DOCSLIB.ORG

Gov on the Go Boosting Public Sector Productivity by Going Mobile

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Gov on the Go Boosting Public Sector Productivity by Going Mobile Gov on the Go Boosting Public Sector Productivity by Going Mobile By William D. Eggers and Joshua Jaffe Second of a series of studies on mobile government About the authors William D. Eggers William Eggers is a leading authority on government reform. He is responsible for research and thought leadership for Deloitte’s Public Sector industry practice. His seven books include the Washington Post best seller If We Can Put a Man on the Moon: Getting Big Things Done in Government (Harvard Business Press, 2009), Government 2.0 (Rowman and Littlefield, 2005), Governing by Network (Brookings, 2004), and The Public Innovator’s Playbook (Deloitte Research 2009). His books have won numerous awards including the Louis Brownlow award for best book on public management, the Sir Antony Fisher award for best book promoting an understanding of the free economy, and the Roe Award for leadership and innovation in public policy research. Solution Revolution, his next book (co-authored with Paul Macmillan), will be published in September 2013 by Harvard Business Review Press. He can be reached at [email protected]. Joshua Jaffe Joshua Jaffe is a manager in Deloitte Consulting LP. His work and research focus on public sector thought leadership, advanced analytics, and big data. Joshua has more than a decade’s worth of experience in public sector consulting and has authored or contributed to dozens of studies on government and government service. He can be reached by email at [email protected]. About Deloitte’s Mobile Government Leaders Rob Frazzini leads Deloitte Digital at the federal level. Rob has been a principal with Deloitte Consulting LLP for over 14 years, where he has served in many capacities including as the global managing director of Deloitte’s Technology Integration practice. Before joining Deloitte, Rob spent much of his time as an entrepreneur, launching several companies across a wide variety of business sectors. In 2001, Consulting magazine recognized Rob as one of the top 10 consultants in the United States. He can be reached at [email protected]. Jason Salzetti is a principal with Deloitte Consulting LLP in Deloitte’s Public Sector consulting practice. He serves as the mobile leader for state government and state leader for Deloitte Digital, and is the lead principal for the State of California. Jason has more than 19 years of technology integration experience implementing large-scale systems across industries. He has led engage- ments for a number of Fortune 500 clients and the State of California. He can be reached at [email protected]. Boosting Public Sector Productivity by Going Mobile Contents Executive summary | 2 Introduction | 4 The public/private productivity gap | 6 Mobile tech and productivity: The evidence | 8 Harnessing mobile | 11 1. The mobile government worker | 11 2. Citizen services 2.0 | 17 3. Co-creaton and co-production: Citizens as the solution | 19 Implementation: Putting mobile to work | 24 Conclusion: Getting mobile right | 27 Appendix | 28 Endnotes | 30 Contacts | 34 Acknowledgements | 35 Recent Deloitte Research public sector thought leadership | 36 1 Gov on the Go Executive summary VER the past 25 years, productivity in the private sector has risen by more than 50 percent. OGlobalization, advanced manufacturing processes, and a deeper understanding of individual and organizational psychology have all contributed significantly to this growth. But the single most significant contribution to this growth has been the private sector’s ability to harness the disruptive power of technology and to use it invent better and more efficient processes. The public sector, on the other hand, has been unable to keep pace, despite, in some cases, eventually adopting similar technologies. At the same time that private sector productivity grew 50 percent, productivity in the public sector actually fell. A productivity gap has emerged between the public and private sectors—one widened by government’s inability to dynamically absorb and capitalize on new technologies like we’ve seen in the private sector. Mobile technology, a very powerful productivity booster, offers the public sector a chance to hit the reset button. It can not only improve internal communications and access to information within public agencies, but also enable the government to fully redesign service delivery by leverag- ing the power of citizens as co-creators. Mobile presents the government with a unique opportu- nity to drive efficiency and productivity and—at the same time—create vast improvements in the services it provides citizens. Our analysis shows that if mobile adoption rates in government were to double to 70 percent, additional value generated (in terms of government output) could exceed $50 billion annually. This report examines three key areas where mobile acts as an enabler of productivity for the gov- ernment and its citizens: • The mobile government worker. Mobile technology not only helps front-line workers do more with less in the face of shrinking workforces and tightly stretched budgets, but also allows them to do their jobs better. No longer constrained by location or time, field workers—human services caseworkers, emergency responders, and law enforcement officers—can operate as truly mobile workers and remain productive on the go. In Florida, more than 2,300 foster care caseworkers use camera-enabled smartphones and laptops to remotely capture time- and-location-stamped images, notes, and observations that immediately upload to the state’s online database. This way, they spend less time on paperwork and can better manage their workloads. According to our analysis, mobile adoption could result in a 45 percent increase in caseworkers’ productive time. • Citizen services 2.0. Mobile technology offers great promise in making interaction with government easier, requiring less of citizens’ time, money, and effort. Myriad mobile applica- tions—from apps that provide basic information on public services to sophisticated sensor- and GPS-enabled, real-time, “thinking” apps—have opened fresh channels of exchange between citi- zens and the government. The City of New York’s NYC311 mobile application lets users report 2 Boosting Public Sector Productivity by Going Mobile civic problems—street potholes, damaged street signs, graffiti, and other quality-of-life issues— at the tap of a button. The city also has a telephone service for 311 complaints. Our estimates indicate that even if half of these complaints were to shift to the mobile app medium, citizens would collectively save 513,888 hours of their own time—equivalent to $11.3 million a year. • Co-creation and co-production: Citizens as the solution. Mobile technology allows gov- ernance to shift from one-way service delivery to a more collaborative, co-designed, and co- created model. As citizens come to play a more active role rather than being passive recipients, public service delivery can be transformed. Greater emphasis on creating solutions with citizens rather than just for them improves not just service delivery, but also the way the government approaches a problem. In San Jose, the Pulse Point mobile app—via sophisticated location-based services—alerts qualified citizens in a public place of the need for CPR. With the help of technol- ogy and citizen rescuers, governments can deliver effective emergency response without devot- ing significant new resources. Making mobile the standard The effectiveness of mobile in the public sector will depend largely on how it is implemented. These seven steps can help the public sector capture productivity benefits from mobile: 1. Rethink business processes 2. Define the problem you are trying to solve 3. Adopt a “Mobile First” approach 4. Focus on user experience 5. Iterative design: Prototype, test, prototype again 6. Make mobile a source of security, not a threat 7. Define a governance structure Government agencies aren’t the only organizations struggling to adapt to mobile technology. Many private companies struggle with this as well. But if mobile is a challenge, it is also an opportu- nity: a chance for the public sector to start closing the productivity gap, reassess its business prac- tices, boost its efficiency, and renegotiate its relationship with the public it serves. Used right, mobile can transform government’s capabilities. 3 Gov on the Go Introduction N the past 25 years, the productivity of however, government must adopt it differently IAmerica’s private sector has risen by more than it did past disruptive technologies. This than 50 percent, buoyed by new technologies, change in approach can help governments globalization, advanced manufacturing pro- avoid investments that fail to produce com- cesses, and a deeper understanding of individ- mensurate productivity improvements. ual and organizational psychology. The public One example of the potential of mobile sector’s productivity, by contrast, actually fell comes from Nike. The company has worked during the same period, despite the availability to strengthen customer engagement after the of many of the same advances.1 initial transaction, creating a long-lasting Desktop PCs—and perhaps even desks— customer experience. To do so, it has intro- may soon become passé, with laptops, tablets, duced a range of Nike+ products that support and smartphones becoming the norm in its customers’ athletic activities through mobile business. Mobile devices and mobile-infused devices and social media. A combination of workplaces are the latest in a long list of tech-
Load more

Recommended publications
  • Public Safety
    City Service Area Public Safety Mission: Provide prevention and emergency response services for crime, fire, medical, hazardous, and disaster related situations Primary Partners CSA OUTCOMES Fire The Public Feels Safe Anywhere, Anytime in Independent Police San José Auditor Residents Share the Responsibility for Public Safety Police VII - 55 City Service Area Public Safety SERVICE DELIVERY FRAMEWORK CITY SERVICE AREA A cross-departmental collection of core Public Safety CSA services that form one of the City’s six key “lines of business” Mission: Provide prevention and emergency response services for MISSION STATEMENT crime, fire, medical, hazardous, and disaster related Why the CSA exists situations CSA OUTCOMES Outcomes: The high level results of service delivery sought by the CSA partners The Public Feels Safe Anywhere, Anytime in San José Residents Share the Responsibility for Public Safety Fire Police Department Department PRIMARY PARTNERS Core Services: Departments with Core Services that Core Services: contribute to achievement of CSA Outcomes Emergency Response Crime Prevention and Community Education CORE SERVICES Fire Prevention Investigative Services Primary deliverables of the organization Regulatory Services Independent Respond to Calls for Service Police Auditor Special Events Services Core Services: Independent Police Oversight OPERATIONAL SERVICES Elements of Core Services; the “front line” of service delivery STRATEGIC SUPPORT Organization-wide guidance and support to enable direct service delivery VII - 56 City Service Area Public Safety BUDGET SUMMARY Public Safety Expected 2016-2017 Service Delivery Provide essential emergency services (patrol, fire suppression, and emergency medical services) in a timely and effective manner. Effectively investigate crimes and seek successful prosecution of suspects. Continue efforts to deter gang violence.
    [Show full text]
  • Download Ordinance
    ORDINANCE NO. 1650 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN CLEMENTE, CALIFORNIA ADDING CHAPTER 8.86, CAMPING, TO THE SAN CLEMENTE MUNICIPAL CODE TITLE 8, HEAL TH AND SAFETY WHEREAS, the City's climatic, topographical, circulation, seismic, geological, and l wildland-urban interface conditions create an increased risk of fires; WHEREAS, the California Department of Forestry and Fire Protection reports an average of 103 wildfires per year are ignited by illegal open fires, and, several fire departments in California have responded to such fires at, or caused by activities at, unauthorized camping; WHEREAS, the City Council desires to amend the San Clemente Municipal Code to prohibit camping upon public property, private open space, and fire risk areas; and WHEREAS, the City, by virtue of the police powers delegated to it by the California Constitution, is authorized to adopt policies to promote the health, safety, and general welfare of its residents. NOW, THEREFORE, the City Council of the City of San Clemente does ordain as follows: SECTION 1. RECITALS. The recitals above are each incorporated by reference and adopted as findings by the City Council. SECTION 2. FINDINGS. The City Council finds and determines that: A Climatic Conditions. 1. San Clemente is located in a semi-arid Mediterranean type climate with an extensive urban/wildland interface. It annually experiences extended periods of high temperatures with little or no precipitation. Additionally, its coastal canyons can become very dry and promote the rapid growth of fires. Hot, dry (Santa Ana) winds which may reach speeds of 70 miles per hour or greater, are also common to the area.
    [Show full text]
  • AGENDA 102 Remington Street Fort Collins, CO 80524 September 24, 2019 Prompt, Skillful, Caring 8:30 AM *Requires Board Action
    POUDRE FIRE AUTHORITY BOARD of DIRECTORS MEETING AGENDA 102 Remington Street Fort Collins, CO 80524 September 24, 2019 Prompt, Skillful, Caring 8:30 AM *Requires Board Action Reasonable accommodations will be provided upon request for persons with disabilities by notifying Poudre Fire Authority at (970) 416-2834 as soon as possible. Individuals who wish to make comments regarding items scheduled on the agenda or wish to address the PFA Board on items not specifically scheduled on the agenda must first be recognized by the Board Chair or Vice Chair. Before speaking, please sign in at the table. The Chair will allow five minutes or less, depending on the number of speakers, for each individual. State your name and address for the record. Applause, outbursts or other demonstrations by the audience are not allowed. Keep comments brief; if available, provide a written copy of statement. PLEDGE OF ALLEGIANCE PUBLIC COMMENT DISCUSSION ITEM 1. Poudre Fire Authority Agenda Planning Calendar CONSENT AGENDA 2. August 27, 2019 Poudre Fire Authority Board Minutes STAFF REPORT 3. PulsePoint and Educational Outreach Update (staff: Kim Ewy; 10 minute presentation; 15 minute discussion) 4. Front Range Fire Consortium and Lease Resources Agreement Update (staff: Tom DeMint; 10 minute presentation; 15 minute discussion) 5. Fire Sprinkler Video and Information (staff: Michael Durkin; 10 minute presentation; 15 minute discussion) 6. Poudre Fire Authority Community Risk Assessment Update (staff: Ron Simms; 10 minute presentation; 15 minute discussion) DISCUSSION ITEMS 7. 2020 Preliminary Budget (staff: Tom DeMint, Ann Turnquist, Kirsten Howard; 10 minute presentation; 20 minute discussion) BRIEFING PAPERS/OTHER BUSINESS 8.
    [Show full text]
  • Agenda Request Business of the City Council City of Pearland, Texas
    AGENDA REQUEST BUSINESS OF THE CITY COUNCIL CITY OF PEARLAND, TEXAS AGENDA OF: July 11, 2016 ITEM NO.: Resolution No. R2016-128 DATE SUBMITTED: June 29. 2016 DEPT. OF ORIGIN: Finance PREPARED BY: Bob Pearce PRESENTOR: Vance Riley REVIEWED BY: Jon R. Branson REVIEW DATE: July 1, 2016 SUBJECT: R2016-128 A Resolution of the City Council of the City of Pear- land, Texas, awarding a bid for the completion of the Fire Department Standards of Cover and Staff Utilization Study in the amount of $79,996 to Citygate Associates, LLC. EXHIBITS: Resolution #R2016-128 FY 2017 Early Input Budget White Paper--Public Safety Staffing/Utilization Study Update Staffing Utilization Memo January 2016 Citygate Associates, LLC RFP Response FUNDING: Grant Developer/Other Cash Bonds To Be Sold Bonds- Sold L/P – Sold L/P – To Be Sold EXPENDITURE REQUIRED: $79,996 AMOUNT BUDGETED: $80,000 AMOUNT AVAILABLE: $80,000 PROJECT NO.: ACCOUNT NO.: 100-205-100-5400-160 – Base on approval of Fiscal Year 2016 Year-End Projections ADDITIONAL APPROPRIATION REQUIRED: ACCOUNT NO.: PROJECT NO.: To be completed by Department: X Finance Legal Ordinance Resolution EXECUTIVE SUMMARY BACKGROUND Funds were budgeted for a Police Department staffing study in the amount of $150,000 with plans to pursue a Fire Department staffing study in FY2017. After award of the Police Department staffing study to Berkshire in late 2015 there are remaining funds available to start the Fire Department staffing study in FY2016. Pursuant to a City Council and City Management directive, Purchasing and Fire Department personnel developed specifications for, and conducted, a Request for Proposal for preparation of a Fire Department Standards of Cover and Staffing Utilization Study.
    [Show full text]
  • 3.12 Public Services and Recreation
    3. Environmental Setting, Impacts, and Mitigation 3.12 Public Services and Recreation 3.12 Public Services and Recreation This section addresses potential impacts of the proposed project on public services (fire protection and emergency services [i.e., local emergency medical response services], police protection services, public schools, and libraries) and parks and recreation. The section describes existing local conditions, summarizes pertinent regulations, and analyzes the potential impacts of project construction and operation related to public services and recreation. Where appropriate, mitigation measures are provided to address potential impacts. The discussion below is organized by topic (fire protection and emergency services; police protection; public schools; libraries; parks and recreation) and addresses the environmental setting, regulatory framework, impacts, and mitigation measures relevant to each respective topic before turning to the next. Fire Protection and Emergency Services 3.12.1 Environmental Setting The San José Fire Department (SJFD) provides fire protection and emergency services—fire suppression, emergency medical services (EMS), emergency management, and fire prevention— to the city of San José. Santa Clara County (County) currently contracts with a private company to provide emergency ambulance transportation services to all areas of the county except Palo Alto. SJFD provides Advanced Life Support (paramedic) first-response services primarily within the incorporated San José city limits through a direct agreement with the Santa Clara County Emergency Medical Services Agency (County EMS).1 Five SJFD bureaus are responsible for operations and support: Field Operations, Administrative Services, Fire Prevention, Emergency Medical Services and Training, and Support Services. The Office of Emergency Services is within the Office of the City Manager and provides emergency management services to residents and businesses within the City’s jurisdiction in coordination with the County and the State of California.
    [Show full text]
  • A Fire Services Assessment
    San José Fire Department Organizational Analysis – City Council PSFSS Committee Briefing Presented on February 18, 2016 The Business of Better Government 2/18/2016 www.citygateassociates.com1 | (916) 458-5100 Project Report Overview • Volume 1 – Executive Summary (48 pages) • Volume 2 – Technical Report (207 pages) • Volume 3 – Map Atlas (29 maps/pages) • All three volumes contain 284 pages including 54 findings and 49 recommendations 2 Policy Choice Framework • There are no mandatory federal or state regulations directing the level of fire service response times and outcomes. • Federal and State safety laws require that if fire services are provided, they must be done so with the safety of the firefighters and citizens in mind. • Historically, the City has been challenged over the last 20+ years to provide best practice response times as the City grew out from the urban core. 3 Response Times Department Wide • The date range is 5/1/2014 – 4/30/2015. • Only “in city” incidents, labeled as “Priority 1.” • Only 5 station areas meet 8 minutes @ 80%. SJFD SJFD Best Practice Goal @ 80% Actual 80% Actual 90% Type min/sec min/sec min/sec Call to Arrival 8:00 8:30 9:45 1st Due Travel 4:00 6:34 6:34 4 Risk Assessment and Battalions 5 Risk Assessment Summary • 35% of building inventory is High, Special, or Maximum risk: – There is an unusually high ratio of high-hazard occupancies. – Predominantly consists of R-1 multi-family, E, and F occupancies. – Higher risk occupancies are fairly equitably located across all battalions. – Special risk occupancies are predominantly located in Batt.
    [Show full text]
  • 2013-Jul-Aug.Pdf
    NOT ALL PROFESSIONAL ATHLETES GET SIGNING BONUSES. GLOBETURNOUTGEAR.COM ™ ® DuPont KEVLAR brand fi ber provides high-strength, GLOBE and designs are trademarks or registered trademarks of Globe Holding Company, LLC. DUPONT, KEVLAR permanent fl ame and thermal resistance, and proven durability. and designs are trademarks or registered trademarks of E.I. du Pont de Nemours and Company or its affi liates. 1:40 PM contents JULY/AUGUST 2013 JOURNAL OF THE INTERNATIONAL ASSOCIATION OF FIRE FIGHTERS/VOL. 96 NO. 3 FEATURES ON THE COVER Honoring the Yarnell 19 Public memorial service honors fallen hotshots ..............................18 INSIDE Wildfire season starts early The Battle Over Combining Police and Fire P. 20 Why the PSO model is a bad idea ..................................................10 General President’s Message Furloughs Leave Bases Less Safe Public Safety Before Politics ................................................5 Sequester threatens public safety on military bases ........................13 General Secretary-Treasurer’s Message IAFF Disaster Relief Back to Basics ....................................................................7 Tornados, flooding affect members..................................................14 Letters..............................................................................8 P. 23 Across the IAFF ..........................................................22 Always on the Frontline ............................................34 On the Road ................................................................36
    [Show full text]
  • 1 First Responders Local Jurisdictions Alameda County Fire Department
    First Responders Local Jurisdictions Alameda County Fire Department Alameda County Operational Area Alameda City Fire Department Alderpoint Volunteer Fire Department Alhambra Fire Department Altaville-Melones Fire Protection District Amador Fire Protection District American Canyon Fire Protection District Anaheim Fire & Rescue Anderson Valley Fire Department Angels Camp Fire Department Antelope Valley Fire Protection District Apple Valley Fire Protection District Aptos/La Selva Fire Protection District Arcadia Fire Department Atascadero Fire and Emergency Services Auburn Volunteer Fire Department Bakersfield Fire Department Barona Fire Protection District Barstow Fire Protection District Beckwourth Fire Protection District Benicia Fire Department Berkeley Fire Department Beverly Hills Fire Department Bishop Volunteer Fire Department Bodega Bay Fire Protection District Boulder Creek Fire Protection District Brea Fire Department Burbank Fire Department Calaveras Consolidated Fire Protection District Calaveras County Operational Area Camp Roberts Fire Department Carlsbad Fire Department Carpinteria/Summerland Fire Protection District Cathedral City Fire Department Cazadero Community Service District Central County Fire Department Central Fire Protection District of Santa Cruz County Central Marin Fire Authority Chester Fire Protection District Chico Fire Department 1 Chino Valley Fire District Chula Vista Fire Department Clements Rural Fire Protection District Cloverdale Fire Protection District Clovis Fire Department Colusa Fire Department
    [Show full text]
  • Curriculum Vitae Donald J. Perkins, Cfi
    CURRICULUM VITAE DONALD J. PERKINS, CFI Area of Specialization: Fire Investigation/Litigation – Case File Review - Consulting Background and Professional Experience: Mr. Perkins' background consists of education/technical training and over 45 years of professional experience. He had worked in a major municipal fire department for 28 years and retired in 1994 at the rank of Captain. As a Fire Suppression Captain, Mr. Perkins worked on shift for over ten years. He was assigned to both Engine and Truck Companies at Battalion Headquarters in one of the busiest fire stations in San Jose, California. He was Incident Commander on numerous fires over the course of his career. Mr. Perkins also held the position of Fire Investigator (2 years) and Arson Unit Supervisor / Investigator for 4 years. During this time frame he conducted or supervised over 3,000 fire investigations. Mr. Perkins was also assigned to the San Jose Fire Prevention Bureau for over four years working in code enforcement, plan checking, and fire protection systems inspections. Mr. Perkins met the standards and successfully passed his tests to be qualified as a Certified Fire Protection Specialist. Mr. Perkins founded the firm Fire Cause Analysis in 1980 and merged his company with IFT Inc. in 1993. In addition to conducting his own investigations, he presently manages a team of highly qualified fire investigators. Mr. Perkins has conducted or supervised over 4,000 fire investigations and has over 30 years experience in fire/arson investigations with commercial and residential property, vehicle and marine vessels, arson and fraud, and has given expert witness testimony in both State and Federal Courts.
    [Show full text]
  • Prehospital Care Interfacility Transportation
    Prehospital Care Interfacility Transportation A Guide for Skilled Nursing, Medical Care Facilities, & Physicians EMS Reference #808 Revised March 2016 Santa Clara County Emergency Medical Services Prehospital Care Interfacility Transportation EMS Reference #808 1 Table of Contents Use of Interfacility Ambulance Services ............................................................. 3 System Use........................................................................................................ 3 Transfer Requirements ...................................................................................... 5 Types of Services .............................................................................................. 5 Hospital Diversion .............................................................................................. 6 Ambulance Service Agreements / Contracts ..................................................... 6 COBRA / OBRA / EMTALA ................................................................................ 7 Urgent Response ............................................................................................... 7 Patients with DNR Orders .................................................................................. 7 Table 1: Scope of Practice ................................................................................. 8 Table 2: Pharmacology Formulary ..................................................................... 9 Table 3: Fire Service EMS Representatives ....................................................
    [Show full text]
  • Stop Urban Shield
    Urban Shield – Participating Agencies 2007 Alameda County Sheriff’s Office Alameda Police Department Berkeley Police Department Boston Police Department California Department of Corrections Coast Guard California Highway Patrol Contra Costa County Sheriff’s Office Fremont Police Department Hayward Police Department L.A. County Sheriff’s Office Livermore Police Department Mountain View Police Department Palo Alto Police Department Newark Police Department Oakland Police Department Pleasanton Police Department Sacramento Police Department San Francisco County Sheriff’s Office Santa Clara County Sheriff’s Office San Mateo County Sheriff’s Office San Leandro Police Department Stanislaus County Sheriff’s Office Sunnyvale Department of Public Safety U.C. Berkeley Police Department Stockton Police Department Union City Police Department Sunnyvale Police Department San Jose Police Department BART Police Fremont Police Department Rope Masters FBI – San Francisco Consulate General of Israel – San Francisco RTAC – Regional Threat Assessment Center Anti-Defamation League 2008 Alameda County Sheriff’s Office Alameda Police Department Berkeley Police Department Boston Police Department California Department of Corrections California Highway Patrol City of San Francisco FBI Fremont Police Department Hayward Police Department Lawrence Livermore National Laboratory Police Department Livermore Police Department Los Angeles County Sheriff’s Office Mountain View Police Department New York Police Department Newark Police Department Oakland Police Department
    [Show full text]
  • Fire Department Curtis P
    Fire Department Curtis P. Jacobson, Fire Chief M I o serve the community by protecting life, property, S and the environment through prevention and S response I T O N City Service Areas Community and Economic Development Public Safety Core Services Emergency Response Provide comprehensive life safety services to residents and visitors by responding to emergencies in San José’s incorporated and the County of Santa Clara’s unincorporated areas, totaling approximately 200 square miles; develop and maintain the Emergency Operations Center and its systems in coordination with federal and State requirements Fire Prevention Educate the community to reduce injuries, loss of life, and property damage from fires and other accidents; investigate fire cause; provide regulatory enforcement of fire and hazardous materials codes through inspection activities Fire Safety Code Compliance Minimize loss of life and property from fires and hazardous materials releases; provide on-site code inspections and code plan review services to the City of San José business community and residents in the San José service area, resulting in a fire and chemical-safe environment Strategic Support: Administration, Emergency Preparedness Planning and Training, Employee/Volunteer Services, Equipment/Facilities, Homeland Security Programs and Grant Management, Information Technology, Master Planning, Multilingual Services, Safety/Wellness, and Training VIII - 115 Fire Department Service Delivery Framework Core Service Key Operational Services Emergency Response: Fire Suppression
    [Show full text]