance and repair process(es), and identify
needed improvements.
Timeline
12 months
.• Evaluate /identify the Shop facility for location, workflow, space,
Critical Tasks
and size with current and future needs in mind.
Critical Tasks
• Evaluate the number of authorized positions in relationship to
current and projected workloads.
• Consider and identify possible opportunities to provide services on
a regional basis.
Objective 5D
Evaluate the Department's supply and delivery system, and
identify needed improvements.
Timeline
12 months
• Evaluate the number of authorized positions in relationship to
Critical Tasks
workload.
• Evaluate and identify each facility for optimal location, workflow,
space, and size with current and future needs in mind.
Objective 5E Evaluate opportunities to leverage green technology.
Timeline Ongoing
• Select appropriate resources to conduct an assessment.
Critical Tasks • Identify potential green technology opportunities within
Department facilities.
• Conduct an analysis to include public /policy perception and cost
Technical
Advisor
Program Page 35 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Technical
I
Advisor
Program
Page 36 of 45
benefit implications.
Assess existing archived hard copy records management
Objective 5F
practices and storage systems, identify improvements needed,
and implement changes.
Timeline
24 months
• Define project parameters and requirements (to ensure legal
compliance and meeting of Department standards)
• Define timelines for project activities (e.g., review and evaluation
of existing hard copy records, identification of records to destroy,
convert to digital format or maintain in hard copy format)
• Develop a plan for implementing a comprehensive, modern
Critical Tasks
records storage system for storage of newly digitized (formerly
hard copy) and hard copy archive records.
• Establish new records management procedures for archived hard
copy records to ensure they are archived accordingly for digital -
format or hard copy storage.
• Develop a maintenance plan to ensure all newly archived records
are maintained in compliance with established records
management practices and storages stem protocol.
Technical
I
Advisor
Program
Page 36 of 45
C
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
The Vision
In addition to knowing who they are and understanding their beliefs, all successful
organizations need to define where they expect to be in the future. After having established
the organization's Mission and Values, analysis was provided to consider the organization's
critical issues and current or potential service gaps, as well as goals and objectives to
accomplish over the next five years. The next logical step is to establish a vision of what the
SCCFD should be in the future. Vision statements are built upon the framework and
foundation of the Mission Statement.
Vision statements provide targets of excellence that the organization will strive toward and
provide a basis for their goals and objectives. The following statement was developed by
CPSE facilitators based on all external and internal information and dialogue, then presented
for the SCCFD's consideration:
Table 7: SANTA CLARA COUNTY FIRE DEPARTMENT Vision Statement
Five years from now, the Santa Clara County Fire Department will be recognized as an
Internationally Accredited Fire Department, which is committed to delivering high quality
services to our communities.
Our organizational culture will reflect a trustworthy workforce dedicated to maintaining the
highest level of ethical standards in the pursuit of excellence. We are committed to working
as an effective team where respect for one another and the diverse communities we serve is
demonstrated, enhancing community trust and collaborative relationships. Our leadership
and workforce will hold one another accountable for applying organizational values, while
continuously striving to reach our goals. Emphasis will be placed upon gaining consensus
and ownership with organizational issues thereby assuring continued job satisfaction and
excellent customer service.
Our professional demeanor will be nurtured by open internal communication processes,
providing greater information sharing and involvement in decisions to accomplish our
mission. Our workforce planning efforts will embrace organizational diversity, improve quality
recruitment and retention, and promote career development and competency for the future
success of our agency. Our dedicated members will convey integrity in our commitment to
excellence by demonstrating timely and courteous delivery of services to all customers in our
service areas.
We will effectively manage our physical resources and explore all opportunities to implement
new and better - utilized technology to improve the quality of support and operational
services, all while expending time and energy towards developing the best strategies for
continued improvement. By proactively identifying our evolving community risks, and the
i
dynamic demands of those risks, we will improve emergency preparedness and response
capabilities while implementing resource and deployment strategies carrying the best
interest of our community in accomplishing our mission.
I
Our vision is to honor our community's trust, to continuously improve as an organization, and
to consistently meet or exceed the expectations of the members and communities we serve.
Technical
Advisor
Program
I
- - - - -- - -- - - - - - -J
Page 37 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Performance Measurement
"Managing for Results"
As output measurement can be challenging, the organization must focus on the assessment
of progress toward achieving improved output. Collins states "What matters is not finding the
perfect indicator, but settling upon a consistent and intelligent method of assessing your
output results, and then tracking your trajectory with rigor. , 3 They must further be prepared
to revisit and revise their goals, objectives, and performance measures to keep up with
accomplishments and environmental changes. It has been stated that:
...successful strategic planning requires continuing review of actual
accomplishments in comparison with the plan... periodic or continuous
environmental scanning to assure that unforeseen developments do not
sabotage the adopted plan or that emerging opportunities are not overlooked. 4
Why Measure Performance?
It has been said that:
In order to establish that SCCFD's Strategic Plan is achieving results, performance
measurement data should be implemented and integrated as part of the plan. An integrated
process, known as "Managing for Results," is recommended, which is based upon the
following:
• The identification of strategic goals and objectives;
• The determination of resources necessary to achieve them;
• The analyzing and evaluation of performance data; and
• The use of that data to drive continuous improvement in the organization.
3 Collins Good to Great and the Social Sectors, Boulder, 2009
4 Sorkin, Ferris and Hudak. Strategies for Cities and Counties. Public Technology, 1984.
Technical
j Advisor
Program
Page 38 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
A "family of measures" that is typically utilized to provide indication and measure of
performance include the following:
• Inputs — Value of resource used to produce an output.
• Outputs — Quantity or number of units produced which are activity -
oriented and measurable.
• Efficiency - Inputs used per output (or outputs per input).
• Service Quality - The degree to which customers are satisfied with a program,
or how accurately or timely a service is provided.
• Outcome - Qualitative consequences associated with a program /service,
i.e., the ultimate benefit to the customer. Outcome focuses
on the ultimate "why" of providing a service.
To effectively manage for results, it is recommended that performance measures be
established for each goal and objective in the strategic plan Performance measures should
also be established for each of SCCFD's program areas
Technical
Advisor
Program
Page 39 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
The Success of the Strategic Plan
SCCFD's approached their desire to develop and implement a Strategic Plan by asking for
and receiving input from the community and members of the agency during the development
stage of the planning process. The agency utilized professional guidance and the
Community- Driven Strategic Planning Process to compile this written document. The success
of SCCFD's Strategic Plan will not depend upon the implementation of the five (5) goals and
their related objectives, but from the support received from the authority having jurisdiction,
the membership of the agency and the community at- large.
The SCCFD Strategic Plan creates a platform for a wide range of beginnings. This Strategic
Plan will come to life by being shared, debated, and implemented in the context of
organizational realities.
The final step in the Community- Driven Strategic Planning Process is to develop
organizational and community commitment to the plan. Everyone who has a stake in the
present and the future of SCCFD also has a role and responsibility in this Strategic Plan.
Provided the community- driven strategic planning process is kept dynamic and supported by
effective leadership and active participation, it will be a considerable opportunity to unify
internal and external stakeholders through a jointly developed understanding of
organizational direction; how all vested parties will work to achieve the mission, goals, and
vision; and how the organization will measure and be accountable for its progress and
successes.5
5(�Mat�thews (2005). Strategic Planning and Management for Library Managers
Technical
Advisor Page 40 of 45
P
gram
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Glossary of Terms
For the purposes of the Community- Driven Strategic Planning, the following terms have the
meanings set forth below:
Accreditation A process by which an association or agency evaluates and
recognizes a program of study or an institution as meeting certain
predetermined standards or qualifications. It applies only to
institutions or agencies and their programs of study or their
services. Accreditation ensures a basic level of quality in the
services received from an agency.
Accredited The act of accrediting or the state of being accredited, especially
the granting of approval to an institution or agency by an official
review board or organization that has established nationally
accepted standards.
Customers The person or group who establishes the requirement of a
process and receives or uses the outputs of that process; or the
person or entity directly served by the department or agency.
Efficiency A performance indication where inputs are measured per unit of
output (or vise versa).
Environment Circumstances and conditions that interact with and affect an
organization. These can include economic, political, cultural, and
physical conditions inside or outside the boundaries of the
organization.
Input A performance indication where the value of resources are
used to produce an output
Key Performance Measurable factors of extreme importance to the
Indicator organization in achieving the strategic goals, objectives,
vision, and values that if not implemented properly would
likely result in significant decrease in customer satisfaction,
employee morale, and financial management.
Master Planning A combination of the organization's strategic plan and its
operational plans. Master plans take the various plans and
integrate them into one document. Master plans help define
the anticipated future of the community's demographics and
how the community is expected to develop or change in the
timeframe covered by the master plan.
Technical
Advisor
Program
Page 41 of 45
C
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Mission An enduring statement of purpose, the organization's
reason for existence. Describes what the organization does,
for whom it does it, and how it does it.
Outcome A performance indication where qualitative consequences
are associated with a program /service, i.e., the ultimate
benefit to the customer.
Output A performance indication where a quality or number of units
produced is identified.
Performance Is the monitoring for improvement of performance through
Management the on going process of goal setting, allocation of budget
resources to priorities, and the evaluation of results against
pre established performance criteria.
Performance Measure A specific measurable result for each goal and /or program
that indicates achievement.
Service Quality A performance indication that identifies the degree to which
customers are satisfied with a program, or how accurately
or timely a service is provided.
Stakeholder Any person, group, or organization that can place a claim
on, or influence, the organization's resources or outputs, is
affected by those outputs, or has an interest in or
expectation of the organization.
Strategic Direction The organization's goals, objectives and strategies by
which they plan to achieve its vision, mission and values.
Strategic Goal A broad target that defines how the agency will carry out its
mission over a specific period of time. An aim, the final result of
action. Something to accomplish in assisting the agency to move
forward.
Strategic Management An integrated systems approach for leading and managing in a
changing world by building consensus of the leadership group
both in shared vision of the desired future and a clarified mission
for the organization, and by gaining support and participation of
the people in the organization to identify the specific changes that
must be made, implementing them, and assessing organizational
performance.
Strategic Objective A specific, measurable accomplishment required to realize the
Technical
Advisor
Program Page 42 of 45
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
successful completion of a strategic goal.
Strategic Plan A long -range planning document that defines the mission of the
agency and broadly identifies how it will be accomplished, and
that provide the framework for more detailed annual and
operational plans.
Strategic Planning The continuous and systematic process whereby guiding
members of an organization make decisions about its future,
develop the necessary procedures and operations to achieve that
future, and determine how success is to be measured.
Strategy A description of how a strategic objective will be achieved. A
possibility. A plan or methodology for achieving a goal.
Support As used in the objectives and strategies outlined in this plan,
support may include, but is not limited to: information, facilitation,
coordination, technical assistance or financial assistance.
Vision An idealized view of a desirable and potentially achievable future
state - where or what an organization would like to be in the
future.
Technical
Advisor
Program
Page 43 of 45
0
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Acronyms and Abbreviations
CAD Computer Aided Dispatch
CERT Community Emergency Response Training
CFAI Commission on Fire Accreditation International
CPSE Center for Public Safety Excellence, Inc.
EMS Emergency Medical Services
IT
Internet Technology
MDC
Mobile Data Computer
NFPA
National Fire Protection Association
PPE
Personal Protective Equipment
SCCFD
Santa Clara County Fire Department
SOG Standard Operating Guideline
SOP Standard Operating Procedure
SWOT Strengths, Weaknesses, Opportunities, Threats
TIRE (Values) Trust, Integrity, Respect, Excellence
Technical
Advisor
Program
Page 44 of 45
9
SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN
Works Cited
Bryson, John M. Strategic Planning for Public and Nonprofit Organizations 3rd. San
Francisco: Jossey -Bass, 2004.
Collins, Jim. Good to Great and the Social Sectors. Boulder: Jim Collins, 2009.
Commission on Fire Accreditation International. (2009). Fire & Emergency Service
Self - Assessment Manual. (8th ed.)
Federal Benchmarking Consortium. "Serving the American Public: Best Practices in
Customer - Driven Strategic Planning." February 1997. Govinfo. 25 April 2009
<http: / /govinfo. library. unt. edu /npr/ library/papers /benchmrk/customer.html >.
Matthews, Joseph. Strategic Planning and Management for Library Managers Libraries
Unlimited, 2005.
Osborne, David and Ted Gaebler. Reinventing Government : How the Entrepreneurial Spirit
is Transforming the Public Sector. Plume, February 1993.
Sorkin, Ferris and Hudak. Strategies for Cities and Counties. Public Technology, 1984.
Technical
Advisor
Program
Page 45 of 45
APPENDIX A: Raw External Stakeholders Feedback
This appendix contains all the raw data that was obtained from the external stakeholders meeting held in June 2009. The
data was further collated and summarized into the plan to accurately reflect the expectations, concerns, comments, and
priorities of all those in attendance (See Tables 3 thru 6).
Customer Expectations
1. Quick, proficient and effective response.
2. 5- minute response to EMS from the time the call for help is initiated.
3. Well- trained, professional and efficient at delivering services.
4. Maintain or enhance response time performance.
5. Professionalism, pride and dedication to work.
6. To be responsive, flexible and agile in planning, policies and operations.
7. Teamwork.
8. Maintain professionalism, readiness and morale.
9. Maintain contemporary, well- trained firefighting personnel at the highest level of
measureable achievement.
10.To have 9 -1 -1 calls dispatched quickly.
11.Em to ee quality, professional employees.
12. Excellent training and leadership.
13.Active communications with cities.
14.Well- trained officers.
15. Cost effective services.
-16.Community involvement.
17. Educated choices.
18.An active partner with cities for community safety.
-19. Maintain existing resources to ensure adequate service levels.
20.To continue its Fire Accreditation.
21.Having the needed equipment and expertise necessary to save lives.
22.Work well with other agencies for maximum public support Police, Red Cross, etc.
23. Mitigation of loss.
24.Effective fire suppression capability.
25.Proactive coordination of emergency response and evacuation during significant events
(wildfires).
26.Ensure open lines of communication and visible presence in our community.
27.Courtesy to victims.
28.Effective in the management of scarce resources.
29.Disaster preparation.
30. Community outreach.
31.To be able to respond to a 9 -1 -1 call within minutes.
32. Having the needed equipment and expertise necessary to suppress fires.
33.Utilize the latest technology in performance.
34. Professionalism - Union and Management working together for the public good.
35.Staying abreast of technical changes within budget and reason.
_36.Community involvement and visibility as community leaders.
37. Keep costs down with efficient operations.
38.Quality community education and training.
39. Make sure that disaster preparedness is a priority.
40-Be an effective leader to the communities they serve, and with other public safety
service providers.
41.Sufficient manpower and equipment.
42.Prevention of loss.
43.Active in community events.
44.Work with the community to create feasible emergency preparedness procedures and
programs.
45.Maintain a diverse workforce to meet the culture needs (language) of the communities
you serve.
46.Effective education programs that enable citizens to help themselves during an
emergency.
47.Courteous and caring service.
48.Unified command.
-49. Community ro rams to assist with preparing communities for fire and disaster.
50.Efficient use of public funds and resources.
-51. Information resource.
52. Professional and ethical service.
-53.Training classes for public concerning awareness of fire safety.
0
Areas of Customer Concern
• Impact on the health and safety of the community due to reduced budgets and increasing
employee/benefit costs.
• Our city does not often get called when a large event has occurred.
• Are the paramedic /firefighters bilingual, especially in Asian languages?
• Funding may not be sufficient.
• Awareness of alternatives to 9 -1 -1 when the citizen does not necessarily need ALS EMS.
• High salary increases not in -line with contracting agencies budget realities.
• Not responsive to contracting agencies.
• Outdated service and management model.
• Adequate funding to support the emergency response programs and services.
• Cost of service to the community in these difficult fiscal times.
• Increased costs of providing services, specifically wages and pension costs.
• Public apathy regarding community disasters.
• The department is subject to external budgeting influences beyond their control.
• Major emphasis is needed with community outreach and education.
• Lack of succession planning.
• The ability to maintain service levels in this economy.
• The ability to provide services in current "under serviced areas" without funding support.
• To be able to train and keep excellent personnel.
• Can you ensure low turnover of personnel?
• Can you maintain salaries that are competitive in the State?
• Can a regional approach be applied for the integration of fire services offered?
• Budget cuts causing the elimination of staff, stations, and increasing response times.
• Inadequate equipment to do the job.
• Absolutely zero enforcement capability on defensible space and wildfire evacuation
access, etc.
• Santa Clara County Fire does not appear to work with other agencies to develop any kind
of formalized evacuation planning.
• Hesitancy to approach industrial property owners to warn and /or educate about risks.
• Be much more involved in community education — wildland interface preparedness.
• Get out and walk the community — get them educated on wildland interface preparedness.
• Help establish an emergency evacuation plan.
• Budget cuts that would eliminate SCCFD #4 from Redwood Estates.
• Perhaps they are too rigid as to the clearing of hillsides around houses.
• My greatest concern is how the local fire department gets dispatched. When I placed a
call to 9 -1 -1 my call was lost amongst dispatchers see general remark).
• Maintaining personnel and equipment.
• Rushing unnecessarily strict regulations — If I want to add a bathroom to my house,
because the house is large I have to put sprinklers throughout the house... this seems
silly to me.
• Funding impact on service delivery and organizational growth.
E
• The ability of the department to improve the level of service and meet the demands of a
growing community with a flat revenue source, or with revenue that is growing at less than
historical rates.
• High hazard fire areas contiguous to County Fire.
• Resources — diversion of local funding (take - aways) to Sacramento.
• Whether the public can afford the pension plan.
• The effect of messy state financing on future performance.
• Budget cuts.
• Prevention and suppression of hillside fires.
• I would like to see the extremely well done "2008 Annual Report and Customer Service
Overview" sent to every resident and business in the service area.
• Has the fire department been able to hire enough to be prepared for upcoming
retirements?
• Contingency plans for water disruption and firefighting capability in the event of an
earthquake.
• Communication on events with outside agencies /departments. Sometimes communication
is lacking or delayed.
• Ability to maintain existing service levels in future years.
• Concern for how the budget issues will affect our fire services.
Positive Customer Feedback
•
Generally considered excellent; one of the best in the nation.
•
Impressive work with other agencies; i.e. local police
•
Relied upon by other fire agencies within California and nationally for assistance.
•
A customer - centered approach.
•
Willingness to act on new ideas, approaches and concepts.
•
County Fire has an excellent response to the needs of the communities. They are
responsive to all needs, but exceed expectations with their involvement with C.E.R.T.
•
Positive interaction with the community of Cupertino, non - profits, schools, businesses,
service groups, and elected and city officials.
•
Strong training program, health and fitness of the firefighters and their management.
•
I am amazed at the dedication and passion /compassion of the firefighters. Whenever I
come in contact with these men and women, I automatically feel safe and in good hands.
Thank you!
•
As members of their community, they have pride and ownership of their duties.
•
Two years ago, my wife had a severe event that could have been heart related. The
paramedics arrived very promptly, were well trained and provided a correct diagnosis (not
heart related). They were also quite critical of the ambulance crew that followed for
tracking in muddy shoes. The fire department is very polite and professional!
•
The fire department has an excellent reputation in Cupertino. Having a Strategic Plan is
evidence of excellent leadership.
•
County Fire is well regarded by constituents because of its history of public service,
community involvement and approachability in style of management.
•
I have nothing but good comments about the professionalism and response of individual
engine companies to specific incidents.
•
The education department has fabulous materials and presenters. They were very helpful.
Need to share these materials with citizens and schools.
•
The firefighters respond very quickly and do a thorough job in attending to calls.
•
A great example of what "Team" and "Teamwork" mean.
•
The ability to work well with others is greatly appreciated.
•
A well -run organization.
•
Positive image — more than other community services.
•
I feel the fire department is there to protect my family, my home and me.
•
I received a positive response — excellent quick response in the middle of the night.
•
The department is well respected throughout. From firefighter to chief officer a good
professional reputation.
•
I have nothing but praise for the hard work and dedication the Los Gatos Quito Station "C"
showed our family. Nine (9) months after my daughter's accident, they still remain in my
thoughts daily. They saved my daughter's life.
•
Wonderful response times. Always willing to participate in community events.
•
We believe our engine and their staff are the best in Santa Clara County.
•
The department is well run — responds in force to emergency events.
•
Our fire station crew is always available to discuss community issues and problems, and
is always willing to attend annual meetings to raise awareness.
•
Outstanding public relations with Board, Commissions and the community.
•
Communications with the town is excellent.
•
Great personnel, well trained, polite and friendly.
•
A professional department.
•
Maintains adequate resources.
•
All contacts with the community exude confidence and professionalism.
•
They provide an excellent service to our citizens. I am very proud of them.
•
Our local department does a great job in all areas.
•
They are very responsive and professional.
•
The department is willing to grow and change — and implement new technologies. I am,
and have always been most impressed with the professionalism of the personnel. It is a
well -run department and probably one of the best in the nation.
•
They are great to work with, always accessible for meetings or when problems arise. Dirk
and his team are problem solvers!
•
Excellent rapport/interaction with fire personnel during emergencies and incidents at our
business.
•
Good overall service to the community.
•
Response times are excellent.
•
Personnel are professional and knowledgeable.
•
I have had two incidents where the fire department has responded excellently.
•
The community appreciates the prompt, friendly response we currently receive.
•
A responsive department that demonstrates sound financial planning and works
cooperatively with other agencies.
•
Other Thoughts and Comments
• Cupertino really appreciates Marsha Hovey and the fire department support for such
events as bringing Santa to the kids.
• My community must do a better job at fire prevention. Each member must be educated
as to clearance, escape routes, etc.
• Santa Clara County Fire is a first class organization, and through this process will remain
first class.
• My only concern is that an emphasis on this process may engender change for change
sake — which could be negative... it has happened in industry.
• Could fire services and police ever mere into one safety service?
•
Outstanding Chief of SCCFD.
• Excellent facilitator of this session.
• The fire department is always there to come save people at our Community Center
(Campbell). We have great experiences when the fire department visits our preschool
and also that they do blood pressure checks for our seniors. We appreciate all services
including the "Safesitters" program and CPR training to the public. Hopefully these
increase chance of survival... it did for Jerry in our Gardening Class who had a heart
attack and lives to tell about it. You Rock SCCFD! God Bless!
• Requests for assistance with community evacuation planning were met with a response
like "Well we don't do that." There is no formal evacuation planning for the Santa Cruz
Mountains. If we parallel the Oakland Hills Fire and the number of fatalities (25), why
when the SCC Mountain Communities face the same risk, do we have limited
involvement from Count Fire? Couldn't County Fire lead the effort?
• Redwood Hills and interface areas need a lot of attention. We need help to establish
home inspections, escape planning for the community, alert systems for residents to
know when to leave, and what route to take. The water supply in areas of the community
are in poor condition. Pressure from SCCFD on the water company might be helpful in
upgrading the system.
•
Generally have a positive impression of the department.
• Nine minutes into my daughter's accident, EMS responders showed up. I was less than
one mile from the fire station, but because I placed the call on my cell phone, it took the
station over seven minutes to get the call. They were on scene two minutes after
receiving the call from the dispatcher. Seven minutes were lost due to the dispatching
process.
•
Stay in the public eye. Get out and be seen.
• The general public does not know the real work routine of the firefighters. They see on
TV that they cook a lot, slide down fire poles, etc. Suggest handing out brochures to
each house in a neighborhood, which has just had a house burn down. Many
neighborhoods have non - English speaking residents who do not know laws against dry
brush around their homes.
• In review of the last Strategic Plan, some of the some of the entries were not written as a
citizen would expect. Some of the goals were really activities.
• We need effective education programs that actually reduce incidents.
• Thank you for asking for input to the Strategic Planning process.
• Would like to receive public notice of completed certification.
• Thank you for inviting me!
0
• Thank you for inviting me to participate;. The fire department has always been responsive
to any needs and /or requests I have I ever made. We are lucky to have them and proud of
their service, com assiori bnd prof6ssionalis m:
• Overall, working in partnership with County. fire has been effective and educational
• Thank you for inviting all "of us! Best of luck in the develo mentof your Strategic Plan.