Kansas City Fire Department Missouri · Kansas City Fire Department Strategic Plan 2014 ii Objective 2-J: Develop business plan for auto aid partner dispatching services and standalone

Kansas City Fire Department Missouri

May 2014

Strategic Plan 2014 First Edition

25030 SW Parkway Ave. Suite 330 | Wilsonville, Oregon | 97070 | www.esci.us | 800-757-3724 | [email protected]

Kansas City Fire Department

Strategic Plan 2014

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Table of Contents Table of Contents ............................................................................................................................... i

Acknowledgements............................................................................................................................1

Kansas City Fire Department (KCFD) Strategic Planning Team ................................................................ 1

Labor/Management Steering Committee: ............................................................................................................ 1

Labor/Management Standing Committees: ......................................................................................................... 1

External Stakeholders .............................................................................................................................. 3

Executive Summary ............................................................................................................................4

Vision, Mission, and Values ..................................................................................................................... 4

Leadership Message ...........................................................................................................................7

A Message from Fire Chief Paul Berardi .................................................................................................. 7

Customer-Centered Strategic Planning Process ...................................................................................9

The CCSP Process Outline ........................................................................................................................ 9

Kansas City Fire Department Background ......................................................................................... 11

Stakeholder Input ............................................................................................................................ 13

Internal Stakeholder Input ..................................................................................................................... 16

Kansas City Fire Department Strategic Plan ....................................................................................... 17

Vision Statement ................................................................................................................................... 17

Mission Statement ................................................................................................................................. 17

Values .................................................................................................................................................... 17

Services Provided ................................................................................................................................... 18

Strengths of the Kansas City Fire Department ...................................................................................... 19

Weaknesses of the Kansas City Fire Department .................................................................................. 21

Opportunities for the Kansas City Fire Department .............................................................................. 23

Challenges to the Kansas City Fire Department .................................................................................... 26

Strategic Goals ................................................................................................................................. 28

GOAL 1: Develop clear and comprehensive job descriptions for all departmental positions. ............. 29

Objective 1-A: Identify the issues, weaknesses, and/or limitations in the current model of job descriptions. ... 29

Objective 1-B: Identify the effect on the daily ability to operate that is created through current

classifications/future classification. .................................................................................................................... 30

GOAL 2: Evaluate Communications Center Operations and identify opportunities for regional

partners to enhance automatic aid feasibility. ...................................................................................... 31

Objective 2-A: Evaluate current communications center staffing levels. ............................................................ 31

Objective 2-B: Develop communications center training manual. ...................................................................... 32

Objective 2-C: Design and implement continiuing education program for communications center staff. ......... 33

Objective 2-D: Evaluate current communications center practices in relationship to national standards. ........ 34

Objective 2-E: Ensure availability of backup communications center. ................................................................ 35

Objective 2-F: Evaluate configuration of consoles for efficiency. ....................................................................... 36

Objective 2-G: Develop a business model for expansion of dispatching services to other agencies to enhance

automatic aid partnerships and feasibility. ........................................................................................................ 37

Objective 2-H: Identify equipment and IT needs in order to provide dispatch services for other agencies. ....... 38

Objective 2-I: Evaluate IT and logistical needs specific to dispatching other agencies. ...................................... 39


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Objective 2-J: Develop business plan for auto aid partner dispatching services and standalone dispatching

services................................................................................................................................................................ 40

GOAL 3: Promote Employee Health, Wellness, and Safety as a Top Organizational Priority. .............. 41

Objective 3-A: Review and update the existing Health Wellness Safety Fitness Program for all KCFD personnel

to ensure that it is comprehensive, proactive, and consistent with The Fire Service Joint Labor Management

Wellness/Fitness Initiative. ................................................................................................................................. 41

Objective 3-B: Review the annual physical exam schedule for all KCFD emergency response personnel to

ensure compliance with The Fire Service Joint Labor Management Wellness/Fitness Initiative and appropriate

NFPA standards. ................................................................................................................................................. 42

Objective 3-C: Review KCFD EAP program for consistency, currency and compatibility with current standards

(NFPA 1500 Chapter 11). .................................................................................................................................... 43

Objective 3-D: Review the KCFD Peer Fitness Trainer (PFT) program. ................................................................ 44

Objective 3-E: Review the behavioral health initiative to provide assistance to all fire department employees

based on elements identified in The Fire Service Joint Labor Management Wellness/Fitness Initiative. ........... 45

Objective 3-F: Review existing data collection and reporting programs to develop a standardized system which

will ensure the ability to collect, store, retrieve, analyze, and utilize appropriate metric data associated with

the organization’s health, wellness, safety, fitness, EAP, and Worker’s Compensation program. Coordinate

analysis with vendors supporting the various propgrams. ................................................................................. 46

Objective 3-G: Promote informal company level AAR and develop methods to disseminate lessons learned

throughout the KCFD. ......................................................................................................................................... 47

Objective 3-H: Develop an organizational strategy to promote consistent use of personal protective equipment

to reduce potential for injury and long-term cancer risks. .................................................................................. 48

Objective 3-I: Monitor the newly-revised, modified duty assignment program for consistency with the goal of

full recovery and integration back into the workplace. ...................................................................................... 49

Objective 3-J: Provide a workplace free from all controllable environmental health risks. ................................ 50

Objective 3-K: Define the role and function of the department safety officers. ................................................. 51

GOAL 4: Ensure High Quality Outcomes Across All Missions of KCFD. ................................................. 52

Objective 4-A: Review quality processes currently in place. ............................................................................... 52

Objective 4-B: Identify best practices for quality improvement in various missions. .......................................... 53

Objective 4-C: Conduct a needs GAP analysis in current quality process. ........................................................... 54

Objective 4-D: Determine the key performance indicators (KPI). ....................................................................... 55

Objective 4-E: Develop training program for quality management process. ...................................................... 56

Objective 4-F: Review Public Safety Organization (PSO) process for widespread utilization. ............................. 57

GOAL 5: Provide comprehensive training and professional development to ensure personnel are fully

prepared to effectively perform their duties and responsibilities. ....................................................... 58

Objective 5-A: Establish a standard set of core curriculum to enhance both education and core competency

skill sets for the KCFD employee. ........................................................................................................................ 58

Objective 5-B: Identify and define training programs consistent with establishing individual career paths. ..... 59

Objective 5-C: Develop comprehensive training programs from entry-level throughout career including

specialty level training. ....................................................................................................................................... 60

Objective 5-D: Improve training with mutual/automatic aid partners and other agencies. .............................. 61

Objective 5-E: Review centralized database (eCore) to ensure that all education and training is documented

and available to the individual, company, and district level. .............................................................................. 62

Objective 5-F: Develop a training program for semi-annual live-fire training that is compliant with NFPA and

OSHA standards. ................................................................................................................................................. 63


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Objective 5-G: Develop an annual training program that is compliant with NFPA and OSHA for Special

Operations. ......................................................................................................................................................... 64

Objective 5-H: Develop a set of standardized evolutions to be utilized annually at the company level to

demonstrate and document proficiency of required competency. ..................................................................... 65

Objective 5-I: Develop a systematic review process to ensure that cadet training is continually reviewed and

revised to ensure effective delivery of current core competencies, professional standards, and technical skills

required for safe and effective performance as an entry-level firefighter. ......................................................... 66

Objective 5-J: Develop specifications for required training facilities and equipment. ........................................ 67

Objective 5-K: Memorialize curriculum to ensure all curriculum is recorded electronically. .............................. 68

Objective 5-L: Explore electronic methods of delivering department-wide training. .......................................... 69

GOAL 6: Develop a comprehensive deployment model that is inclusive of all missions. ..................... 70

Objective 6-A: Develop a comprehensive service delivery plan encompassing all KCFD missions. ..................... 70

Objective 6-B: Review mutual and automatic aid agreements to develop an integrated service delivery

strategy. .............................................................................................................................................................. 71

Objective 6-C: Provide for systematic monitoring and evaluation of system performance. ............................... 72

GOAL 7: Develop an updated KCFD Incident Management Accountability System. ............................ 73

Objective 7-A: Review regional interoperable management accountbility systems. .......................................... 73

Objective 7-B: Provide for montoring and evaluation of the selected accountability system. ........................... 74

GOAL 8: Develop comprehensive integrated record management systems to encompass the needs of

all missions of KCFD. .............................................................................................................................. 75

Objective 8-A: Evaluate available technology infrastructure. ............................................................................. 75

Objective 8-B: Evaluate information requirements for comprehensive records management system. ............. 76

Objective 8-C: Evaluate records management systems in the industry. ............................................................. 77

Objective 8-D: Develop and provide training on records management systems that allows continual review of

organizational effectiveness. .............................................................................................................................. 78

GOAL 9: Ensure capital assets (facilities, apparatus, and equipment) fulfill the needs of the

department's missions. .......................................................................................................................... 79

Objective 9-A: Ensure fire station design standards book meets current and future needs. .............................. 79

Objective 9-B: Identify immediate and long term remodel/replacement needs for Training Academy and any

satellite training components. ............................................................................................................................ 80

Objective 9-C: Evaluate the costs and benefits of consolidating administrative, maintenance, and logistical

functions into one location. ................................................................................................................................ 81

Objective 9-D: Develop an apparatus acquisition and disposal plan that meets the emergency response needs

of the community. ............................................................................................................................................... 82

Objective 9-E: Create a responsive and effective system to procure, supply, maintain, and repair KCFD

resources. ............................................................................................................................................................ 83

GOAL 10: Enhance the current customer service environment to promote excellence in the delivery

of services. ............................................................................................................................................. 84

Objective 10-A: Create informational formats that will be aired on a continual basis through various media

outlets. ................................................................................................................................................................ 84

Objective 10-B: Develop a matrix of significant neighborhood organizations and citizen forums to promote

KCFD participation in meetings and activities. ................................................................................................... 85

Objective 10-D: Provide public education strategies, materials, and preparation to all personnel for use in

public outreach activities. ................................................................................................................................... 87


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Objective 10-E: Research and develop multilingual approaches to interact with culturally diverse

populations. ........................................................................................................................................................ 88

Objective 10-F: Develop and implement recruitment programs to help ensure that KCFD employees reflect the

diversity of the community we serve. ................................................................................................................. 89

Objective 10-G: Review department media policies and revise where indicated to reflect stakeholder input and

evolving KCFD priorities. ..................................................................................................................................... 90

Objective 10-H: Explore partnership efforts with media outlets and other media professionals to enhance

KCFD image and interaction. .............................................................................................................................. 91

Objective 10-I: Maintain and enhance ongoing internal and external service recognition programs. ............... 92

Objective 10-J: Ensure that training and continuing education are provided to maintain knowledge, skills, and

competencies in fire prevention and public education. ...................................................................................... 93

Objective 10-K: Integrate fire inspection and investigation records into KCFD records management system to

ensure efficiency, enhance utility for KCFD missions and City initiatives, and improve public accessibility. ...... 94

Objective 10-L: Examine alternatives and enhancements to prevention approaches that could increase

efficiency, enhance effectiveness, and reduce community risks and hazards. ................................................... 95

Objective 10-M: Conduct focus groups with constituencies impacted by regulatory and code changes. .......... 96

GOAL 11: Develop a logic model (uniform process) that recognizes all employee classifications, that is

consistently deployed to staff vacancies efficiently and effectively. .................................................... 97

Objective 11-A: Identify issues, weaknesses, and limitations in current models. ............................................... 97

Objective 11-B: Ensure policies and documents support effective management of current workforce. ............ 98

Objective 11-C: Develop an attendance incentive program to be utilized throughout all KCFD. ........................ 99

GOAL 12: Develop a Business Plan for the Non-Emergency Transport function of the Department . 100

Objective 12-A: Evaluate the current operating environment. ......................................................................... 100

Objective 12-B: Future system demand projections. ........................................................................................ 101

Objective 12-C: Develop business plan component elements. .......................................................................... 102

GOAL 13: Determine and explore external education as it relates to professional development and

promotional opportunities to facilitate an individual’s capacity to achieve personal and professional

growth. ................................................................................................................................................. 103

Objective 13-A: Explore a system for individual career development planning: to connect to annual

performance reviews, to facilitate an individual’s capacity to achieve professional growth. .......................... 103

Objective 13-B: Determine current educational interests and opportunities sought or utilized by KCFD

personnel in order to maximize access, availability, and participation in external training opportunities. ..... 104

Objective 13-C: Identify opportunities for educational partnerships to enhance career development

options. ............................................................................................................................................................. 105

Objective 13-D: Review the performance-based promotional process. ............................................................ 106

Objective 13 E: Develop methods to facilitate diversity in supervisory and management ranks. .................... 107

Implementation Methodology ....................................................................................................... 108

Timeline ............................................................................................................................................... 109


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Acknowledgements Emergency Services Consulting International (ESCI) wishes to extend its gratitude to the multiple

members of the Kansas City Fire Department as well as the representatives of the various external and

internal stakeholder groups who provided cogent input into the development of the 2014 Strategic Plan.

The members of the organization involved in this project committed hundreds of hours of input in

crafting the framework for the development of the Strategic Plan. ESCI extends its appreciation to the

leadership of the fire department, specifically Chief Paul Berardi who ensured that the process was

reflective of transparency and participation as well Dr. Richard Gist, Principal Assistant to the Fire Chief

who served as our on-site coordinator.

Also participating were members of the elected leadership of Kansas City specifically:

1st District 1 At Large – Mr. Scott Wagner

1st District – Mr. Dick Davis

4th District – Ms. Jan Marcason

5th District At Large – Ms. Cindy Circo

5th District – Mr. Michael Brooks

6th District – Mr. John Sharp

We appreciate their honest and direct dialogue which allowed significant insight into the issues facing

the organization from an elected official perspective and the opportunities that those issues provide for

organizational improvement.

KANSAS CITY FIRE DEPARTMENT (KCFD) STRATEGIC PLANNING TEAM

Labor/Management Steering Committee:

Fire Administration – Chief Paul Berardi*, AC Jeff Grote

Local 3808 – BC Clay Calvin*, BC Matt Mauer, BC Jeff Johnson

Local 42 – Michael Cambiano*, Kelley Auch, William Galvin, Matt Black, Leilani Boyd, Dennis

Glasgow, Larry Young, Mark Cado

* Principals

Labor/Management Standing Committees:

HUMAN RESOURCES

Fire Administration – Patrick Reisenbichler*, DC Mitch Mauer, Leslie Ingram Wright, AC Donna

Maize

Local 3808 – ADC Jeremy Duke*, BC Matt Mauer, BC Tim Sheil

Local 42 – Tom Melton*, Derek St. Onge, Marty Ortega, Tarshish Jones, William Galvin, Ed

Castenda, Richard Davis

* Co-Chairs


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COMMUNITY SERVICES

Fire Administration – DC John Neely*, Dr. Richard Gist, DC Mitch Mauer

Local 3808 – BC Floyd Peoples*, BC Travis Fennel, BC James Garrett

Local 42 – Neal Wilson*, Adam James, Bill Galvin, Brandon Flathers, Richard Hartman, Andre

Zuniga, Kurtis Blocher, Angela Cascone

* Co-Chairs

OPERATIONS

Fire Administration – AC Jeff Grote*, DC Mitch Mauer, DC Norman Larkey, AC Donna Maize

Local 3808 – BC Todd Ackerson*, DC Matt Mauer, BC Jeff Johnson

Local 42 – Jason Maddux*, John Gibson, Matt Black, Kelley Auch, Ariel Seelig, Katie Schimming,

Mark Cado, Dustin Dines

* Co-Chairs

PROFESSIONAL DEVELOPMENT

Fire Administration – DC Mark Mauer*, Dr. Richard Gist, DC John Neeley

Local 3808 – BC Tim Sheil*, DVC Pete Wendelton, BC Pete Knudson, ADC Eric Carlsen

Local 42 – Chuck Kirchner*, Matt Black, Trevor Houghton, Chad Dailey, John Chipchase, Leilani

Boyd, Richard Davis, Aaron Eastland

* Co-Chairs

HEALTH/WELLNESS/SAFETY

Fire Administration – DC Mark Mauer*, DC Mitch Mauer, Dr. Richard Gist

Local 3808 – BC James Dean*, ADC Bill Gullick, BC Pete Knudsen

Local 42 – Dustin Dines*, Marty Ortega, Ben Fortner, Neal Wilson, Lori Johnson, Shane Davis,

Sylvia Brown, Chris Smith

* Co-Chairs

TECHNICAL SERVICES

Fire Administration – AC Donna Maize*, DC Norman Larkey

Local 3808 – BC Todd Ackerson*, DVC Kevin Wheatley, BC Jeff Johnson

Local 42 – Kurt Chapman*, Matt Black, Larry McColm, Dustin Dines, Matt Tuder, Chad Dailey,

Brian Burgdorf, John Bartshe

* Co-Chairs


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COMMUNICATIONS

Fire Administration – DC Vincent Boucher*, AC Donna Maize, AC Jeff Grote, DC John Neely

Local 3808 – ADC William Murphy*, DVC Nathan Dougan, DVC Chuck Zang

Local 42 – Nichole Campbell*, Tom Tvedten, Jack Armstrong, Teresa Kanabel, Kim Cowan, John

Bartshe, Tom Duy, Mike Murray

* Co-Chairs

MEDICAL PROTOCOLS AND EQUIPMENT

Fire Administration – DC Tom Collins*, DC Mark Mauer

Local 3808 – DVC Jason Shearer*, ADC Cameron Simcox, ADC Brenda Paikowski

Local 42 – Katee Schimming*, Michelle Shearer, Leilani Boyd, Greg Morgan, Kelley Auch, John

Maddux, Evan Welsh

* Co-Chairs

STAFFING

Fire Administration – DC Norman Larkey*, AC Jeff Grote, DC Mitch Mauer, AC Donna Maize,

Pat Reisenbichler

Local 3808 – BC Clay Calvin*, BC Jeff Johnson, ADC Laura Sachen, BC Jimmy Walker, BC Brian

Trickey

Local 42 – Chris Smith, Larry Young, Mike Harris, Kelley Auch, Kerry Bera, Matt Black, Angela

Cascone, MJ Loar

*Co-Chairs

EXTERNAL STAKEHOLDERS

The leadership of the department determined that the 2014 strategic planning process should be

inclusive of all major stakeholders. In doing so, the department created the capability to receive input

and feedback not only from the organizations as a whole but also from the various customer groups

served by the organization internal and external to city government. There were numerous stakeholder

groups that participated in the process and provided valuable input that included the following:

Neighborhood Associations

Northland Neighborhood

Mid City Neighborhood

South City Neighborhood

Media Representatives

Automatic Aid – Mutual Aid Partners

Business and Industry

Healthcare Organizations

Other City Departments


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Executive Summary If you fail to plan, plan to fail.

- Author Unknown

In order for any organization, public or private, to reach its full potential, it must have a plan to guide its

future. An organization that knows where it is going, knows the environment in which it must operate,

and identifies how to get there has the best chance to meet the needs of the community and achieve its

goals. The planning process engaged in by the members of KCFD served to refresh the organization’s

commitment to excellence and prepared a path to future success.

The KCFD strategic planning initiative is more than the creation of a document. The process challenged

the membership of the organization to look critically at paradigms, values, philosophies, beliefs, desires,

and it challenges individuals to work together toward the best interest of the organization. Furthermore,

the planning process provides the membership with an opportunity to participate in the development of

their organization’s long-term direction and focus.

VISION, MISSION, AND VALUES

As part of the planning process, the KCFD strategic planning team reviewed the key components of the

organization’s core philosophies: vision statement, mission statement, and values.

A vision statement defines what an organization wants to be—the way an organization desires to be

viewed long-term and into the future. A vision statement should inspire those within the organization to

continuously strive to achieve the vision, thus defining targets that lead to excellence for the future. The

updated vision for KCFD is:

The safety and care of the citizens and visitors of Kansas City are engrained in every aspect of KCFD. Through innovation and our commitment to continuously meet the needs of our citizens, we will provide the highest quality professional services. To remain recognized leaders in the communities we serve, we pledge to learn from the past, train for the present, and plan for the future. We accomplish this through our most valuable asset: our diverse, disciplined, and dedicated workforce.

Clearly stated and intentionally simplistic, the mission statement describes the organization’s general

purpose. Members offered significant and insightful input toward a new mission statement to guide the

future of the organization. Through the consensus work of the group, the following updated mission

statement for KCFD was developed:

KCFD provides compassionate, professional life safety services by responding to the needs of the citizens and visitors of Kansas City, Missouri and its greater metropolitan area.

Values are a set of beliefs that are shared among the members of an organization, driving the

organization’s culture and priorities, and providing a framework to guide decision-making. KCFD

embraced the following values as updated by the strategic planning team:


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We value the public’s trust and each other’s trust and endeavor to maintain it through selfless service, teamwork, professionalism, diversity, craftsmanship, and tradition.

• We value selfless service in safely delivering services to our community; we put the

consideration of others above and before ourselves.

• We value teamwork as essential to the delivery of services.

• We value professionalism, consisting of honesty, serving with integrity, maintaining

responsibility and accountability.

• We value diversity, recognizing that members of the organization are reflective of the

community we serve.

• We value craftsmanship by possessing the skills and the abilities to effectively deliver our

services to the community.

• We value tradition, knowing that the history of the organization serves as a foundation and

launching pad to define the future.

Having developed the vision, mission, and values statements; and performed the SWOT analysis paired

with customer-defined priorities, expectations, and concerns, the members of the KCFD strategic

planning team focused on establishing realistic strategic goals and objectives designed to guide the

department into the future. The members identified the following organizational goals:

Goal 1: Develop clear and comprehensive job descriptions for all departmental

positions.

Goal 2: Evaluate Communications Center operations and identify opportunities for

regional partners to enhance automatic aid feasibility.

Goal 3: Promote employee health, wellness, and safety as a top organizational priority.

Goal 4: Ensure high quality outcomes across all missions of KCFD.

Goal 5: Provide comprehensive training and professional development to ensure

personnel are fully prepared to effectively perform their duties and responsibilities.

Goal 6: Develop a comprehensive deployment model that is inclusive of all missions.

Goal 7: Develop an updated KCFD Incident Management Accountability System.

Goal 8: Develop comprehensive, integrated record management systems to encompass

the needs of all missions of KCFD.

Goal 9: Ensure capital assets (facilities, apparatus, and equipment) fulfill the needs of

the department's missions.

Goal 10: Enhance the current customer service environment to promote excellence in

the delivery of services.


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Goal 11: Develop a logical model (uniform process) that recognizes all employee

classifications, that is consistently deployed within emergency operations to staff

vacancies efficiently and effectively.

Goal 12: Develop a business plan for the non-emergency transport function of the

department.

Goal 13: Determine and explore external education as it relates to professional

development and promotional opportunities to facilitate an individual’s capacity to

achieve personal and professional growth.


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Leadership Message

A MESSAGE FROM FIRE CHIEF PAUL BERARDI

On behalf of the men and women of KCFD, I take great pride in introducing the Kansas City Fire

Department Strategic Plan 2014. This plan resulted from several months of collective effort by both

labor and management.

KCFD has built its strategic plan to align with the City’s 2013 strategic plan and City Council priorities.

The plan reflects input from many of our stakeholders, including the customers we serve, the elected

officials who govern our City, the media who report our work, our partners at various levels of

government, the healthcare community with whom we interact daily, and the surrounding departments

who join us in mutual and automatic aid. Nine committees from our Labor Management Partnership

invested hundreds of hours of diligent work in shaping that input into a roadmap to guide our

development over the next five years. The driving force in both shaping this plan and overseeing its

execution is a Labor Management Steering Committee that represents a true-cross section of our

department.

Protection from risk and adversity, whether from fire, accident, disaster, or medical emergency, is

essential to sustaining our community’s vitality as a place to live, work, and do business. The plan’s 13

goals and 79 objectives present what KCFD needs to accomplish if we are to ensure that Kansas City is

fully and adequately protected from a wide range of risks. KCFD has averaged over 110,000 calls for

service annually across the last five years. The potential severity of those incidents remains great and

requires us to actively prepare if we want to effectively meet those demands. Limited resources to fund

public safety require that KCFD operate as efficiently as possible without endangering public safety. We

will endeavor to meet our commitments by:

• continuing to cross-train employees so that we build on the benefits of multi-role resources;

• exploring new and innovative approaches to entry-level and on-going training;

• evaluating our current configuration of apparatus and apparatus design;

• refining our deployment model using the Standard of Cover document produced in parallel with

this plan through the exploration of alternative approaches to service delivery that address gaps

in response time and emergency service coverage;

• striving to attract and support a diverse, talented, and dedicated workforce.

Implementation of the 13 goals of this Strategic Plan and the recommendations of the Standard of

Cover, all of which are grounded in the City’s 2013 Strategic plan and City Council priorities related to

public safety, would provide a safer city by: strengthening emergency medical services and emergency

response capabilities in areas of population growth; improving the emergency fleet; and addressing our

fixed facilities’ needs. These achievements would culminate in reducing loss of life, property, and harm

to the environment while providing a safe and wholesome atmosphere for KCFD personnel to grow and

thrive, both personally and professionally.


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Implementation of the 13 strategic goals will be shaped by the nine labor and management standing

committees. Although we are confident that this Strategic Plan, in its entirety, will someday come to

fruition, we recognize the financial challenges currently facing our City and are consistently mindful of

fiscal impacts and implications as we generate action plans and compile costs projections. Many

components of the plan will require development of funding sources to fully implement, but a fiscally

responsible and well-communicated strategic plan positions KCFD and the City of Kansas City to plan

effectively for these projected needs. We are committed to earning the confidence and support of the

public we serve and the mayor and Council elected to represent them for each element we propose.

Together, it is our intent to build a strong, diverse, and vibrant organization that can both maintain and

enhance KCFD’s leading role as the City’s top performer in customer satisfaction and effective citizen

service as we move into the future. Many of the objectives in this plan focus on developing internet

dashboard resources that will allow ready access to performance data. Availability of and access to

those data resources will ensure that we continue our movement toward data informed performance

and that we share performance information openly with our stakeholders, employees, and customers.

We welcome that transparency and accountability, believing that it will help us advance our service

objectives and our vision of excellence and responsiveness.

KCFD’s Strategic Plan is built to be a living document, setting our path but remaining responsive to the

changing needs of the community we serve and the employees who serve them. Our challenge now is to

combine our Strategic Plan and its companion Standard of Cover with the AdvanceKC initiative and

related local and regional blueprints to advance the safety, health, and quality of life for Kansas City and

its citizens.

Paul Berardi

Fire Chief


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Customer-Centered Strategic Planning Process Public safety agencies and the fire service in particular, find themselves in a period of heightened

expectations and dwindling resources as a result of the “Great Recession.” Impacts are felt across the

nation as the effectiveness of our public safety systems strains against the pressure. Our nation’s first

responders are constantly challenged to be more efficient while maintaining or increasing effectiveness.

With these issues in mind, planning teams need to have a clear understanding of their organization’s

direction. Heightened public expectations and dwindling resources make it difficult to accomplish

specific goals and objectives. In order to be more efficient with the resources available, organizations

must set goals and objectives that enhance productive efforts while eliminating or redesigning programs

that are not meeting service delivery objectives.

To ensure that customer expectations are reflected in future planning, the Customer Centered Strategic

Planning (CCSP) process was utilized to develop the KCFD Strategic Plan. The CCSP process is a product

of Emergency Services Consulting International (ESCI) of Wilsonville, Oregon. Agencies employ this

process to identify opportunities that will allow the service provider to focus on specific efforts while

reducing risk and wasted effort. The process was adapted to the department’s specific needs.

This methodology has been adopted and utilized by the International Association of Fire Chiefs, the

Western Fire Chiefs Association, the Oregon Fire Department Directors Association, the Florida Fire

Chiefs Association and the Washington State Council of Firefighters as well as by KCFD for the

development of their 2002 Strategic Plan and 2010 Strategic EMS Integration Plan. The CCSP process has

proven very effective with all types and sizes of organizations and should serve as a model for

emergency service providers for many years.

THE CCSP PROCESS OUTLINE

• Establish the community’s service Priorities.

• Establish the community’s Expectations of the organization.

• Identify any Concerns the community may have about the organization and its services.

• Identify those aspects of the organization and its services the community views Positively.

• Develop the Mission Statement, giving careful attention to the service priorities and

expectations of the community.

• Develop a Vision of the future.

• Establish the Values of the organization.

• Identify the Strengths of the organization.

• Identify any Weaknesses of the organization.

• Identify areas of Opportunity for the organization.

• Identify potential Challenges to the organization.

• Establish realistic Goals and Objectives for the future.


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• Identify implementation Tasks for each objective.

• Define service outcomes in the form of measurable Performance Objectives and Targets.

• Develop organizational and community commitment to the plan.

Many of the KCFD Strategic Planning Committee members had not participated in prior strategic

planning processes. In order to ensure that participants understood the fundamental elements of

strategic planning, ESCI staff conducted a half-day training session on the core elements of strategic

planning before individuals met as members of the various sub-committees. Throughout the course of

this project, the sub-groups were facilitated by ESCI staff.


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Kansas City Fire Department Background KCFD consists of more than 1200 uniformed and civilian employees and provides, emergency medical

services, fire protection, technical rescue, and hazardous material response for residents of Kansas City,

Missouri. Led by Fire Chief Paul Berardi, KCFD delivers emergency services from 34 fire stations that are

organized into seven battalions. The uniformed members of the department are organized into bureaus

that include: Community Services, Professional Development, Technical Services, Systems Support,

Emergency Operations, and the Emergency Medical Bureau. An assistant or deputy chief manages each

of the bureaus. The department responds to approximately 110,000 emergency calls per year.

The organization is actively involved in efforts to prepare the community for natural and man-made

disasters. The department is a key member of the Mid America Regional Council’s Homeland Security

Coordinating Committee. This multi-disciplinary group coordinates policy development, planning,

training, and equipment for the metro area’s Urban Areas Security Initiative (UASI), which is funded

through the U.S. Department of Homeland Security.1

KCFD engaged ESCI to assist the organization in developing a strategic plan for the organization. The

agency’s last strategic plan was developed in 2002 and has been updated internally by the department

on various occasions. However, since its original development, the organization has undergone

fundamental changes in its mission as well as core services provided to the citizens of Kansas City.

On September 17, 2009, the Kansas City Council passed Ordinance # 090754 as Amended effectively

transferring the operational responsibility for ambulance transport services from the Metropolitan

Ambulance Services Trust to KCFD and established an implementation date of May 1, 2010. During that

time, ESCI assisted the department with a strategic integration plan for assuming the duties and

responsibilities commensurate with operating a municipal ambulance service. Building upon the 2002

Strategic Plan, the 2007 Strategic Plan Update as well as the 2010 EMS Integration Plan, organizational

leaders determined that a comprehensive strategic plan reflective of its current operating environment

was necessary to prepare the organization for future service delivery needs and requirements.

As part of developing the new strategic plan, department leadership determined that the best approach

would be to continue to utilize the Labor Management Partnership as it had previously. This

labor/management partnership was formally established in October, 2001. Its genesis was a collective

desire by all within the organization to ensure the department is “providing the highest level of

emergency and non-emergency service to the citizens of Kansas City, Missouri, in the most efficient and

cost-effective manner, while recognizing that all employees deserve to be valued and respected and

that they deserve to be provided the resources necessary to deliver this service safely and

professionally.”2 The process has proven successful in engaging the leadership of the organization and

the collective bargaining units in critical issues and decisions affecting the organization.

1 http://kcmo.gov/fire/

2 From the statement of philosophy and purpose in the “Partnership Agreement for the Kansas City, Missouri, Fire

Department Labor/Management Steering Committee.”


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As with prior strategic planning efforts, the first step in this process was to create a Strategic Planning

Committee. This committee consisted of approximately forty members of the organization from which

input internal to the organization was sought. These members were organized into sub-groups that

matched the department’s standing committees under the Labor Management Partnership. In addition

to the process undertaken by the Planning Committee, additional input was obtained from external

stakeholders identified by the Planning Committee and department leadership. Furthermore, input from

the more than 1200 field personnel unable to participate in the Planning Committee process was

obtained utilizing a confidential survey process.


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Stakeholder Input As previously indicated, KCFD sought input from various stakeholder groups in order to gain better

insight into the issues and concerns of the various constituencies that the department directly serves.

With the exception of several City Council members who were interviewed individually, ESCI facilitated

the external stakeholder process. In addition, KCFD provided command staff at each meeting to assist

with specific expertise in answering questions. While each of the focus groups had individual

perspectives that were reflective of their unique identities, there were recurring themes common

throughout the various sessions.

Customer perceptions of the strengths of emergency services organizations must inform any effective

strategic plan. If not, needless efforts may be put into over-developing areas that are already successful.

Using and promoting customer-identified strengths often helps the organization overcome or offset

some of the identified weaknesses. Without question, the department was perceived to be highly skilled

in their ability to deliver comprehensive emergency service programs and was recognized for visible

leadership in the community.

• Strengths

Professional in Service Delivery

Technical Expertise

Organizational Leadership

The CCSP process would be incomplete without customer-expressed concerns about the organization.

Some concerns identify weaknesses within the delivery system. However, others may be perceptions

based on limited customer knowledge. Many organizations find that input sought from various

stakeholders reveals in the strategic planning processes a lack of communication between the agency

and its customers. KCFD reflected such opinions from customers in general. However, since the much

publicized integration of KCFD and Metropolitan Ambulance Services Trust (MAST) there exists a belief

that the integration of the two organizations has not been fully realized.

• Weaknesses

Lack of Communication

Lack of Visibility

Lack of Information

Lack of EMS Integration into KCFD

With a lack of communication being clearly identified as a weakness, a distinct opportunity is present for

the organization to improve its dialogue and visibility in the community through various outreach

programs. In addition, given the recognized and diverse skill sets within the organization, there are

additional programs that the department can offer in terms of training programs to various

stakeholders.


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• Opportunities

Integrated Training

Increased Dialogue, Communication, and Information

Public Outreach Programs

Major concerns were identified regarding the department’s ability to maintain current service delivery

standards in light of a growing demand for services and a scarcity of financial resources.

• Threats

Sustainability of Financial Resources

Service Delivery Demands

EMS Integration

In addition to providing input with respect to the department’s strengths, weaknesses, opportunities

and threats, members of the various neighborhood associations were asked to complete a survey.

Questions included citizen’s perspectives regarding whether or not the department had sufficient

staffing to accomplish its mission.

20%

60%

20%

KCFD Staffing

Overstaffed Understaffed Staffed Appropriately


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Citizens provided feedback with respect to their impression of the organization’s overall response to

emergency incidents.

With respect to cost of service, participants generally felt that the department was operating efficiently.

0%

42%

42%

16%

Response Performance

Response to Slow Response Appropriate Response too HeavyResponse too Slow

0%

24%

62%

14%

Cost of Service

Too Expensive Appropriate Consider new fiscal tools


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INTERNAL STAKEHOLDER INPUT

KCFD’s leadership felt strongly that employee input, beyond that of those who regularly participate in

the labor and management partnership should be sought and considered as part of its strategic planning

process, and that every employee should be offered an opportunity to provide feedback and insight into

the consideration of the strengths and weaknesses of the organization. The employees are involved on a

daily basis with the delivery of KCFD’s core services and supporting programs. A thorough evaluation of

these services needed to be performed with the insights of the line personnel.

In November of 2013, Emergency Services Consulting International conducted an electronic survey on

behalf of KCFD for the strategic planning process. The KCFD staff was offered an opportunity to

complete the on-line survey anonymously and at their own pace. The survey was formatted to allow

employees a single opportunity to complete the survey. In total, 187 responses were received over the

course of a 45 day survey period. Of the completed surveys, 48 percent were from staff members with

over ten years of experience at KCFD, 43 percent with three to ten years of experience and nine percent

from newer employees with two years or less at KCFD.

There was a broad range of involvement in the survey, including responses from Administrative and

Command staff, civilian support staff, and all fields of operations staff, including both fire and

ambulance personnel.

Overall, the staff rated the core deliverable services of KCFD rather high, with fire suppression, technical

rescue, hazmat and fire investigation services receiving the highest marks. Emergency medical services,

special events coverage, and public safety education also received relatively good ratings, while staff felt

that customer relations and communications programs were the services with the most need for

improvement.

In addition, the survey asked respondents to provide an opinion on the level of community respect and

engagement toward the KCFD. Those responding indicated overall that the department was well

respected by the community it serves for its professionalism and service delivery, but felt there was

room for improvement in the level of engagement the organization has with its customers.

The overall work environment was rated as good or excellent by 61 percent of the respondents, with

only 18 percent indicating a need for improvement. Questions related to internal services and processes

rated facility maintenance, dispatch communications and the promotional process as below average.

Training and professional development were also indicated as areas where the department needed

additional focus.

As a final note, 66 percent of the survey respondents rated the department’s morale as excellent, good

or average and 58 percent indicated the morale was either improved or nearly the same as it was a year

ago.


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Kansas City Fire Department Strategic Plan

VISION STATEMENT

In addition to knowing who they are and understanding their beliefs, all successful organizations need to

define where they expect to be in the future. After the mission statement is in place, the next logical

step is to establish a vision of what KCFD should be in the future. Vision statements identify an

organization’s targets of excellence, and define the goals and objectives it will strive toward. The

following updated vision statement was developed for the KCFD:

The safety and care of the citizens and visitors of Kansas City are engrained in every aspect of KCFD. Through innovation and our commitment to continuously meet the needs of our citizens, we will provide the highest quality professional services. To remain recognized leaders in the communities we serve, we pledge to learn from the past, train for the present, and plan for the future. We accomplish this through our most valuable asset: our diverse, disciplined, and dedicated workforce.

MISSION STATEMENT

The mission statement of an organization is intended to describe, in succinct terms, the purpose for the

organization’s existence. It articulates the principal reason for the organization’s presence within the

community. The KCFD, through a consensus process, developed the updated mission statement below:

KCFD provides compassionate, professional life safety services by responding to the needs of the citizens and visitors of Kansas City, Missouri and its greater metropolitan area.

VALUES

Establishing values embraced by all members of an organization defines those features and

considerations that makeup its personality. Those that assembled for the strategic planning process

agreed that the following statements of values are true for the organization. Recognizing that its

collective personality and the values of its members enhance the organization, the KCFD declared the

following updated Values:

• We value selfless service in safely delivering services to our community; we put the

consideration of others above and before ourselves.

• We value teamwork as essential to the delivery of services.

• We value professionalism, consisting of honesty, serving with integrity, maintaining

responsibility and accountability.

• We value diversity, recognizing that members of the organization are reflective of the

community we serve.

• We value craftsmanship by possessing the skills and the abilities to effectively deliver our

services to the community.

• We value tradition, knowing that the history of the organization serves as a foundation and

launching pad to define the future.


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SERVICES PROVIDED

In order to determine how the organization should move forward, participants were asked to describe

the services provided by KCFD to the community and to identify the support programs that enable the

delivery of these services to the public.

The Planning Committee was not asked to rank the deliverables in terms of priority, rather a consensus

of what constituted the deliverables provided by the organization. They reached the following

conclusions:

“Programs that provide a direct benefit to the community:”

• Fire Suppression

• Pre-Hospital Emergency Medical Care (Advanced Life Support and Basic Life Support)

• Medical Transportation (ALS and BLS)

• Fire Prevention

• Engineering

• Education

• Enforcement

• Technical Rescue

• Swift Water

• Confined Space Rescue

• Hazardous Materials Response

• Special Event Coverage

• Aircraft Rescue Fire Fighting (ARFF)

• Public Service Outreach Programs such as CPR, Smoke Detectors, Safe Haven

• Clinical Research

• Automatic Aid to other communities

• Mutual Aid to other communities

Similarly, the Planning Committee was not asked to rank the support programs in terms of priority,

rather a consensus of what constituted the support services provided by the organization. They reached

the following conclusions:

“Services that enable the delivery of a program:”

• Comprehensive maintenance program including facilities, apparatus, and equipment including

radios.

• Continuing education and training program that provides for initial training and on-going career

development.

• Communications

• Human Resources

Scheduling

Health and Wellness


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Employee Assistance Program (EAP)

Promotional Testing

Recruitment and Retention

• Finance

Budgeting

Payroll

Logistics

Staffing

EMS Billing

Grants

• Purchasing

• Quality Assurance (QA) and Quality Improvement (QI)

Information Technology

Record Management

Performance Management

• Planning

• Labor/Management Process

STRENGTHS OF THE KANSAS CITY FIRE DEPARTMENT

Any organization must identify its strengths to assure the members are capable of providing the services

requested by customers, and to ensure that those strengths are consistent with the challenges facing

the organization. Identifying organizational strengths often leads to efforts channeled toward primary

community needs that match those strengths. Through a consensus process, the KCFD Strategic

Planning Team identified the following organizational strengths:

• Customer Service

Community outreach programs (Smoke Detectors)

Perceived as professionals by the public

Excellent relationships with business community

Multiple opportunities for positive contacts

• Health, Wellness, and Safety

Properly planned for by the organization

Department utilizes recognized standards

Department achieves recognized Results

New staffing (BK)

Dedicated safety officers

Personal protective equipment (PPE) availability


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• Professional Development

Capacity to distribute training (multiple sites)

AV/IT operational

Knowledgeable staff to develop and deliver training programs

Specialty training well developed

Members invested in their jobs

Good relationships with University of Missouri Fire and Rescue Training Institute

(MUFRTI), Missouri Bureau of EMS (MO BEMS), other allied organizations

Collaborative effort for entry level to operational in suppression and EMS

External support for entry and for promotional selection

• Medical Protocols and Equipment

Quality Assurance Program that is accountable and data driven

Patient Safety Officer Program

Citizen Assist Program

Equipment is maintained properly and up to date

Utilization of research based protocols and standing orders

Well-defined medical control

• Technical Services

In-house fleet services program providing consistent maintenance

Diversity of fleet

Use of Labor Management process for identifying equipment needs

Specialty teams and specialty training programs

Standardized equipment (commonality)

Facilities that are maintained including remodels and gender neutral projects

Record keeping including use of MDTs

Bandwidth infrastructure

• Communications

Communications center that is state of the art

Equipment that reflects best technology

Continuous effort to seek out new technology

Dispatching closest unit

Comprehensive radio System

• Operations

Excellent response times

Professional personnel with appropriate skill sets and teamwork

Organizational capabilities and resources

NFPA 1710-level staffing to meet assembly goal

Low turnover rates

Cross-training of staff to perform multiple tasks


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Division of labor

Auto aid agreements

Problem solving capabilities of staff

• Staffing

Staffing levels commensurate with NFPA 1710

Resources are allocated appropriately

Cross training of staff and diversity of credentials

Collective Bargaining Agreement defines staffing levels

Appropriate division of labor to accomplish workload

WEAKNESSES OF THE KANSAS CITY FIRE DEPARTMENT

Performance or lack thereof, is partially dependent on identifying its weaknesses and deciding how to

confront them. For any organization to move progressively forward, it must not only embrace its

strengths, but also recognize those areas where function should be improved. Through a consensus

process, the weaknesses of the KCFD were identified as:


Lack of vibrant social media program

Lack of multiple Public Information Officers


Level of fitness program participation

Department Safety Officer Program underdeveloped and underutilized

Inconsistency of PPE utilization inspections

Scene Accountability System


Limited use of technical capabilities

No individual or officer development plan

Low priority given to training

No clear member expectations

Lack of documentation

Loss of cable capacity

Need to establish priorities and strategies

Currency and timeliness of training


Inadequate information exchange

Lack of quality management process


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Utilization of technology – availability of protocols

Inadequate inventory control system

Out-of-date protocols


Additional staff needed for vehicle maintenance

Need for more shop space

Age of the existing fleet of emergency response vehicles

Reserve apparatus availability

Reliance on 3rd party services

Lack of utilization of new technology for emergency apparatus

Lack of space in stations for training needs

Need for appropriate de-con facilities

Inconsistent internal and external procurements

Lack of use of technology

Need for reclamation of apparatus hydrocarbons

Incomplete record-keeping

Current staffing system cumbersome (Telestaff)

Need for additional storage space

Lack of uniform policies

• Communications

Lack of dedicated training officer and need for additional training

Multiple supervisors

AVL accountability

Need for and development of standard operating procedures

Currency of employee certifications

Current staffing levels

Inconsistencies in operations between dispatch center shifts

Vendor responsiveness, replacement parts availability

Maintaining portable alias in CAD

Lack of radios and equipment

• Operations

Measurement of response times and outcomes

Deployment coverage gaps

Lack of minimum staffing for EMS

Cost of NFPA 1710-level staffing

EMS employee rates

Increasing call volume and demand

Coverage for employees engaged in training activities

Auto aid agreements


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Aging fleet and equipment

Insufficient funding to meet all service demands

Record keeping

• Staffing

Lack of understanding of NFPA 1710

Cost of NFPA 1710 implementation

Inconsistency in shift staffing

Organizational structure not commensurate with service demands and diversity of

service delivery

Low minimum hiring requirements

Member attendance

Lack of CBA for ambulance staffing

Lack of promotional opportunities

OPPORTUNITIES FOR THE KANSAS CITY FIRE DEPARTMENT

Many unrealized opportunities exist for the department. The opportunities include not only maintaining

and expanding existing services, but also defining and seizing new possibilities both within and beyond

the fire department’s traditional service area. The opportunities identified for the KCFD through a

consensus process include:


Utilize social media to distribute organizational information and targeted messaging

Expand the number of Public Information Officers

Develop program for more involvement with neighborhood associations and groups


Develop focus programs that target employee preventative health

Institute Blue Care initiatives that are focused on the fire department

Provide greater emphasis on safety in continuing education programs

Create a bridge between employee fitness and physicals with respect to workplace

participation


Implement a mentoring program for members of the organization

Develop a recruitment program commensurate with the service delivery requirements

of the organization

Consider utilization of external resources including curriculum

Develop multiple training platforms and integrating multi-media programs

Create process to allow ease of record access


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Develop public outreach programs utilizing member expertise

Create process that allows complete integration between suppression and emergency medical services


Develop comprehensive QA/QI program

Institute programs for improved communication

Develop process to ensure protocol compatibility throughout the region

Establish communication center based medical control system


Review feasibility of combination fire and EMS repair facilities

Development of a sustainable replacement plan for capital assets

Improve the current specifications process

External maintenance contract opportunities

Development of a uniform procurement policy

Institute a scheduled process for assessment of updated PPE design and technology

• Communications

Increased participation in and use of MARC Training Consortium

Development of a comprehensive communications training program

Possible expansion of dispatch services to neighboring agencies

Explore the feasibility of being a regional communications training center

Develop process for complaint resolution between field and communications staff

Explore ways to streamline information in CAD

Develop a system wide data universe for pre-plans, inspections, hazardous materials

information, etc.

Explore new technology/hardware options – CAD, portable radios, AVL

Develop system for field personnel transfers to communications center

Develop stand-alone back-up communications center

• Operations

Contracted service areas

Greater utilization of GIS in deployment analysis

Expand ALS pumper program throughout the organization

Explore the feasibility of a Community Paramedicine Program

Develop a business plan for non-emergency transports

Develop a process for unification of operational guidelines

Research alternate funding sources and opportunities

Institute a program for long distance and critical patient transports

Review command structure based on current operating environment and service delivery responsibilities


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• Staffing

Develop programs that encourages workforce diversity

Create programs that allow for multiple credentialing

Develop programs that improve and encourages employee attendance

Implement comprehensive risk management program

Develop program that ensures ambulance staffing is consistent with demand


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CHALLENGES TO THE KANSAS CITY FIRE DEPARTMENT

Some conditions in the internal and external environment are not within the organization’s control.

Being aware of them, however, allows the organization to develop contingency plans and programs

designed to respond when such challenges becomes reality. By preparing for foreseeable challenges,

KCFD can greatly reduce the potential for unanticipated events. Through a consensus process, these

possible challenges were identified as:


Taxpayer concerns regarding cost of providing services

Internal communications processes

Dynamic political environment


Organizational inertia

Resistance from workforce to implement health, wellness and safety initiatives

Maintaining compliance with regulatory standards

Inclusion of EMS personnel

Behavioral health of employees


New generation and multi-generational workforce

Multiple learning styles

Adherence to parochial method of training

Time and resources available for professional development

Workforce diversity


Available funding for QA program and equipment

Change in medical direction and protocol interpretation

Changing technology

Supply and medication back orders

Narcotics storage and utilization

Legal and liability issues


Dependence on grant and other external funding sources for replacement of capital

assets

High mileage on existing fleet of apparatus

Training and retention of vehicle maintenance technicians

Sustainability of current fleet maintenance program

Possible closure of facilities

Loss of internal IT staff

Changing technology


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• Communications

Consolidation of PSAPs throughout the metropolitan region

Financial resources

Lifecycle of existing radio equipment

Rapid technological change

Limits on back-up com center capabilities

• Operations

Loss of monopoly on contract service area for non-emergency transports

Cost of patient transport system

Potential loss of revenues

Increasing call volume

Geographic size of service delivery area

New building construction

Lack of service delivery integration

Program prioritization

Current legal issues

• Staffing

CBA for ambulance staffing

Adequacy of financial resources

Public perception of staffing

Cross training requirements and time commitment

Diversity of credentials

Member attendance

Special event workload demands


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Strategic Goals The CCSP process, to this point, dealt with establishing the mission, vision, and values of the

organization. In addition, the KCFD team identified the organization’s prevalent strengths, weaknesses,

opportunities, and key challenges. Setting realistic goals and objectives will provide the individual

members with clear direction for KCFD’s growth and success.

Goals and objectives are management tools, which should be periodically updated to recognize progress

and to identify changes within the organization and the community. Attainment of each performance

target should be recognized and celebrated to provide a sense of organizational accomplishment.

The team set priorities and timelines for the accomplishment of specific objectives. These timelines are

specific for the next several years and more generally beyond that. The leaders should meet periodically

to review progress towards these goals and objectives and also to adjust timelines and specific targets

as needs and the environment change.


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GOAL 1: DEVELOP CLEAR AND COMPREHENSIVE JOB DESCRIPTIONS FOR ALL DEPARTMENTAL

POSITIONS.

Objective 1-A: Identify the issues, weaknesses, and/or limitations in the current model of job

descriptions.

Priority: High

Timeline: 12 Months

Responsibility: Staffing/HR Committee

Critical Tasks:

• Identify and include Subject Matter Experts (SMEs) from operational positions in these

processes.

Develop a list of personnel.

Ensure all knowledge, skills, and abilities (KSAs) for positions are evaluated and included.

• Identify all classes (current and future) of employees and their impact on staffing

• Review all current job class specifications in EMS, suppression, and non-suppression roles.

Determine if all job classifications have current job descriptions.

Determine relevance of all current job descriptions.

Define duties, responsibilities, working conditions, and training requirements for each

position.

Review and consider consolidation of job classification.

Determine possible roles and responsibilites of positions yet to be created (Performance indicators:

• Identification of classifications that may need to be created, deleted, or consolidated.

Outcomes:

• Current and future job descriptions match workforce and job performance needs.


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Objective 1-B: Identify the effect on the daily ability to operate that is created through current

classifications/future classification.

Priority: High

Timeline: 12 Months


Critical Tasks:

• Assigned workgroup to address issues related to job classifications and daily staffing

• Identify strengths and weaknesses of current classification system

• Identify limitations

Positive

Negative

• Research other organizational models.

• Indentify other organizational models that KCFD could emmulate.

Performance Indicators:

• Reduction in overtime costs.

• Reduction in pre-hire overtime offerings resulting in staffing grievances.

• Reduction in time spent by hiring officers and staff to backfill daily vacant positions.

• Reduction in nuisance employee contact for overtime offerings.

• Reduction in staffing errors.

Rules that create hiring errors include:

MD, 10 hour rule, certifications, directives, etc.

All hiring rules need immediate update, which can be a very slow process.

Multiple groups hiring.

Permissions and overrides (checks and balances).

Pre-hire vs. day of hire.

Responsibility of staffing updates delineated.

Outcomes:

• Improved utilization of all personnel for staffing.


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GOAL 2: EVALUATE COMMUNICATIONS CENTER OPERATIONS AND IDENTIFY OPPORTUNITIES

FOR REGIONAL PARTNERS TO ENHANCE AUTOMATIC AID FEASIBILITY.

Objective 2-A: Evaluate current communications center staffing levels.

Priority: High

Timeline: 6-9 months

Responsibility: Communications Committee

Critical Tasks:

• Identify industry standards for staffing levels within communications centers.

• Review NFPA 1221, NFPA 1061, and other applicable standards.

• Ensure staffing needs are assessed with additional call volume.

• Plan and assess needs due to potential turnover.

• Identify and develop performance measurements.

• Identify current auditing and quality improvement processes.

• Work with Modified Duty Committee to streamline transition process.

• Evaluate workload utilizing performance reports.

• Evaluate workload utilizing QI process.


• Performance standards developed.

• Efficiency measurements identified.

Outcomes:

• Increased performance in communications center.

• Decrease in leave usage.

• Increased morale.

• Increased efficiency in all processes.


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Objective 2-B: Develop communications center training manual.

Priority: High

Timeline: 9 months


Critical Tasks:

• Identify training process.

• Develop training materials.

• Develop task book for employees.

• Develop training progression document for trainers.

• Develop evaluation process at supervisory level.


• Completion of task book.

• Timely completion of training process.

Outcomes:

• New employee is capable of performing all tasks.


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Objective 2-C: Design and implement continiuing education program for communications

center staff.

Priority: Medium-High

Timeline: 12 months

Responsibility: Communications Committee/Professional Development Committee

Critical Tasks:

• Review communications center operations to identify gaps in training.

• Identify areas of need for continuing education utilizing survey of employees and direct

observations.

• Develop curriculum to include field interaction.

• Review and develop a continuing education schedule that provides for enhanced and

uninterrupted shift training.

• Develop training program for communications specialist to work out of class as communications

assistant division chief.

• Provide training.

• Review and improve curriculum based on feedback from staff.

• Identify FTE position for dedicated training officer.

• Evaluate benefit of training simulator.

• Develop field training class for company officers and battalion chiefs.


• Curricula developed.

Outcomes:

• Employees maintain identified skill levels.


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Objective 2-D: Evaluate current communications center practices in relationship to national

standards.

Priority: Low-Medium

Timeline: 3 months


Critical Tasks:

• Review current EMD practice for impact on call processing times.

• Identify national standards (NFPA 1221, ISO, APCO, etc).

• Review published best practices.

• Develop or maintain interrogation protocols for all KCFD missions.

• Development of benchmarks that meet best practices.


• Development of best practices for KCFD communications center.

Outcomes:

• Utilization of established best practices.

• Improved communication center operations.


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Objective 2-E: Ensure availability of backup communications center.


Timeline: 3 months


Critical Tasks:

• Develop procedure manual for cut over to backup communications center.

• Develop schedule for semi-annual cut over drills.

• Develop maintenance plan for backup communication center equipment.

• Provide access system for all personnel.


• Completion of manual.

• Completion of first Drill.

Outcomes:

• Back-up communications center operational.

• Established process for semi-annual drills.


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Objective 2-F: Evaluate configuration of consoles for efficiency.

Priority: High



Critical Tasks:

• Review which options within the console are configurable.

• Identify any components that could be consolidated.

• Evaluate ergonomics of current console configuration.

• Develop standard configuration.


• Standard console configuration developed.

Outcomes:

• More efficient work stations.


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Objective 2-G: Develop a business model for expansion of dispatching services to other

agencies to enhance automatic aid partnerships and feasibility.

Priority: High



Critical Tasks:

• Identify the consistencies and discrepancies within current agreements.

• Evaluate critical elements that must be consistent.

• Determine if contracts need to be modified.

• Determine a schedule for systematic review to ensure agreements are followed.

• Determine a schedule to meet with agency leadership on as needed basis.

• Evaluate business models of other regional dispatch operations.

• Review issues of liability and sovereign immunity.


• Current contracts and agreements are reviewed.

• Current agencies provide input in process.

Outcomes:

• Current contracts/agreements reviewed.

• Contract/agreement template created.

• Feasibility report created.

• Business model developed.


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Objective 2-H: Identify equipment and IT needs in order to provide dispatch services for other

agencies.

Priority: High

Time Line: 2-3 months


Critical Tasks:

• Determine equipment and IT support provided by KCFD.

• Determine equipment and IT needs required of agency receiving services.

Performance indicators:

• Equipment and IT needs identified for KCFD and receiving agency.

Outcome:

• Required equipment and IT needs lists created for KCFD and receiving agency.


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Objective 2-I: Evaluate IT and logistical needs specific to dispatching other agencies.

Priority: High

Time Line: 4-6 Month


Critical Tasks:

• Identify similarly situated consolidated dispatch centers.

• Identify percentage of FTEs dedicated to each agency dispatched and supported logistically and

by IT staff.

• Identify similar pricing structures based upon auto aid agencies and standalone dispatching

services.


• Similarly situated dispatch centers identified.

• Business models reviewed.

Outcomes:

• Common indicators to be placed in KCFD dispatching identified for inclusion in business plan.


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Objective 2-J: Develop business plan for auto aid partner dispatching services and standalone

dispatching services.

Priority: High

Time Line: 60 Days


Critical Tasks:

• Review outcomes of all related objectives.

• Develop business model for both types of dispatching services.

• Develop FTE needs for communicator and support functions.

• Develop pricing standards based upon identified industry norms.

• Write comprehensive business plan.

Performance indicators:

• All objective outcomes identified and reviewed.

• Pricing, FTE, and equipment needs identified.

Outcome:

• Written business plan for auto aid partner dispatching and standalone dispatching services.

• Agreement/contract template.


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GOAL 3: PROMOTE EMPLOYEE HEALTH, WELLNESS, AND SAFETY AS A TOP ORGANIZATIONAL

PRIORITY.

Objective 3-A: Review and update the existing Health Wellness Safety Fitness Program for all

KCFD personnel to ensure that it is comprehensive, proactive, and consistent with The Fire

Service Joint Labor Management Wellness/Fitness Initiative.

Priority: Low-Medium

Timeline: 36 months

Responsibility: Health, Wellness, and Safety Committee

Critical Tasks:

• Review existing processes, standards, GOGs, GAGs and documents.

• Review revisions to pertinent guidance, standards, and regulations.

• Examine best practices and benchmark departments.

• Conduct GAP analysis comparing current process to best practices and guidance/standards.

• Propose revisions needed to meet KCFD needs and expectations.

• Educate employees on their personal benefits and responsibilities.


• Review will be completed.

• Timeline for compliance will be established.

Outcomes:

• Programs will be updated.

• Programs will be compliant.


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Objective 3-B: Review the annual physical exam schedule for all KCFD emergency response

personnel to ensure compliance with The Fire Service Joint Labor Management

Wellness/Fitness Initiative and appropriate NFPA standards.

Priority: Low

Timeline: 36 months


Critical Tasks:

• Review existing processes, NFPA standards , GOGs, GAGs and documents


• Examine best practices and benchmark departments







Outcomes:




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Objective 3-C: Review KCFD EAP program for consistency, currency and compatibility with

current standards (NFPA 1500 Chapter 11).

Priority: Low

Timeline: 60 months


Critical Tasks:

• Review existing processes, standards, GOGs, GAGs, and documents.









Outcomes:




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Objective 3-D: Review the KCFD Peer Fitness Trainer (PFT) program.

Priority: Low

Timeline: 36 months

Responsibility: Health, Wellness and Safety Committee

Critical Tasks:

• Review existing practices, standards, GOGs, GAGs, and documents.









Outcomes:




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Objective 3-E: Review the behavioral health initiative to provide assistance to all fire

department employees based on elements identified in The Fire Service Joint Labor

Management Wellness/Fitness Initiative.

Priority: Low

Timeline: 48 months


Critical Tasks:






• Examine Chapter 11 of NFPA 1500 and pertinent chapters of The Fire Service Joint Labor

Management Wellness/Fitness Initiative.




Outcomes:




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Objective 3-F: Review existing data collection and reporting programs to develop a

standardized system which will ensure the ability to collect, store, retrieve, analyze, and

utilize appropriate metric data associated with the organization’s health, wellness, safety,

fitness, EAP, and Worker’s Compensation program. Coordinate analysis with vendors

supporting the various propgrams.

Priority: Medium

Timeline: 24 months


Critical Tasks:

• Review existing practices, standards, GOGs, GAGs and documents.



• Conduct GAP analysis comparing current process to best practices and guidanc /standards.


• Review applicable database requirements/elements.

• Ensure RFP includes requirements for contractor to share aggregate data.

• Health, Wellness, and Safety Committee will meet annually or as needed review data from the

collecting agencies and KCFD.

• Health, Wellness, and Safety Committee will make any necessary recommendations from the

data analysis to the LMSC.



• Each vendor will have a defined set of reports.

• Strategies for decreasing injury and illness will be identified.

Outcomes:

• Trend lines will be established.

• Injury and illness rates will decrease.


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Objective 3-G: Promote informal company level AAR and develop methods to disseminate

lessons learned throughout the KCFD.

Priority: Low

Timeline: 36 months


Critical Tasks:






• Utilize DSOs as resource.

• Define department safety officer’s role as a resource.


• Lessons learned will have been disseminated.

Outcomes:




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Objective 3-H: Develop an organizational strategy to promote consistent use of personal

protective equipment to reduce potential for injury and long-term cancer risks.


Timeline: 12 months


Critical Tasks:

• Develop an informational campaign/strategy regarding the long-term risks of cancer to be

distributed reguarly and pervasively to the orgnization.

• Ensure that all fire department equipment is issued and maintained to be in compliance with

industry safety standards.

• Review the existing PPE use policy/GAGs.

• Develop a PPE strategy that emphasizes appropriate and consistent use of PPE.

• Provide training for all applicable members.

• Establish PPE compliance as a component of the quarterly injury examination review.

• Utilize DSOs as resource.


• Monitoring program will be established.

• Department wide compliance with policies.

Outcomes:

• Increase in departmental use of PPE.


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Objective 3-I: Monitor the newly-revised, modified duty assignment program for consistency

with the goal of full recovery and integration back into the workplace.


Timeline: 12 months


Critical Tasks:




• Conduct GAP analysis comparing current process to best practices and guidance standards.




• Reports are developed.

Outcomes:

• Compliance to the modified duty assignment program will be increased.

• Time to full recovery and return to work will be decreased.


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Objective 3-J: Provide a workplace free from all controllable environmental health risks.

Priority: Medium

Timeline: 60 months


Critical Tasks:








• Hazards will be identified.

• Mitigation timelines will be established.

Outcomes:

• Exposure to environmental health risks will be decreased.


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Objective 3-K: Define the role and function of the department safety officers.

Priority: High

Timeline: 12 months


Critical Tasks:








• Roles and functions of the department safety officers will be established.

Outcomes:

• Effectiveness of department safety officers will be increased.


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GOAL 4: ENSURE HIGH QUALITY OUTCOMES ACROSS ALL MISSIONS OF KCFD.

Objective 4-A: Review quality processes currently in place.

Priority: High


Responsibility: Medical Protocols and Equipment Committee

Critical Tasks:

• Identify internal and external stakeholders.

• Develop survey to obtain information about the current process.

• Flow chart current quality process.

• Review current GAGs, GOGs document, and procedures.

• Identify gaps in the current QA processes.


• Stakeholder input received.

• Survey reviewed and analyzed.

• Flow charts developed and reported.

• Recommendation to overhaul, edit, or maintain currnent quality management process is

documented.

Outcomes:

• Comprehensive quality managment of current practices.

• Report identifies gaps in the current QA processes.

• Recommendations for process adjustments.


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Objective 4-B: Identify best practices for quality improvement in various missions.




Critical Tasks:

• Review different QM models (Balridge, NHTSA, CAAS, CFAI, Six Sigma).

• Review QM programs from benchmark departments and other industries.

• Identify current QM software on the market.

• Compile benefits and liabilities for each identified model.

• Keep Labor-Management Steering Committee apprised of direction of objective.


• Selection of model most appropriate for the organization.

Outcomes:

• Comprehensive QM process for the organization.

• Reduction in errors through utilization of QM process.


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Objective 4-C: Conduct a needs GAP analysis in current quality process.

Priority: Medium

Timeline: 3-6months


Critical Tasks:

• Determine effectiveness of current quality processes.

• List GAPs identified.

• Incorporate GAP analysis into flow chart from Objective 4A.


• GAP analysis completed.

Outcomes:

• Final report of GAP analysis results.


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Objective 4-D: Determine the key performance indicators (KPI).


Timeline: 12 months

Responsibility: Medical Protocols and Equipment Committee/Steering Committee

Critical Tasks:

• Identify what departmental KPIs exist.

• Identify and review Center for Public Safety Excellence (CPSE), national, and local benchmarks.

• Identify, review, and vet national, local standards and expectations.

• Identify the improvement process.


• Established policies and procedures designed to meet or exceed benchmarks and standards.

Outcomes:

• Utilization of best practices throughout the organization.

• Processes are in place to assign accountability for the measurement and management of KPIs.


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Objective 4-E: Develop training program for quality management process.

Priority: Medium


Responsibility: Medical Protocols and Equipment Committee with SMEs

Critical Tasks:

• Send selected staff to appropriate training.

• Department wide training.


• Completion of prescribed training sequences.

Outcomes:

• Educated QM staff.

• Department education with individual KPIs.


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Objective 4-F: Review Public Safety Organization (PSO) process for widespread utilization.

Priority: Low



Critical Tasks:

• Review modles similar to PSO for utilization in other missions (eg. National Near Miss Program).

• Legal review of department wide use of the PSO.

• Determine other departments using a PSO or AAR.

• Make recommendation if PSO is approporiate for AAR process.


• Recomendation is vetted in LMSC.

Outcomes:

• A recommendation on the feasibility to incorporate after action review (AAR) process into Public

Safety Organization (PSO) process is documented.


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GOAL 5: PROVIDE COMPREHENSIVE TRAINING AND PROFESSIONAL DEVELOPMENT TO ENSURE

PERSONNEL ARE FULLY PREPARED TO EFFECTIVELY PERFORM THEIR DUTIES AND

RESPONSIBILITIES.

Objective 5-A: Establish a standard set of core curriculum to enhance both education and core

competency skill sets for the KCFD employee.

Priority: High

Timeline: 12 months

Responsibility: Professional Development Committee

Critical Tasks:

• Identify minimum requirements and competencies.

• Identify industry standards and best practices.

• Identify certifying agency requirements.

• Identify appropriate training delivery vehicles.

• Determine organizational resources required to achieve objective.


• Completion of local, state, and national certifications.

Outcomes:

• Improved individual performance.

• Improved employee training program.


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Objective 5-B: Identify and define training programs consistent with establishing individual

career paths.

Priority: Low

Timeline: 36 months


Critical Tasks:

• Identify areas of specialty training tracks/programs and establish priorities among them.

• Identify appropriate training delivery methods.

• Identify training infrastructure needs.

• Determine training resources required for implementation.

• Identify career paths from point of entry to point of exit.

• Identify flowchart crossover points.

• Identify the types and levels of training needed for each track.

• Identify needs to be in conjunction with L42 CBA.

• Identify potential obstacles.


• Employee skill set is equal to position requirements.

• Established and adopted career path models.

• Continuity of training throughout career.

• Adequate employee skills to meet organizational objectives.

Outcomes:

• Employee satisfaction.

• Available pool of qualified employees to meet organizational needs.


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Objective 5-C: Develop comprehensive training programs from entry-level throughout career

including specialty level training.

Priority: Low

Timeline: 36 months


Critical Tasks:

• Identifying classes/training needs.

• Identify agencies responsible for external training delivery.

• Identify limitations/restrictions to expanded training.

• Identify appropriate training delivery methods.

• Identify training infrastructure needs.

• Determine training resources required for implementation.


• Increased training contact hours.

• Training programs developed and available to meet individual career paths.

Outcomes:

• Employee satisfaction.

• Available pool of qualified employees to meet organizational needs.


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Objective 5-D: Improve training with mutual/automatic aid partners and other agencies.

Priority: High

Timeline: 12 months


Critical Tasks:

• Identifying classes/training needs.

• Identify agencies with cooperation from Operations Committee.

• Identify communication processes with agencies.

• Identify limitations/restrictions to expanded training.


• Increased training contact hours.

• Implementation of training programs with other agencies.

Outcomes:

• Improved confidence levels in each agency.

• Increased efficiency in multi-agency incidents.

• Equal standards of education/certification/trained exercise.

• Cohesive incident management.


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Objective 5-E: Review centralized database (eCore) to ensure that all education and training is

documented and available to the individual, company, and district level.

Priority: Low

Timeline: 36 months

Responsibility: Professional Development Committee – Technical Services

Critical Tasks:

• Ensure that eCore provides a central repository of training data that can be accessed at the

battalion, division, and company level.

• Provide eCore management training for Professional Development employees.

• Review existing processes, practices, and governing documents (e.g., GAGs, GOGs, policies) to

determine and map current methods.

• Review current industry standards, regulation, and guidance pertaining to training records.

• Examine processes among similarly situated departments and organizations recognized for

proficiency in the specific area to establish best practices.

• Conduct GAP analysis to compare current KCFD practices to industry standards and best

practices.

• Propose revisions indicated to meet current KCFD needs and expectations.


• Program accessibility with appropriate access controls.

Outcomes:

• Current and accurate database of employee training and education achievements.


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Objective 5-F: Develop a training program for semi-annual live-fire training that is compliant

with NFPA and OSHA standards.

Priority: Low

Timeline: 36 months


Critical Tasks:

• Review and distribute the NFPA 1403 standard for live burn exercises.

• Develop a pricing structure for outside agencies to use KCFD for live burn exercises.

• Review applicable EPA standards and guidelines for live training.

• Develop live burn training exercise protocol that is consistent with applicable national

standards.

• Review KCFD live burn training policy.



• Review current industry standards, regulations, and guidance pertaining to live fire training

exercises.


proficiency in live fire training to establish best practices.


practices.



• Program developed in accordance with established standards.

Outcomes:

• Semi-annual live fire training evolutions conducted in accordance with national standards.


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Objective 5-G: Develop an annual training program that is compliant with NFPA and OSHA for

Special Operations.

Priority: High

Timeline: 12 months


Critical Tasks:

• In conjunction with the Operations Committee, identify SMEs to identify required initial training

as well as continuing training for each specific technical skill that has been identified and

prioritized by the Operations Committee as a necessary component of our delivery

configuration.

• Compare recommended training to NFPA standards and adopt a training standard for KCFD.

• Develop training program initial schedule as well as CEUs.

• Implement training program.



• Review current industry standards, regulation, and guidance pertaining to the issue.




practices.



• Special operations training programs are developed.

• Program developed are in accordance with national standards.

Outcomes:

• Training program for special operations is consistent with industry best practices and national

standards.


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Objective 5-H: Develop a set of standardized evolutions to be utilized annually at the

company level to demonstrate and document proficiency of required competency.

Priority: Medium

Timeline: 24 months


Critical Tasks:

• Review existing processes (including didactic), practices, and governing documents (e.g., GAGs,

GOGs, policies) to determine and map current methods.

• Review current industry standards, regulation, and guidance pertaining to the issue




practices.


• Identify a set of evolutions for each configuration that will be used to demonstrate proficiency

annually.

• Develop a schedule to allow for each company to demonstrate proficiency annually


• A comprehensive set of evolutions is developed.

• Program meets nationally established standards and criteria.

Outcomes:

• Operational training evolutions are consistent with industry best practices and national

standards.

• Training evolutions reflect the organization’s diverse operational requirements.


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Objective 5-I: Develop a systematic review process to ensure that cadet training is continually

reviewed and revised to ensure effective delivery of current core competencies, professional

standards, and technical skills required for safe and effective performance as an entry-level

firefighter.

Priority: High

Timeline: 12 months

Responsibility: Professional Development Committee – Operations Committee

Critical Tasks:


practices.

• Review changes in community composition, population growth, diversity, and resultant service

demands to note training gaps or emergency demands not adequately addressed in current

curriculum.

• Develop a questionnaire to be completed by the cadet during the last week of his/her cadet

training cycle and again at his/her annual performance review.

• Establish exit interview process for cadets.

• Develop a questionnaire to be completed by the probationary firefighter’s company officer at

the end of his/her probationary period to assess the company officers perspective regarding

academy cadet training.

• Address the training gap identified by the questionnaires and revise training curriculum, training

facilities, and equipment to provide adequate training.


determine and map current methods

• Review current industry standards, regulation, and guidance pertaining to the cadet training.





• A comprehensive cadet training review program is developed.

• Cadet training program continues to meet nationally established standards and criteria.

Outcomes:

• Cadet training program is consistent with industry best practices and national standards.

• Cadet training program meets the organizations operational requirements.

• Cadet is capable of performing job tasks.


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Objective 5-J: Develop specifications for required training facilities and equipment.

Priority: Medium

Timeline: 18 months


Critical Tasks:

• Review current facilities, equipment, and inventory to determine replacement needs.



• Review current industry standards, regulation, and guidance pertaining to the issue.




practices.



• Appropriate facilities and equipment are available to meet organizational needs.

• Training facilities and equipment are consistent with industry standards.

Outcomes:

• Training facilities and equipment reflect the organization’s diverse operational requirements.

• Training facilities and equipment are adequate for the organizations diverse training

requirements.


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Objective 5-K: Memorialize curriculum to ensure all curriculum is recorded electronically.

Priority: Medium

Timeline: 18 months


Critical Tasks:

• Review existing processes, practices, and government documents (e.g., GAGs, GOGs, policies to

determine and ensure best practices are followed.

• Review current industry standards, regulations, and guidance pertaining to the issue.



• All curriculums are stored and available.

• Storage is consistent with industry standards and current practices.

Outcomes:

• Documentation of curriculum for training, historic, and legal purposes.


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Objective 5-L: Explore electronic methods of delivering department-wide training.

Priority: High

Timeline: 6 months


Critical Tasks:

• Explore available internet delivery systems including eCore, and systems used in other City

departments.

• Identify enhancement possibilities and costs.

• Conduct a cost benefit analysis for presentation as a 2015/16 budget enhancement.


• Review of available systems is in progress (June 2014) and available for budget submittal in

November 2014.

Outcomes:

• Enhanced efficiency to deliver didactic training.

• Scheduling conflicts are eliminated or significantly reduced.


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GOAL 6: DEVELOP A COMPREHENSIVE DEPLOYMENT MODEL THAT IS INCLUSIVE OF ALL

MISSIONS.

Objective 6-A: Develop a comprehensive service delivery plan encompassing all KCFD

missions.

Priority: High


Responsibility: Deployment Committee w/SMEs from Operations Committee

Critical Tasks:

• Establish a Deployment Committee with SMEs from Operations Committee.

• Evaluate Standard of Cover (SOC) and GIS study.

• Identify service gaps identified in SOC both internally and through automatic and mutual aid

agreements.

• Identify resource redunancy in SOC both internally and through automatic and mutual aid

agreements.

• Review trends in call concurrency identified in SOC.

• Review projected service demands identified in SOC.

• Develop sustainable solutions.

• Evaluate makeup of apparatus assignments for both emergency and non-emergency roles.


• Regular meetings are held and key performance indicators are reviewed and accountability is

recommended to LMSC.

Outcomes:

• Process for addressing deployment related issues is developed.

• Service delivery targets are met with greater reliability.


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Objective 6-B: Review mutual and automatic aid agreements to develop an integrated service

delivery strategy.

Priority: Medium


Responsibility: Fire Administration

Critical Tasks:

• Review current agreements.

• Conduct analyses of mutual needs and capabilities.

• Identify areas where enhanced synergy can benefit multiple jurisdictions.

• Develop consistent model and template for agreements.

• Develop a plan for enhanced contribution of mutual and automatic aid.


• Plan revision and or modifications developed.

Outcomes:

• Improved utilization of AA/MA partners.

• Improved customer service and emergency response.


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Objective 6-C: Provide for systematic monitoring and evaluation of system performance.

Priority: Medium


Responsibility: Deployment Committee

Critical Tasks:

• Evaluate resources as related to system demand and volume projections.

• Develop a methodology to qualify and quantify the services provided by the KCFD.

• Determine and implement a suitable timetable for evaluations.

• Regularly analyze system demand and response.

• Regularly analyze efficiency and efficacy of deployment and performance.

• Utilize analyses to propose refinements and adjustments to delivery model.


• Analytical tools and processes developed.

Outcomes:

• Demand and volume metrics are published and available for review.


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GOAL 7: DEVELOP AN UPDATED KCFD INCIDENT MANAGEMENT ACCOUNTABILITY SYSTEM.

Objective 7-A: Review regional interoperable management accountbility systems.

Priority: High


Responsibility: Operations Committee

Critical Tasks:

• Determine feasabily of regional interoperable management accountability systems as it applies

to KCFD.

• Intitiate systematic process of compliance.

• Identify any adaptations or refinements needed to maximize interoperablity.


• Training program is developed for any adopted changes and inclusion of all applicable GAGs,

GOGs and policies.

• Reliability of utilization for accountability measures adopted.

Outcomes:

• Improved cohesiveness between automatic aid/mutual aid partners and KCFD.

• Enhanced safety through consistent utilization of accountability systems.


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Objective 7-B: Provide for montoring and evaluation of the selected accountability system.

Priority: Medium


Responsibility: Tech Committee with SMEs from Operations and Community Services

Critical Tasks:

• Determine timeframe for evaluation.

• Research IT possiblities.

• Research implementation requirements, including IT hardware and infrastructure.


• Recommendations are vetted internally and regionally.

Outcomes:

• Recommendation is adopted or alternative decision is memorialized in LMSC for this document.

• Implementation plan for evaluation system.

• Metrics and measures for evaluating system.

• Evaluation findings and report.


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GOAL 8: DEVELOP COMPREHENSIVE INTEGRATED RECORD MANAGEMENT SYSTEMS TO

ENCOMPASS THE NEEDS OF ALL MISSIONS OF KCFD.

Objective 8-A: Evaluate available technology infrastructure.

Priority: High


Responsibility: Technical Committee

Critical Tasks:

• Assess bandwidth available to all facilities.

• Assess computer hardware in fire station facilities.

• Benchmark testing of current equipment.

• Delineate KCFD IT versus City IT requirements/obligations.

• Explore opportunities with Google fiber.

• Upgrade switches, firewalls, and routers.

• Upgrade mobile infrastructure to latest technology.


• Report documenting deficiencies and adequacies of current infrastructure.

Outcomes:

• Enhanced availability of data available both to internal and external customers.

• Detailed analysis to guide upgrades and revisions.


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Objective 8-B: Evaluate information requirements for comprehensive records management

system.

Priority: High



Critical Tasks:

• Assess IT and technology needs for all KCFD missions.

• Assess current data collection systems.

• Evaluate records retention requirements for information systems.


• Report documenting deficiencies and adequacies of current infrastructure.

Outcomes:

• Required information for the decision making process regarding a comprehensive records

management system (RMS).

• Detailed needs assessment produced to guide RMS planning.


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Objective 8-C: Evaluate records management systems in the industry.

Priority: High



Critical Tasks:

• Develop evaluation criteria.

• Compare systems used by benchmark departments and other departments.

• Explore systems in the market that integrate fully with Tri-Tech CAD.

• Explore available RMS systems capable of bi-directional integration with CAD, ePCR, equipment

inventory and maintenance, station repair, apparatus maintenance, pre-plan and fire inspection,

BC monthly requirements and accountability.

• Explore and identify additional funding options.


• Select an RMS system(s).

Outcomes:

• Recommendations and specifications for RMS acquisition.


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Objective 8-D: Develop and provide training on records management systems that allows

continual review of organizational effectiveness.

Priority: High

Timeline: 2 months


Critical Tasks:

• Identify the need for an FTE position, or, identify a current position to provide ongoing technical

systems training.

• Develop related training programs.


• Complete a needs analysis regarding FTE or job redefinition.

• Curriculum and training process developed and implement.

Outcomes:

• Departmental personnel prepared to implement and utilize RMS.


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GOAL 9: ENSURE CAPITAL ASSETS (FACILITIES, APPARATUS, AND EQUIPMENT) FULFILL THE

NEEDS OF THE DEPARTMENT'S MISSIONS.

Objective 9-A: Ensure fire station design standards book meets current and future needs.

Priority: Low

Timeline: Prior to new station construction


Critical Tasks:

• Evaluate facilities and needs identified in the SOC.

• Ensure standards book meets current and future missions of KCFD.

• Identify satellite training requirements.

• Identify required areas for equipment and personnel decontamination.

• Continued evaluation of all stations for potential remodel needs.


• Evaluation of facility needs are prioritized and documented.

• Metrics and standards developed and approved

• Needs assessment based on SOC developed.

Outcomes:

• Updated standards book.

• New facilities designed and built in accordance to updated standards book.


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Objective 9-B: Identify immediate and long term remodel/replacement needs for Training

Academy and any satellite training components.

Priority: High

Timeline: 6 months


Critical Tasks:

• Work with the Professional Development Committee to define immediate needs.

• Review the standards book training academy component.

• Work with the Professional Development Committee to develop any necessary modifications to

the standards book, including satellite training needs.

• Review with the city architect and recommend changes desired.

• Identify sites available and develop a list of optimal locations for a new academy.

• Develop pros/cons of relocating academy or rebuilding at current site.

• Determine best option.

• Make recommendation to LMSC.


• New training academy.

• Satellite training sites at identified location.

Outcomes:

• Upgraded training facility. • Satellite training sites at identified location.


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Objective 9-C: Evaluate the costs and benefits of consolidating administrative, maintenance,

and logistical functions into one location.

Priority: High



Critical Tasks:

• Identify all current locations utilized.

• Identify facilities/functions that are duplicated within the department.

• Make recommendations for consolidation as identified.


• A consolidation plan is developed.

• Administrative, maintenance, and logistical functions are consolidated.

Outcomes:

• Increased efficiencies in co-located processes and functions.


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Objective 9-D: Develop an apparatus acquisition and disposal plan that meets the emergency

response needs of the community.

Priority: High



Critical Tasks:

• Continuous evaluation of current and future apparatus needs.

• Develop and review minimum apparatus specifications according to industry standards.

• Developed and continually reviewed fleet lifecycle plan.

• Develop disposal plan for de-commissioned apparatus.

• Identify industry standards for fire apparatus design.

• Identify existing budget and financial options.


• Acquisition plan developed.

• Apparatus specifications developed.

• Disposal plan developed.

Outcomes:

• Fire apparatus acquisition plan presented to LMSC.


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Objective 9-E: Create a responsive and effective system to procure, supply, maintain, and

repair KCFD resources.

Priority: High



Critical Tasks:

• Evaluate available personnel resources and identify needs for KCFD resource support functions.

• Develop a process to evaluate and select new equipment and technology.

• Identify available technology systems (bar-coding, etc).

• Develop a cost effective supply distribution model.

• Develop a comprehensive inventory system.

• Review evaluation/inspection process to ensure all equipment/PPE is identified for repair or

replacement and continues to meet safety standards.

• Identify more effective process for uniform replacement.


• Template for procurement process.

Outcomes:

• Streamlined requisition, distribution, and procurement process for all logistical needs.


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GOAL 10: ENHANCE THE CURRENT CUSTOMER SERVICE ENVIRONMENT TO PROMOTE

EXCELLENCE IN THE DELIVERY OF SERVICES.

Objective 10-A: Create informational formats that will be aired on a continual basis through

various media outlets.

Priority: High

Timeline: On-going

Responsibility: Community Services – Public Education

Critical Tasks:

• Research current outreach efforts and formats.

• Identify strategies, objectives, formats, and timelines for an annual outreach agenda.

• Identify media (including and, especial social media) to support objectives and dissemination.

• Research costs.

• Identify production resources.

• Devise programs and dissemination plans for identified objectives.

• Execute and evaluate impact.


• Development of specific formats and presentations.

• Development of dissemination plan.

• Implementation of specific outreach messages.

• Evaluation of impact.

Outcomes:

• Enhanced recognition of KCFD and its missions.

• Enhanced image of organization.

• Enhanced citizen safety.


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Objective 10-B: Develop a matrix of significant neighborhood organizations and citizen

forums to promote KCFD participation in meetings and activities.

Priority: High

Timeline: On-going


Critical Tasks:

• Contact Neighborhood Community Services and key umbrella organizations that can assist

identifying groups and formulating matrix.

• Contact city council members for input regarding important neighborhood organizations within

their districts.

• Identify meetings and activities to attend.

• Develop strategies and objectives for participation.

• Identify representatives and prepare for roles and responsibilities.

• Develop periodic process for reporting and evaluating issues encountered.

Performance Indicator

• Generation of representation plan.

• Development of outreach objectives.

• Implementation of plan.

• Attendance at meetings and activities.

• Impact evaluation indices.

Outcomes:

• Enhanced recognition of KCFD and its missions.

• Enhanced image of organization.

• Enhanced citizen participation.


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Objective 10-C: Create customer feedback strategies to encourage more extensive citizen

input regarding consumer perceptions of services provided.

Priority: High



Critical Tasks:

• Review current feedback and input sources.

• Outline data needs and sampling priorities.

• Generate specific strategies for eliciting and evaluating feedback.

• Develop aspects of program delivery.

• Implement and evaluate pilot programs.


• Outreach material is developed.

• Development of feedback processes.

• Implementation and collection of data.

Outcomes:

• Customer satisfaction information is available to use to improve services.


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Objective 10-D: Provide public education strategies, materials, and preparation to all

personnel for use in public outreach activities.

Priority: Medium


Responsibility: Community Services – Professional Development

Critical Tasks:

• Determine specific outreach and education objectives.

• Create presentation outlines and materials to support each objective.

• Develop training for each presentation.

• Disseminate training and materials.

• Implement programs and evaluate impact.


• Development of objectives and content.

• Dissemination of content and support.

• Evaluation of impact.

Outcomes:

• Increased participation in planned citizen outreach.

• Enhanced impact from messaging.

• Increased citizen safety.


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Objective 10-E: Research and develop multilingual approaches to interact with culturally

diverse populations.

Priority: Medium



Critical Tasks:

• Identify outreach objectives regarding culturally diverse populations.

• Explore approaches used in similarly situated cities and settings.

• Generate strategies for effective interaction in outreach and service delivery.

• Generate programming, support, and implementation strategies.

• Implement pilot programs and evaluate impact.


• Development of strategy and objectives.

• Implementation of programming.

• Evaluation results from pilot efforts.

Outcomes:

• Increased reach for programs.

• Increased engagement of diverse populations.

• Improved service and communications.


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Objective 10-F: Develop and implement recruitment programs to help ensure that KCFD

employees reflect the diversity of the community we serve.

Priority: Medium



Critical Tasks:

• Identify outreach objectives regarding recruitment of culturally diverse applicants.

• Explore approaches used in similarly situated cities and settings.

• Conduct focus groups and other outreach efforts to secure input and assistance from

community groups and resources.

• Generate strategies for outreach, recruitment, and participation.

• Incorporate elements of diversity wherever possible into all recruitment and outreach efforts.

• Implement and evaluate impact in each recruitment cycle

• Revise as needed based on evaluation and current inputs.


• Conduct and report on research and focus group outreach.

• Development of strategy and objectives.

• Implementation recruitment programs.

• Evaluation results from recruitment efforts.

Outcomes:

• Increased engagement of diverse populations.

• Increased diversity of applicant pool.

• Enhanced representativeness of workforce.


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Objective 10-G: Review department media policies and revise where indicated to reflect

stakeholder input and evolving KCFD priorities.

Priority: Medium


Responsibility: Public Information

Critical Tasks:

• Review input from media stakeholders and other sources.

• Review current policies and practices.

• Outline recommended strategies to address current outreach objectives.

• Develop strategies to prepare personnel to implement policies.

• Implement and evaluate impacts.


• Revisions proposed and approved.

• Adoption of new policy and GAG.

• Training in policy implementation.

• Reporting of evaluation.

Outcome

• Improved media relations.

• Enhanced impacts of KCFD outreach objectives.

• Enhanced citizen recognition and perception.


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Objective 10-H: Explore partnership efforts with media outlets and other media professionals

to enhance KCFD image and interaction.

Priority: Medium


Responsibility: Public Information – Community Services

Critical Tasks:

• Review input from media stakeholders and other relevant resources.

• Outline objectives for building and maintaining positive public image.

• Devise initial projects and identify partnerships.

• Implement pilot and evaluate impact.


• The PIO has regular interactions with media outlets.

• The PIO is seen as the point of contact for KCFD.

• KCFD is viewed as transparent and credible.

• Review input from media stakeholders and other relevant resources.

• Outline objectives for building and maintaining positive public image.

• Devise initial projects and identify partnerships.

• Implement pilot and evaluate impact.

Outcomes:

• Enhanced quality of outreach programming.

• Improved media relationships.

• Enhanced perception and impact.


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Objective 10-I: Maintain and enhance ongoing internal and external service recognition

programs.

Priority: Medium



Critical Tasks:

• Review current program and practices.

• Establish clear objectives and criteria.

• Identify areas for revision or expansion as indicated.

• Track performance and evaluate impacts.

Performance Indicator

• Revisions proposed and adopted.

• Implementation of revisions.

Outcomes:

• Enhanced recognition of member and citizen contributions.

• Employees and citizens are appropriately recognized for exceptional service.


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Objective 10-J: Ensure that training and continuing education are provided to maintain

knowledge, skills, and competencies in fire prevention and public education.

Priority: Medium



Critical Tasks:

• Review literature, statutes, regulations, standards, audits, and other guidance.

• Review current curricula and procedures to ensure conformance to standards.

• Develop strategy for achieving compliance and maintaining currency.

• Compile strategies, curricula, and protocols.

• Ensure that proper credentialing is achieved and maintained.

• Regularly monitor performance and compliance.


• Curriculum and training revisions proposed and adopted.

• Procedures implemented and evaluated.

Outcomes:

• Enhanced preparation and program performance.

• Enhanced efficiency and effectiveness.

• Improved citizen safety.


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Objective 10-K: Integrate fire inspection and investigation records into KCFD records

management system to ensure efficiency, enhance utility for KCFD missions and City

initiatives, and improve public accessibility.

Priority: Low

Timeline: Start and completion contingent on RMS replacement.

Responsibility: Community Services – IT Services – Technical Services

Critical Tasks:

• Determine objectives for data gathering and utilization.

• Determine input, analysis, reporting, and articulation objectives.

• Determine hardware, software, and infrastructure needs.

• Coordinate with communications, IT, and other stakeholders.

• Develop platforms, processes, and protocols.

• Develop and disseminate training for utilization.

• Implement and evaluate.


• Data needs identified and communicated into RMS revisions.

• Tools acquired and training provided.

• Revised processes implemented.

• Evaluation data reported.

Outcomes:

• Timeliness and detail of data enhanced.

• Productivity and efficiency improved.

• Citizen and firefighter safety improved.


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Objective 10-L: Examine alternatives and enhancements to prevention approaches that could

increase efficiency, enhance effectiveness, and reduce community risks and hazards.

Priority: High


Responsibility: Community Services

Critical Tasks:

• Review literature, audits, and best practices from similarly situated and industry benchmark

jurisdictions.

• Determine alternatives and enhancements with possible merit.

• Develop pilot programs to test implications and acts.

• Provide training and preparation as needed.

• Conduct and evaluate pilot programs.

• Develop strategies to implement revisions demonstrated to be successful.


• Revisions proposed and adopted.

• Pilot programs implemented.

• Evaluation data reported.

Outcomes:

• Enhanced productivity and efficiency.

• Enhanced effectiveness of prevention efforts.

• Improved citizen safety.


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Objective 10-M: Conduct focus groups with constituencies impacted by regulatory and code

changes.

Priority: High


Responsibility: Community Services

Critical Tasks:

• Identify changes anticipated as a result of implementing updated fire codes.

• Identify constituencies likely to be impacted by identified changes.

• Convene focus group(s) of representatives from affected constituencies.

• Review impact and explore best approach to implementation.

• Develop protocols, policies, and procedures for implementation to reflect, wherever feasible,

the input from focus groups.

• Provide outreach to impacted constituencies prior to implementation to help ensure

responsiveness.

• Evaluate feedback and data from implementation to determine effectiveness and possible

refinements.


• Key constituencies identified and involved.

• Input gathered and incorporated into revision strategies.

• Feedback and compliance data evaluated and reported.

Outcomes:

• Enhanced acceptance of regulatory efforts.

• Enhanced compliance.

• Increased citizen satisfaction.

• Enhanced citizen safety.


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GOAL 11: DEVELOP A LOGIC MODEL (UNIFORM PROCESS) THAT RECOGNIZES ALL EMPLOYEE

CLASSIFICATIONS, THAT IS CONSISTENTLY DEPLOYED TO STAFF VACANCIES EFFICIENTLY AND

EFFECTIVELY.

Objective 11-A: Identify issues, weaknesses, and limitations in current models.

Priority: High

Timeline: 12 months

Responsibility: Staffing Committee

Critical Tasks:

• Identify all classes of employees and their impact on staffing.

• Review and consolidate job classifications as appropriate.

Position roles (job functions) and responsibilities.

• Evaluate overtime impact.

• Develop dispute resolution process.

For staffing only.

• Evaluate various models and identify appropriate staffing for each.


• Reduction in personnel moves (details, etc).

Outcomes:

• Better understanding of who can work where, when, and why throughout organization.

• Measurable staffing efficiencies captured.


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Objective 11-B: Ensure policies and documents support effective management of current

workforce.

Priority: High

Timeline: 12 months

Responsibility: Staffing/Human Resources Committee

Critical Tasks:

• Evaluate current GAGs, GOGs, policies, etc. that affect daily staffing.

• Evaluate current CBAs for language that affects daily staffing.

• Identify redundancies or inconsistencies within all applicable documents.

• Consolidate policies where redundancies are found.

• Re-write policies where language is inconsistent.


• All applicable documents are reviewed.

• All inconsistencies are identified.

Outcomes:

• All GAGs, GOGs, and policies have consistent language.


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Objective 11-C: Develop an attendance incentive program to be utilized throughout all KCFD.

Priority: High

Timeline: 12-24 Months


Critical Tasks:

• Investigate other public/private employer systems for attendance management.

• Evaluate the feasibility of and develop options for incentives/disincentives.

• Use SME for incentives/disincentives that are desirable and job specific/related.

• Review current policies.

• Review CBAs.

• Review audits of absenteeism.


• Reduction in absenteeism.

• Resources available for other tasks than minimum staffing.

• Reduced budgetary impact because of absenteeism.

• An auditor’s report on absenteesim’s impact on KCFD operations and budget.

Outcomes:

• Personnel available above minimum staffing for other departmental assignments.

• Available funding in budget can be allocated for other uses.

• Reduction in budgetary impact.

• Improved company cohesion.

• Reduced staffing disruptions.

• Develop policy that has positive effect on absenteeism reductions.


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GOAL 12: DEVELOP A BUSINESS PLAN FOR THE NON-EMERGENCY TRANSPORT FUNCTION OF

THE DEPARTMENT

Objective 12-A: Evaluate the current operating environment.

Priority: High


Responsibility: Administration

Critical Tasks:

• Conduct an analysis of the department’s current operating environment.

• Evaluate the financial stability and viability of the non-emergency transport (NET) market.

• Review the department’s staffing levels.

• Analyze current NET service demands.


• Complete analysis of the current operating environment.

Outcomes:

• Comprehensive understanding of the organization’s current operating environment with respect

to the NET market.


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Objective 12-B: Future system demand projections.

Priority: High



Critical Tasks:

• Analyze community demographics and its impact on non-emergency transports.

• Review and analyze community planning based population projections.

For example, review health care provider community planning models.

• Establish service demand projections.


• Analysis of community and demographic populations completed.

Outcomes:

• Established service growth projections for the NET market.


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Objective 12-C: Develop business plan component elements.

Priority: High



Critical Tasks:

• Develop response time standards and targets.

- Incident-specific staffing levels to meet the city’s performance standards for non-

emergency transports.

- Apparatus assignments to accommodate the anticipated demand and deployment

requirements.

- Temporal performance standards that will provide for effective medical performance

and customer satisfaction.

• Identify long-term strategies and options for improvement of the NET function:

- Staffing recommendations.

- Quality of service recommendations.

- Dispatch and call processing recommendations.

- General locations of future deployment locations—either fixed or dynamic posts.

- Selection of qualifications and deployment of personnel.

- Future administrative and support personnel.

- Additional infrastructure needed for administration and support programs

• Identify short and mid-term strategies and options for improvement of the NET function.

- Agency management and organization.

- Staffing and personnel deployment.

- Service delivery methods.

- Dispatch and call taking changes.

- Enhanced cooperative service agreements with other agencies or medical facilities.

- System funding and cost recovery.

- Others as appropriate and necessary.


• Strategies and options for NET service delivery identified.

Outcomes:

• Improved capability to meet NET service demands.


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GOAL 13: DETERMINE AND EXPLORE EXTERNAL EDUCATION AS IT RELATES TO PROFESSIONAL

DEVELOPMENT AND PROMOTIONAL OPPORTUNITIES TO FACILITATE AN INDIVIDUAL’S

CAPACITY TO ACHIEVE PERSONAL AND PROFESSIONAL GROWTH.

Objective 13-A: Explore a system for individual career development planning: to connect to

annual performance reviews, to facilitate an individual’s capacity to achieve professional

growth.

Priority: Low

Timeline: 30 months


Critical Tasks:

• Develop a tool (check list) to be used by supervisors to ensure that the identified required

education and training are evaluated during the annual performance review process. The

purpose of this tool is to ensure level of training compliance.

• Develop a personal “training jacket” for all fire department members to journalize their career

development.


• Completion of check list for performance review process.

Outcomes:

• Comprehensive system of accounting for individual member professional growth.


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Objective 13-B: Determine current educational interests and opportunities sought or utilized

by KCFD personnel in order to maximize access, availability, and participation in external

training opportunities.

Priority: Medium

Timeline: 24 months


Critical Tasks:

• Determine level of educational backgrounds of all KCFD members through surveys and

questionnaires.

• Determine additional educational opportunities by:

Identifying educational opportunities within the city (HR, management), such as

computer software classes, finance classes, etc.

Identify educational opportunities outside the city, such as the NFA, MUFRTI, etc.

MARC, paramedic training, local physicians, HOA Chiefs.

Instructor Conferences, other training opportunities.

• Identify the logistical and financial resources needed for education including internal and

external instructors.

• Identify process for informing employees of outside educational opportunities.

• Identify other fire department resources.


• Increased utilization by staff of outside training and educational programs.

Outcomes:

• Utilization of outside training resources to meet individual and organizations training objectives.

• Knowledgeable and skilled employees.


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Objective 13-C: Identify opportunities for educational partnerships to enhance career

development options.

Priority: Low

Timeline: 60 months


Critical Tasks:

• Review current educational partnerships with area colleges and other institutions.

• Record classes given by local surgeons and physicians for distribution.

• Develop additional post-secondary opportunities and partnership that are more readily

accessible to fire department members.

• Market the opportunities and available incentives to encourage members to enhance their

career development.


• Increased utilization by staff of outside training and educational programs.

Outcomes:

• Utilization of outside training resources to meet individual and organizations training objectives.

• Knowledgeable and skilled employees.


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Objective 13-D: Review the performance-based promotional process.

Priority: High

Timeline: 12 months


Critical Tasks:



• Review current industry standards, regulation, and guidance relevant to promotional processes.


excellence in the specific area to establish best practices.


practices.


• Review current minimum qualifications for a promotional exam.

• Develop a minimum curriculum for each job classification to be completed prior to promotion.

• Convene a panel of SMEs to identify a set of core competencies for an individual to qualify for a

promotional exam.

• Compare product of SMEs panel to that of the NFPA standards, and adopt a rank specific WOC

standard for KCFD.


• Promotional processes reflect qualified applicant pool.

Outcomes:

• Personnel are qualified based on training and education to compete for promotional

opportunities.

• Promoted employees have the necessary skills and abilities to perform their job function.


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Objective 13 E: Develop methods to facilitate diversity in supervisory and management ranks.

Priority: High

Timeline: 12 months


Critical Tasks:

• Review diversity data at each level of department to evaluate representation.

• Work within Labor Management Process to develop methods of securing input regarding

participation and performance in promotional processes.

• Identify any obstacles or impediments that might inhibit participation of diverse groups.

• Identify strategies to reduce any identified obstacles and encourage full participation.

• Monitor and evaluate impact through each promotional cycle.

• Review current minimum qualifications for a promotional exam.

• Revise as indicated to address evolving issues and needs.


• Diversity data reported to department and committee.

• Input developed and evaluated.

• Strategies recommended, adopted, and implemented.

Outcomes:

• Increased participation of diverse classes in promotional processes.

• Increased representation of diverse groups in all department ranks.


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Implementation Methodology The key to a successful strategic plan is its implementation. A successful implementation methodology

(strategies) includes: assigned responsibilities for the overall management of the plan; proper

accountability at all levels; incorporating accomplished goals, objectives, and critical tasks into individual

performance appraisals; routine reports of the status of the plan, both internally to the organization and

externally to the community; and regular updates to the plan and its content.


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TIMELINE

OBJECTIVE SHORT TERM OBJECTIVES 0 – 12 MONTHS PRIORITY

HIGH MEDIUM LOW

1A Identify the issues, weaknesses, and/or limitations in the current model of job descriptions. X

1B Identify the effect on the daily ability to operate that is created through current classifications/future

classifications.

X

2A Evaluate current communications center staffing levels. X

2B Develop communication center training manual. X

2C Design and implement continiuing education program for communications center staff. X

2D Evaluate current communication center practices in relationship to national standards. X

2E Ensure availability of backup communications center. X

2F Evaluate configuration of consoles for efficiency. X

2G Develop a business model for expansion of dispatching services to other agencies to enhance automatic aid

partnerships and feasibility.

X

2H Identify equipment and IT needs in order to provide dispatch services for other agencies. X

2I Evaluate IT and logistical needs specific to dispatching other agencies. X

2J Develop business plan for auto aid partner dispatching services and standalone dispatching services. X

3H Develop an organizational strategy to promote consistent use of personal protective equipment to reduce

potential for injury and long-term cancer risks.

X

3I Monitor the newly revised modified duty assignment program for consistency with the goal of full recovery and

integration back into the workplace.

X

3K Define the role and function of the department safety officers. X

4A Review quality processes currently in place. X

4B Identify best practices for quality improvement in various missions. X

4C Conduct a needs GAP analysis in current quality process. X

4D Determine the key performance indicators (KPIs). X

4E Develop training program for quality management process. X

5A Establish a standard set of core curriculum to enhance both education and core competency skill sets for the

KCFD employee.

X

5G Develop an annual training program that is compliant with NFPA and OSHA for Special Operations. X


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OBJECTIVE SHORT TERM OBJECTIVES 0 – 12 MONTHS PRIORITY

HIGH MEDIUM LOW

5I Develop a systematic review process to ensure that cadet training is continually reviewed and revised to

ensure effective delivery of current core competencies, professional standards, and technical skills required for

safe and effective performance as an entry-level firefighter.

X

5L Explore electronic methods of delivering department-wide training. X

8A Evaluate available technology infrastructure. X

8B Evaluate information requirements for comprehensive records management system. X

8C Evaluate record management systems in the industry. X

8D Develop and provide training on records management systems that allows continual review of organizational

effectiveness.

X

9B Identify immediate and long term remodel/replacement needs for training academy and any satellite training

components.

X

9C Evaluate the costs and benefits of consolidating administrative, maintenance, and logistical functions into one

location.

X

9D Develop an apparatus acquisition and disposal plan that meets the emergency response needs of the

community.

X

9E Create a responsive and effective system to procure, supply, maintain, and repair KCFD resources. X

10A Create informational formats that will be aired on a continual basis through various media outlets. X

10B Develop a matrix of significant neighborhood organizations and citizen forums to promote KCFD participation

in meetings and activities.

X

10M Conduct focus groups with constituencies impacted by regulatory and code changes. X

11A Identify issues, weaknesses, and limitations in current models. X

11B Ensure policies and documents support effective management of current workforce. X

12A Evaluate the current operating environment. X

12B Future system demand projections. X

12C Develop business plan component elements. X

13D Review the performance-based promotional process. X

13E Develop methods to facilitate diversity in supervisory and management ranks. X


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OBJECTIVE MEDIUM TERM OBJECTIVES 12 – 24 MONTHS PRIORITY

HIGH MEDIUM LOW

3F Review existing data collection and reporting programs to develop a standardized system which will ensure the

ability to collect, store, retrieve, analyze, and utilize appropriate metric data associated with the organization’s

health, wellness, safety, fitness, EAP, and Worker’s Compensation program. Coordinate analysis with vendors

supporting the various propgrams.

X

4F Review Public Safety Organization (PSO) process for widespread utilization. X

5J Develop specifications for required training facilities and equipment. X

5K Memorialize curriculum to ensure all curriculum is recorded electronically. X

6A Develop a comprehensive service delivery plan encompassing all KCFD missions. X

6B Review mutual and automatic aid agreements to develop an integrated service delivery strategy. X

6C Provide for systematic monitoring and evaluation of system performance. X

7A Review regional interoperable management accountbility systems. X

7B Provide for montoring and evaluation of the selected accountability system. X




X

10C Create customer feedback strategies to encourage more extensive citizen input regarding consumer

perceptions of services provided.

X

10D Provide public education strategies, materials, and preparation to all personnel for use in public outreach

activities.

X

10E Research and develop multilingual approaches to interact with culturally diverse populations. X

10F Develop and implement recruitment programs to help ensure that KCFD employees reflect the diversity of the

community we serve.

X

10G Review department media policies and revise where indicated to reflect stakeholder input and evolving KCFD

priorities.

X

10H Explore partnership efforts with media outlets and other media professionals to enhance KCFD image and

interaction.

X

10I Maintain and enhance ongoing internal and external service recognition programs. X

10J Ensure that training and continuing education are provided to maintain knowledge, skills, and competencies in

fire prevention and public education.

X


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OBJECTIVE MEDIUM TERM OBJECTIVES 12 – 24 MONTHS PRIORITY

HIGH MEDIUM LOW

10L Examine alternatives and enhancements to prevention approaches that could increase efficiency, enhance

effectiveness, and reduce community risks and hazards.

X

11C Develop an attendance incentive program to be utilized throughout all KCFD. X

13B Determine current educational interests and opportunities sought or utilized by KCFD personnel in order to

maximize access, availability, and participation in external training opportunities.

X

OBJECTIVE LONG TERM OBJECTIVES > 24 MONTHS PRIORITY

HIGH MEDIUM LOW

3A Review and update the existing Health Wellness Safety Fitness Program for all KCFD personnel to ensure that it

is comprehensive, proactive, and consistent with The Fire Service Joint Labor Management Wellness/Fitness

Initiative.

X

3B Review the annual physical exam schedule for all KCFD Emergency Response Personnel to ensure compliance

with The Fire Service Joint Labor Management Wellness/Fitness Initiative and appropriate NFPA standards.

X

3C Review KCFD EAP program for consistency, currency and compatibility with current standards (NFPA 1500

Chapter 11).

X

3D Review the KCFD Peer Fitness Trainer (PFT) program. X

3E Review the behavioral health initiative to provide assistance to all fire department employees based on

elements identified in The Fire Service Joint Labor Management Wellness/Fitness Initiative.

X

3G Promote informal company level AAR and develop methods to disseminate lessons learned throughout the

KCFD.

X

3J Provide a workplace free from all controllable environmental health risks. X

5B Identify and define training programs consistent with establishing individual career paths. X

5C Develop comprehensive training programs from entry level throughout career including specialty level training. X

5E Review centralized database (eCore) to ensure that all education and training is documented and available to

the individual, company, and district level.

X

5F Develop a training program for semi-annual live-fire training that is compliant with NFPA and OSHA standards. X

5H Develop a set of standardized evolutions to be utilized annually at the company level to demonstrate and

document proficiency of required competency.

X

9A Ensure fire station design standards book meets current and future needs. X


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OBJECTIVE LONG TERM OBJECTIVES > 24 MONTHS PRIORITY

HIGH MEDIUM LOW




X

10K Integrate fire inspection and investigation records into KCFD records management system to ensure efficiency,

enhance utility for KCFD missions and City initiatives, and improve public accessibility.

X

13A Explore a system for individual career development planning: to connect to annual performance reviews, to

facilitate an individual’s capacity to achieve professional growth.

X

13C Identify opportunities for educational partnerships to enhance career development options. X

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Documents

Kansas City Fire Department Missouri · Kansas City Fire Department Strategic Plan 2014 ii Objective 2-J: Develop business plan for auto aid partner dispatching services and standalone