The document proposes a new direction for public safety services that focuses on community engagement, prevention strategies, and flexible staffing models. It argues that the current fire service model has negatives like high injury rates, lawsuits, and diminished disaster response capacity. The proposed approach would create a community safety ecosystem, implement an Urban Safety Staffing concept to reduce costs while maintaining services, establish a public safety academy, and leverage reserve forces. This new strategy aims to better meet changing community needs through transformation guided by quality management principles.

1. A New Direction for Public Safety Services
Andres Nieves
Chief of Change.com
Fire Total Quality
L e a d e r s h i p
FireTQL

2. What’s Wrong with the Fire Service Today?
2
1. Antiquated strategy = large amounts of downtime
2. Not evolving to meet changing demography needs and expectations
3. Emergency backup forces limited to mutual aid
4. Labor force delivers contractual minimum services
5. No business systems experience or modern executive development
6. Detachment from excellence, customer, rank & file, and/or everyday mission

3. Current System Negatives
3
1. Costly Injured-On-Duty (IOD) rate
2. Lawsuits (safety, discrimination, harassment, whistle-blower)
3. Expensive stand-by coverage
4. Diminished capacity for disaster / MCI preparedness & response

4. 4
Where AreYou?
What options
are left?

5. 5
1. Create platform for future integration/evolution of Fire / Police / EMS
2. Establish/Continue Learning Campus and lab for public safety solutions
3. Begin Community-based Firehouse operations city-wide
4. Implement Urban Safety Staffing Concept to reduce staffing expenditures
and increase service capacity
5. Implement Fire TQL to drive organizational transformation
FireTQLA NewVision

6. Cornerstones
6
Adopt a Community Enterprise Systems approach to staffing and operations
Elevate Prevention of fires and associated hazards to the top priority,
Training as 2nd top priority
Maintain & expand fire suppression capacity by utilizing reserve forces
Establish public safety occupational curriculums

7. How are we going to do this?
7
Break old practices
Throw out what’s broken
Bring in the believers
Stand up No Fear, Can Do/Will Do environment
Plan. Do. Check
Set some fires!
Evaluate. Adjust. Continue. Repeat
Cheer teams. Acknowledge progress. Champion excellence

8. How are we going to do this? (2)
8
Set goals/values: Exceed - Integration - Integrity - Smart Audacity
Create new platform: Adaptive Public Safety Architecture
Involve the people: Teach/Guide to prevent & mitigate
Seek dialogue and negotiation: Unions, DOJ, DOC, fraternals
Innovate: Recombinate resources, socialize involvement

9. How are we going to do this? (3)
9
Implement risk reduction plans designed for metro urban communities

10. The New Strategy
10
Stand-up a Community Safety Ecosystem for the people
and by the people!
Everyone will be allowed to participate, especially
our constituents needing a second chance

11. The Answer

12. 12
• Based on Quality Management principles
• Uses government best practices and stands up new practices
• Strives for relentless execution and operational excellence
• Provides tools for goal achievement
• Enable rapid change while neutralizing ‘show stoppers’
Fire TQL FireTQL

13. New Greater Mission
1. Establish reserve multiplier forces for disaster deployment
2. Become a Teaching / Learning / Research Organization
3. Strongly engage local citizens into local public safety operations
FireTQL

14. Strengths & Opportunities
FireTQL
➡ Growing interest in government innovation projects
➡ Extend existing community engagement efforts
➡ Special urban labor pools provide unique opportunities
➡ Capitalize on city/metro area education infrastructure

15. 15
A few metro areas are trying out sending
paramedics to visit higher risk groups
The thinking is it’s cheaper to prevent a
911 call then to respond to one
Community Paramedics

16. 16
Policies DiscourageVolunteering
Albany Firefighters Banned From Working with Community Fire Units
Reprinted from the Times Union, January 20, 2009
By Carol DeMare and Jordan Carleo-Evangelist, Staff writers
City firefighters have been banned by their union from working as volunteers in communities where they live.
The order, effective Feb. 1, is aimed partially at shielding taxpayers from covering costs of a firefighters hurt while volunteering.
The union's president, Sam Fresina, couldn't say Monday exactly how many members of the department the order would affect.
But he said it was less than half of 75, the number that has been circulated.
"There are not a lot of people volunteering," he said.
He sent the letter to all 234 members of the union informing them the executive board decided to enforce a bylaw adopted last
year by the International Association of Firefighters, the parent organization, prohibiting volunteering.
"We decided to enforce it because the city of Albany is facing some tough financial times right now, and we are looking to do
everything that we can to ease the financial stress," Fresina said.
"Why is it fair for an Albany resident to take on the financial burden of someone putting themselves in danger by volunteering for
another municipality?" he said.
If a firefighter were to get injured while volunteering, he also would lose time on his paid job.
If they refuse to resign from the volunteer company, they can't be fired, he said. "Whatever happens would be up to the
international."
In the two weeks since the letter, not one firefighter has approached Fresina or leaders of the Albany Permanent Professional
Firefighter Union, he said.
Pages of discussion on a local emergency responder Internet message board, have firefighters arguing it is an internal union
matter and essentially could affect their ability to be in a better position to bargain with the city.
The edict barring volunteering reflects long-standing divisions within the firefighting community between career firefighters, who
work full time for paid departments, and volunteers.
As volunteer firefighters have become harder to recruit and retain, firefighters unions have suggested that those positions should
be paid. Increasing the number of paid jobs, incidentally, also would expand the unions' influence.
Fresina didn't want to get into that. "It's a different subject," he said, adding, "how many volunteer police officers do you see?
How many volunteer DPW workers." What importance do municipalities place on firefighters? he asked.
The tensions are heightened at a time when the faltering economy has spurred small cities with paid departments from
Plattsburgh to Lockport to at least consider all or partial volunteer options. Some communities have both paid and volunteers
such as city of Rensselaer and the town of Niskayuna.
David Quinn, chief administrative officer for the Firefighters Association of New York, or FASNY, said volunteering is a noble
prerogative that dates to Colonial times and should be a personal choice.
"If you do have a paid firefighter living in a suburban community, they should have the choice," said Quinn, who recently stepped
down as South Schodack's fire chief. "Are you telling them that they can't protect their own property?"
Cities and unions alike have policies that prevent or
discourage volunteers.
Isn’t it time to get past this state of mind?

17. Urban Safety Staffing
The Answer to staffing cuts

18. What is Urban Safety Staffing (USS)
18
A concept for inter-mutual cooperation in planning, prevention,
response, and public relations across the public safety agencies of
Police, Fire, and EMS.
Performed in a high-tempo operations environment from the
Fire Department side, USS enlist all public safety forces in
aggressive fire prevention and community involvement

19. Why Urban Safety Staffing (USS)
19
1. Reduce daily staffing expenditures while maintaining capacity
2. Lower costs for job training and certification
3. Create a career pipeline for young adults
4. Seizes upon neighborhood manpower and institutional resources

20. Human Ecology
Human Ecology is an interdisciplinary applied field
that uses a holistic approach to help people solve
problems and enhance human potential within their
near environments - their clothing, family, home,
and community.
Human Ecologists promote the well-being of
individuals, families, and communities through
education, prevention, and empowerment.
– University of Alberta, Dept. of Human Ecology

21. How Will Urban Safety Staffing (USS)
Work forYou?
21
1. Breakdown all stages and processes of Fire Suppression response
2. Research outside practices / insert & test / adopt best fitting
3. Create new staffing and operational practices
In a nutshell...

22. How Does Urban Safety Staffing
(USS) Work forYou?
22
Our plan analyzes and impacts
every stage of fire. We will not
just wait for a fire to happen!
Most of our
work is here!

23. Flexible Demand Staffing
Reserve Forces
Public Safety Occupational Training
Components of Urban Safety Staffing
23
FDSPSOT
RF
The solution in 3 parts that create public safety for the people and by the people

24. • Reduce costs associated with paid standby staffing
• Robust reserve force for use as needs demand
• Affordably staff peak periods with part-time,‘Alert’
paid on-call, and volunteers
• Staffing model will benefit from predictive analysis and
other data tools
24
FDS
Flexible Demand Staffing
The First Component

25. 25
FDS
Flexible Demand Staffing
0
100
200
300
400
FY Now FY +1 FY +2 FY +3 FY +4
Career Paid On-Call Volunteer
The trend for full-time/paid
will go down as it transitions
with part-time/paid on-call
members.

26. The 2nd Piece of the Pie:
Reserve Forces
26
The new fire / public safety department will comprise of personnel from
different sources
Personnel will be qualified / certified to state standards
The models used for the new program comes from existing programs
running in California, Georgia, and City of Baltimore

27. 27
Create a Public Service Academy curriculum
The 3rd Piece of the Pie
Public Safety Occupational Training

28. TimelineFire Total Quality
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M a n a g e m e n t C o n c e p t
PublicSafetyAcademy
Allhiresthru
Urban
SafetyStaffing
FullQ
ualityImplementation
FullAdaptiveResponseO
perations
PublicSafetyResearch
Facility
Reorganization/Transformation
begins
Urban
SafetyStaffinggradualrollout
FYNow FY+1 FY+2 FY+3 FY+4
N
ew
CommunityPublicSafetyStations
PSD
FullImplementation
Possible timeline with full commitment & aggressive implementation

29. Marketing & Public RelationsFire Total Quality
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M a n a g e m e n t C o n c e p t
• Social Media will be an integral part of the marketing mix
i.e. YouTube, facebook, twitter, texting, blogs
• Web media push featuring videos, blogging, article postings,
fire technique instruction, recruiting videos, helmet-cam
videos, firehouse slice-of-life videos
• Recruit local creatives and media providers for edgy long-
form media engagement
Our mission and messages must be honest to
reach young adults and obtain buy-in

30. Civilian Emergency
Response
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M a n a g e m e n t C o n c e p t
Our people have shown the desire to do this!
Oakland CA (2010) Riots, North Camden (1971)

31. A New Direction for Public Safety Services
Andres Nieves
Ph: 609-310-1110
skyrican@gmail.com
Chief of Change.com
Fire Total Quality
L e a d e r s h i p
FireTQL