Post on 04-Jun-2018
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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