STRATEGIC PLAN 2012-2014 Photo by Jason Werling
TABLE OF CONTENTS 1. Introduction 2. Strategic Planning Process 3. Sandusky Fire Department Organizational Chart 5 Strategic Planning Timeline 6 Demographics 7 5 year Budget Comparison 8 Sandusky Fire Department District Map 9 Mission Statement 10. Organizational Values 11. Code of Conduct 12. Initiatives 13. Strategic Initiative 1 / Objectives 14. Strategic Initiative 2 / Objectives 15. Strategic Initiative 3 / Objectives 16. Strategic Initiative 4 / Objectives 17. Strategic Initiative 5 / Objectives 18. Strategic Initiative 6 / Objectives 19. Strategic Initiative 7 / Objectives 20. Strategic Initiative 8 / Objectives 21. Strategic Initiative 9 / Objectives 22. Strategic Initiative 10 / Objectives 23. Oversight & Review Committee 24. Appendix A - Participants 25. Appendix B Progress Report Sandusky Fire Department
INTRODUCTION On behalf of the Sandusky Fire Department and the Strategic Planning Committee, I am proud to present the 2012-2014 Strategic Plan to the City of Sandusky. This strategic plan is a collaborative effort of fire department personnel and community advocates and stakeholders. The plan provides the department the opportunity to improve its operational effectiveness while planning for future growth and service delivery. Each member of the department was invited to participate in the development of the plan. Through their collective thoughts and ideas, we have produced a document whose outcomes are specific, measurable, achievable, realistic and timely. This plan identifies ten initiatives and 36 objectives that will be addressed in the next three years, beginning January 1, 2012. The execution of this plan will be managed by a member of the command staff, called a Gatekeeper. The Gatekeeper will utilize a committee, representative of the three shifts to complete the objectives through a three month benchmark process. Tthe Committee on Oversight & Review, comprised of three citizen advocates, will review our progress and make recommendations for continued success. The mission of the Sandusky Fire Department is to protect lives, property and the environment. Our organizational values shape who we are and what we represent. Our motto, Pride, Purpose and Professionalism is not just words; it is a way of life and a commitment of the service to this community. Finally, I would like to thank all of the members of the strategic planning committee for their countless hours of time and talent. Your efforts are indicative of your commitment to this organization and this community. Paul E. Ricci, EFO, CFO Chief of Department Sandusky Fire Department 1
OUR PROCESS In June 2011, the staff of the Sandusky Fire Department began the journey of strategic planning to set the course and speed of the organization for the next three years. The process focused on the following critical needs: o Review and revise our department mission statement o Identify our characteristics and develop our motto o Identify our department values o Identify our strategic initiatives o Develop our strategic objectives o Identify Gatekeepers and Oversight Committee o Draft the strategic plan On July 13 th, the first meeting was conducted and over the next 6 months, team members, comprised of staff and community advocates, reviewed our mission, identified our organizational values, and outlined the initiatives and goals by which we will guide our organization through 2014. Each initiative was assigned a Gatekeeper and a committee to complete the objectives through a three month benchmark process. The committee will report their progress and provide feedback for future use. An oversight committee was selected and tasked with general review and recommendations of the process. The committee was selected from citizen advocates within the community. The draft document was prepared and reviewed in December 2011. The final plan release and training will occur in January 2012. The document will be reviewed annually to provide progress reports and recommendations for future success. Sandusky Fire Department 2
Functional Organizational Chart - Divisions Chief Paul E. Ricci Administrative Assistant Diane Mulvin Facilities, Equipment & Vehicles Captain Jeff Ferrell Communications & Dispatch Captain Jim Green Training Captain Dave Degnan Fire Prevention & Community Risk Reduction Fire Marshal Rudy Ruiz EMS Operations Captain Matt Lesch Special Operations Captain Brian Cowie Health & Safety Captain Mario D Amico Sandusky Fire Department 3
Functional - Divisions Chief of Department Provide leadership & direction, facilitates the establishment of long-term vision for fire/rescue services, formulates departmental policy; provides planning, research, accreditation and quality management for the department. Administrative Assistant Provides support services to the department through daily interaction with fire/ rescue personnel, fire prevention bureau and chief of department. Fire Prevention & Code Enforcement Provides fire prevention, education and community risk reduction programs; Provides direction for community outreach programs. Directs code enforcement, inspection and plan review programs. Training Provides local, state and federal mandated minimum standard, career development, and advanced firefighting training, and oversees new program development. Facilities, Equipment & Vehicles Provides for the development, acquisition and maintenance of all fire department facilities, equipment and vehicles. Communications & Dispatch Provides for the development, acquisition, testing and maintenance, of portable mobile and base radio systems. Provides for the research and development of new dispatch programs. Special Operations Provides for the development, deployment and training of special operations programs, such as Hazardous Materials, Technical Rescue and Water Rescue Operations. Health & Safety Provides direction for the development and training of health & safety programs including equipment acquisition and training. EMS Operations Provides direction for the delivery of EMS services, training, evaluation and future program development. Sandusky Fire Department 4
Strategic Planning Timeline Plan Luncheon 7/13/2011 Mission & Values 7/13/2011 7/31/2011 Strategic Plan Time Line In itiative Development 8/1/2011 9/18/2011 Goal Development 9/19/2011-10/30/2011 Sandusky Fire Department 2011 Goal Measurement 11/1/2011 11/30/2011 Draft Plan Review 12/9/2011 Plan Release 1/31/2012 Training & Evaluation Ann ually Sandusky Fire Department 5
DEMOGRAPHICS Sandusky is a Great Lakes port community and county seat of Erie County with an estimated population of 25,000 (Total population within a 15-mile radius is 112,000). The City of Sandusky has a unique location on the Southern Shore of Lake Erie midway between Cleveland and Toledo. Sandusky offers small town living with easy access to both of these major urban areas. Sandusky has one of the finest and best-protected harbors on the Great Lakes. Its location enhances the industrial potential of the area by providing an abundant fresh water supply and access to Great Lakes shipping. Sandusky has one of the largest Great Lakes coal ports. Lake-oriented industries, fishing and shipping add to a well-diversified industrial base of foundries, automotive parts, metal fabricating, construction products, plastics and vinyl products, colorants, paints, and food processing equipment manufacturers. The government of the City of Sandusky is a City manager/ Commission form of governance. Seven commissioners are elected at large and one is elected as an ex-officio mayor. The City Manager manages department heads representing Finance, Police, Fire, General Services, Economic Development, Engineering and Administration. The general fund budget for the City of Sandusky is approximately $16,238,496. The City of Sandusky Fire Department has 54 members, comprised of fifty shift suppression personnel providing Fire, Rescue and EMS services from three fire stations. Administrative personnel include the fire chief, administrative assistant, fire marshal and fire inspector. The department responds to more than 5000 emergency calls in addition to providing fire prevention, inspection and educational services to the community. It is our mission to provide excellent public service with Pride, Purpose and Professionalism to the people of Sandusky. Sandusky Fire Department 6
5 Year Budget Comparison $5,800,000.00 $5,600,000.00 $5,400,000.00 $5,200,000.00 $5,000,000.00 $4,800,000.00 $4,600,000.00 $4,400,000.00 $4,200,000.00 Sandusky Fire Department Budget Comparison 2008 to 2012 $5,573,812.00 $5,597,081.00 $5,110,008.00 $4,796,210.00 2008 2009 2010 2011 2012 $4,856,063.58 Budget 2011-2012 includes $425,000 of grant funding. Since 2008, the fire Department has experienced a 13% decrease in the operating budget. Sandusky Fire Department 5-Year Staffing 2008 to 2012 6 positions SAFER GRANT FUNDED Without this funding, we would have realized a 15% decrease in personnel. 56 54 52 50 48 46 44 42 54 53 53 46 46 2008 2009 2010 2011 2012 Personnel 4500 4000 3500 3000 2500 2000 1500 1000 500 0 Sandusky Fire Department Response History 1996-2011 FIRE EMS The fire department has experienced a 37% increase in emergency activity in the last 15 years. 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Sandusky Fire Department 7
Fire Department District Map 600 W. Market Street Station #1 2034 Fifth Street 3816 Venice Road Station #3 Station #7 Color codes represent district response areas for each station. Sandusky Fire Department 8
Mission Statement The mission of the Sandusky Fire Department is to deliver excellent public service, with Pride, Purpose and Professionalism, to the citizens and visitors of Sandusky. Sandusky Fire Department 9
ORGANIZATIONAL Honesty, Integrity & Trust We believe the pillar of our service is our ability to project and demonstrate a high standard of confidence and accountability. We are committed to our community and to ourselves, doing the right thing, with honesty, integrity and trust. Compassion & Empathy We will provide courteous service, ever conscious of one s distress, sensitive to challenges of our community and of our department. We will seek a greater understanding of the human condition and project a genuine concern for the well being of citizens and employees. Cooperation, Unity & Teamwork We will strive for a condition of harmony with the willingness and ability to work with others as we work in concert to achieve a common goal. Through teamwork, we will become more efficient and effective in the delivery of service. Respect, Communication and Diversity We believe the basis for our success is through our ability to exchange ideas and thoughts through written and verbal communication. We will strive to give particular attention to the composition of the people of our community and department. We will place a special and high regard on the premise of treating others as we would like to be treated. 10 Sandusky Fire Department
Code of Conduct As a Sandusky Firefighter, I recognize my fundamental duty to uphold the standards of my profession by safeguarding the lives and property of our citizens against the threat of fire and disaster. I will not allow personal feelings, bias or self-satisfaction to deter me from my public safety responsibilities. I will conduct myself at all times with Pride, Purpose and Professionalism. I understand, because of the nature of Fire, EMS and Rescue work, I am entrusted with sensitive information that must be protected and held in confidence. I promise to obey the duly constituted laws of the United States, the State of Ohio, the City of Sandusky and to accept the badge of my office as a symbol of public faith and trust to be honored for as long as I remain a firefighter of the Sandusky Fire Department. I will continually and faithfully, strive to serve my community and to be an influence for good before my fellow firefighters to the best of my ability. Sandusky Fire Department 11
INITIATIVES Enhance the fire department training program to ensure effective, consistent and measurable outcomes. Create a fire department Health & Safety Division to promote a culture that will reduce risk in the work environment. Enhance public awareness of valued services offered by the Sandusky Fire Department. Enhance and improve communications within the Sandusky Fire Department to provide timely, consistent and accurate information to all personnel. Create a personal development program that encourages fire department members to achieve professionally, physically, mentally and spiritually. Create a facility, equipment & vehicle master plan that ensures the health and safety of our personnel and enhances the effective and efficient operations of the Sandusky Fire Department. Develop a comprehensive public education program to reduce death, injury and property loss of preventable incidents and/or accidents resulting in a safer community. Analyze our current EMS delivery model to identify opportunities for improved response and service. Develop a plan, utilizing regional assets to enhance the ability of the Sandusky Fire Department to provide fire suppression and special operations services to the people of Sandusky and the surrounding area. Develop a comprehensive data collection system to measure and evaluate training and service delivery through improved data collection, analysis and application. Sandusky Fire Department 12
Sandusky Fire Department Initiative 1 TRAINING Enhance the fire department training program to ensure effective, consistent and measurable outcomes. 1.1 Conduct a training program needs assessment that identifies and prioritizes the type of training required and a method to measure effectiveness. 1.3 Develop a training budget that specifically identifies and prioritizes training as a budget line item. 1.2 Develop an Instructor Training Program that emphasizes an instructor team approach to providing department Training, matching strengths and providing continuity of instruction. 1.4 Assess and enhance the record keeping of training to include computer technologies in data management, instruction, preparation, application and evaluation. Gatekeeper: Captain Dave Degnan Committee: Rudy Ruiz, Pete Zimmermann, Chris Bodle, Tom Salmons Sandusky Fire Department 13
Sandusky Fire Department Initiative 2 Personal Safety & Survival Create a fire department Health & Safety Division to promote a culture that will reduce risk in the work environment. 2.1 Provide safety & survival training to all personnel that promotes safe work practices to reduce the risk of work place injury. 2.2 Provide safety officer training that prepares all officers to assume the roll of safety officer on the emergency scene. 2.3 Develop a Safety Officer operational response plan to ensure the presence of a Safety Officer at every qualifying incident. Gatekeeper: Captain Mario D Amico Committee: Rob Bott, Jason Roesch, John Strachan, James Snyder Photo by Jason Werling Sandusky Fire Department 14
Sandusky Fire Department Initiative 3 Community Outreach Enhance public awareness of valued services offered by the Sandusky Fire Department. 3.1 Evaluate and prioritize the services provided by the Sandusky Fire Department as a function of a cost / benefit analysis. 3.2 Develop a marketing campaign, utilizing video, print, web page and social media applications to tell people who we are and what we can do for them. 3.3 Develop an evaluation mechanism to measure the effectiveness of the marketing campaign. Gatekeeper: Fire Marshal Rudy Ruiz Committee: Lt. Toni Schmidt, FF s Brad Wimmer, Steve Rucker, Richard Patterson Sandusky Fire Department 15
Sandusky Fire Department Initiative 4 Department Communications Enhance and improve communication within the Sandusky Fire Department to provide timely, consistent and accurate information to all personnel. 4.1 4.2 Develop a uniform and consistent information routing system that disseminates timely and accurate information to department members and their families. Initiate a formal morning roll call and shift change procedure to provide personnel with daily updates of information. 4.3 Review and update department rules, policies, procedures and guidelines to reflect current conditions and best practices. Gatekeeper: Captain Jim Green Committee: Richard Patterson, Austin Kerns Sandusky Fire Department 16
Sandusky Fire Department Initiative 5 Personal Development Create a personal development program that encourages fire department members to achieve professionally, physically, mentally and spiritually. 5.1 5.2 Develop an orientation process, with emphasis on education and mentorship, that prepares probationary firefighters and officers for successful transition. 5.3 Enhance the wellness program to provide for uniform participation, personal trainers and nutritional support as set forth by current department standards. 5.4 Create, maintain and provide access to a library of reference materials for personal development opportunities. Develop a Code of Ethics for the Sandusky Fire Department. Gatekeeper: Lieutenant Matt Lesch Committee: Robert Bott, Rudy Ruiz, Ryan Brotherton, Chris Brandal Sandusky Fire Department 17
Sandusky Fire Department Initiative 6 Facilities, Equipment & Vehicles Create a facility, equipment & vehicle master plan that ensures the health and safety of our personnel and enhances the effective & efficient operations of the Sandusky Fire Department. 6.1 Analyze fire department facilities and develop a renovation and/or relocation plan that reflects the replacement of infrastructure and major appliances. 6.2 Review and update the current vehicle replacement schedule to reflect debt service, available revenue and maintenance costs. 6.3 Develop a comprehensive replacement schedule for the replacement of fire, rescue and EMS equipment. Gatekeeper: Captain Jeff Ferrell Committee: Lt. Matt Lesch, Dustin Hamons, Robert Bott, Pete Zimmerman, Levin McGraw Sandusky Fire Department 18
Sandusky Fire Department Initiative 7 Public Education Develop a comprehensive public education program to reduce death, injury and property loss of preventable incidents and / or accidents resulting in a safer community. 7.1 7.2 Review available data and perform a risk reduction analysis and needs assessment for public safety education. Develop a strategy for the reduction of preventable injuries as they relate to age, gender and socio-economic variables. 7.3 Develop a marketing plan to provide for the delivery of public education programs. 7.4 Develop an evaluation mechanism to measure public safety education effectiveness. Gatekeeper: Fire Marshal Rudy Ruiz Committee: Lt. Toni Schmidt, FF s Brad Wimmer, Steve Rucker, Richard Patterson Sandusky Fire Department 19
Sandusky Fire Department Initiative 8 Emergency Medical Service Operations Analyze our current EMS delivery model to identify opportunities for improved response and services. 8.1 Analyze and evaluate EMS data to identify service delivery options in order to improve service and efficiency. 8.2 Develop an EMS marketing strategy to educate the community on the EMS delivery system to provide appropriate service and increase efficiency. 8.3 Enhance and improve the delivery of EMS through improved evaluation of personnel, equipment and facilities. 8.4 Develop a strategy for the recruitment, retention and education of paramedics in the delivery of Advanced Life Support (ALS). Gatekeeper: Lieutenant Matt Lesch Committee: Kevin McGraw, Dustin Hamons, Brad Wimmer Sandusky Fire Department 20
Sandusky Fire Department Initiative 9 Regional and Special Operations Develop a plan, utilizing regional assets, to enhance the ability of the Sandusky Fire Department to provide fire suppression and special operations services to the people of Sandusky and the surrounding area. 9.1 Initiate regional discussion with Erie County fire service representatives regarding the funding, training, equipment and staffing for fire suppression and special operations. 9.2 Develop joint agency initiatives to maximize the response and efficiency of fire suppression and special operations units within Erie County. 9.3 Develop a regional team approach to provide specialized training and technical support in the areas of Marine Operations, Technical Rescue and Hazardous Materials Response that are considered to be high risk, low frequency. 9.4 Continue to pursue regional communications and develop interoperable capabilities with area public safety operations. 9.5 Develop or enhance existing mutual and automatic aid opportunities to provide for more efficient operations. Gatekeeper: Captain Brian Cowie, Lt. Toni Schmidt Committee: Lt. Gary Zakrajsek, Lt. Matt Lesch, FF Austin Kerns Sandusky Fire Department 21
Sandusky Fire Department Initiative 10 Data Collection & Analysis Develop a comprehensive data collection system to measure and evaluate training and service delivery through improved data collection, analysis and application. 10.1 Develop a customer service evaluation process that provides accurate and timely data for service enhancement, improvement and /or recognition. 10.2 Provide basic and advanced records management training to enhance current quality control measures for entering data. 10.3 Adopt new technologies for mobile data applications and integrate these technologies into the records management system. Gatekeeper: Captain Dave Degnan Committee: No Committee Sandusky Fire Department 22
Sandusky Fire Department Community Oversight & Review Oversight & Review Provide oversight and review of the strategic planning process for the City of Sandusky Fire Department. Gatekeeper: Kathie Mueller, Gary Guendelsberger, Jerry Garrett Sandusky Fire Department 23
APPENDIX Community Oversight A - Participants & Review Oversight & Review B J R Bodle, Provide Chris oversight and Jadach, review Brian of the strategic planning Ricci, Paul process for the Brandal, Chris City of Sandusky Fire Department. Roesch, Jason Brotherton, Ryan Rucker, Steve Butler, Adam Ruiz, Rudy C K S Cowie, Gatekeepers: Brian Kathy Mueller, Kerns, Austin Gary Guendelsberger, Schmidt, Wesley Toni Poole Szatala, Glenn D D Amico, Mario Degnan, Dave L Lesch, Matt F M W Fall, Scott Mueller, Kathie Wimmer, Brad Ferrell, Jeff Mulvin, Diane Wooten, Jacob G P Z Garrett, Jerry Patterson, Richard Zimmermann, Pete Green, Jim Poole, Wesley Guendelsberger, Gary Sandusky Fire Department 24 Sandusky Fire Department
Initiatives Goals Gatekeeper Committee 1.1 Conduct a training program "needs assessment" that identifies Captain Degnan and prioritizes the type of training required and a method to measure effectiveness. 1 Enhance the fire department training program to ensure effective, consistent and measureable outcomes. Rudy Ruiz, Pete Zimmermann, Chris Bodle, Tom Salmons 1.2 Develop an Instructor Training Program that emphasizes an instructor team approach to providing department training matching strengths and providing continuity of instruction. 1.3 Develop a training budget that specifically identifies and prioritizes training as a budget line item. 1.4 Assess and enhance the record keeping of training to include computer technologies in data management, instruction, preparation, application and evaluation. 2 Create a fire department Health & Safety Division to promote a culture that will reduce risk in the work environment. 2.1 Provide safety & survival training to all personnel that promotes safe work practices to reduce the risk of work place injury. 2.2 Provide safety officer training that prepares all officers to assume the roll of safety officer on the emergency scene. Captain D'Amico Rob Bott, John Strachan, Jason Roesch, James Snyder 2.3 Develop a Safety Officer operational response plan to ensure the presence of a Safety Officer at every qualifying incident. Sandusky Fire Department 25
3/31/2012 6/30/2012 9/30/2012 12/31/2012 3/31/2013 6/30/2013 9/30/2013 12/31/2013 3/31/2014 6/30/2014 9/30/2014 12/31/2014 1 Enhance the fire department training program to ensure effective, consistent and measurable outcomes. 1.1 Conduct a training program "needs assessment" that identifies and prioritizes the type of training required and a method to measure effectiveness. 1.2 Develop an Instructor Training Program that emphasizes an instructor team approach to providing department training matching strengths and providing continuity of instruction. 1.3 Develop a training budget that specifically identifies and prioritizes training as a budget line item. 1.4 Assess and enhance the record keeping of training to include computer technologies in data management, instruction, preparation, application and evaluation. 2 Create a fire department Health & Safety Division to promote a culture that will reduce risk in the work environment. 2.1 Provide safety & survival training to all personnel that promotes safe work practices to reduce the risk of work place injury. 2.2 Provide safety officer training that prepares all officers to assume the roll of safety officer on the emergency scene. 2.3 Develop a Safety Officer operational response plan to ensure the presence of a Safety Officer at every qualifying incident. Sandusky Fire Department 26
Initiatives Goals Gatekeeper Committee 3.1 Fire Marshal Ruiz Evaluate and prioritize the services provided by the Sandusky Fire Department as a function of a cost/benefit analysis. 3 Enhance public awareness of valued services offered by the Sandusky Fire Department. 3.2 Develop a marketing campaign, utilizing video, print, web page and social media applications to tell people who we are and what we can do for them. Lt. Toni Schmidt, Brad Wimmer, Steve Rucker, Richard Patterson 3.3 Develop an evaluation mechanism to measure the effectiveness of the marketing campaign. 4 Enhance and improve communication within the Sandusky Fire Department to provide timely, consistent and accurate information to all personnel. 4.1 Develop a uniform and consistent information routing system that disseminates timely and accurate information to department members and their families. Captain Green Richard Patterson, Austin Kerns 4.2 Initiate a formal morning roll call and shift change procedure to provide personnel with daily updates of information. 4.3 Review and update department rules, policies, procedures and guidelines to reflect current conditions and best practices. 5 Create a personal development program that encourages fire department members to achieve professionally, physically, mentally and spiritually. 5.1 Develop an orientation process with emphasis on education and mentorship that prepares probationary firefighters and officers for successful transition. 5.2 Enhance the wellness program to provide for uniform participation, personal trainers and nutritional support as set forth by current department standards. Lieutenant Lesch Robert Bott, Rudy Ruiz, Ryan Brotherton, Chris Brandal 5.3 Create, maintain and provide access to a library of reference materials for personal development opportunities. 5.4 Develop a "Code of Ethics" for the Sandusky Fire Department. Sandusky Fire Department 27
3/31/2012 6/30/2012 9/30/2012 12/31/2012 3/31/2013 6/30/2013 9/30/2013 12/31/2013 3/31/2014 6/30/2014 9/30/2014 12/31/2014 3 Enhance public awareness of valued services offered by the Sandusky Fire Department. 3.1 Evaluate and prioritize the services provided by the Sandusky Fire Department as a function of a cost/benefit analysis. 3.2 Develop a marketing campaign, utilizing video, print, web page and social media applications to tell people who we are and what we can do for them. 3.2 Develop an evaluation mechanism to measure the effectiveness of the marketing campaign. 4 Enhance and improve communication within the Sandusky Fire Department to provide timely, consistent and accurate information to all personnel. 4.1 Develop a uniform and consistent information routing system that disseminates timely and accurate information to department members and their families. 4.2 Initiate a formal morning roll call and shift change procedure to provide personnel with daily updates of information. 4.3 Review and update department rules, policies, procedures and guidelines to reflect current conditions and best practices. 5 Create a personal development program that encourages fire department members to achieve professionally, physically, mentally and spiritually. 5.1 Develop an orientation process with emphasis on education and mentorship that prepares probationary firefighters and officers for successful transition. 5.2 Enhance the wellness program to provide for uniform participation, personal trainers and nutritional support as set forth by current department standards. 5.3 Create, maintain and provide access to a library of reference materials for personal development opportunities. 5.4 Develop a "Code of Ethics" for the Sandusky Fire Department.
Initiatives Goals Gatekeeper Committee 6 Create a facility, equipment and vehicle master plan that ensures the health and safety of our personnel and enhances the effective and efficient operations of the Sandusky Fire Department. 6.1 Analyze fire department facilities and develop a renovation, replacement or relocation plan that reflects the replacement of infrastructure and major appliances. 6.2 Review and update the current vehicle replacement schedule to reflect debt service, available revenue and maintenance costs. Captain Ferrell 6.3 Develop a comprehensive replacement schedule for the replacement of fire, rescue and EMS equipment. 7 Develop a comprehensive public edcuation program to reduce death, injury and property loss of preventable incidents and / or accidents resulting in a safer community. 7.1 Review available data and perform a risk reduction analysis and needs assessment for public safety education. 7.2 Develop a strategy for the reduction of preventable injuries as they relate to age, gender and socio-economic variables. Fire Marshal Ruiz Lt. Toni Schmidt, Brad Wimmer, Steve Rucker, Richard Patterson 7.3 Develop a marketing plan to provide for the delivery of public education programs. 7.4 Develop an evaluation mechanism to measure public safety education effectiveness. 8 Analyze our current EMS delivery model to identify opportunities for improved response and services. 8.1 Analyze and evaluate EMS data to identify service delivery options in order to improve service and efficiency. Lieutenant Lesch Kevin McGraw, Dustin Hamons, Brad Wimmer 8.2 Develop an EMS marketing strategy to educate the community on the EMS delivery system to provide appropriate service and increase efficiency. 8.3 Enhance and improve the delivery of EMS through improved evaluation of personnel, equipment and facilities. 8.4 Develop a strategy for the recruitment, retention and education of paramedics in the delivery of Advanced Life Support (ALS).
3/31/2012 6/30/2012 9/30/2012 12/31/2012 3/31/2013 6/30/2013 9/30/2013 12/31/2013 3/31/2014 6/30/2014 9/30/2014 12/31/2014 6 Create a facility, equipment and vehicle master plan that ensures the health and safety of our personnel and enhances the effective and efficient operations of the Sandusky Fire Department. 6.1 Analyze fire department facilities and develop a renovation, replacement or relocation plan that reflects the replacement of infrastructure and major appliances. 6.2 Review and update the current vehicle replacement schedule to reflect debt service, available revenue and maintenance costs. 6.3 Develop a comprehensive replacement schedule for the replacement of fire, rescue and EMS equipment. 7 Develop a comprehensive public edcuation program to reduce death, injury and property loss of preventable incidents and / or accidents resulting in a safer community. 7.1 Review available data and perform a risk reduction analysis and needs assessment for public safety education. 7.2 Develop a strategy for the reduction of preventable injuries as they relate to age, gender and socio-economic variables. 7.3 Develop a marketing plan to provide for the delivery of public education programs. 7.4 Develop an evaluation mechanism to measure public safety education effectiveness. 8 Analyze our current EMS delivery model to identify opportunities for improved response and service. 8.1 Analyze and evaluate EMS data to identify service delivery options in order to improve service and efficiency. 8.2 Develop an EMS marketing strategy to educate the community on the EMS delivery system to provide appropriate service and increase efficiency. 8.3 Enhance and improve the delivery of EMS through improved evaluation of personnel, equipment and facilities. 8.4 Develop a strategy for the recruitment, retention and education of paramedics in the delivery of Advanced Life Support (ALS).
Initiatives Goals Gatekeeper Committee 9.1 Initiate regional discussion with Erie County Fire Service Captain Cowie representatives regarding the funding, training, equipment and staffing for fire suppression and special operations. 9 Develop a plan, utilizing regional assets, to enhance the ability of the Sandusky Fire Department to provide fire suppression and special operations services to the people of Sandusky and the surrounding area. 9.2 Develop joint agency initiatives to maximize the response and efficiency of fire suppression and special operations units within Erie County. 9.3 Develop a regional team approach to provide specialized training and technical support in the areas of Marine Operations, Technical Rescue and Hazardous Materials Response that are considered to be high risk, low frequency. Lt. Toni, Schmidt, Lt. Gary Zakrajsek Lt. Matt Lesch, Austin Kerns 9.4 Continue to pursue regional communications and develop interoperable capabilities with area public safety operations. 9.5 Develop or enhance existing mutual and automatic aid opportunities to provide for more efficient operations. 10 Develop a comprehensive data collection system to measure and evaluate training and service delivery through improved data collection, analysis and application. 10.1 Develop a customer service evaluation process that provides accurate and timely data for service enhancement, improvement and / or recognition. 10.2 Provide basic and advanced records management training to enhance quality control measures for entering data. Captain Degnan No Committee 10.3 Adopt new technologies for mobile data applications and integrate these technologies into the records management system. Sandusky Fire Department 31
1/6/1900 6/30/2012 9/30/2012 12/31/2012 3/31/2013 6/30/2013 9/30/2013 12/31/2013 3/31/2014 6/30/2014 9/30/2014 12/31/2014 9 Develop a plan, utilizing regional assets, to enhance the ability of the Sandusky Fire Department to provide fire suppression and special operations services to the people of Sandusky and the surrounding area. 9.1 Initiate regional discussion with Erie County Fire Service representatives regarding the funding, training, equipment and staffing for fire suppression and special operations. 9.2 Develop joint agency initiatives to maximize the response and efficiency of fire suppression and special operations units within Erie County. 9.3 Develop a regional team approach to provide specialized training and technical support in the areas of Marine Operations, Technical Rescue and Hazardous Materials Response that are considered to be high risk, low frequency. 9.4 Continue to pursue regional communications and develop interoperable capabilities with area public safety operations. 9.5 Develop or enhance existing mutual and automatic aid opportunities to provide for more efficient operations. 10 Develop a comprehensive data collection system to measure and evaluate training and service delivery through improved data collection, analysis and application. 10.1 Develop a customer service evaluation process that provides accurate and timely data for service enhancement, improvement and / or recognition. 10.2 Provide basic and advanced records management training to enhance quality control measures for entering data. 10.3 Adopt new technologies for mobile data applications and integrate these technologies into the records management system. Sandusky Fire Department 32