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Umatilla County Fire District # 1Strategic PlanJanuary 1st, 2020 – June 30th, 2023 Umatilla County Fire District # 12020 – 2023 Strategic PlanOn January 28-29, 2020 Umatilla County Fire District # 1 held a Strategic Planning Process in Hermiston, Oregon. Based on the objectives, challenges, and initiatives of the organization at that time, the following goals were developed and will be implemented in a three-year Strategic Plan. The contents of this document reflect the priorities of the 2020 Planning Committee and are subject to review and amendment annually, or as needed.TABLE OF CONTENTSSECTION 1:ORGANIZATION & BACKGROUND…………………………….…….….3SECTION 2:MISSION AND VISION...…………………………………………………....4SECTION 3:MEMBERSHIP VALUES……………………………………………………5SECTION 4:SWOT ANALYSIS OUTCOMES……………………………………………6SECTION 5:GOALS OF THE ORGANIZATION………………………………………...7SECTION 1ORGANIZATION AND BACKGROUNDUmatilla County Fire District # 1 was formed in July of 2016 by a vote of the people combing the Hermiston and Stanfield Fire Districts together along with some additional unprotected lands. The tax rate that supports the District is $1.75/$1000 dollars of assessed value. Hermiston/Stanfield is centrally located between the major cities of the Pacific Northwest. It is 185 miles east of Portland, 175 miles southwest of Spokane, 250 miles southeast of Seattle and 250 miles northwest of Boise.Umatilla County Fire District # 1 provides fire, rescue and medical services to over 37,000 citizens within the fire district boundaries and an additional 10,000 citizens in the balance of its ambulance service area. The Fire District serves the Cities of Hermiston, Stanfield, Umatilla and Echo and the surrounding area for a total of 600+ square miles which include the Umatilla Army Depot lands (Camp Umatilla) and part of Morrow County. The Fire District operates out of four fire stations with a fifth being built currently. Stations 21 and 22 are staffed 24/7/365 and stations 23 and 24 staffed with limited career staff and volunteers. Station 25 currently being constructed (Spring of 2020) and will go through a volunteer recruitment process for its future staffing. The Fire Districts fleet consists of over 35 vehicles and equipment that provide fire suppression, rescue, emergency medical, hazmat and logistical needs of the District.Staffing for the Fire District consists of 37.5 full-time employees, approx. 40 part-time and paid-on-call employees (volunteers), nine resident interns (college students) and six to seven summer seasonal employees. The Fire District has four divisions that include Administration, Operations, Training and Prevention. For calendar year 2019, the Fire District responded to almost 4900 calls of service which is up 16% in three years. Summer is our busiest season with grass and brush fires being our number one concern and threat. We are part of Umatilla Counties Community Wildfire Plan which addresses areas that are threatened by such events. The current budget is just over 9 million dollars that is expended for personnel services, material & services, capital outlay and contingency funds. Property taxes account for approx. 55% of the revenues, ambulance revenues account for approx. 25% with contract for services, fees, grants and miscellaneous income accounting for the balance. The biggest threat to the Fire District revenues are tax abatement programs that provide little to no revenues yet increase the Districts demands of service and risk profile. SECTION 2MISSION AND VISIONMISSION:Umatilla County Fire District # 1 is devoted to protecting the communities we serve by providing the highest quality of compassionate and professional services.VISION:Umatilla County Fire District # 1 - Building the premier public-safety emergency services provider in Eastern Oregon through Continual Improvement, Professionalism, and Financial Stability.MOTTO:“Be kind, Be Professional and always do your best”SECTION 3MEMBERSHIP VALUESAs members of Umatilla County Fire District # 1, we uphold the following values: Accountability – Accepting responsibility for our actions and behaviors.Excellence – Commitment to providing the best service possible and always striving to get better. Integrity – The quality of being honest, having high moral principles. Doing the right thing when no one is looking.Professionalism – Commitment to quality service and pride in your work. The following represent our principles of conduct:Umatilla County Fire District #1’s PHD:Pride - I respect our history, traditions, achievements and constantly push for excellence.Honor - I am committed to always strive to do the right thing with character, integrity and honesty.Dedication - I have a passionate belief in our mission as a fire district.SECTION 4 SWOT ANALYSIS - Outcomes Strengths – Internal Things We Can Build OnPeople – First ChoiceCommunity Relationships Growth – Second ChoiceLabor Management RelationshipDesire to Improve – Third ChoiceDedicated EmployeesRespected by Other AgenciesPublic Education ProgramTraining Service DeliveryLeadershipResourcefulPhysical Training/HealthCareer/POC RelationshipCommunication Weakness’s – Internal Things We Can Improve OnFunding - First ChoiceResistant to ChangeStaffing - Second ChoicePublic Education/Information (Marketing) Facilities/Office Space- Third ChoiceNumber of Services ProvidedVolunteer/POC RetentionReactive vs. ProactiveTechnologyTime for TrainingToo Much ApparatusVisionAging Apparatus FleetCommunications Road Map (Lack of)Spending Prioritization Opportunities – External Things We Can Invest In, Or Take Advantage OfAlternative Funding - First ChoiceNew PartnershipsIncreased Marketing - Second ChoicePulse Point Economic Growth – Third ChoiceMergers TechnologyGrowth in Personnel/FacilitiesNew ConstructionLeading in ChangeStandardization Threats – External Things We Need to MonitorEnterprise Zones – First ChoicePERS Community Outgrowing Capabilities – Second ChoiceLoss of Ambulance Service AreaLoss of Volunteer/POC Staff – Third ChoiceChange FatigueTax FatigueUnfunded LiabilitiesRegulationsResult of Saying NoSECTION 5GOALS OF THE DISTRICTFIRE CHIEF’S OFFICE (FCO)FCO GOAL #1 – Implement Tyler accounting software and refine to meet organizational needs.#OBJECTIVETASK / Action ItemOWNER1.Build Schema for Chart of Accounts, Financials, & Payroll Configuration.Follow Tyler Implementation schedule.April 30 2020Office Manager/Tyler Representative2.Parallel System to validate performance.User acceptance testing -May 11th, 2020.Parallel test payrollMay 18th, pletion of EMH May 18th, 2020.End user training classesMay 18th, 2020 final June 13th,Office Manager/Tyler Representative 3.Monitor “Go Live” implementation following Tyler Tech Schedule for module performance.Monitor go live performance June 15th, 2020.Office Manager4.Develop/Implement training plan for line Staff.Provide training for line staff. June 30th, 2020Admin/Exec Staff5.Create “Punch List” for area’s not performing or meeting expectations.Review performance compared to deliverables identified in contract.Check Contract for date for final change orders.Office Manager / Exec Staff6.Identify additional Tyler Accounting Modules needed (if any). Evaluate Module performance as compared to expectations.Identify missing features. Recommend additional Tyler Modules.December 31st, 2020.Admin/Exec StaffFCO GOAL #2 – Review/evaluate new ambulance billing software.#OBJECTIVETASK / Action ItemOWNER1.Agency Contacts. Contact at least 4 like agencies and identify current software programs and vendors. December 31st, 2020Office Manger2.Site visits.Schedule up to 3 site visits to gain first-hand experience on program performance.Identify associated Electronic Pre-hospital Care Reporting software.Identify GEMT application if any. (Reimbursable, expense tracking, etc.) June 30th, 2021Office ManagerEMS Chief 3.Identify UCFD #1 Budget Commitment. Determine billing Software estimated expense.Determine EPCR Software estimated expense.December 31st, 2021Fire Chief, Office Manager 4.Select vendor(s).Bid process – Obtain at least 3 competitive bids.Consider Sourcewell purchasing cooperative for vendor selection. Select vendor/vendors.Initiate and sign contracts, procure/install software.February 28th, 2022Office Manager, Records Manager, Fire Chief, EMS Chief 5.Implementation PlanIdentify implementation date.Develop training plan.ID cut-over date. July 1st, 2022Office Manager, Records Manager, EMS Chief FCO GOAL #3 – Improve funding through sustainable programs and alternate means.#OBJECTIVETASK / Action ItemOWNER1.Review ambulance rates annually and increase as pile comparable rates by March of each year.Approve proposed rate changes by April of each year.Resolution to board of directors for May meeting each year.Board approves rate changes.Implement new rates July 1, each year.Office ManagerExecutive StaffFire ChiefFire BoardOffice Manager2.Contract for services with Oregon Military Department (OMD)Negotiate fire protection contract with OMD when initiated by OMD.Finalize signed contract when agreed on document arrives from OMD.Fire ChiefFire Chief3.Invoice for billable motor vehicle pile comparable rates by March of each year.Approve proposed rate changes by April of each year.Resolution to board of directors for May meeting each year.Board approves rate changes.Implement new rates July 1, each year.Office Manager Executive StaffFire ChiefFire BoardOffice Manager4.Apply for grants annually.Identify all pertinent / applicable grants by February of each year.Identify Grant supervisor and writers by February of each year.Write, submit, and manage grants according to grant requirements.Executive StaffExecutive StaffGrant supervisorUCFD #1 on scene of a motor vehicle accident. FCO GOAL #4 – Voter approved bond measure for capital expenses, and physical facility remodel/repairs.#OBJECTIVETASK / Action ItemOWNER1.Identify NeedsIdentify needs and costs to establish amount of bond by June 1st, pile lists and present at June 2020 Fire Board meeting Executive StaffFire Chief2.Identify Bond costEstablish bond estimate for total cost and estimated cost per $1,000 by June 1st, 2020.Present cost estimates to board of directors at June Fire Board meeting. Board confirms election date going out for bond measure.June 10th, 2020Fire Chief and SDAOFire ChiefFire Board3.Establish Bond CommitteeRequest citizens to be on Bond committee by August 1st, 2020.Elect Bond committee chair by August 15th, 2020.Establish meeting schedulesJuly 31st, 2020Fire Chief/StaffBond CommitteeBond Committee4.Hire ConsultantEvaluate possible firms by March 1st, 2020.Select firm at April Board Meeting 2020Initiate and sign contract with vendor.Start PAC fund and elect PAC treasurer.Fire ChiefFire Chief/BoardFire ChiefVendor/Fire Chief5. Complete Strategic Communications PlanRefine communications plan with vendor.Implement communication Plan based on vendor recommendations.Executive Staff,Bond Committee,UCFD #1 Staff6.Sell the bondsSell bonds and begin procurement processes. By July 1st, 2021Fire ChiefFCO GOAL #5 – Develop and Implement Internal Communications Plan for UCFD #1#OBJECTIVETASK/Action ItemOWNER1.Face time with Chief/Chief Officers.Identify schedule/frequency for “face time” opportunity with career personnel.July 1st, 2020Identify schedule/frequency for “face time” opportunity with POC/EMS only personnel.July 1st, 2020. Schedule for: 2020 -2021 - 2022 - 2023 - Fire Chief, Operations Chief,Battalion ChiefsFire Chief, Training Chief, EMS Chief2.Discuss and identify medium/frequency for information pass through from Fire Chief/Division Heads to rank and file. Evaluate available mediums for information delivery to department personnel. (email, memo, pod cast, Google Docs)July 1st, 2021Identify, prioritize (High Medium, Low,) messages. Identify delivery medium for specific types of messages.Develop associated policy and term mandates (when required to check email, document expiration, transition to policy etc.) December 31st 2021Executive Staff,Battalion Chiefs(Arch File – Formal Policy etc.)Executive Staff,Battalion Chiefs, 2752 E-Board, POC Leadership3.Labor Management Committee (LMC)Identify sitting LMC MembersDecember 31st, 2020 Develop LMC GuidelinesJune 30th, 2021 Develop LMC Meeting Schedule for:2020 -2021 - 2022 - 2023 -Executive Staff,Local 2752 E-BoardFCO GOAL #6 – Organizational financial review in relationship to bond outcome.#OBJECTIVETASK/Action ItemOWNER1.Identify reliable projections for tax revenue. Consult with Umatilla County Tax Assessor for current projections.October 2020, 2021, 2022, 2023Fire Chief2.Identify reliable projections for ambulance revenue.Review past/current ambulance revenue and compare against current run volume to identify reliable revenue projections.June 30th, 2021Office Manager, Fire Chief3.Identify reliable projections for contract for service, grant, and miscellaneous revenue. Review all current Contract for Service Agreements, Grant Awards, and miscellaneous revenue sources for reliable revenue projections.June 30th, 2021Executive Staff, Front Office, Battalion Chiefs4.Review expenses.Review Personnel Service costs.Review Materials & Services Expense.Review other expenses.Review special programs for continuation (CPP, HAZ MAT etc.) June 30th, 2021 (Maybe Sooner)Executive Staff, Front Office,5.Realign Expenses and Revenue based on outcome of Bond.Evaluate ability to move budgeted Capitol Expense to Bond Expense.Evaluate ability to realign Materials & Services Expense.Evaluate ability to realign Personnel Service Costs Formalize Capitol Expense schedule.Establish Reserve Fund.DATE TBDExecutive Staff6.Facilities Committee (If UCFD #1 is successful in passing Bond)Establish Facilities Committee, identify members.Review existing facility needs and improvements.Evaluate needs for new physical facilities. 12/31/2020Exec StaffGOALS OF THE DISTRICTOPERATIONS DIVISION (OPS)OPS GOAL #1 – Identify workload efficiencies, Safety Best Practices, and eliminate duplication of effort for division.#OBJECTIVETASK / Action ItemOWNER1.Daily Operations Administration. Review current practices and develop consistencies/efficiencies. Administrative FunctionsInterview Front Office Staff for Information/Recommendations.Review Phone SystemWork Orders – Eliminate DuplicationJune 30th, 2021Ops ChiefFront Office Staff2.Daily Operations 24 Hour Personnel. Review current practices and develop consistency/efficiency across all Platoons. Meet with Battalion Chiefs for Information.Operations Functions (24 Hour Personnel)Review/Refine Apparatus Checks (daily, weekly, monthly)June 30th, 2021Ops ChiefBattalion Chiefs3.SDAO AuditIdentify specific areas of an SDAO AuditIdentify deficiencies from above review.Correct known deficienciesConduct SDAO AuditCorrect deficiencies identified from audit. June 30th, 2022Ops Chief4.OSHA Invite Identify specific inspectable areas for OSHA Inspection.Correct known deficiencies Identify Standard OSHA Postings (300 Form)Identify required BOLI postings and comply.Conduct OSHA InspectionCorrect deficiencies from OSHA Inspection.June 30th, 2023Ops ChiefOPS GOAL #2 – Develop Standard Apparatus Inventories and Equipment Location following Industry Standards.#OBJECTIVETASK / Action ItemOWNER1.Standardize Inventory and Equipment Location for Medic Units.Identify Relevant Industry Standards (OHA)Identify standard equipment needsIdentify Fiscal Impact Develop purchasing plan for needed equipmentPurchase / install identified equipment June 30th, 2022BC Gorham, Phillips T., EMS Chief2.Standard Inventory and Equipment Location for Type I Engines.Identify Relevant Industry Standards (NFPA)Identify standard equipment needsIdentify Fiscal Impact Develop purchasing plan for needed equipmentPurchase / install identified equipment June 30th, 2021Ops Chief, BC Gorham, BC Clark3.Standard Inventory and Equipment Location for Type III Engines.Identify Relevant Industry Standards (NFPA)Identify standard equipment needsMeet OSFM Mobilization requirements.Identify Fiscal Impact Develop purchasing plan for needed equipmentPurchase / install identified equipment June 30th, 2023Ops Chief, BC Gorham, BC Clark4.Standard Inventory and Equipment Location for Type VI Engines.Identify Relevant Industry Standards (NFPA)Identify standard equipment needsMeet OSFM Mobilization requirements.Identify Fiscal Impact Develop purchasing plan for needed equipmentPurchase / install identified equipment June 30th, 2023Ops Chief, BC Gorham, BC ClarkOPS GOAL #3 – Fleet Management – Review Response Deployment Plan and adjust fleet size accordingly. #OBJECTIVETASK / Action ItemOWNER1.Review current Emergency Operations Deployment Plan Identify Success/ObjectivesDeployment configuration to match Operations response needs.Appropriate Number / Type of Apparatus (Consider ISO Impact)Review response, costing, and return for Hazardous Materials Team. Identify deficiencies.Identify Apparatus Locations (reserves)July 31st, 2020Operations Chief, Exec Staff, Battalion ChiefsBattalion Chief McClure2.Financial Review, Identify Cost Savings.InsuranceFuelMaintenance June 30th, 2021Operations Chief3.Evaluate Administrative vehicle assignment and needs.Identify current staff members with assigned vehicles (consider call back-code 3 capable)Identify additional needs June 30th, 2022Operations Chief,Fire Chief4.Implement Apparatus Committee Identify Committee Structure/size.Recruit members.Develop committee guidelines.Develop meeting schedule.June 30th, 2022BC Clark5.Apparatus InspectionsDevelop policy for annual apparatus inspection that includes operational readiness and cosmetic maintenance.June 30th, 2021Exec Staff6.Storage Facility for reserve apparatus.Evaluate feasibility of new storage facility for reserve/seasonal apparatus.June 30th, 2023Exec StaffOPS GOAL #4 – Develop Employee Manual for all employees. #OBJECTIVETASK / Action ItemOWNER1.Identify specific relevant content for the items in column 2 Payroll PolicyInsuranceWorkers CompVEBAHR PolicyPhysical facilities ApparatusNew Employee Checklist.Evaluate Delivery Options (Net Shares, Thumb Drive, Hard Copy).June 30th, 2021Operation Chief, Front Office, Exec Staff2.Identify format / order for manualIdentify book or manual design.Identify order of information delivery.June 30th, 2021Operation Chief, Front Office, Exec Staff3.Employee Orientation for Current EmployeesDeliver completed Employee Manual to current employees.Employee training/orientation on Employee Manual.October 1st, 2021Operation Chief, Front Office4.Employee Orientation for new employees.Employee ManualNew Employee ChecklistOctober 1st, 2021Operation Chief, Front Office-2571752901950Roof Operations - Crew performing vertical ventilation on a working residential fire.OPS GOAL #5 – Health and Wellness Program #OBJECTIVETASK / Action ItemOWNER1.Evaluate Current program and department expectations.Prioritize Results Use available resources such as the SDAO, OFCA, IAFF, and IAFC.Identify available revenueFeasibility of Peer Support TeamJune 30th, 2021BC Gorham2Evaluate Department Reporting Policy. Evaluate current exposure reportingEvaluate feasibility of adding specific information from fire and traumatic incidents. (Target Solutions)June 30th, 2022Operations Chief, BC Gorham3.Physical Facility ImprovementsBlack out blinds.June 30th, 2021Turn-out washers and dryers in all stations.June 30th, 2022Station Tap Out SystemsJune 30th, 2023BC GorhamOperations Chief4.Evaluate the feasibility of annual department sponsored medical evaluations. Local Providers that can deliver evaluation based on NFPA requirements.CostCollective Bargaining Implications. Develop Associated Policy June 30th, 2023BC Gorham, Exec Staff5.Provide platform(s) for member information and services available to employees. Facebook for membersCommunication Station at each Station.EAP Services Vetted therapist is close proximity.June 30th, 2023BC Gorham, FF Wrathall 6.Evaluate/Establish Committee and responsibilities.Identify the feasibility/need for a Health and Wellness Committee.June 30th, 2023 BC Gorham, Exec Staff7.Regular Program Evaluation Annual evaluation of program performance compared to expectations. On-goingBC Gorham, Exec StaffOPS GOAL #6 – Standardize department Policy, Procedures, and S.O.G.’s (Coordinate with TRN)#OBJECTIVETASK / Action ItemOWNER1.Meet or exceed required compliance guidelines.Maintain compliance with the following organizations: OR-OSHA, DPSST, ISO, SDAO, and NWCG.On-GoingOperations Chief/Training Chief2.Identify industry standard/best practices for policy development.Follow relevant best practice recommendations from industry experts such as NFPA, IFSTA, DPSST, for policy developmentOn-GoingOperations Chief/Training Chief3.Eliminate contradiction and maintain consistency in existing department policy.SOG committee will cross reference/review existing department policy, procedure, and S.O.G.’s to identify inconsistency.Assign inconsistent policy to SOG committee member for correction.Identify appropriate timeline for policy update and review.06/30/2022SOG Committee 4.Identify areas under represented by appropriate policy and take corrective action. Identify areas deficient in needed policy.Prioritize order of policy development based on safety, significance of impact (low frequency high risk vs. high frequency low risk), budgetary impact, Chief Officer discretion.Develop specific policy.Train personnel on new policy.Implement new policy.06/30/2022Exec Staff, Battalion Chiefs, Officer Group, SOG anize Net SharesEliminate un-needed files/folders. Identify Standard path for document storage.06/30/2023Exec Staff, Battalion Chiefs, Officer Group, SOG Committee.6.Personnel FilesConvert hard copy personnel files to secure digital files.06/30/2023Admin. StaffOPS GOAL #7 – Implement seasonal “BLS Car” for low acuity emergency medical response.#OBJECTIVETASK / Action ItemOWNER1.Review Fiscal Impact.Identify fiscal impact of additional personnel.Identify apparatus / logistics expense.Misc. expense.Identify Schedule / HoursJune 30th, 2021Operations Chief 2.Review personnel needs.Identify service level.Identify number of personnel needed. Develop recruitment plan. June 30th, 2021Operations Chief3.Develop response protocol.Response protocol by incident type.Develop Dispatch PolicySeptember 30th, 2021Operations ChiefUCFD #1 Medic UnitOPS GOAL #8 – Implement Unit Level dispatching based on incident type and location.#OBJECTIVETASK / Action ItemOWNER1.Define Run Card ID’s for each Jurisdiction. Identify CBD Program for EMS triaging.Work with Umatilla County GIS to produce map layer to represent “Fire Run Cards”.Enter Run Card ID’s into BLK codes/files for each Jurisdiction.Identify options and select CBD Triaging program.June 30th, 2020Administrative Deputy Chief, EMS BC2.Create Station Run Card for each BLK Code.Create Station Run Card Record for each BLK Code/FileJuly 31st. 2020Administrative Deputy Chief, EMS BC3.Create Fire Response Types.Develop Incident/Event Types (Include Morrow County) Assign Apparatus Types for each Incident/Event Type.July 31st, 2020Administrative Deputy Chief, EMS BC4.Develop Dispatcher procedure and training program. (Dispatcher Overview)Fire/EMS Orientation and Rules.CBD dispatch protocol training.Academy with Skills Check.Procedure for Alarm vs. Special Call.September 30th, 2020Administrative Deputy Chief, EMS BC5.Fire Agency TrainingBrief Fire Agencies on Policy and Procedure prior to Go Live.September 30th, 2020Administrative Deputy Chief, EMS BC6.Go Live with Unit Level Dispatching. Project Implementation.Performance review.October 1st, 2020Administrative Deputy Chief, EMS BCGOALS OF THE DISTRICTPREVENTION DIVISION (FMO)FMO GOAL #1 – Deliver Department Wide NPFA Fire Investigation Training.#OBJECTIVETASK / Action ItemOWNER1.Provide NFPA Fire Investigation Training to Career Staff.Identify NFPA Curriculum for training delivery.November 15th, 2019Determine best delivery method to career/shift personnel.December 31st, 2019Identify participation requirements and select members.January 6th, 2020Deliver training to members.Identify recertification requirements.December 31st, 2020Fire Marshal2.Provide NFPA Fire Investigation Training to Paid-on Call / Volunteer Staff.Identify participation requirements and select members.December 31st, 2020Deliver training to members.January 2021Fire Marshal3.Develop policy for “On-Call” Fire Investigation coverage for trained Operations staff.Identify trained Operation’s staff available for fire investigations coverage in the absence of C-22.Develop call back policy for identified personnel. (Consider CBA Implications)June 30th, 2022Fire Marshal, Exec Staff, Local 2752 FMO GOAL #2 – Review additional/alternative funding opportunities.#OBJECTIVETASK / Action ItemOWNER1. Brycer Revenue Sharing Evaluate eligible fire protection systems for program inclusion.Modify existing Brycer contract to reflect revenue sharing.Implement revenue sharing model.Perform periodic review of fee structure. June 30th, 2020Fire Marshal2.Collect fees for plans reviews.Evaluate legal opportunities to set fees by June 30, 2020.Notify appropriate Private/ City/County/State agencies.Enact board policy or ordinance as needed.December 31st, 2020Fire Marshal/Fire ChiefFire MarshalFire Chief, Fire Marshal, Office Manager3.Evaluate fee options for permits as identified in the 2019 Oregon Fire Code – Section 105.6 (Additional information in Section 106 Fees)Review Oregon Fire Code Section 105.6 (Required operational permits) for relevant permit opportunities.Select relevant permits and assign fee structure. Adopt relevant Oregon Fire Code Sections.Enact board policy or ordinance as needed.July 1st, 2021Fire Marshal Smoke alarms save lives. FMO GOAL #3 – Develop external Communications Plan to include information on UCFD #1’s strategic direction, core services, business and financial fundamentals and general public information. #OBJECTIVETASK / Action ItemOWNER1.Identify MessagingDevelop messaging for strategic direction, core services, business and financial information.Develop messaging for routine Public Information communication (seasonal information such as burning regulations, heating appliances etc.). Enhance/improve messaging for emergency communications (Alert Sense). June 30th, 2022Fire Marshal, Exec Staff2.Evaluate / identify communication mediums. Social Media - Target and enhance to specific Zip Codes (Boost).Web Page (Boost to zip codes).News Letter (Cost-frequency).Reader Boards (grant funding).Pulse Point.December 31st, 2022Fire Marshal, Exec Staff3.Choose department communication mediums.Identify realistic number of communication mediums that can be maintained. Upload/distribute messaging.Update / renew messaging.December 31st, 2022Fire Marshal, Exec Staff4.Update Website to include new content and information. Refresh overall look of website.Add new educational, informational content.Update photo content.Add community interest information.Add relevant links (analytics, other relevant agencies, etc.).EMS Chief5.Staffing NeedsIdentify number of additional FTE’s needed to fulfill delivery of stated goal.Identify fiscal impact of additional FTE’s.June 30th, 2023Fire Marshal, Exec StaffFMO GOAL #4 – Evaluate current Public Education Plan and update to include Disaster Preparedness and Community Risk Reduction.#OBJECTIVETASK / Action ItemOWNER1.Program ContentReview current program content for enhancements.Review message delivery medium and change as needed.December 31st, 2020Fire Marshal, Exec Staff2.Identify new program content - ResidentialIdentify program content for Disaster Preparedness.Identify program content for Community Risk Reduction.December 31st, 2021Fire Marshal, Exec Staff3.Identify new program content – Institutions (Schools)Identify program content for Disaster Preparedness.Identify program content for Community Risk Reduction December 31st, 2021Fire Marshal, Exec Staff4.Identify new program content - CommercialIdentify program content for Disaster Preparedness.Identify program content for Community Risk Reduction December 31st, 2021Fire Marshal, Exec Staff5.Staffing Needs Identify number of additional FTE’s needed to fulfill delivery of stated goal.Identify fiscal impact of additional FTE’s.June 30th, 2023Fire Marshal, Exec StaffFMO GOAL #5 – Deliver Department Wide NFPA Inspector I and NFPA Inspector II training.#OBJECTIVETASK / Action ItemOWNER1.Provide NFPA Fire Inspector Training to Career Staff.Identify NFPA Curriculum for training delivery.Determine best delivery method to career/shift personnel.Identify participation requirements and select members.Deliver training to members.December 31st, 2022Fire Marshal2.Provide NFPA Fire Inspector Training to Paid-on Call / Volunteer Staff.Identify participation requirements and select members.Consult with Training Division on delivery schedule for POC Staff.Deliver training to members.June 30th, 2023Fire MarshalUCFD #1 arriving at a working residential fire.GOALS OF THE DISTRICTTRAINING DIVISION (TRN)TRN GOAL #1 – Develop and implement department training calendar based on two-year recertification process. #OBJECTIVETASK / Action ItemOWNER1.Two-year Training Calendar to support DPSST and OHA recertification requirements.Current DPSST Calendar ends12/31/2020New DPSST Calendar starts/ends01/01/2021 through 12/31/2022Oregon Health Recert PeriodCurrent period ends 06/30/2021New recert period starts07/01/2022 through 06/30/2024Identify Fire Based topics to meet DPSST recertification requirements.Identify OHA EMS based topics to meet EMT through Paramedic recertification requirements. Identify motivated instructor group to deliver specific relevant training in classroom/hands-on environments. January 1st 2021Training Chief / EMS Chief2.Meet recertification deadlines for DPSST.Provide proper documentation to DPSST to meet two-year recertification cycle requirements.December 31st, 2020Training Chief3.Meet recertification requirements OHA.Provide members with specific instruction for recertification with OHA to meet recertification requirements for EMT through Paramedic.May 1st, 2021EMS Chief4.Meet requirements for continued accreditation through DPSST.Meet with District Liaison Officer as needed to maintain DPSST accreditation.Training ChiefTRN GOAL #2 – Standardize department Policy, Procedures, and S.O.G.’s (Coordinate with OPS)#OBJECTIVETASK / Action ItemOWNER1.Meet or exceed required compliance guidelines.Maintain compliance with the following organizations: OR-OSHA, DPSST, ISO, SDAO, and NWCG.On-GoingTraining Chief / Operations Chief2.Identify industry standard/best practices for policy development.Follow relevant best practice recommendations from industry experts such as NFPA, IFSTA, DPSST, for policy developmentOn-GoingTraining Chief / Operations Chief3.Eliminate contradiction and maintain consistency in existing and new department policy.SOG committee will cross reference/review existing department policy, procedure, and S.O.G.’s to identify inconsistency.Assign inconsistent policy to SOG committee member for correction.Identify appropriate timeline for policy update and review.06/30/2022SOG Committee4.Identify areas under represented by appropriate policy and take corrective action. Identify areas deficient in needed policy.Prioritize order of policy development based on safety, significance of impact (low frequency high risk vs. high frequency low risk), budgetary impact, Chief Officer discretion.Develop specific policy.Train personnel on new policy.Implement new policy.06/30/2022Exec Staff, Battalion Chiefs, Officer Group, SOG anize Net SharesEliminate un-needed files/folders. Identify Standard path for document storage.06/30/2023Exec Staff, Battalion Chiefs, Officer Group, SOG Committee.6Personnel FilesConvert hard copy personnel files to secure digital files.Admin. StaffTRN GOAL #3 – Develop Training Center Policy Manual.#OBJECTIVETASK / Action ItemOWNER1.Administrative Guidelines Identify district requirements for use of training campus and physical facilities.Establish Safety Plan for Training Campus.Develop compliance policy for required documents and personnel such as IAP, Safety plan, Incident Commander, Incident Safety Officer etc.December 31st, 2021Training Chief2.Physical Facility GuidelinesCreate general instructions for physical facilities.Establish Safety Plan for Physical facilities.Maintain compliance with relevant organizations – agencies.December 31st, 2021Training ChiefTraining Chief & Safety Officer3.Instruction Manual for Specific Training Prop.Develop Instruction Manual specific to each prop on campus.Identify specific safety requirements relevant to each prop.As props are added or by June 30th, 2023Training ChiefUCFD #1’s Rope Team training with Umatilla County Sheriff’s Search & Rescue TeamTRN GOAL #4 – Develop Career / Officer Development Program.#OBJECTIVETASK / Action ItemOWNER1.Identify department expectations for Career / Officer Development Program.Create Task Force that will be charged with identifying department needs/expectations. This should be cross section of organization that adequately represents Labor and Management. Identify specific job assignments to be included in program.Coordinate with Operations Division to Create specific Operations SOG/SOP to support TRN Goal #4.Identify fiscal impact to organization.June 30th, 2022Training Chief, Exec Staff, Battalion Chiefs, Officer Group2.Identify KSA’s, certifications, and other training that will be included in Career/Officer Development Plan for each identified job assignment.Based on outcome of department expectations. June 30th, 2022Exec Staff3.Link KSA’s/expectations with known certifications or training opportunities.Identify specific DPSST Certifications that support Objective #1.Identify formal educational opportunities that support Objective #1.Identify regularly scheduled training opportunities that support Objective #1.June 30th, 2022Exec Staff4.Develop Task BooksDevelop Task Books for each identified job assignment.December 31st, 2022Exec Staff5.Implement Program Identify timeline for program implementation. Train membership on program implementation. Announce program implementation. January 1st, 2023Exec Staff6.Evaluate program success / deficiencies SMART Objectives.SpecificMeasurableAttainableRealisticTimeIdentify timeline for evaluations.Annually Exec StaffTRN GOAL #5 – Foster and grow our Resident Intern and Paid On-Call Programs to support district operations and participant career path. #OBJECTIVETASK / Action ItemOWNER1.Evaluate current programs for efficiencies.Review current policy and guidelines using SMART Objectives.Identify deficiencies and correct.Identify existing incentives and modify as needed. July 1st 20222.BMCC Relationship.Coordinate with BMCC Fire Science program manager to evaluate current fire science program.Delegate responsibilities to appropriate agencies. July 1st 20223.Regional Relationships.Identify potential partner agencies outside of fire agencies.Coordinate with fire agencies and other regional partners to provide efficiencies.Foster, develop, and maintain Stakeholder Relationships. June 30th, 2023TRN GOAL #6 – Provide for continued Training Center Development.#OBJECTIVETASK / Action ItemOWNER1.Expand in-house and regional training capabilities.Enhance relationship with OTFTA.Enhance partnership with regional fire service agencies.Broaden and develop relationships with private sector stakeholders.July 1st 2022 2.Training Center DevelopmentExplore potential grant funding to support campus development.Add Training Props as prioritized by Exec plete Campus Paving.June 30th, 20233.Develop a plan to incorporate a special assignment position into the training division to conduct instructional delivery and provide support.Ident Identify number of additional FTE’s needed to fulfill delivery of stated objective.Identify fiscal impact of additional FTE’s.June 30th, 2023UCFD #1 crews on our training grounds working the vehicle fire prop. ................
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