Boise Fire Department Strategic Plan 2013

8/13/2019 Boise Fire Department Strategic Plan 2013

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Strategic PlanJanuary 2 13


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Strategic Plan Boise Fire Department

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Introduction

Executive Summary

The Boise Fire Department exists to protect lives, property and the environment. As the

nations premier fire department, we set the standard of excellence for superior

prevention and response. Innovative leadership is our contribution to making Boise the

most livable city in the country. Our mission is to empower our team members with a

positive, engaging and professionally challenging environment, and provide them with

the standards, infrastructure and training needed for superior service to our community.

5 Central Goals

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

1. Meet the service needs of our community by prioritizing training and mosteffectively deploying our resources.

2. Provide quality, sustainable and cost efficient infrastructure for the dynamicneeds of the community and department.

3. Recruit, develop and retain the highest quality team members to achieve ourstandards of excellence by creating an environment that fosters growth and

development and aligns with departmental values.

4. Working with our internal and external partners, we will provide thetechnological infrastructure to enhance the departments ability to efficientlycollect data, effectively deliver training, and support the Departments mission.

5. Develop, refine and optimize the financial and administrative support systemsand practices to provide maximum effectiveness and efficiency for the

Department.

The Departments strategic plan identifies the specific steps we will take as a

department over the next three years to achieve the expectations outlined in our five

central goals.


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Planning Process Overview

To facilitate the strategic planning process for the Boise Fire Department, the

Leadership Team used Dimensional Strategy. The framework was used to guide the

team in the articulation of its direction. This visioning work was followed by the

development and

formation of five

department

goals, and the

alignment of the

objectives for

each of those

goals.

Included in the

strategic planningprocess was a

vibrant

conversation

about the unified

commitment of

the leadership

team to the

success of the

Department and

their

commitment to one anothers success.


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Organizational Description

The Boise Fire Department is an all hazards department capable of responding to any

type of fire, EMS, rescue, or hazardous materials call. The Department maintains a

modern fleet of well-equipped apparatus, distributed throughout the service area,

staffed with highly trained and motivated employees.

A variety of resources is used to deliver a full range of services including:

Fire suppression Emergency medical services Hazardous materials emergency response Technical rescue (high-angle, confined space, trench, extrication, water rescue) Aircraft firefighting and rescue Fire Inspections Plan Review Fire Investigation Public assistance and educationLeadership TeamThe Leadership Team set the direction of the Boise Fire Department by determining its

values, purpose, vision and mission.

Member Title Organizational Role

Dennis Doan Chief Fire Chief

Perry Oldenburg Deputy Chief Operations

Tracy Raynor Deputy Chief Training

Romeo Gervais Deputy Chief Fire Marshal

Randy Howell Division Chief EMS

Brad Bolen Division Chief Operations

Martin Knoelk Division Chief Logistics

Paul Roberts Division Chief Special Operations

Greg Womack President Fire Fighters Union

Anne Wescott Manager Finance & Administration

Kim Brown Manager Finance

Christi Wilcox Assistant Administration


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DirectionVision

We are the nations premier fire department. Our innovative leadership sets the

standard of excellence for superior prevention and response and is our contribution to

making Boise the most livable city in the country.

Purpose

To protect lives, property and the environment.

Values

Our core values are Trust

Firm reliance on the integrity, ability, or character of another person.

SelflessnessActing with less concern for yourself than for others. Putting the needs of others

above your own.

We continually strive to achieve these values

CompassionDeep awareness of the suffering of another coupled with the wish to relieve it

AttitudeA positive manner of carrying oneself

Responsibility/AccountabilityA form of trustworthiness; the trait of being answerable to someone for

something or being responsible for one's conduct

ExcellenceA state of possessing good qualities in an eminent degree; exalted merit;

superiority in virtue

EmpowermentKnowledge of, and faith in, ones own ability

HumilityFreedom from pride and arrogance

Mission

Our mission is to empower our team members with a positive, engaging and

professionally challenging environment, and provide them with the standards,

infrastructure and training needed for superior service to our community.


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Execution

Goal:Meet the service needs of our community by prioritizing,

training and most effectively deploying our resources.

Objectives

Actions

Responsible

PartyTiming

Develop and implement a strategic plan that integrates

the major operating aspects of the Department into a

cohesive force to accomplish our mission and achieve

our vision.

Doan 2013

1. Develop a strategic plan.2. Clearly identify and articulate service levelexpectations.3. Lead and deploy the strategic plan.

Negotiate and execute a joint powers agreement for

emergency medical service delivery with Ada County.

Doan 2013

1. Meet with County Commissioners to gain theirsupport.

2. Continue to meet with Chiefs to develop a jointpowers agreement.

3. Meet with all stakeholders.Adopt an EMS Plan that sets clear expectations for the

deployment and performance of the EMS Program, andidentifies clear outcomes for the performance of the

program.

Howell 2013

1. Develop an ongoing process for review ofperformance data to determine effectiveness of

current ALS Engine locations based on;

a. ALS Response Timesb. Identified Cardiac Related Incident Hot

Zones

c. Identified Respiratory Related IncidentHot Zones

2. Develop a formalized a quality managementprocess that includes retrospective, concurrent

and prospective reviews.

3. Provide EMS education at the basic andadvanced levels based on state re-licensure

requirements and information gained through

quality management processes.


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4. Work collaboratively with EMS system partnersto progress toward a system approach.

5. Evaluate the role of the Medical Director andestablish annual goals.

6. Perform a gap analysis to determine the needs ofemergency response units to ensure that theproper equipment and supplies are available to

perform the job.

7. Schedule and conduct quarterly meetings withALS members to communicate changes, gather

feedback and heighten awareness of the ALS

program.

8. As a member ACFCA, participate on the DispatchSteering Committee to refine medical priority

dispatching processes.

9.

Evaluate the need for an ALS Field Officerposition.

10.Determine ways to strengthen the communityresponse element in the AHA Chain of Survival

through the provision of regularly scheduled

CPR/AED courses for the community.

11.Develop a plan to integrate data collectionbetween BFD and ACP on medical calls to

improve efficiencies and reduce duplication of

efforts.

12.Develop policies and procedures related to EMSoperations in the areas of documentationstandards, training, evaluations and other areas

needing addressed.

13.Be an active participant in the ongoing reviewand updating of the system Standard Written

Orders /Protocols.

Adopt a Fire Prevention Plan that sets clear expectations

for the deployment and performance of the fire

inspection program, and identifies clear outcomes for

the performance of the fire prevention program.

Gervais 2013

1. Determine total numbers of each type ofoccupancy.a. Update current list

i. Existing occupancies in Firehouseii. Existing occupancies not in Firehouse

b. How do we keep list updated?2. Determine and review capacity/needs to do

inspections.


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3. Determine and review capacity/needs to doinvestigations.

4. Determine and review capacity/needs to dopublic education.

5. Determine and review capacity/needs to do planreviews.

6. Determine and review capacity/needs of otherprojects.

7. Develop inspection priority.8. Develop public education priorities.9. Develop other activities priority.10.Complete plan write up.

Increase use of data and technology to enhance

employee situational awareness and effectiveness.

Bolen 2013

1. Identify problem areas or deficiencies with theuse of technology (RMS, GIS, Software, dailycommunications, etc.)

2. Identify gaps (training, infrastructure, funding)3. Solutions4. Implementation/Training5. Evaluate results

Prepare for and achieve a sustainable labor agreement

with the Union, including the management of the

deployment of fixed and mobile assets.

Wescott 2013

1. Complete analysis assignments for labornegotiations team review by 12/31.

2. Facilitate City team in labor negotiationspreparations.

Ensure preparedness for large-scale emergencies by

facilitating quarterly Emergency Management Team

briefings, conducting annual drills with elected officials,

formalizing the escalation process, and developing an

emergency operations plan.

Oldenburg 2013-

2014

1. Facilitate and participate in Boise City EmergencyManagement Preparedness Committee.

a. Define training, planning and equipmentpriorities.

b. Implement within Fire Department.2. Assist with creation of City Emergency

Operations Plan.

a. Review Request for Proposal and scope ofwork.

b. Ensure compliance with FEMA


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Comprehensive Preparedness Guide (CPG)

101 Version 2.0.

c. Coordinate with ACCEM and otherdepartments during City EOP creation.

3. Ensure elected officials understand role in large-scale emergencies.a. Define current knowledge base.b. Identify gaps/needs.c. Define and deliver training curriculum and

exercises.

Develop a plan for achieving accreditation. Wescott 2013

1. Research accreditation requirements.2. Coordinate and facilitate accreditation work

group.

3. Develop calendar for accomplishingrequirements for accreditation evaluation.

Ensure our current service model is adequately meeting

our internal and external customer needs.

Doan 2013

1. Meet with internal service providers to clarifyservice expectations.

2. Develop user surveys to measure satisfactionwith internal services.

3. Develop and implement an external customersatisfactions survey.


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Goal:Provide quality, sustainable and cost efficient infrastructure for

the dynamic needs of the community and Department.

Objectives

Actions

Responsible

Party Timing

Facilitate the siting, funding and approval for construction

of the relocated Burn Tower.

Knoelk 2013

1. Work with the Chief and Deputy Chief of Training todetermine minimum property requirements.

2. Determine suitable locations.3. Choose the best possible location with buy-in from

the Chief and Deputy Chief of Training.

4. Meet with property owner to determine thefeasibility of property acquisition.

5. Work with Public Works to determine budgetrequirements for purchasing, permitting, ground

preparation and construction.

6. Develop preliminary needs and design to definecost estimates.

7. Develop and submit CIP plan for funding approval.8. Look for possible grants to assist in project funding.

Adopt an 8-Year Capital, Major Equipment and Major R&M

Plan that addresses the deferred maintenance needs of the

Departments facilities and equipment.

Wescott 2013

1. Continue to support the Departments plan in theongoing Council review process.2. Work with Chief Knoelk and Engineering to provide

an analysis of remodels vs. reconstruction of

Stations #4, 5, and 8 to Council by 1/31.

3. Evaluate Council Member Cleggs proposal for theuse of smaller engines, as well as the fiscal impact

and facility needs this proposal would have.

4. Support Command Staff in development of capitalplan for Burn Tower, including land

acquisition/rezoning.

5. Support development of a proposal for long-termsolution for co-located fire storage, fleet facility

(with Police and Public Works).

Update the Fire Departments impact fee program based

on the adopted Capital plans.

Wescott 2013

Once the CIP has been adopted, work with DFA to

update fee structure.


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Negotiate an agreement with Public Works and United

Water to divest the Citys ownership of the fire hydrants in

order to reduce annual R&M expenditures and avoid the

replacement bubble anticipated in 2020.

Knoelk 2013

1. Collaborate with Public Works, United Water andthe hydrant repair coordinator to develop aconceptual plan for the transfer of City hydrant

assets to United Water.

2. Support the transfer of ownership of City hydrantsto United Water.

3. Support United Water with the Public UtilitiesCommission (PUC will need to determine if they will

allow United Water to take responsibility for the

hydrants).

4. Negotiate the contractual agreement between theCity and United Water.Improve, execute and manage service level agreements

with Fleet, Human Resources, IT and Government Buildings

to most effectively provide fleet services, hiring and

recruiting services, technological solutions and facilities

maintenance services to the Department.

Wescott 2013

1. Complete Government Buildings SLA.2. Complete Fleet SLA3. Update IT SLA.4. Support IT Technical Team in accomplishing

technological goals for FY13.

5. Coordinate presentation of Department purpose,practices and goals to all service providers to

improve their understanding of what we do and

why.

Integrate sustainability component into all areas of the

business including replacing grass at fire stations with low

water landscaping; evaluating fleet options that use less

fuel and produce less emissions; and utilizing LEED

practices (including concrete floors and window retrofits)

in all new buildings and building remodels.

Knoelk 2013

1. Include LEED practices in all designs for capitalremodels/ reconstructions.2. Initiate a plan to replace landscaping of outlying

stations with Fire Wise landscaping parks for water

conservation and public education.

3. Evaluate the needs, usage and size of fire fleet toensure cost and environmental effectiveness.


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Goal:Recruit, develop and retain the highest quality team members to

achieve our standards of excellence by creating an environment

that fosters growth and development and aligns with

departmental values.

Objectives

Actions

Responsible

PartyTiming

Improve the effectiveness and accountability of the

Department by holding Battalion Chiefs and Captains

accountable for fostering cultural change throughout the

Department, establishing clear expectations for

performance, and holding all personnel accountable for

achieving objectives and desired performance targets.

Bolen 2013

1. Build trust through honest dialogue and byproviding clarity on expectations of the BattalionChief position.

2. Hold Battalion Chiefs and Captains accountable forperformance standards by clearly communicating

performance standards and by providing the

knowledge and equipment necessary to achieve

them.

3. Remove barriers that do not provide clarity and beaccountable at the Chief level.

4. Continue to build relationships with BattalionChiefs, Captains, Senior Firefighters and Firefighters

by being available and approachable to voice

concerns.

5. Strive to understand their workloads and workingenvironments.

6. Foster a cultural change by leading by example andby providing clarity and accountability.

Plan for future succession by mentoring identified

employees for future leadership; include developing and

providing resources for specialized training and education

plans; and integrate leadership criteria into all testing foradvancement.

Raynor 2013

1. Work with HR to develop a succession draft planand training.

2. Work on draft for Career Development in the FireDepartment (to be completed by June of 2013).


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Promote physical fitness, health and wellness of the

firefighters, managers and civilians of the Fire Department

through collaboration with HR, Risk Management, etc..

(Measurement: decrease in injuries, decrease in sick leave

use).

Raynor 2013

1. PFT to meet with all members bi-annually to discussfitness issues and to develop work out programs.

2. Continue to work with City Risk to monitor injuriesand watch for trends and/or out of the norm types.

3. Work with PFT, Fire Department Physician, FireDepartment Physical Therapist and City Risk to

develop and deliver wellness programs that will

reduce injuries.

Adopt a Training Plan that efficiently allocates department

resources to train department personnel to most effectively

provide fire protection and emergency medical services,meet regulatory training requirements and ensure the safety

of our personnel.

Raynor 2013

1. Finalize Training Plan.2. Develop procedure for training requirements.3. Develop procedure on training records.4. Policy for Training to monitor and audit training

records.


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Goal:Working with our internal and external partners, provide the

technological infrastructure to enhance the departments ability

to efficiently collect data, effectively deliver training, and

support the departments mission.

Objectives

Actions

Responsible

PartyTiming

Establish a collaborative relationship with the Information

Technology Department and other key partners where our

technology needs are clear, understood and supported.

Howell 2013

1. Prioritize current goals of the Fire IT Committee.2. Determine fiscal impact of projects and identify

funding sources to accomplish the goals.

3. Track status of the goals at the monthly Fire ITTechnology meeting.4. Meet with IT Managers on an ongoing basis to

better understand IT limitations on completion of

Fire Department technology goals.

Identify and implement a functional network that provides

the bandwidth that meets our training and communication

needs.

Howell 2013

Install dark fiber at each Fire Station to improve internet

and intranet speeds

1. Place on citywide 2014 CIP list for approval offunds.

2. Contract for internet service with Cable One to allFire Station dayroom computers until the

installation of dark fiber in FY 2014.

3. Work with IT Department to assist in setting up thesystem in each fire station.


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Goal:Develop, refine and optimize the financial and administrative

support systems and practices to provide maximum

effectiveness and efficiency for the department.

Objectives

Actions

Responsible

PartyTiming

Complete the consolidation of the Police and Fire Finance

and Administration Division to ensure operating

efficiencies, and provide meaningful financial analysis on

staffing costs (include overtime and constant staffing) prior

to labor negotiations and the FY14-15 budget build.

Wescott 2013

1. Cross train Finance staff (payroll, A/P, A/R andbudget) by 12/31/12.

2. Reallocate tasks as necessary to develop capacity,reduce duplication and leverage specialized skill

sets by 1/31/13.

3. Cross train Linda, Stan and Jen on both operationsby 6/30/13.

4. Train Linda and Jen on Excel by 12/31/12.5. Train Jen on purchasing and warehouse

management through FY13.

Reduce cost of up-grading, expanding and maintaining the

Opticom system based on multi-jurisdictional use and

ownership.

Knoelk 2014

1. Define the multi-jurisdictional users (Those thathave been financial supporters and owners of the

system vs. those that are users of the system).

2. Define an Opticom Governance Committee.3. Define the needs and desired improvements to the

system.

4. Negotiate a Use and Maintenance policy with thesystem owners.

5. Negotiate policy for current users that are notowners and future users to use the system.

Identify necessary and sustainable levels of service forSpecial Operations (training, personnel, and equipment

funding).

Roberts 2013

1. Determine service level expectations.a. Current capability with current fundingb. Alternate service levelsc. Expectations of Mayor and Council

2. Put dollars to service level


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Boise Fire Department Strategic Plan 2013

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