March 2014
Executive Summary This strategic plan is the guiding document for the s future. It articulates the direction of the department by answering four fundamental questions. 1. What do we believe? 2. Why do we exist? 3. Where are we going? 4. How will we get there? That direction is supported by five central goals which when achieved will accomplish our mission and push toward achievement of our vision. Each goal is supported by objectives and actions. The planning process that produced this plan contained several highlights. First was a refinement of the Department s vision to better align with the professional drive of the department while remaining in line with the department s values. Second was a thorough discussion of the role that Accreditation will play in reaching the Department s vision. Third, an emphasis on performance measures with each goal and objective to document the Department s successes and areas of improvement. Finally, the process was enhanced by the involvement of the Battalion Chiefs and Union Officials in a separate session geared to gather their input to the plan before it was finalized. 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 wellequipped 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 rescue and firefighting Fire Inspections Plan Review Fire Investigation Public assistance and education 1
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 led to the development and formation of five department goals, and the alignment of the objectives for each of those goals. The strategic planning approach is summarized in this illustration. Leadership Team The Leadership Team acts as the Strategic Planning team. Member Title Organizational Role Dennis Doan Chief Fire Chief Perry Oldenburg Deputy Chief Operations Romeo Gervais Deputy Chief Prevention Lance Carbone Division Chief Logistics Randy Howell Division Chief EMS Brad Bolen Division Chief Operations Bob Kielty Division Chief Training 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 2
Direction Setting and maintaining the Department s Direction means answering four essential questions. What do we believe? Why do we exist as a department? What do we want to become? And how will we achieve our vision? Below are the answers to those questions for the Boise Fire Department. Values (what we believe) Our core values are Trust Firm reliance on the integrity, ability, or character of another person. Selfless Service As stewards and public servants, we will put the needs of others before our 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 Respect Showing admiration for someone based on his or her abilities, qualities, or achievements. 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 arrogance Purpose (why we exist) To protect lives, property and the environment. Vision (what we will become) Our contribution to making Boise the most livable city in the country is to become the nation s premier fire department. Through innovative leadership, we set the standard of excellence for superior prevention and response. 3
Mission (how we will get there) 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. 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. 4
Goal: Execution Meet the service needs of our community by prioritizing, training and most effectively deploying our resources. Objectives Actions Refine and implement the strategic plan with an emphasis on integrating 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. Inform, empower and educate our leaders to communicate strategic plan and accomplishments to the workplace. 4. Lead and deploy the strategic plan. Implement the joint powers agreement for all Ada County EMS providers. 1. Implement countywide Records Management System. 2. Implement countywide Learning Management System. 3. Establish a single ordering and distribution system for disposable medical supplies and equipment utilized by the EMS agencies within the JPA. 4. CPR (Step TBD - still waiting on charter) 5. Training (Step TBD - still waiting on charter) Implement the Fire Prevention Plan and measure the achievement of that plan s goals. 1. Finalize and write up Fire Prevention Plan. 2. Implement Fire Prevention Plan. 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. Implementation/Training 4. Evaluate results. Responsible Party Timing Doan 2014 Doan 2014 Wescott Kielty Wescott Howell Kielty Gervais 2014 Bolen 2014 5
Prepare for and achieve a sustainable labor agreement with the Union, including the management of the deployment of fixed and mobile assets. Wescott 2014 1. Complete analysis assignments for labor negotiations team to review. 2. Facilitate City team in labor negotiations preparations. Ensure preparedness for large-scale emergencies. Oldenburg 2014 1. Facilitate and participate in Boise City Emergency Management Preparedness Committee. a. Define training, planning and equipment priorities. 2. Ensure elected officials understand role in large-scale emergencies. 3. Define current knowledge base. 4. Identify gaps/needs. 5. Define and deliver training curriculum and exercises. 6. Continue interdepartmental training on City s Emergency Operations Plan. Develop and implement a plan for achieving accreditation. Doan 2014 1. Research accreditation requirements. 2. Coordinate and facilitate accreditation work group. 3. Develop timeline for accomplishing requirements for accreditation evaluation. Ensure our current service model is adequately meeting 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 satisfaction survey. Prioritize inspections and establish a baseline level of service expectation for the City of Boise. Wescott 2014 Gervais 2014 1. Confirm service levels on frequency of inspections based upon hazards with city officials. 2. Develop performance measures to ensure tracking and assessment of proposed system. 3. Implement proposed inspection frequency. 4. Review results and revise as necessary. Evaluate ARFF response capabilities at Boise Airport Roberts 2014 1. Participate with airport management to determine necessary ARFF resources and infrastructure necessary for airport expansion to the third runway. 6
Goal: Provide quality, sustainable and cost efficient infrastructure for the dynamic needs of the community and Department. Objectives Actions Implement the 8-Year Capital, Major Equipment and Major R&M Plan that addresses the deferred maintenance needs of the department s facilities and equipment. 1. Support development of a proposal for long-term solution for co-located fire storage, fleet facility (with Police and Public Works). 2. Facilitate the siting, funding and approval for construction of the relocated Burn Tower. Complete development of 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 2020. 1. 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. Coordinate presentation of Department purpose, practices and goals to all service providers to improve their understanding of what we do and why we do it. Responsible Party Wescott Carbone Timing 2014-2015 Carbone 2014 Wescott 2014 7
Continue integration of sustainability 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. Carbone 2014 8
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. Provide clarity on expectations of the Battalion Chief position in alignment with the new Battalion Chief job description. 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. Continue to build relationships with Battalion Chiefs, Captains, Senior Firefighters and Firefighters by being available and approachable to voice concerns. 4. Foster a cultural change by leading by example and providing clarity and accountability through performance standards and training. Implement the Training Plan to efficiently allocate department resources to train department personnel. This includes fire protection, emergency medical services, company officer/leadership and specialty training that will meet the regulatory training requirements and ensure the overall safety of our personnel. 1. Produce and implement an Annual Training Plan. 2. Develop a policy for training to monitor and audit training records. 3. Develop a procedure for maintaining training requirements. 4. Work with all divisions to identify training priorities for the annual BFD training calendar. 5. Continue to work with City Risk to monitor injuries, noting trends and types, and continue to develop/deliver wellness programs that will reduce firefighter injuries. 6. Develop a Career Development Plan to clearly define and promote leadership training within the Department. Responsible Party Timing Bolen 2014 Kielty 2014 9
Promote physical fitness, health and wellness of the firefighters, managers and civilians of the Fire Department. 1. Continue to work with City Risk to monitor injuries and watch for trends and/or out of the norm types. 2. Work with Fire Department physician, peer fitness trainers, and Union healthcare trustees to develop and deliver programs that will promote health and wellness for the Fire Department. Develop Critical Incident Stress Management policy and protocols for Department. Bolen Kielty 2014 10
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 Responsible Actions Party Timing Maintain a collaborative relationship with the key partners where our Gervais 2014 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. 5. Implement a functional network that provides the bandwidth that meets our training and communication needs. Support the implementation of RMS Oldenburg 2014 Support the implementation of LMS Kielty 2014 Support the implementation of CAD Oldenburg 2014 Implement the use of technology within the Logistics Division to Carbone 2014 increase efficiency and effectiveness in both fleet and inventory management and maintenance. 1. Identify areas where use of technology will help to achieve the objective. 2. Evaluate technological programs to ensure compatibility with existing technological programs. 11
Goal: Develop, refine and optimize the financial and administrative support systems and practices to provide maximum effectiveness and efficiency for the department. Objectives Responsible Actions Party Timing Complete the consolidation of the Police and Fire Finance and Wescott 2014 Administration Division, focusing on gaining efficiencies in supporting the logistics needs of both departments. 1. Cross train staff to ensure all skill sets are covered by 5/1/14. 2. Determine and execute future staffing model for Stores, while providing necessary support for Fire Maintenance. 3. Select and implement an inventory management tool 4. Improve annual inventory audit process. 5. Identify efficiencies in purchasing processes and delivery methods. 6. Identify long-term facility options. 7. Consider long-term consolidation impacts resulting from EMS and Fire JPA. Reduce cost of up-grading, expanding and maintaining the Carbone 2014 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. Define current level of service provided by each team. Roberts 2014 1. Answer the following: a. Team descriptions b. Local response capability c. Out of County/Regional response capability d. Equipment City/Grant funds e. Personnel City/Grant Funds o Team financial impact and department budget 12
Conduct Threat Hazard Identification and Risk Assessment Roberts 2014 1. Training for BCs a. Online b. ACCEM 2. Conduct Team Specific THIRA. 3. Gap analysis 4. Recommend Change/Modifications. 5. Update team descriptions. 13