2015-2017 Strategic Plan - Home Page | Mountain View Fire ... · PDF fileSTRATEGIC PLAN 2015...

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

2

FACILITIES GOALS ………………………………………....................................……… 13

PUBLIC RELATIONS AND COMMUNICATIONS GOALS ……………………………………..14

CONTINUOUS IMPROVEMENT THROUGH QUALITY MANAGEMENT GOALS……………. 15

HEALTH & WELLNESS GOALS…………………………………………………………….15

3

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.

4

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)

5

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.

6

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

7

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


8

HR 16-1 Revise & implement recognition program.


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.


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.


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

9

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.


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

10

FPE 15-3

Evaluate fire prevention fee schedule.


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

11

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

12

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.


T 15-3 Establish an internal Fire Instructor evaluation process.


T 15-4 Provide in-house Blue Card CEs for certification renewal.


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

13

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.


F15-3 Update future station location plan.

Responsible Party- Chief Lawley, Chief Beebe, Chief Rademacher

14

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.


PRC 15-3

Create and evaluate customer satisfaction.


PRC 15-4

Develop a citizen award program.


PRC 15-5

Create and develop meetings with community members to ensure we are meeting the needs of

the District and addressing any concerns.


PRC 15-6

Update Marketing Plan to include a detailed outline and associated cost to brand and market the organization.


15

PRC 15-7

Update content and design of department website.


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

16

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


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


ADM 15-9/

2015 Examine the possibility of sponsoring a change in Colorado Revised Statue to promote regionalization efforts before exclusion


ADM 15-10/

HUMAN RESOURCES

MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: HUMAN RESOURCES



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/

17

INFORMATION TECHNOLOGY AND MANAGEMENT MOUNTAIN VIEW FIRE PROTECTION DISTRICT

LONG-RANGE PLANNING: INFORMATION TECHNOLOGY AND MANAGEMENT



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



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



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/

18

COMMUNITY OUTREACH MOUNTAIN VIEW FIRE PROTECTION DISTRICT

LONG-RANGE PLANNING: COMMUNITY OUTREACH



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



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



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/

19

EQUIPMENT MAINTENANCE AND REPLACEMENT MOUNTAIN VIEW FIRE PROTECTION DISTRICT

LONG-RANGE PLANNING: EQUIPMENT MAINTENANCE AND REPLACEMENT



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



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/

20

CONTINUOUS IMPROVEMENT THROUGH QUALITY MANAGEMENT

MOUNTAIN VIEW FIRE PROTECTION DISTRICT LONG-RANGE PLANNING: CONTINUOUS IMPROVEMENT THROUGH QUALITY MANAGEMENT



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



2015 Implement physical agility test (PAT), METS, and Red Card Protocols

Beth Dussinger/Chief

Long HWP 15-1/

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