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HomeMy WebLinkAboutApproving the South Bend Fire Department 2014 Strategic Action PlanAttesi RESOLUTION 4389 -14 Passed by the Common Council of the City of South Bend, Indiana September 22, 14 20 Presented by me to the Mayor of the City of South Bend, Indiana September 23, 20 14 City Clerk ident of Common Council Approved and signed by me ��� 2� 20 l City Clerk 0 RESOLUTION NO. 3 b `" t Y A RESOLUTION OF THE COMMON COUNCIL OF THE CITY OF SOUTH BEND, INDIANA, APPROVING THE SOUTH BEND FIRE DEPARTMENT 2014 STRATEGIC ACTION PLAN WHEREAS, in 2013 leaders of the South Bend Fire Department (SBFD) agreed that SBFD would benefit greatly from accreditation through the Commission on Fire Accreditation International, and as part of that process, the SBFD undertook a systemic review of the SBFD with participation of Department members and community leaders, to produce a written Strategic Action Plan which would provide short term- direction; set goals and objectives; optimize the use of resources; and build a shared vision for the SBFD; and WHEREAS, Internal and External Stakeholders Committees were formed and regular meetings were conducted, facilitated by members of the South Bend /Mishawaka Chamber of Commerce Leadership Program; and WHEREAS, the discussions of the Internal and External Stakeholders Committees resulted in the South Bend Fire Department 2014 Strategic Action Plan (the Plan), a true, complete copy of which is attached to this Resolution; and WHEREAS, the Plan contains goals and objectives which are useful to future progress and improvement of the SBFD and in setting the SBFD's fiscal priorities; and WHEREAS, it is essential to communicate and disseminate the Plan to the greater South Bend community; and WHEREAS, The South Bend Board of Public Safety approved the Plan at its meeting held September 17, 2014; and WHEREAS, the South Bend Common Council as the legislative body of the City now desires to approve the Plan in order to show its support for the goals and commitments of the SBFD; NOW, THEREFORE, BE IT RESOLVED by the Common Council of the City of South Bend, Indiana, as follows: Section I. The South Bend Fire Department 2014 Strategic Action Plan attached hereto is in all respects hereby approved and confirmed. Section II. This Resolution shall be in full force and effect from and after its adoption by the South Bend Common Council and compliance with procedures required by law. IC Attest: City Clerk N,QT AP-Royc& COMMON COUNCIL OF THE CITY South Bend Fire Department 2014 Strategic Plan TABLE OF CONTENTS INTRODUCTION......................................................................................................... ..............................2 THEPROCESS ............................................................................................................ ............................... 2 MISSIONSTATEMENT ................................................................................................ ..............................7 VISIONSTATEMENT ................................................................................................... ..............................7 VALUES..................................................................................................................... ............................... 7 SWOTANALYSIS ........................................................................................................ ............................... 8 STRENGTHS.................................................................. ............................... .............. ............................... 8 WEAKNESSES............................................................................................................ ............................... 9 OPPORTUNITIES........................................................................................................ ............................... 9 THREATS................................................................................................................. ............................... 30 CRITICALISSUES ..................................................................................................... ............................... 11 GOALSAND OBJECTIVES ......................................................................................... ............................... 11 GOAL 1: IMPROVE INTERNAL COMMUNICATION AND DOCUMENTATION FOR THE SOUTH BEND FIRE DEPARTMENT........................................................................................................... .............................12 GOAL 2: ESTABLISH AND NURTURE A CULTURE OF PRIDE ACCOUNTABILITY & OWNERSHIP IN THE SOUTH BEND FIRE DEPARTMENTAND THE CITY OF SOUTH BEND 13 GOAL 3: INCREASE OUR COMMUNITY OUTREACH .................................................. ............................... 14 GOAL 4: CREATE A CONSTRUCTIVE AND DESIRABLE EMS CULTURE AND SYSTEM ... ............................... 15 GOAL 5: ESTABLISH A TRAINING PROGRAM THAT IS CURRENT CONSISTENT AND PROACTIVE ............. 17 South Bend Fire Department 2014 Strategic Plan Introduction Members of the South Bend Fire Department created the following strategic plan in order to develop a living document that would be easily acted upon to steer continuous improvement within the Department-over-the sheft�and long term. The Process Starting out as a volunteer fire company, which organized in 1853, the South Bend Fire Department has evolved into a modern, career fire department of 251 sworn members. All - hazards response services include fire suppression, emergency medical services and transport ambulance, hazardous materials and technical rescue responses, and Swiftwater and dive team operations. Over the last 161 years, as South Bend grew from a settlement to a town and into an industrial city, the needs of the community from the fire department have continually evolved. In order for the South Bend Fire Department to adapt and respond to those changes, strategic planning has been necessary. In.late 2013, Department leadership, including members of the IAFF Local 362 leadership team, agreed that the Department would benefit greatly going through the process of gaining accredited status through the Commission on Fire Accreditation International. As part of this process, it was decided to hold a formal strategic planning session which included members of the South Bend Fire Department to create a community- driven Strategic plan document. This document is a plan which will be systematically reviewed by a joint committee in order to remain current and relevant to the Department's needs. Classes were held with Chief Cox and Captain Metzger (Accreditation Manager) in order to explain the goals and objectives of the committee so that all departmental personnel would understand the scope of work to be done by the committee. It was explained that the strategic plan would provide short-term direction, set goals and objectives, optimize the use of resources, and build a shared vision for the Department. Page 2 of 18 South Bend Fire Department 2014 Strategic Plan Members of the committee were voted on by all members of the Department. It was decided that representation would be broken down to one representative per battalion by shift, and one representative in each seniority level: 0 -10 years of service, 11 -20 years of service, and 21 years and above. Three additional firefighters were asked to take part. Additionally, 2 Assistant and 3 Battalion Chiefs were assigned to the committee. One firefighter was voted to represent 8 -hour personnel and Sharon Perez was voted to represent the civilian employees of the Department. The Accreditation Manager (Capt. Metzger) and Assistant Manager (Capt. Ort), along with Chief Cox, and Union Vice President Chris Baker also attended. SBFD Internal Stakeholders Committee Steve Downey (10,2 /A) Mike Pollock (1Q2 /B): - Troy Whitesel (102/C) Tony Schelske (103%A) Brad Fuelhrig.(103lB) TOm Abell (103 /C) Justin Lachmund (0 -1-0 yrs.) `Gerard Ellis (1120 yrs.) Rick Bourdon (2)+ yrs.) Lisa McCreary (A -Shift) Corey Powell (B -Shift) - Rob Eddy (C -Shift) Jim Weinberg (40 Hr) Sharon Perez (Civilian Emp.) Jim Luccki (B /C) Nick Teckler (B /C) Mark Catanzarite (B /C) Todd Skwarcan (A/C} Federico Rodriguez (A/C) It was also decided that a third -party facilitator would be valuable to ensure the meetings were conducted without the bias of leadership input. For this purpose, Juliann Jankowski and Pam Newman from the South Bend/Mishawaka Chamber of Commerce Leadership Program were approached, and they graciously agreed to facilitate the meetings. It was also decided that a neutral venue away from the Department would allow committee members to feel more comfortable in presenting their ideas and opinions. Therefore, the meetings were held at Innovation Park at Notre Dame in a large conference room, which facilitated all of the committee's needs. Department personnel were instructed to wear civilian attire in order to create an environment free from chain of command formalities. Page 3 of 18 �► South Bend Fire Department 2014 Strategic Plan Innovation Park at Notre Dame In the morning of the second day of planning, the Department invited several members of the local community to open discussions about service delivery by the South Bend Fire Department, and receive direct feedback from them. Several questions were posed to the community partners and they were rotated between small discussion groups in order to expose them to the majority of SBFD personnel engaged in the committee. The following community partners attended the meeting: Page 4 of 18 - South Bend Fire Department 2014 Strategic Plan External Stakeholders Page 5 of 18 �• South Bend Fire Department ® 2014 Strategic Plan It was important to receive feedback about the community's expectations of the Department in order to address any needs. There were several opportunities discussed in the small groups that have since been ,discussed and explored; and potentially will develop into projects to drive the strategic plan forward. The committee'worked to create a new mission and vision statement for the department and listed many values to be incorporated into the plan. The members of the strategic planning committee should be.proud of the work that was achieved and the vision and motivation they have to improve the Department speaks volumes to the desire to be the best fire department that we can be. The purpose of avMission'Statement.is >to answer these questions: • Who are we? • Why do we exist? • What do we do? • Why do we do it? • For whom? Page 6 of 18 South Bend Fire Department 2014 Strategic Plan The following is the result of our committee member's discussion: South Bend Fire Department Mission Statement Vision Statement " It is the shared vision of the South Bend Fire Dept. to create an environment of operational excellence. This will be achieved through innovative training and participative decision making throughout the organization. We will foster a reputation of setting standards ofprofessionalism guided by principles of trust, integrity, honesty, loyalty and respect for all; Being accountable to each other and those we serve. This vision will guide us as we strive to provide exceptional service and education to our customers." South Bend Fire Department Value Statements Professionalism - People, who are dedicated, compassionate, competent, trustworthy and honest. Accountability — We recognize our obligation io accept responsibilityfor our words & actions in order to achieve continuous improvement and maintain the public trust. Integrity — Doing what is right all of the time, every time, regardless of being on duty oebff. Set the standard for others - Be the model department by demonstrating outstanding'service, innovative "training and respect for others., Outstauding Service — Providing professional service to our community that everyone should be proud of Page 7 of 18 South Bend Fire Department 2014 Strategic Plan S.W.O.T. Analysis The Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is designed to have an agency candidly identify its positive and less- than- desirable attributes. The SBFD participated in this activity to record their strengths and weaknesses, as well as the possible opportunities and potential threats. Strengths It is important for any organization to identify its strengths in order to assure that it is capable of providing the services requested by the community 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 organization, should be seriously reviewed to evaluate the rate of return on staff time. Through a consensus process, the Stakeholders identified the strengths of the SBFD as follows: South Bend Fire Department Strengths Culture of Safety Personnel Customer Service Public Perception Teamwork Quality yEquipment Common Goals (Labor /Admin ) Diverse Skill Sets' Strong Financial Funding Training Center Forward Thinking Administration Good Leadership Knowledge = longevity Weaknesses Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. For any organization to begin or continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it functions poorly or not at all. These areas of needed enhancements are those day -to -day issues and concerns that may slow or inhibit progress. The Stakeholders identified the following items as weaknesses: Page 8 of 18 South Bend Fire Department 2014 Strategic Plan South Bend Fire Department Weaknesses 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. The Stakeholders identified the following potential opportunities: South Bend Fire Department Opportunities Dispatch Center Training Center Partner with External.Sources Location — Notre Dame, East Race Cross Training with other agencies ACA — provide other services Media Relations — Promote safety &SBFD Public Education — Recruitment Partnership with S13CSC — Marketing & Recruitment Community Engagernentwith minority organizations City Development: -Tax Base 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 in the strategic planning process. By recognizing possible threats, an organization can greatly reduce the potential for loss. 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 potential threats identified by the Stakeholders were as follows: Page 9 of 18 South / Department S ? ' 4 Strategic Plan South Bend Fire Department Threats Critical Issuesand Service Gaps After reviewing the SBFD's:core programs and support services, and conducting a SWOT analysis, the Internal Stakeholders identified the primary critical issues and service gaps. These provide the foundation -for the establishment of goals and objectives in order to meet the future vision of the SBFD. South Bend Fire Department Critical Issues Page 10 of 18 South Bend Fire Department 2014 Strategic Plan Goals and Objectives The Community- Driven Strategic Planning Process, to this point, has dealt with establishing the Mission, Values, S.W.O.T., Critical Issues and Service Gaps of the SBFD. In order to achieve the mission of the SBFD, realistic goals and objectives must be established to enhance strengths, address identified weaknesses, provide individual members with clear direction, and address the concerns of the community. The internal stakeholders met for several days to complete this critical phase of the planning process. Leadership of the SBFD should establish work groups to meet periodically to review progress toward these goals and objectives and adjust timelines as needs and the environment change. As goals and objectives are management tools, they should be updated on an on -going 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 the agency. By following these goals and objectives carefully, the agency can be directed into its desired future while having reduced the obstacles and distractions along the way. Page 11 of 18 South Bend Fire Department 2014 Strategic Plan Goal 1: Improve internal communication and documentation for the South Bend Fire Department. Objective 1A Review available-technology to enhance dispersal of information,i Timeframe 2014 e • Ensure all station computers are set exactly the same. !0b!'ec&e • Provide updated software to ensure operability within the department. Critical Tasks • Investigate what MDT types are being successfully used by other departments. 1B Im rove PCR &c CAD software ' e 2014 and continuing !0b!'ec&e • Investigate what software is being used by other departments our size. asks • Define our expectations for the software. • Ensure proper training in the usage of software for all members. Objective 1C Provide quality and timely communication within the SBFD from Timeframe administration Timeframe 2014 • Create weekly information sheet from administration. Critical Tasks . Include short to the point items to curtail rumors. Objective 1D Evaluate and update the Duty Manual and Standard Operating Procedures Timeframe Continuous • Establish a committee to review SOP manual and revise as needed. • Ensure there are no conflicts between Duty Manual and SOP manual. Critical Tasks • Ensure Job descriptions are defined and accurate. • Transition from SOP to SOG. Objective IE Educate the entire SBFD on our Strategic Plan Timeframe Continuous • Identify a class time where this can be discussed. • Prepare a written copy for all fire stations. Critical Tasks • Publish the plan on our website. • Provide digital copy for all interested members. Page 12 of 18 South Bend Fire Department 2014 Strategic Plan Goal 2: Establish and nurture a culture of pride, accountability & ownership in the South Bend Fire Department and the City of South Bend. Objective 2A Eucourage ownership of the department within each member, regardless' of years of service, unit assi nment.or revious history. Timeframe June 2014 and continuing Critical Tasks • Provide atmosphere where all voices are heard and respected. • Create survey to prioritize departmental committees. Critical Tasks • Recognition of personal /professional achievements. Critical Tasks • Ensure culture of "open door" is followed throughout the SBFD. • Inform all members there is no entitlement within this department. • Establish policies and procedures that reward adherence to SBFD values. Objective 2B Promote pride in being members of our community Timeframe 2014 and Continuous Critical Tasks • Promote all community involvement opportunities to all members. . Encourage participation in community events. Objective 2C Create a culture of health and wellness Timeframe 2014 and continuous • Re- Establish the Peer Fitness Trainer program. • Provide trained personnel to aid those with previous injuries. Critical Tasks • Provide training on nutrition and healthy eating habits. • Establish the work performance evaluations. • Follow up on all injury reports. Page 13 of 18 South Bend Fire Department ® 2014 Strategic Plan Goal 3: Increase our Community Outreach Objective 3A . Promote SBFD to media outlets and community. Timeframe 2014 and continuing • Establish a single PIO for the SBFD. Critical Tasks • Provide proper training for PIO. Critical Tasks • Create a partnership with the various media outlets. Critical Tasks • Create a monthly Public Service Announcement (PSA). • Establish key contacts in a variety of organizations and businesses. • Promote the use of our Social Media outlets. Objective 3B Create and disperse customer surveys to engage community feedback and in nt. Timeframe 2015 • Place an EMS focus survey to be included with the billing. Critical Tasks • Create and disperse an annual survey to the community to evaluate their priorities and fears for the SBFD. Objective 3C Create a community outreach plan to encompass diversity recruitment, marketing the SBFD and involve neighborhood associations. Timeframe 2014 • Identify specific organizations that wish to be involved with SBFD in an active basis. • Become involved with job fairs and college recruitment programs. Critical Tasks • Market the variety of opportunities the SBFD offers in various specialties. • Create a cadet program within SBCSC Page 14 of 18 South Bend Fire Department 2014 Strategic Plan Goal 4: Create a constructive and desirable EMS culture and system. Objective 4A Foster a than a of'perception re ardiri EMS within SBFD. " Timeframe 2014 and continuing • Create and share an equal ambulance ride rotation. Critical Tasks • Establish a rank structure Critical Tasks • Provide cross training for all personnel • Explore staffing models that will not discriminate against any segment of the department Objective 413 _Investigate wa s to speed up lead medic certification. Timeframe 2014 • Create a Lead Medic training program. Critical Tasks • Clearly define the requirements for lead medic application. • Collaborate with SJCEMSC to streamline the Lead Medic process. Objective 4C Perform an operational analysis of current delivery system. Timeframe 2014 • Survey other departments with similar demographics Critical Tasks • Research the use and staffing of our lead medics as it relates to our customers needs. Objective 4D Create a recruitment and retention plan for higher EMS certifications. Timeframe 2014 and continuing • Engage union and administration to establish incentive for staying Critical Tasks certified and actively involved (longevity). • Establish a staffing model that allow for more selectivity. • Promote career opportunities — college job fairs, high school, etc. Objective 4E Examine the ACA and how it will affect ours stem Timeframe 2014 and continuing • Remain flexible and adopt changes as needed. Critical Tasks • Reach out to umbrella organizations (PFFUI, IAFC, etc.) to lobby for flexibility and easily monetized deliveEy models. Page 15 of 18 South 1 s 2014 Strategic Plan gp:vp Ob'ective.4F .. . Collaborate with externaPstakeholders Timeframe 2014 and continuing • Ensure we are meeting their needs and expectations. • Identify all external organizations that are or can be effected by the Critical Tasks SBFD (i.e., Notre Dame, SJCEMSC, County health dept., minority health coalition, etc.) • Create a stakeholder grid to ensure whatever changes are made to one stakeholder does not adversely effect another. Objective 4G Plah'&rchan 'es with implementation of new dispatch center. Timeframe Mid year 2015 • Prepare plan to implement once the new center is online. • Determine what changes to our current system the new center will Critical Tasks bring about. • Provide training to all members on how the new system will work. • Create SOG on how to involve the new system. Page 16 of 18 South Bend Fire Department 2014 Strategic Plan Goal 5: Establish a training program that is current, consistent and proactive. Ob'e'ctive" 5A Officer Develo merit Timeframe 2014 and continuing Critical Tasks • Create and implement a process to improve current officers skills and Critical Tasks knowledge Critical Tasks • Create and implement a system to prepare future officers for the responsibilities they will encounter. Objective 513" ' Create aliMra . rof lesson, lans> Timeframe 2014 and continuing Critical Tasks • Have instructors develop lesson plans for basic fire ground tasks Critical Tasks . Validate all lesson plans. Objective 5C Provide cross trainingopportunities. Timeframe 2014 • Create opportunities to cross train on different apparatus types within Critical Tasks our department. Critical Tasks • Develop training for members with other departments to enhance mutual aid abilities. Objective 5D Instructor development Timeframe 2014 • Provide opportunities for all instructors to be involved with Critical Tasks department training. Critical Tasks • Develop a program to encourage recruitment of future instructors. • Hold trainings for all instructors to ensure continuity in training across the department. Objective 5E Create and publish an annual training calendar for all members Timeframe 6 Months • Develop training calendar for 2014 Critical Tasks • Investigate best means for department wide dispersal • Publish calendar and instruct personnel on how to access it. Page 17 of 18 South Bend Fire Department 2014 Strategic Plan Objective: SF Establish ade uate trainin funds for ex eri instructors <to come in Timeframe 2014 • Provide access to Internet based trainings. Videos, Lesson Plans, etc. • Create leadership seminars Critical Tasks • Investigate projected annual costs for monthly training technology they are using successfully. • Investigate possible funding sources from external sources (leadership • Explore Internet based, Distance learning trainings, state grants, etc.) Objective 5G •126search and impleinent ways -to utilize. technology for innovative trainin . Timeframe 2014 • Provide access to Internet based trainings. Videos, Lesson Plans, etc. Critical Tasks • Network with instructors from other agencies to determine what technology they are using successfully. • Explore Internet based, Distance learning Page 18 of 18