Introduction. To achieve the expectations of our mission, the Department will:

Transcription

1 January 2013

2 Introduction Executive Summary The exists to protect lives, property and the environment. As the nation s premier fire department, we set the standard of excellence for superior prevention and response. Innovative leadership is our contribution to making Boise the most livable city in the country. Our mission is to empower our team members with a positive, engaging and professionally challenging environment, and provide them with the standards, infrastructure and training needed for superior service to our community. 5 Central Goals To achieve the expectations of our mission, the Department will: 1. Meet the service needs of our community by prioritizing training and most effectively deploying our resources. 2. Provide quality, sustainable and cost efficient infrastructure for the dynamic needs of the community and department. 3. Recruit, develop and retain the highest quality team members to achieve our standards of excellence by creating an environment that fosters growth and development and aligns with departmental values. 4. Working with our internal and external partners, we will provide the technological infrastructure to enhance the department s ability to efficiently collect data, effectively deliver training, and support the Department s mission. 5. Develop, refine and optimize the financial and administrative support systems and practices to provide maximum effectiveness and efficiency for the Department. The Department s strategic plan identifies the specific steps we will take as a department over the next three years to achieve the expectations outlined in our five central goals. 1

3 Planning Process Overview To facilitate the strategic planning process for the, the Leadership Team used Dimensional Strategy. The framework was used to guide the team in the articulation of its direction. This visioning work was followed by the development and formation of five department goals, and the alignment of the objectives for each of those goals. Included in the strategic planning process was a vibrant conversation about the unified commitment of the leadership team to the success of the Department and their commitment to one another s success. 2

4 Organizational Description The is an all hazards department capable of responding to any type of fire, EMS, rescue, or hazardous materials call. The Department maintains a modern fleet of well-equipped apparatus, distributed throughout the service area, staffed with highly trained and motivated employees. A variety of resources is used to deliver a full range of services including: Fire suppression Emergency medical services Hazardous materials emergency response Technical rescue (high-angle, confined space, trench, extrication, water rescue) Aircraft firefighting and rescue Fire Inspections Plan Review Fire Investigation Public assistance and education Leadership Team The Leadership Team set the direction of the by determining its values, purpose, vision and mission. Member Title Organizational Role Dennis Doan Chief Fire Chief Perry Oldenburg Deputy Chief Operations Tracy Raynor Deputy Chief Training Romeo Gervais Deputy Chief Fire Marshal Randy Howell Division Chief EMS Brad Bolen Division Chief Operations Martin Knoelk Division Chief Logistics Paul Roberts Division Chief Special Operations Greg Womack President Fire Fighters Union Anne Wescott Manager Finance & Administration Kim Brown Manager Finance Christi Wilcox Assistant Administration 3

5 Vision Direction We are the nation s premier fire department. Our innovative leadership sets the standard of excellence for superior prevention and response and is our contribution to making Boise the most livable city in the country. Purpose To protect lives, property and the environment. Values Our core values are Trust Firm reliance on the integrity, ability, or character of another person. Selflessness Acting with less concern for yourself than for others. Putting the needs of others above your own. We continually strive to achieve these values Compassion Deep awareness of the suffering of another coupled with the wish to relieve it Attitude A positive manner of carrying oneself Responsibility/Accountability A form of trustworthiness; the trait of being answerable to someone for something or being responsible for one's conduct Excellence A state of possessing good qualities in an eminent degree; exalted merit; superiority in virtue Empowerment Knowledge of, and faith in, one s own ability Humility Freedom from pride and arrogance Mission Our mission is to empower our team members with a positive, engaging and professionally challenging environment, and provide them with the standards, infrastructure and training needed for superior service to our community. 4

6 Execution Goal: Meet the service needs of our community by prioritizing, training and most effectively deploying our resources. Objectives Actions Develop and implement a strategic plan that integrates the major operating aspects of the Department into a cohesive force to accomplish our mission and achieve our vision. 1. Develop a strategic plan. 2. Clearly identify and articulate service level expectations. 3. Lead and deploy the strategic plan. Negotiate and execute a joint powers agreement for emergency medical service delivery with Ada County. 1. Meet with County Commissioners to gain their support. 2. Continue to meet with Chiefs to develop a joint powers agreement. 3. Meet with all stakeholders. Adopt an EMS Plan that sets clear expectations for the deployment and performance of the EMS Program, and identifies clear outcomes for the performance of the program. 1. Develop an ongoing process for review of performance data to determine effectiveness of current ALS Engine locations based on; a. ALS Response Times b. Identified Cardiac Related Incident Hot Zones c. Identified Respiratory Related Incident Hot Zones 2. Develop a formalized a quality management process that includes retrospective, concurrent and prospective reviews. 3. Provide EMS education at the basic and advanced levels based on state re-licensure requirements and information gained through quality management processes. Responsible Party Timing Doan 2013 Doan 2013 Howell

7 4. Work collaboratively with EMS system partners to progress toward a system approach. 5. Evaluate the role of the Medical Director and establish annual goals. 6. Perform a gap analysis to determine the needs of emergency response units to ensure that the proper equipment and supplies are available to perform the job. 7. Schedule and conduct quarterly meetings with ALS members to communicate changes, gather feedback and heighten awareness of the ALS program. 8. As a member ACFCA, participate on the Dispatch Steering Committee to refine medical priority dispatching processes. 9. Evaluate the need for an ALS Field Officer position. 10. Determine ways to strengthen the community response element in the AHA Chain of Survival through the provision of regularly scheduled CPR/AED courses for the community. 11. Develop a plan to integrate data collection between BFD and ACP on medical calls to improve efficiencies and reduce duplication of efforts. 12. Develop policies and procedures related to EMS operations in the areas of documentation standards, training, evaluations and other areas needing addressed. 13. Be an active participant in the ongoing review and updating of the system Standard Written Orders /Protocols. Adopt a Fire Prevention Plan that sets clear expectations for the deployment and performance of the fire inspection program, and identifies clear outcomes for the performance of the fire prevention program. 1. Determine total numbers of each type of occupancy. a. Update current list i. Existing occupancies in Firehouse ii. Existing occupancies not in Firehouse b. How do we keep list updated? 2. Determine and review capacity/needs to do inspections. Gervais

8 3. Determine and review capacity/needs to do investigations. 4. Determine and review capacity/needs to do public education. 5. Determine and review capacity/needs to do plan reviews. 6. Determine and review capacity/needs of other projects. 7. Develop inspection priority. 8. Develop public education priorities. 9. Develop other activities priority. 10. Complete plan write up. Increase use of data and technology to enhance employee situational awareness and effectiveness. 1. Identify problem areas or deficiencies with the use of technology (RMS, GIS, Software, daily communications, etc.) 2. Identify gaps (training, infrastructure, funding) 3. Solutions 4. Implementation/Training 5. Evaluate results Prepare for and achieve a sustainable labor agreement with the Union, including the management of the deployment of fixed and mobile assets. 1. Complete analysis assignments for labor negotiations team review by 12/ Facilitate City team in labor negotiations preparations. Ensure preparedness for large-scale emergencies by facilitating quarterly Emergency Management Team briefings, conducting annual drills with elected officials, formalizing the escalation process, and developing an emergency operations plan. 1. Facilitate and participate in Boise City Emergency Management Preparedness Committee. a. Define training, planning and equipment priorities. b. Implement within Fire Department. 2. Assist with creation of City Emergency Operations Plan. a. Review Request for Proposal and scope of work. b. Ensure compliance with FEMA Bolen 2013 Wescott 2013 Oldenburg

9 Comprehensive Preparedness Guide (CPG) 101 Version 2.0. c. Coordinate with ACCEM and other departments during City EOP creation. 3. Ensure elected officials understand role in largescale emergencies. a. Define current knowledge base. b. Identify gaps/needs. c. Define and deliver training curriculum and exercises. Develop a plan for achieving accreditation. Wescott Research accreditation requirements. 2. Coordinate and facilitate accreditation work group. 3. Develop calendar for accomplishing requirements for accreditation evaluation. Ensure our current service model is adequately meeting Doan 2013 our internal and external customer needs. 1. Meet with internal service providers to clarify service expectations. 2. Develop user surveys to measure satisfaction with internal services. 3. Develop and implement an external customer satisfactions survey. 8

10 Goal: Provide quality, sustainable and cost efficient infrastructure for the dynamic needs of the community and Department. Objectives Actions Facilitate the siting, funding and approval for construction of the relocated Burn Tower. 1. Work with the Chief and Deputy Chief of Training to determine minimum property requirements. 2. Determine suitable locations. 3. Choose the best possible location with buy-in from the Chief and Deputy Chief of Training. 4. Meet with property owner to determine the feasibility of property acquisition. 5. Work with Public Works to determine budget requirements for purchasing, permitting, ground preparation and construction. 6. Develop preliminary needs and design to define cost estimates. 7. Develop and submit CIP plan for funding approval. 8. Look for possible grants to assist in project funding. Adopt an 8-Year Capital, Major Equipment and Major R&M Plan that addresses the deferred maintenance needs of the Department s facilities and equipment. 1. Continue to support the Department s plan in the ongoing Council review process. 2. Work with Chief Knoelk and Engineering to provide an analysis of remodels vs. reconstruction of Stations #4, 5, and 8 to Council by 1/ Evaluate Council Member Clegg s proposal for the use of smaller engines, as well as the fiscal impact and facility needs this proposal would have. 4. Support Command Staff in development of capital plan for Burn Tower, including land acquisition/rezoning. 5. Support development of a proposal for long-term solution for co-located fire storage, fleet facility (with Police and Public Works). Update the Fire Department s impact fee program based on the adopted Capital plans. Once the CIP has been adopted, work with DFA to update fee structure. Responsible Party Timing Knoelk 2013 Wescott 2013 Wescott

11 Negotiate an agreement with Public Works and United Water to divest the City s ownership of the fire hydrants in order to reduce annual R&M expenditures and avoid the replacement bubble anticipated in Collaborate with Public Works, United Water and the hydrant repair coordinator to develop a conceptual plan for the transfer of City hydrant assets to United Water. 2. Support the transfer of ownership of City hydrants to United Water. 3. Support United Water with the Public Utilities Commission (PUC will need to determine if they will allow United Water to take responsibility for the hydrants). 4. Negotiate the contractual agreement between the City and United Water. Improve, execute and manage service level agreements with Fleet, Human Resources, IT and Government Buildings to most effectively provide fleet services, hiring and recruiting services, technological solutions and facilities maintenance services to the Department. 1. Complete Government Buildings SLA. 2. Complete Fleet SLA 3. Update IT SLA. 4. Support IT Technical Team in accomplishing technological goals for FY Coordinate presentation of Department purpose, practices and goals to all service providers to improve their understanding of what we do and why. Integrate sustainability component into all areas of the business including replacing grass at fire stations with low water landscaping; evaluating fleet options that use less fuel and produce less emissions; and utilizing LEED practices (including concrete floors and window retrofits) in all new buildings and building remodels. 1. Include LEED practices in all designs for capital remodels/ reconstructions. 2. Initiate a plan to replace landscaping of outlying stations with Fire Wise landscaping parks for water conservation and public education. 3. Evaluate the needs, usage and size of fire fleet to ensure cost and environmental effectiveness. Knoelk 2013 Wescott 2013 Knoelk

12 Goal: Recruit, develop and retain the highest quality team members to achieve our standards of excellence by creating an environment that fosters growth and development and aligns with departmental values. Objectives Actions Improve the effectiveness and accountability of the Department by holding Battalion Chiefs and Captains accountable for fostering cultural change throughout the Department, establishing clear expectations for performance, and holding all personnel accountable for achieving objectives and desired performance targets. 1. Build trust through honest dialogue and by providing clarity on expectations of the Battalion Chief position. 2. Hold Battalion Chiefs and Captains accountable for performance standards by clearly communicating performance standards and by providing the knowledge and equipment necessary to achieve them. 3. Remove barriers that do not provide clarity and be accountable at the Chief level. 4. Continue to build relationships with Battalion Chiefs, Captains, Senior Firefighters and Firefighters by being available and approachable to voice concerns. 5. Strive to understand their workloads and working environments. 6. Foster a cultural change by leading by example and by providing clarity and accountability. Plan for future succession by mentoring identified employees for future leadership; include developing and providing resources for specialized training and education plans; and integrate leadership criteria into all testing for advancement. 1. Work with HR to develop a succession draft plan and training. 2. Work on draft for Career Development in the Fire Department (to be completed by June of 2013). Responsible Party Timing Bolen 2013 Raynor

13 Promote physical fitness, health and wellness of the firefighters, managers and civilians of the Fire Department through collaboration with HR, Risk Management, etc.. (Measurement: decrease in injuries, decrease in sick leave use). 1. PFT to meet with all members bi-annually to discuss fitness issues and to develop work out programs. 2. Continue to work with City Risk to monitor injuries and watch for trends and/or out of the norm types. 3. Work with PFT, Fire Department Physician, Fire Department Physical Therapist and City Risk to develop and deliver wellness programs that will reduce injuries. Adopt a Training Plan that efficiently allocates department resources to train department personnel to most effectively provide fire protection and emergency medical services, meet regulatory training requirements and ensure the safety of our personnel. 1. Finalize Training Plan. 2. Develop procedure for training requirements. 3. Develop procedure on training records. 4. Policy for Training to monitor and audit training records. Raynor 2013 Raynor

14 Goal: Working with our internal and external partners, provide the technological infrastructure to enhance the department s ability to efficiently collect data, effectively deliver training, and support the department s mission. Objectives Actions Establish a collaborative relationship with the Information Technology Department and other key partners where our technology needs are clear, understood and supported. 1. Prioritize current goals of the Fire IT Committee. 2. Determine fiscal impact of projects and identify funding sources to accomplish the goals. 3. Track status of the goals at the monthly Fire IT Technology meeting. 4. Meet with IT Managers on an ongoing basis to better understand IT limitations on completion of Fire Department technology goals. Identify and implement a functional network that provides the bandwidth that meets our training and communication needs. Install dark fiber at each Fire Station to improve internet and intranet speeds 1. Place on citywide 2014 CIP list for approval of funds. 2. Contract for internet service with Cable One to all Fire Station dayroom computers until the installation of dark fiber in FY Work with IT Department to assist in setting up the system in each fire station. Responsible Party Timing Howell 2013 Howell

15 Goal: Develop, refine and optimize the financial and administrative support systems and practices to provide maximum effectiveness and efficiency for the department. Objectives Actions Complete the consolidation of the Police and Fire Finance and Administration Division to ensure operating efficiencies, and provide meaningful financial analysis on staffing costs (include overtime and constant staffing) prior to labor negotiations and the FY14-15 budget build. 1. Cross train Finance staff (payroll, A/P, A/R and budget) by 12/31/ Reallocate tasks as necessary to develop capacity, reduce duplication and leverage specialized skill sets by 1/31/ Cross train Linda, Stan and Jen on both operations by 6/30/ Train Linda and Jen on Excel by 12/31/ Train Jen on purchasing and warehouse management through FY13. Reduce cost of up-grading, expanding and maintaining the Opticom system based on multi-jurisdictional use and ownership. 1. Define the multi-jurisdictional users (Those that have been financial supporters and owners of the system vs. those that are users of the system). 2. Define an Opticom Governance Committee. 3. Define the needs and desired improvements to the system. 4. Negotiate a Use and Maintenance policy with the system owners. 5. Negotiate policy for current users that are not owners and future users to use the system. Identify necessary and sustainable levels of service for Special Operations (training, personnel, and equipment funding). 1. Determine service level expectations. a. Current capability with current funding b. Alternate service levels c. Expectations of Mayor and Council 2. Put dollars to service level Responsible Party Timing Wescott 2013 Knoelk 2014 Roberts

16 a. Evaluate sources of current funding 3. Full cost of Special Operations a. Three year budget history i. Overtime ii. Special Pay b. Overhead needs and costs 4. Financial Impact a. Without grant funding 5. Identify additional/other funding streams a. 501c 6. Cost Recovery Identify and implement financial strategies that promote sustainability and provide long-term cost efficiencies and support standard service levels. 1. Analyze, present findings, and assist command staff in developing a plan for managing overtime and constant staffing. 2. Analyze and present proposal for more conveniently located storage and fleet complex to reduce vehicle trips and time spent out of district. Wescott