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HomeMy WebLinkAboutICFD 2021-2023 Strategic Plan Iowa City Fire Department Iowa City Fire Department Strategic Plan 2021‐2023                      2  Table of Contents 03 Message from the Fire Chief 04 Organizational Review 06 Purpose and Process 07 Mission, Vision, & Values 08 Environmental Scan 11 Strategic Initiatives 12 Major Project Statements 14 Managing From This Plan 15 Acknowledgements  3 I am excited to present the 2021-2023 strategic plan for the Iowa City Fire Department (ICFD). Since embarking on its first strategic planning process in the late 1990’s, the department has built on its foundation of a strong planning process, which has allowed us to make great strides in all facets of the organization. This plan is organized around six strategic priority areas developed through a collaborative process involving internal and external stakeholders, including community members, customers, and ICFD members. The strategic priority areas represent major strategic opportunities and each priority area is supported by goals and objectives. This plan will serve as an active guiding document. It is not a plan that will sit on a shelf; rather, it is a living, breathing document that will serve as a road map to our success. The progress, effectiveness and advancement of the plan will be carefully monitored and measured at all levels of the organization as it is implemented on a daily, weekly, monthly, quarterly, and yearly basis. The overall success of the department will be measured, in a large part, by our ability to implement the goals and objectives contained in this plan. Without a doubt, we are living and working in challenging times. In the coming three years, the Iowa City Fire Department will use this plan to meet the challenges we face head on. We will embrace our challenges as opportunities to develop innovativing and efficient processes and programs that strengthen our organization internally and translate to sustained and improved services externally. Since 1872, the Iowa City Fire Department has been committed to those we serve. On behalf of our members, we appreciate the opportunity to serve our community through the guiding principles of this plan. I am excited to see our accomplishments continue to grow as we work together and build the Iowa City Fire Department of the future. Take good care, John Grier Fire Chief Message from the Fire Chief Iowa City Fire Department Strategic Plan 2021‐2023                      4  Organizational Review Iowa City is the county seat of Johnson County, Iowa, and the home of the University of Iowa. The City is governed by an elected city council of seven members, of which one is elected from within as mayor. The Iowa City Fire Department (ICFD) history is a w - documented source of local pride. Iowa City had one of the first fire departments in Iowa, with roots going back to 1842 – three years after the founding of Iowa City and four years before Iowa’s statehood. ICFD provides progressive and high quality fire, emergency medical, and technical rescue emergency services utilizing a cadre of 64 full-time firefighters. The department maintains a daily minimum staffing of 16 emergency operations response personnel deployed from four stations responding on three engine companies, one quint company, one truck company, and a command vehicle. Fire Administration offices are staffed during daytime hours Monday-Friday.  DEPUTY FIRE CHIEF FIRE CHIEF ADMINISTRATION FIRE MARSHAL FIRE PREVENTION PUBLIC EDUCATION TRAINING OFFICER TRAINING DIVISION CAPTAIN 4 LIEUTENANTS 14 FIREFIGHTERS 4 LIEUTENANTS 14 FIREFIGHTERS 4 LIEUTENANTS 14 FIREFIGHTERS SHIFT INSPECTOR SHIFT INSPECTOR SHIFT INSPECTOR BATTALION CHIEF EMS BATTALION CHIEF TRAINING HAZ-MAT BATTALION CHIEF EQUIPMENT CAPTAIN CAPTAIN Iowa City Fire Department Strategic Plan 2021‐2023                      5  COMMISSION ON FIRE ACCREDITATION INTERNATIONAL In 2018, the ICFD was unanimously awarded Accredited Agency Status by the Commission of Fire Accreditation International. The ICFD first obtained this elite status in 2008 and then again in 2013. The ICFD prides itself in being a progressive fire department that is adaptable to the ever changing needs of the community it serves. INSURANCE SERVICES OFFICE The ICFD has maintained a Class 2 Public Protection Classification rating from the Insurance Services Office since 2012. 2 Iowa City Fire Department Strategic Plan 2021‐2023                      6  2021 2022 2023 Purpose and Process Effective strategic planning benefits from a consistent and cohesively structured process employed across all levels of the organization. Planning is a continuous process, one with no clear beginning and no clear end. While plans can be developed on a regular basis, it is the process of planning that is most important, not the development of the plan itself. Most importantly, strategic planning provides an opportunity to unify administration, department personnel, and stakeholders through a common understanding of where the organization is going, how everyone involved can work toward a common purpose, and how successful progress will be measured. The strategic plan should map the future, guide decision making and resource allocation, and promote involvement of all stakeholders. The ICFD embarked on its community-driven strategic planning process in early 2020 to establish a pathway for the future success of our department and profession. The process consisted of soliciting external stakeholder input from the community, conducting an environmental scan of the internal and external environment, soliciting internal stakeholder input from department members, and the development of goals and objectives that incorporated stakeholder input and aligned with the department’s mission. ICFD members from all ranks, shifts, and stations served on the strategic planning committee and were tasked with developing a document for the department to effectively communicate organizational goals, the objectives to achieve those goals, and the assessment tools to gauge the success of the plan. Also, as part of the planning process, the committee reaffirmed the existing mission statement, drafted a new vision statement, and revised the value statements. Finally, the committee identified six broad strategic initiatives from which to develop goals and objectives. This document is intended to serve as a guide for the ICFD to provide a succinct method of articulating to the community, City Administration, and City Council the intended direction of ICFD. This three year plan also communicates to all ICFD personnel the department’s commitment to communication, collaboration and cooperation among all members and with our stakeholders.  7 Mission, Vision and ValuesTo define the purpose of the organization, clarify its future, and establish organizational expectations of behavior, the following Mission, Vision, and Values have been established: MISSION To protect our community by providing progressive, high-quality emergency and preventive services. VISION Provide exemplary services to our community through innovation and collaboration, while honoring tradition, leading change and embracing inclusion for all. VALUES Professionalism We are dedicated to the pursuit of excellence and the demonstration of high professional standards. Accountability We are accountable to each other and the community we have sworn to serve. Respect We believe in the dignity of every individual and value all members of the community and organization. Trustworthiness We embolden trustworthiness as it encompasses such qualities as honesty, integrity, loyalty and reliability. Commit to Doing Your PART in Leading Change Iowa City Fire Department Strategic Plan 2021‐2023                      8  Environmental Scan Environmental scanning is the starting point of strategic management. Environmental scanning is the continual analysis of the environment inside and outside of an organization. Through continuous environmental scanning, the department is able to track and analyze occurrences and trends that impact the success of its programs and services, currently and in the future. Effective environmental scanning examines both quantitative and qualitative measures. With this in mind, ICFD initiated an environmental scan which involved conducting a comprehensive review of the constantly changing operating environment. This review yielded trends, clues, and indications of factors, that could impact the successful execution of our strategic plan. Collectively, the planning committee pooled their knowledge of external influences and their observations and experiences within the city and the department. The results of the scan were utilized in the identification of six strategic initiatives to focus on for the upcoming three years. Environmental Scan External Analysis Internal Analysis Strategic Initiatives   Iowa City Fire Department Strategic Plan 2021‐2023                      9  Commitment and accountability to the community are key elements of the Iowa City Fire Department’s organizational philosophy. In early 2020, with the assistance of the city’s Communications Division, the department developed an online survey to seek community input and obtain their perspectives and ideas to incorporate into the plan. Survey participants were asked to identify their affiliation with the City of Iowa City, prioritize programs and services, provide expectations of programs and services, offer suggestions for improvement of programs and services, highlight the best aspects of programs and services, and provide comments, questions, or concerns regarding all facets of fire department operations. The table below highlights the ranking of programs based on the input of 290 survey respondents. Additional external stakeholder input was obtained through discussions and interactions with city administration, city department heads, businesses, community groups, and our mutual aid partners. External Stakeholder Input Community Perception DEPARTMENT PROGRAM AREAS RANKING SCORE 1‐10 Scale Fire Suppression 1 26,988 9.2 Emergency Medical Services 2 26,082 8.9 Technical Rescue 3 25,342 8.6 Hazardous Materials MiƟgaƟon 4 23,784 8.1 Fire InvesƟgaƟon 5 22,641 7.7 DomesƟc Preparedness Planning and Response 6 21,828 7.6 Community Risk ReducƟon 7 21,176 7.4 Public EducaƟon 8 21,156 7.2  Iowa City Fire Department Strategic Plan 2021‐2023                      10  Internal Stakeholder Input Just as important as gaining input from the community is gaining input from those responsible for supporting and delivering the programs and services the community wants and expects. To accomplish this, a strategic planning committee that represented all levels of ICFD was formed. The committee engaged in discussions throughout 2020, reviewing the previous strategic plan, conducting an environmental scan and helping develop the framework of the plan that will direct the department over the next three years. As part of the environmental scan, committee members were responsible for soliciting input for the plan from their shift members and summarizing and forwarding the information collected. As the strategic plan development process progressed, a set of guiding principals was developed to direct the identification of key strategic initiatives and the subsequent associated goals, objectives and action plans:  Align with the mission, vision, and values Built on consensus of the stakeholders    Health/safety aspects are a priority Align with CPSE accreditation requirements    Simple and functional Strategic in nature Guiding Principles Iowa City Fire Department Strategic Plan 2021‐2023                      11  Strategic Initiatives The strategic initiatives define what major areas of work ICFD will undertake in the coming three years. When developing strategic initiatives, the following was considered: External stakeholder input Internal stakeholder input Environmental Scan Fire Chief’s Outlook City of Iowa City Strategic Plan Priorities Findings and recommendations from the Community Risk Assessment: Standards of Cover document Workplace Culture Delivery Of Core Services Health, Wellness & Safety Strategic Initiatives Sustainable Practices Community Health Prevention & Education These priority areas represent major strategic opportunities and each is supported by developing priority project areas that are supported by goals and objectives. Action Plans, excluded from this document due to their size and timely and dynamic nature, will be developed by division heads. Action plans identify the goal lead, outline critical tasks to achieve objectives, and define outcome measures. Iowa City Fire Department Strategic Plan 2021‐2023                      12  Our Major Projects Appropriate, Timely and Equitable Response Complete update to community risk assessment and standards of cover document Address obstacles to meeting accreditation response time standards Research and develop recommendations for alternative deployment models Diversity, Equity, Inclusion & Belonging Increase diversity recruitment strategies Contribute to citywide employee-led DEIB programming Continue to advance DEIB through accountability Commit to learning how best to foster DEIB in our organization and community Embrace the process (es) which will enhance workplace and service culture Public Outreach and Partnerships Explore collaboration opportunities with local social service providers Implement a strong communications plan Increase community interaction opportunities Develop an in-depth community needs assessment Public Outreach, Prevention, and Education Evaluate new opportunities for community engagement Embrace equity in community risk reduction efforts Implement a Navigator pathway to better connect community members with resources Research and develop recommendations to optimize public education in a post-covid world Iowa City Fire Department Strategic Plan 2021‐2023                      13  Our Major Projects Emergency Management Complete update to weather alert sirens Update Iowa City Continuity of Operations Plan (COOP) Update Iowa City Emergency Operations Plan (EOP) Sustainable Practices Evaluate the utility of hybrid vehicles for administrative staff Incorporate LEED practices to new facilities/renovations Sustain research and development focus on smaller, more efficient fire apparatus Prioritize collateral deployment to reduce carbon footprint Professional Development and Training Continue to improve department training systems and analytics Incorporate industry best practices at all levels of emergency response training Define a clear and equitable path to promotion Develop training resources for all members that includes interpersonal and leadership skills Incorporate joint training evolutions with mutual aid partners into the Annual Training Plan Health, Wellness & Safety Enhance existing guidelines and policies to include strategies to improve safety of members Continue development of holistic mental health support program Improve Incident Safety Officer program and training Iowa City Fire Department Strategic Plan 2021‐2023                      14  Managing From This Plan ICFD approached its desire to develop and implement a strategic plan by asking for and receiving input from the community and department members. The department utilized guidance from the community-driven strategic planning process to compile this document. The success of the strategic initiatives will not depend upon implementation of the goals and their related objectives, but from support received from city administration, department members, and the community at-large. Everyone who has a stake in the present and the future of the ICFD also has a role and responsibility in this strategic plan. The plan has been designed to provide guidance and direction while also allowing for ongoing flexibility and adaptation as internal and external conditions change. We know we will continue face certain major issues and challenges; however, we do not know specifically when and how, or if additional important issues will surface. As such, action plans and responses in the document are dependent upon changes in the operating environment and must remain fluid and flexible. For the strategic plan to be successful, the department commits to the following ideals: Keep the plan central Communicate the plan internally and externally Use for day-to-to discussions and to inform important reports and decisions Link the plan to annual planning processes Annual Report Annual Program Summit Annual Planning Conference Budget and Capital Improvement Program Development Remain focused on implementation and evaluation Identify goal leads responsible for developing action plans Regularly review progress throughout the calendar year Monthly City Manager Update Monthly Fire Administration Meeting Quarterly Program Area Performance Measurements Summarize plan success and updates in the Annual Report and the accreditation Annual Compliance Report Iowa City Fire Department Strategic Plan 2021‐2023                      15  Acknowledgements - Planning CommitteeOur gratitude goes to everyone who took the time to offer valuable input in the planning process. The development of the 2021-2023 Strategic Plan has certainly been a team effort, as will be the implementation of the plan. 2021-2023 Strategic Planning Committee Brian Greer Fire Marshal John Grier Fire Chief Bryan Hardin Fire Captain Tom Hartshorn Fire Lieutenant Bob Henry Fire Captain Zach Hickman Battalion Chief Tina Humston Fire Captain Todd Irwin Fire Lieutenant Eric Nurnberg Deputy Fire Chief Christian Penick Fire Lieutenant Brandon Pflanzer President, Local 610 Brian Rohr Battalion Chief Troy Roth Fire Captain Frank Sir-Louis Firefighter Branden Sobaski Fire Lieutenant Greg Tinnes Battalion Chief Larry White Firefighter Coming together is a BEGINNING, Keeping together is PROGRESS, Working together is SUCCESS. Henry Ford Iowa City Fire Department Strategic Plan 2021‐2023                      16   Iowa City Fire Department