2015-2017
Strategic Plan
Making a difference in the lives of others
January 8, 2015
MOUNTAIN VIEW FIRE PROTECTION DISTRICT
STRATEGIC PLAN 2015 - 2017
TABLE OF CONTENTS
MESSAGE FROM THE FIRE CHIEF ….…………………………………………………… 3
MISSION STATEMENT …………………………………………………………………… 3
VISION STATEMENT …………………………………………………………………….. 4
CORE VALUES …………………………………………………………………… 4
BACKGROUND …..……………………………………………………………………….. 4
ASSUMPTIONS FOR PLANNING …………..……………………………………………. 5
ADMINISTRATION GOALS ……………………………………………………………….. 6
HUMAN RESOURCES GOALS………………………………………………………………. 7
INFORMATION TECHNOLOGY AND MANAGEMENT GOALS ……………………………. 8
EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS ………………….…….. 9
FIRE PREVENTION GOALS …..………………………………………………………….. 9
COMMUNITY OUTREACH GOALS …..…………………………………………………… 10
FIRE SUPPRESSION GOALS …………………………………………………………… 11
TRAINING GOALS ………………………………………………............................. ………12
EQUIPMENT MAINTENANCE AND REPLACEMENT GOALS ……………………………… 12
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FACILITIES GOALS ………………………………………....................................……… 13
PUBLIC RELATIONS AND COMMUNICATIONS GOALS ……………………………………..14
CONTINUOUS IMPROVEMENT THROUGH QUALITY MANAGEMENT GOALS……………. 15
HEALTH & WELLNESS GOALS…………………………………………………………….15
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Message from the Chief
As a public entity, we must value the tremendous responsibility entrusted to us by our
constituents. It is my belief that the taxpayers have an expectation that we conduct our business
affairs prudently while having the flexibility to make the necessary operational and fiscal
changes that lead to efficient and effective service. In order to accomplish this, planning must be
the catalyst to our organization’s success. One cannot underestimate the value of planning as it
pertains to the organization’s ability to provide an effective and efficient service at a reasonable
cost. It is important to understand that planning is a tool to help achieve goals and objectives and
set in motion strategies to accomplish desired outcomes. As significant as planning is, successful
organizations must have the ability to act on changes that occur outside an approved plan. Any
organization that is successful can react to changing times and turn an organization’s direction
relatively quickly. This doesn’t mean the organization abandons sound business principles and
practices, or its need for a plan. It simply puts in motion another strategy that the organization
can use to ensure its successes. Over the last few years, a strong plan has assisted the leadership
with setting the organization’s course to establish desired outcomes. In turn, planning in
conjunction with the implementation of sound business principles and practices, the ability to act
to changing social and economic changes has allowed the governing Board to make informed
decisions. The staff and firefighters of the organization have been instrumental in the design and
implementation of many aspects of former and present plans. In most cases, personnel at every
level of the organization have taken leadership roles in an effort to design and implement plan
components. Without their desire to have an organization that is attentive to outstanding service
principles, the organization would not be where it is today. As the organization moves forward,
planning must remain a top priority to affect positive service outcomes and ensure the
organization’s long-term standing.
Mission To lead our communities in risk-reduction efforts, while maintaining an effective and
efficient safety net of emergency services.
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Vision Mountain View Fire is committed to providing our citizens and visitors with the highest
quality of service through:
· Continuous improvement
· Community involvement
· Creative innovation
· Regional cooperation
Core Values
We believe the highest form of human interaction takes place when we treat others the way we ourselves wish to be treated. Further, we take the lead to do the right the thing for the right reasons at all times. In so doing we are not ashamed to be guided by our conscious and timeless principles. We choose to do the right thing even if others around us fail or decline to do so.
STRENGTHS, WEAKNESSES, THREATS, AND OPPORTUNITIES
This plan addresses the following key strengths, weaknesses, threats and opportunities which apply to operating now and in the foreseeable future:
Strengths Committed to community partnerships Presence of a Strategic Plan & Work Plan Membership’s ability to adapt to challenges
Personnel are committed and dedicated to job performance Respected in community Goal oriented Financially sound, fiscally responsible Training Chief Strong community outreach Excellent employee benefit package Community visibility Accreditation Process ISO Rating Branding/Marketing High Customer Satisfaction Personnel – provide exemplary customer service Strong Focused Management Team Leader In Community, Business, & Emergency Services Receptive & Responsive to Community needs Embrace Innovation & committed to continuous improvement Strong Maintenance Division Division of Tasks with Assistant Chief
Weaknesses Unknown customer satisfaction Over dependence on outside agencies (technical rescue, etc.) Succession planning Down turn in economy Complexity of programs & inefficient work processes Data management/record management system Need for additional facilities Aging apparatus Lack of evaluation for programs, services & customer feedback Organizational workflow/distribution Over dependence on key staff Fluctuating economic factors Complexity of programs – change inefficient work process Succession Planning Inconsistent application of policies Lack of policies Effective Internal/External Communications (Delivery)
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Threats Annexations of Land Fire District into other districts/cities/towns Other departments competing for human and material resources (i.e. personnel/financial) Legislative/political/ballot issues Financial Uncertainties Increased costs of doing business Political Issues Obsolescence of equipment
Opportunities Annexations of land/properties into MVFPD Collaboration with other agencies Ability to obtain alternative funding Ability to redefine existing internal system Capitalize on strategic planning Processes Improve risk management at levels (FF safety, Health/Wellness) Personnel Development Expand into merging markets Branding/Marketing identity Foundation Improved product delivery Regionalization of Services Collaborative Efforts Consolidation/mergers with other Fire Districts
ASSUMPTIONS FOR PLANNING
Mountain View is an agricultural and suburban area located in Weld and Boulder counties
consisting of 184 square miles and a population of approximately 50,000 people. Mountain View
will continue to grow in terms of new construction and population. Demands on the Fire District
will continue to grow in all areas. This will have an impact on administration, personnel,
facilities, training, maintenance, equipment and supplies. Future fire station locations and the
need for additional fire personnel, apparatus and funding assume continued District emphasis on
improving service. Establishing and maintaining the Department's positive relationship with
communities, its citizens and other public and private sector agencies will be essential to
providing quality service. Agreements with other agencies and positive external/internal
relationships within our own and other fire and rescue agencies, as well as the communities we
serve and private sector businesses must be developed, managed and cultivated. The addition of
new technology, and the management of the associated impacts, must be evaluated and
monitored as it is critical to the business operations of the District. Mandates, diversity of
services and response times must be identified, evaluated and managed to enhance organizational
effectiveness. Alternate funding revenues must be identified and cultivated to meet
organizational goals and objectives.
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ADMINISTRATION
GOAL STATEMENT
The goal of the Administration Division of Mountain View Fire Rescue is to ensure all aspects of
operating and managing the organization are completed using sound business principles and
practices.
ADM 15-1
Put in place a process to review the Intergovernmental Agreements on an annual basis. Responsible Party—Fire Chief & Assistant Chiefs
ADM 15-2
Continue to develop and implement a formal occupational safety program. Responsible Party-Chief Long
ADM 15-3
Develop and implement an all-hazards emergency operations plan specific to MVFR operations
during a natural or man-made disaster.
.Responsible Party—Chief Long
ADM 15-4
Fund and construct communications tower in Niwot for FRCC. Responsible Party—Chief Beebe
ADM 15-5
Monitor and maintain current ISO rating. Responsible Party—Chief Long
ADM 15-6
Promote regionalization efforts, including consolidation of services with surrounding agencies. Responsible Party—Fire Chief & Assistant Chiefs
ADM 15-7
Assist Towns/Cities with obtaining and promoting Economic Development. Responsible Party—Fire Chief & Assistant Chiefs
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ADM 15-8
Assist Towns/Cities with securing comprehensive growth boundaries. Responsible Party—Fire Chief & Assistant Chiefs
ADM 15-9
Develop and address long term impacts of exclusions on existing and future services. Responsible Party—Fire Chief & Assistant Chiefs
ADM 15-10
The process of exclusions from one entity to another only erodes service in the entity that area is
being taken from and thereby creates an environment where new tax dollars have to be expended
to rebuild infrastructure and obtain human and physical resources that were already in place prior
to the exclusion. MVFR needs to examine the possibility of sponsoring a change in Colorado
Revised Statute to promote regionalization efforts before exclusion. Responsible Party—Fire Chief & Assistant Chiefs
HUMAN RESOURCES
Goal Statement
The Fire District will staff at a level that will maintain a work force capable of providing quality
services to meet the needs that may be anticipated in the Fire District.
HR 15-1 Develop and implement HR policies and procedures manual.
Responsible Party- Kyra Matkovich
HR 15-2 Conduct audit of HR department
Responsible Party- Kyra Matkovich
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HR 16-1 Revise & implement recognition program.
Responsible Party- Kyra Matkovich
INFORMATION TECHNOLOGY AND MANAGEMENT
Goal Statement
The Fire District will enhance informational technology needs that best serve the business
operations of the District.
ITM 15-1
Complete upgrades to EPCR 6.0/NEMSIS 3 by June, 2015.
Responsible Party- Bill Humphries
ITM 15-2 Configure, train, and deploy the FRMS Mobile configuration.
Responsible Party- Bill Humphries
ITM 16-1
Work with vendors to line out a scope of work for evaluation of our current IT environment and
re-write of the IT master plan.
Responsible Party- Bill Humphries
ITM 16-2
Evaluate Human Resource software to determine what will be most effective and reasonable for
the district. MVFR plans to utilize this system for employee tracking and appraisals if feesible.
Responsible Party- Bill Humphries/Kyra Matkovich
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ITM 16-3
Conduct an internal IT assessment; review existing services to identify programs or systems that
we should look at migrating to or away from for the purpose of maintaining a current and
functional IT environment for MVFPD.
Responsible Party- Bill Humphries
EMERGENCY MEDICAL AND HEALTH CARE SERVICES
GOAL STATEMENT
The Fire District will save lives, reduce suffering and speed recovery from injury and illness
throughout the communities we serve by providing emergency medical services and programs
that best serve the communities.
EMHS15-1
Develop a plan to address the impacts of the Affordable Care Act on delivery of EMS Responsible Party- Chief Long
FIRE PREVENTION
GOAL STATEMENT
The Fire District will prevent loss of life, injury, and property damage through effective code
enforcement, plans review and inspections.
FPE 15-1
Evaluate fire prevention and investigation program.
Responsible Party- Chief Beebe
FPE 15-2
Transfer all prevention information into a new records management system supplied by ZOLL Responsible Party- Chief Beebe
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FPE 15-3
Evaluate fire prevention fee schedule.
Responsible Party- Chief Beebe
COMMUNITY OUTREACH
GOAL STATEMENT
The goal of the Community Outreach Division is to be actively involved within our communities
and to assist in the recognition of Mountain View Fire Rescue to the community by using events
to be a platform for safety messages and campaigns that prevent loss of life, property and injury.
CO 15-1
Continue to define and develop the thirteen current programs while using call statistics and
demographics to create new programs if necessary. Responsible Party- Amy Tallent
CO 15-2
5C.4 CC Plan
Mountain View Fire Rescue is working with, or partnering with, other agencies in order to
evaluate the cost effectiveness of programs and develop better ways to deliver/disseminate
information. (i.e. Child Car Seat Inspections, Older Adult Home Safety). Responsible Party- Amy Tallent
CO 15-3
5C.6 Plan
All public education record management functions will be moved to the Zoll RMS. Reports
detailing public education effectiveness and performance will be created in the new software.
Complete transfer to the Zoll RMS.
Responsible Party- Amy Tallent
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FIRE SUPPRESSION
GOAL STATEMENT
The goal of the Fire Suppression Division is to deliver staffing and equipment to effectively and
efficiently mitigate others’ emergencies.
FS 15-1
Continuation of the transfer of all apparatus inspection and maintenance/repair records to
paperless system.
Responsible Party- Chief Rademacher FS 15-2
Total response time to all areas of the District will meet the criteria outlined in the District’s
Standard of Cover (2013 edition). Turn-out time will be under 90 seconds at the 90th fractal for
all emergent responses for all District stations.
Responsible Party- Chief Rademacher FS 17-1
Begin the next Accreditation Process for approval in 2018.
Responsible Party- Chief Rademacher
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TRAINING
GOAL STATEMENT
The Goal of the Training Division is to create an effective and efficient all hazards response
force capable of applying techniques and skills needed to mitigate others emergencies.
T 15-1 Provide in-house training to certify all officers as Incident Safety Officers.
Responsible Party- Chief Nay
T 15-2 Develop a basic first responder Spanish language program.
Responsible Party- Chief Nay
T 15-3 Establish an internal Fire Instructor evaluation process.
Responsible Party- Chief Nay
T 15-4 Provide in-house Blue Card CEs for certification renewal.
Responsible Party- Chief Nay
EQUIPMENT MAINTENANCE AND REPLACEMENT
GOAL STATEMENT
The Fire District will provide safe and effective fire apparatus and equipment through a
comprehensive preventative maintenance, repair, and replacement program.
EMR 15-1
Continue to create an AOG defining maintenance schedules and reporting mechanisms. Responsible Party- Chief Rademacher
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EMR 15-2
Determine the needed levels of spare equipment and develop a program to inventory and store this equipment.
Responsible Party- Chief Rademacher
EMR 16-1
Implement succession plan for fleet maintenance personnel. Responsible Party- Chief Rademacher
FACILITIES
GOAL STATEMENT
The Fire District will provide adequate facilities, through a comprehensive preventative
maintenance, repair, and replacement program.
F15-1 Secure station sites from the location plan.
Responsible Party- Chief Lawley, Chief Beebe, Chief Rademacher
F15-2 Implement facilities maintenance plan.
Responsible Party- Chief Beebe
F15-3 Update future station location plan.
Responsible Party- Chief Lawley, Chief Beebe, Chief Rademacher
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PUBLIC RELATIONS AND COMMUNICATION
GOAL STATEMENT
The Fire District will create, develop and nurture relationships within and outside the District,
including interaction with citizens, businesses, and other governmental agencies to promote the
health and welfare of the District and its residents.
PRC 15-1
Continue to develop and implement communication plan. Responsible Party- Amy Tallent
PRC 15-2
Continue to create and develop community service projects within the District by adding 1 more
service project for the year.
Responsible Party- Amy Tallent
PRC 15-3
Create and evaluate customer satisfaction.
Responsible Party- Amy Tallent
PRC 15-4
Develop a citizen award program.
Responsible Party- Amy Tallent
PRC 15-5
Create and develop meetings with community members to ensure we are meeting the needs of
the District and addressing any concerns.
Responsible Party- Amy Tallent
PRC 15-6
Update Marketing Plan to include a detailed outline and associated cost to brand and market the organization.
Responsible Party- Amy Tallent
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PRC 15-7
Update content and design of department website.
Responsible Party- Amy Tallent
CONTINUOUS IMPROVEMENT THROUGH QUALITY MANAGEMENT
The Fire District will operate from an established philosophy and framework that allows for, and
encourages, continuous improvement.
CIQM 15-1
Continue to cultivate and obtain funding sources that support the 13 major public education programs.
Responsible Party- TBD
HEALTH & WELLNESS
HWP 15-1
Implement physical agility test (PAT), METS, and Red Card Protocols
Responsible Party- Chief Long, Beth Dussinger
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ACTION PLANS
2015-2017 ADMINISTRATION
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: ADMINISTRATION
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Put into place a process to review the IGA’s on annual basis. Fire Chief & Assistant Chiefs
ADM 15-1/
2015 Continue to develop and implement a formal occupational safety program.
Chief Long ADM 15-2/
2015 Develop and implement an all-hazards emergency operations plan specific to MVFR operations during a natural or man-made disaster.
Chief Long ADM 15-3/
2015 Communications Tower in Niwot for FRCC Chief Beebe ADM 15-4/
2015 Monitor & maintain current ISO rating Chief Beebe ADM 15-5/
2015 Promote regionalization efforts, including consolidation of services with surrounding agencies
Fire Chief & Assistant Chiefs
ADM 15-6/
2015 Assist Towns/Cities with obtaining and promoting Economic Development
Fire Chief & Assistant Chiefs
ADM 15-7/
2015 Assist Towns/Cities with securing comprehensive growth boundaries Fire Chief & Assistant Chiefs
ADM 15-8/
2015 Develop and address long term impacts of exclusions on existing and future services
Fire Chief & Assistant Chiefs
ADM 15-9/
2015 Examine the possibility of sponsoring a change in Colorado Revised Statue to promote regionalization efforts before exclusion
Fire Chief & Assistant Chiefs
ADM 15-10/
HUMAN RESOURCES
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: HUMAN RESOURCES
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Develop and implement HR policies and procedures manual Kyra Matkovich HR 15-1/
2015 Conduct audit of HR Department Kyra Matkovich HR 15-2/
2016 Revise & Implement recognition program Kyra Matkovich HR 16-1/
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INFORMATION TECHNOLOGY AND MANAGEMENT MOUNTAIN VIEW FIRE PROTECTION DISTRICT
LONG-RANGE PLANNING: INFORMATION TECHNOLOGY AND MANAGEMENT
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 EPCR 6.0/NEMSIS 3 Upgrades Bill Humphries ITM 15-1/
2015 FRMS Mobile configuration, training and deployment. Bill Humphries ITM 15-2/
2016 Work with vendors to line out a scope of work for evaluation of our current IT environment and re-write of the IT master plan Bill Humphries ITM 16-1/
2016 Evaluate Human Resources software to determine what will be most effective and reasonable for the district. MVFR plans to utilize this system for employee tracking and appraisals if feasible.
Kyra Matkovich/Bill
Humphries ITM 16-2/
2016
Conduct an internal IT assessment; Review existing services [software, environment, etc.] to identify programs or systems that we should look at migrating to or away from for the purpose of maintaining a current and functional IT environment for MVFPD
Bill Humphries ITM 16-3/
EMERGENCY MEDICAL AND HEALTH CARE SERVICES
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: EMERGENCY MEDICAL AND HEALTH CARE SERVICES
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Develop a plan to address the impacts of the Affordable Care Act on
delivery of EMS Chief Long EMHS 15-1/
FIRE PREVENTION
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: FIRE PREVENTION
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Evaluate fire prevention and investigation program Chief Beebe FPE 15-1/
2015 Transfer all prevention information into a new records management system supplied by ZOLL Chief Beebe FPE 15-2/
2015 Evaluate fire prevention fee schedule Chief Beebe FPE 15-3/
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COMMUNITY OUTREACH MOUNTAIN VIEW FIRE PROTECTION DISTRICT
LONG-RANGE PLANNING: COMMUNITY OUTREACH
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Continue to define and develop the thirteen current programs while using call statistics and demographics to create new programs if necessary
Amy Tallent CO 15-1/
2015 Partner with other agencies to evaluate the cost effectiveness of programs and develop better ways to deliver/disseminate information.
Amy Tallent CO 15-2/
2015 Transfer all public education record management functions to Zoll RMS Amy Tallent CO 15-3/
FIRE SUPPRESSION
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: FIRE SUPPRESSION
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Continuation of the transfer of all apparatus inspection and maintenance/repair records to paperless system Chief Rademacher FS 15-1/
2015 Evaluate total response time to all areas of determine if it district to meets criteria outlined in SOC (2013 edition) Chief Rademacher FS 15-3/
2017 Begin the next Accreditation Process for approval in 2018 Chief Rademacher FS 17-1
TRAINING
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: TRAINING
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Provide in-house training to certify all officers as Incident Safety Officers. Chief Nay T 15-1/
2015 Develop a first responder basic Spanish program. Chief Nay T 15-2/
2015 Establish an internal Fire Instructor evaluation process Chief Nay T 15-3/
2015 Provide in-house Blue Card CEs for certification renewal Chief Nay T 15-4/
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EQUIPMENT MAINTENANCE AND REPLACEMENT MOUNTAIN VIEW FIRE PROTECTION DISTRICT
LONG-RANGE PLANNING: EQUIPMENT MAINTENANCE AND REPLACEMENT
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Continue to create an AOG defining maintenance schedules and
reporting mechanisms. Chief Rademacher EMR 15-1/
2015 Determine the needed levels of spare equipment and develop a
program to inventory and store this equipment Chief Rademacher EMR 15-2/
2016 Implement succession plan for fleet maintenance personnel Chief Rademacher EMR 16-1/
FACILITIES
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: FACILITIES
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Secure station sites from the location plan Chief Lawley, Chief
Beebe, Chief Rademacher
F 15-1/
2015 Implement facilities maintenance plan. Chief Beebe F 15-2/
2015 Update future station location plan Chief Lawley, Chief
Beebe, Chief Rademacher
F 15-3/
PUBLIC RELATIONS AND COMMUNICATION MOUNTAIN VIEW FIRE PROTECTION DISTRICT
LONG RANGE PLANNING: PUBLIC RELATIONS AND COMMUNICATION
YEAR PROJECT / GOAL RESPONSIBLE PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Continue to develop and implement communication plan. Amy Tallent PRC 15-1/
2015 Continue to create and develop community service projects within
the District by adding 1 more service project for the year Amy Tallent PRC 15-2/
2015 Create and evaluate customer satisfaction Amy Tallent PRC 15-3/
2015 Develop a citizen award program Amy Tallent PRC 15-4/
2015 Create and develop meetings with community members to ensure
needs are being met Amy Tallent PRC 15-5/
2015 Update Marketing Plan to include a detailed outline and associated
cost to brand and market the organization Amy Tallent PRC 15-6/
2015 Update content and design of department website Amy Tallent PRC 15-7/
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CONTINUOUS IMPROVEMENT THROUGH QUALITY MANAGEMENT
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: CONTINUOUS IMPROVEMENT THROUGH QUALITY MANAGEMENT
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Continue to cultivate and obtain funding sources that support the 13 major public education programs CIQM 15-1/
HEALTH & WELLNESS
MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: HEALTH & WELLNESS PROGRAM
YEAR PROJECT / GOAL RESPONSIBLE
PARTY CATEGORY NUMBER/ PAGE NUMBER
2015 Implement physical agility test (PAT), METS, and Red Card Protocols
Beth Dussinger/Chief
Long HWP 15-1/