HomeMy WebLinkAbout122-24 RESOLUTION113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
Resolution: 122-24
File Number: 2024-1904
FAYETTEVILLE FIRE DEPARTMENT STRATEGIC PLAN (ADOPTION):
A RESOLUTION TO APPROVE AND ADOPT THE FAYETTEVILLE FIRE DEPARTMENT STRATEGIC PLAN
WHEREAS, in order to gain accreditation through the Center for Public Safety Excellence, the Fire Department must
address 261 performance indicators including the development of a Department Strategic Plan.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the Fayetteville Fire
Department Strategic Plan, a copy of which is attached to this Resolution.
PASSED and APPROVED on April 16, 2024
Attest: wl,
I.TF? .�i�
..�.io
_�� FAYEnEVItt�:
Kara Paxton, City Ckerk Treasure.
Page 1
CITY OF
FAYETTEVILLE
ARKANSAS
MEETING OF APRIL 16, 2024
TO: Mayor Jordan and City Council
THRU: Brad Hardin, Fire Chief
FROM: Granville Wynn, Financial Analyst - Fire
SUBJECT: Adoption of Fire Department Strategic Plan
CITY COUNCIL MEMO
2024-1904
RECOMMENDATION:
Staff recommends City Council approval adopting the Fayetteville Fire Department Strategic Plan.
BACKGROUND:
In order to gain accreditation through the Center for Public Safety Excellence (CPSE), the department must
address 261 performance indicators. Each of these performance indicators require a written response along
with policies and supporting documentation. Part of this documentation is the development of a Department
Strategic Plan.
DISCUSSION:
The Fayetteville Fire Department is committed to continuous improvement. This strategic plan is a result of
both internal and external stakeholder's input. Our Fire Department Planning Division has worked tirelessly
with the help of command staff to create this well -thought-out plan. The plan will ensure the Fayetteville Fire
Department will continue to provide the same high -quality of service to our residents and visitors. The plan
allows for the growth and evolution of our services to ensure we meet the challenges of tomorrow. The
strategic plan process has yielded the concerns, priorities, and expectations of our internal and external
stakeholders. While this strategic plan consists of thoughtful goals to address the input from stakeholders, it is
only a plan. The fire service and workforce are dynamic, changes are expected. The intent is that this strategic
plan will be our compass for the next five (5) years. Any modifications to this plan will be well justified and
documented.
The strategic plan process has provided insight into what our department could be under the continuous
improvement model. The Fayetteville Fire Department has a history of committed service to our community.
Our Core Values, Just Cause, Mission, and Vision all point to service. Service is our "why". The Fire
Department is very thankful for our dedicated fire personnel, our mayor and council members, and our citizens
for their continued support of our department. Our department is very thankful for our opportunity to serve you
today and into the future.
BUDGET/STAFF IMPACT:
Any costs associated with this plan will be absorbed under each current year's approved Budget and Work
Program. Future planning to be developed with collaboration from Fire Department Administration and City
Administration.
ATTACHMENTS: SRF (#3), FFD 2024-2029 Strategic Plan (#4)
Mailing address:
113 W. Mountain Street www.fayetteville-ar.gov
Fayetteville, AR 72701
Mailing address:
113 W. Mountain Street www.fayetteville-ar.gov
Fayetteville, AR 72701
== City of Fayetteville, Arkansas
y 113 West Mountain Street
Fayetteville, AR 72701
(479)575-8323
- Legislation Text
File #: 2024-1904
Adoption of Fire Department Strategic Plan
A RESOLUTION TO APPROVE AND ADOPT THE FAYETTEVILLE FIRE DEPARTMENT
STRATEGIC PLAN
WHEREAS, in order to gain accreditation through the Center for Public Safety Excellence, the Fire
Department must address 261 performance indicators including the development of a Department
Strategic Plan.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
FAYETTEVILLE, ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the
Fayetteville Fire Department Strategic Plan, a copy of which is attached to this Resolution.
Page 1
Brad Hardin
Submitted By
City of Fayetteville Staff Review Form
2024-1904
Item ID
4/16/2024
City Council Meeting Date - Agenda Item Only
N/A for Non -Agenda Item
3/29/2024 FIRE(300)
Submitted Date Division / Department
Action Recommendation:
Staff recommends City Council approval adopting the Fayetteville Fire Department Strategic Plan.
Account Number
Project Number
Budgeted Item? No
Budget Impact:
Fund
Project Title
Total Amended Budget
Expenses (Actual+Encum)
Available Budget
Does item have a direct cost? No Item Cost
Is a Budget Adjustment attached? No Budget Adjustment
Remaining Budget
V20221130
Purchase Order Number: Previous Ordinance or Resolution #
Change Order Number: Approval Date:
Original Contract Number:
Comments:
w+'
•
A-
wj
I
left
10 •o
�Y
I
1
i
AYETTEVILLE FIRE DEPARTMEt
STRATEGIC PLAN
�YE�F�T"� 2024-2029
m70D CITY OF
"PilARK FA .E?.. VI
FAYETTEVILLE
FIRE DEPARTMENT
s,:
Fayetteville Fire Department
Strategic Plan 2024 - 2029
Fire Chief Brad Hardin
Authored by Battalion Chief Russell Hulse, Accreditation Manager
Strategic Planning Group
Assistant Chiefs William Watts Et Thomas Good
Battalion Chiefs Jeremy Ashley, Brian Stoat, Braden Flood, Josh Hooten,
Brian Fenton, Lance Selph, Wes Mabry, Et Travis Boudrey
Emergency Manager Shane Wood
IAFF Local 2866 President Jimmy Vinyard
Financial Manager Granville Wynn
Senior Administrative Assistant Lisa Branson
Driver / Operator David Welch, Assistant Accreditation Manager
City of Fayetteville Geographic Information Systems
City of Fayetteville Communications and Marketing Division
IAFF Local 2866
2024
Table of Contents
Messagefrom the Chief....................................................................................................... 1
Organizational Background................................................................................................... 2
OrganizationalChart...........................................................................................................4
Just Cause, Mission, Vision, Et Values....................................................................................... 5
StakeholderFeedback......................................................................................................... 6
CommunityFeedback.......................................................................................................... 6
FFD External Stakeholders Survey 2024................................................................................ 7
Internal Stakeholder SWOT Analysis.................................................................................... 14
FFDSWOT Summary....................................................................................................... 14
StrategicInitiatives.......................................................................................................... 18
Goals and SMART Objectives................................................................................................ 19
Message from the Chief
It is my honor and privilege to present the 2024 through 2029 Strategic Plan. The Fayetteville Fire
Department is committed to continuous improvement. This strategic plan is a result of both internal and
external stakeholder's input. Our Planning Division has worked tirelessly with the help of my command staff
to create this well thought out plan. The plan will ensure the Fayetteville Fire Department will continue to
provide the same high -quality of service to our residents and visitors. The plan allows for the growth and
evolution of our services to ensure we meet the challenges of tomorrow. The strategic plan process has
yielded the concerns, priorities, and expectations of our internal and external stakeholders.
While this strategic plan consists of thoughtful goals to address the input from stakeholders, it is only a
plan. The fire service and workforce are dynamic, changes are expected. The intent is that this strategic
plan will be our compass for the next five (5) years. Any modifications to this plan will be well justified and
documented. The strategic plan process has provided insight into what our department could be under the
continuous improvement model.
It is important to mention that this is a "plan." The plan is heavily dependent on finances. Should the
economy change downward, the timelines will need to be adjusted to stay within the financial constraints.
Any additional budgeted costs are contingent on economic conditions at that time. The plan is intended to
provide a long-term plan for the Mayor and City Council to ensure the fire department can maintain and
improve the level of service provided to the citizens of Fayetteville.
The Fayetteville Fire Department has a history of committed service to our community. Our Core Values,
Just Cause, Mission, and Vision all point to service. Service is our "why." In closing I want to thank our
dedicated fire personnel, our mayor and council members, and our citizens for their continued support of
our department. On behalf of our department, I thank you for our opportunity to serve you today and into
the future.
In Service,
Brad Hardin, Fire Chief
Table of Contents
Organizational Background
Introduction
The Fayetteville Fire Department (FFD) has been a cornerstone of the Fayetteville, Arkansas community
since its establishment in 1869. Over the years, the FFD has evolved from a basic fire suppression agency
to a comprehensive all -hazards emergency services agency. This transformation reflects the department's
commitment to meeting the community's growing needs, emphasizing public safety, emergency medical
services, and disaster response.
Community and Legal Foundations
Fayetteville, incorporated in 1828, is the heart of Northwest Arkansas and has grown significantly in
population and infrastructure. The FFD was formally recognized in the early 201h century, with its legal basis
rooted in state legislation requiring cities to establish fire departments for public safety. Despite the lack of
early documentation, the FFD's formal establishment was officially recognized by city ordinance in 2023,
cementing its critical role in the community.
Historical Milestones
The FFD's history is marked by several key milestones demonstrating its growth and adaptation to the
changing landscape of fire service and emergency response. From the acquisition of its first horse-drawn fire
wagon in the late 19th century to the establishment of the modern training center in 2016, each step has
been geared towards enhancing capabilities and ensuring the safety and well-being of Fayetteville's
residents.
Table of Contents
Modernization and Expansion
The FFD has undertaken a significant modernization initiative in the last two decades, focusing on training,
tactics, facilities, and equipment. The department now operates out of nine stations, staffed by 134
uniformed members equipped with state-of-the-art apparatus, rescue, and medical equipment. This
modernization is part of the department's continuous effort to provide exemplary service and adapt to the
community's evolving needs.
Services and Programs
The FFD are a comprehensive all -hazards emergency services agency. The department provides the following
programs: Fire safety and prevention; fire investigation origin, and cause; domestic preparedness, planning,
and response; fire suppression; emergency medical services; hazmat and technical rescue; and aircraft rescue
firefighting.
Community Demographics and Geography
Fayetteville's diverse population and unique geographical features present specific challenges and
opportunities for emergency response services. The FFD's strategic planning and operations consider the
city's demographic changes, terrain, climate, and infrastructure, ensuring readiness and efficiency in all
situations.
Conclusion
The Fayetteville Fire Department's rich history and ongoing evolution reflect its unwavering dedication to
serving and protecting the community. As Fayetteville continues to grow, the FFD remains at the forefront
of innovation and excellence in emergency response, prepared to meet future challenges with the same
commitment and resilience that have defined its storied past.
Table of Contents
Organizational Chart
Assistant Chief
Operations
I Fire Chief I
Emergency
Fire Marshal
Manager
(Battalion Chief)
Administrative
Assistant
Battalion 1 Battalion 2 Battalion 1 Battalion 2 alion 1 Battalion 2
A -Shift A -Shift B-Shift B-ShBatt
ift C-Shift C-Shift
(Battalion Chief) (Battalion Chief) (Battalion Chief) (Battalion Chief) (Battalion Chief) (Battalion Chief)
6 Captains
6 Captains
6 Captains
6 Captains
6 Captains
6 Captains
5 Driver
S Driver
5 Driver
5 Driver
S Driver
5 Driver
Operators Operators
Operators
Operators
Operators
Operators
7 Firefighters 7 Firefighters
7 Firefighters
7 Firefighters
7 Firefighters
7 Firefighters
Fayetteville Fire
Department
Organizational
Chart 2023
4 Deputy Fire
Marshals
(Captains)
Battalion Chief of
Safety & Training
1 Captain
1 Driver
Operator
1 Firefighter
Assistant Chief
Support
Battalion Chief
of Planning
Fire
Equipment
Maintenance
Technician
Financial Analyst
Administrative
Assistant
4
Table of Contents
Just Cause, Mission, Vision, &t Values
Just Cause, Mission, &t Vision Statement
Just Cause: To save lives and property.
Mission Statement: To put other's needs in front of our own to save life and property. What we do is for you.
Vision Statement: Our vision is to ensure our firefighters are trained in the latest firefighting techniques,
have the best equipment available, are physically fit, and are physically and mentally intact. By ensuring
our firefighters are at their best, we will provide the best quality service possible to our customers.
Core Values
The core values of the Fayetteville Fire Department are Commitment, Courage, Et Honor. These values form
the foundation of our policies, decisions, and goals.
• Commitment: To serve each other, our families, and our customers.
• Commitment: To advance our purpose through our vision and mission.
• Commitment: To continuously improve ourselves and the department.
• Courage: To do the right thing in the face of adversity.
• Courage: To face our fears.
• Courage: To put the needs of others above our own.
• Honor: To instill and maintain the trust of the community of our members through our actions and
commitment to service.
• Honor: To respect the service and sacrifice of the past, present, and future.
• Honor: To have the integrity to do the right thing.
5 Table of Contents
Stakeholder Feedback
Community Feedback
In early 2024, the Fayetteville Fire Department, along with help from the City of Fayetteville
Communications and Marketing Department, solicited feedback from the community in the form of a survey.
This survey yielded insight into relationships between the department and the community, including
satisfaction levels with services provided, ratings on service aspects, service importance, preferred
communication methods, community engagement perceptions, and additional comments on services,
operations, and strategic planning. Key themes include a positive perception of the department's community
engagement efforts, with suggestions for improvement focusing on increased educational outreach and
enhanced emergency service responsiveness. Concerns and suggestions highlight areas for potential
development. This input was utilized in the creation of the department's goals and objectives, which are
outlined later in this document.
Below is a summary of the external stakeholder's survey results.
Table of Contents
FFD External Stakeholders Survey 2024
104 Responses
Question 1:
What is your relationship with the Fayetteville Fire Department? (Check all that apply)
100 95
90
80
70
60
50
40
30
20
10
Question options
Resident 0 Business Owner Non-profit Organization Other (please specify)
Optional question (104 response(s), 0 skipped) Question
type: Checkbox Question
7 Table of Contents
Question 2:
How long have you been associated with our community?
Question options
Less than 1 year 0 1-5 years 40 6-10years More than 10 years
Optional question (104 response(s), 0 skipped) Question
type: Radio Button Question
w tevl
Table of Contents
Question 3:
Overall, how satisfied are you with the services provided by our Fire Department? (If
you are unfamiliar with the Fayetteville Fire Department, please check N/A)
lot"
19 (18.3%)
Question options
41110 Very Satisfied i Satisfied 0 Neutral 40 Dissatisfied Very Dissatisfied N/A
Optional question (104 response(s), 0 skipped) Question
type: Radio Button Question
Table of Contents
Question 4:
Please rate the following aspects of our services on a scale of 1 to 5, with 1 being
poor and 5 being excellent:
Response time to
emergencies
Communication during
emergencies
Training and
professionalism of
firefighters
Community outreach
and education
programs
25 50 75 100 125
Question options
Optional question (102 response(s), 2 skipped) Question
type: Likert Question
10 Table of Contents
Question 5:
Please rank the following services offered by the Fayetteville Fire Department
in order of importance to you, from 1 (most important) through 10 (least
important):
OPTIONS AVG. RANK
Fire Suppression 2.59
Emergency Medical (EMS) 2.87
Rescue 3.57
Hazardous Materials Mitigation 5.45
Training and Education
5.69
Fire Investigation
5.94
Domestic Preparedness (natural and large-scale disasters)
6.41
Public Education
6.87
Airport Rescue and Firefighting
7.06
Community Outreach
7.19
Optional question (101 response(s), 3 skipped) Question
type: Ranking Question
Question 6:
If there is a service offered by the Fayetteville Fire Department not listed above, please
specify:
Skipped by all respondents.
11 Table of Contents
Question 7:
How do you prefer to receive information and updates from the Fayetteville Fire
Department? (check all that apply)
100
90
80
70
60
50
43
40
30
20
10
91
Question options
Other(pleasespecify) Community Meetings 49 Email / Newsletters 40 Social Media 49 Website
Optional question (102 response(s), 2 skipped) Question
type: Checkbox Question
12 Table of Contents
Question 8:
Do you feel that the Fayetteville Fire Department actively engages with the community?
If yes, please provide examples of successful engagement efforts. If not, how can we
improve our community engagement?
• 46 respondents believe the Fayetteville Fire Department actively engages with the
community, citing various forms of engagement.
• 7 respondents either did not perceive engagement or provided responses that did not
affirm active engagement. This includes those who left the response blank or explicitly
mentioned not seeing any engagement.
Engagement Activities Mentioned:
• Community Events: Mentioned 8 times, indicating participation in local events as a
form of engagement.
• Social Media: Highlighted in 10 responses, showing an active presence and engagement through
social media platforms.
• Crawfish Boil: Cited in 2 responses as a specific example of community involvement.
• Visiting Schools: Also mentioned in 2 responses, indicating outreach to educational institutions.
Sample Suggestions for Improvement
• A few responses provided suggestions for improvement, such as more school visits. However,
most of the extracted suggestions were either too brief or non-specific, indicating that
detailed suggestions for improvement were either not common or not clearly articulated in the
responses available.
This summary suggests a generally positive perception of the Fayetteville Fire Department's efforts in
community engagement, with social media and community events being the most frequently mentioned
avenues. The relatively low number of respondents not perceiving engagement could indicate successful
outreach efforts. However, the presence of any such responses suggests there may still be opportunities
to broaden or deepen engagement efforts.
While limited in detail, the suggestions for improvement hint at areas where respondents see potential
for enhanced engagement, such as increased presence in schools.
Question 9:
Please share any additional comments, suggestions, or concerns you may have regarding the
Fayetteville Fire Department's services, operations, or strategic planning.
The analysis of responses to Question 9 reveals several key themes and insights regarding the Fayetteville
Fire Department's services, operations, and strategic planning:
Key Themes Identified
• Advanced Life Support: Need or desire for advanced life support capabilities within the fire
department.
• Firefighter Mental Health: Concern for the mental health support and culture within the
department.
• City Infrastructure: Better planning or integration of city infrastructure with firedepartment
operations is needed.
• Performance Metrics: Interest in how the department's performance is measured or shared.
13 Table of Contents
Internal Stakeholder SWOT Analysis
In late 2023, the department conducted a Strengths, Weaknesses, Opportunities, and Threats (SWOT)
analysis to solicit feedback from its internal customers by using a survey. The survey was sent to all
department employees, both uniform and civilian. The SWOT analysis evaluated the department's strengths,
weaknesses, opportunities, and threats. This input was combined with the results of the external
stakeholder's feedback and utilized in creating the department's goals and objectives. Below is a summary
of the SWOT analysis.
FFD SWOT Summary
Strengths
1. Equipment/Apparatus:
• Mentioned by multiple respondents as a strength.
• Specific mentions of the training tower, various apparatus (including ladders and quints), and
coverage for special events.
Procurement of new apparatus and equipment is noted positively.
2. Training:
• Emphasized by several respondents.
• Training opportunities are valued, including those related to special operations such as HAZMAT and
ARFF.
• The training division is appreciated.
3. Culture:
• Strong culture is highlighted as a significant strength.
• Elements of culture mentioned include servant leadership, teamwork, accountability, ethics, and
commitment.
• The importance of a culture that values both citizens and department members is stressed.
4. Communication:
• Communication within the department is valued.
• Transparency and authenticity in communication are highlighted.
5. Customer Service/Public Relations/Community Service:
• Excellence in customer service and public relations is recognized.
• Community outreach efforts are appreciated.
6. Proeressiveness/Innovation/Creativity:
• Creativity and innovation within the department are valued.
• Expectation and freedom to grow and learn are highlighted.
• Progressiveness is noted in areas such as specialized disciplines and procurement of new equipment.
7. Union Cooperation:
• Union cooperation is mentioned positively by one respondent.
• Interoperability and cooperation among members are highlighted.
14 Table of Contents
Weaknesses
1. Apparatus Maintenance:
• Maintenance of apparatus is mentioned as a weakness.
2. Sinele Company Stations:
• The concept of single -company stations is highlighted as a weakness.
3. Prep Ian niWHO rants:
• Lack of preplanning and familiarity with hydrants is mentioned as a weakness.
• Consistency in on -shift training between crews is identified as an issue.
4. Recruitine/Retention:
• Recruiting and retaining personnel are identified as areas needing improvement.
5. Communication/Leadership:
• Communication with internal and external stakeholders, including listening to their needs, is
highlighted as an area for growth.
• Developing courage of character among department members is identified as important for
leadership development.
6. Accountability/Standards:
• Lack of accountability for personal discipline is mentioned.
• Inconsistency in enforcing administrative policies, such as the bid system, is noted as a weakness.
7. Administration:
• Lack of clear and consistent administration goals is mentioned.
• Probationary firefighter development and support are identified as lacking substance.
• Consistency in on -shift training between crews is highlighted as an issue.
• Lack of standards and proficiency expectations for on -shift duties is noted.
15 Table of Contents
Opportunities
1. ALS:
The opportunity to enhance service by introducing ALS (Advanced Life Support) is noted.
Suggestions include increasing staffing, utilizing electric bikes, and roving sprint units for EMSand
fire responses.
2. Community Service/Outreach:
• Opportunities exist to improve community service and outreach efforts.
• Suggestions include better outreach strategies, such as hiring a civilian or creating a dedicated
division for recruitment, retention, and public outreach.
3. Recruitment/Retention:
• There are opportunities to improve recruitment and retention efforts.
• Suggestions include focusing on retaining newer members and fostering a culture of proficiency and
pride.
4. Facility Maintenance/Support Personnel:
• Expansion and enhancement of the training facility are seen as opportunities.
• Utilizing additional funding mechanisms for facility maintenance and adding administrative support
to meet the department's expanding needs are highlighted.
5. PIO/Social Media Presence:
• Utilizing social media communication tools effectively for community engagement and recruitment is
recognized as an opportunity.
• Suggestions include continuing to highlight department accomplishments and enhancing
communication with the community.
6. Trainine•
Expansion of training facilities and resources is identified as an opportunity.
This includes incorporating additional funding mechanisms and enhancing stations to meet the
department's training needs.
16 Table of Contents
Threats
1. Attacks on LOPFI:
• Constant attacks on the pension program are identified as a threat.
• This suggests potential challenges to firefighter retirement benefits.
2. Economy:
• Economic instability is recognized as a threat.
• The possibility of economic recession, wavering U.S. economy, and declines in sales tax revenue are
mentioned.
3. Political Beliefs:
• Division of personnel due to political beliefs is identified as a threat.
• Changes in local political support or leadership could impact department operations.
4. Terrorism•
• The potential threat of terrorism is acknowledged, although the respondent questions the relevance
of discussing it locally.
5. Leadership/Political Support:
• Low minimum staffing levels and overstaffing concerns are mentioned as threats.
• Political lack of support from city administration or changes in local political leadership could hinder
department support.
6. City Growth/Call Volume:
• City growth and increased call volume are identified as threats.
• The demand for services may outpace the department's ability to effectively manage workload.
7. Natural Disaster:
• The possibility of a natural disaster crippling the economy and burdening existing infrastructure is
highlighted as a threat.
8. Retention/Recruitine:
• Changing cultural trends in hiring and retaining newer members are recognized as threats.
• Staffing levels, preparing for emergencies, and implementing strategies to recruit and retain
qualified personnel despite cultural shifts.
17 Table of Contents
Strategic Initiatives
Throughout February of 2024, strategic planning sessions were conducted. The strategic planning group
consisted of the Fire Chief, two Assistant Chiefs, nine Battalion Chiefs, the President of IAFF Local 2866, the
City Emergency Manager, The department Financial Analyst, and the Senior Administrative Assistant.
Throughout these sessions, the group reviewed the input from external stakeholders to form a better
understanding of their perspective and expectations. The internal stakeholder feedback was reviewed
and connected back to the department's just cause mission, vision, and values. The group utilized the
feedback to complete a SWOT analysis. The SWOT analysis was utilized to determine critical issues and
service gaps. The process resulted in the identification of seven strategic initiatives. The strategic
initiatives were utilized to generate the goals and objectives of the following:
• Recruitment and Retention
• EMS
• Health and Safety
• Risk Reduction
• Planning
• Human Resources
• Facilities.
Commitment to the Strategic Plan
The FFD values the process and subsequent Strategic Plan (plan) developed through community and internal
stakeholder feedback. In an effort to sustain continuous improvement, the department will review the plan
annually and make any updates. The plan was presented to the Mayor and City Council. The plan is adopted by
resolution by the city council. Any updates to the strategic plan must be submitted to the council for
approval. The plan will be utilized to create and support the operational budget and the capital plan. Utilizing
this approach will ensure institutionalization of the plan.
18 Table of Contents
Goals and SMART Objectives
The strategic initiatives identified through the strategic planning process were broken down further into seven
goals, including twenty-two SMART objectives. Smart objectives are defined as Specific, Measurable,
Achievable, Relevant, and Time -bound.
The group outlined the following goals and objectives.
Objective 1A
IlEnhance existing training programs to improve in the areas of promotion,
probation, Information Technology (IT) awareness, and Emergency Medical
Evaluate and enhance promotional training provided to newly
promoted Captains, Driver / Operators, and Battalion Chiefs
Time Frame
12-24 Months
Assigned to: Training
Committee
• Review current practices.
• Research industry standards and practices.
• Develop a new promotional training plan based on
existing needs and industry standards and practices.
Critical
Submit recommendations to the Labor Management
Tasks
Team for approval.
• Develop related Administrative Policies and SOGs.
• Implement promotional training process.
• Review progress biannually.
• Revise as needed.
Objective 1 B
Evaluate and enhance the probationary program for new firefighters.
Time Frame
6-12 Months
Assigned to: Probationary
Committee
• Review current practices.
• Research industry standards and practices.
• Develop a new probationary program based on existing
needs, industry standards, and practices.
Critical
Submit recommendations to the Labor Management Team
Tasks
for approval.
• Develop related Administrative Policies and SOGs.
• Implement probationary program.
• Review progress biannually.
• Revise as needed.
19 Table of Contents
Objective 1 C
Evaluate and enhance current information technology awareness and
training for all personnel.
Time Frame
12-24 Months
Assigned to: Training Battalion
Chief
• Review current practices.
• Identify all IT programs used by all personnel.
• Research training classes and resources available for
Critical
existing programs.
Tasks
• Develop rank -specific training plans to increase IT
proficiency for all personnel.
• Develop related Administrative Policies and SOGs
following the Labor Management Team process.
• Review progress biannually.
• Revise as needed.
Objective 1 D
Enhance current EMS service delivery by phasing in Paramedic
certifications.
Time Frame
60 Months -Ongoing
Assigned to: EMS Committee
• Establish an EMS committee through the Labor
Management Team.
• Assign the committee to review all aspects of adding
Paramedic certifications.
• Research class/training options for certification.
Critical
• Conduct a cost analysis.
Tasks
• Develop a multi -year plan to phase in certified
personnel.
• Present plan to the Labor Management Team.
• The Fire Chief will work with the city administration to
secure funding.
• Implement plan.
• Revise as needed.
20 Table of Contents
Objective 2A
Improve provided • the community
addressing•
Medicaldispatch.
Enhance EMS service while reducing the workload on existing fire
companies by placing BLS response units in service.
Time Frame
24-36 Months
Assigned to: Assistant Chief of
Operations.
• Work with Planning BC and GIS to establish the best
location for and number of BLS response units.
• Work with Labor Management Team to establish
minimum staffing levels and ranks for BLS response
units.
• Determine vehicle type and design.
• Establish a needed equipment inventory.
Critical
Conduct a cost analysis for added personnel, vehicles,
Tasks
and equipment.
• The Fire Chief will work with the city administration to
secure funding.
• Develop required Administrative Policies and SOGs.
• Purchase needed vehicles and equipment.
• Hire personnel and place units in service.
• Review effectiveness quarterly.
• Revise as needed.
Objective 2B
Address service gaps by evaluating and fine-tuning benchmark times
and implementing an improvement plan.
Time Frame
12-24 Months
Assigned to: Planning Battalion
Chief
• Conduct turnout time analysis for each fire station.
• Conduct an ERF response time analysis.
• Use analysis findings to suggest changes to benchmark
response times.
Critical
• Develop an improvement plan.
Tasks
• Present plan to the Labor Management Team.
• Develop related Administrative Policies and SOGs.
• Implement an improvement plan.
• Review response time trends quarterly.
• Revise as needed.
21 Table of Contents
Objective 2C
Develop a plan to enhance dispatch efficiency related to EMS calls for
service.
Time Frame
24-36 Months
Assigned to: EMS Committee
• Work with CDC and Central EMS representatives to
review current practices.
• Review industry standards and practices.
• Research solutions implemented by similar agencies.
• Develop recommendations.
Critical
• Present recommendations to the Labor Management
Tasks
Team.
• Work with CDC and Central EMS to incorporate
recommendations into an improvement plan.
• Develop Administrative Policies and SOGs.
• Implement Plan
• Revise as needed.
Objective 2D
Evaluate and recommend minimum staffing levels over time to
maximize safety and efficiency in service delivery.
Time Frame
60 Months - Ongoing
Assigned to: Staffing Committee
• Evaluate current and future workload needs.
• Research industry standards and practices related to
minimum staffing.
• Develop recommendations for long-term staffing
levels.
Critical
• Develop a recommendation for incremental staffing
Tasks
changes over time.
• Present plan to the Labor Management Team.
• Conduct a cost analysis.
• The Fire Chief will work with the city administration to
secure funding.
• Implement plan.
• Revise as needed.
22 Table of Contents
LG6oal
occupational safety and cancer preventi•
Objective 3A
Improve current occupational safety program.
Time Frame
12-24 Months
Assigned to: Safety Committee
• Review current practices.
• Research industry standards and practices.
• Develop a revised occupational safety plan.
Critical
• Present the plan to the Labor Management Team for
Tasks
approval.
• Develop related Administrative Policies and SOGs.
• Implement plan.
• Review annually.
• Revise as needed.
Objective 3B
Improve current cancer awareness, detection, and prevention
programs.
Time Frame
12-24 Months
Assigned to: Wellness
Committee
• Review current practices.
• Research industry standards and practices.
• Develop a revised cancer awareness, detection, and
prevention plan.
Critical
• Present the plan to the Labor Management Team for
Tasks
approval.
• Develop related Administrative Policies and SOGs.
• Implement plan.
• Review annually.
• Revise as needed.
23 Table of Contents
Improveprevention program through the enhancement of
in.-
IL
Objective 4A
Increase the efficiency of fire inspections.
Time Frame
12-24 Months.
Assigned to: Fire Marshal
• Finalize job descriptions for civilian fire inspectors.
• Secure needed vehicles and equipment.
• Develop short-term goals for increasing inspection output
by adding civilian fire inspectors.
Critical
• Develop a long-range plan to increase inspection output
Tasks
over time using civilian fire inspectors and company -level
inspections.
• Hire two civilian fire inspectors.
• Implement inspection plan.
• Monitor progress quarterly.
• Revise as needed.
Objective 4B
Increase community outreach through the addition of a community
outreach position.
Time Frame
36 Months
Assigned to: Fire Marshal
• Work with personnel assigned to public education and
the social media committee to establish job duties for a
community outreach position.
• Create a job description for the community outreach
position.
Critical
• Conduct a cost analysis.
Tasks
• The Fire Chief will work with the city administration to
secure funding.
• Secure position.
• Develop related Administrative Policies and SOGs.
• Hire a community outreach person.
• Monitor effectiveness quarterly.
• Revise as needed.
24 Table of Contents
Improve •mmunity service through continuousimprovement
ac hieving and maintaining international-. •
EL
Objective 5A
Finalize candidate steps and achieve accreditation through the
Commission on Fire Accreditation International.
Time Frame
6 Months
Assigned to: Planning Battalion
Chief
• Finalize and submit the Community Risk Assessment
Standards of Cover manual.
• Finalize and submit the Strategic Plan manual.
Critical
• Finalize and submit the Self -Assessment Documents.
Tasks
. Work with the CFAI peer assessment team before and
during the site visit.
• Work through recommendations made by the peer team.
• Set before the CFAI board for final decision on
accreditation.
Objective 5B
Maintain accreditation through the Commission on Fire Accreditation
International.
Time Frame
Ongoing
Assigned to: Planning Battalion
Chief
• Continue collecting, analyzing, and reporting on data
quarterly and yearly.
• Complete and submit annual program appraisals.
Critical
• Maintain continuing education with the Center for Public
Tasks
Safety Excellence. (CPSE)
• Maintain peer assessor status with CPSE and assist with
site visits.
• Refine methods leading up to the next accreditation
cycle.
25 Table of Contents
Objective 5C
Enhance the continuous improvement process by adding a compliance
position.
Time Frame
12-24 Months.
Assigned to: Planning Battalion
Chief
• Create a job description for a Compliance Coordinator
• Develop a training plan to encompass all training and
certifications related to accreditation and compliance.
Critical
• The Fire Chief will work with the city administration to
Tasks
secure funding.
• Interview applicants and fill the position.
• Implement training plan with new employee.
• Monitor effectiveness quarterly.
• Revise as needed.
26 Table of Contents
Provide the best possible support to our firefighters so they can
ELEL
provide the best quality service possible to our customers.
Objective 6A
Enhance our ability to maintain equipment by adding an additional
equipment maintenance technician.
Time Frame
12-24 months
Assigned to: Assistant Chief of
Support
• Review and make needed changes to the existing
equipment maintenance technician job description.
• Work with existing Equipment Maintenance Technician
to develop a training plan to encompass all training and
Critical
certifications needed.
Tasks
. The Fire Chief will work with the city administration to
secure funding.
• Interview applicants and fill the position.
• Monitor effectiveness quarterly.
• Revise as needed.
Objective 6B
Enhance information technology support for our personnel by adding
a dedicated IT specialist within the City IT Department.
Time Frame
24-36 Months
Assigned to: Assistant Chief of
Support
• Work with the City IT department to develop a job
description.
• Work with the City IT department to develop a training
Critical
plan to encompass all training and certifications needed.
Tasks
• The Fire Chief will work with the city administration to
secure funding.
• Interview applicants and fill the position.
• Monitor effectiveness quarterly.
• Revise as needed.
27 Table of Contents
Objective 6C
Enhance human resource support for our personnel by adding
an Administrative Assistant to assist with human resources -
related tasks within the fire department.
Time Frame
36-48 Months
Assigned to: Assistant Chief of
Support
• Work with the City HR department to develop a job
description.
• Work with the City HR department to develop a training
Critical
plan to encompass all training and certifications needed.
Tasks
• The Fire Chief will work with the city administration to
secure funding.
• Interview applicants and fill the position.
• Monitor effectiveness quarterly.
• Revise as needed.
Objective 6D
Enhance current apparatus maintenance support for our personnel by
adding an additional Emergency Vehicle Technician (EVT) within the
City Fleet Department.
Time Frame
0-12 Months
Assigned to: Assistant Chief of
Support
• Work with the City Fleet Department to add
additional personnel.
• Work with the City Fleet Department to develop a plan
Critical
to train additional EVTs.
Tasks
The Fire Chief will work with the city administration to secure
funding.
• Monitor effectiveness quarterly.
• Revise as needed.
28 Table of Contents
To expand our facilities to meet the growing needs of the department
R7
in the areas of training, administration,•
EL I
Objective 7A
Increase efficiency and capabilities of Administration by adding new,
additional, and modernized office space.
Time Frame
60 Months
Assigned to: Assistant Chief of
Support
• Identify current and future needs for administrative
office space.
• Identify needs for training and prevention to determine
if either could be added to this project.
• Conduct a feasibility study for purchasing or constructing
a building.
Critical
. Locate potential options for building or land purchase.
Tasks
. Conduct a cost analysis for selected options.
• The Fire Chief will work with the city administration to
secure funding.
• Work with the building committee to design a new
building or remodel a purchased building.
Begin construction.
• Move administration into new building.
Objective 713
Increase efficiency and capabilities of Prevention by adding new,
additional, and modernized office space.
Time Frame
60 Months
Assigned to: Assistant Chief of
Support
• Identify current and future needs for fire prevention
office space.
• Identify needs for training and administration to
determine if either could be added to this project.
• Conduct a feasibility study for purchasing or constructing
a building.
Critical
. Locate potential options for building or land purchase.
Tasks
. Conduct a cost analysis for selected options.
• The Fire Chief will work with the city administration to
secure funding.
• Work with the building committee to design a new
building or remodel a purchased building.
• Begin construction.
• Move prevention into new building.
29 Table of Contents
Objective 7C
Increase efficiency and capabilities of Training by adding new,
additional, and modernized classroom space.
Time Frame
60 Months
Assigned to: Assistant Chief of
Support
• Identify current and future needs for classroom space.
• Identify needs for administration and prevention to
determine if either could be added to this project.
• Conduct a feasibility study for purchasing or constructing
a building.
Critical
• Locate potential options for building or land purchase.
Tasks
• Conduct a cost analysis for selected options.
The Fire Chief will work with the city administration to
secure funding.
• Work with the building committee to design a new
building or remodel a purchased building.
Begin construction.
• Occupy and begin operations in new classroom facility.
30 Table of Contents