Strategic Plan 2013-2017 - Indiana

2013‐2017 CARMEL FIRE DEPARTMENT STRATEGIC PLAN

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Carmel Fire Department Strategic Plan Matthew F. Hoffman, Fire Chief

2013‐

2017

City of Carmel 2013‐2017


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Welcome Letter from Chief .......................................................................................................................... 2

Introduction .................................................................................................................................................. 3

Organizational Background ........................................................................................................................... 4

Vision Statement: .......................................................................................................................................... 4

Community‐Driven Strategic Plan ................................................................................................................. 5

External Stakeholders ................................................................................................................................... 7

Feedback Responses ................................................................................................................................. 7

Commercial/Institutional Group ............................................................................................................... 7

Overall Perception .................................................................................................................................. 10

Citizens of the Carmel Community ......................................................................................................... 11

Internal Stakeholders .................................................................................................................................. 13

The Mission ................................................................................................................................................. 14

Values .......................................................................................................................................................... 15

Programs and Services ................................................................................................................................ 15

S.W.O.T. Analysis ........................................................................................................................................ 16

Strengths ................................................................................................................................................. 16

Weaknesses ............................................................................................................................................ 17

Opportunities .......................................................................................................................................... 17

Threats .................................................................................................................................................... 18

Critical Issues and Service Gaps .............................................................................................................. 19

Goals and Objectives ................................................................................................................................... 20

Performance Measurement ........................................................................................................................ 28

The Success of the Strategic Plan ................................................................................................................ 30


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WelcomeLetterfromChief

It is my privilege to present the 2013‐2017 Strategic Plan for the

Carmel Fire Department. This document clearly articulates the

goals and objectives of the personnel that protect the City of

Carmel. As the world around us continues to change, we are

faced with demands for service that the traditional fire service

has never before seen. It is important for everyone to

understand that the fire service of today is not the fire service of

yesterday. The reality is that the fire service of tomorrow will

change as well. The men and women of the Carmel Fire

Department have risen to the occasion and continually deliver the highest quality of service. It

is through planning and implementation that the department improves and continues to deliver

the highest quality services to those we protect.

I am proud of our personnel and the service they deliver. Our agency recognizes the need to

build upon tradition, but not to become so entangled with tradition that it inhibits our growth.

We are not afraid to challenge industry norms, shift paradigms and look for better ways to

improve our service. It is an honor to lead this group of professionals.

Respectfully submitted,

Matthew F. Hoffman, Fire Chief Carmel Fire Department


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IntroductionThe Carmel Fire Department provides fire suppression, rescue, emergency medical services,

hazardous material response, fire inspection, code enforcement, fire investigation, and public

education to the City of Carmel, Indiana. The Carmel Fire Department provides these core

services with the highest professional standards and efficiency to the citizens it serves. The

Carmel Fire Department is currently seeking accreditation through the Center for Public Safety

Excellence (CPSE). This plan is written in accordance with the guidelines set forth in the CFAI

Fire and Emergency Service Self‐Assessment Manual, 8th edition.

The process of developing the Carmel Fire Department Strategic Plan went beyond merely

developing a document. Input from Internal Stakeholders was sought so that members could

look at how the Carmel Fire Department conducts its business by critically assessing and

challenging the Carmel Fire Department’s processes, paradigms, values, and belief systems.

And they were given the opportunity to provide input on the department’s long‐term direction.

Furthermore, External Stakeholders were given the opportunity to provide feedback on their

fire department and to provide insight from the “customer’s” perspective. Both groups’

involvement was invaluable to the process of building this plan.

This plan is the embodiment of the Carmel Fire Department’s future. It contains the

department’s mission statement and its vision statement that provides for a clear path to the

future. This strategic plan also contains the department’s core values, which will act as a guide

toward the fulfillment of the mission. Lastly, contained in this document are the goals and

objectives, which will facilitate the realization of the vision.


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OrganizationalBackground

The Carmel Fire Department serves the City of Carmel, Indiana and covers approximately 51

square miles of territory. With a population of approximately 80,000 people, Carmel is a

suburban community on the northern edge of the City of Indianapolis and has a mix of

residential, commercial, and light industrial occupancies. Carmel was founded as an

unincorporated town in 1837 and was originally named Bethlehem. In 1846, the residents of

Bethlehem wanted a post office, but the name Bethlehem was already in use by another

community in the Southern part of the state, therefore the name “Carmel” was adopted. The

city is currently a third class city and has been incorporated as such since 1976. Carmel

operates on a Council‐Mayor form of local government.

The first fire department was

organized in 1900 and was an all‐

volunteer fire company. In 1958, the

first paid fire chief thus, the first paid

firefighter was hired. By the 1990’s,

the number of paid professional

firefighters had grown to more than 60

members. Today, there are over 160

professional firefighters that staff 6

stations throughout the city; with 6 engines, a ladder company, 4 paramedic ambulances, and a

hazardous materials vehicle. The firefighting force is divided into 3 crews that work 24‐hour

shifts and respond to more than 5,500 incidents annually. A ten person administrative staff

that forms the command structure for any large‐scale event supports these firefighters.

VisionStatement:

It is the vision of the Carmel Fire Department that within the next five years, the Department

will provide the highest quality customer service of any Fire Department in the State of Indiana.


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Community‐DrivenStrategicPlan

The Carmel Fire Department must ensure that its core services are in line with the demands and

expectations of the community. Private citizens and businesses alike must have a chance to

make their voices heard. Therefore, the Carmel Fire Department has used an approach that

involves the community in its planning process. This allows the planning process to be

specifically targeted to the wants and needs of the customer by focusing precious resources

while reducing risk and wasted effort.

In 2011, the Carmel Fire Department in conjunction with Roth Consulting hosted Focus Group

Meetings with members of the residential community. There were also meetings held with

members from the business and institutional community. Each group received a questionnaire

Fire Chief

Assistant Chief of

Operations

BattalionChiefs

A‐Shift

B‐Shift

C‐Shift

EMSDivision Fire Training

Haz‐Mat/WaterRescue

Safety

Quartermaster

Assistant Chief of

Administration

Fire Inspection

Investigation

Public Education

Maintenance

Executive Divison Mgr. of Civilian Staff

AccreditationManager

BillingManager


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from which we would obtain the information needed to assist in our Strategic Plan. The

questionnaire was mailed to external stakeholders for their review prior to the meetings.

Below are the questions asked of the stakeholders.

1. As a taxpayer in the City of

Carmel, what services are you

aware of that the Carmel Fire

Department provides?

2. What services do you expect from

the Carmel Fire Department?

3. What concerns might you have as

a business located in the City of

Carmel about the Carmel Fire Department?

4. As a member of the community, please identify any positive aspects of the Carmel Fire

Department that you might see.

5. What might some general expectations be that you might have of the Carmel Fire

Department, (education level of the members, work conditions, customer service,

etc.)?

6. Right now, our goal is to arrive at the address of the call within 9 minutes 30 seconds

starting when the dispatch center answers the phone and ending upon our arrival at

the address of the incident. Is this an acceptable time frame for emergency services?

7. Please provide any extra feedback that you might like to include in the process. All

answers are anonymous unless you choose to make your name known to us.

8. Have you ever experienced an emergency that required the response of the Carmel

Fire Department? If so, what was your experience in dealing with the department?


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ExternalStakeholders

The Carmel Fire Department formed three focus groups for feedback: one resident group from

the west side subdivisions and one from the eastside of Carmel. The last group was comprised

of representatives from commercial and institutional organizations. Approximately six people

were present at each residence group and eight people from the commercial/institutional

group. Three organizations responded by completing the questionnaire that was sent to them

before the meeting. The focus groups were prepared and facilitated by Bud Roth, President of

Roth Consulting Group, LLC.

FeedbackResponsesOverall Perception, Continue, Suggested Changes, Start or Initiate and Questions categorize the

responses from the resident stakeholders only.

The overwhelming responses and comments were very positive as to the performance and

professionalism of the Carmel Fire Department.

Commercial/InstitutionalGroupThe following businesses contributed information to this plan.

The Monon Center, Jeff Kramer

Resort Condominium Incorporated (RCI)

Carrabbas Italian Grill

Meijer, Inc., Brian Kramer

Marathon Gas Station

Cherry Tree Elementary School, Steve Dillon

Kroger, John Elliott

St. Vincent Hospital

The Renaissance Hotel, Bryan Miller

Old National Bank

Michigan Road Self Storage

Northview Christian Church, Doug Kizer

Midwest ISO

Mitchell’s Fish Market, Dave


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Commercial and Institutional Organizations

Below is verbatim what the external stakeholders within the business/institutional community

stated regarding the Carmel Fire Department.

EXISTING PERCEPTION Fast Response Times.

Helping to evaluate and improve our safety programs. Good planning with the Carmel

Marathon running event.

Help with combative patients at the hospital emergency room.

Ensure that firefighters are well trained and competent.

Continue education opportunities for facility staff, hazmat responses, evacuation

designs/procedures, fire system maintenance, fire extinguisher training, etc. Safety of

customers and employees is the priority and then the assets. Let us know how prepared we

are.

The accreditation process should reveal items that are needed, but not funded. We will find

funding for you if we can. Jim Brainard should promote the CFD throughout the state when

accreditation is completed.

Provide support assistance with code interpretations, design, and building emergency

procedures. Keep us up to date on fire prevention measures. At times, we want to request

voluntary inspections to help identify areas for improvement or clarification.

Continue to hire and train great people as firefighters.

CHANGE Have more involvement on how to build better and safer buildings/schools while we are in the

design stage. This will save time, money and maybe lives.

We’d like to see more help and involvement with local and national disaster planning to include

better coordination with other state agencies, Indiana Association of Cities and Towns, Red

Cross, etc.

Improve the coordination of public statements given, i.e., fire, police, county, mayor, etc.

during emergency situations.

As many firefighters retire, bring the newer firefighters into our large buildings to acquaint

them with our facilities.

During a fire alarm at the hospital, place a fire truck/crew to the main entrance and another at

the Emergency Room entrance. Check out the Simplex panel and the floor plan of the hospital

located next to the fire alarm panel.

As a business or institution, we would like to know if we have fulfilled all of the CFD safety


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requirements.

Join the District 5 efforts that hold tabletop drills for pandemics, bomb threats, terrorist

threats, etc. This effort is huge and CFD can be very helpful.

Use other media channels to communicate and educate the public. Try using YouTube.

START OR INITIATE Organize more effective local area disaster coordination with commercial entities, county and

state agencies. We only get corporate guidelines to deal with disasters. We can use more pre‐

planning and education by CFD. We all need to be quickly informed about the location of

emergency shelters to bring other resources to the shelters. If “super centers” may be asked to

help out in a disaster, we need to know the priorities for providing food, water and other needs

for basic survival.

Find other venues to educate businesses and citizens in fire and safety. Hold a community day

with a CPR Day, etc.

Familiarize all firefighters with our large facilities by having a building walk through.

Training works better for employees and us managers if we can see it rather than hear or read

about it. Simulations make it very clear. Videos also work well.

Many of the participants thought that a “catalogue” educating us about the CFD Services,

communication channels, available training, disaster procedures, education venues,

relationships with other agencies/departments where questions are answered, the big picture,

the small picture, and other proactive orientations would be very helpful. Proactive training

and a catalogue would give us information and fill us in on what we need to know and what is

available. A participant cited that the proactive training in Joplin, MO saved lives when the fire

department inspector said the freezer in our store was your safest place during a tornado.

Nothing was standing around the freezer after the tornado moved on.

Document the quarterly fire drills and interactions with the hospital/businesses/institutions.

Attend tabletop fire drills at the hospital. This will help educate our staff.

Use radios rather than phones to communicate with a battalion chief during a drill or

emergency.

Assign a specific CFD contact person for my facility that I can call with questions, i.e. codes,

preparedness etc.

Maybe start a classification/recognition level for businesses to identify and promote businesses

to take the initiative to implement and maintain fire prevention measures.

Periodically hold an open house for facilities managers to visit, learn, and ask questions.

After inspecting a facility, leave a list of what to watch out for in the future within the facility.

We may find that we are vulnerable and exposed to dangerous conditions.

Consider charging for services to commercial organizations that are now paid for by taxpayers.

Have businesses contact you when contemplating a move or physical change to their


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businesses.

Organize businesses to share their best safety practices with other businesses.

OverallPerceptionThe Carmel Fire Department and personnel are very professional and knowledgeable; they

know their individual jobs; they are compassionate; they appear to have state of the art

equipment; they are well trained. Within the last two years, they have been proactive in

inspections, school education, presence throughout the community and overall improvements.

Many are encouraged by being included in their long‐term planning process.

The Carmel Fire Department has very good response time to fire and medical emergencies for

employees and customers. Response times continue to be a priority, however, the feedback

shows that current response targets are appropriate. Their biggest concerns are life and safety

in the entire community.

Two years ago, the schools had a great relationship with the police department. Now we have

a great relationship with the Carmel Fire Department. They call us to talk and make suggestions

along with the police department. There is more “hands on” involvement with business

facilities, more partnering. They are great compared to other communities in the area.

The last two years has seen a marked improvement and engagement of the Carmel Fire

Department as expressed by the commercial stakeholders. There are many examples of

proactive activities between the Carmel Fire Department and commercial/institutional

organization. They are also encouraged by the accreditation effort and long‐term strategic

planning.


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CitizensoftheCarmelCommunityThe following members of the Carmel Clay community contributed information to this plan.

East Sub‐Divisions West Subdivisions

Chuck Shaffer, Avian Glen Marilyn Anderson, Brandywine

Sue Wolf, Cherry Creek Bentley Oaks

Grandin Hall Cheryl Gettelfinger, Concord Village

Cheryl Wessel, Kingswood Fredrick Melenchuk, Longbranch Estates

Roger Kellams, Eden Village Tanya Larson, Saddle Creek

Foster Estates Roxanne Strobel, Springmill Crossing

Pat Robinson, Smokey Ridge Village of West Clay

Woodgate Ed Wiseman, Woodacre West

Bayhill Carter Jerman, Williams Run

Below is verbatim what the external stakeholders within the residential community stated

regarding the Carmel Fire Department.

SUGGESTIONS Hold courses to highlight things happening within the community, e.g. firefighter’s academy,

similar to the police academy.

Use the television station to hold fire prevention education.

Inform the public about new additions to the fire prevention programs.

Distribute a brochure that explains “How to make your home safe from fire hazards.”

It is important for the CFD to educate the community about hazardous materials traveling

through the city or public projects using hazmat.

Fire Department Representative could join the “National Night Out” to help educate the

community about what they do.

There are emergency communications dead areas in the city. This needs to be corrected.

Keep us better informed about training for disaster recovery for terrorist attacks and tornados.

Prompt responses are important for pond emergencies in subdivisions.


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START OR INITIATE Distribute stickers/posters to be displayed in windows that indicate wheelchairs, oxygen in use,

and others besides children and pets inside.

Place the results of the Strategic Planning summarized in the “Current”.

Become a member of the Carmel Neighborhood Association Network (CNAN). Police

representatives are already members.

Place a “Safe Place” sign by each fire station.

Have a fire crew linger for a while after a call to ensure that the fire is out or the facility is safe,

re: the donut shop fire.

QUESTIONS When there are a lot of lightning strikes, can the CFD respond to other more minor medical

emergencies and communicate with other CFD members?

Is there a major disaster plan?

Can the CFD test for carbon dioxide?

Can you choose the hospital for the EMS to take you?

Are there extra charges when helping out with community activities such as the Marathon Run

Stations?

Riverview EMS Personnel are very qualified to handle many medical issues on site, are the CFD

qualified as well?

Are the firefighters qualified to handle medical emergencies besides CPR?

Why does the fire truck follow the EMS to an emergency call?

What is the budget for the CFD?

How do we compare to other surrounding communities for fire department standards and

performance?

Overall Perception

The EMS Services and personnel are excellent. All the services are premier.

The positive services that were mentioned include the current image of Carmel Fire

Department, good neighbor policy, timely response times, well‐equipped fire stations and they

are caring, orderly, and well prepared for putting out fires.

The Carmel Fire Department is taken for granted and the community does not know how good

they are.


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We are very impressed with the Carmel Fire Department personnel. The fire stations are well

organized and always ready to execute.

They use good judgment when using sirens.

Keep up the good work, especially with most of the growth in the western part of Carmel.

It continues to be important to be timely with fire and medical services.

Summary of Stakeholder Focus Groups

Residential stakeholders focused more of their comments on personal, educational and

community needs. They all are impressed with the compassion, care, knowledge, and

professionalism of Carmel Fire Department members. The EMS Services we viewed as

responsive and well trained as well as the firefighters. The Carmel Fire Department is viewed as

a fast responding organization to any emergency.

The resident stakeholders had more questions than suggested changes. The number of

questions indicates a need for additional education to residents. The commercial and

institution focus group provided many positive suggestions for helping the community in the

future as well as the safety for customers, employees, and assets of their organizations.

InternalStakeholdersThe Carmel Fire Department held a

Strategic Planning Retreat over a two‐

day period in 2012 to discuss the

approach to a community driven

strategic plan. During this retreat, the

members focused on the mission, values,

core programs and supporting services

as well as the departments’ strengths,


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weaknesses, opportunities and threats.

The members listed below and participation and insight were essential in developing this Strategic Plan.

INTERNAL STAKEHOLDERS

Assistant Chief Matthew Hoffman Assistant Chief David Haboush

Budget and Accreditation Manager Denise Snyder Captain Adam Harrington

Captain Orbie Bowles EMS Director Mark Hulett

EMS Lieutenant Tom Small Executive Division Manager Jean Junker

Fire Chief Keith Smith Fire Marshal Bruce Knott

Fire Marshal Chris Ellison Maintenance Chief Bob VanVoorst

Maintenance Technician Jason Force Payroll Administrator Dawn Pattyn

Public Education Officer Keith Freer Retired Battalion Chief Gary Dufek

Quartermaster Gary Carter Support Staff Doug Dolen

Firefighter Kevin Stindle Captain James Buttler

Firefighter Trent Watts Firefighter Scott Woodburn

Firefighter Dean Paddock Firefighter Jeremy Maners

Firefighter Chris Ryan Firefighter Joshua Haus

Firefighter Erik Thordarson Firefighter Tony Mowery

Firefighter Greg Giles Firefighter Cory Anderson

Administrative Assistant Sally LaFollette Administrative Assistant Becky Pace

Billing Administrator Michelle Harrington Battalion Chief Frank Vallone

Battalion Chief Bob Hensley Battalion Chief Jeff Steele

TheMission

Be Courteous, Be Courageous, Be Safe.


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Values

The following words describe the values that guide the members of the Carmel Fire

Department as they complete the departments’ mission.

Honor

Integrity

Service

Excellence

Tradition

ProgramsandServices

CORE PROGRAMS Fire Suppression Emergency Medical Services

Fire Prevention Rescue

Fire Investigations Hazardous Materials Mitigation

Public Fire/EMS Safety Education Building Code Enforcement

Ambulance Billing Administrative Support

SUPPORTING AGENCIES

Dispatch Public Works

Human Resources Police Department

Street Department City Legal

City Mayor’s Office Clerk/Treasurer Office

Community Relations (City PIO) Board of Public Works

Carmel City Council Information Technology (GIS)

Department of Community Services Hamilton County Emergency Management

City Engineering Community Service Organizations

Indiana State Fire Marshal’s Office Mutual Aid Organizations

Indiana Department of Homeland Security


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S.W.O.T.Analysis

The Strengths, Weaknesses, Opportunities and Threats (S.W.O.T.) analysis is designed to have

an agency candidly identify its positive and less than desirable attributes. The agency

participated in this analysis and recognized its strengths and weaknesses as well as the possible

opportunities and potential threats.

Strengths

It is important for any organization to identify its strengths in order to assure that it is capable

of providing the services requested by the community and to ensure that those strengths are

consistent with the issues facing the organization. Often identifying organizational strengths

lead to channeling efforts toward primary community needs to match those strengths. The

internal stakeholders identified the following strengths for the Carmel Fire Department:

STRENGTHS Large budget.

Public support.

Solid training program.

Good human resources.

Good capital resources.

Strong administration.

Strong labor organization.


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Strong drive among membership.

Affluent community.

Good inter‐departmental relationships.

Strong reputation at local, state, and national level.

High quality of service.

Strong support from the mayor.

Strong city infrastructure.

High Security in pay and benefits.

Not micromanaged by city leaders.

Weaknesses

Performance or lack of performance within an organization depends greatly on the

identification of weakness and how they are confronted. For any organization either to begin

or to continue to move progressively forward, it must not only be able to identify its strengths,

but also those areas where it functions poorly or not at all. These areas of needed

enhancements are not the same as threats, but rather those day‐to‐day issues and concerns

that may slow or inhibit progress.

WEAKNESSES Young department.

Some negative media coverage in the past.

Minimal control over messaging to the media.

General stereotypical perception of Carmel by others.

Respect for one another as coworkers.

Communication of rationale behind decisions.

Continuity of chain of command.

Strength of leadership.

Professional jealousy.

Succession planning.

Shrinking budgetary resources.

Lack of clear role for HR in the chain of command.

Opportunities

The opportunities for an organization depend upon the identification of strengths and

weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing


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service, but on expanding and developing new possibilities both inside and beyond the

traditional service area. The internal stakeholders identified the following potential

opportunities:

OPPORTUNITIES Make a good and secure living.

Good career advancement.

Procurement of modernized equipment.

Improvement of education (intra/extra‐departmental).

Improvement for input by membership.

Camaraderie.

Fostering of citizen respect.

Historical longevity of department.

Increased community partnerships.

Advancement into improved technology.

Improved networking among other fire departments.

Leadership development.

Marketing of the department to media, public leadership, citizens.

Building of a values driven organization.

Improvements through accreditation.

Threats

To draw strength and gain full benefit of any opportunity, the threats to the organization, with

the risks and challenges must also be identified in the strategic planning process. By

recognizing possible threats, an organization can greatly reduce the potential for loss. The

success of any strategic plan is the understanding that threats are not completely or directly

controlled by the organization. The internal stakeholders identified the items below as threats:

THREATS Overtime use/funding.

Reduced staffing.

Regressive budget.

Uncertain economy.

Changes in State/Federal laws.


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Ever‐changing Federal/National standards.

Attack on pension plans from private industry.

Waning support thanks to historical events.

Negative media bias.

Failure to enforce/follow policies.

Privatization of services.

Effects of current economy.

Ever‐changing political climate.

CriticalIssuesandServiceGapsAfter review of the department’s core services, organizational strengths and weaknesses,

opportunities and threats, the internal stakeholders identified the critical issues and service

gaps that face the Carmel Fire Department. By identifying these issues and gaps, they define

the basis for the goals and objectives.

EMPLOYEE DEVELOPMENT

Officer Development Mentoring

Updating GOG’s Permanent training facility

Succession planning Employee development

COMMUNICATIONS

P25 Compliance Multi‐agency dispatch center

Pre‐fire planning Intra‐department communication

WORKFORCE PLAN

Division of Labor Public Information Officer (PIO)

FINANCE

Overtime use/funding Tightening budget

Changing taxation formulas

SERVICE GAPS

Facilities and equipment Dispatch

Mentoring Employee/officer development


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GoalsandObjectives

In order to achieve the mission of the Carmel Fire Department, realistic goals and objectives

must be established. Goals and objectives are imperative to enhance strengths, address

identified weaknesses, and provide individual members with clear direction and to address the

concerns of the public. The Carmel Fire Department held a “Retreat” with its internal

stakeholders to complete this critical phase of the planning process. The internal stakeholders

set timelines for completion of the objectives supporting the goals. Leadership of the

department has established work groups to meet periodically to review the progress towards

these goals and objectives and adjust timelines as needed.

Goal 1

Promote competence and excellence within the department by building a quality training

program within the Carmel Fire Department

Objective 1.1 The Carmel Fire Department Training Division shall create a Fire Officer

Certification Program to better ensure job specific qualification at all levels of the command

structure by 2017 (Fire) – Total Projected Costs: $116,200.00

Task 1.1.1 Conduct Apparatus Driver/Operator Pumper and Apparatus Driver/Operator Aerial

certification for all engineers not already certified. (2013).

Task 1.1.2 Conduct Incident Command, strategy, and tactics, Instructor I, Fire Officer I, and

National Incident Management Systems (NIMS) 300 training for all merit officers not already

certified. (2013)

Task 1.1.3 Conduct Instructor II/III and Fire Officer II training for all merit captains not already

certified. (2014)

Task 1.1.4 Conduct Fire Officer III, NIMS 400 training for all battalion chiefs not already

certified. (2015)

Task 1.1.5 Conduct Fire Officer IV training for all staff chief officers not already certified.

(2016)

Task 1.1.6 Complete any follow‐up classes for the above listed positional requirements (2016‐

2017)


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Objective 1.2 The Carmel Fire Department Safety Division will facilitate the certification of

all fire officers through the Fire Department Safety Officers Association (FDSOA) and the

Indiana State Fire Safety Officer courses by 2014 (Safety). Projected costs: $500.00

Task 1.2.1 Contact the Fire Department Safety Officers Association office and the Carmel Fire

Department Training division about class syllabus by the end of the first quarter of 2013.

Task 1.2.2 Set up a schedule of dates and times for the classes to be completed by the

beginning of the second quarter of 2013.

Task 1.2.3 Contact FDSOA offices to obtain materials for the classes to be completed by the

end of the second quarter of 2013.

Task 1.2.4 Conduct the training during third and fourth quarter of 2013.

Objective 1.3 The Carmel Fire Department Safety Division will facilitate the completion of the

Everyone Goes Home Program by all firefighters and officers by the end of 2013 (Safety).

Projected costs: $1,000.00

Task 1.3.1 Build curriculum by end of the first quarter of 2013.

Task 1.3.2 Acquire materials and set the dates by end of the second quarter of 2013.

Task 1.3.3 Conduct the training during the third and fourth quarter of 2013.

Objective 1.4 The Carmel Fire Department Fire Prevention Division will promote prevention

education among the membership of the Carmel Fire Department by the end of 2014

(Prevention). Projected costs: $0.00

Task 1.4.1 Educate non‐prevention personnel on the common practices of the prevention

division in order to ensure uniform practices when department personnel educate, answer

questions, make decisions at incidents, and while dealing with the public by the end of the

second quarter of 2014.

Task 1.4.2 Produce a plan by which uniform training can be initially provided to department

members and then make it accessible for review easily by the end of 2014.


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Objective 1.5 The Carmel Fire Department Prevention Division will cross‐train the four

positions within the division for a more efficient use of human resources by 2016 (Prevention).

Projected costs: $5,000.00

Task 1.5.1 Define the attributes of the specific skill sets needed or currently in place for each

discipline in the prevention division by the end of the second quarter of 2013.

Task 1.5.2 Decide what level of training are realistic as a responsibility for the whole division by

end of third quarter of 2013.

Task 1.5.3 Incorporate 1.5.2 into a training module(s) and consider applying to job description

by end of fourth quarter of 2016.

Objective 1.6 The Carmel Fire Department Prevention Division will develop and train to a

Prevention Division succession model by 2015 (Prevention). Projected costs: $0.00

Task 1.6.1 Define the functions of the prevention division that should be promoted to non‐staff

sworn members in hopes of finding interests in the division by the end of the first quarter of

2014.

Task 1.6.2 Once interests are identified; incorporate those interests into future staff positions

by the end of the second quarter of 2014.

Task 1.6.3 Facilitate interest in prevention division by creating company‐level functions for

prevention oriented members to engage by the end of the fourth quarter 2014.

Goal 2

Build upon and improve the relationships between the Carmel Fire Department and the

citizens of Carmel by forming Community Outreach and Awareness programs

Objective 2.1 Community Outreach Program (EMS). Projected costs: $5,000.00

Task 2.1.1 – Develop a resource list of companies and organizations that can assist in an

outreach program by the end of the third quarter of 2013.


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Task 2.1.2 – Train the companies on how to utilize the list by the end of the fourth quarter of

2013.

Task 2.1.3 – Implement program by brochures, and special events by the fourth quarter of

2014.

Objective 2.2 Increased promotions to the public of the American Heart Association –

Community Training Center (EMS). Projected costs: $15,000.00

Task 2.2.1 – Promote the American Heart Association at all special events that the Carmel Fire

Department has a presence (Safety Day, Carmel Fest, Mayor’s State of the City Address, etc.) by

the end of the second quarter of 2013.

Task 2.2.2 – Integrate the “No Hands CPR” training into the high school curriculum by the end

of the second quarter of 2014.

Task 2.2.3 – Improve public awareness of available training with flyers, mailers, and public

service announcements on Carmel television channel 16 by the end of 2014.

Objective 2.3 Improve statistical data of Public Education (Prevention). Projected costs:

$0.00

Task 2.3.1 Develop a method to account for the number of people in attendance for target

groups, lectures, or presentations and for any quantifiable results for programs conducted by

the division by the end of the second quarter of 2013.

Task 2.3.2 Develop a database of attendance for easy access to information for reporting

purposes by 2014.

Task 2.3.3 Begin tracking results of the data to be used for evaluating programs by start of the

second quarter of 2014.


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Goal 3

Provide better customer service by expansion into new services and improvement of existing

services.

Objective 3.1 Addition of a fifth ambulance to the fleet (EMS). Projected costs: $380,000.00

Task 3.1.1 – Begin ongoing feasibility assessment by tracking and graphing response totals while

monitoring distribution of incident loads for existing four ambulances starting at the first

quarter of 2013 to the end of the fourth quarter of 2016.

Task 3.1.2 – Budget appropriate funding for a fifth ambulance and subsequent staffing as

needed by the end of the first quarter of 2017.

Objective 3.2 Improvements in National Fire Incident Reporting System (NFIRS) quality

assurance (QA) (Communications). Projected costs: $0.00

Task 3.2.1 Review current NFIRS QA process by the end of the first quarter of 2013.

Task 3.2.2 Institute any proposed changes and evaluate their effectiveness by the end of the

third quarter of 2013.

Objective 3.3 Minimum Company Standards Program (Training). Projected costs: $24,000.00

Task 3.3.1 Complete the Company Core Competency Task Selection by the third quarter of

2013.

Task 3.3.2 Beginning phase is Time‐On‐Task Data Collection and Analysis. This will be done

between the beginning of the first quarter of 2014 to the end of the fourth quarter of 2015.

Task 3.3.3 Complete all data validation by the end of the fourth quarter of 2016.

Task 3.3.4 Begin the Annual Company Level Performance Testing by the beginning of the first

quarter of 2017.


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Objective 3.4 Additional Maintenance Technician (Maintenance Division). Projected costs:

$90,000.00

Task 3.4.1 Hire an additional person for the maintenance division by the end of fourth quarter

of 2015. This person would also be responsible for the buildings and grounds of the

department.

Objective 3.5 Replacement ambulance to the fleet (EMS) and replacement of one fire engine.

(Maintenance). Projected costs: $650,000.00

Task 3.5.1 Budget appropriate funding for a replacement ambulance by the end of the first

quarter of 2014 and take delivery of new ambulance by the end of the fourth quarter of 2014.

Task 3.5.2 Budget appropriate funding and specifications completed for two replacement fire

engines by the end of the second quarter of 2013, enabling delivery of the new engines by the

end of the fourth quarter of 2014.

Objective 3.6 Maintenance personnel become certified Emergency Vehicle Technicians,

(EVT). (Maintenance). Projected costs: $1,600.00

Task 3.6.1 Research the Emergency Vehicle Technician classes that would better serve the

maintenance personnel of the department by the end of the second of quarter of 2013.

Task 3.6.2 Obtain Emergency Vehicle Technician Certifications by the end of the fourth quarter

of 2014.

Objective 3.7 24‐hour Investigators (Prevention). Projected costs: $308,650.00

Task 3.7.1 Create plan that uses 24‐hour shift personnel for fire investigations and include

them into the succession plan by the end of the fourth quarter of 2013.

Task 3.7.2 Decide on standardized training requirements for these members and continue

education requirements by the end of the first quarter of 2014.

Task 3.7.3 Train and educate shift investigators to become self‐sufficient by the end of the

fourth quarter of 2014.


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Objective 3.8 Detailed performance expectations for the prevention division (Prevention).

Projected costs: $0.00

Task 3.8.1 Identify all necessary knowledge, skills, and abilities for each of the job functions of

the prevention division by the end of the first quarter of 2014.

Task 3.8.2 Communicate the performance expectations and integrate into department training

by the end of the third quarter of 2014.

Objective 3.9 Develop an Occupational Health and Safety Assessment Program. (Safety).

Projected costs: $0.00

Task 3.9.1 Develop an in house risk assessment program for reporting, addressing and

communicating unhealthy/unsafe conditions and work practices to be completed by the end of

the second quarter of 2013.

Task 3.9.2 Train workforce personnel to the new program by the end of the third quarter 2013.

Goal 4

Create a modern 21st century fire department through advanced communications and

technology.

Objective 4.1 Build a permanent fire training location (replacement for Woods Wire site).

Projected costs: $4,540,200.00

Task 4.1.1 Begin a needs assessment for a fire department training site by the beginning of the

first quarter of 2013.

Task 4.1.2 Secure a method or source of funding by the end of the second quarter of 2013.

Task 4.1.3 Begin the construction phase of the project by the end of the second quarter of

2014.

Task 4.1.4 Establish long term funding for consumables, maintenance, and planned growth by

the end of the fourth quarter of 2014.


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Objective 4.2 Paperless Inspection/Preplan program (Prevention). Projected costs

$51,000.00

Task 4.2.1 Research inspection programs that interface with New World Computer Aided

Dispatching System by the end of the second quarter of 2013.

Task 4.2.2 Secure funding for paperless program by the end of the third quarter of 2013.

Task 4.2.3 Complete the training and integration of paperless program into daily operations by

the end of the second quarter of 2014.

Objective 4.3 Promote Carmel Fire Department via the internet increasing communications

with the community and membership (Communications). $2,500.00 per year

Task 4.3.1 Utilize a committee to research other city’s smart phone applications and website

features by the end of the second quarter of 2013.

Task 4.3.2 Obtain quotes and seek funding for the development of a Carmel Fire Department

smart phone application by the end of the third quarter of 2013.

Task 4.3.3 Redesign the fire department’s web page and its features by the end of the second

quarter of 2014.

Objective 4.4 Build a fleet maintenance facility for the repair of department apparatus,

vehicles and other equipment. Projected costs: $2,500.000.00

Task 4.4.1 Utilize a committee to research fire department maintenance facilities by the end of

the first quarter of 2014.

Task 4.4.2 Secure a method or source of funding by the end of second quarter of 2015.

Task 4.4.3 Begin the construction phase of the project by the end of third quarter of 2015.

Task 4.4.4 Establish long term funding for consumables, maintenance and planned growth by

the first quarter of 2016.


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Objective 4.5 Implement a new apparatus and vehicle maintenance software program.

(Maintenance). Projected costs: $5,000.00

Task 4.5.1 Research an apparatus and vehicle maintenance computer software that would

meet the needs of the maintenance division by the end of third quarter of 2013.

Task 4.5.2 Secure funding for program by the end of the first quarter of 2014.

Task 4.5.3 Complete the training and integration of the maintenance software program into

operation by the end of the fourth quarter of 2014.

Goal 5

Update the strategic plan and future goals and objectives of the department.

Objective 5.1 Update the strategic plan and goals and objectives.

Task 5.1.1 Organize a retreat to update the strategic plan, goals, and objectives to be

completed in the first quarter of 2017.

PerformanceMeasurement

“Managing for Results”

As output measurement can be challenging, the organization must focus on the assessment of progress

toward achieving improved output. Collins states, “What matters is not finding the perfect indicator,

but settling upon a consistent and intelligent method of assessing your output results, and then tracking

your trajectory with rigor.”1 They must further be prepared to revisit and revise their goals, objectives,

and performance measures to keep up with accomplishments and environmental changes. It has been

stated that:

…successful strategic planning requires continuing review of actual accomplishments in comparison

with the plan…periodic or continuous environmental scanning to assure that unforeseen developments

do not sabotage the adopted plan or that emerging opportunities are not overlooked.2

1 Collins Good to Great and the Social Sectors, Boulder, 2009 2 Sorkin, Ferris and Hudak, Strategies for Cities and Counties. Public Technology, 1984


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Why Measure Performance?

It has been said that:

• If you don’t measure the results of your plan, you can’t tell success from failure.

• If you can’t see success, you can’t reward it.

If you can’t reward success, you’re probably rewarding failure.

• If you can’t see success, you can’t learn from it.

• If you can’t recognize failure, you can’t correct it.

• If you can demonstrate results, you can win public support.

Reinventing Government

David Osborn and Ted Gaebler

In order to establish that the Carmel Fire Department’s Strategic Plan is achieving results,

performance measurement data will be implemented and integrated as part of the plan. An

integrated process, known as “Managing for Results,” will be utilized, which is based upon the

following:

The identification of strategic goals and objectives;

The determination of resources necessary to achieve them;

The analyzing and evaluation of performance data; and

The use of that data to drive continuous improvement in the organization.

A “family of measures” that is typically utilized to indicate and measure performance includes

the following:

• Inputs – Value of resource used to produce an outut.

• Outputs – Quantity or number of units produced which are activity oriented and

measurable.

• Efficiency – Inputs used per output (or outputs per input).

• Service Quality – The degree to which customers are satisfied with a program, or how

accurately or timely a service is provided.


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• Outcome – Qualitative consequences associated with a program/service; i.e., the

ultimate benefit to the customer. Outcome focuses on the ultimate “why” of providing

a service.

The Carmel Fire Department will measure performance and demonstrate continuous

improvement by implementing the following specific actions using the above‐mentioned

principles:

Specific goals and objectives that are the center of focus throughout the year will be formally

incorporated into the budgeting process.

Performance indicators will be created and tracked quarterly to ensure continual improvement.

An internal SWOT analysis will be conducted annually and the strategic plan will be periodically

updated to ensure that all goals, objectives, and critical tasks remain relevant to the

department’s current strengths, weaknesses, opportunities, and threats.

The Carmel Fire Department will be committed to communicating progress and improvements

to its internal and external stakeholders through a variety of processes including:

Community group meetings

Posting information on website

Public speaking engagements

Internal staff and work group meetings

TheSuccessoftheStrategicPlan

The Carmel Fire Department has approached its desire to develop and implement a strategic

plan by asking for and receiving input from the community and members of the agency during

the development stage of the planning process. The agency utilized professional guidance and

a community‐driven strategic planning process to compile this document. The success of The

Carmel Fire Departments Strategic Plan will not depend upon the implementation of the goals


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and their related objectives, but from the support received from the authority having

jurisdiction, the membership of the agency, and the community at‐large.

The Carmel Fire Departments Strategic Plan creates a platform for a wide range of beginnings.

This plan will come to life by being shared, debated, and implemented in the context of

organizational realities.

The final step in the community‐driven strategic planning process is to develop organizational

and community commitment to the plan. Everyone who has a stake in the present and the

future of the Carmel Fire Department also has a role and responsibility in this Strategic Plan.

“No matter how much you have achieved, you will always be merely good relative to what

you can become. Greatness is an inherently dynamic process, not an end point.”

Good to Great and the Social Sectors

Jim Collins

Provided the Carmel Fire Departments community‐driven strategic planning process is kept

dynamic and supported by effective leadership and active participation, it will be a considerable

opportunity to unify internal and external stakeholders, through a jointly developed

understanding of organizational direction; how all vested parties will work to achieve the

mission, goals, and vision; and how the organization will measure and be accountable for its

progress and successes.

Strategic Plan 2013-2017 - Indiana

Documents

Transcript of Strategic Plan 2013-2017 - Indiana