Fire Department Five-Year Strategic PlanCopyrighted
April 6, 2020
City of Dubuque Action Items # 8.
ITEM TITLE: Fire Department Five -Year Strategic Plan
SUMMARY: City Manager transmitting a new five-year strategic plan for
Fire Department.
Staff will make a brief presentation.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Presentation
ATTACHMENTS:
Description Type
Fire Department Strategic Plan-MVM Memo City Manager Memo
Memo Staff Memo
2019 Strategic Plan Staff Memo
Masterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Submission of Fire Department Strategic Plan
DATE: March 31, 2020
Fire Chief Rick Steines is transmitting a new five-year strategic plan for Fire
Department.
Dubuque
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All-A.aia City
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2007.2012.2013
2017*2019
The accreditation process requires that the Fire Department have a published strategic
plan that is approved by the Fire Department and submitted to the governing body
and/or administrative officer.
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Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Teri Goodmann, Assistant City Manager
Cori Burbach, Assistant City Manager
Rick Steines, Fire Chief
Masterpiece on the Mississippi
TO: Michael C. Van Milligen, City Manager
FROM: Rick Steines, Fire Chief
DATE: December 30, 2019
RE: Submission of Fire Department Strategic Plan
Dubuque
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2017*2019
INTRODUCTION
I am submitting a new strategic plan for the fire department. This plan was
developed as part of the overall effort of continuous improvement for the fire
department, and specifically, as part of efforts to achieve accreditation from the Center
for Public Safety Excellence.
BACKGROUND
The fire department completed the first strategic plan in 2016. This plan was
meant to be a three-year plan. During the course of 2019 the department undertook
steps to complete a new five-year plan. The new plan was derived in similar fashion to
the earlier one, but addresses updated City Council goals.
DISCUSSION
The strategic plan for the fire department was derived from the work of all
members with input from the community. A community stakeholder survey was used to
solicit feedback. Multiple meetings with employees were held to allow SWOT analysis,
and mission, vision, and values input. Department command staff used all this
information to create strategic initiatives that correspond with City Council goals and the
Imagine Dubuque 2017 Comprehensive Plan. Appendix 1 (updated annually) outlines
fire department goals and objectives aligned with these initiatives.
While I realize this effort is not perfect, it is an ongoing process toward
improvement. By submitting a five-year plan, I know we can use it as a "living
document" to guide our decisions. The intent is to use this document along with
ongoing City Manager and City Council direction to create improvements in the fire
department that are meaningful to internal and external stakeholders.
ACTION REQUESTED
The accreditation process requires that the fire department have a published
strategic plan that is approved by the fire department and submitted to the governing
body and/or administrative officer. I respectfully request that the plan submitted be
recognized by you, and presented at an upcoming meeting of the City Council.
STRATEGIC PLAN
DUBJE
Masterpiece on the Mississippi
Dubuque
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All -America City
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2007.2012.2013
2017*2019
TABLE OF CONTENTS
Executive Summary
Organizational Background
Department History
Community Services Provided
Community Service Priorities
Community Expectation
Community Concerns
Department Aspects the Community Views Positively
Department Mission & Values
Department Three -Year Strategic Initiatives
Department Vision Statement
Appendix 1 - Short -Term Goals and Objectives
EXECUTIVE SUMMARY
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In order for any organization to improve in the future there must be a clear path outlined. A plan that helps direct future decisions
and actions is essential to progress. Strategic planning as the name implies, develops that guidance while addressing the long-term
implications and needs of the community. The basis of our strategic planning process is the guidance provided by the Dubuque
City Council and the City Manager.
This guidance is provided in part by the City Mission Statement:
Dubuque city government is progressive and financially sound with residents receiving value for their tax dollars and achieving
goals through partnerships. Dubuque city government's mission is to deliver excellent municipal services that support urban living;
contribute to an equitable, sustainable city; plan for the community's future; and facilitate access to critical human services.
Stated City Council Goals Include:
• Robust Local Economy: Diverse Businesses and Jobs with
Economic Prosperity
• Vibrant Community: Healthy and Safe
• Livable Neighborhoods and Housing: Great Place to Live
• Financially Responsible, High -Performance City Organization:
Sustainable, Equitable, and Effective Service Delivery
• Sustainable Environment: Preserving and Enhancing Natural
Resources
• Partnership for a Better Dubuque: Building Our Community that
is Viable, Livable, and Equitable
• Diverse Arts, Culture, Parks, and Recreation Experiences and
Activities
• Connected Community: Equitable Transportation, Technology
Infrastructure, and Mobility
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EXECUTIVE SUMMARY - CONTINUED
The City Manager has provided additional guidance
through his management philosophy:
• Plan your work and work your plan
• Input -Oriented
• Problem Solvers
• Develop Partnerships
• Act with a sense of urgency
• Success is about Planning, Partnerships, and People leading
to desired outcomes
Strategic planning provides a process for our organization to
set goals for the future and establish plans for decision -making
that help us get to those goals. For the process to be successful
several steps must be taken. An assessment of the present state of
the organization must be completed. This assessment should be
done using a citizen input component that helps identify critical
issues and gaps in the current delivery of service. The intent is to
create better outcomes for those served. In order to do that the
expectations and concerns of the citizen/customer must be sought
at all levels.
The Dubuque Fire Department reached out to the community for
external feedback. A questionnaire (available online and in hard
copy) was used. The survey sought to derive a basic understanding
of the respondent's familiarity with the fire department. Seven
core services were identified and listed in the survey: Emergency
Medical Service (EMS), Fire Suppression, Public Education,
Community Risk Reduction, Inspection, Hazardous Materials
Response, and Technical Rescue. Using these service categories,
respondents were asked to rank the importance of each to them.
They were also asked to provide feedback on which of these services
needed improvement.
Additionally, the survey asked:
• What the respondent felt was a reasonable response
time for service.
• To rate the overall quality of the service, the fire
department provides.
A Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis
was also completed among the membership of the fire department.
From this exercise goals and objectives were created that are linked to the strategic initiatives of: High Performance
Fire and EMS Department, High Performing and Diverse Workforce, Vibrant Healthy and Safe Community through
Preparedness and Disaster Management, and Supporting a Vibrant Healthy and Safe Community into the Future.
These goals are:
• High -performing EMS Division
• Maintain Appropriate Special Teams
• Be Responsive to Customer Needs
• Recruit a Diverse Workforce
• Develop Sustainable, Equitable, and Effective Staffing
• Maintain a Community Risk -Reduction Program
• Support Department Resiliency
• Maintain Service Levels the Contribute to an
Equitable, Sustainable City
• Analyze Staffing Needs for a Growing City
The effort to create a strategic plan is of little value if the plan itself does not become an operationally useful document. Daily use
of strategic plan guidelines helps maintain the path to stated goals. Direction and focus on established goals becomes a "way of
doing business': The importance of the strategic plan must become a natural part of the organization's processes. Because the plan
was developed using input from both external and internal stakeholders, there will be a sense of buy -in that the plan shows a path
supported by the community.
Finally, the strategic plan offers a source of measurement of the performance achieved toward the identified goals. Little doubt is
present about the progress being made when a strategic plan has been adopted. These performance measures will follow the path
suggested by the strategic plan and adjustments can be made along the way. Accomplishment of the goals within the strategic plan
help focus efforts and create innovation. The organization must commit to the strategic plan, and in turn, accept the community
input that helps create the plan. This effort is never-ending, meaning that the process is continuous and early successes will be the
building block for more success.
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ORGANIZATIONAL BACKGROUND
The Dubuque Fire Department protects the oldest city in Iowa. The fire department provides a full range of services including
transport paramedic EMS. Our department is comprised of 90 uniformed career firefighters. Personnel operate from six fire stations
distributed throughout the city. Plans for expansion of both staff, apparatus, and an additional west -side station are in place.
Organizational Chart
Administrative
Assistant
Assistant Chief
Operations Shift 1
Assistant Chief
Operations Shift 2
Assistant Chief
Operations Shift 3
Fire
Headquarters
Command
528
Engine 501
Ladder 511
Engine 502
Engine 503
Engine 505
Engine 506
Assistant Chief
Fire Marshal
Assistant
Fire Marshal
Assistant Chief
Training
EMS
Supervisor
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A short history of the Dubuque Fire Department
The City of Dubuque organized a formal fire protection system
for the community in 1842, known as the Institution of the
Independent (Volunteer) Fire Company, with twenty-five
members. In 1854, there was a reorganization of the Independent
Fire Company along with an identity change known now as the
Washington Fire Engine Co. No. 1. Subsequently, three additional
fire companies were established in the years following- Protection
Fire Engine Co. No. 2, Mechanics Fire Engine Co. No. 3 and the
Key City Hook & Ladder Co. No. 1. The City Council adopted the
first set of Rules and Regulations governing the organization and
operation of the fire department in 1858. This placed the Chief
Engineer in charge of the department with authority to manage
and create policy.
The department purchased modernized steam fire engines
beginning in 1867. At this time, the fire department had two paid
men, both serving as engineers of the steam fire engines. After
the second steam engine was placed in service in 1868, Dubuque
once again reorganized the fire department. The department
consisted of two categories of members- a combination part -
paid (full time Engineers and Stokers) and on -call (Minutemen).
The Independent & Volunteer Fire Companies were officially
disbanded leaving the City of Dubuque Fire Department, which
now consisted of two steam fire engine companies and a hook &
ladder.
On January 1, 1884, the Dubuque Fire Department officially
transitioned to a career organization with 31 men. They were
separated into two engine companies and a hook & ladder
company. A steam engine and hose cart were located in the new
engine house at 18th & Clay (Central Avenue) Street; the second
steam engine and hose cart were located at Fourth and Locust
Street. The hook & ladder truck was housed on Iowa Street
between 8th and 9th Streets.
Hose Company No. 4 was placed in service on Delhi Street
in 1894. In 1903 Hose Company No. 5 was established on
Grandview Avenue. Lastly in 1905, Hose Company No. 6 entered
into service on Rhomberg Avenue. In 1953, Truck Company No.
2 was organized and placed in service at the new engine house on
University Avenue.
Staffing was provided with two platoons that worked alternating
shifts. On January 1, 1966, a third shift was added to the
department with each group managed by an Assistant Chief.
Fire station No. 2 was constructed on John F. Kennedy Road to
provide better fire protection for the westward growth of the City
in 1967.
The evolution of the ambulance service in the City of Dubuque
has been quite interesting. In 1910, the City considered the
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purchase of a public ambulance after concerns that individuals
who provided the service at the time were overcharging
patients. Dubuque's first public ambulance entered into service
in November 1914 and provided coverage 24/7 at no charge to
the community. The ambulance was staffed with one man, but
service expanded through time to become a two -man crew. The
individuals who ran the ambulance typically had first aid skills to
treat major injuries, but emergency medical training still had not
been developed.
Funeral homes provided transfer service as well; however, in
1969, the Dubuque funeral home owners decided to get out of the
business. The City accepted the extra duty and expanded training
of dedicated personnel. This effort enabled the Dubuque Fire
Department to be one of the first paramedic services in the state
of Iowa. Beginning in 1996, the Department required all new
hires to possess a valid paramedic certificate. This has enabled
the Department to have a high level of trained medical service
11 viders. In 2013 the department started providing advanced
support using paramedic engine companies by providing
ipment and at least one paramedic on every staffed unit. The
partment roster includes 82 firefighter/paramedics.
The fire department has also enhanced its ability to serve the
community in other non-traditional areas. In the 1990's the fire
department developed a formal Hazardous Materials Response
capability. Personnel where trained as Hazardous Materials
Technicians, which allows for entry into dangerous areas to stop
leaks and clean up spilled chemicals. This training led to the
establishment of an agreement with Dubuque County to provide
hazardous materials response to the entire county.
During the mid-1990's OSHA rules concerning entry in confined
spaces led to the creation of a confined-space/high-angle rescue
capability within the fire department. Today, fire department
members are trained to enter and rescue victims in confined
spaces and from heights including natural and man-made.
The equipment compliment includes climbing gear as well as
trench stabilization equipment. Because of the proximity to
the Mississippi River, the fire department also acquired boats
to provide rescue and firefighting on the water. Currently three
boats re ble, including one tnat >
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Services Provided F'
TO THE COMMUNITY..
Medical Service (EMS) & Ambulance
Response to injuries and illnesses are the most common request
for fire department services. Fire department ambulances provide
transport to local hospitals and are supplemented by first -arriving
engine units staffed with paramedics. EMS service also provides
non -emergency care and transport as well as event stand by.
Fire Suppression
All types of fires are responded to including structures, vehicles,
grass/wildland, and fires occurring on the water. Fires are often
the service that demands the most staffing and equipment.
Public Education (Fire and Life Safety)
The department presents fire and life safety education to schools,
groups, businesses and special events. From smoke detector
installation and fire extinguisher training to fire safety lessons for
youth and seniors, we strive to protect the community through
prevention.
Community Risk Reduction
The department seeks to reduce fires and other life -threatening
hazards by developing strategies that address the risks. Education,
response planning, and code enforcement are used to limit the
community's exposure to harm.
Fire Inspection
The fire department works diligently to inspect business
properties and institutional occupancies on a regular basis to
prevent fires. Through the Fire Marshal new construction plans
are reviewed to assure code -compliance and maintain fire safety.
Hazardous Materials Response
The response to spills or leaks of hazardous chemicals is critical
to the safety of the community. The fire department provides the
highest level of hazardous materials response.
Rescue (Technical - Heights, Depths, Water, Vehicle)
Specialized rescue services are provided using specially equipped
and trained firefighter/paramedics to rescue people from heights,
depths, and water hazards, and vehicle crashes.
COMMUNITY
FEEDBACK
In order to gauge our service and its relevance to the community, an external stakeholder survey was
used. This survey was made available on the fire department website and in hard copy at public events
and station tours. Sixty community members completed the survey over approximately one year. Of
these responses, 67% of the participants had contact with the Dubuque Fire Department prior to the
survey. These consisted of a variety of contacts.
CONTACT WITH FIRE DEPT.
For survey participants that had previous contact with
the fire department the contact type breakdown was:
• Medical (41%)
• Public Education (25%)
• Inspections (16%)
• Rescue (7%)
• Fire Suppression (6%)
• Community Risk Reduction (4%)
• Hazardous Materials (1%)
■ Medical ■ Public Education Inspections ■ Rescue
■ Fire Suppression ■ Community Risk Reduction ■ Hazardous Materials
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SERVICE PRIORITIES
The seven core services listed previously, were used as
part of the external stakeholder survey. Participants
were asked to rank the seven services by importance to
them. The seven fire department services by rank order
of importance to the survey participants are:
• Most Important — Medical Service/Ambulance
• Fire Suppression
• Rescue (Technical — heights, depths, ice, water, vehicle)
• Hazardous Materials
• Community Risk Reduction
• Public Education (fire and life safety)*
• Fire Inspection*
*Tie in importance among survey respondents
COMMUNITY EXPECTATION
The external stakeholder survey asked participants
how well the department was meeting their personal
expectations related to core services, responses are
shown as a percentage of the total.
• Excellent (87%)
• Good (9%)
• Fair (4%)
• Poor (0%)
IMPORTANCE OF SERVICES
■ Medical 1 Fire Suppression Rescue ■ Hazardous Materials
■ Community Risk Reduction ■ Public Education ■ Inspections
Survey participants were also asked what they would
consider a reasonable response time from the fire
department? No suggested times were given and an
open comment area resulted in the following:
• Mode = 5-7 minutes (49%)
• Average = 7.6 minutes
FIRE DEPT. RATING
■ Excellent ■ Good ■ Fair
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CONCERNS FROM THE COMMUNITY
The survey asked participants to note any core services in which they would like to see improvement.
Results for areas of improvement wanted showed the following:
• Public Education (30%) • Rescue (8%)
• Community Risk Reduction (23%) • Fire Suppression (3%)
• Medical (20%) • Hazardous Materials (3%)
• Inspections (13%)
General comments related to concerns are listed below:
• The fire department seems to be lacking sufficient personnel. All fire units should have at least 3 personnel on it.
• Provide a higher standard of care. Everyone on the department should be proficient in medical care and deliver it
competently.
• Maybe more community involvement?
• Maybe more education for children?
POSITIVE FEEDBACK FROM RESPONDENTS
Below are examples of positive comments received by survey respondents
• I work in an assisted living facility and we need to call for lift assist and transfer to the hospital
frequently. Everyone is very kind and gentle with the residents.
• Glad to see firefighters at community events.
• Good job all around.
• Continued community support and presence to prevent problems. Thank you for what you do.
• My son was trying to Tight toilet paper so I contacted Dubuque Fire to see how to proceed. I was
contacted by an Assistant Chief and setup a meeting. He was firm but fair with him, explaining fire
safety and the consequences of playing with fire. Thanks to Derek Paulson!
• They are awesome. Cannot see a need for improvement.
• Never had a bad interaction.
• I've always thought there needed to be a Western Dubuque presence, and just found out it is in the
budget. I think that is awesome.
• Doing great!
• Great work and thank you for the tour.
• You guys do a great job. Thank you.
• You are doing an excellent job. Keep up the good job.
ADDITIONAL FEEDBACK
In order to gather information as to the depth
of understanding about the fire department
EMS and Public Education services, the
survey also asked participants two additional
questions.
1) If they were aware that the fire department
is the primary 911 response agency to
medical emergencies? In this case 98% of
respondents indicated "yes".
2) If they knew a fire station tour could be
scheduled by anyone in the community? In
this case, only 65% of the survey participants
indicated "yes".
DUBUQUE FIRE DEPARTMENT
MISSION STATEMENT
To protect, assist, and educate our community
and visitors with pride, skill, and compassion.
Our shared values are:
INTEGRITY
• We serve in an honest and equitable fashion
• We respect those we serve and are accountable to them
PROFESSIONAL
• We provide a high degree of excellence
• We work with a positive attitude
DEDICATION
• We are committed to helping our neighbors
• We strive to do our best for others
SKILL
• Our ability is important in the lives of our neighbors
• We hold ourselves to a high standard
COMPASSION
• We show empathy for those in need and seek ways to be helpful
• We perform with a sense of community
PRIDE
• Our tradition is a job well done
• We strive to be prompt, safe, and fit for duty
SIM
Dubuque Fire Department
STRATEGIC INITIATIVES
ty
The initiatives below were derived from the strategic planning process described in this document. They
serve as a guide for future decision making and a path to improvement of the Dubuque Fire Department.
The corresponding goals and objectives linked to each initiative can be found in Appendix 1.
STRATEGIC INITIATIVE 1:
Provide Service Levels of a High Performance Fire and EMS Department
We Work to Provide City Services Responsive to the Community.
Dubuque City Council Goal: Financially Responsible, High -Performance City Organization
STRATEGIC INITIATIVE 2:
Support a High Performing, Diverse Workforce
We Strive to Provide Excellent Employees Who Are Reflective of the Community.
Dubuque City Council Goal: Robust Local Economy
STRATEGIC INITIATIVE 3:
Maintain a Vibrant, Healthy and Safe Community through Preparedness and Disaster Management
We Work Toward a Community More Resilient During Times of Disaster.
Dubuque City Council Goal: Vibrant Community: Healthy and Safe
STRATEGIC INITIATIVE 4:
Support a Vibrant Community: Healthy and Safe, into the Future
We Look to the Future Needs of our Community.
12 Dubuque City Council Goal: Financially Responsible, High -Performance City Organization
DUBUQUE FIRE DEPARTMENT VISION STATEMENT
The Dubuque Fire Department offers services within the scope of our mission that help citizens and
visitors enjoy a healthy and safe lifestyle. The fire department is made up of a diverse and well -skilled
team of accredited professionals dedicated to serving our neighbors equitably.
The fire department responds quickly to assist people in cases of fire, emergency medical, rescue, or
other need. The community is preserved by a risk -driven fire inspection program that maintains fire
and life safety among historic and contemporary buildings. Community members are resilient, have
opportunities to learn and practice fire and life safety to enhance livable neighborhoods and assure
quality of life. The fire department seeks to preserve and enhance all the reasons that make Dubuque a
great place to live, work and play.
APPENDIX 1: GOALS & OBJECTIVES
GOALS ASSOCIATED STRATEGIC INITIATIVE 1:
Provide Service Levels of a High Performance Fire and EMS Department
Goal 1: High -Performing EMS Division
Objective la. Define and Support an Internal EMS Focus Group
Responsible: AC Motsch
Task 1 a.1 Identify Group Roster
Deliverable: Group roster and meeting schedule
Timeline: First Quarter 2020
Task la.2
Deliverable:
Timeline:
EMS Focus Group Established as a Standing Department Team
Focus Group listed as Standing Team with Fire Chief Overview
Fourth Quarter 2019
Objective lb. Improve STEMI and Stroke Care
Responsible: EMS Dow
Task 1b.1 Establish Designated Personnel for Data Tracking
Deliverable: Roster of assigned personnel for STEMI and Stroke
Timeline: Fourth Quarter 2019
Task lb.2
Deliverable:
Timeline:
Task lb.3
Deliverable:
Timeline:
Define Base Line for Current Performance
Reports showing current performance for both STEMI and Stroke
Fourth Quarter 2019
Establish Program Goals
One and Two-year goals for improvement in STEMI and Stroke
First Quarter 2020
Objective lc. Improve EMS Care by Implementing an EMS -specific After Action Review Process
Responsible: AC Motsch
Task 1 c.1
Deliverable:
Timeline:
Task lc.2
Deliverable:
Timeline:
Task 1 c.3
Deliverable:
Timeline:
Identify which incidents will be reviewed
List of incident types requiring a formal AAR
First quarter 2020
Develop AAR template for each incident type identified
AAR template(s) on file for EMS incidents
First quarter 2020
Approve final SOG outlining EMS AAR process
SOG indexed and part of SOG Manual
Second Quarter 2020
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Goal 2: Maintain Appropriate Special Teams
Objective 2a. Identify Special Team Training Needs and Requirements
Responsible: AC Harris
Task 2a.1
Deliverable:
Timeline:
Task 2a.2
Deliverable:
Timeline:
Task 2a.3
Deliverable:
Timeline:
Establish Job Performance Requirements (JPR) for Hazardous Materials Technician
JPRs in place based on NFPA/OSHA guidelines
Second quarter 2020
Establish Job Performance Requirements (JPR) for Rescue Technician by Discipline
JPRs in place based on NFPA/OSHA guidelines for Rope, Confined Space, Water, Ice, and
Vehicle Extrication
Third quarter 2020
Establish Job Performance Requirements (JPR) for Rescue Task Force (RTF)
JPRs in place based on guidelines
Second quarter 2020
Objective 2b. Train Hazardous Material Team Members Job Performance Requirements (JPR).
Responsible: AC Harris
Task 2b.1 Determine number of personnel to be trained to technician level
Deliverable: Provide established roster by shift
Timeline: First quarter 2020
Task 2b.2
Deliverable:
Timeline:
Task 2b.3
Deliverable:
Timeline:
Develop training schedule for Haz Mat Technician personnel
Schedule on training calendar one-year out
Second quarter 2020
Provide training based on established JPRs
Training hour documentation for team members
Fourth quarter 2020
Objective 2c. Train Technical Rescue Team Members to Job Performance Requirements (JPR).
Responsible: AC Harris
Task 2c.1 Determine technician -level personnel in each discipline
Deliverable: Rosters for each discipline in 2020
Timeline: Fourth quarter 2020
Task 2c.2
Deliverable:
Timeline:
Task 2c.3
Deliverable:
Timeline:
Create training schedule for tech -rescue personnel in each discipline
Calendar done for each discipline in 2021
Fourth quarter 2020
Provide training based on established JPRs
Training hour documentation for team members FY2021
Fourth quarter 2021
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Goal 3: Be Responsive to Customer Needs
Objective 3a. Develop a Question and Complaint Tracking Process
Responsible: AC Burkle
Task 3a.1 Support and use the City WebQA services for inquiry tracking
Deliverable: WebQA reports from the public answered within 1 week
Timeline: Ongoing Quarterly Reports
Task 3a.2 Create an employee complaint tool on City website
Deliverable: Web -based form for employee submission of complaints
Timeline: First quarter 2020
Objective 3b. Use data to Analyze Quality of Service Provided
Responsible: AC Esser
Task 3b.1 Track response time data for all response types
Deliverable: Response data from Standard of Cover
Timeline: Quarterly and annual reports
Task 3b.2 Track Mission: Life -line data on STEMI
Deliverable: Feedback report from Mission: Life -line
Timeline: Annual report/award
Task 3b.3 Track cardiac survival rate of EMS patients
Deliverable: Cardiac survival compared to American Heart Association national data
Timeline: Annual report
Objective 3c. Evaluate Equipment and Service Needs
Responsible: AC Ludescher
Task 3c.1 Identify all items to be included in the replacement plan
Deliverable: List of high dollar items and items with a predictable service life
Timeline: Annual update of 5-year budget plan
Task 3c.2 Establish needs through annual program appraisals
Deliverable: Budget plan includes equipment needs from appraisals
Timeline: Annual appraisal reports for budget preparation
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GOALS ASSOCIATED STRATEGIC INITIATIVE 2:
Support a High -Performing, Diverse Workforce
Goal 4: Recruit a Diverse Workforce
Objective 4a. Provide Career Orientation Opportunities
Responsible: Chief Steines
Task 4a.1 Maintain fire intern program
Deliverable: Number of intern positions available each year
Timeline: Fourth Quarter 2019
Objective 4b. Partner with Education and Workforce Sources to Develop a Diverse Candidate "Pipeline"
Responsible: Chief Steines
Task 4b.1 Establish contacts with colleges and area resources
Deliverable: List and number of organizations with established relationships
Timeline: First Quarter 2020
Task 4b.2 Provide "Job Fair" and other career orientation
Deliverable: Number of yearly contacts and events
Timeline: Annual report of events completed
Goal 5: Develop Sustainable, Equitable, and Effective Staffing
Objective 5a. Provide Leadership Training to Officers
Responsible: AC Harris
Task 5a.1 Determine leadership training to be offered
Deliverable: Training included in training schedule and budget
Timeline: First Quarter 2020
Task 5a.2 Deliver leadership training to officers
Deliverable: Training documented for identified classes
Timeline: Second Quarter 2020
Task 5a.3 Evaluate leadership training to officers
Deliverable: Officer evaluations, feedback from training provided
Timeline: Fourth Quarter 2020
Objective 5b. Complete Annual Individual Performance Evaluations
Responsible: AC Motsch
Task 5b.1 Create evaluation form for use with all personnel
Deliverable: Evaluation form and SOG in place
Timeline: First Quarter 2020
Task 5b.2 Train all personnel on performance review process and policy
Deliverable: Roster showing training complete
Timeline: First Quarter 2020
Task 5b.3 Complete performance evaluations for all personnel
Deliverable: Completed evaluations on file
Timeline: Bi-annually starting fourth quarter 2020
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GOALS ASSOCIATED STRATEGIC INITIATIVE 3:
Maintain a Vibrant, Healthy, and Safe Community through Preparedness and Disaster Management
Goal 6: Maintain a Community Risk Reduction Program
Objective 6a. Provide Community Training in CPR and "Stop -the -Bleed"
Responsible: EMS Dow
Task 6a.1 Create curriculum for use in community training
Deliverable: Curriculum for both hands -only CPR and Stop -the -Bleed Training
Timeline: First Quarter 2020
Task 6a.2
Deliverable:
Timeline:
Task 6a.3
Deliverable:
Timeline:
Provide instructors to present training
Instructor roster established for each discipline
First Quarter 2020
Present training to the community
Presentations scheduled with annual plan showing presentation goals
First Quarter 2020
Objective 6b. Provide Opportunities for Citizens to Train on Disaster Preparedness and Response
Responsible: AFM Paulson
Task 6b.1 Develop Curriculum for Presentations
Deliverable: Curriculum prepared and ready for use in conjunction with Community Risk
Reduction Program
Timeline: First Quarter 2020
Task 6b.2
Deliverable:
Timeline:
Task 6b.3
Deliverable:
Timeline:
Provide instructors to present training
Roster of instructors trained to present the curriculum
First Quarter 2020
Present training to the community
Presentations scheduled and annual plan in place for providing training in the community
Second Quarter 2020
Goal 7: Support Department Resiliency
Objective 7a. Maintain a Fire Department "Continuity of Operations Plan" (COOP)
Responsible: Chief Steines
Task 7a.1 Assign COOP development to Command Staff
Deliverable: Working template for COOP assigned to responsible person
Timeline: First Quarter 2020
Task 7a.2
Deliverable:
Timeline:
Task 7a.3
Deliverable:
Timeline:
Complete COOP using template
Template completed and ready for review
Second Quarter 2020
Provide training to Command Staff on COOP
COOP training roster for Command Staff
Third Quarter 2020
18
Objective 7b. Prepare for Disaster Response Operations
Responsible: Chief Steines
Task 7b.1
Deliverable:
Timeline:
Task 7b.2
Deliverable:
Timeline:
Task 7b.3
Deliverable:
Timeline:
Update rosters for call back of personnel
Code Red call lists updated, special team call lists reviewed annually
First Quarter 2020
Practice call back procedures according to COOP
Records of call back test results
Third Quarter 2020
Establish cache of additional equipment available for use in disaster response
Inventory of equipment on hand
Fourth Quarter 2020
GOALS ASSOCIATED STRATEGIC INITIATIVE 4:
Support a Vibrant Community: Healthy and Safe, into the Future
Goal 8: Maintain Service Levels that Contribute to an Equitable, Sustainable City
Objective 8a. Improve Insurance Services Office (ISO) Fire Classification Rating
Responsible: AC Harris
Task 8a.1 Identify improvement areas from Public Classification Rating Report
Deliverable: List of achievable gaps in performance rating
Timeline: Third Quarter 2020
Task 8a.2
Deliverable:
Timeline:
Task 8a.3
Deliverable:
Timeline:
Develop a 3-year plan for improvements based on gap analysis
Plan on file to close gaps, improving ISO rating
First Quarter 2021
Establish budget plan to fund needed improvements
Budget improvement requests to fund identified ISO gaps
Fourth Quarter 2021
Objective 8b. Improve Response to Water Incidents by Replacing Fire Boat using Port Security Grant
Responsible: Chief Steines
Task 8b.1 Establish Grant Requirements
Deliverable: Grant application guidance and rules available
Timeline: First Quarter 2020
Task 8b.2
Deliverable:
Timeline:
Task 8b.3
Deliverable:
Timeline:
Identify Matching Funds Source
Confirm match from a local source
Fourth Quarter 2020
Apply for Port Security Grant
Application submitted
First Quarter 2021
19
Goal 9: Analyze Staffing Needs for a Growing City
Objective 9a. Plan for and Implement a New West -End Fire Station
Responsible: Chief Steines
Task 9a.1 Create a plan for staffing of an additional or relocated fire station
Deliverable: Staffing plan in place
Timeline: First Quarter 2020
Task 9a.2
Deliverable:
Timeline:
Objective 9b.
Responsible: AC Harris
Task 9b.1 Performs a needs analysis
Deliverable: Listing of needs gap items
Timeline: Second Quarter 2020
Determine location of west -end fire station
Location confirmed
First Quarter 2023
Task 9b.2
Deliverable:
Timeline:
Objective 9c.
Responsible: AC Harris
Task 9c.1 Performs a needs analysis
Explore the need for an Additional Chief Officer Position
Create a job description
Job description draft
Second Quarter 2020
Deliverable:
Timeline:
Task 9c.2
Deliverable:
Timeline:
Explore the need for a Dedicated, In-house, Information Services Technician
Listing of needs gap items
Fourth Quarter 2020
Create a job description
Job description draft
Fourth Quarter 2020
www.cityofdubuque.org/fire
563-589-4160
Masterpiece on the Mississippi
Dubuque
Itertzl
milmeria City
2007.2012.2013
2017*2019
FD001-012420