Wilson County Emergency Management Agency · 2018. 10. 8. · WEMA staff members are required to...

Joey C. Cooper, Director/Chief WILSON COUNTY EMA | 110 OAK STREET, LEBANON, TN. 37087 SUBMITTED DECEMBER 01, 2014

Wilson County Emergency Management Agency STRATEGIC PLAN 2015-2019 (2020-2024)

WILSON COUNTY EMERGENCY MANAGEMENT AGENCY

STRATEGIC PLAN 2015-2019 (2020-2024) 1

TABLE OF CONTENTS

Emergency Management Committee……………………………………………………………….. 2

Purpose of the Plan………………………………………………………………………………………….. 3

County Mission and Profile………………………………………………………………………………. 4

Challenges………………………………………………………………………………………………………… 4

Agency History and Overview…………………………………………………………………………… 5

Goals and Tasks………………………………………………………………………………………………… 8

Motivating Employees……………………………………………………………………………………… 12

Addressing Internal Concerns…………………………………………………………………………… 13

Community Involvement………………………………………………………………………………….. 14

New Station Locations……………………………………………………………………………………… 14

Needs Assessment…………………………………………………………………………………………… 15

Summary…………………………………………………………………………………………………………. 22

Appendix A (Maps of Projected Growth Plans)……………………………………………………. 23

Appendix B (Map of Service and Zone Area)……………………………………………………….. 29

Appendix C (Organizational Chart, Committees-Boards, and Vehicle List)…………… 31

Appendix D (Detailed Reference on Call Volume)……………………………………………….. 38

Appendix E (Budget, Step Pay Plan, and Equipment Replacement Proposal)………. 41

Appendix F (Community Protection Classification)………………………………………………. 47


STRATEGIC PLAN 2015-2019 (2020-2024) 2

Wilson County, Tennessee

Kenny Reich, Chairman Commissioner

District 6

Sara Patton, Vice Chair Becky Siever Commissioner Commissioner District 9 District 1 William Glover Wendell Marlowe Commissioner Commissioner District 19 District 22 Joy Bishop Jim Emberton Commissioner Commissioner District 24 District 25

Randall Hutto County Mayor

Joey Cooper Director/Chief of WEMA


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Purpose of the Plan

The purpose of this document is to convey information regarding the present status of the Wilson

County Emergency Management Agency, hereafter referred to as the Agency, and to identify programs

necessary to improve the Agency over the next five years. The program will entail a total outlook over

the next ten years but focusing mainly over the next five years. The anticipated readership for the plan

includes: Stakeholders (elected and appointed local, state, and federal government representatives and

government department officials); municipal and county associations; local, regional and national fire

service associations; the business community; members of the Agency; and above all: our citizens.

Strategic, long range planning in any agency is critical, more especially in a dynamic, growing county

such as Wilson. Such planning is needed to manage large-scale incidents, as well as those which only

require the resources of a single response. The plan brings to light critical issues including incident

command; general management; firefighter recruitment and retainment; medical response; fire

response; special operations; safety; the ability to communicate with other departments; the

development and attainment of comprehensive mutual aid agreements; and needs assessment. Systems

and related requirements developed by the federal government (Incident Command System and the

National Incident Management System) encourage detailed planning and continual refinement of plans

based upon the ever changing conditions in Wilson County. History shows that future funding by the

federal government to communities that have not produced comprehensive mutual aid plans will be

difficult, if not impossible, to obtain.

The genesis of this plan is the result of a thorough and critical evaluation of all elemental processes of

our agency. An important aspect of this process includes anticipating the future in terms of building a

flexible agency. As such, the Agency must respond to change, solve problems, collaborate on issues,

assess community needs, determine resources required to meet those needs, and formulate a plan to

provide comprehensive and cost-effective services to our customers – the citizens of Wilson County.

This plan has been designed as a blueprint for the Agency over the next five (5) to ten (10) years. It has

been prepared to assist local citizens and our elected (and appointed) officials to have ownership in

recognizing (and supporting) our Agency in remaining as a highly effective fire and emergency service,

and to meet our responsibilities in the area of homeland security, emergency management, and

emergency services. The plan has been developed as a tool for long-range planning to strengthen our

Agency with special emphasis on effectiveness; regional readiness; statewide mutual aid arrangements;

and program support for our personnel.


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County Mission and Profile

COUNTY MISSION

To guide the future of this county, taking into account the strong work ethic of our ancestors, their

ingenuity, their willingness to serve and their valued efforts to constantly improve their quality of life

and bring this into practice today as we concern ourselves with education, economic and community

development and a life-style that endears the true qualities of life.

COUNTY PROFILE

Wilson County is located in the heart of Middle Tennessee. Wilson County was established by an act of

the Third General Assembly of the State of Tennessee on October 26, 1799, three years after the

organization of the state itself and consists of 583.27 square miles. The county was named in honor of

Major David Wilson, a native of Pennsylvania, who came to Sumner County while it was yet a part of

North Carolina. He was the first Speaker of the Territorial Assembly. The 2010 Census by the U.S. Census

Bureau gives Wilson County a total population of 113,993 broken down by the following: Lebanon –

26,190, Mt. Juliet – 23,671, and Watertown – 1,477, with the remaining living in the county, outside of

city limits.

Challenges

Wilson County is one of the fastest growing counties in Tennessee. Population growth has shown

increases in all the following areas:

Residential, Commercial, and Industrial Structures

Education with all School Systems and College

Race Track Potential

Wilson County Fair

Highway and Interstate Travel

James E. Ward Agricultural Center

Cumberland River

Railroad including the Music City Star

Note: See Appendix A for Maps of Wilson County Growth Plans and Projected Growth Plans. (5)


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Agency History and Overview

HISTORY

WEMA evolved from the Civil Defense organization of the 1950’s. Primarily a volunteer organization into

the 1980’s when population growth, increasing requirements for technical knowledge and training, and

call volumes necessitated the move to a primarily full-time staff augmented by volunteers. Today,

WEMA staff members are required to respond to fire, medical, rescue, and special operations incidents.

WEMA is somewhat unique in the emergency services realm in that there is no separate departments as

there are in most jurisdictions. Instead, this one multi-facetted agency provides all types of emergency

services except law enforcement. The county gets significant economic benefit by the existing staff

being trained to multi-task across several emergency services disciplines.

OVERVIEW

The Agency provides the following services to the community:

Fire Suppression – County Only, Mutual Aid for Cities of Lebanon, Mt. Juliet, and Watertown

Emergency Medical Services – Advanced life support transport

Vehicle Extrication – Support from the Cities of Lebanon, Mt. Juliet, and Watertown

Special Operations including Hazardous Materials, Water Rescue, and Technical Rescue

Emergency Management – Working with Local, State, and Federal departments

Public Education – CPR, Fire Prevention, and Life Safety

Note: See Appendix B for Map of Service and Zone Areas. (1)

The Agency is composed of: 125

Headquarters:

Director/Chief 1

Deputy Chief of Fire 1

Chief of Emergency Medical Services 1

Administration (Finance, EMS Billing, Compliance, EMA Planning, IT, Assistant) 7

Division Chief of Training 1

Division Chief of Logistics 1

Dispatch Operations Center 11

Maintenance Shop 3

Weather Operations Room

Emergency Operations Center

Admin Staff 26


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Operations/Stations:

Station 1 Lebanon (Maddox Simpson Pkwy)

Station 2 Watertown (Old Statesville Rd)

Station 3 Mt. Juliet (East Hill St)

Station 4 Lakeview (Saundersville Rd)

Station 5 Gladeville (Stewarts Ferry Pk)

Station 6 LaGuardo (Hwy 109 North)

Station 7 Statesville (Greenvale Rd)

Station 8 Crossroads (Carthage Hwy)

Station 9 Lebanon (Rutledge Ln)

Station 10 Mt. Juliet (Belinda Pkwy)

Station 1: Ambulance, Engine, Rescue, Brush

Station 1: Shift Commander, Paramedic/FF, EMT/FF X 3 5

Station 2: Ambulance, Tanker Station 2: Paramedic/FF, EMT/FF 2

Station 3: Ambulance, Engine, Brush Station 3: Lieutenant, Paramedic/FF, EMT/FF X 2 4

Station 4: Ambulance, Engine Station 4: Lieutenant, Paramedic/FF, EMT/FF X 2 4

Station 5: Ambulance, Engine Station 5: Lieutenant, Paramedic/FF, EMT/FF X 2 4

Station 6: Ambulance, Engine Station 6: Paramedic/FF, EMT/FF X 3 4

Station 7: Engine, Brush Station 7: Volunteer 0

Station 8: Ambulance, Engine, Brush Station 8: Lieutenant, Paramedic/FF, EMT/FF X 2 4

Station 9: Ambulance, Engine, Tanker Station 9: Captain, Paramedic/FF, EMT/FF X 2 4

Station 10: Ambulance Station 10: Paramedic/FF, EMT/FF 2

Operations 33X3 Operations 99

Three Shifts, 24 hours on – 48 hours off Part-time Total 25 Volunteer Total 25


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RESOURCES INVENTORY

Ambulances: Front Line – 9 Reserve – 5 Total – 14

Fire Engines: Front Line – 8 Reserve – 2 Total – 10

Water Tankers: Front Line – 2 Reserve – 0 Total – 2

Brush Truck: Front Line – 4 Reserve – 0 Total – 4

Cars: WCSO – 3 Total – 3

Pickups: ½ Ton – 1 ¾ Ton – 4 Grant – 2 Total – 7

SUVs: Front Line – 2 Reserve – 1 Total – 3

Flat Bed: Front Line – 1 Total – 1

Specialty: (Hazmat, CP, RR, Fork Lift, Gators, ATV, Golf Cart) Total – 8

Marine: (21’, 18’, 18’, 14’, 12’, 27’) Total – 6

Trailers: Equipment – 10 Hauling – 3 Lights – 1 Sign – 1 Total – 15

Grand Total: 73

Note: See Appendix C for Organizational Chart, Committees-Boards, and Vehicle List. (1,2,3)

CALL VOLUME

2004 2007 2010 2013 2014YTD

Ambulance 0 8,566 8,932 10,032 8,966 Fire 0 943 676 631 671 Rescue 0 3,027 3,681 5,030 3,866 -- -- -- -- -- Total 10,321 12,536 13,693 15,693 13,503

Note: See Appendix D for Detailed Reference on Call Volume. (2)


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Goals and Tasks

GOAL 1 - Strengthen the departmental structure.

1.1 Establish a short term and long term strategic master plan:

This whole sector covers the strategic master plan.

This plan is by no means an exhausted list; it must be reviewed and updated with the position.

All objectives will be reviewed and updated on a regular basis to make sure goals are being met.

1.2 Upgrade the structure with an improved organizational chart:

The changes at this time will be dispatch and maintenance procedures.

Dispatch needs a lead supervisor to oversee daily operations for obtainable goals.

Maintenance needs upgrading to meet obtainable objectives.

1.3 Upgrade of the daily activities and procedures:

Time spent during each shift will consist of certain duties and responsibilities.

Initial checkoff of all units to ensure they are response ready.

Time slot devoted to pre-planning activities.

Time slot devoted to established community outreach activities.

Time slot devoted to on-shift training, includes actual hands on, tabletops, question and answer,

equipment familiarization, etc.

1.4 Establish shared values for all levels of employment:

Integrity – be honest and morally principled.

Work ethic – always demonstrate good morals.

Professional – be knowledgeable about your profession.

Accountable – to justify and be responsible for your actions.

Communicate – always share and exchange information.

Courage – strength to preserve and face fear.

Vision – demonstrate situational awareness and be able to see creativity.

Credibility – always be trustworthy and honest.

1.5 Establish improved staff levels and skill levels:

Review and update all EMS procedures and protocols.

Review and update all Fire procedures and SOG’s.

Review and update all Special Operation’s procedures and SOG’s.

Review on regular basis needed personnel to accomplish goals safely.


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GOAL 2 - Provide discipline, obtainable goals, and harmony within the department.

2.1 Enhanced disciplinary program:

We currently have a good disciplinary program, but it needs upgrading.

Regular review of outcomes (feedback) for consistency and fairness.

2.2 Individual & group assignments or tasks:

Assign personnel to review policies and procedures for more efficient and effective means.

(many policies are lengthy, located in different areas, hard to understand, evaluate and update

other policies, and others need deleting).

Assign personnel to oversee certain areas of the community outreach program.

Assign personnel to oversee shift training as a field training officer for new hire orientation and

to keep the veterans motivated as well with change.

Assign personnel as project managers for new programs.

2.3 Enhanced team building program:

This will be simular in nature to the above.

We will practice and educate not only on an individual basis, but do things together as a team

and reward as a team.

Emphasize that it takes the whole team to accomplish goals.

Make assignments were the whole team benefits the rewards.

Work within teams on exercises, tabletops, daily chores, and activities.

GOAL 3 – To provide strong fire, emergency medical services, and emergency management sectors.

3.1 Establish a professional development program:

We currently have a professional development program for new officers.

We need to constanly train officers updating or upgrading certifications.

Leadership classes for all levels of employment.

Strategy & tactic classes for all levels of employment.

Maintain knowledge on federal and state laws.

Classes on unacceptable employee behavior.

Classes on developing and maintaining computer skills.

Classes on performing investigations and employee reviews.


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3.2 Enhanced preparedness program:

Update EOC procedures yearly to make certain all information is current.

Strengthen IAP, Situation Report templates.

Regularly check for updates to the ICS forms.

Monthly checks of the weather alert radios.

Monthly checks on weather warning sirens.

Annually review and update mutual aid agreements and MOU’s.

3.3 Enhanced training program: (all sectors/divisions)

Develop training exercises to test emergency management systems.

Regular training activities to test levels of preparedness.

Field training officers for shift training and activities.

Review that all training objectives are being met.

Incentives and rewards for classes attended in relation to mission.

GOAL 4 - To support the citizens and visitors of Wilson County at times of crisis with caring, capable and

dedicated personnel.

4.1 Enhanced emergency management program:

Annual review of the Threat Hazard Identification and Risk Assessment.

Conduct monthly Emergency Management Team meetings with representatives from

multiagency support functions and municipalities.

Annual meeting with each county department.

Annual meetings with each city municipality.

Annual review of organizational structure and staffing.

Annual meetings with each emergency support function.

Annual review and update to basic plan.

Annual review and updates to operations annex and ESF chapters.

4.2 Establish a community outreach program:

Annually participate in Chamber of Commerce meetings to discuss preparedness.

Annually meet with community services organizations.

Conduct workshops to engage non-profit and faith-based organizations in long-term recovery

issues.

Annually train and exercise the volunteer and donation management plan.

Annual participation in the Hazardous Weather Awareness.

Participation in smoke detector installations.

Participate in electrical safety especially during cold weather.

Participate in fire extinguisher safety and use.


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4.3 Establish a pre-planning program:

Annual review of best practices for mitigation.

Update project list regularly.

Participate in the mitigation workshops.

Annual review and updates of MOU’s.

Annual meeting with new school administration to review and update any shelter plans.

GOAL 5 – To be an example of leadership for all to follow.

5.1 Authentic leadership:

Leaders must have insight.

Leaders must demonstrate initiative.

Leaders must exert influence.

Leaders must have impact.

Leaders must above all, exercise integrity.


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Motivating Employees

A. Build a foundation:

It’s important to build a solid foundation for emploees so they feel invested in the department.

Tell them about the history of the department and the vision for the future. Ask about their

expectations and career goals, as well as how we can help them feel like part of the team. Make

sure all new employees receive a thorough welcome orientation.

B. Create a positive environment:

Promote an atmosphere that makes all employees feel worthwhile and important.

Keep the office door open and let everyone know they can always approach with questions or

concerns.

C. Put people on the right path:

Understand that most employees are looking for advancement opportunities.

Work with them to develop a career growth plan that takes into consideration both their

current skills and their future goals.

Understand that if employees become excited about what’s down the road, they will become

more engaged in their present work.

D. Educate the masses:

Help employees improve their professional skills by providing on-the-job training or in-house

career development.

Allow them to attend workshops and seminars related to the agency.

Encourage them to attend adult education classes paid for by the agency.

With this in place employees will feel invested and this will translate into improved job

performance.

E. Don’t forget the fun:

Reward employees for jobs or projects well done.

This may range from catered meals to unexpected days off to just pats on the back.

These little diversions can go a long way toward improving performance.

F. Acknowledge contributions:

Make a difference in employee morale by simply taking the time to recognize each employee’s

contributions and accomplishments, large or small.

Be generous with praise at all levels.


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G. Provide incentives:

Offer people incentives to perform well, either with something small like a gift certificate or

something more substantial such as day off with pay.

Look at “Employee of the Month” awards or simular.

Such tokens of appreciation will go far in motivating employees.

H. Provide career coaching:

Help employees reach the next level professionally by providing on-site coaching.

Bring in professionals to provide counseling, training, etc. to overcome obstacles.

I. Match tasks to talents:

Improve employee motivation by improving employee confidence.

Assign individuals with tasks they will enjoy or will be good at it.

Employees that are successful at one thing will have the self-confidence to tackle other projects.

Addressing Internal Concerns

Meet with all members (individually and as a group) of the WEMA family for clarity of

expectations.

Meet with the administrative staff for clarification to: the master plan, issues, concerns,

statements, and what we can do together toward successful change strategies.

Meet with the line officer staff for clarification to: the master plan, issues, concerns, statements,

and what we can do together toward successful change strategies.

Meet with the operational staff for clarification to: the master plan, issues, concerns,

statements, and what we can do together toward successful change strategies.


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Community Involvement

I feel that a community outreach program will benefit local government, nongovernmental

organizations, private-sector, citizens, and department/employees.

Smoke alarm installations for the elderly, low income housing areas.

Pre-planning events within residential, commercial, industrial areas.

Fire extinguisher classes within residential, commercial, industrial areas.

Fire safety trailer within schools, residential, commercial, industrial areas.

Community CPR, safety awareness for senior citizens, schools, neighborhood clubs.

Work with hospital and health department to further awareness.

Teach proper child seat installation.

Weather radio programming and installations.

Weather operations including employees and citizens.

CERT program within businesses, schools, and neighborhoods.

Damage Assessment Team training throughout the county.

Shelter Team training throughout the county.

New Station Locations

This list takes into account the two new stations just constructed. These are listed in order of

importance:

Norene – The southeast portion of Wilson County is a low volume area but needs better

coverage. This station needs twelve/six (12 / 6) personnel based on type of coverage wanted

(i.e. fire, medical, etc.).

Statesville – Also part of the southeast portion of Wilson County with a low volume but needs

better coverage. There is an existing building already there. It needs renovating for a living

quarters/bunk room, etc. This station is currently run by volunteers when available. This station

needs twelve/six (12 / 6) personnel based on type of coverage wanted (i.e. fire, medical, etc.).

Station 6, LaGuardo – This station will have to be relocated due to future highway development

where the station is currently located.

Watertown – This area has an ambulance located in the public safety complex. The fire portion

is run by WVFD. This station needs six (6) additional personnel to staff a primary pumper/tanker

for the unincorporated portion of the county. WVFD would continue to staff the city.


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Needs Assessment

Plan Proposal: Items to Improve Work Environment

1. Develop and review in good faith policies and procedures.

2. Develop and review SOG’s for job specific tasks. (OSHA, NFPA & ISO)

3. Training program to enhance safety and situational awareness. (OSHA, NFPA & ISO)

4. Improve current scene incident command & accountability system. (NFPA & NIMS)

5. Improve performance evaluation program with dispatch & operational personnel for better

understanding & clarity of expectations.

6. Improve the preplanning program. (NFPA & ISO)

7. Improve job descriptions, rank qualifications, and create a promotion system.

8. Improve operational shortages with an improved OT/PT system.

9. Evaluate existing committees and clarity of expectations.

10. Create professional development classes for officers. (NFPA & ISO)


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Plan Proposal: Items to Improve Operation and Service

1. Personnel & Payroll. Develop a plan to put this organization in a more competitive position to

recruit and retain good talent. Currently the department is deficient in its compensation

package compared to same size surrounding counties. The plan needs to be countywide,

aggressive and thoroughly researched by all involved.

2. Review current scale of EMS charges and collections and explore the opportunity to become

more aggressive.

3. Seek an equipment replacement program due to equipment age. (NFPA & ISO)

4. Ladder Truck for aerial opportunities. (NFPA & ISO)

5. Enhanced radio system for communications (underway at this time).

6. Current station repairs and improvements.

7. Line item funding program for Hazmat/Swift Water/Special Rescue.

8. Future sites for current/new station locations. (ISO)

9. Review and improve response times. (NFPA & ISO)

10. Additional personnel needed at existing stations. (NFPA & ISO)

Note: See Appendix E for Budget, Step Plan, and Equipment Replacement Proposal. (2,1,2)


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Plan Proposal: Current Daily Deployment & Needs

Station 1 – Lebanon/Maddox-Simpson

Engine 11 Five seat engine/pumper dispatched for fire calls

Brush 11 Two seat brush truck

Rescue 11 Five seat heavy rescue dispatched to vehicle accidents/special operations

Medic 11 Two seat med unit ambulance

Station 1 normally operates with 5-6 personnel. Two of these are for the med unit. The remaining 3 are

left to run any of the other three pieces of equipment. Realistic need for this station is 9 personnel: 1-

Shift Commander; 1-Captain; 1-Lt.; 1-Paramedic; 5-EMT’s. Another ambulance is needed in Lebanon

either at Station 1, Station 9, or Headquarters. (NFPA & ISO)

Station 2 – Watertown


Tanker 21 Two seat tanker for fire call

Station 2 is a joint venture between WEMA and the Watertown Volunteer Fire Department. It is staffed

with 2 personnel. Their primary responsibility is to operate the ambulance. The tanker is utilized in the

unincorporated portion of the county outside of the city limits. Although it has been requested for

mutual aid inside the city limits. Realistic need for this station is 5 personnel: 1-Lt.; 1-Paramedic; 3-EMT’s

with the asset of an engine/pumper. (NFPA & ISO)

Station 3 – Mt. Juliet

Engine 31 Five seat engine/pumper for fire calls



Station 3 is a joint venture between the city of MJ and WEMA. The station is staffed with 4 personnel

who split the fire and medical responsibility. Upon completion of second fire station in MJ the engine

will respond to unincorporated portions of the county or as requested for mutual aid. Realistic need for

this station is 6 personnel: 1-Captain; 1-Lt.; 1-Paramedic; 3-EMT’s. (NFPA & ISO)


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Station 4 – Lakeview



Station 4 is staffed with 4 personnel. Due to outages this could result in this station operating less than

optimal. Realistic need for this station is 5 personnel: 1-Lt.; 1-Paramedic; 3-EMT’s. (NFPA & ISO)

Station 5 – Gladeville





Station 6 – LaGuardo



Station 6 is staffed with 2-4 personnel depending on outages and availability of relief staff. When staffed

with 2 personnel (depending on the type of call) they will respond in the engine or ambulance. Realistic

need for this station is 5 personnel: 1-Lt.; 1-Paramedic; 3-EMT’s. The current station size will not

accommodate the needed personnel. (NFPA & ISO)

Station 7 – Statesville

Engine 71 Two seat engine/pumper for fire calls and first response


*Station 7 is all volunteer personnel with no WEMA paid personnel assigned. Call volume increasing with

cause to consider staffing with full time personnel. Suggested need for this station is 5 personnel: 1-Lt.;

1-Paramedic; 3-EMT’s. Although we could currently staff with 2-3 personnel. (NFPA & ISO)


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Station 8 – Carthage Highway

Engine 81 Two seat engine/pumper for fire calls



Station 8 is staffed with 2-4 personnel depending on outages and availability of relief staff. When staffed

with 2 personnel (depending on the type of call) they will respond in the engine or ambulance. Realistic

need for this station is 5 personnel: 1-Lt.; 1-Paramedic; 3-EMT’s. (NFPA & ISO)

Station 9 – Hunter’s Point Pike



Tanker 91 Two seat tanker



Station 10 – FDMJ


Station 10 is staffed with 2 personnel for the ambulance. They are housed within FDMJ Station 1 on

Belinda Parkway.


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Plan Proposal: Yearly Plans

Year 1

Implement improvements in work environment / operation & service (mentioned above)

New Station – Norene (ISO) (already funded)

15 / 9 / 6 personnel for new station (NFPA & ISO) *(5X3=$788,396; 3X3=$492,797; 2X3=$318,106)

6 personnel for existing stations (NFPA & ISO) *(6=$318,106)

Countywide pay raise 2.0% *(varies)

Year 2

Station 7 renovated (ISO) *($50,000)

15 / 9 / 6 personnel for full-time activation (NFPA & ISO) *(see year one)


Year 3

Improve existing stations – Station 4 *(various needs)

Ladder truck / Aerial device (NFPA & ISO) *(Vehicle Replacement Proposal)

6 personnel for existing stations (NFPA & ISO) *(see year one)


Year 4

New Station 6 (ISO) *(cost unknown at this time)



Year 5





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Plan Proposal: Yearly Plans

Year 6

New Station – Murfreesboro Rd. Vine (ISO) *(approx. $1,000,000)

15 / 9 / 6 personnel for new station (NFPA & ISO) *(see year one)

Countywide pay raise 3.0-4.0% *(varies)

Year 7




Year 8

New Engine/Pumper at Watertown Complex *(Vehicle Replacement Proposal)

6 personnel for the Watertown Complex (NFPA & ISO) *(see year one)


Year 9



Year 10

New Headquarters Complex *(cost varies year-to-year)


*Note: All costs can be calculated within twelve (12) months of enactment for up-to-date analysis.

Note: See Appendix F for Community Protection Classification for Wilson County. (1)


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Summary

In order for any organization to reach its full potential, it must have a plan. An organization that knows

where it is going, knows the environment in which it must operate, and identifies how to get there has

the best chance to meet the needs of the community and achieve its goals. The planning process that

the members of the Agency engaged in has served to refresh the agency’s commitment to excellence

and set the path to future success.

The Wilson County Emergency Management Agency, like its counterparts throughout the state, suffered

in the past from stakeholder and public misunderstandings. Over the past decade, the Agency has put

forth a great amount of effort in educating, if you will, those outside of the agency as to the inherent

risks arising from its line of service. Many departments throughout the state, and the nation for that

matter, have extreme difficulty in convincing elected officials to fully fund an effective, efficient agency.

Such is not the case in Wilson County.

The Board of Commissioners and the County Mayor have gone out of their way to assure that the

Agency is properly funded for the protection of its citizens and its employees. As a result of being

funded, the Agency has enjoyed enthusiastic public support, allowing for solid relationships to be forged

with its stakeholders. There is no viable reason to believe that this will change in the future.


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Appendix A


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Appendix B


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Appendix C


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Appendix D


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Appendix E


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STRATEGIC PLAN 2015-2019 (2020-2024) 46


STRATEGIC PLAN 2015-2019 (2020-2024) 47

Appendix F


STRATEGIC PLAN 2015-2019 (2020-2024) 48


STRATEGIC PLAN 2015-2019 (2020-2024) 49

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Wilson County Emergency Management Agency · 2018. 10. 8. · WEMA staff members are required to...

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