Christopher Prater

This strategic vision outlines the fire district's commitment to shaping the future of firefighting by prioritizing investments in infrastructure, personnel, and advanced technology. Key initiatives include providing state-of-the-art tools and training for firefighter safety, proactively addressing evolving community risks, and constructing new fire stations. The plan emphasizes fostering an innovative mindset, leveraging a unique technology strategic plan and robotics, and maintaining strong leadership to deliver superior service to residents and ensure safe operating conditions for firefighters.

The joint meeting included the approval of the agenda, with public hearings on cannabis cultivation and distribution facilities continued due to a lack of quorum and potential conflicts of interest. Key actions included an update from the San Bernardino County Fire Chief. The Consent Calendar saw the unanimous approval of interim budget acceptance for water projects, including the Lilly Hill Booster Station Replacement/Relocation Project and Well No. 16, along with the execution of contract revisions. In regular items, revised budgets for Fiscal Year 2021-2022 for both the NPUA and the City Council were unanimously adopted. A public hearing resulted in the unanimous approval of eligible projects for Community Development Block Grant (CDBG) Funding for Fiscal Year 2022-2023. Other agenda items included the continuation of public hearings concerning land use/zoning changes and conditional use permits for cannabis facilities, and the continuation of a CUP application for a cannabis retail business to a subsequent meeting. The Council also unanimously approved clearing the Golf Fund deficit by transferring $2,800,000 from General Fund Reserves, approving warrants, and authorizing remote teleconference meetings under AB361.

The joint meeting of the Lake Arrowhead and Crest Forest Municipal Advisory Councils focused on lessons learned from the March snowstorms. District Supervisor Dawn Rowe detailed county efforts, including advocating for utility companies to maintain their own snow removal equipment and waiving permit fees up to $5,000 for affected mountain businesses. A new emergency plan, based on community feedback regarding road maintenance, utility restoration, public safety, and vulnerable populations' access to services, was constructed. The Sheriff's Department reported on deputy attendance and addressed media sensationalism regarding storm-related deaths, clarifying that only one death was directly storm-related. The Fire Chief discussed inter-agency coordination through a central command station. Public Works detailed challenges in contracting snow removal equipment, noting the need for specialized loaders and emergency purchases of chains. All agencies expressed a need for better future planning, and Caltrans noted that pothole repairs are pending warmer weather.

The document presents the 2020-2021 Adopted Budget, which is characterized as a placeholder due to the economic emergency caused by the COVID-19 outbreak, as declared in March 2020. The budget reflects existing service levels and includes costs for jail health services, election costs, Public Guardian, and changes to the General Relief program. It notably excludes projected expenditures and revenues associated with the initial pandemic response, as it was prepared in February 2020. The budget also details the removal of 340 projected positions. Financial schedules show year-over-year comparisons for Requirements and Sources across various functional areas including Fire Administration, Mountain Regional Service Zone, North Desert Regional Service Zone, South Desert Regional Service Zone, Hazardous Materials, Household Hazardous Waste, Office of Emergency Services, and the Capital Improvement Program. The staffing analysis indicates a slight reduction in budgeted positions for the Fire Protection District.

This document outlines the San Bernardino County Fire Protection District's strategic roadmap for exploring, evaluating, testing, and implementing current and emerging technologies to mitigate hazards, reduce risks, protect life and property, enhance firefighter safety, increase operational efficiency, and improve service levels. Key initiatives include enhancing communication infrastructure, integrating GIS, leveraging 3D data, deploying drones and robotics, implementing XR technologies, and transitioning to interoperable architecture. The plan is underpinned by four pillars: fostering a culture of innovation, developing comprehensive training, ensuring robust infrastructure, and securing funding. It aims to guide the organization's growth and achieve excellence in public safety through strategic technology integration.