i Adopted on July 14, 2016 by SKFR Board of Commissioners...

South Kitsap Fire and Rescue Five Year Strategic Plan 2010-2015

i

Adopted on July 14, 2016 by SKFR Board of Commissioners

1974 Fircrest Dr SE Port Orchard, WA 98366

360.871.2411 Email [email protected] Website www.skfr.org

South Kitsap Fire and Rescue Five Year Strategic Plan 2016 - 2020

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Strategic Plan 2016 – 2020

Table of Contents Introduction 1 Organizational Chart 3 What is a Fire District? 4 Our History 5 South Kitsap Fire and Rescue Service Area 8 Governance 9 Fire Commissioners Policy Criteria 10 Standards of Cover 11 Strategic Goals Financial 12 Human Resources 13 Fire Suppression 14 Community Risk Reduction 15 Training – Safety 16 Emergency Medical Services 17 Facilities – Supply 18 Fleet Services 19


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Introduction

This strategic planning document has been created to give South Kitsap Fire and Rescue (SKFR) a long-term outlook into its projected and desired future. The strategic plan identifies future agency objectives and major initiatives viewed as important for agency success over a five-year timeframe. This plan represents a five-year planning tool, intended to guide the organization towards achieving strategic benchmarks in areas that have been identified through a self-assessment planning process, as needing improvement or focus. As a planning tool it allows the district to efficiently apply its resources towards improvements to service delivery throughout the organization in a structured manner. SKFR recognizes that its citizens desire the highest quality service possible, delivered in a cost effective manner. In recent history this has been an ongoing challenge as the economic realities of the recession have confronted both the district and community we serve. Strategic planning is intended to provide a transparent view of the organizations direction and guide both operational budget and overall agency decision making. It is the fire district’s desire to provide the citizens with a good return on their investment for each tax dollar they entrust to SKFR while building public confidence that the agency is striving for a sustainable future.

MISSION

To prevent the loss of life and property resulting from fire, medical emergencies,

and other disasters while continually striving to meet the future needs of the citizens, in a climate which supports and maintains District personnel in a quality

environment.


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Organizational Values and Vision Statements It is the vision of SKFR to be recognized by both those we serve and our members as: • An organization striving to provide the highest level of service possible within the current funding

constraints. • An agency dedicated to the education of the public in order to promote life safety. • A dynamic organization that adjusts to the changing needs of the community and its members. • An agency that is acknowledged for its service, integrity, and professionalism in providing fire and

Emergency Medical Services (EMS) for the citizens of South Kitsap.

Guiding Principles/Beliefs As members of SKFR, we believe in the following principles: • The safety of our members and the citizens we serve is paramount. • We will provide the highest possible quality of service to all who call upon us. • We recognize and respect the rights of all we serve. • We believe that the professional development of our members will lead to improved quality of service.


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Organizational Chart

C – BC Gudmundsen Facilities, KCIMP, RIT, Hydrants, EVIP,

Radios, Prefires, Rehab

Shift Battalion Chiefs

Citizens

Board of Commissioners

Fire Chief Wright

Deputy Chief Dalrymple

Admin Support Staff Honsey

Captain Stanley

Captain Yergeau

B – BC Powers Fire Apparatus, Tech Rescue, Wildland, Disaster Prep, Hose

Captain D. Schmidt

Captain Kehl

Finance Manager Slagle

Admin Accounting Tech Cooper

Exec Assistant / RMS Tech Mooney

Telestaff

Division Chief Richards

Facilities

Facility & Supply Manager Blake

Facility & Supply Tech Guarin

Admin Support Staff Salters

Training

Safety

Ambulance Billing Tech Desmond

Medical

Division Chief Faucett

IT / MCT / CAD

Computer Electronic Tech Hill

Fleet

Fleet Manager Johnson

Mechanics Sullivan & Ficarra

Community Risk Reduction

Deputy Fire Marshal Wiggins

Ambulance Billing

A – BC Wernet EMS Apparatus, Medical

Supply, HazMat, SCBA, MCI

Captain J. Schmidt

Captain Post

Volunteer Battalion Chief Hartley

V-1

Volunteer BC Guseman

V-2

V-3

Volunteer Captain Chasteen

Volunteer Captain Lerma

Capital Assets


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What is a Fire District? Why is SKFR a “fire district” rather than a “fire department”? Technically speaking, a fire “department” is part of a larger government entity, usually a city or county. Some cities and counties provide fire suppression along with many other services, such as law enforcement, water, sewer, and transit, to residents within their city or county. Like other departments, the fire department is controlled by a city council or board of commissioners, and must compete with other city or county agencies and programs for funding. In contrast, a "district" (or "special purpose district") is, in Washington State, a limited purpose local government separate from a city, town, or county government. Generally they perform a single function, though some perform a limited number of functions. They may provide an array of services and facilities including electricity, fire protection, flood control, health, housing, irrigation, parks and recreation, library, water-sewer service and more recently stadiums, convention centers, and entertainment facilities that are not otherwise available from city or county governments. Districts are an independent form of local government that exists solely to provide a specific type of service. Unlike a city fire department, a fire protection district is independently governed by an elected board of commissioners, and is funded by property taxes paid by residents living within the service area. Special purpose districts also can enter contractual agreements with other governmental entities to provide services to a particular area. In Washington State, each type of special district is established under a specific statute that defines the scope of its powers and obligations. Fire districts are established under Revised Code of Washington Title 52. Approximately 400 of the 1,670 special districts in Washington State are fire districts, and there are approximately 3,000 fire districts nationwide.


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Our History

Community Overview: The City of Port Orchard is the heart of the South Kitsap community, which was originally a booming lumber town called Sidney. Port Orchard became Kitsap County’s first incorporated city in 1890. It pulled the county seat away from Port Madison on Bainbridge Island in 1893 and remains the center of county government today. Many smaller communities surround Port Orchard and fall within SKFR’s jurisdiction; these include Manchester, South Colby, Olalla, Burley, Gorst, Sunnyslope, Navy Yard City, and Rocky Point. Each of these communities has their own distinct nature and character, yet is part of the greater South Kitsap community and receives fire and emergency medical services from SKFR. Legal Existence, History, and Milestones: SKFR was legally established as a fire district through Title 52 RCW by an election held on September 10, 1946 to provide certain fire, emergency medical, and rescue services. With 340 ‘yes’ votes, the ballot measure passed with 91% approval to establish Kitsap County Fire Protection District #7. Within the year three fire stations were established and three fire engines were purchased. The original stations were mainly constructed from scrap materials left over from World War II housing projects. By 1948 five stations were operational. Each station functioned independently with general guidance given from the Board of Fire Commissioners. In the 1960’s the community continued to grow as well as the fire district. The Board saw the need to hire its first Fire Chief and Chet Kirk was given the appointment. Under Chief Kirk’s leadership, additional stations were added in order to meet insurance rating requirements. In the 1970’s, Emergency Medical Services (EMS) exploded onto the emergency services of Washington State and the district hired its first Emergency Medical Technicians (EMTs) and Paramedics to fill the expectations of the community. During the 1980’s, in conjunction with the population growth, the fire and medical call volume also started to grow in South Kitsap. In 1985 the district increased its staffing 50% by hiring six additional firefighters to help with this growing demand. The 1990’s could be titled the decade of growth and mergers. SKFR’s size and diversity began to grow as several smaller fire districts found themselves struggling with increasing call volumes, legal mandates, and the loss of volunteers. Along with these trends the sophistication and growth of fire service knowledge and community expectations increased causing these agencies to eventually merge within the fire district. Those departments included Kitsap County Fire Protection District (KCFPD) #6 (Sunnyslope), KCFPD #8 (Navy Yard City), and KCFPD #19 (Rocky Point). The City of Port Orchard Fire Department merged into the fire district in 1998. During this period, all of the geographical areas once covered by those districts or departments were consolidated into one fire district serving all of South Kitsap County. With this growth in size and call volume came the need for more staffing, a total of 37 new employees were hired in the 1990’s with 15 of them coming in 1995 and 1996 which included the staffing of the Banner and Glenwood stations. In 2005, Kitsap County Fire Protection District #7’s name was legally changed to the current South Kitsap Fire and Rescue. SKFR added an additional 15 firefighters in 2005/2006 with the passing of a fire levy and assistance from a 2006 Federal SAFER Act Grant. With the increase in staffing the Bethel Station was opened as a staffed career station.


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In 2008 SKFR started planning for its 2009 EMS Levy campaign. In May of 2009 that campaign proved to be successful and along with a second Federal SAFER Act Grant 12 new employees were hired. This timeframe also saw the beginning of the great recession and the negative impacts felt throughout the world as property values dropped, unemployment increased, home mortgage defaults increased and major businesses shut down or resized in order to survive. SKFR had a commitment to fulfill the SAFER grant once started which became an increasingly more difficult obligation as the district’s assessed evaluation fell taking the agency into a period of reducing revenues and deficit spending for the first time in its history. Over the five year obligation to maintain the SAFER staffing, SKFR tightened spending, was unable to fund apparatus replacement schedules, and deferred maintenance on facilities. Once the grant obligation was met, the agency worked through a process of reducing the workforce back to the pre-grant number of 72 line personnel. This was accomplished through many labor management agreements allowing the reduction to occur through attrition and avoiding the loss of employment for any members who desired or needed to work. In 2014, under the direction of the new Fire Chief Steve Wright, the agency completed both capital and deployment planning. A six year capital plan was developed to deal with apparatus, equipment, and facility’s needs. In June of 2014, based on deployment standards and response history, the agency restructured deployment of fire and EMS personnel within the community to provide the most efficient use of our career and volunteer membership. Three unstaffed stations were closed due to lack of volunteers, response demand, and overlapping coverage. At the same time, career staff was removed from two rural stations and reassigned to the suburban areas to increase reliability in the high call volume areas. As a combination fire district, SKFR now maintains 12 fire stations in the South Kitsap community; six with career staffing and six with volunteer staffing. Following these changes in 2014, the Washington Survey and Rating Bureau (WSRB) completed a five month review of the district’s operations and validated our changes by retaining our class 4 suburban/5 rural fire rating. In 2015, in order to deal with our greatest need, the district made the decision to place a bond measure before the citizens to help rebuild the fire and EMS fleet and replace needed equipment. Passing with a 70.7% ‘yes’ vote during the November general election, the bond measure provided the needed “jump start” to catch up the apparatus replacement schedules and line up the district for sustainable apparatus replacement budgeting into the foreseeable future. Starting in early 2016 SKFR is working to spend $4.9 million dollars of bond funds to update the agency and return it to a sustainable fiscally balanced organization. South Kitsap Fire and Rescue Today: The district serves a population of over 74,296 citizens and is governed by a Board of five elected Fire Commissioners who focus on the needs of the community and progressively set the policy and direction for the district at large. The Headquarters station, located in the Orchard Heights neighborhood, is the central office for the District’s Administrative Division and management team. The Fire Chief and Deputy Chief oversee the three shift Battalion chiefs, two administrative Division Chiefs, and office staff. The Operations Division includes the coordination of our career firefighters and volunteer firefighter program. SKFR maintains a career staff of 72 and also utilizes over 50 volunteer firefighters. These personnel are stationed throughout the district at one of the six 24-hour staffed stations, or six volunteer


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stations. As SKFR prepares for its future, plans for updated facilities and a future bond issue needed to fund them are underway.

South Kitsap Fire and Rescue History Pre -1946 No organized fire protection provided in the rural unincorporated portions of South Kitsap

County. 1946 Ballot issue passed by citizens for the formation and establishment of a fire protection

district in South Kitsap County. 1946-1947 Original three fire stations built and equipped. 1948 Five stations operational with volunteer staffing established. 1966 First career Chief, Chet Kirk, hired to manage and lead growing organization. 1960-1970 Emergency Medical Services incorporated into fire district delivery of service. 1985-1995 Growth of career staffing to manage increasing demands for service. 1992 Kitsap County Fire District 8 (Navy Yard City) and Kitsap County Fire District 19 (Rocky Point)

merged into Kitsap County Fire District 7. 1994 Kitsap County Fire District 6 (Sunnyslope) merged into Kitsap County Fire District 7. 1998 The City of Port Orchard fire department merged into Kitsap County Fire District 7. 2005 Kitsap County Fire District 7 renamed South Kitsap Fire and Rescue to better represent the

communities served. 2005-2008 Career staffing is increased with passage of fire and EMS levies, and the assistance of two

federal staffing grants. 2014 Career staffing is reduced back to 72 line personnel from 84 to create sustainability within

the organization due to the impacts of the recession. 2014 Major restructuring of SKFR deployments are completed to create efficiencies and focus

limited resources in high demand areas. Three unstaffed stations closed. 2015 SKFR passes a 4.9 million dollar apparatus and equipment bond measure with a 70.7% ‘YES’

vote.

From 360 ‘yes’ votes in 1946 with three fire stations and an all-volunteer department to a population of 74,296 citizens with 72 career line firefighters, 50 volunteer personnel, and 12 fire stations. Maintaining a WSRB rating classification of a class 4 suburban and 5 rural, in 2015 SKFR continues meet the growing community’s ever changing needs.


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South Kitsap Fire and Rescue – Service Area


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Governance SKFR is governed by a five-member board of commissioners who are elected to serve a six-year term. These community members are responsible for defining the fire district’s long-term vision, and for developing board policies to be implemented by the administrative staff. They also are responsible for hiring the fire chief, who is the organization’s chief executive officer. The fire chief is responsible for the day-to-day operations of the fire district. SKRF’s adopted commissioner’s guidelines include the following: • FINANCIAL:

- Enter into contracts/agreements with other entities. - Study and adopt an annual budget. - Keep in mind at all times that even though staff is employed to carry out financial matters, each

Commissioner is responsible for all financial investments, disbursements, and annual budget. - Provide necessary funds to carry out day-to-day operations. - Request additional audits when deemed necessary.

• ADMINISTRATION: - Employ a Chief Administrative Officer. - Develop and adopt short/long range plans/goals. - Require necessary statistics, data, and reports in detail to gain enough information to justify

decisions/actions. - Discuss and review the district’s operation with the fire chief on a regular basis.

• POLICY: - Initiate, adopt, and review policies. - Review staff recommendations and take actions. - Set reporting deadlines and requirements. - Review and adopt standard operating procedures.

• REGULATIONS: - All complaints concerning departmental operations will be resolved through Board action. - Bring constituents concerns before the Board of Commissioners. - Commissioners do not have any authority at emergency scenes. - The Board of Commissioners functions as a Board. No single Commissioner has any authority or

power over any other Commissioner. - The fire chief will receive direction from the majority of the Board of Commissioners. - On issues that occur between regular Commission meetings, the fire chief will receive direction

from the Chair of the Board until the Board has had an opportunity to meet. - Commissioners should use the district chain of command.


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Fire Commissioners Policy Criteria

The SKFR Board of Commissioners is charged with establishing policy direction by which the district operates. The Board’s decisions are shaped by the following general criteria. Adopt or evaluate the Standards of Cover plan annually to provide for the deployment of equipment

and staffing. Provide an Advanced Life Support (ALS) program that ensures that at least three ALS-certified persons

(paramedic) are available on duty at all times. Developing fire service leaders who are involved in regional, state, and national organizations and

forums. A contingent of well-trained volunteer firefighters to complement career staffing. Professional administrative and support personnel to provide management oversight and

coordination necessary to successfully fulfill the district's community obligations. A focus on using data to help the district measure and monitor its performance and benchmark its

performance with similar agencies. A fire prevention office that provides comprehensive fire prevention services including business

inspections, plans review, information, and educational services. A Fire Training program, which provides ongoing training for all district personnel. Making quantitative improvements to performance through quality assurance programs and quality

improvement processes. Financial plans that provide for stable long-term funding of fire district operations. Active participation in the Kitsap County EMS system. An emphasis on intergovernmental cooperation and planning at the local, regional, state, and federal

level. Programs designed to protect the district's investment in facilities and equipment. A debt-management policy that limits the type, amount, and nature of debt that the district can

incur, and ensures adequate budgetary planning in projects that may involve debt financing. Prepare to respond to natural and man-caused disasters with a nationally recognized all hazards

approach.

Commissioner Dusty Wiley

Commissioner Gerry Preuss

Commissioner Miche Eslava

Commissioner Dave Gelsleichter

Commissioner Paul Golnik


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Standards of Cover The Standards of Cover plan for SKFR is a document that assists the administration in defining the types of resources that will be needed in the future and how those resources will be deployed at the current time. Defining the level of service provided to the community and the utilization of a structured process in determining the most effective methods for this delivery is what the Standards of Cover document provides. The major challenge for this and all Washington State fire agencies is finding a balance between the demand for service, expectations of the citizens, and level of funding provided through the established taxation funding mechanism. The Standards of Cover document outlines for the citizens what they can reasonably expect from their fire and EMS provider. The response coverage plan provides service level objectives that assist in evaluating the fire district's efficiency and effectiveness and in guiding the district's yearly budget process and long-range planning. The district's service level objectives are as follows:

SKFR Time Standards Turnout Time

Response (Travel)

Time

Total Response

Time

First Arriving unit at a Medical Incident Suburban 1:30 8:00 9:30 Rural 1:30 12:30 14:00 Arrival of ALS unit at an ALS Medical Incident Suburban 1:30 8:30 10:00 Rural 1:30 14:15 15:45 First Arriving Engine at a Structure Fire Incident Suburban 1:30 8:00 9:30 Rural 1:30 12:30 14:00 Effective Response Force at a Structure Fire Incident Suburban 1:30 16:00 17:30 Rural 1:30 18:15 19:45

• Emergency Response Travel Times to Structure Fire and EMS Incidents: The most common types of

risk, death due to lack of oxygen in a pulseless, non-breathing person, and structure fires in single and multi-family housing units.

• Staffing: Providing the personnel and appropriate equipment needed in the prescribed time frame (per above table) to adequately and safely perform the tasks necessary in a resuscitation effort of a pulseless, non-breathing patient or to extinguish a structure fire in a single or multi-family housing unit.

• Dispatch Times: Provide for a dispatch processing time (the period of time for the communication center to process a 9-1-1 call and alert units to respond) of 60 seconds or less with 90% reliability.

• Turnout Times: Provide for the turnout time (the period of time from notification of emergency personnel to the time the emergency vehicle responds) for staffed fire stations of 90 seconds with 90% reliability.


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Financial CURRENT STATUS: SKFR is primarily funded through the collection of property taxes. The district operates on two separate levies, one fire and one EMS that require regular renewals on six-year intervals. Each of these levy’s contribute to the district’s overall budget and fund operations that provide joint services in both of these areas. The only other significant area of revenue for the district is through a user service fee billed for ambulance transports that is forecasted to generate about $1,750,000 annually. The majority of the annual district operating budget (82%) is directed into personnel cost to support delivery of services to the community. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Strive for long-term stabilized funding

mechanisms that are supported by the community.

2. Continue to seek opportunities for non-property taxed based funding sources.

3. Maintain and further develop the community’s awareness of the district’s financial situation, fiscal management, and responsibilities.

4. Maintain awareness of the threats presented by the state growth management act and annexations of district service areas. As annexations move forward towards becoming reality, forecast and plan for the impacts on the district and work with the annexing agency to meet the district’s best interests.

MAJOR INITIATIVES: • Continuously seek to identify and eliminate

inefficiencies throughout the agency. • Explore creative ways to supplement

property tax revenues, such as grant funding, fee for service programs, and public/private partnerships.

• Actively encourage and engage citizens for input on budgetary and planning processes.

• Develop and maintain long-term cost and revenue projections, forecasting agency income to expense ratios over time.

• Continue efforts to update district office and financial software to industry standard and provide cross-training of personnel to assure continuity of operations.

• Maintain and fund a current five-year Capital Improvement Plan that includes apparatus, facilities, equipment, and technology.

Property Tax (Regular Fire & EMS Levy, plus

Misc. Other Taxes) 83%

Ambulance / Emergency

Aid Fees 12%

Misc. (i.e., investment

interest, grants, etc.)

5%

2015 Revenues


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Human Resources

CURRENT STATUS: SKFR employs 90 personnel and has about 55 volunteer positions. These positions are assigned throughout the organization either in operations or support service functions. The organization strives to provide a safe and progressive workforce that is diverse and well educated. SKFR recognizes that people are its single greatest resource. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Recruit and retain a competent and

educated workforce, well suited for the nature of the work provided by SKFR to the community.

2. Promote active and open communication and relationships between all employee groups throughout the organization.

3. Provide competitive employee wage and benefit packages.

4. Provide a safe and healthy work environment for all employees.

5. Develop organizational succession planning and promotional opportunities for all employee groups to assure availability of future agency leaders.

6. Conduct a staff and office efficiency study to determine agency and staffing needed to administer the agency in a safe, compliant, and efficient manner.

MAJOR INITIATIVES: • Establish and maintain employee eligibility

and promotional lists per established collective bargaining agreements.

• Maintain a health and safety program with a wellness and annual physical component.

• Continue with regularly scheduled labor management committee meetings.

• Update, standardize, and streamline workplace policies, procedures, and directives.

• Maintain and support the safety committee to ensure safe and ergonomically appropriate work areas for employees.

• Provide leadership and training for all employees to increase their ability to perform in their current and future roles within the organization.

• Work cooperatively with both labor groups and our service provider to reduce costs and maintain benefits associated with health and dental insurance.

Career Employees Fire Chief …………………………..…………..…… 1 Deputy Chief …………………………..………….. 1 Division Chiefs ……………………….…………… 2 Battalion Chiefs ………………………..………… 3 Firefighter/EMTs ………………….……….……. 33 Firefighter/Paramedic ……………….....…… 16 Lieutenants …………………….……..…………… 15 Captains ………………….…………..……………… 6 Deputy Fire Marshal …………………………… 1 Administrative Personnel ……………….….. 12

Total Career Employees …………………..….. 90

Volunteer Employees Battalion Chiefs ………………………..………… 2 Lieutenants …………………….……..…………… 3 Captains ………………….…………..……………… 3 Firefighters ………………………….……….……. 21 Non-Suppression / Support ………………… 20 Chaplains ……………………………………………. 6 Total Volunteers …………………….………..….. 55


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Fire Suppression CURRENT STATUS: SKFR provides all hazard response to a geographical area consisting of approximately 117 square miles of moderate to low risk residential communities. A combination fire district operating from 12 fire stations, SKFR provides service in accordance with a Standards of Cover (SOC) document that recognizes service limitations due to area classification and population location. The 72 career line personnel are distributed throughout the jurisdiction on three shifts providing 24-hour coverage with a minimum daily staffing of 17. The career staff is supplemented with an active contingent of suppression and support volunteer members from the community. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Maintain service level objectives as defined

by the Standards of Cover. 2. Maintain a Class 4 (suburban) rating by the

Washington Survey and Rating Bureau (WSRB) within the hydrant supplied areas of SKFR.

3. Provide quality apparatus and equipment for suppression personnel.

4. Continue to evaluate performance data to determine maximum efficiencies for distribution and concentration of resources.

5. Continue to evaluate our involvement in, and seek improvement with, firefighter wellness and safety activities.

MAJOR INITIATIVES: • Provide support and data reporting for the

SOC relating to fire suppression delivery and effectiveness.

• Based on SOC data, provide a roadmap for future personnel distribution and concentration needs within the community.

• Provide research and technical advisory group recommendations to support budget expenditures and system changes or upgrades.

• Actively pursue program changes and upgrades to augment volunteer opportunity and participation.

• Support and expand the membership’s involvement with the IAFC / IAFF wellness initiative and safety/survival programs.

• Provide an environment and training for the development of current and future leaders within the organization.

• Continue to explore regional partnerships as a means to improve service delivery options in a cost effective manner.

0

1,500

3,000

4,500

6,000

7,500

9,000

10,500

2011 2012 2013 2014 2015

7,795 8,139 8,222

9,068 9,490

5-Year Call Volume


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Community Risk Reduction CURRENT STATUS: Community Risk Reduction is the identification and prioritization of risks followed by the coordinated application of resources to minimize the probability or occurrence and/or the impact of unfortunate events (Vision 20/20). SKFR will use the Community Risk Reduction model as the framework for fire prevention activities. These activities will be supported by the following five strategies (also known as the five E’s): Emergency Response, Engineering, Enforcement, Education, and Economic Incentive. Through proper planning and development, SKFR Prevention Staff will work to implement programs based upon this model. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Emergency Response (ER): Consider specific

risks, based upon incident data, and recommend proper deployment and protocols to mitigate the risks.

2. Engineering (EG): Review incident data and consider engineered solutions that can prevent incidents from occurring or mitigating the damage once they do occur.

3. Enforcement (EF): Using the current legislative process at a local and state level, the fire district shall enact enforcement to reduce identified risks.

4. Education (ED): The Prevention staff will consider new measurable education strategies that educate the public to prevent emergency incidents, mitigating their damage if they do occur, and complying (voluntarily) with code requirement.

5. Economic Incentive (EI): The Prevention staff should consider economic incentives to the citizens of this jurisdiction for compliance with safety objectives.

MAJOR INITIATIVES: • Annually review incident data and

determine the top three causes of fire and top three medical incidents (ER).

• Conduct annual fire inspections, bi-annual hood inspections, quarterly hazard inspections (EF).

• Develop a measurable fire education plan for all ages that can be taught in stations, classrooms, business, and the citizens home (ED).

• Develop a measurable home life safety inspection program (ED).

• Work with city and county development to review, design, and enforce building fire codes within the construction application process (EG).

• Develop partnerships for the national Fire Prevention Week (ED).

• Support the statewide initiative for residential sprinklers and local support (EG).

• Explore the use of a volunteer public coordinator.


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Training – Safety CURRENT STATUS: The current Training/Safety Division is staffed by a Division Chief who provides overall division leadership and oversight. Membership education and training at SKFR is accomplished through a number of means including: internal classes, competency based training program, county and regional drills, and classes at our local Readiness Center as well as state and national level classes for appropriate members. Firefighter wellness and safety receives an active involvement at all levels within the organization. A membership supported agency safety committee participates with nationally recognized wellness and safety programs and conducts ongoing meetings and training to deliver information and increase awareness on safety/wellness related issues. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Reduce the numbers of firefighter injuries

by continually enhancing the district’s training, wellness / fitness and safety programs.

2. Provide challenging, relevant, and realistic operational training to our career and volunteer membership with a focus on manipulative skills.

3. Maintain compliance with mandated safety and training requirements.

4. Assist employees with career development and advancement.

MAJOR INITIATIVES: • Maintain active safety committee

involvement with fire service activities and industry changes.

• Add additional human resources to the Training Division to provide more consistent and standardized training with an emphasis on proficiency and skill verification.

• Develop a complete compliance schedule for mandated training requirements.

• Update and maintain at a functional level the competency based training program as a training baseline.

• Develop an update to our current agency training manual.

• Implement a third party validation process for training competency.

• Perform a Labor and Industries audit to assure agency compliance.

• Implement career member development plan for all employees.


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Emergency Medical Services CURRENT STATUS: South Kitsap Fire and Rescue provides both Advanced Life Support (ALS) and Basic Life Support (BLS) emergency medical services to the citizens of the greater South Kitsap area. Operating as a duel role Fire and Emergency Medical Service (EMS) provider, a majority of our members serve as Firefighter/Emergency Medical Technicians (EMT) or Firefighters/ Paramedics (PM) distributed throughout the community. Units provide ambulance transports for patients who require care and transport to medical facilities, which accounts for approximately 72% of SKFR annual responses. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Maintain the current level of EMS delivered

to the community. 2. Identify a vision for the next decade which

recognizes the changing dynamics and realities in EMS.

3. Use records management and data to improve the performance of EMS delivered to the citizens.

4. Establish partnerships, public and private, that will assist citizens who call 9-1-1 frequently to reduce the impact on EMS.

5. Demonstrate commitment to and involvement in the Northwest Region, Kitsap County EMS council, Medical Program Director (MPD), and EMS office.

6. Maintain ambulance billing by district staff, keeping current with billing regulations and compliance.

7. Explore alternative areas of revenue to recover the true costs of ambulance transports.

MAJOR INITIATIVES: • Maintain and expand EMS competencies

through ongoing training and evaluation. • Participate in research programs designed

to develop techniques, competencies and protocols to improve patient outcomes and service delivery.

• Improve methods of gathering data by emergency responders by purchasing an Electronic Patient Reporting (ePCR) system. The new ePCR system should link with local hospitals to receive patient outcome and billing information electronically for statistical and billing purposes.

• Develop targeted EMS training that focuses on improvements identified from quality assurance programs.

• Maintain compliance with Health Insurance Portability and Accountability Act (HIPAA).

• Evaluate the traditional relationships between the district and local private ambulance providers in an attempt to provide better overall service.

• Educate EMS providers on resources available for social services incidents.

• Develop a liaison for each shift to the Division Chief of EMS to aid in commu-nications, training, accountability, and overall EMS operations.


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Facilities - Supply CURRENT STATUS: SKFR currently operates and maintains six career stations, six volunteer stations, a fleet repair building, and five storage buildings throughout the South Kitsap community. Facilities and supply is staffed by a full-time Facilities Manager, a full-time supply technician, and part-time grounds maintenance person. Facilities and supply operates out of SKFR’s headquarters station in the Orchard Heights area. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Maintain and improve the current facilities

to ensure longevity and adequate organizational use.

2. Design and manage future plans for additional buildings and supplies to meet the changing demographics of the community as set forth in the Standards of Cover.

3. Continually research and purchase state of the art and innovative equipment and supplies for the organization at the lowest possible cost.

4. Identify and manage changes in workplace standards at the state and federal levels.

MAJOR INITIATIVES: • Design and build additional administrative

area at the Headquarters station to provide adequate working space for current staff and allow for future growth.

• Continue updates and improvement of existing volunteer and staffed stations.

• Acquire and install a fleet fueling pump station at Station 8 to provide for operational and emergency use.

• Plan and build an expansion of the central supply and maintenance facility.

• Update and modernize the asset control and inventory program.

• Create a working plan to improve and maintain the district’s grounds and landscaping.

• Project future station locations and acquire necessary land to accommodate new stations.

Station Address

6 6170 SW Rhododendron Dr

7 – Storage 7650 SW Sylvan St

8 1974 Fircrest Dr SE

Auto Maint 1974 Fircrest Dr SE

Training Tower 1974 Fircrest Dr SE

Annex 1974 Fircrest Dr SE

Prevention Bldg 1826 Fircrest Dr SE

9 7433 SE Mile Hill Dr

10 5629 Banner Rd SE

11 6249 Bethel Rd SE

12 8696 Olalla Valley Rd SE

13 5770 SE Nelson Rd

14 12685 Bethel Burley Rd SE

15 13591 Glenwood Rd SW

16 4058 W State Hwy 003

17 7990 McCormick Woods Dr

31 200 Tremont St

Denotes career stations


19

Fleet Services CURRENT STATUS: Fleet services at SKFR currently maintain and service vehicles and equipment in the organization. Staffed by a Fleet Manager and two automotive mechanics, the service facility is located at Station 8 in a 5,000 square foot shop capable of servicing multiple vehicles and equipment at any one time. 2016 – 2020 PERFORMANCE OBJECTIVES: 1. Maintain vehicles and equipment in an

operational status with emphasis on preventative maintenance to promote maximum operational life-span and ensure reliability.

2. Design and purchase vehicles that meet the organization’s mission, goals, and objectives.

3. Develop and train Fleet employees to all required levels of certification necessary to meet the objectives of the organization.

4. Maintain a state of the industry repair and maintenance facility for all vehicles, equipment, and documentation with minimal impact on the environment.

MAJOR INITIATIVES: • Develop and maintain a vehicle and

equipment maintenance and replacement schedule.

• Provide a research and technical advisory group to develop vehicle specification bids that meet organizational needs and all applicable state laws.

• Pursue outside contracts to repair and service vehicles that are a cost and time effective alternative.

• Maintain a training program and certification database on each employee to ensure that minimum qualifications are met.

• Create and maintain a budget for the service facility that includes updated tools and expansion for the organizations modern fleet.

• Develop and maintain environmentally friendly disposal and recycling practices.

Suppression Fleet

Station Apparatus

6 Engine, Rehab Unit

8 Engine, Medic, Aid, Command

Annex Aid, Aid, Tender, Air

9 Engine, Aid 10 Engine, Tender, MCI

11 Engine, Medic, Tender 12 Engine, Tender, Brush

13 Engine, Tender

14 Engine, Aid 15 Engine, Tender

16 Engine, Medic 17 Engine, Tender, Brush

31 Engine, Medic, Ladder

Denotes career stations

Denotes extrication equipment

i Adopted on July 14, 2016 by SKFR Board of Commissioners...

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