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47 Cards in this Set
- Front
- Back
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Why do we create and maintain a strategic plan? |
To keep pace with the ever changing needs of the department and the community we serve. |
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Who collaborates to create the strategic plan? |
Command staff, shift commanders, Local 5, and admin BCs |
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What is the focus of the strategic goals in this plan? |
Enhancing safety, improving efficiency, and appropriately utilizing all of our available resources. |
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How frequently is the strategic plan evaluated? |
Annually. |
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What are the six major goals in the strategic plan? |
1. Promote the safety of employees and the community through comprehensive education and training. 2. Maintain a highly effective, efficient, and diverse workforce. 3. Strengthen the delivery of our core services to provide the best value to the community we serve. 4. Encourage innovation and creativity that results in the most efficient use of our resources. 5. Engage the community and our employees in creating an effective and consistent exchange of information. 6. Develop and implement a process for long term planning, maintenance of effort, and identification of future needs throughout the department. |
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How many calls for service in 2017, and what percent were medical? |
68,213, 63% medical. |
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What are the standards for delivery of service, and who establishes this? |
Established by city council resolution. Arrival of first arriving unit within 8 minutes 90% of the time, and arrival of minimum effective firefighting force within 12 minutes or less for 90% of all structure fire calls. |
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What was the 2017 budget? |
$67,542,794 |
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What is the land size of the city? |
195 square miles |
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What is the 2017 population of the city? |
463,555 |
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How many cars pass through on I25 daily? |
100,000 |
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Describe Colorado Spring's government structure. |
A home-rule city governed by a council-mayor form of government, which includes a 9 member Council (3 at large and 6 districts) and a popularly elected mayor. |
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What is the mission statement? |
Providing the highest quality problem solving, fire and rescue service to our community since 1894. |
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What is the vision statement? |
The vision of the Colorado Springs Fire Department is to be internationally recognized as an industry leader that sets the highest standards in safeguarding our community. |
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What are the shared values? |
All department members will: 1. Conduct themselves in a professional manner. 2. Respect others and expect to be treated respectfully by others. 3. Act with integrity. 4. Strive for excellence. 5. Be accountable. 6. Remain objective in all dealings. 7. Be dependable. 8. Demonstrate a strong work ethic. 9. Conduct themselves in a disciplined manner. 10. Be open to innovative ways of completing the department's mission. |
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What is the code of conduct? |
1. Know policy and procedure manuals. 2. Treat people with respect. 3. Use the chain of command. 4. Drive in accordance with state and federal law. 5. Strive toward the betterment of the CSFD. 6. Support the actions of the CSFD. 7. Do not engage in activities which are in conflict with professional duties. 8. Tell the truth. 9. Be professional. 10. Report the filing of criminal charges. 11. Keep information confidential. 12. Maintain equipment. 13. Maintain good order. 14. Keep accurate records. 15. Adhere to the established work schedule. |
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What are the core values? |
-Accountability -Courage -Honor -Professionalism -Service |
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What are the strengths of the CSFD identified in the strategic plan? |
1. Customer service excellence 2. Talented and capable employees 3. Highly efficient 4. Clearly defined mission/vision and values 5. Community support 6. Positive reputation 7. Flexible/adapatable/agile 8. Partnerships 9. Innovative 10. Accreditation 11. Fire service leader 12. Highly progressive 13. CAPS/volunteerism 14. Foster environment of safety |
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What weaknesses of the CSFD are identified in the strategic plan? |
1. Information technology solutions 2. Diversity/recruitment 3. Capability of meeting growing service demand 4. Succession planning (especially in staff positions) 5. Attracting people to staff positions 6. Communication 7. Leveraging talent |
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What are the opportunities for the CSFD identified in the strategic plan? |
1. Collaboration 2. Volunteerism placement/utilization 3. Revenue generation 4. Diversity 5. Creativity 6. Growing public trust 7. Community awareness of services and needs 8. Succession planning/mentoring 9. Employee development 10. Communication 11. Encourage culture of leveraging talents |
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What are the threats to the CSFD identified in the strategic plan? |
1. Economy 2. Sustainable funding 3. Political climate 4. Adequate staffing 5. Community growth 6. Aging community 7. Information technology solutions 8. Salary schedule bandwidth/limit succession |
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What two objectives were developed to meet the strategic goal of Promoting the safety of employees and the community through comprehensive education and training? |
1A. Encourage employee health, safety, wellness, and fitness through education and prevention programs. 1B. Develop and offer community education and training programs designed to inform citizens of the challenges and opportunities regarding fire and personal safety. |
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What objectives exist to help meet objective 1A, Encourage employee health, safety, wellness, and fitness through education and prevention programs? |
1A1: strengthen the health, wellness and fitness committee to address comprehensive wellness and fitness 1A2: review and update the fitness for duty policy by establishing return to work criteria 1A3: improve employee awareness and opportunities to care for their mental health needs 1A4: use near miss occurence information to enhance learning 1A5: continue partnership with Risk Management to reduce the reoccurance of workers comp claims through accurate data reporting 1A6: explore the need for a dedicated Health and Safety officer. |
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What objectives exist to help meet Objective 1B: Develop and offer community education and training programs designed to inform citizens of the challenges and opportunities regarding fire and personal safety. |
1B1: perform and annual incident response type review with follow up community education. 1B2: create community oriented safety programs in conjunction with various stakeholders and consortiums. |
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What 4 objectives exist for helping meet Goal 2: Develop a highly effective, efficient, and diverse workforce? |
2A: foster and environment that recognizes each employee as a valuable part of the department and its mission. 2B: enhance service delivery through a highly trained and professional workforce. 2C: develop a process to provide for succession planning. 2D: explore methods for attracting and retaining a diverse workforce. |
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What objectives exist to help meet Objective 2A: foster and environment that recognizes each employee as a valuable part of the department and its mission? |
2A1: educate the workforce to increase participation in the CSFD Awards and Recognition program 2A2: regularly recognize employees as part of the Awards and Recognition program |
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What objectives exist to meet Objective 2B: enhance service delivery through a highly trained and professional workforce? |
2B1: add additional field medical supervision and oversight on every shift (Med Lt 74) 2B2: strengthen the positions of paramedic and driver engineer through annual meetings 2B3: provide ongoing radio comms training 2B4: promote the benefits of educational reimbursement opportunities for all employees, including assistance with course selection 2B5: develop and staff in house fire prevention and code enforcement training via temporary assignment of Fire Code Inspectors to the Training Division 2B6: foster and develop a process for submittal and approval of in house training |
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What objectives exist to help meet Objective 2C: Develop a process to provide for succession planning? |
2C1: CSFD staff will implement cross training of core functions to provide the best customer service possible 2C2: Develop succession planning notebooks for all civilian, sworn staff, and station captain positions 2C3: Develop systematic review of organizational structure for appropriate employee classification and advancement opportunities |
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What objectives exist to help meet Objective 2D: Explore methods for attracting and retaining a diverse workforce? |
2D1: partner with CSPD, City HR, community groups, and the Mayor's office to establish relationships that will contribute to the diversity of our workforce. 2D2: enhance recruitment activities through creative and innovative opportunities highlighting all department positions 2D3: share list of recruitment events and activities across the department to increase awareness of efforts to accomplish diversity |
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What objectives exist to help meet Strategic Goal 3: Strengthen core services to continuously improve the safety of the community we serve? |
3A: Improve the service delivery of the operations division. 3B: Improve the service delivery of the Division of the Fire Marshall. |
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What objectives exist to help meet Objective 3A: Improve the service delivery of the Operations Division? |
3A1: Research and implement alternative scheduling to meet peak call volume 3A2: Re-establish a dedicated Haz Mat response crew 3A3: Implement tiered response to medical incidents |
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What objectives exist to help meet Objective 3B: Improve the service delivery of the Division of the Fire Marshall? |
3B1: Provide a process to better assist with the preplanning of structures in the community through the Interra application and GIS at the plan review and inspection stage of new structures. 3B2: Add personnel necessary to complete required annual inspections and address the findings of the community risk assessment. |
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What objectives exist to help meet Strategic Goal 4: Encourage innovation and creativity that results in the most efficient use of our resources? |
4A: Utilize the Community Advancing Public Safety (CAPS) program to expand volunteer participation throughout the department. 4B: Leverage available technology to improve the department's ability to provide all services. 4C: Identify process improvements and implement cost saving changes. |
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What objective exists to help meet Objective 4A: Utilize the CAPS program to expand volunteer participation throughout the department? |
4A1: Expand service capabilities with the support of volunteers (operational, admin, educational, facilities, logistics, etc) across all divisions of the department. |
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What objectives exist to help meet Objective 4B: Leverage available technology to improve the department's ability to provide all services? |
4B1: Increase the utilization of the broadcast system for information dissemination, training, meetings, etc. 4B2: Enhance training delivery to employees through web based resources 4B3: Implement system wide EMS interconnectivity to establish patient data sharing between EMS providers and hospitals 4B4: Explore alternatives and funding methods to improve and/or replace current software programs |
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What objectives exist to help meet Objective 4C: Identify process improvements and implement cost saving changes? |
4C1: Expnd the use of mobile mechanics to perform minor apparatus repairs in fire stations to keep apparatus in service in their district. 4C2: Support and engage community organizations such as the Fire Foundation |
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What objectives exist to help meet Strategic Goal 5: Engage the community and our employees in creating an effective and consistent exchange of information? |
5A: Fully develop and utilize the internal website to provide meaningful tools and information for employees 5B: Fully develop and utilize the external website and the office of the PIO to provide meaningful tools and information for citizens 5C: Increase opportunities for face to face interaction to provide and exchange information |
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What objectives exist to help meet Objective 5A: Fully develop and utilize the internal website to provide meaningful tools and information for employees? |
5A1: regularly update and perform annual review of the CSFD intranet 5A2: Identify and evaluate scheduling options to better show the status and availability of resources 5A3: Identify options to develop transcripts of 590 broadcasts |
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What objectives exist to help meet Objective 5B: Fully develop and utilize the external website and the office of the PIO to provide meaningful tools and information for citizens? |
5B1: Engage all stakeholders to evaluate and improve the automation and workflow processes for community requests to include fire station tours, fire engine visits, community room reservations, and fire extinguisher training 5B2: contribute, regularly update, and annually review content to provide timely and pertinent information to the public 5B3: improve business process functionality 5B4: Develop and implement new methods to provide the community with timely, accurate and pertinent information |
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What objectives exist to help meet Objective 5C: Increase opportunities for face to face interaction to provide and exchange information? |
5C1: Annually meet face to face with employees to exchange information 5C2: Maintain the Labor-Management Alliance. 5C3: Ensure representation of the end users on the IT Steering Committee |
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What objectives exist to help meet Strategic Goal 6: Develop and implement a process for long term planning, maintenance of effort, and identification of future needs throughout the department? |
6A: Identify a long term plan for future staffing needs of both sworn and civilian personnel 6B: Create a long range plan for the maintenance and replacement of existing department facilities 6C: Prepare a long term plan for the construction of new facilities to meet the future needs of the department 6D: Implement a long range plan for the maintenance and replacement of all department apparatus, including both emergency and non-emergency vehicles 6E: Develop a process for reviewing existing departmental programs and modifying them to meet the future needs of the community 6F: Review and refine emergency response activities and dispatching procedures to identify the appropriate resource for the requirements of the incident |
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What objectives exist to help meet Objective 6A: Identify a long term plan for future staffing needs of both sworn and civilian personnel? |
6A1: Review current staffing levels against forecasted staffing needs, based on projected call volume and growth of the city 6A2: work cooperatively with city HR to evaluate pay structures, job responsibilities, and employee classifications of comparable cities/departments in order to develop competitive compensation and benefits packages to attract and retain quality employees |
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What objectives exist to help meet Objective 6B: Create a long range plan for the maintenance and replacement of existing department facilities? |
6B1: Enhance the Fire Department Facioities Committee's review of each fire facility and develop a comprehensive list of maintenance items 6B2: Develop a comprehensive replacement schedule for major facility items 6B3: Work collaboratively with the City Facilities Committee to prioritize capital expenditures for new facilities and major repairs/renovations |
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What objective exists to help meet Objective 6C: Prepare a long term plan for the construction of new facilities to meet the future needs of the department? |
6C1: Analyze current and projected call volume and city growth to determine location and timeline for adding new facilities |
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What objectives exist to help meet Objective 6D: Implement a long range plan for the maintenance and replacement of all department apparatus, including both emergency and non-emergency vehicles? |
6D1: Enhance the vehicle replacement plan to adequately fund heavy apparatus replacement after 15 years of service 6D2: Annually evaluate the entire vehicle fleet for replacement and maintenance requirements |
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What objectives exist to help meet Objective 6E: Develop a process for reviewing existing departmental programs and modifying them to meet the future needs of the community? |
6E1: coordinate with all divisions for a comprehensive and thorough community risk assessment 6E2: develop and implement a regular process to seek input from citizens regarding department strategic direction, service delivery, risk assessment and customer service 6E3: create a research and development program for identifying industry best practices department wide 6E4: use the annual program appraisal process to validate needs of all programs 6E5: provide regular and ongoing data analysis on a daily basis (dashboard) and a quarterly basis (written reports) |
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What objectives exist to help meet Objective 6F: Review and refine emergency response activities and dispatching procedures to identify the appropriate resource for the requirements of the incident? |
6F1: analyze all incident types with level of acuity to determine appropriate response model 6F2: work with city council to review and replace response time standards with more detailed and accurate benchmarking data 6F3: collaborate with public safety comms center in reviewing dispatching protocols for incident types to determine appropriate resources to dispatch 6F4: analyze current and forecasted fire department comms demands to develop reccomandations for appropriate fire department related comms center staffing |
