University Park Fire Department 5-Year Strategic Plan

Issued March of 2014

University Park Fire Department

Customer Centered Strategic Plan

Facilitated by Fire Chief Randy Howell

3800 University Blvd. University Park, Texas 75205

(214) 987-5380 (office) (214) 987-5384 (fax)

www.uptexas.org

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TABLE OF CONTENTS ACKNOWLEDGEMENTS 2

EXECUTIVE SUMMARY 2

THE CUSTOMER CENTERED STRATEGIC PLANNING PROCESS 7

ORGANIZATIONAL BACKGROUND 9

THE MISSION STATEMENT 10

THE VISION STATEMENTS 10

VALUES 12

STRENGTHS 13

WEAKNESSES 14

OPPORTUNITIES 15

THREATS 15

CRITICAL ISSUES AND SERVICE GAPS 16

SERVICES PROVIDED 17

CUSTOMER EXPECTATIONS 18

AREAS OF CUSTOMER CONCERN 19

POSITIVE CUSTOMER FEEDBACK 20

GOALS AND OBJECTIVES 21

COMMUNITY FIRE AND EMERGENCY SERVICES PERFORMANCE OBJECTIVES AND TARGETS 25

APPENDIX A – APPARATUS/VEHICLE REPLACEMENT SCHEDULE 26

APPENDIX B – ORGANIZATION CHARTS 27

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ACKNOWLEDGEMENTS

This author acknowledges the Strategic Planning Group for their participation and input into the

Customer Centered Strategic Planning Process.

My particular thanks goes out to members of University Park Fire Department for the assistance

and resources made available to me in order to complete this strategic plan. I would also like to

thank the citizens who participated in the customer service and expectations survey. Input

received has helped establish our service priorities, prioritize our resources and define our

organizational values.

EXECUTIVE SUMMARY The Customer Centered Strategic Planning process accomplished more than just the

development of a document. It challenged the membership of University Park Fire Department

to look critically at paradigms, values, philosophies, beliefs, and desires. It challenged

individuals to work in the best interest of the “team.” In addition, it provided the membership with

an opportunity to participate in the development of their organization’s long-term direction and

focus. The members of the University Park Fire Department Strategic Planning Group and the

past and present Leadership UP program participants did an outstanding job in committing to this

important project and seeing it to final form.

Mission, Vision & Values Clearly stated and intentionally simplistic, University Park Fire Department Mission accurately

describes the organization’s general purpose.

“We exist to provide innovative, effective and efficient fire and life safety solutions that meet the

needs and expectations of the community we serve.”

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Building on this mission, the membership was asked to identify Vision statements, thus

establishing targets of excellence for the future. The following were among the identified vision

statements:

- Recognized as a progressive, well-trained and customer-centered fire organization.

- Places a high premium on effective service delivery.

- Provide the most effective and efficient service possible.

- Meet or exceed all state and national organizational best practices.

- Place a great emphasis on prevention and education.

- Provide an effective response force through adequate staffing levels and effective automatic assistance/mutual aid contracts.

- Equipment will be dependable, capable and consistent with needs of our community.

- Expand our information initiatives for customer feedback.

- Remain in line with expectations of our community.

- Family atmosphere nurtured by fair practices, open communication and Innovative

procedures.

- Maintain a physically fit, healthy, and increasingly diverse work force.

- Maintain competitive market value compensation and performance incentives. Recognizing that its collective personality and the values of its members enhance the

organization, the University Park Fire Department staff declared a set of Values that include such

core words as:

Safety and wellbeing of our members, honesty, excellence in delivery of services, pride, trustworthiness, professionalism, integrity, respect, honor tradition and service, compassion, teamwork, unity, brotherhood, empowerment, higher education, knowledge and customer service.

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Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis The SWOT Analysis required University Park Fire Department to look candidly at its strengths

and weaknesses and to identify opportunities and threats facing the University Park Fire

Department.

Some of the organizational strengths identified include:

Strong ordinances and fire codes, departmental enforcement of these codes, residential sprinkler requirement, increase in number of annual inspections (code and pre-fire), apparatus, protective clothing/equipment/gear, exercise area and equipment enhancements, functional training tower and training program, new emergency operations center, increase in incident command and strategy/tactics training, established wellness/fitness program, emphasis on use of incident safety officer, safer roadway incident management practices, revised mutual/automatic aid agreements providing NFPA 1710 compliance, enhanced community education/outreach programs and services, Honor Guard/Pipes and Drums program, collaborative labor/management relations, strong paramedic program, camaraderie among employees, pursuit of member certification/education.

Some of the areas identified as weaknesses or needing enhancement include:

Ineffective staffing levels, limited advancement opportunities, limited specialized rescue training and response capabilities, no incentive to receive superior level ranking in firefighter fitness/wellness program, marginal field computerization capability, difficulties with record management software, adjustments needed in step increase and salary comparison, lack of accreditation, limited deployment options for specialized rescue equipment, relations with other City departments, poor communication interoperability with mutual aid jurisdictions, minimal training with Highland Park DPS, updating needed for response codes.

Many opportunities exist for University Park Fire Department, some of which include:

Highly educated citizens, enhanced transparency/involvement with community, striving to accomplish state/national best practices and accreditation standards, improving relationships with mutual aid agencies, enhanced relationship with city council, ability to initiate organizational change management, skills/revenue enhancement thru increased use of training tower, advancement of prevention/community education programs.

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Fundamental to the success of any strategic plan is the understanding that threats are not

completely and/or directly controlled by the organization. Some of the current and future threats

to the University Park Fire Department include:

Greater dependency on mutual aid, unfunded mandates, changes in Dallas Fire Rescue leadership, PGB Presidential Library, greater life safety issues, changing technology, resistance to change, larger homes/zero lot line, population density, SMU growth in resident student population and building construction vs. our ability to provide services.

Customer Priority of Services, Customer Concerns, Expectations and Feedback The Citizens Advisory Group was asked to prioritize the services provided by University Park Fire Department. The following are those services in priority order:

1. Fire Suppression

2. Advanced Life Support EMS

3. Rescue

4. Emergency Management and Disaster Preparedness

5. HazMat/WMD Incident Response

6. Fire Code and Safety Inspections

7. Fire and Arson Investigations

8. Community Fire/EMS Safety Education

9. Home Safety Inspections

10. Child Safety Seat Installations

11. Residential Smoke Detector Installations

A key element of the University Park Fire Department organizational philosophy is a high level of

commitment to our customers. The agency recognizes the importance of customer satisfaction.

Critical customer expectations, concerns and other feedback were gathered from the Citizens

Group and are included in this report.

Assumptive Statement:

Core Services + Core Values + Customer Expectations =

Who we are & how we do business.

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Goals, Objectives, Performance Measures and Targets Armed with the mission, vision, values, SWOT analysis and customer priorities, expectations and

concerns, the membership of University Park Fire Department focused on developing realistic

strategic goals and objectives designed to guide the Department into the future. The following

organizational goals were identified:

Goal 1 Increase organizational emphasis on safety. Goal 2 Engage in department process validation. Goal 3 Provide appropriate employee incentives. Goal 4 Ensure effective use of training and related facilities/props. Goal 5 Increase operational efficiency/improvement. Goal 6 Expand data retrieval capability and utilization of quantified results. Goal 7 Effectively address public education, code enforcement, and fire investigation challenges in our community. Goal 8 Continue to improve disaster response capabilities and mitigation practices. This strategic plan provides a detailed roadmap into the future. It is a living, working document,

and a “tool” to be used at all levels of the organization. Constant evaluation of outcomes is

critical to determine the success of the organization’s efforts and direction. Performance

objectives will be developed to provide a quantitative method to monitor performance as stated

goals are pursued.

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THE CUSTOMER CENTERED STRATEGIC PLANNING PROCESS The fire service has entered into a very competitive evolutionary cycle. Demands for services

continue to increase while funding sources are stretched. These trends place increased pressure

on the modern fire service manager, policy makers, and full-time staff, to come up with ways to be

more efficient and more effective while maintain innovative practices. In many cases, the public

is demanding the accomplishment of specific goals, objectives, and services, with fewer

resources. To do a more efficient job with the available resources organizations must set

objectives based on constructive efforts, while eliminating programs that do not serve the

customer’s needs and expectations.

To ensure that customer needs were incorporated, the Customer Centered Strategic Planning

(CCSP) process was used to develop the University Park Fire Department’s Strategic Plan. The

CCSP process is a product of Emergency Services Consulting Inc of Wilsonville, Oregon.

Businesses employ this type of process to identify market niches, allowing the service provider to

focus efforts while reducing risk and wasted effort. This process was adapted to meet University

Park Fire Department’s specific needs.

This methodology has been adopted and utilized by the International Association of Fire Chiefs,

the Western Fire Chiefs Association, the Oregon Fire District Directors Association, the Florida

Fire Chiefs Association the Washington State Firefighters Council and the Commission on Fire

Accreditation, International. The CCSP process has proven very effective in all types and sizes

of organizations and should serve as a model for emergency service providers for many years.

This document is the result of department member involvement and includes structured citizen

input. Insights gained were invaluable in putting together the strategic plan. The participants

took their work very seriously and accepted the challenge to develop a quality product. The

contents of the plan was presented to all members of the department with the explanation that the

breakdown of task level responsibilities would take place at the time of implementation assigned

to each objective.

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The CCSP Process Outline The specific steps of the CCSP process are as follows:

- Develop the Mission Statement, giving careful attention to the services currently provided and which logically can be provided in the future.

- Develop a Vision of the future.

- Establish the Values of the members of the organization.

- Identify the Strengths of the organization.

- Identify any Weaknesses of the organization.

- Identify areas of Opportunity for the organization.

- Identify potential Threats to the organization.

- Define the Services provided to the community.

- Establish the community’s service priorities.

- Establish the community’s expectations of the organization.

- Identify any concerns the community may have about the organization and its services.

- Identify those aspects of the organization and its services the community views positively.

- Establish realistic goals and objectives for the future.

- Identify implementation tasks for each objective.

- Define service outcomes in the form of measurable performance objectives and targets.

- Encourage organizational and community commitment to the plan.

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ORGANIZATIONAL BACKGROUND

The University Park Fire Department is a department of the City of University Park. The

department’s jurisdiction encompasses all areas within the city limits and provides automatic aid

and mutual aid with both fire and emergency medical services to the City of Dallas and the Town

of Highland Park. The response area is primarily a suburban residential community

complimented by six shopping districts with small retail shops, the Highland Park Independent

School District. The department also provides full service response to Southern Methodist

University and the President George Bush Presidential Center/Library.

The University Park Fire Department provides services to a census population of approximately

24,000 residents and a SMU campus population of over 13,000 students, faculty and staff.

Geographic area served is approximately 3.7 square miles. The department’s jurisdiction is

located in Central Dallas County and surrounded by the City of Dallas to the north, east and west

and the Town of Highland Park to the south. The topography of the City is relatively flat with

Turtle Creek dissecting the City. Central Expressway bounds the City to the East and the Dallas

North Toll Way bounds the City to the West. No other major highways intersect the City however

a light rail serving commuter traffic intersects the southeast portions of the city.

The department’s services are provided from one fire station located within the jurisdiction. The

department maintains a fleet of emergency response apparatus which includes one quint, two

pumpers, two MICUs, a Command vehicle, a Fire Marshal, Asst. FM and Assistant Chief vehicle.

The department has an authorized strength of 36 personnel involved in the delivery of services to

the community. Management and oversight is provided by a Fire Chief and Assistant Fire Chief.

Additionally, the department provides Fire/Arson Investigation and Inspection Services provided

by the departmental Fire Marshal’s office. On duty shift personnel are managed by three

Battalion Chiefs, three Fire Captains and three Fire Lieutenants with a minimum staffing level of 8

personnel per shift.

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THE MISSION STATEMENT The mission statement of an organization is intended to describe, in succinct terms, the purpose

for the organization’s existence. It articulates the principal reason for the organization’s

presence within the community.

University Park Fire Department Mission Statement “We exist to provide innovative, effective and efficient fire and life safety solutions that meet the

needs and expectations of the community we serve.”

THE VISION STATEMENTS In addition to knowing who they are and understanding their beliefs, all successful organizations

need to define where they expect to be in the future. After having established the organization’s

mission, the next logical step is to establish a vision of what University Park Fire Department

should be in the future. Vision statements provide targets of excellence that the organization will

strive towards and provide a basis for their goals and objectives. The following vision statements

were developed for University Park Fire Department:

Five years from now, the University Park Fire Department will continue to be recognized by

residents, local businesses, and regional fire agencies as a progressive, well-trained and

customer-centered fire organization that places a high premium on effective service delivery to

our customers.

We will strive to provide the most effective and efficient service possible to all population groups,

with growing emphasis on prevention and public relations. We will mitigate the risk within our

district providing an effective response force through adequate apparatus staffing, training and

effective aid contracts with neighboring agencies. Our equipment will be dependable, capable

and consistent with the needs of the community, embracing cutting-edge technology and

emphasizing firefighter safety.

We will reach out into the community to expand our information initiatives for customer feedback

so that our organizational priorities, philosophy and operations remain in line with the

expectations of the community.

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Our organization will reflect a family atmosphere, internally and externally, that is nurtured by fair

and effective leadership and management practices. We will honor the traditions of the fire

service, accomplishments of our members, and service to the department. We will encourage

open communication processes and up-to-date policies that will appropriately assist decision

making of our personnel. Our vision will be accomplished by a physically fit organization that is

well trained in multiple response disciplines. We will strive to maintain competitive market-value

compensation and employee incentive pay, providing opportunities for growth, development, and

higher education, valuing individual input and providing for the well-being of the employees.

We will endeavor to meet or exceed all state and national best practices thereby ensuring that the

University Park Fire Department is a high-caliber, professional organization.

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VALUES Establishing values embraced by all members of an organization is extremely important. They

recognize those features and considerations that make up the personality of the organization.

Those assembled for the University Park Fire Department strategic planning process felt it

absolutely necessary to declare the following statements of values for the organization.

University Park Fire Department Values We place the highest priority on safety and wellbeing of our members. We value honesty within our organization. We value trustworthiness within our organization. We value professionalism and integrity in our dealings with each other and those we serve – morally, ethically, respectfully and compassionately. We value teamwork to install unity, collaboration and an overall sense of brotherhood within our organization. We value and expect our leadership to form the foundation for effective decision making, intelligent actions and increased safety through empowerment of its membership. We value higher education throughout our organization to enhance the knowledge of our profession. We are committed to, value and prioritize outstanding customer service in our organization and embrace this fact as a foundational cornerstone of our existence. We will pursue excellence in all areas of our service delivery.

The mission, vision, and values are the foundation of any successful organization. Every effort

should be made to keep these current and meaningful so that the individuals who make up the

organization are well-guided by them in the accomplishment of the goals, objectives, and

day-to-day tasks.

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STRENGTHS It is important for any organization to identify their strengths in order to assure they are capable of

providing the services requested by customers and to ensure that strengths are consistent with

the issues facing the organization. Often, identification of organizational strengths leads to the

channeling of efforts toward primary community needs that match those strengths. Programs

that do not match organizational strengths or the primary function of the business should be

seriously reviewed to evaluate the rate of return on precious staff time. Through a consensus

process, the strengths of University Park Fire Department were identified.

Strengths of University Park Fire Department

- Prevention – strong ordinances and codes, residential sprinklers, increased inspections

- Equipment - apparatus, PPE, workout, training tower, EOC

- Firefighter safety - Compliance 1710, strategy/tactics, physical fitness, IT, Safety Officers, certs, revised mutual/automatic aid agreements, electronic pre-plans

- Community outreach - CERT, Citizens Fire Academy, CPR classes, smoke detector program, birthday/station tours, car seats, Leadership UP

- Firefighter representation - Pipes & Drums, Honor Guard, awards presentations, uniforms, Pension Board, Firefighter Association, 911 Ceremony

- Labor Management – collaborative efforts

- Department communication

- Education staff – higher education standards

-Paramedic staffing levels – EMS performance (Stemi activations)

-Higher skill set for new recruits

-Effective ISO rating

-Employee work ethic and overall department values

-Camaraderie among employees

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WEAKNESSES Performance or lack of performance within an organization depends greatly on the identification

of weaknesses and how they are confronted. While it is not unusual for these issues to be at the

heart of the organization’s overall problems, it is unusual for organizations to be able to identify

and deal with these issues effectively on their own.

For any organization to either begin or to continue to move progressively forward, it must not only

be able to identify its strengths, but also those areas where it does not function well or not at all.

These are areas of day-to-day issues and concerns that may slow or inhibit progress.

Weaknesses of University Park Fire Department

- Ineffective staffing levels

- Lack of advancement

- Lack of specialized training – arson, swift water, high angle, etc.

- Lack of incentive to receive superior level in our physical fitness program

- Field computerization – redundant reporting

- Record management system

- Step wages and salary comparison

- Lack of accreditation

- Specialized equipment deployment

- Relationship with other City departments

- Training with mutual aid agencies

- Emergency communication with other cities

- Response codes – Dispatch, Dallas

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OPPORTUNITIES The opportunities for an organization depend on the identification of strengths and weaknesses

and how they can be enhanced. The focus of opportunities is not solely on existing service, but

on expanding and developing new possibilities both inside and beyond the traditional service

area. Many opportunities exist for University Park Fire Department.

Opportunities for University Park Fire Department

- Highly educated public – understands needs & requests

- Enhanced transparency/involvement with community

- Increased financial resource capacity – false alarm fees & reinspections

- Striving to meet all recognized state and national standards (Best Practices/Accreditation)

- Improved relationship with neighboring fire agencies

- Greater relationship with City Council

- Limited agency size allows easier change implementation

- Training Tower – mutual/automatic aid agencies & revenue

- Advancement of fire prevention programs

- Updated code compliance – sprinkler ordinance

THREATS To draw strength and gain full benefit of any opportunity, the threats to the organization, with their

new risks and challenges, must also be identified. By recognizing possible threats, an

organization can greatly reduce the potential for loss.

Threats to University Park Fire Department

- Greater dependency on mutual aid

- Unfunded mandates

- Changes in Dallas leadership

- Presidential library

- Changing technology

- Resistance to change

- Larger homes/zero lot lines

- SMU – increased size, new buildings, on-campus housing

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CRITICAL ISSUES AND SERVICE GAPS After reviewing the department’s core services, the organizational strengths and weaknesses,

and the opportunities and threats posed by the industry and community environment in which it

operates, the planning team identified the primary critical issues that face the department. These

reflect the issues that the team feels pose the greatest risk of impact on its services and

organizational health. In addition, the team also identified any gaps in the department’s activities

that need to be filled in order to provide the levels of service it has pledged itself to.

CRITICAL ISSUES: 1. Lack of communication interoperability with primary mutual aid agencies.

2. Over-reliance on mutual aid to provide core response in large-scale event.

3. Limited deployment options for technical rescue response.

4. Current minimum staffing level does not allow for adequate personnel on apparatus needed to perform/deliver core services.

SERVICE GAPS: 1. Data/reports retrieval and availability.

2. Ineffective prevention and public safety education within HPISD & on SMU campus.

3. Current staffing levels make training and time-off during extended absences difficult, resulting in organizational hardship.

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SERVICES PROVIDED The University Park Fire Department was asked to identify the most important functions and

services it provides and offers. It is important to identify these in order to assure they are

consistent with the critical needs of its customers.

Core Services Provided by University Park Fire Department

1. Fire Suppression

2. Advanced Life Support EMS

3. Rescue

4. Emergency Management and Disaster Preparedness

5. HazMat/WMD Incident Response

6. Fire Code and Safety Inspections

7. Fire and Arson Investigations

8. Community Fire/EMS Safety Education

9. Home Safety Inspections

10. Child Safety Seat Installations Supporting Services/Programs - Inspections/preplans

- Public Education

- Code Enforcement

- Engineering

- Training

- Public Relations

- Budgeting/Purchasing

- Human Resources

- Citizen CORPS Responses

The following citizen survey results provide a reflection of service priorities, firefighter characteristics, and customer service

expectations.

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CUSTOMER EXPECTATIONS

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AREAS OF CUSTOMER CONCERN

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POSITIVE CUSTOMER FEEDBACK

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GOALS AND OBJECTIVES

The Customer Centered Strategic Planning process, to this point, has dealt with establishing the

mission, vision, and values of the organization. In addition, identification of strengths,

weaknesses and needs of both the organization and customer was accomplished. In order to

achieve the mission of University Park Fire Department, realistic goals and objectives must be

established. Goals and objective’s are imperative to provide the individual members with clear

direction.

In order to establish the goals and objectives the strategic planning group met a number of times

to complete this critical process. As goals and objectives are management tools, they should be

updated on an ongoing basis to identify what has been accomplished and to note changes within

the organization and the community. The attainment of a performance target should be

recognized and celebrated to provide a sense of organizational accomplishment.

The goals and objectives should now become the focus of the efforts of University Park Fire

Department. Careful consideration was taken by staff to ensure that the critical needs and areas

of needed enhancement previously identified were addressed within the goals and objectives.

By following these goals and objectives carefully, the organization will be redirected and guided

into the future. They should also greatly reduce the number of obstacles and distractions for the

organization and its members.

Priorities for the accomplishment of specific objectives will be established based on practical

implementation. Those that carried higher priorities are scheduled for completion first and lower

priority objectives scheduled later. Overall these goals and objectives provide specific timelines

for the next 2 – 5 years. The leadership of University Park Fire Department will meet periodically

to review progress towards these goals and objectives and adjust timelines and specific targets

as needs and the environment change.

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Goal 1 Increase Organizational Emphasis on Safety

1. Identify and address matters of concern that directly affect the safety and wellbeing of department members. These areas should include all aspects of functionality and operation within our organization.

2. Develop a comprehensive risk management program designed to address inherent risks to the safety/wellness of Fire Operational/Prevention personnel. a) Seek out volunteers and establish a safety committee. b) Task this committee with the responsibility of bringing forward areas of concern and

developing a plan for addressing injury/accident mitigation for each. c) Meet with Chief Officers to present and discuss plans developed and proposals for

implementation. d) Gain consensus on practical ways to implement mutually agreed upon plans. e) Develop timeline for implementation/integration of initiatives. f) Present to department members. g) Re-evaluate and adjust as necessary. h) Committee to meet twice annually to discuss effectiveness of efforts and address any

new areas of concern.

Goal 2 Engage in Department Process Validation

1. Achieve “TFCA Best Practices” designation by January 2016.

2. Achieve “CPSE Accreditation” for the department by January 2019.

Goal 3 Provide Appropriate Employee Incentives Continue to develop and promote incentive initiatives in an effort to:

1. increase department marketability to highly qualified job applicants. 2. encourage current employee retention. 3. encourage pursuit of formal and technical education. 4. create an organizational climate that will encourage the pursuit of professional

development, physical fitness, and promotion of rank.

Goal 4 Ensure Effective Use of Training and Related Facilities/Props

1. Develop a comprehensive training/plan that includes: a) career development. b) increasing and improving coordination, communication and training with HPDPS,

UPPD, and SMU PD to ensure effective response to large scale incidents. c) continuing development of training tower capabilities and functionality. d) focusing on maintaining and improving critical skills proficiency and places an

unwavering priority on safety. e) incident command training for officers.

Department Goals

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Goal 5 Increase Operational Efficiency/Improvement

1. Review and revise code responses policy and apparatus assignments to ensure appropriate distribution of service call responsibility.

2. (Referencing Appendix A) Achieve future operational needs regarding fire apparatus, utility/staff vehicles, and equipment in order to ensure that the needs of our community are met.

3. (Referencing Appendix B) Achieve operational/administrative staffing levels to ensure: a. safe and efficient delivery of core services by initial arriving units. This would

include achieving a minimum operational staffing level of 9 per shift. b. training, professional development, and regulatory compliance is maintained and

delivered. This would include the addition of a staff officer position that would oversee and coordinate the emergency medical service division, departmental training, safety and accreditation.

4. Perform comprehensive review of department SOGs to ensure relevancy and appropriateness to meet department needs.

5. Encourage development of and provide support for programs and department initiatives that will promote a culture of pride in our profession.

6. Improve records management and field computerization in the department. 7. Utilize available technology to enhance and expedite patient care (Smart911, Operative

IA, Firehouse, ipad)

Goal 6 Expand Data Retrieval Capability and Utilization of Quantified Results Improve the gathering, analysis, and use of available data to:

1. target and identify trending that will reveal needs in our community that can be met by our department.

2. demonstrate and justify request for additional personnel and resources.

Goal 7 Effectively Address Public Education, Code Enforcement, and Fire Investigation Challenges in Our Community

1. Have the Fire Marshal’s office provide a report on community risk analysis and identify target groups in need of specialized services.

2. Develop and implement a community wide Target Hazard program. 3. Maintain effective fire code enforcement of commercial businesses. 4. Continue to update pre-fire plan program in an effort to:

a) proactively maintain operational familiarity of commercial occupancies and hazards associated with each.

b) maintain accuracy of information on buildings necessary to assist incident command.

5. Improve fire investigation capabilities and effectiveness. 6. Improve community fire and safety education.

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Goal 8 Continue to improve disaster response capabilities and mitigation practices.

1. Development 2014-16 Emergency Management Master Plan. 2. Ensure that disaster management plans are updated and relevant. 3. Maintain a proactive approach to the use of mutual aid through networking and

collaboration with local and state agencies. 4. Conduct biannual disaster drills to include one table top and one functional exercise per

year. 5. Integrate UP R.A.C.E.S. into response strategy to ensure communications redundancy. 6. Integrate the UP and HP CERT teams into the Park Cities CERT team.

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COMMUNITY FIRE AND EMERGENCY SERVICES PERFORMANCE

OBJECTIVES AND TARGETS The ability to define “great service’ requires a set of tools that can be used to measure the

performance of an organization. These tools allow an organization to evaluate its performance

over time through observation of changes in key performance indicators. They also allow an

organization to compare itself with other similar organizations to identify opportunities for

improvement.

The University Park Fire Department discussed concepts and styles of performance

measurement and selected the following sample Performance Objectives as the type that may be

employed by the organization in the future. It was understood that additional effort in developing

performance measures and the methodology for tracking data necessary to conduct the

measures would be necessary in the future.

1. On all moderate risk, a full effective response team will arrive 8 minutes or less, 90% of the time and perform all critical tasks within five minutes of arrival.

2. On all working structure fires, the UPFD will contain the fire to the room of origin 80% of the time.

3. When responding to EMS calls involving patients with qualifying CVA or cardiac events, catheterization lab/CVA early activation will occur 100% of the time.

4. All businesses and commercial buildings will receive pre-fire planning at a minimum of once each year.

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Unit # Apparatus Year Model

Make Description Service LifeLife

Replacement YearYear

1432 E452(Reserve) 1996 Spartan Engine/Pumper 20 2016

6515 T451 2002 E-One 75’ Quint 20 2022

6712 Med 452(Reserve)

2005 Frazer MICU 10 2015

6790 Fire Marshal 2006 Chevrolet Tahoe 8 2014

6957 B451 (Command)

2007 Chevrolet Suburban 8 2015

6989 Asst. Fire Marshal

2009 Chevrolet Colorado 8 2017

10006 Chief 452 2011 Chevrolet Tahoe 12 2023

10011 E451 2011 Pierce PUC Pumper 20 2031

10041 Med 451 2012 Frazer MICU 10 2022

1442 Training 1991 LTI 75’ Quint 20+ Removed from Service 2/2014

Apparatus/Vehicle Replacement Schedule

Appendix A

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2013-14

2014-15

2015-16

2016-17

2017-18

1 Chief

1 Asst. Chief

1 Fire Marshal

1 Asst. Fire Marshal

1 Admin. Assistant

31 Operations

1 Chief

1 Asst. Chief

1 Fire Marshal

1 Asst. Fire Marshal

1 Admin. Assistant

32 Operations

1 Chief

1 Asst. Chief

1 Fire Marshal

1 Asst. Fire Marshal

1 Admin. Assistant

33 Operations

1 Chief

1 Asst. Chief

1 Fire Marshal

1 Asst. Fire Marshal

1 Training/EMS Officer

1 Admin. Assistant

33 Operations

1 Chief

1 Asst. Chief

1 Fire Marshal

1 Asst. Fire Marshal

1 Training/EMS Officer

1 Admin. Assistant

33 Operations

36 Total 37 Total 38 Total 39 Total 39 Total

Budget Impact: N/A Budget Impact:

$80,000

Budget Impact:

$80,000

Budget Impact: $120,000 Budget Impact: N/A

Fire Chief

Assistant Fire Chief

A Shift Battalion Chief

Captain

Lieutenant

3 Driver/Engineers

5 Firefighters

B Shift Battalion Chief

Captain

Lieutenant

3 Driver/Engineers

4 Firefighters

C Shift Battalion Chief

Captain

Lieutenant

3 Driver/Engineers

4 Firefighters

Administrative Assistant

Fire Marshal

Asst. Fire Marshal

Fire Chief

Assistant Fire Chief

A Shift Battalion Chief

Captain

Lieutenant

3 Driver/Engineers

5 Firefighters

B Shift Battalion Chief

Captain

Lieutenant

3 Driver/Engineers

5 Firefighters

C Shift Battalion Chief

Captain

Lieutenant

3 Driver/Engineers

5 Firefighters

Training/EMS/Accredidation Officer

Administrative Assistant

Fire Marshal

Asst. Fire Marshal

University Park Fire Department 2014-2018 Strategic Plan

Breakdown of Request for Additional Personnel

Current Fire Department

Organizational Chart

Proposed Fire Department

Organizational Chart

Appendix B

Appendix B