2012 Strategic Plan Denver Fire Department Strategic Plan Denver Fire Department Overview: The...

2012 Strategic Plan Denver Fire Department

Overview: The Denver Fire Department will continue enhancing our functional policies, which in turn will outline the necessary resources for a quick turnaround regarding needed organizational changes. Our Department will be diligent in looking for continued efficiencies, opportunities, and growth within each Division. We will make the goals and objectives challenging and achievable. In doing so, we will continue to scan the landscape for new opportunities and new and innovative ways to accomplish our goals/objectives. Being able to remain nimble and adaptable will enhance the opportunity set for the future of our organization. Our strategic planning process is not static; it is dynamic and continuous. Our organization will continue to view this document as a work-in-progress, reviewing each section at specific intervals throughout the year.

Vision: The Denver Fire Department, through commitment to progressive innovation, service, and dedication, will provide the highest quality professional services and be recognized as a national leader in the fire service community.

Mission: The Denver Fire Department is dedicated to:

Providing quality, timely, and professional emergency services to those who live in, work in, and visit the City and County of Denver and the communities to which we serve.

Respecting each other through trust, pride, diversity, integrity, and training.

Working together to achieve the highest levels of preparedness, prevention, and community involvement with a dedication to purpose.

Values:

Professionalism

Respect

Integrity

Service

Trust

Diversity

Goals: 1. Recruit and retain a diverse and effective workforce. 2. Pursue/expand alternative funding sources. 3. Establish and strengthen partnerships with other jurisdictions. 4. Be aggressive in efforts to improve Department communication. 5. Promote a safe work environment for all members that includes the implementation of a no-cost wellness

program. 6. Advocate for safer communities.

Goal 1: Recruit and retain a diverse and effective workforce. Strategy: Evaluate and refine best practices of recruiting and retaining a diverse workforce.

Tactics 1. Ongoing staffing study 2. Recruiting outreach.

Programs 1. Authorized Strength vs. Actual Strength. 2. Recruiting processes.

Agency Team Lead

Todd A. Bower, Deputy Chief of Department

Timeline for Review

Monthly

Method of Evaluation

1. Application of new Collective Bargaining components and continued efficiency of vacation allocation model.

2. Number of targeted applicants in demographics that take the incoming test.

Goal 2: Pursue/Expand alternative funding sources. Strategy: Continue surveying the landscape of funding sources that exist to bolster our Department’s funding potential.

Tactics 1. Further develop our grants management system for coordinated grant identification,

management, and reporting to offset the cost of required equipment, apparatus, and facilities.

Programs 1. AFG (Assistance to Fire Fighter Grant) and grant opportunities. 2. Development of internal processes and controls for overall grant management.

Agency Team Lead

Clay Haberkorn , Assistant Chief of Special Operations

Timeline for Review

Monthly


Grant submissions vs. grant opportunities.

Goal 3: Establish and strengthen partnerships with other jurisdictions. Strategy: Foster efforts to maintain/enhance/elevate our leadership position and involvement as a regional stakeholder.

Tactics 1. Provide enhanced fire services via intergovernmental agreements.

2. Develop regional plans to address emergency service requirements and leverage existing resources to reduce shared risks from terrorism and natural hazards.

3. Rocky Mountain Fire Academy (RMFA) – Partnership with Aurora. 4. National Accreditation

Programs 1. Collaborative assistance to local jurisdictions. 2. Local, State, and Federal working groups. 3. Joint Operating Agreement 4. The Commission on Fire Accreditation International through the Center of Public Safety

Excellence.

Agency Team Lead


Timeline for Review

Monthly


Data Analysis

Goal 4: Aggressive efforts to improve Department communication. Strategy: Position the Department to take advantage of the latest in technology and other processes to further promote communication both inside and outside the Department.

Tactics 1. Continue to enhance our web-based standardized information system. 2. Implement administrative actions to improve and maintain timely and accurate communication.

Programs 1. Develop teams within the Department that will maintain continuity and consistency in achieving improvements in all types of communication tangents.

2. Communication efficiencies at all management levels.

Agency Team Lead


Timeline for Review

Monthly


Technology enhancements. Communication feedback.

Goal 5: Promote a safe work environment for all members that includes the implementation of a no-cost wellness

program. Strategy: Coordination with Risk Management on a Wellness Coordinator Program.

Tactics Internal Wellness Coordinator Programs Wellness program

Agency Team Lead

Scott Heiss, Division Chief Safety & Training

Timeline for Review

Monthly


Data Analysis with Risk Management oversight.

Goal 6: Advocate for safer communities. Strategy: Juvenile Fire Setters program.

Tactics Juvenile Fire Setter in schools and community.

Programs Safer Communities

Agency Team Lead

Anthony Berumen, Division Chief of Administration

Timeline for Review

Quarterly


Data Analysis

2012 Strategic Plan Denver Fire Department / Operations

Overview: The Operation Division is tasked with providing quality, timely, and professional emergency services to those who live, work in, and visit the City and County of Denver. To accomplish this, there are 30 fire stations housing 44 emergency apparatus commanded by six Assistant Chiefs. Operations Division personnel respond to fires in structures, hazardous material releases, high angle rope rescues, water rescues, automobile accidents and fires, confined space and trench rescue incidents, and calls for emergency medical response. In addition to calls for emergency response, the Operations Division is tasked with providing over 20,000 fire inspections for all commercial and multi-tenant residential occupancies. During these fire inspections, Operations personnel provide public education to ensure a safe environment for the community.

Vision: To provide world class emergency and hazard mitigation services to the people who live in, work in, and visit the City and County of Denver, Sheridan, Glendale, and Skyline.

Mission: To continue to provide emergency and hazard mitigation services through comprehensive training and safety initiatives.

Values:

Integrity

Professionalism

Cooperation

Career Enhancement Education

Teamwork

Goals:

1. Ensure compliance with nationally recognized standards in relation to turnout and response times. 2. Provide company level fire safety inspections to 100% of commercial and multi-tenant residential occupancies

within the City and County of Denver, Sheridan, Glendale and Skyline. 3. Continue to develop the Denver Fire Department’s Wildland Team to ensure resources are available to deploy to

assist in mitigation activities. 4. Utilize the authority with the Fire Code and the Denver Amendments to recover costs associated with the

unauthorized release of hazardous materials. 5. Proactively research and identify funding sources through available grants .

Goal 1: Ensure compliance with NFPA 1710 for turnout and response times Strategy: Continue to research and identify areas of noncompliance. Tactics 1. Ensure up to date and accurate data analysis

2. Identify and modify behaviors of non-compliance 3. Identify coverage gaps and provide solutions.

Programs Turnout and run analysis

Agency Team Lead

Charlie Drennan III

Timeline for Review

2013


Data analysis

Goal 2: 100 % of Company level fire safety inspections.

Strategy: Implement a consistent and predictable inspection cycle

Tactics 1. Complete approximately 11% of inspections per month

2. Utilize technology to improve efficiency and accountability 3. Provide access to live tracking data of completion status

Programs Fire Prevention

Agency Team Lead

Charlie Drennan III

Timeline for Review

2013


Data Analysis

Goal 3: The enhancement of the DFD Wildland Team for deployment Strategy: Certify and equip Firefighters for rapid deployment.

Tactics 1. Utilization of the special revenue fund to procure equipment 2. Secure apparatus from DIA for Type VI engines 3. Ensure resources are available through the State and Federal ordering portals

Programs DFD Wildland Team

Agency Team Lead

CJ Haberkorn

Timeline for Review

2013


End of year analysis through finance for accurate accounting

Goal 4: Cost Recovery Strategy: Ensure adequate training and proper resources are deployed to identify potential opportunities for

recovery of Denver Fire assets.

Tactics 1. Train the Hazardous Material Teams in cost recovery 2. Ensure cost recovery specialists are dispatched to all mitigation incidents 3. Utilization of the Fire Code and Denver Amendments to ensure asset recovery

Programs Denver Amendments

Agency Team Lead

CJ Haberkorn

Timeline for Review

2013


100% Compliance of outstanding Cost Recovery Restitution

Goal 5: Grant Procurement Strategy: Aggressively research and identify funding sources while enlisting the expertise of grant writers.

Tactics 1. The placement of Agency representatives on State and Federal boards 2. Utilization of external experts to assist in grant narratives

Programs Multiple Grant Funding mechanisms

Agency Team Lead

CJ Haberkorn

Timeline for Review

2013


Successful Grant Awards

2012 Strategic Plan Denver Fire Department / Fire Prevention Division

Overview: The Fire Prevention Division promotes life safety throughout the City and County of Denver through continuous and efficient fire protection practices that enforce the Denver Fire Code, a code based on international safety standards and sharpened through local experience. Those practices include comprehensive programs of inspections, permits, life-safety system testing, licensing, public event safety, hazardous material code enforcement, fire investigation, juvenile fire setter intervention, and public education. This group preserves lives, health, property, and the environment through proactive, ongoing risk assessment and implementation of innovative prevention measures before disasters occur.

Vision: The Denver Fire Department, through commitment to progressive innovation, service, and dedication, will provide the highest quality professional services and be recognized as a national leader in the fire service community.

Mission: We are fire prevention professionals responsible for enforcing laws, codes, and standards effectively and efficiently; gaining compliance through education; and providing fire and life safety education, planning, engineering, enforcement, and inspection services to the citizens we protect.

Values:

Customer Service Respect Code Compliance Harmonious Working Relationships Economical, Efficient Life-Safety Solutions Integrity Professionalism Diversity Trust

Goals:

1. Maintain the Division’s internal cash flow at a level sufficient to fund operations and future growth by improving service and identifying and realizing new revenue opportunities.

2. Restore the Division’s uniformed staff and clerical staff to a level that can handle the mandated workload. 3. Increase the appeal of Fire Prevention as an assignment for uniformed staff and increase the number of

members who stay with the Division beyond 18-24 months; attract, recruit, and maintain a diverse and committed staff of uniformed and non-uniformed members.

4. Extend the current program to reduce false fire alarms, already successful in school occupancies, to residential occupancies of more than two units.

5. Improve customer service in the license program.

Strategy 1: Adopt fire code language to support implementation of new revenue-generating programs.

Tactics 1.1 Division Chief, Operational Supervisor, and Chief Fire Protection Engineer will make it a priority to look for more revenue-generating opportunities during the 2013-15 code review cycle.

1.2 Develop a plan for implementation of each revenue-generating opportunity identified.

Agency Team Lead

Division Chief

Timeline for Review

January 1, 2012 and ongoing


Addition of new licenses and certifications. Increased program revenue.

Notes Goal #1

Strategy 2: Identify new and continuing technology-related enhancements and cost-saving measures.

Tactics 2.1 Assign Assistant Chief the project of researching and reporting on technology enhancements that would benefit the division.

2.2 Assign Senior Accountant the project of evaluating the division’s programs and proposing at least five cost-saving measures.

Agency Team Leaders

Division Chief, Assistant Chief, Operational Supervisor, Senior Accountant

Timeline for Review



Lowered expenditures.

Notes Goal #1

Strategy 3: Add new licensing and certification programs that will improve life safety and increase revenue.

Tactics 3.1 Develop and implement new licensing program for Health Care Facility Emergency Coordinators.

3.2 Develop and implement new certification program for Health Care Facility Emergency Management Certification.

3.3 Develop and implement four new licensing programs (Central Station Operators, Central Station Runners, installers/inspectors of Cooking Hood Protection Systems,

installers/inspectors of Emergency Communication Systems) 3.4 Add a new Conveyance (elevators, escalators, moving walkways, AGTS trains at DIA, etc.)

Inspection and Certification Program.

Agency Team Leaders

Division Chief, Operational Supervisor

Timeline for Review



Feedback from Fire Prevention inspectors regarding the quality of installations and maintenance of fire safety systems. Decreased number of emergency incidents in health care occupancies. Increased revenue from the Licensing and Permit Programs.

Notes Goal #1

Strategy 4: Identify properties that require permits but do not yet have them and facilitate getting necessary permits into place.

Tactics 4.1 Continue clerical staff’s current program of reviewing inspections performed by the Operations Division, comparing those to similar properties that currently have permits, and referring them to Fire Prevention personnel to conduct a more thorough site evaluation visit as their workload allows.

4.2 Restructure warehouse inspections unit to facilitate a more consistent and thorough warehouse inspections program that results in identification of additional permits required in warehouse occupancies.

Agency Team Leaders

Operational Supervisor (4.1) Division Chief (4.2)

Timeline for Review



Feedback from the Prevention Inspectors and number of new permits related to referral inspections. Increased number of permits issued. Increased permit revenue.

Notes Goal #1

Strategy 5: Obtain approval for needed new division personnel.

Tactics 5.1 Submit a budget request justifying one additional clerical position, follow up until position is approved, and put the resulting new position to work.

5.2 Submit a budget request justifying one additional captain position to replace the captain’s position that was reassigned to Operations in 2010, follow up until position is approved, and put that captain to work.

5.3 Submit a budget request justifying one additional technician position to enable the division to complete a larger portion of its assigned inspections, and put that technician to work. (At present, the division completes approximately 92% of its assigned inspections

each year, but every year additional properties are assigned to Fire Prevention for inspection. The additional revenue generated by one more technician would more than cover the cost of that technician.)

5.4 For the conveyance inspection and certification program (Strategy 3.4), submit budget requests for the following Career Service Authority personnel, follow up until the positions are approved, and then implement the program. (The program cannot be launched without these positions in place.) The first two positions listed below will report to the Operational Supervisor.

5.4.1 One new Program Coordinator to administer the Conveyances Inspection and Certification Program. (This position will be equivalent to the program Coordinator position in the Firefighter Special Detail Program).

5.4.2 Upgrade of the Program Assistant position that currently administers the Fire Safety Licensing Program to a Program Coordinator. (This position will be equivalent to the Program Coordinator positions in the Firefighter Special Detail Program and the Conveyance Inspection and Certification Program).

5.4.3 Upgrade of the current Operational Supervisor I position that manages all division revenue programs to align with increased job responsibilities and with similar positions in other City agencies.

Agency Team Leaders


Timeline for Review



Division staff is keeping up with the mandated workload, meeting required deadlines, and meeting established revenue goals.

Notes Goals #1, #2 and #3

Strategy 6: Implement an educational campaign to improve Department-wide understanding of and respect for the mission of Fire Prevention.

Tactics 6.1 Prepare an informative 15-20 minute presentation about the division. 6.2 Make an arrangement with the Safety and Training Division for a Fire Prevention

representative to address the participants in each Officer Development course. 6.3 Make an arrangement with the Safety and Training Division for a Fire Prevention

representative to address recruits during each Fire Academy. 6.4 Reinstate the division’s newsletter as an e-newsletter.

Agency Team Leaders


Timeline for Review



Increased interest in Department members seeking division assignments. Increased longevity/ tenure in division.

Notes Goal #3

Strategy 7: Focus efforts on reducing false and unnecessary fire alarms in multi-family (two or more) housing units.

Tactics 7.1 Make it standard procedure for high-rise group and evacuation training group to research the number of false / unnecessary alarms in a given property before meeting with the property management (inspection or emergency management training).

7.2 During their time with the management, high-rise group and evacuation training group personnel will talk about the number of alarms and how excess alarms can be eliminated.

7.3 Captain who supervises the high-rise unit will develop, in coordination with Technical Services, a regular report to track the number of false or unnecessary alarms.

7.4 Captain who supervises the high-rise unit will regularly review the false alarm report and consistently take action, in the form of writing an order notice, for any occupancy whose rate of problematic fire alarms meets the code definition of a problematic system.

Agency Team Leaders

Division Chief, Captain sponsoring the high-rise unit

Timeline for Review



Reduced number of false/unnecessary fire alarms.

Notes Goal #4

Strategy 8: Decrease the wait time for licenses.

Tactics 8.1 Regain the authorized position that was reassigned to Safety and Training about 18 months ago. Part of this person’s responsibility will be to assist with the Licensing program.

8.2 Secure a larger room so we can have more people taking the examination at once. 8.3 Transition to a procedure of delivering licenses on the spot following successful

completion of the test, saving time, handling, and postage expense. We are looking at equipment that will photograph the person, print the license with the photo embedded, and laminate the license within 10 minutes. (Moving to this system is not possible until another person can be assigned part time to this area).

Agency Team Lead

Operational Supervisor Mimi Saylor

Timeline for Completion



Operational Supervisor’s weekly review of promptness of licenses issued. Fewer complaints from / increased satisfaction reported by fire safety installation and testing customers.

Notes Goal #5

2012 Strategic Plan Denver Fire Department / Technical Services Division

Overview: The Denver Fire Department’s Technical Services Division is responsible for the following: Fleet Maintenance which maintains and tests 70 fire apparatus, 125 support vehicles, S.C.B.A.s, pumps, ladders, hydraulic tools, small engines, machine parts, up fit new apparatus. Facility Maintenance, in addition to designing new fire stations, maintains 34 existing stations. The Line Shop is responsible for maintaining our entire microwave dispatching network, 98 mobile computer terminals, 450 AES radio transmitting boxes and 300 radios, emergency siren network, and installation and repair of all station electrical equipment. Dispatch, which is responsible for dispatching between 90,000-100,000 calls per year, monitoring 450 radio box transmissions, activating the emergency siren network. Warehouse/Quartermaster is responsible for ordering and delivering supplies, oxygen, and safety equipment to 34 fire stations, ordering uniforms for over 900 members, and managing bunking gear.

Vision: To provide and maintain the best apparatus, communication equipment, facilities, and Dispatching center that supports our mission and vision.

Mission: The mission of the Technical Services Division is to meet or exceed NFPA Dispatch times; meet ISO standards for testing apparatus, pumps, ladders, and S.C.B.A.s; improve the Microwave dispatch network; maintain our facilities to last over 50 years; support our internal customers at a professional level.

Values:

Professional quality, up-to-date training

Leaders in research and education

Integrity

Professionalism

Customer Service

Cooperation


Teamwork

Goals: 1. Comply with NFPA standards for call to answer, call processing, turnout, and response times. 2. Build and staff a new Lowry Fire Station to reduce response times in that area. 3. Maintain our 20 years or better replacement cycle of fire apparatus. 4. Continue to improve the microwave dispatch network, radios, and radio transmitting boxes. 5. Implement the Department’s Quartermaster program.

Mission Level Metrics

1. Call to answer within 16 seconds; call processing within 90 seconds 2. Turnout time within 60 seconds; response time within 4 minutes 3. 20 year or better lifecycle on fire apparatus 4. Yearly ISO testing for pumps, ladders, and aerials 5. Daily electronic microwave and radio box status check 6. Yearly facility condition inspection

Goal 1: Comply with NFPA standards for call to answer, call processing, turnout, and response times

Strategy: Train and track call to answer, call processing, turnout, and response times

Tactics 1. Train Dispatchers and Company Officers 2. Daily tracking of call to answer, call processing, turnout, and response times 3. Meet with District Chiefs about compliance

Programs EMRS

Agency Team Leaders

Steve Garrod and Charlie Drennan

Timeline for Review

Monthly


Monthly reports and graphs followed up by a monthly EMRS meeting

Goal 2: Build and staff a new Lowry fire station to reduce response times in that area.

Strategy: Design and build new Lowry fire station

Tactics 1. Obtain funding 2. Obtain land 3. Design 4. Build 5. Inspect 6. Staff

Programs Denver Better Bond

Agency Team Leaders

Steve Garrod, Steve Bales

Timeline for Review

Monthly


Meeting Project Schedule milestones

Goal 3: Maintain our 20 years or better replacement cycle of fire apparatus

Strategy: Identify older apparatus and meet with BMO leaders

Tactics 1. Identify apparatus that are past 20 year cycle 2. Submit Capital Equipment Request to BMO 3. Meet with BMO 4. Issue PO

5. Order new apparatus

Programs Denver Fire Apparatus Study

Agency Team Leaders

Steve Garrod, Dan Freix, Barb Butler

Timeline for Review

Annually


Number of Apparatus older than 20 years.

Goal 4: Continue to improve the microwave dispatch network, radios, and radio transmitting boxes

Strategy: Meet with Line Shop personnel on new ideas and progress

Tactics 1. Develop new technology 2. Secure funding 3. New equipment 4. New programs

Programs Line Shop R&D

Agency Team Lead

Don Smith

Timeline for Review

Monthly


Total number of AES Radio Boxes Time that status checks report to Dispatch Number of failures

Goal 5: Implementation of the Department’s Quartermaster program.

Strategy: Develop a plan for implementing a Quartermaster program

Tactics 1. Study other Quartermaster programs 2. Secure space and infrastructure 3. Design process 4. Meet with vendors 5. Submit bids 6. Award bids 7. Stock products 8. Dispense products 9. Monitor inventory

Programs

Agency Team Lead

Craig Carter

Timeline for Review

Monthly


Feedback from Department members Cost Savings Time it takes to order and receive our members’ uniforms

2012 Strategic Plan Denver Fire Department / Administration

Overview: The Administration Division provides overall policy direction and management of the Fire Department. It deals with contract management, staffing, labor relations, public education, and media relations functions. The Internal Investigation Unit conducts inquiries into internal and external complaints and professional conduct management and education, and maintains relations with the Manager of Safety EOC and the City Attorney’s Office. Information and data relating to staffing, benefits, and personnel records are managed in the Administration Division in coordination with the Manager of Safety Human Resources group. The Fire Investigations Unit identifies the origin and cause of all fires, collects evidence, interviews witnesses and suspects, aids in criminal prosecution, and maintains relations with the Denver Police Department, Bureau of Alcohol Tobacco and Firearms, Federal Bureau of Investigation, and the Denver District Attorney’s Office.

Vision: The Administration Team, through trust, pride, diversity, integrity, and training, will strive to contribute to the Department’s vision of providing the highest quality professional services and to be recognized as a world class Department.

Mission: The Administration Team of the Fire Department is committed to providing services to all employees of the Fire Department in the areas of Peer Support, Employee Assistance, ADA, EEO, and FMLA management. We contribute to the efforts of the Department and the Civil Service Commission as they identify, select, and hire a workforce that meets the operational needs of the Department and that will benefit from enriched Professional Standards.

Values:

Trust

Objectivity

Integrity

Professionalism

Consistency

Teamwork

Adaptability

Customer Service

Goals: 1. All Administration policies will be reviewed and updated. 2. Use of multimedia opportunities to enhance communication to the members regarding policy updates. 3. Paperless Records Management will be completed by the end of the year. 4. Refinement of Internal Affairs investigative processes (shortening timelines where possible and clarifying

duties/steps) 5. Implementation of Kronos time tracking system.

Mission Level Metrics: 7. Document review by tracking number and issue as they occur. 8. Development of posting on denverfireonline and updating of site information/links. 9. Scanning of existing files, verification of drive content, scheduling of destruction after verification. 10. Tracking of time dedicated to each case will be tracked, beginning 7-1-12. 11. Tracking of employee time card verification and completion of Kronos training.

Goal 1: All Administration policies will be reviewed and updated on a three-year cycle. Strategy: Update policies to reflect contractual changes and enhance/encourage proactive management opportunities.

Tactics Policy review group will meet weekly to review policy and draft updates.

Programs Policy review group to include Deputy Chief, Div. Chief Admin, Assistant Chief Admin., Captains: Administrative, Internal Affairs

Agency Team Leaders

Deputy Chief Bower, Division Chief Berumen, Assistant Chief Bray.

Timeline for Review

All Administrative Policies reviewed by 2013


All policies will be tracked numerically, and will be completed within 3 weeks of review.

Goal 2: Use of multimedia opportunities to enhance communication to the members regarding policy updates. Strategy: Focus on multimedia opportunities to advance communications between administration and membership.

Tactics Review multimedia training opportunities at weekly policy review meeting.

Programs Policy review group

Agency Team Leaders

Deputy Chief Bower, Division Chief Berumen, Assistant Chief Bray, Captains; Moeder, Chase

Timeline for Review

Ongoing - reviewed at weekly policy review meetings.


As policies are reviewed (weekly), corresponding tutorials will be made available to the members on denverfireonline.

Goal 3: Paperless Records Management. Strategy: Increase manageability of all Department Records by converting hard copies to electronic documents.

Tactics Use of personnel on modified duty (line of duty injuries) to scan files to S drive.

Programs Modified duty personnel as available, then unit-specific personnel to continue progress.

Agency Team Lead

Varies

Timeline for Review

2013


Monthly assessment of remaining percentage of files will be monitored.

Goal 4: Refinement of Internal Affairs investigative processes (shortening the timelines where possible and clarifying duties/steps).

Strategy: Decrease the time needed for Internal Investigations by monitoring progress on a case-by-case basis and through bi-weekly meetings with City Attorney and EOC Coordinator.

Tactics Use of case file timecards, and refinement of communications between City Attorney’s Office and EOC Coordinator.

Programs Internal Affairs Command Officer Group

Agency Team Lead

Assistant Chief Russ Bray

Timeline for Review

2013


Case management time sheets will be included in each case to monitor the time dedicated to the investigation.

Goal 5: Implementation of Kronos time tracking system. Strategy: Increase employee timekeeping accountability.

Tactics Create appropriate modifications to Kronos program to allow for accurate reflections of employee schedules. This will be accomplished working with Kronos and Fire Department programmers. Train all employees to interpret the reflected balances.

Programs Administrative Staff

Agency Team Leaders

Captain Charles Chase, Lieutenant Gary Pierce, Technician Clayton Waddell, Assistant Line Shop Superintendant Mike Stutz.

Timeline for Review

June 22, 2012


The number of employee calls and questions will be compared monthly to assess the program and training opportunities.

2012 Strategic Plan Denver Fire Department / Safety and Training

Overview: The Denver Fire Department’s Safety and Training Division is responsible to provide meaningful and enduring training for recruits as well as incumbent firefighters. We work cooperatively as a team with the Aurora Fire Department to enhance the Rocky Mountain Fire Academy. We will strive to improve as well as maintain current facilities to strengthen realistic training. We provide excellent customer service as well as meaningful, enduring training to other fire departments.

Vision: To be the leader both regionally and nationally in Firefighting Training. To have a training facility that is technologically up-to-date that encourages and supports our mission and vision.

Mission: The mission of the Safety and Training Division is to promote the safety of the public and the people of the Denver Fire Department by providing professional quality, up-to-date training and wellness programs for the members and the leadership of the Department. Training based on NFPA, OSHA, and Pro Board recommendations is designed to accommodate the diverse needs and qualities of our responders. Training is compiled to foster teamwork and safe delivery of state of the art emergency services. Individuals come to us with the desire to serve; we enhance their ability perform, thereby instilling within them the courage to act.

Values:

Professional quality, up-to-date training

Leaders in research and education

Integrity

Professionalism

Customer Service Cooperation


Teamwork

Goals:

1. To successfully train and graduate all recruits. 2. Firefighter, Officer, and Driver Operator Certifications. 3. To lead the region and nation in firefighter training. 4. To improve our facility to provide safe, up-to-date, realistic training.


1. Successful, competently trained recruits that are an asset to our Department 2. Certifications for our members and officers. 3. Provide outside training to other Fire Departments and agencies.

Goal 1: Successfully train and graduate all recruits.

Strategy: Professionally and efficiently train Recruit class 12-01

Tactics 1. Training staff will competently train recruits. 2. Efficiently use adjunct and subject matter experts. 3. Company officers will continue to train recruits during firehouse rotations.

Programs Recruit fire academy

Agency Team Leaders

Randy Wells. Mike Pavlich

Timeline for Review

2013


Firefighter 1 and Firefighter 2 certification. Feedback from company officers that recruits are an asset to the Department.

Goal 2: Firefighter, Officer, and Driver Operator Certifications. Strategy: Research with Pro Board and certify all qualified members. Provide and secure training needed to certify remaining members for current and future positions.

Tactics 1. Determine necessary training and qualifications. 2. Complete necessary training and qualifications. 3. Work cooperatively with Pro Board and Colorado Metropolitan Certification Board (CMCB).

Programs Training

Agency Team Leaders

Scott Heiss, Robert Kmak

Timeline for Review

2013


Firefighters, Officers, and Driver Operators have documented certifications.

Goal 3: To lead the region and nation in firefighter training. Strategy: Develop, market, and provide internal and regional training.

Tactics 4. Create the program 5. Secure trainers and criteria for training. 6. Implement the program 4. Review for success

Programs Outside Speakers, Truck Operations Training, All Hazards Mitigation, Community College Aurora, NFFF Leadership, Everyone Goes Home, National Classes.

Agency Team Lead

Scott Heiss

Timeline for Review

2013


The amount of classes and seminars taught and revenue generated.

Goal 4: To improve our facility to provide safe, up-to-date, realistic training.

Strategy: Work cooperatively with Aurora Fire Department to secure funding to renovate, improve, and maintain the Rocky Mountain Fire Academy.

Tactics 1. Efficient use of current structures 2. Expansion of drill ground 3. Strategic short and long term goals

Programs Teamwork with Aurora, weekly meetings

Agency Team Lead

Robert Kmak

Timeline for Review

2013


Status of structures within RMFA

2012 Strategic Plan Denver Fire Department / DIA

Overview: The Denver Fire Department (DFD) Aircraft Rescue Firefighting (ARFF) Division is responsible for providing ARFF and structural fire response, basic emergency medical services (EMS), technical rescue emergency responses, fire prevention, fuel inspection, and all associated training and administrative functions at Denver International Airport (DIA) and the immediate outlying area. The Division also staffs an ARFF Training Academy. In addition to providing training and certification to DIA Firefighters, the Academy is marketed to local, regional, and national airports to provide joint ARFF training and certification.

Vision: To be unsurpassed in Aircraft Rescue Fire Fighting in the context of training, operational performance, and innovation.

Mission: To provide the highest quality of emergency services in a safe and timely manner, delivered with expertise, compassion, and sense of duty.

Values:

Community Involvement

Innovation

Integrity

Professionalism Respect

Teamwork

Goals:

1. Construction of ARFF Station 35 2. NIMS Qualifications for DFD/DIA Command Staff 3. Develop a Part 139 Fueling Training Program for DIA Fuelers 4. Maintain all required FAA Standards


1. Competently trained Members 2. Continuity of operations 3. Proactive preparedness

Goal 1: Construction of ARFF Station 35 Strategy: Collaborate with DIA for design, funding, and additional apparatus.

Tactics 1. Demonstrate immediate need for fire station 2. Negotiate design, needs, and funding

3. Assist with planning and support construction as needed

Programs Structural Fire Protection

Agency Team Lead

Angela Cook

Timeline for Review

2013


Completion of build, attainment of staffing and required equipment.

Goal 2: NIMS Qualifications for DFD/DIA Command Staff Strategy: Secure and maintain training and qualifications necessary for DFD/DIA Command Staff to operate as a part of a Type III Management Team

Tactics 1. Determine necessary training and qualifications. 2. Complete necessary training and qualifications 3. Operate as part of a Type III Management Team

Programs Training

Agency Team Lead

Randy Stewart

Timeline for Review

2013


Command staff has completed training and qualifications to operate as part of a Type III Management Team.

Goal 3: Reduce DIA Fueling Violations and Improve Safety Strategy: Develop and implement a Part 139 Fueling Training Program

Tactics 1. Create the program 2. Educate and train the DIA Fuelers 3. Implement the program 4. Review for success

Programs Fuel Inspection

Agency Team Leaders

Todd Odendahl/Robert Werner

Timeline for Review

2013


Reduction in the number of fueling violations

Goal 4: Maintain all Required FAA Standards Strategy: Establish a system for tracking FAA Advisory Circulars and overlaying them with regulations to ensure we are maintaining all required FAA standards.

Tactics 1. Create a filing system for tracking the FAA Advisory Circulars

2. Review the circulars for regulations pertaining to ARFF 3. Overlay the ARFF information with the FAA standards 4. Implement the rules and regulations as required

Programs Training

Agency Team Lead

Charles Stewart

Timeline for Review

2013


Passing annual FAA Inspection

2012 Strategic Plan Denver Fire Department Strategic Plan Denver Fire Department Overview: The...

Documents

Transcript of 2012 Strategic Plan Denver Fire Department Strategic Plan Denver Fire Department Overview: The...