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CANYON CORRIDOR CONNECTION 2016
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Firefighters are also active participants in the communities when they
are off duty. We believe communication and relationships are essential
to the unity and performance of our organization. We are committed
to providing effective and responsive means of communication
throughout our organization and community. Investing in alliances
with our partners allows us to respond and connect to their needs. In
addition, our media relations are outstanding. Part of the reason they
are so successful is because we help reporters deliver information to
the public through our responsive, knowledgeable and articulate Public
Information Officers.
Q Q
Community-Focused Programs: Do you have community-focused programs in the Canyon
Corridor to enhance community relationships? What are the goals and how do you
measure success toward those goals?
A A
When we talk about community-focused programs, the Phoenix Fire
Department has a unique system that allows us to specifically serve
geographic needs. It is a District Commander system which helps us
more effectively serve various segments of the city and control our
response within those areas. For example, Grand Canyon University
is housed in our West District, which boasts Battalions 3 and 8. There
are 15 fire stations within those battalions, which serve your university,
businesses and neighborhoods around it. Deputy Chief Frank Salomon
is the district commander in Maryvale and is closely involved with the
University and the entire Canyon Corridor neighborhood community.
Like myself, he grew up in that area and is a graduate of Maryvale High
School. Chief Salomon has a true stake in the community and genuine
dedication to making it safer.
As you know, we work very closely with your college leaders to support
important programs that benefit the community. One example is our
Car 99. This staffing model is made possible with funding granted
to us by GCU. Car 99 is staffed with a highly trained fire prevention
specialist who responds to special hazard situations that require a greater
level of time and attention than most dispatches. This fire prevention
specialist’s responsibilities include ensuring hazardous material spills
are cleaned up properly, responding to activated fire protection systems
to verify that repairs are made and responding to reports of accessible
pools as part of the Pool Abatement program.
Grand Canyon University has a very aggressive growth plan. The
Phoenix Fire Department fully supports this. We are partnering closely
with your leaders to ensure a seamless expansion plan. I consider our
work a partnership that directly benefits the community. The Phoenix
Fire Department Fire Prevention unit, Chief Salomon, District 5 City
Councilman Danny Valenzuela (who is a Glendale Firefighter) and a
number of other city entities work closely together on a daily basis to
ensure that your campus is safe.
Q Q
Public/Private Partnerships: What value do you place on public/private partnerships
working together to support community neighborhood safety and revitalization efforts?
A A
Let me specifically address how public/private relationships enhance
and support neighborhood safety, since that is my wheelhouse. The
City of Phoenix has very forward-thinking leaders who genuinely
care about the wellbeing of our community. Fostering public/private
partnerships works like a force multiplier for our ability to deliver
emergency response, timely training, professional recruiting and
effective emergency mitigation.
The Phoenix Fire Department also counts on our partners in
other agencies such as Police, Parks and Recreation, Planning and
Development, Streets, Water and other city entities to help us deliver
outstanding customer service. We work collaboratively with private
entities such as Salt River Project, Arizona Public Service, Grand
Canyon University and Southwest Gas to name a few. A myriad of
corporations assist us in enhancing programs and funding to serve
the public.
We enjoy an automatic aid system in the Valley. This means that more
than two dozen different municipalities cross city lines in order to
deliver the fastest, safest emergency service necessary to the caller
in need. This makes our response capability the second largest fire
department in the country. Our minimum response times are set by
NFPA 1710, which specifies that we must reach an emergency within
five minutes of dispatch 90% of the time. A multi-faceted approach
is needed to address the challenges presented by dispatch and
deployment in such a large service area. We tackle these challenges
with our strategic planning process, which is a goal-oriented strategy
that allows for future planning.
A great example of the effectiveness of our public/private partnerships
is illustrated by the success we have enjoyed hosting major publics
events, such as the Superbowl, College Championship Game and
the Major League Baseball All-Star Game, in addition to numerous
other major gatherings. Hundreds of thousands of citizens attend
busy venues and events safely knowing that the City of Phoenix has
enhanced ability to organize and protect them through these public/
private relationships.
The level of organization, communication and planning applied to
such events is very impressive. We utilize them as training for potential
incidents in the future. Should something unfortunate or tragic occur
in this city, I am confident knowing that we have a robust automatic
aid system that includes public/private partnerships. Our response
model positions us to tackle any potential event or incident on the
horizon.
Q Q
Revitalization: How do you see your office involved with the community revitalization
efforts and tangible support for organizations and business?
A A
Having a plan that allows us to address change and growth will directly
impact the future of the community. The Phoenix Fire Department’s
ability to evolve will result in the enhancement of the department to
provide critical services to our community. Today, the Phoenix Fire
Department responds to hundreds of thousands of calls for service
each year and activity levels have increased nearly 20% in the last five
years. The Phoenix Fire Department has produced a Strategic Plan to
help direct the future of our organization in meeting the needs of our
community and our members. The Strategic Plan provides the basic
level of direction that is required to build programs and strategies that
will sustain and enhance our future as an organization.
Q Q
Canyon Corridor: In your most recent visit to the Canyon Corridor Community and Grand
Canyon University, what stands out the most?
A A
I have been so impressed with the influence that Grand Canyon
University enjoys in the West Valley and our community as a whole.
The area between Indian School Road to Dunlap between 19th and
31st avenues has been transformed. GCU has been a partner in the
transformation. As a leader, I can appreciate the time, attention and
economic dedication it has taken your university’s leaders to make
this happen. Neighborhood revitalization is a process that requires a
vision that is backed with patience, resources and commitment. Grand
Canyon University is a leader in the valley. The end result is a safer,
more beautiful community.
The campus has expanded to such an impressive footprint. As a first
responder in the late 90s working out of Battalion 8, I recall a fledgling
college with just a few buildings. Fast forward to today and GCU is
easily on par with the state’s other major universities. The impressive
aspect is their relationship with the community. Instead of relying on
city funding, law enforcement presence or other means to turn the
neighborhood around, GCU utilized members of the community to
make an impact. I am also impressed and grateful for the economic
investment that GCU has made in our community. My intention as a
city leader is to keep our citizens safe. It is clear that GCU is fully vested
in the growth, health and success of this neighborhood. That is very
gratifying and I personally thank GCU for that commitment.
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