Loading...
HomeMy WebLinkAboutStrategic Plan FD˲·ª»®­·¬§ п®µ Ú·®» Ü»°¿®¬³»²¬ Facilitated by Deputy Chief Rick Black 3800 University Blvd. University Park, Texas 75205 (214) 987-5388 (office) (214) 987-5384 (fax) www.uptexas.org TABLE OF CONTENTS ACKNOWLEDGEMENTS.................................................................................................2 EXECUTIVE SUMMARY..................................................................................................3 THE CUSTOMER CENTERED STRATEGIC PLANNING PROCESS.............................7 ORGANIZATIONAL BACKGROUND................................................................................9 THE MISSION STATEMENT..........................................................................................10 THE VISION STATEMENTS...........................................................................................11 VALUES..........................................................................................................................12 STRENGTHS..................................................................................................................13 WEAKNESSES...............................................................................................................14 OPPORTUNITIES...........................................................................................................15 THREATS.......................................................................................................................15 CRITICAL ISSUES AND SERVICE GAPS.....................................................................16 SERVICES PROVIDED..................................................................................................17 CUSTOMER PRIORITIES..............................................................................................18 CUSTOMER EXPECTATIONS.......................................................................................19 AREAS OF CUSTOMER CONCERN.............................................................................20 POSITIVE CUSTOMER FEEDBACK..............................................................................21 GOALS AND OBJECTIVES............................................................................................22 COMMUNITY FIRE AND EMERGENCY SERVICES PERFORMANCE OBJECTIVES AND TARGETS...............................................................................................................36 University Park Fire Department - Strategic Plan ACKNOWLEDGEMENTS This author acknowledges the Strategic Planning Group for their participation and input into the Customer Centered Strategic Planning Process. Special thanks go to Fire Chief David Ledbetter for his leadership and commitment to the process. My particular thanks goes out to members of University Park Fire Department for the assistance and resources made available to me in order to complete this strategic plan. I would also like to thank the citizens who contributed to the creation of this strategic plan. The development of this plan was truly a “team effort”. University Park Fire Department Strategic Planning Group: Kent Austin Scott Green Bob Poynter Director of Finance Fire Lieutenant Fire Lieutenant Cecil Barton Max Raney John Gillette Fire Engineer Fire Captain Fire Marshal Shane LeCroy Jacob Speer Terry Fowler Fire Section Chief Assistant Dir. of Public Works Firefighter/Paramedic David Ledbetter Jim Stroope Monte Gibson Fire Chief Fire Section Chief Fire Section Chief 2 University Park Fire Department - Strategic Plan EXECUTIVE SUMMARY The Customer Centered Strategic Planning process accomplished more than just the development of a document. It challenged the membership of University Park Fire Department to look critically at paradigms, values, philosophies, beliefs, and desires. It challenged individuals to work in the best interest of the “team.” In addition, it provided the membership with an opportunity to participate in the development of their organization’s long-term direction and focus. The members of the University Park Fire Department Strategic Planning Group and the Citizen’s Advisory Group did an outstanding job in committing to this important project and seeing it to final form. Mission, Vision and Values University Park Fire Department Mission Clearly stated and intentionally simplistic, accurately describes the organization’s general purpose. “We exist to deliver outstanding fire and life safety solutions.” Vision Building on this mission, the membership was asked to identify statements, thus establishing targets of excellence for the future. The following were among the identified vision statements: Recognized as a progressive, well-trained and customer-centered fire organization… Places a high premium on effective service delivery… Provide the most effective and efficient service possible… Greater emphasis on Prevention… Provide an effective response force through adequate staffing levels and effective aid contracts… Our equipment will be dependable, capable and consistent with needs of community… Expand our information initiatives for customer feedback… Remain in line with expectations of community… Family atmosphere nurtured by fair practices, open communication processes and up-to-date procedures… A physically fit, healthy, and increasingly diverse work force…. Maintaining or exceeding market value compensation… 3 University Park Fire Department - Strategic Plan Recognizing that its collective personality and the values of its members enhance the Values organization, the University Park Fire Department staff declared a set of that included such core words as: Ю±º»­­·±²¿´·­³ô ·²¬»¹®·¬§ô ¬»¿³©±®µô º¿³·´§ô ¸±²»­¬§ô ¬®«­¬©±®¬¸·²»­­ô ±°»²²»­­ô ®»­°»½¬ô ½±³°¿­­·±²ô »³°±©»®³»²¬ô µ²±©´»¼¹»ô ¸·¹¸»® »¼«½¿¬·±² ¿²¼ ½«­¬±³»® ­»®ª·½»ò Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis The SWOT Analysis required University Park Fire Department to look candidly at its strengths and weaknesses and to identify opportunities and threats facing the University Park Fire Department. strengths Some of the organizational identified include: Apparatus, proximity to hospitals, external relationships, excellent service to citizens, inter-department relationships, strong codes and ordinances, rapport with citizens, ISO rating, depth of employee experience, limited bureaucracy, employee work ethic and character, stable land mass, paramedic-staffed apparatus, low violent crime rate, fire prevention program, diverse tenure, low citizen abuse rate for EMS, camaraderie among employees, better trained recruits, reduced areas requiring high demand of emergency services, supportive city council, aggressive firefighting tactics and high percentage of new construction that comply with codes. weaknesses Some of the areas identified as or needing enhancement include: Ineffective staffing levels, fire ground safety and accountability practices, lack of recognition program, employee retention, lack of advancement opportunities, lack of effective internal training plan, paramedic for life policy, ineffective inspector program, lack of arson investigators, Uniform/equipment replacement policy, low utilization of loss data, decentralized fire station, implementation of homeland security equipment/training, lack of public education, increasing responsibilities with no change in resources and lack of accreditation. opportunities Many exist for University Park Fire Department, some of which include: Resource sharing, more involved with community, increased finance resource capacity, federal funding, greater emphasis on public policy, new fire station, meeting recognized standards, enhancing mutual aid/automatic aid with Highland Park, Improved relationships with neighboring agencies, greater relationship with city council, UTSW grant studies and limited agency size allowing for easier adoption to change. 4 University Park Fire Department - Strategic Plan threats Fundamental to the success of any strategic plan is the understanding that are not completely and/or directly controlled by the organization. Some of the current and future threats to the University Park Fire Department include: Needs overshadowed by Dallas/SMU, privatization/outsourcing, greater dependency on mutual aid, greater life safety issues, greater competition for qualified personnel, unfunded mandates, inconsistent procedures between inter/intra-departments, changes in government body, changes in Dallas leadership, Presidential library, liability conflicts with community, employee generation gaps/work ethic, changing technology, resistance to change and larger homes/zero lot lines. Customer Priority of Services, Customer Concerns, Expectations and Feedback The Citizens Advisory Group was asked to prioritize the services provided by University Park Fire Department. The following are those services in priority order: 1. Fire Suppression 2. Basic Rescue 3. Advanced Life Support EMS 4. Advanced Rescue 5. Fire Inspections 6. Hazardous Materials Mitigation 7. Community Fire/EMS Safety Education 8. Arson Investigation 9. Response to Weapons of Mass Destruction 10. Blood Pressure Checks A key element of the University Park Fire Department organizational philosophy is a high level of commitment to customers. The agency recognizes the importance of customer satisfaction. Critical customer expectations, concerns and other feedback were gathered from the Citizens Advisory Group and are included in this report. Goals, Objectives, Performance Measures and Targets Armed with the mission, vision, values, SWOT analysis, and customer priorities, expectations and concerns; the membership of University Park Fire Department focused on developing realistic strategic goals and objectives designed to guide the Department into the future. The following organizational goals were identified: 5 University Park Fire Department - Strategic Plan Goal 1 Secure mutual and automatic aid agreements to meet the needs of the department. Goal 2 Implement a physical fitness program focused on the health and wellness of the firefighter. Goal 3 Provide for an adequate number of firefighters to arrive at all emergencies within a credible and effective timeframe. Goal 4 Improve response times to northeast portion of city. Goal 5 Improve the analysis and use of data. Goal 6 Improve the records management system (RMS) and field computerization in the department. Goal 7 Improve the personnel retention by improving the step-in-grade system. Goal 8 Develop a personnel recognition program that highlights value and accomplishment. Goal 9 Develop a comprehensive training program/plan that includes career development. This strategic plan provides a detailed roadmap into the future. It is a living, working document, and a “tool” to be used at all levels of the organization. Constant evaluation of outcomes is critical to determine the success of the organization’s efforts and performance objectives direction. A set of sample has been developed to provide a quantitative method to monitor performance. 6 University Park Fire Department - Strategic Plan THE CUSTOMER CENTERED STRATEGIC PLANNING PROCESS The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase while dollars, and other resources, continue to shrink. These trends place increased pressure on the modern fire service manager, policy makers, and full- time staff, to come up with ways to be more efficient and more effective. In many cases, the public is demanding the accomplishment of specific goals, objectives, and services, with fewer resources. To do a more efficient job with the available resources organizations must set objectives based on constructive efforts, while eliminating programs that do not serve the customer. To ensure that customer needs were incorporated, the Customer Centered Strategic Planning (CCSP) process was used to develop the University Park Fire Department’s strategic plan. The CCSP process is a product of Emergency Services Consulting Inc of Wilsonville, Oregon. Businesses employ this type of process to identify market niches, allowing the service provider to focus efforts while reducing risk and wasted effort. This process was adapted to meet University Park Fire Department’s specific needs. This methodology has been adopted and utilized by the International Association of Fire Chiefs, the Western Fire Chiefs Association, the Oregon Fire District Directors Association, the Florida Fire Chiefs Association the Washington State Firefighters Council and the Commission on Fire Accreditation, International. The CCSP process has proven very effective in all types and sizes of organizations and should serve as a model for emergency service providers for many years. This document is the result of several strategic planning sessions and includes valuable citizen input. The participants of University Park Fire Department provided excellent input into this process. Their insights were invaluable in putting together the strategic plan. The participants took their work very seriously and accepted the challenge to develop a quality product. 7 University Park Fire Department - Strategic Plan The CCSP Process Outline The specific steps of the CCSP process are as follows: Develop the Mission Statement, giving careful attention to the services currently provided and which logically can be provided in the future. Develop a Vision of the future. Establish the Values of the members of the organization. Identify the Strengths of the organization. Identify any Weaknesses of the organization. Identify areas of Opportunity for the organization. Identify potential Threats to the organization. Define the Services provided to the community. Establish the community’s service priorities. Establish the community’s expectations of the organization. Identify any concerns the community may have about the organization and its services. Identify those aspects of the organization and its services the community views positively. Establish realistic goals and objectives for the future. Identify implementation tasks for each objective. Define service outcomes in the form of measurable performance objectives and targets. Develop organizational and community commitment to the plan. 8 University Park Fire Department - Strategic Plan ORGANIZATIONAL BACKGROUND The University Park Fire Department is a department of the City of University Park. The department’s jurisdiction encompasses all areas within the city limits and provides automatic aid and mutual aid with both Fire and Emergency Medical Services to the City of Dallas and the Town of Highland Park. The response area is primarily a suburban residential community complimented with six shopping districts with small retail shops, the Highland Park Independent School District and provides full service response to Southern Methodist University. The University Park Fire Department provides services to a census population of approximately 23,000 in a 3.5 square mile area. The department’s jurisdiction is located in Central Dallas County and surrounded by the City of Dallas to the north, east and west and the Town of Highland Park to the south. The topography of the City is relatively flat with Turtle Creek dissecting the City. Central Expressway bounds the City to the east and the Dallas North Toll Way bounds the City to the West. No other major highways intersect the City however a light rail serving commuter traffic intersects the southeast portions of the city. The department’s services are provided from one fire station located within the jurisdiction. The department maintains a fleet of staffed emergency response apparatus which includes two quints with 75’ ladders, one fire engine, two MICUs, Command vehicle and Fire Marshal and Deputy Chief vehicles. The department has an authorized strength of 33 personnel involved in delivering emergency services to the community. The department currently has three additional fire fighters assigned to the department for emergency services due to impending retirements. The department is managed by a Fire Chief and Deputy Fire Chief. Additionally, the department provides Fire/Arson Investigation and Inspection Services provided by the departmental Fire Marshal. On duty shift personnel are managed by three Section Chiefs and three Fire Captains with a minimum staffing level of 8 personnel per shift. 9 University Park Fire Department - Strategic Plan THE MISSION STATEMENT The mission statement of an organization is intended to describe, in succinct terms, the purpose for the organization’s existence. It articulates the principal reason for the organization’s presence within the community. The University Park Fire Department, through a consensus process, developed the mission statement below. University Park Fire Department Mission Statement We exist to deliver outstanding fire and life safety solutions. 10 University Park Fire Department - Strategic Plan THE VISION STATEMENTS In addition to knowing who they are and understanding their beliefs, all successful organizations need to define where they expect to be in the future. After having established the organization’s mission, the next logical step is to establish a vision of what University Park Fire Department should be in the future. Vision statements provide targets of excellence that the organization will strive towards and provide a basis for their goals and objectives. The following vision statements were developed for University Park Fire Department. Five years from now, the University Park Fire Department will continue to be recognized by residents, local businesses, and regional fire agencies as a progressive, well-trained and customer-centered fire organization that places a high premium on effective service delivery to our customers. We will strive to providethe most effective and efficient service possible to all population . groups, with growing emphasis on prevention By improving our resource distribution, all areas of the community will receive the expected level of service. We will match the risk within our community by providing an effective response force through adequate staffing levels and effective aid contracts with neighboring agencies. Our equipment will be dependable, capable and consistent with the needs of the community, embracing cutting- edge technology and emphasizing firefighter safety. We will reach out into the community to expand our information initiatives for customer feedback so that our organizational priorities, philosophy and operations remain in line with the expectations of the community. Our organization will reflect a family atmosphere, internally and externally, that is nurtured by fair practices, open communication processes and up-to-date procedures that guide the decisions of our personnel. Our mission will be accomplished by a physically fit, healthy, and increasingly diverse work force, well trained in a multitude of specialized skills and empowered with a high level of involvement in our success. We will strive for high retention by maintaining or exceeding competitive market value compensation, providing opportunities for growth, development, and higher education, valuing individual input and providing for the well-being of the employee. We will endeavor to meet or exceed all national best practices thereby ensuring that the University Park Fire Department is a high-caliber and professional organization. 11 University Park Fire Department - Strategic Plan VALUES Establishing values embraced by all members of an organization is extremely important. They recognize those features and considerations that make up the personality of the organization. Those assembled for the University Park Fire Department strategic planning process felt it absolutely necessary to declare the following statements of values for the organization. University Park Fire Department Values We value professionalism and integrity in our dealings with each other and those we serve, always adhering to a sound code of moral and ethical conduct, and always maintaining compassion and respect for our customer. We value teamwork within our workforce as this will foster greater levels of solidarity, collaboration and an overall sense of family within our organization. We value honesty in both our leadership and our employees, leading to the highest level of trustworthiness and openness in both spoken and written word. We value respect for each person as an individual, an attitude that recognizes the worth of others and exhibits compassion for those in need. We value empowerment of others leading to an improved sense of confidence, self esteem and organizational involvement. We value knowledge and higher education, as it forms the foundation for effective decisions, intelligent actions and increased safety. We value effective customer service, making every attempt to restore balance back into the lives of others. The mission, vision, and values are the foundation of any successful organization. Every effort should be made to keep these current and meaningful so that the individuals who make up the organization are well-guided by them in the accomplishment of the goals, objectives, and day-to-day tasks. 12 University Park Fire Department - Strategic Plan STRENGTHS It is important for any organization to identify their strengths in order to assure they are capable of providing the services requested by customers and to ensure that strengths are consistent with the issues facing the organization. Often, identification of organizational strengths leads to the channeling of efforts toward primary community needs that match those strengths. Programs that do not match organizational strengths or the primary function of the business should be seriously review to evaluate the rate of return on precious staff time. Through a consensus process, the strengths of University Park Fire Department were identified. Strengths of University Park Fire Department ApparatusProximity to hospitals External relationships with neighboring Excellent service to citizens public safety agencies Inter-department relationships Strong codes and ordinances for reducing loss Rapport with citizens Effective ISO rating Depth of employee experience and trainingLimited bureaucracy Employee work ethic and overall character Stable land mass Paramedic-staffed apparatus Low violent crime rate Fire prevention program Diverse tenure Low citizen abuse rate for EMS Camaraderieamong employees Better trained recruits Reduced areas requiring high demand of emergency services Supportive City Council Aggressive firefighting tactics High percentage of new construction complying with up-to-date codes 13 University Park Fire Department - Strategic Plan WEAKNESSES Performance, or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization’s overall problems, it is unusual for organizations to be able to identify and deal with these issues effectively on their own. For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it does not function well or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day-to-day issues and concerns that may slow or inhibit progress. Weaknesses of University Park Fire Department Ineffective staffing levels (related to Inconsistencies between shifts minimum staffing & ability to meet its mission to community) Fire ground safety & accountability Lack of physical fitness program practices Lack of recognition program for high or Information gaps (everyone not in the outstanding employee performance communication loop) Employee retention Record management system Lack of advancement opportunity Field computerization (MDB) Lack of effective internal training plan MICU calls to Dallas Paramedic for life policy Step wages for all positions Ineffective inspector program Lack of appraisal or review of certification/education compensation programs Lack of licensed arson investigators Uniform/equipment replacement policy Low utilization of loss data Fixed facility not centrally located – affects response times to north and northeast area of response district Implementation of homeland security Lack of public education equipment and training Increasing responsibilities with no change Lack of accreditation in resources 14 University Park Fire Department - Strategic Plan OPPORTUNITIES The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area. Many opportunities exist for University Park Fire Department. Opportunities for University Park Fire Department Highly educated public (greater availability Striving to meet all recognized national of resources) standards Become more transparent/involved with Enhance mutual/automatic aid agreements communitywith Highland Park Increased financial resource capacity Improved relationship with neighboring fire agencies Federal funding Greater relationship with City Council Greater public policy emphasis on UTSW grant studies emergency services New fire station – City Hall renovation Limited agency size allows easier change implementation THREATS To draw strength and gain full benefit of any opportunity, the threats to the organization, with their new risks and challenges, must also be identified. By recognizing possible threats, an organization can greatly reduce the potential for loss. Threats to University Park Fire Department Needs overshadowed by Dallas/SMU Changes in Dallas leadership Privatization/outsourcing Presidential library Greater dependency on mutual aid Liability conflicts with community Greater life safety issues Employee generation gaps/work ethic Greater competition for qualified personnel Changing technology Unfunded mandates (Federal or State) Resistance to change Inconsistent procedures between inter and Larger homes/zero lot lines intra-departments Changes in government body 15 University Park Fire Department - Strategic Plan CRITICAL ISSUES AND SERVICE GAPS After reviewing the department’s core services, the organizational strengths and weaknesses, and the opportunities and threats posed by the industry and community environment in which it operates, the planning team identified the primary critical issues that face the department. These reflect the issues that the team feels pose the greatest risk of impact on its services and organizational health. In addition, the team also identified any gaps in the department’s activities that need to be filled in order to provide the levels of service it has pledged itself to. CRITICAL ISSUES: 1. Ineffective staffing levels (related to minimum staffing & ability to meet its mission to community) 2. Physical fitness program 3. Relationship with DFD and HP 4. Response times to north area of city – station location 5. Prevention of loss to public via loss data and ordinances 6. Communicating the direction/vision of the organization SERVICE GAPS: 1. Personnel retention due to step in grade system 2. Records management system and field computerization 3. Employee recognition program 4. Training plan 16 University Park Fire Department - Strategic Plan SERVICES PROVIDED The University Park Fire Department was asked to identify the most important functions and services it provides and offers. It is important to identify these in order to assure they are consistent with the critical needs of its customers. Services Provided by University Park Fire Department Core Services Fire Suppression EMS Rescue Prevention Hazardous Materials Emergency Management Supporting Programs Inspections/pre-plans Public Education Code Enforcement Engineering Training Public Relations Budgeting/Purchasing Inspections Human Resources 17 University Park Fire Department - Strategic Plan CUSTOMER PRIORITIES In order to dedicate time, energy and resources on services most desired by its customers, University Park Fire Department needs to understand what the customers consider to be their priorities. The citizens group was asked to prioritize the services offered by University Park Fire Department through a process of direct comparison. Service Priorities of the Customers of University Park Fire Department SERVICES RANKING SCORE Fire Suppression 148 Basic Rescue 245 Advanced Life Support Emergency Medical Services 342 Advanced Rescue 431 Fire Inspections 521 Hazardous Materials Mitigation 617 Community Fire/EMS Safety Education 716 Arson Investigation 716 Response to Weapons of Mass Destruction/Bioterrorism 88 Blood Pressure Checks 95 18 University Park Fire Department - Strategic Plan CUSTOMER EXPECTATIONS Understanding what the community expects of its fire and emergency services organization is critically important to developing a long-range perspective. With this knowledge, internal emphasis may need to be changed or bolstered to fulfill the customer needs. In certain areas, education on the level of service that is already available may be all that is needed. The following are the expectations of the citizens group and the number of participants who listed them. Customer Expectations of University Park Fire Department Quick and timely emergency response IIII Ability to treat patients properly II Highly trained personnel II Ability to quickly extinguish a fire and minimize damage I Improving our community safety through inspections program I Safeguard life (of family) in emergencies I Safeguard of property in community I Community education I Proper equipment I Follow up with victims I AccountabilityI Gain support of community leadership to gain resources I Better publicity on programs offered I Reduce insurance costs I Leadership of Department and community working together I Note: A number in the right-hand column indicates the number of customer responses that addressed this expectation. 19 University Park Fire Department - Strategic Plan AREAS OF CUSTOMER CONCERN The Customer Centered Strategic Planning process would fall short and be incomplete without an expression from the customer of their concerns about the organization. Some areas of concern may in fact be a weakness within the delivery system. However, they may also be perceptions of the customers based on lack of information or incorrect information. Areas of Customer Concern of University Park Fire Department The ability to respond effectively due to traffic and parking issues. Small tax base supporting full fire service. Potential of George Bush Library at SMU. Discipline of fire personnel in station. Firefighters being physically fit. Effective communication between the fire department and its citizens about the services that are provided. 20 University Park Fire Department - Strategic Plan POSITIVE CUSTOMER FEEDBACK In order for a strategic plan to be valid, the customer views on the strengths and image of the emergency services organization must be established. Needless efforts are often put forth in over-developing areas that are already successful. However, proper utilization and promotion of the customer-identified strengths may often help the organization overcome or offset some of the identified weaknesses. Positive Customer Comments about University Park Fire Department Great service delivery to the disabled. High respect for the professionalism of the Department. Good at meeting community expectations. The city has a history of providing good equipment to its employees. Firefighters do a great job and respond quickly. The Department has reduced our home insurance costs. 21 University Park Fire Department - Strategic Plan GOALS AND OBJECTIVES The Customer Centered Strategic Planning process, to this point, has dealt with establishing the mission, vision, and values of the organization. In addition, identification of strengths, weaknesses and needs of both the organization and customer was accomplished. In order to achieve the mission of University Park Fire Department, realistic goals and objectives must be established. Goals and objective’s are imperative to provide the individual members with clear direction. In order to establish the goals and objectives the strategic planning group met a number of times to complete this critical process. As goals and objectives are management tools, they should be updated on an ongoing basis to identify what has been accomplished and to note changes within the organization and the community. The attainment of a performance target should be recognized and celebrated to provide a sense of organizational accomplishment. The goals and objectives (as well as the performance objectives included later in this document) should now become the focus of the efforts of University Park Fire Department. Great care was taken by the staff of Emergency Services Consulting Inc to ensure that the critical needs and areas of needed enhancement previously identified were addressed within the goals and objectives. By following these goals and objectives carefully, the organization will be redirected and guided into the future. They should also greatly reduce the number of obstacles and distractions for the organization and its members. The strategic planning group set priorities for the accomplishment of specific objectives. Those that carried higher priorities are scheduled for completion first and lower priority objectives scheduled later. Overall these goals and objectives provide specific timelines for the next 2 – 4 years. The leadership of University Park Fire Department should meet periodically to review progress towards these goals and objectives and adjust timelines and specific targets as needs and the environment change. 22 University Park Fire Department - Strategic Plan Goal 1 – Secure mutual and automatic aid agreements to meet the needs of the department. Objective 1-A: Evaluate mutual aid agreements. Timelines 1 month Critical Tasks: Assign team to review all current mutual aid agreements. Outline deficiencies in existing mutual aid agreements. Objective 1-B: Determine necessary mutual aid agreements. Timelines 3 months Critical Tasks: Develop standards for automatic vs. mutual aid. Analyze current resource levels. Determine difference between standards and current departmental resources. Objective 1-C: Draft proposed mutual aid agreements. Timelines 2 months Critical Tasks: Determine appropriate agency to fill gaps between standards and current resources. Draft agreements with various agencies to cover identified gaps. Present drafts to management. Objective 1-D: Negotiate final version of agreements. Timelines 6 months Critical Tasks: Finalize agreements with involved agencies. Legal review. Submit for approval. 23 University Park Fire Department - Strategic Plan Objective 1-E: Implementation. Timelines 6-12 months Critical Tasks: Review and modify SOPs to comply with new agreements. Purchase equipment/secure resources as required. Train personnel. Objective 1-F: Evaluation. Timelines 2 weeks Critical Tasks: Annual review of mutual aid performance. 24 University Park Fire Department - Strategic Plan Goal 2 – Implement a physical fitness program focused on the health and wellness of the firefighter. Objective 2-A: Identify need. Timelines 3 months Critical Tasks: Evaluate job description/position. Identify age, health, and fitness levels of individuals. Determine physical baseline test. Analyze results with national standards (compare). Objective 2-B: Compare fitness programs. Timelines 1 month Critical Tasks: Research fitness programs (fire and non-fire). Select program. Objective 2-C: Identify facilities/equipment Timelines 3 months Critical Tasks: Research facilities/equipment. Select top facility choices. Analyze/compare facilities. Make selections. Budget projections (seek funding). 25 University Park Fire Department - Strategic Plan Objective 2-D: Implement program. Timelines 4 months Critical Tasks: Baseline. Create fitness/workout policy. Fitness SOPs. Introductory training. Fitness coordinator. Evaluation of individual progress. Objective 2-E: Evaluation of program (results) Timelines 1 month Critical Tasks: Establish time to retest participants. Do retest. Evaluate. 26 University Park Fire Department - Strategic Plan Goal 3 – Provide for an adequate number of firefighters to arrive at all emergencies within a credible and effective timeframe. Objective 3-A: Risk analysis. Timelines 9 months Critical Tasks: Identify level of risk as compared to demographics. Comparison of risk identified to core functions. Evaluate empirical data. Objective 3-B: Departmental expectations. Timelines 10 months Critical Tasks: Define critical task in relation to core functions. Define acceptable response times to core functions to include assistance from other agencies. Develop performance standards based on best practices and industry standards. Evaluate empirical data. Objective 3-C: Civilian expectations. Timelines 2 months Critical Tasks: Development of a committee of citizens (random sample). Committee to evaluate completed objectives. Committee feedback. Objective 3-D: Develop a proposal on empirical data. Timelines 5 months Critical Tasks: Combine risk analysis, departmental expectations and committee feedback. Meet with civilian committee for formation of final draft. Submit final acceptance proposal. 27 University Park Fire Department - Strategic Plan Objective 3-E: Evaluate effectiveness. Timelines 12 months Critical Tasks: Define policies pertaining to accepted plan. Purchase recommended resources. Train personnel. Evaluate outcome. 28 University Park Fire Department - Strategic Plan Goal 4 – Improve the response times to northeast portion of the city. Objective 4-A: Identify need for improvement. Timelines 2 weeks Critical Tasks: Research and compile data. Compare to national standards. Compare to other parts of the city. Evaluate/make decision. Objective 4-B: Create options for improvement. Timelines 2 months Critical Tasks: Create mapping of response routes. Identify specific problem areas. Identify different solutions to the problem areas. Identify the most effective solution. Present solution. Objective 4-C: Determine new action plan. Timelines 1 month Critical Tasks: Based on solution, create departmental policies and procedures. Objective 4-D: Evaluate. Timelines 1 month Critical Tasks: Determine effectiveness by reviewing new response time. 29 University Park Fire Department - Strategic Plan Goal 5 – Improve the analysis and use of data. Objective 5-A: Create reports. Timelines 6 months Critical Tasks: Identify relevant report data. Identify current record management capabilities. Determine if the technology required is adequate for data needed. Format the needed reports from the data. Objective 5-B: Evaluate the data gathered and provide recommendations. Timelines 2 months Critical Tasks: Separate relevant information to identify programs needed. Provide recommendations on empirical data. Objective 5-C: Implement programs. Timelines 6 months Critical Tasks: Create programs based on need in community. Purchase needed resources. Evaluate effectiveness of programs. Implement the programs within the city limits. Modify. 30 University Park Fire Department - Strategic Plan Goal 6 – Improve the records management system (RMS) and field computerization in the department. Objective 6-A: Determine needs Timelines 2 months Critical Tasks: Evaluate current RMS and field computers. Determine needs for analysis. Objective 6-B: Explore options Timelines 6 months Critical Tasks: Develop RFP. Work with IS department. Execute RFP. Objective 6-C: Procure best option Timelines 12 months Critical Tasks: Review RFP. Conduct cost benefit analysis. Explore funding. Make recommendations. Objective 6-D: Implement Timelines 2 months Critical Tasks: Develop training plan. Conduct training. Develop appraisal process. 31 University Park Fire Department - Strategic Plan Goal 7 – Improve the personnel retention by improving step-in-grade system. Objective 7-A: Review Current System Timelines 1 month Critical Tasks: Review History of current system Determine strengths/weaknesses/opportunities Objective 7-B: Explore Best Practices Timelines 2 months Critical Tasks: Review ICMA, IAFC, IAFF and any other credible instruction resources Compare to benchmark cities Objective 7-C: Develop Options Timelines 2 months Critical Tasks: Develop a minimum of three options Include a cost analysis of each option Explore funding mechanisms Prepare Document Objective 7-D: Present and Follow Up Timelines 1 month Critical Tasks: Present to Fire Chief and/or HR Director Follow through with any requests by Chief/HR 32 University Park Fire Department - Strategic Plan Goal 8 – Develop a personnel recognition program that highlights value and accomplishment Objective 8-A: Determine Baseline Timelines 1 month Critical Tasks: Review current policies (city and department) Review history of such practice throughout city Objective 8-B: Develop program parameters Timelines 2 months Critical Tasks: Conduct review of other programs Determine goal of program Develop who or what falls within the program and who or what does not Objective 8-C: Write program and policy Timelines 2 months Critical Tasks: Write the program and develop any associated policies or SOPs Objective 8-D: Implement program Timelines 2 months Critical Tasks: Present program to Chief for approval Train employees Implement 33 University Park Fire Department - Strategic Plan Goal 9 – Develop a comprehensive training program/plan that includes career development. Objective 9-A: Develop training and education requirements Timelines 3 months Critical Tasks: Develop a process to identify training needs Develop minimum training standards by position. Develop a Command and Staff program to prepare firefighters for promotional opportunities. Determine budget impact Update SOPs and policy/procedures as necessary. Objective 9-B: Improve the performance of the training program Timelines 6 months Critical Tasks: Develop a process to ensure that personnel are appropriately trained. Develop short and long range training schedules Develop performance based measurements. Create a requirement for individual and company performance based measurements. Create a requirement for individual and company performance based measurements. Update SOPs as necessary Objective 9-C: Improve fire department training and education resources. Timelines 2 months Critical Tasks: Inventory training facility and equipment resources. Inventory instructional personnel. Ensure that instructional materials are current and accessible. Determine budget impact Update SOPs to reflect Instruction and use of equipment. 34 University Park Fire Department - Strategic Plan Objective 9-D: Provide for a process to select training materials Timelines 1 month Critical Tasks: Develop a process for the selection of resource materials. Develop a process to evaluate training materials. Update SOPs as necessary 35 University Park Fire Department - Strategic Plan COMMUNITY FIRE AND EMERGENCY SERVICES PERFORMANCE OBJECTIVES AND TARGETS The ability to define “great service’ requires a set of tools that can be used to measure the performance of an organization. These tools allow an organization to evaluate its performance over time through observation of changes in key performance indicators. They also allow an organization to compare itself with other similar organizations to identify opportunities for improvement. The University Park Fire Department discussed concepts and styles of performance measurement and selected the following sample Performance Objectives as the type that may be employed by the organization in the future. It was understood that additional effort in developing performance measures and the methodology for tracking data necessary to conduct the measures would be necessary in the future. 1. On all moderate risk, a full effective response team will arrive 8 minutes or less, 90% of the time and perform all critical tasks within five minutes of arrival. 2. On all working structure fires, the UPFD will contain the fire to the room of origin 80% of the time. 3. Every EMS call will be answered with a minimum of 1 MICU staffed with two Paramedics, 100% of the time. 4. All businesses will receive pre-fire planning at a minimum of once each year. 36