Denton Strategic Fire Plan 2021-2025

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DENTON

FIRE DEPARTMENT Strategic Plan

2020-2025


INTRODUCTION

City of Denton Fire Department The Denton Fire Department (DFD) provides fire suppression, emergency medical, airport rescue and firefighting, hazardous materials response, technical rescue, swift water rescue, bomb squad, community risk reduction and fire/arson investigation services to the City of Denton. The following strategic plan was initiated and completed during a very memorable worldwide pandemic, COVID-19. Every person has been impacted during the pandemic, but the most prominent impacts have been requirements to wear a face covering when in public and to maintain social distancing to reduce the spread of the virus. The goal for a community-driven strategic planning process was not feasible, as residents were quarantined at home and many businesses were closed during a large part of the year 2020. In lieu of bringing in residents of Denton under these pandemic circumstances, we decided to use a previous resident survey, along with stakeholder information developed from recent Standards of Cover report. Also, rather than assembling a small internal strategic planning team, we sought input from every DFD member. After conducting a series of meetings and surveys with all DFD members, we produced a SWOT analysis and a needs assessment. The most commonly repeated ideas from the assessment helped create the goals and objective list outlined in this strategic plan. During this process, the DFD also developed a new Mission, Vision, and Core Values, which was created using input from each member. Department members-maintained ownership through this process, and each employee can state he or she had a voice in determining the new direction of the Denton Fire Department.

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2020-2025 Strategic Plan | City of Denton Fire Department


2020-2025

Strategic Plan

Table of Contents 4-8 | The Organization 9-11 | The Planning Process 12-15 | Community Input 16 | Mission, Vision, Values 17-20 | S.W.O.T. Analysis 21-45 | Strategic Initiatives 46 | Performance Measurement

Our road map for continued improvement and the sustainable future for the community we serve.

City of Denton Fire Department | 2020-2025 Strategic Plan 3


Historical and Organizational BACKGROUND In 1874, the Denton Fire Department had

its faint beginnings in the back of the Minor’s Blacksmith Shop on North Locust Street, one block north of the Square. Armed with only a collection of three-gallon buckets, a handful of volunteers struggled to remain organized with little training, few drills, and scarce meetings.

In 1876, firefighter and local blacksmith W.J.

Lacy built a hand-drawn hook and ladder wagon to carry the firefighting equipment consisting of ladders, axes, lanterns, and other assorted tools. A hand pump was acquired in 1878 to increase firefighting capabilities.

In 1882, four water storage cisterns were dug, one behind each side of the Square, and were

filled with rainwater off adjacent rooftops to be used only for firefighting. The department also built its first fire station on the northwest corner of McKinney and N. Locust Streets. That same year, voters approved a tax levy to purchase a $6,500 La France Steam Fire Engine. This coalburning machine was drawn by two horses and could throw a stream of water about 150 feet high. The new steam engine became the town’s pride and was named the “W. J. Austin” to honor the Fire Department’s founder and Chief. The purchase of this equipment was likely influenced by two or more costly fires that occurred that same year, damaging the west end of the Square on the north side and the middle of the south side of the Square. Dozens of residences and private buildings also burned.

By 1896, the department had hired its first paid member, William “Billy” Woods. Billy was hired

to care for and harness the horses and drive the hose wagon. He was considered on duty at all times. By the early 1900s, the second paid member was hired to assist with the hook and ladder wagon. The two would remain the only paid members until the 1920s.

June 22, 1911, the City was struck by tragedy again with a fire in the Craddock Building. The fire started in the R.B. Rich Blacksmith Shop on Mulberry Street and spread to the Arkansas Mill on the corner of Mulberry and South Elm Streets. From there, the fire reached the Craddock Building and Wagon Yard on Elm and Walnut Streets. Denton firefighters struggled to keep the fire from spreading to the south side of the Square, which kept trying to ignite. Just when the fire was under control, a brick wall from the Craddock building collapsed and buried three firefighters killing Joseph J. Turpin (30 years old) and Ernest Bushey (16 years old). Silas Grant, of the Normal Hose Co. No. 1, was severely injured and hung between life and death for weeks. These three men, along with Stanley White, who was just far enough away to miss the falling debris, had advanced around to the rear of the building to the fiercest part of the fire to put out the blaze when the wall fell without warning. Firefighters and other residents worked by hand to get them out of the rubble.

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2020-2025 Strategic Plan | City of Denton Fire Department


Historical and Organizational BACKGROUND In 1916, the department made another leap in progress with the

$6,500 purchase of its first motorized fire apparatus, an American LaFrance Model-12 Triple Combination Pumper. It had a six-cylinder 110 hp engine, 750 gpm pump, and a 40-gallon chemical tank; it also carried 1200 feet of 2 ½” hose and a 25 ft ladder, axes, pike poles, lanterns, and crowbars. This truck was a demonstrator model and was odd-looking because the steering wheel was on the right side.

In 1919, a second motorized LaFrance Fire Engine was purchased.

It was a 600 gpm pumper, with a 60 gal chemical tank, 1500’ of 2 ½” hose, and carried 36’ of ladders. With a motorized Chief’s Car and a Dodge car pulling the Hook and Ladder wagon, the Denton Fire Department began a new chapter in its history.

In 1928, the fire station moved from the corner of West Oak and Bolivar Streets to the recent-

ly completed New City Hall Building located at 221 North Elm Street on the corner of McKinney Street. There were three bays facing McKinney Street and one bay facing Cedar Street. The living quarters were located behind the apparatus bays with the kitchen in the basement. The same year, the Texas State Firemen’s Association came to Denton, bringing over 2,000 firefighters from across the state for a lecture, training, and pumper races.

In 1930, the City built two substations. Station #2 was built at 1515 N. Elm St., and Station #3 at

117 Avenue B. They were built with living quarters for the Captain and his family upstairs and the fire hall downstairs. More paid drivers and student firemen were hired to staff the new stations. In 1935, a new Peter Pirsch Ladder Truck was purchased to replace the old American LaFrance.

In the 1950s,the department grew with more paid men being hired and operated out of three

stations. Located at Station 1, the Central Station, is the Chief’s office, two Assistant Chiefs working on alternating shifts, the Fire Marshal’s office, and the dispatcher’s booth. Equipment at the Central Station is the Chief’s car, one American LaFrance 750gpm engine, one 1950 Chevrolet Booster truck, one 1937 Chevrolet Booster truck, and one 1935 Pirsch Hook and Ladder truck. At each of the substations, there was an American LaFrance Pumper. On November 15, 1957, the Denton Fire Fighters Association (DFFA) was chartered as Local 1291 of the International Association of Fire Fighters with 12 members.

In 1964, the department was forced to drop all volunteer firemen because the pension benefits could not be raised if it had volunteers. The volunteers agreed to step out, so the DFD, who had operated as a combination department of paid and volunteer members for almost 70 years, transitioned to a fully paid department, although the volunteers would still help out when needed. In 1966, a new sub-station was built on the corner of Sherman Drive and Kings Row. This was Denton’s fourth station.

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June 14, 1967, brought tragedy to the department again. At 8:41 p.m., a large fire was reported at the Kimbell-Diamond Milling Co. at 406 East Oak Street. The fire claimed the life of student firefighter Kenneth Kramer when he was buried by a wall collapse. Kramer had joined the department only 15 days before the accident. The fire burned out of control for more than seven hours and completely destroyed the mill. The tragedy ended the student firefighter program when shortly after, the remaining student firefighters were transferred to Central and took over dispatching duties. In 1970, the City closed Station #2 at 1515 North Elm St. to strengthen the manpower in the other

stations. Station #3 was built in 1971 at 1204 McCormick Drive on the corners of Avenue A and Underwood to replace the old station located on Avenue B. At this time, the department had 45 men. October 1, 1973, nine new rookies were hired for the implementation of the Three Platoon Shift rotation, working 24-hour on duty and 48-hours off.

January 1974, the department placed an American LaFrance Snorkel truck with a 75’ articulating boom into service. It was the department’s first aerial apparatus. In 1975 while en route to a grass fire, Engine 18 was hit while crossing University Drive and rolled onto its top. Only two of the five firemen on the engine were seriously hurt, and they all returned to full-duty.

December 1978, the City hired its first female firefighter, Darlene Johnson. Darlene remained with the department for a little less than a year. Also, in 1978 Station #2 re-opened on the corner of E. McKinney and Mockingbird Streets to better serve the east Denton. In 1990, the Denton Fire Department built Station #5 on the corner of N. Bonnie Brae and W. Windsor streets. Then in 1993, Station #6 opened on the south side of town on Teasley Lane. No new personnel was hired to staff Station #6, so Central’s crews were sent there, and Station #1 became a ghost station. On September 2, 1994, the West side of the Square was again savaged by fire. The fire damaged four buildings, of which three were destroyed. Two days later, a fire destroyed an abandoned Mill on the corner of Bell Place and E. McKinney Street. Due to pressure from residents, DFFA, and Denton City Council, more personnel were hired, and a new Simon/LTI 75’ Quint was purchased. Station #1 was re-opened in 1996.

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2020-2025 Strategic Plan | City of Denton Fire Department


Historical and Organizational BACKGROUND April 2000, Central Fire Station closed due to mold from ongoing water problems in the station. Crews were temporarily housed in the DFFA Hall on Cedar Street for a few months before temporary quarters were established in the rear of 218 W. Oak Street. In October 2000, Truck #1 was placed in service. An E-One 105’ Aluminum, Aerial Platform with a 2000 gpm pump began operations with four personnel per shift. This was the department’s first dedicated tuck company in over ten years.

In May 2003, Station #1 opened on the corner

of W. Hickory Street and Bell Avenue.

In June 2007, Station #7 opened on Vintage Boulevard as an environmentally “green” building with one of two 2007 Pierce Dash, 2000gpm Engines. In January 2008, three more Pierce Dash 2000 gpm Engines were placed into service at Stations #2, #3, and #6. At this time, Stations #1, #2, #3, #4, #6, and #7 operated Engine Companies, with the E-One 75’ Quint at Station #5, Truck #1 at Station #1, and Medic Companies at Stations #2, #3, #5, and #6. In October 2012, a new frontline Medic

was placed into service at Station #1, bringing the total number of frontline Medics to five.

In June 2014, Chief Chadwick retired after 18 years

with the Denton Fire Department. He was replaced by Chief Robin Paulsgrove, a career firefighter who started in Austin, TX, and was Chief of the Arlington Fire Department before coming to Denton. He retired in 2018, and Assistant Chief Kenneth Hedges was hired as Denton’s newest and present Fire Chief.

As of November 2020, the Denton Fire Department has seven fire stations, 197 firefighters, six Engines, one Quint, one Truck, eight Medics, and a host of specialty rescue apparatus. Station #8 is scheduled to open in February 2021 at the intersection of Colorado and Brinker Streets.

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Denton Fire Department Organizational Structure 8

2020-2025 Strategic Plan | City of Denton Fire Department


THE PLANNING PROCESS

The Strategic Plan is a living document that management utilizes to assess current and future demands and to develop actionable strategic initiatives and objectives that will guide the organization. Success depends on creating goals that are attainable and a plan that the entire organization understands and can support.

STEP 1

POSITION

STEP 2

PRIORITIZE

STEP 3

PLAN

STEP 4

EXECUTE

STEP 5

REVIEW

Determine the strategic position by assessing your organizational needs.

Prioritize the objectives.

Create and develop the strategic plan.

Execute and manage the strategic plan.

Review and Revise the strategic plan.

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Community and Stakeholder Service-Level Consideration The goal of any emergency service delivery system is to provide sufficient resources (personnel, apparatus, and equipment) to the scene of an emergency in time to take effective action to minimize the impacts of the emergency. This need applies to fires, medical emergencies, and any other emergency to which the fire department responds. Obtaining and understanding the desires and expectations of the stakeholders is an essential first step. The City of Denton and the Denton Fire Department (DFD) are committed to incorporating residents and policymakers’ needs and expectations in the service delivery planning process. Due to the COVID-19 pandemic, no structured community input was explicitly sought for this plan, however, as developments continue and community needs change and the demand for critical services increases, it will become increasingly important to emphasize the public process and include community and business leaders’ input and continued inter-agency communication. The input received will help guide the department’s vision, planning efforts, policy decisions, and service delivery.

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2020-2025 Strategic Plan | City of Denton Fire Department


Community and Stakeholder INPUT Stakeholder Input For this report, Denton Fire Department relied on analysis of the information provided in interviews of key City department personnel, Chamber of Commerce members, and two formal surveys conducted by the City.

Stakeholder Interviews Emergency Services Consulting International interviewed a cross-section of stakeholders within the City’s departments and with members of the Chamber of Commerce to better understand issues, concerns, and opinions about the Denton Fire Department’s service delivery system. Assessment of the input received identified the following:

→ Perceived strengths of the current service delivery system

→ Weaknesses in the current service delivery system

→ Opportunities for enhancement and improvement of the existing model

→ Challenges that may need to be overcome to move forward in the future

Resident Survey The Denton Fire Department reviewed the City’s 2018 community survey administered by the National Research Center, Inc (NRC). Results of the data collected generated the Community Livability Report that captured residents’ opinions within the three pillars of a community (Community Characteristics, Governance and Participation) across eight central facets of livability that includes community safety. A total of 1,177 survey responses were received, 216 by mail and 961 online. The report includes a comparison analysis of input obtained in previously administered surveys in 2015 and 2017.

Business Survey The Denton Fire Department reviewed results from the City’s 2015 business survey administered by the National Research Center, Inc (NRC). Results of the data collected generated the Business Climate Report that assessed the opinions of 327 local business owners and managers about the quality of City services, including community safety.

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Community and Stakeholder Input INTERVIEWS Summary of Interview Results Individuals interviewed believe the primary purpose and expectation is for the Denton Fire Department to provide a timely and well-prepared response to calls for emergency services. The overwhelming majority said the department is meeting community expectations while providing a very high level of customer service.

Key Interests: • The impact of economic development on service delivery needs, especially for the industrial areas and subsequent residential development on the west side of the City; • The impact of additional economic development on service delivery needs to the northeast and south parts of the extra-territorial jurisdiction (ETJ); • Collaboration with neighboring departments to maintain service delivery and keep services affordable across the region; • Additional collaborations to further improve current response times and reliability; • The negative impact of mobility and road construction on response time; • The positive working relationship of fire prevention and other City departments, especially economic development and building permits; • The positive change toward economic development and solution-based, performance-based design alternatives for new construction and re-purposing of existing buildings; • The need to periodically re-evaluate the location of existing fire stations and special services (hazmat, ARFF, technical rescue), and need for additional stations and personnel considering economic development. Those interviewed believe the services currently provided by DFD are historically high levels, with new increased department standards and expectations. There is a predominant expectation within the department and the community that this trend of high standards will continue, with some caution about how to sustain the high levels of service delivery with existing resources, when given the anticipated rate of economic and residential development.

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2020-2025 Strategic Plan | City of Denton Fire Department


Community and Stakeholder Input SURVEYS Summary of Survey Results Safety is a priority for City residents and businesses. Overall, there is a very high level of satisfaction with the level of services provided by the Denton Fire Department, with the potential for improvement in selected areas. Examples include: • The community ISO rating has improved to a 2/2Y (on a scale of 1-10, with “1” the highest rating). • Denton Fire Department was one of three City departments that received a positive rating of 90 percent or better in 2018. • The positive rating for emergency preparedness continues to increase; however, only 22 percent of all respondents said they stock supplies for an emergency. • The greatest area for improvement is fire prevention and emergency preparedness. • There is concern about vehicular mobility and its effect on response times.

City of Denton Survey Trends, Percent Positive Ratings, 2008-2018 Quality Rating

2008

2015

2017

2018

Fire service

97

90

93

92

Ambulance/EMS

94

86

91

96

Fire Prevention & Education

-

72

80

72

Emergency Preparedness

-

66

69

72

Fire service

-

95

-

-

Ambulance/EMS

-

-

-

-

Fire Prevention & Education

-

70

-

-

Emergency Preparedness

-

70

-

-

Resident Survey

Business Survey

Source: City of Denton Surveys Percent positive rating is the percent of “Excellent/Good” responses.

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Service Delivery Outcome GOALS Community Service Level Area Considerations In many communities, it is appropriate to consider variations in the community’s service levels and expectations based on population densities and associated risk. The following are samples of service delivery outcome goals established by the Denton Fire Department that accommodate the urban nature of the response area. These statements are based on the department’s understanding of expectations across communities of similar size, demographics, and risk.

Community Outcome Goals

Fire Suppression

For all fire incidents, the fire department shall strive to arrive in a timely manner with sufficient number and effective concentration of resources to rescue at-risk lives, contain and stop the escalation of the fire within the area of involvement, and perform property conservation operations while providing for the safety and security of the responders, the public, and the environment.

Emergency Medical Services

For all emergency medical incidents, the fire department shall strive to arrive in a timely manner with sufficient trained and equipped personnel to provide medical services that will stabilize the situation, provide care and support to the victim, and reduce, reverse, or eliminate the conditions that have caused the emergency while providing for the safety of the responders.

Vehicle Extrication

For all vehicle accidents where the rescue of victims is required, the fire department shall strive to arrive in a timely manner with sufficient resources to stabilize the situation and extricate the victim(s) from the emergency or location without causing further harm to the victim, responders, public, and the environment.

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Technical Rescue

For all technical rescue incidents, the fire department shall strive to arrive in a timely manner with sufficient resources to stabilize the situation and establish an action plan for the successful conclusion of the incident. Working in conjunction with additional specially-trained an organized regional resource, the fire department will perform the necessary rescue functions while providing for the safety and security of the responders, public, and the environment.

Hazardous Materials

For all hazardous materials incidents, the fire department shall strive to arrive n a timely manner with sufficient resources to stabilize the situation and establish an action plan for the successful containment and notification and response of a specialized HazMat team and removal resources while ensuring the safety of the responders, public, and the environment.

2020-2025 Strategic Plan | City of Denton Fire Department


Internal Stakeholder RESULTS Internal Stakeholder Group Findings The internal stakeholder sessions were held over three days in which every member of the Denton Fire Department was invited to participate. Prior to these sessions, a SWOT survey was distributed electronically, and the results filtered down the top 5-6 topics per question. The sessions allowed members to review the results of the SWOT analysis and to seek input from the entire organization in lieu of a few members. The sessions proved very productive, with members actively discussing the future of the department.

Dept. Administration Staff

Dept. Operations Staff

Dept. Operations Staff

Dept. Operations Staff

Hedges, Kenneth Fire Chief Cox, Brian Assistant Fire Chief Boots, David Admin Ops Battalion Chief Holdsclaw Jr, Admin Ops Michael Battalion Chief Lahart, Bradley Admin Ops Battalion Chief Fleniken, Robert FD Comm Service Officer Lott, Benjamin FD Admin Ops Captain Mayerhofer, FD Admin Ops Marcus Captain Rozell, FD Admin Ops Clayton Captain Garrison, FD AdministraLindsey tive Manager Velasquez, FD Project Dinora Control Spc Bell, Jamie FD Administration Spc Clark, Kayla FD Administrative Asst III Sandu, Camelia FD Administrative Asst III

Pruett, Stanley K. Reeder, David C. Ridinger, Luke A. Schenck, Charles W. Scholl, William L. Tucker, Michael D. VanPelt, Richard A. Vaughan, Robert T. Whiddon, Mark H. Ballard, Jason S. Boone, Bradley S. Boone, Michael B. Bowden, Vance M. Brooks, Welborn T. Carver, Aaron M. Coile, Greg D. Collins, Brian P. Davis, Steven W. Dye, Jeff A. Fouts, James A. Galbraith, Brandon Geiser, Charles L. Hall, Mark D. Hardcastle, Jeremy R. Hardy, Thomas E. Hinshaw, Cullen W. Huff, Chad E. Hull, Matthew R. Johnson, Gregory A. Johnson, Michael R. Jones, William H. Jubera, Andrew Lillie, Christopher W. Manes, Donald S. McAdoo, Carey R. Mitchell, Matthew C. Monschke, Jarett B. Morrow, Aaron S. Nalley, Brian C. Neely, Chad A. Orosco, Brian D. Orozco, Alex F. Piatt, Jonathan D. Pizano, Challie J. Roberts, Matt W. Rutledge, Shane M. Small, Daniel J. Smith, Terry E. Standifer, Darren S. Stephenson, Michael Tooley, Vincent J. Tye, Kevin B. Ventrca, Michael D. Waggoner Jr, James E Waldrip, Christopher Weiland, Gary G. Wellman, Kyle W. Anderson, Kevin S.

Antwiler, Daniel Armstrong, Jamison Arnold, Kyle S. Arriaga, Julian C. Athey, Sara R. Athey, Steve R. Baca, Brent Batson, Davis A. Bell, Delante A. Bennett, Brian D. Bentley, James C. Bird, Davis D. Bishop, Kyle Blackall, Dustin C. Bufe, Daniel E. Burger, Bradley E. Byrom, Corey Clark, Cody D. Coile, Cody A. Conaway, Michael Craver, Jacob T. Cullum, Garrett M. Davis, Levi B. Davis, Wade C. Debord, Steven C. Dieter, Matthew D. Dillard, Charles R. Duckworth, Roger Dulin, Jefry S. Earnhart, Bradley D. Enos, Shea B. Evans, Corbin C. Fernandez, Max A. Fischer, Gregory Forrest, John M. Fortune, Cash Friend, Gerald Futch, Casey Gilmore, Brian L. Glaze, Jason W. Gomez, Paul A. Gordon, Xavier S. Hammond, Chris Harder, Raymond L. Hardy, Colton R. Higgins, Jared W. Hilliard, Casie J. Hillis, Brandon L. Holland, Alan R. Hudson, Cole Huston, Eric J. Imel, Bradley L. Jacobson, Nels A. Jay, Nickodemus D. Karns, Zachary A. Kenney, Travis A. Kessler, Cody J. Loftis, Richard A.

Mataska, Jacob R. McDaniel, Connor A. McGary, Brandon Medford, Jamie D. Morton, Ward Mullis, Seth A. Owen, Jayson C. Phillips, Christopher Poyner, Ryan E. Pribble, Stephanie R. Price, Matthew P. Punches, Jeremy Ray, Daniel D. Rimmer, Rhett C. Rodrigs, Christopher Schertz, Dustin L. Sherwood, Kenneth J. Skinner, Bryce J. Snider, Chad M. Streetman, Corey Strong, Eric J. Tackett, Willam S. Thomas, Michael W. Tuttle, Paul W. Wells, Christopher Wells, Jared A. Whitten, Tracy Williams, Casey Wolfe, Seth Woods, Eric Young, Stephen C.

Dept. Operations Staff Boozer, Lowell D. Bardwell, Michael W. Britten, Lonny R. Higgins, Cortland B. Mason, Mark A. Skipper, Collin S. Boyd, Daniel O. Cavett, Duane L. Eddington, Jason G. Gertz, Stanley D. Hammonds, Jeremy Hempstead, Stanley Hewell, Kevin E. Hickman, David P. Hornback, Jared W. Howell, Charles W. Hudson, Heath T. Knoles, Jeffrey G. Lawrence, Michael E. Oswald, Derek T. Perry, Anthony P.

Battalion Chief Battalion Chief Battalion Chief Battalion Chief Battalion Chief Battalion Chief Captain Captain Captain Captain Captain Captain Captain Captain Captain Captain Captain Captain Captain Captain Captain

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Dept. Prevention Staff Becker, David

Assistant Fire Chief/Fire Marshal Ryan, Timothy Deputy/Assistant Fire Marshal Schuth, Megan Deputy Fire Marshal III Miller, Jeb Fire Deputy Marshal II Robert, Shane Fire Deputy Marshal II Ahrens, Fire Deputy Christopher Marshal I Cooper, Jacob Fire Deputy Marshal I Johnston, Brian Fire Deputy Marshal I Jones, Johnny Fire Deputy Marshal I Parker, Lisa Fire Deputy Marshal I Wilson, Fire Deputy Jermaine Marshal I

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VALUES WE STAND BY Mission Statement

The Denton Fire Department is a team of dedicated professionals who serve to protect lives and property in our community

Vision Statement

The Denton Fire Department will be an innovative leader that proactively embraces the future while honoring the traditions of the fire service

Core Values

As a Denton Fire Department member I stand for: • Respect • Integrity • Courage • Humility The Denton Fire Department has a culture in which R.I.C.H. values are the pillars to support the organization.

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2025 Strategic Plan


S.W.O.T. Analysis S.W.O.T. Analysis Summary The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis is a tool in which both internal and external participants can categorize the positives and negatives of the organization. It is up to the department to utilize the results to develop a road map for continued improvement on delivering the best customer service.

STRENGTHS Strengths are areas in which the department excels and are very capable in the delivery of emergency services. What do we do best? 1. 2. 3. 4. 5. 6.

Customer Service, help people, serve the public Solve problems, emergency response Communication, clear line of communication Adapt, analyze and improve Good equipment, stations, and training Progressive but keeping traditions

What do other people say we do well? 1. 2. 3. 4.

Customer Service Timely response, speediness Retention of employees Diverse in responses (fire, EMS, technical rescue, etc.) 5. Take care of business 6. Taking care of our own What advantages do we have? 1. 2. 3. 4. 5. 6.

Support from City Council and Manager Relationships between Admin, City and Labor Good apparatus, equipment and facilities Competitive pay Diverse workforce Aggressive and progressive

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S.W.O.T. Analysis

WEAKNESS Weaknesses are areas in which improvement can and should result in an increase in output of better or improved customer service delivery. A weakness should be fully evaluated with plan for improvement.

What could we improve? 1. Community relations, customer service delivery 2. Communication 3. EMS training program 4. Input from the general population of the department 5. Accountability 6. Uniformity (applying policies across shift lines) What disadvantages do we have? 1. 2. 3. 4.

Limited budgets Understaffed Lack enough stations Using the excuse “that’s the way we have always done it” 5. Resistance to change 6. Economic swings affecting funding What do other people say we do not do well? 1. Do not see ourselves as a City employee 2. Diversity in hiring 3. Work well with other departments (internal and external) 4. Communication at BC level 5. Misunderstood arrogance 6. Utilize trained/experienced personal in proper areas

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2025 Strategic Plan


S.W.O.T. Analysis

OPPORTUNITIES Opportunities are possible enhancement into service delivery options resulting in a better trained employee delivering a better service to our community.

How can we turn strengths into opportunities? 1. Continue to challenge ourselves to be better 2. Training program and facility; be a leader in the County Community involvement, get to know our neighborhoods 3. Improve use of social media, tell our story 4. Focus on the future and move forward, don’t accept complacency 5. New technologies; let’s work smarter, not necessarily harder How can we turn weaknesses into opportunities? 1. 2. 3. 4. 5. 6.

Identify weaknesses, own them and specifically educate/train on each Listen Invest in the people Stop favoritism, utilize the ones that have skills Use data to show service and response times as needs (more stations) Need more communication internally (up, down and sideways)

What could we do today that isn’t being done? 1. 2. 3. 4. 5. 6.

Build relationships in the community Let Captain’s run their stations Hold people accountable for their actions or lack of Implement higher standards Dedicated Truck/Rescue crew Training expansion, own recruit school, work more with County Depts.

The Fire/EMS industry is changing, how do we take advantage of those changes? 1. 2. 3. 4. 5. 6.

Adapt, be able to make change, stay progressive Stay on top of research in our industry Balance as to not be deficient in any area the DFD offers service in Be proactive, go seek new things, do not wait for them to arrive EMS- more aggressive in procedures/training/response models Train internal but also continue to send people for outside training to bring back ideas City of Denton Fire Department | 2020-2025 Strategic Plan 19


S.W.O.T. Analysis

THREATS Threats are labeled as potential hurdles that the organization will face in the future. These items need to be identified early and strategies developed that will mitigate to the best of the organization’s ability.

What obstacles do we face? 1. 2. 3. 4. 5. 6.

Funding Political and economic times Managing growth of the city Developing future leaders in the DFD Division among members, shifts, divisions Hiring quality candidates

Who/what might create problems for the DFD in the next 5 years, and how? 1. 2. 3. 4. 5. 6.

Homeless population Inexperienced Officer’s Bad economy and bad attitudes Growth of the City Instability of City Council members The unknown

What policies, standards or statutes might negatively impact us going forward? 1. Negative public perception 2. NFPA making things more difficult, TCFP always agrees with them 3. Health care reform 4. Civil service promotion process What changes/technology that might threaten our success? 1. 2. 3. 4. 20

2025 Strategic Plan

Social media Lack of good IT person for DFD Slowness of implementing new technology To reliable on technology and not a good plan when it goes down


THE PLAN Goals, Objectives and Critical Tasks GOAL 1 Exceptional Service

GOAL 2 Comprehensive Health and Wellness

GOAL 3 Recruit, Develop, and Retain

GOAL 4 Community Risk Reduction

GOAL 5 Advanced Technology

2025 Strategic Plan 21


STRATEGIC GOAL 1 Provide Exceptional Public Safety and Emergency Service

Objective 1A Team Lead Critical Tasks

» » » »

Maintain a Community Driven Focus of the Dept by Completing Accreditation with the Center for Public Safety Excellence Denton Fire Department Executive and Leadership Teams Complete by August 2022

Obtain understanding, education and unity of the accreditation philosophy with the Denton Fire Department Leadership Team, by each member attending the Quality Improvement Through Accreditation (QITA) course with CPSE by the second quarter of the 2020-2021 fiscal year. Assign an Accreditation Manager and Criterion Managers, to lead and coordinate the process, by January 2021. Further endorse the accreditation process, by advancing the DFD in the CPSE Peer Assessor program, having a DFD Peer Assessor complete an assessment site visit, by August 2021. Complete comprehensive SWOT analyses of each DFD program, during the first quarter of each fiscal year.

»

Adopt and implement a standard DFD Program Analysis model by the first quarter of 2020-2021.

»

Complete quarterly program analyses of every DFD program for each quarter by August 2022.

»

Move from Registered Agency status to Applicant Agency status by March 2021.

»

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Submit all completed documentation for accreditation to CPSE by the March 2022 deadline. → Current, updated DFD Strategic Plan → Current, update DFD Standards of Cover/Community Risk Assessment → Completed DFD Self-Assessment Achieve accredited agency status from CPSE at the August 2022 Commission on Fire Accreditation International (CFAI) hearings.

GOAL 1 22

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 1 Provide Exceptional Public Safety and Emergency Service

Objective 1b Team Lead Critical Tasks

»

» » » » » »

Formally Adopt Response Time Standards and Targets Denton Fire Department Executive Team Begin January 1, 2021

Identify between ESO and ICS how to capture the following: → Call Processing time → Turnout time → Travel time → Response time → Total Response time → Identify expected benchmark targets and roll out to the department in a training class Create a ESO report to calculate using a 90th percentile Full implementation beginning new calendar year of 2021 Run monthly reports and distribute department wide to track progress Establish a message board page that runs Power BI for Department Create a web page that provides Call Data from Power BI program/ ESO Reassess every six months

Objective 1C Team Lead Critical Tasks

Ensure an Effective Deployment of Resources Denton Fire Department Executive Team and Command Staff Review Annually

» Assess and develop Effective Response Force Goals for specific responses » Assign minimum and preferred staffing levels for each response model » Work with mutual aid partners to update joint responses to keep mutual aid plans current » Stay current on the Municipal Utility Districts developing in the western portion of the City ETJ » Follow the Cole/Hunter Ranch development as to calculate and enact growth trigger points for expansion of Fire/EMS services to this area

» Assess and plan for trigger point and/or options for a second ladder truck placed into service City of Denton Fire Department | 2020-2025 Strategic Plan 23


STRATEGIC GOAL 1 Provide Exceptional Public Safety and Emergency Service

Objective 1d

Implement Priority Dispatch with Tiered Response Model

Team Lead

Denton Fire Department Executive Team, Chief Bardwell, Denton Public Safety Communications Division

Critical Tasks

» » » » » » »

Complete outstanding issues with implementation of ICS CAD system Develop Plan with current Medical Director on Implementation and training for Tiered Response Develop a plan in coordination with Communications to train dispatchers on Medical Priority Dispatching (MPD) Fully implement MPD / Implement Tiered Response QA/QI / Evaluate Tiered Response Establish response standards for a tiered response customized for the DFD Assess on a quarterly basis to track effectiveness to validate such a response model is beneficial for the community

Objective 1e Team Lead Critical Tasks

» » » » » » » 24

24-36 (evaluation) months

Evaluate and Develop a Fire Station Location Plan Denton Fire Department Executive Team and Command Staff 36 months

Review the Standards of Cover report completed by ESCI and develop standardized trigger points based on housing density and response times Create funding worksheets which incorporates capital and personnel costs and update annually based on varying fire station response model Work closely with Development Services and GIS to identify areas of expansion in the City to perform needs analysis for growth hot spots Closely monitor mobility plan for placement of stations and travel time. Create a FD growth map to track future project development in the City that could affect response times Develop and track unit response analysis to identify surges in areas of the City that could potentially require additional resources Assess the industrial area off Airport Rd in conjunction with future ARFF requirements by Denton Enterprise Airport to develop a plan for a future Fire Station 9 that has the capabilities of Structural and ARFF responses

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 1 Provide Exceptional Public Safety and Emergency Service

Objective 1f Team Lead Critical Tasks

» » » » » » »

Denton Fire Department Executive Team

12 months

Develop a proposal to reclassify an existing Rover Driver position to a Battalion Chief position. Work with Finance Department to capture projected additional annual funding in the proposal Present proposal to City Manager’s Office for feedback/direction Upon approval promote the top 3 Captain’s on the BC list and begin policy creation to implement a second battalion Plan and communicate a go live date of Battalion 2 which includes working with the Communications department to adjust the CAD system Implement the second battalion splitting the supervisor to employee ratio by 50% Review the impact of the addition of battalion 2 annually

Objective 1g Team Lead Critical Tasks

» » » » » »

Reduce Supervisor Span of Control by Implementing a Second Battalion

Evaluate and Develop a Fire Apparatus Plan Denton Fire Department Executive Team and Command Staff 36 months

Increase membership and scope of Apparatus Committee Improve collaboration and relationship with Fleet Services Standardize apparatus construction and layout Evaluate and standardize apparatus equipment lists Utilize existing Fleet Services grading criteria as a basis for apparatus replacement schedules Use Resource monitoring software to track equipment replacement schedules (logistics)

Exceptional Services City of Denton Fire Department | 2020-2025 Strategic Plan 25


STRATEGIC GOAL 2 Develop and Implement a Comprehensive Health and Wellness Program

Objective 2A Team Lead Critical Tasks

Develop a Job Specific Fitness Program Battalion Chief Boots 36 months

» Analyze and compare DFD vs. State vs. US injury statistics for trend analysis and program development

» Create agenda with existing Health & Wellness Committee to develop program.

→ Use existing IAFF Wellness Fitness Initiative (WFI) as a guide for program development → Assign roles to members → Identify DFD members that wish to become Peer Fitness Trainers

» Submit white paper to request line item budget for Fitness Program → State needs → Estimated Cost → Obtain Program funding for Implementation

» Implement the program » Evaluate the program on the following criteria: → Health and Wellness → Less sick time used → Reduced Injuries

26

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 2 Develop and Implement a Comprehensive Health and Wellness Program

Objective 2B Team Lead Critical Tasks

Assess and Formalize a Department Risk Management Program Battalion Chief Boots 36 months

»

Conduct risk assessment to identify risk to Denton Fire Department (DFD) members → Identify the inherent risks encountered for the DFD and specific situations in those risks; risk will be assessed on severity, frequency and Injuries related to the risk → Use NFPA 1500.4.2 Risk Management Plan and Annex D as a guide, NFPA 1250 Fire and Emergency Service Organization Risk Management, and FEMA Risk Management Practices in the Fire Service (January 2018) → Compare DFD records with state and national trends and reports → Record/report the frequency and severity of DFD accidents

»

»

Create report on findings → Make recommendations on occurrences that identify the need for risk management → Request funding

Develop the program → Provide training → Education

»

Implement the program

»

Evaluate program effectiveness → Track data on reduced sick time → Track data on reduced injuries → Ongoing risk assessment

City of Denton Fire Department | 2020-2025 Strategic Plan 27


STRATEGIC GOAL 2 Develop and Implement a Comprehensive Health and Wellness Program

Objective 2C Team Lead Critical Tasks

Develop and Implement an Occupational Safety and Health Program Prevention Program Battalion Chief Boots 24 months

» Create a committee

»

»

»

»

28

→ Needs assessment → Identify needs → Maintain current committees for Accident Review Board, Safety, and Health & Wellness

Develop workplace Safety and Health training programs → Use NFPA 1500 as a guide for safety standards → Follow best practice recommendations related to TCFP, live fire training evolutions, and NFPA OSH program Implement Education and Training → Distribute safety information to members → Conduct training with members on OSH guidelines → Provide periodic OSH policy updates to members Implement Program Components → Conduct semi-annual station safety inspections → Conduct quarterly Safety Committee meetings → Establish Incident Safety Officers at incidents as needed → Recognize members who perform safe work practices

GOAL 2

Program Evaluation → Provide reporting avenues for Hazards, Accidents, Injuries, and Training → Provide anonymous reporting system to members → Evaluate member safety process performance

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 2 Develop and Implement a Comprehensive Health and Wellness Program

Objective 2D Team Lead Critical Tasks

» »

» » » »

Continue Research, Development and Implementation of a Department Infection Control Program Battalion Chief Boots 36 months

Research lost time for illnesses from communicable diseases Develop departmental infection control program. → Comply with all relevant laws or regulations related to communicable diseases → Create partnerships with state and county health, local hospitals and the medical community → Identify additional members for DIC program Document exposure prevention and decontamination procedures Document procedures for when and how to obtain medical attention in the event of an accident or injury Provide access to PPE for every member’s position based on risk of exposure → Provide training on PPE → Provide training on Risk reduction Evaluate Program → Reduction of Illnesses from communicable diseases

City of Denton Fire Department | 2020-2025 Strategic Plan 29


STRATEGIC GOAL 2 Develop and Implement a Comprehensive Health and Wellness Program

Objective 2E Team Lead Critical Tasks

» »

» »

30

Expand the Denton Fire Department Mental Health Program Battalion Chief Boots 36 months

Perform needs analysis. → Use national and local data to guide the needs analysis, → Identify key missing program elements, Develop program based on needs. → Expand resource abilities to include EDM → Recruit members needed to support the program → Send peer support members to more training classes → Develop criteria for deployment of peer support → Develop training program Implement the program. → Implement training → Deploy peer support → Track data Evaluate the program. → Peer group surveys → Employee surveys

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 3 Recruit, Develop and Retain a Diverse and Professional Work Force

Objective 3A Team Lead Critical Tasks

» » » »

»

Develop and implement a Robust Recruitment Strategy and Program Battalion Chief Boots 36 months

Continue social media presence and job postings, including “groups” on social media platforms Cultivate and strengthen relationships with fire academies and paramedic programs within the state and neighboring states Evaluate efficacy of ad placements and directing resources toward the most effective areas → Gather information data at testing on effectiveness of recruitment Evaluate passive vs. active strategies → TCFP and FireRescue1 websites for job postings → Social media → Job fairs → In person visits to classes → Other events such as Jazz Fest, Cinco de Mayo, etc. Continue to be consistent in branding efforts, including the materials given to members having consistent logo and brand for when they are in public and/or Instagram, etc.

GOAL 3 City of Denton Fire Department | 2020-2025 Strategic Plan 31


STRATEGIC GOAL 3 Recruit, Develop and Retain a Diverse and Professional Work Force

Objective 3B Team Lead Critical Tasks

»

Develop a Regional Destination for Training Opportunities Training Chief 2 years

Identify training needs of regional agencies. → Survey area departments for needs → Survey Denton Fire Department

»

Perform a SWOT analysis of current training facility.

»

Establish a dedicated training facility budget.

»

Expand training facility to include an indoor classroom.

»

Create and deliver training approved by the Texas Commission on Fire Protection.

»

Evaluate training program (and course evaluations. → Staffing → Facility → Quality of Courses provided

32

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 3 Recruit, Develop and Retain a Diverse and Professional Work Force

Objective 3C Team Lead Critical Tasks

Develop and Memorialize a Succession Plan Model Training Division, Executive Team January 22

» Evaluate and update current DFD job descriptions, ensuring all job descriptions include the Mission, Vision, and Core Values of the DFD, by August 2021.

» Publish and post all job descriptions for DFD members to have readily available, by October 2021.

» Develop and implement a DFD mentoring and shadowing program for all interested members, by October 2021.

» Institutionalize via policy, a “minimum time” shadowing during position changeover, including Operations Officers, by October 2021.

» Define, develop and implement standard succession plan documentation for Administrative Officers, by June 2021.

» Identify and incorporate into the DFD Training Plan, opportunities for junior

DFD members to obtain administrative competencies, by the 2022 Training Plan.

» Annually evaluate the DFD Program Manager process and ensure all DFD Officers manage or participate in one program, by June 2021.

» Provide Time Management courses and training for all DFD prospective and current officers annually, by 2022.

PROFESSIONAL DEVELOPMENT City of Denton Fire Department | 2020-2025 Strategic Plan 33


STRATEGIC GOAL 3 Recruit, Develop and Retain a Diverse and Professional Work Force

Objective 3D Team Lead Critical Tasks

» » » » » » »

Team Lead Critical Tasks

» » » » » » » 34

Denton Fire Denton Executive Team, DFFA E-board 36 months

Initiate discussion in Labor/Management quarterly meetings about the possibility of making adjustment in the current promotional process outlined in Meet & Confer Create a sub-committee as a working group to investigate various promotion systems in comparator cities and/or other fire departments Collect various options on alternate promotion systems and discuss in Labor/Management Assessment centers 2 -year promotional lists Upon selecting the top processes create and distribute a department wide survey seeking feedback Finalize a joint decision on whether an alternate promotion process will be included in the next Meet & Confer negotiations

Objective 3E

»

Investigate an Alternate Promotion Process

Continue implementation of rank task books Assistant and Battalion Chief’s On-Going

Perform an annual evaluation of current Rookie, Company Officer, and Battalion Chief Task Books and update as necessary to maintain consistency with Department policies, procedures, and industry best practices. Add a section to the Rookie Task Book addressing Department policy and eligibility to ride-up in the rank of Driver. The Training Division will implement Rookie Task Books for all new hires. Facilitate the completion of Company Officer Task Books for current Captains. Facilitate the completion of Battalion Chief Task Books for current Battalion Chiefs. Issue a Company Officer Task Book to every member upon promotion to Driver. Issue a Battalion Chief Task Book to every member upon promotion to Captain. Develop a clearly defined process for completing all task books including scheduling and completing required scenario evaluations.

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 3 Recruit, Develop and Retain a Diverse and Professional Work Force

Objective 3F Team Lead Critical Tasks

» »

» » » » »

Develop an Annual Comprehensive Training Program Training Chief 4 months; recurring annually

Identify department continuing education requirements. Identify training requirements of governing entities. → ISO → EMS → Technical → TCOLE / EOD Perform an annual training needs assessment. → Create committee from each program lead Create objectives for the training program based on data. Document a comprehensive training plan to meet training objectives. Maintain an annual training calendar accessible to department members. Evaluate the program.

City of Denton Fire Department | 2020-2025 Strategic Plan 35


STRATEGIC GOAL 4 Community Risk Reduction

Objective 4a Team Lead Critical Tasks

»

» » » » » » » » » »

36

Expand the role of Community Risk Reduction into an All-Inclusive Philosophy for the Denton Fire Department Assistant and Battalion Chief’s On-Going

Mission statement should include: → Protect people and property → Healthy → Safety → Quality of Life Integrates emergency response with prevention → Shown by the remaining CRR objectives and the collaboration between ops and prevention Involves identifying and prioritizing risks → Residential inspection program → Pre-fire planning Selecting and implementing strategies → See CRR objectives linked to this objective Monitoring and evaluating activities Involving community partners → Smoke detector plan with rotary Complete a Community Risk Assessment (CRA) of the City of Denton, and develop a process to update annually Develop a DFD CRR team and identify internal DFD members to serve on the team, by the end of the second quarter of 2020-2021. → Once the team is defined, develop documented parameters and objectives of the DFD CRR Team, by the following quarter Identify and name external stakeholders who can assist the DFD with CRR efforts and develop a report of the stakeholder commitment level to the DFD, by August 2021. Evaluate the CRR Team outcome measures on a bi-annual basis. Incorporate CRR philosophies into the DFD Training Division and Annual Training Plan, by the 2021-2022 Training Plan implementation. → Develop bi-annual CRR education courses for the entire DFD to complete. → Develop methods to collect and evaluate data

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 4 Community Risk Reduction

Objective 4b Team Lead Critical Tasks

Increase Social Media to Educate, Inform and Prepare the Community Captain Fleniken 12 months

» Partner with community groups for more widespread message and to extend message community-wide. → Speak with local civic groups annually or as needed with changes → Create open lines of communication

» »

Partner with Public Affairs, Police, DISD and University PIOs for unified message distribution. → Develop committees that meet quarterly Assess and determine best strategy for each social media platforms i.e. Facebook, Twitter, Instagram. → Use Facebook for all messaging, including PSA’s → Set a weekly goal for number of posts as to increase viewers → Use Twitter for similar messaging more focused on younger audience. → Still use it for PSA’s, but more targeted and less general → Use Instagram for photos only, action/training/personnel, etc. → Make frequent updates and collect data including number of followers and views on links

» Consider utilizing the Ring technology with their Neighborhoods app, attend more virtual “training” and information sessions to determine fit.

City of Denton Fire Department | 2020-2025 Strategic Plan 37


STRATEGIC GOAL 4 Community Risk Reduction

Objective 4c Team Lead Critical Tasks

Develop and implement a residential safety program Megan Schuth 46 months

» Review incident data » Review demographics (look at incidents prevalent among high risk audiences) » Home interview questionnaire » Review risk assessment to determine causes of fires/emergency events in the City » Create a program that addresses the found data and Implement. → Flyers → Home visits → Updates to Fire Dept web pages (Prevention)

» Evaluate Program

→ Change in behaviors → Change in data points → Redesign and continuous implementation process

38

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 4 Community Risk Reduction

Objective 4d Team Lead Critical Tasks

Enhance Community Resilience by providing CPR/First Aid training Chief Lahart 48 months

»

Bystander CPR → Utilize FY 20/21 as a base year by instituting a monthly public CPR course (once COVID allows) that focuses on increasing the number of citizens of Denton that know CPR. → Year #2 goal will be year #1 actual number plus 10%. → Year #3 goal will be year #2 actual number plus 10%; at the end of year #3 conduct a program analysis and determine if direction of course offerings are meeting the needs of the public. City Employee CPR and AED Program → Provide employee training and partner with Rec Centers to ensure consistent message → Currently the City has 5-6 different AEDs for use by City of Denton employees and the Public. → Utilize FY 20/21 as a base year and determine one manufacturer and ideally one model AED to use throughout the City; development a program on how to implement the AED refresh program. → Year #2 (FY 21/22) finish switching out general government AEDS to 1-2 models from 1 manufacturer. → Year #2 switch out 1/3 (16) of the Utilities AEDs to the new preferred AED(s). → Year #3 switch out another 16 AEDS in Utilities → Year #4 complete the upgrading of all of the remaining Utility AEDs City of Denton Training → Training to City of Denton depts that support our mission statement. → Year #1 (FY 20/21) determine the training needs of other City departments. • Once a needs assessment is completed, determine who will offer the training. • NIMS (EOC), CPR/First Aid, Other Potential Classes/Refreshers, Confined Space,Trench Rescue, Others Lock Out / Tag Out, FIT Testing, SCBA, N95, anything else → Year #2 Establish a training calendar for Non-FD Departments and goals. • Collaborate with City of Denton depts for training needs • Recommend 50% of all city employees complete online NIMS training (NIMS 100, 200, 700, 800) • Recommend CPR/First Aid Training; establish a monthly CPR class for COD Employees • Other classes; determine needs and schedules → Year #3 Determine if plan is meeting the needs of the COD and make updates if needed. • NIMS -90% of all COD employees will have completed NIMS training (NIMS 100, 200, 700, 800)) • 25% of all required COD employees will have complete NIMS 300 & 400 by the end of this fiscal year. • Increase the # of COD employees that are taught CPR/First Aid by 10% before the end of the fiscal year. • Other classes; determine needs and schedules • DME • Water Resident Life Tool Kits (can this be the program for Objective 4C; move to 4C Partner with PD for administration of life-saving drug(s) and interventions • Apply Medical direction in the future to support PD, Fire and EMS (future RFP considerations) • FY 20/21 Partner with PD to establish a PD administered Nasal NARCAN program. • Determine Training Needs and Implementation Plan • Determine how to acquire Nasal Narcan through grant • Work with PD on an “official” PD policy on Narcan Use, documentation, etc. • FY 21/22 Develop a Diabetic Training and Basic Testing Program for the COD Jail • Possible recommendations below: • Determine their needs for testing • Determine their needs for nutrition • Develop PD specific policies for Diabetic Testing for people in the COD Jail • Develop training program for Jailers • Acquire equipment necessary • Implement Diabetic Program for the COD of Denton Jail • Possible recommendation below • Determine their needs for testing • Determine their needs for nutrition • Develop PD specific policies for Diabetic Testing for people in the COD Jail • Develop training program for Jailers • Acquire equipment necessary • Implement Diabetic Program for the COD of Denton Jail

»

»

» »

City of Denton Fire Department | 2020-2025 Strategic Plan 39


STRATEGIC GOAL 4 Community Risk Reduction

Objective 4e Team Lead Critical Tasks

»

»

» »

Institutionalize and Embed the Revised Mission, Vision and Core Values into Daily Interactions Chief Becker 36 months

Individual commitment → Champion at center → Motivated visionaries → Members step up to lead → Members want to be in the position they are in → Continuation of swearing in members under the current plan Organizational support → All levels of management → Core value of organization → Adequate resources → Members willing to provide support → Clear expectations given → Good performance rewarded Community support → Know and understand local risk → Recognize how they can help → Work to solve the problem Develop sheets that track data → Training that meets 80% of our mission statement → Operations that meets 80% of our mission statement → Prevention methods that meet our mission statement 80% → Incorporate strategic plans and core values into the promotional process

GOAL 4 40

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 4 Community Risk Reduction

Objective 4f Team Lead Critical Tasks

»

»

Develop a Standardized Fire Inspection Model for Businesses Megan Schuth 36 months

Establish a list of businesses in the City of Denton → Determine hazard level (will assist with Objective 4G) → Share information with Pre-fire Planning → Determine inspection frequency → Break up by area or hazard

»

Create IFC and NFPA checklists to ensure consistency → Develop FTO program for new inspectors to ensure Inspection program consistency → Develop FTO program for new investigators to ensure investigator program consistency Develop inspection policy (step-by-step directions for conducting an inspection)

»

Identify where/what businesses have had fires

»

Establish number of inspections and percentage of re-inspection’s

»

»

Education public on inspections program → Update website with inspection information and top violations → Partner with business groups, i.e. Chamber of Commerce, Rotary Groups, Lion’s Club, etc., for educational information Track the amount of (numbers and percentages) inspections that the prevention division in able to accomplish in a calendar year. → Establish a benchmark for an acceptable range. → Review data for SWOT

City of Denton Fire Department | 2020-2025 Strategic Plan 41


STRATEGIC GOAL 4 Community Risk Reduction

Objective 4g Team Lead Critical Tasks

» »

» » »

» »

42

Research, Procure and Implement a Robust Pre-Fire Planning Solution Chief Skipper Ongoing until plans are created for all business operating within the city.

Perform a SWOT analysis of our current program by the end of the second quarter of FY 20/21. Establish the guidelines and needs of our future program by the end of third quarter of FY 20/21. → Work with Prevention to Identify High Risk occupancies. Identify all City resources available for use to implement a new program by the end of the third quarter FY20/21. Develop a program utilizing the results of the SWOT analysis, adhering to the guidelines established, fulfilling the needs, and utilizing all available resources to be implemented by the end of FY 20/21. Implement a new Pre-Plan and Mapping program by the end of the first quarter of FY 21/22 → Develop pre-fire plans. → Track use and accessibility by members. → Request feedback during first year about the usability of the plan. Evaluate effectiveness of the new plan and make revisions by the end of FY 21/22. Based on use, comments and technology. Continue Implementation and development of pre-fire plans while making necessary changes based on department feedback.

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 5 Capitalize and Implement on Advanced Technologies

Objective 5A Team Lead Critical Tasks

» » » »

Successfully Implement the use of Automated Vehicle Location on all Fire Apparatus Tech Services, Chief Bardwell and Assistant Chief Cox 2 months; review annually

Work collaboratively with Tech Services to install hardware/software on all Fire apparatus in preparation of transitioning to AVL dispatch At the end of testing implement the closest to dispatching response model; district responses will be designed as a backup system if GPS experiences a failure Monitor the effectiveness of AVL dispatching and adjust accordingly to the system Review AVL hardware/software annually to ensure the most current equipment and programming is being utilized

Objective 5B Team Lead Critical Tasks

» » » » »

Collaborate with Tech Services to develop a comprehensive Fire Department Technology Master Plan Denton Fire Department Executive Team, Tech Services 18 months

Establish a joint Fire and Tech Services team Perform a SWOT analysis of the current technology in the department as well as what the future might offer for advancements Prioritize and rank projects so that a phased approached can be developed and submitted for funding during the annual budgeting process Regularly research and monitor the Fire and Technology industry to keep the most current technology available Create and document a 5-year FD Tech Master plan identifying certain benchmarks to verify technology creates efficiencies

City of Denton Fire Department | 2020-2025 Strategic Plan 43


STRATEGIC GOAL 5 Capitalize and Implement on Advanced Technologies

Objective 5C Team Lead Critical Tasks

» » »

Chief Skipper Ongoing until plans are created for all business operating within the city.

Partner with Prevention Division for detailed maps up upcoming developments. Site plan showing building/apartment numbers, FDCs, hydrants Incorporate COD GIS into planning and mapping.

Identify FFs from all ranks interested in developing/mapping plans. → Perform SWOT analysis of our current program by the end of the second quarter of FY 20/21.

»

Establish the guidelines and needs of our future program by the end of third quarter of FY 20/21.

»

Work with Prevention to Identify High Risk occupancies.

» » »

» »

44

Research, Procure and Implement a robust Pre-Fire Planning Solution

Identify all City resources available for use to implement a new program by the end of third quarter FY20/21. Develop a program utilizing the results of the SWOT analysis, adhering to the guidelines established, fulfilling the needs, and utilizing all available resources to be implemented by the end of FY 20/21. Implement a new Pre-Plan and Mapping program by the end of the first quarter of FY 21/22. → Develop pre-fire plans → Track use and accessibility by members. → Request feedback during first year about the usability of the plan

GOAL 5

Evaluate effectiveness of the new plan and make revisions by the end of FY 21/22. Based on use, comments and technology.

Continue Implementation and development of pre-fire plans while making necessary changes based on department feedback.

2020-2025 Strategic Plan | City of Denton Fire Department


STRATEGIC GOAL 5 Capitalize and Implement on Advanced Technologies

Objective 5D Team Lead Critical Tasks

» » » » » »

14 months

Assess the current Opticom system currently in use across the City. Work collaboratively with Traffic to develop an expansion of the current system and investigate newer technologies in preemption . In conjunction with Traffic develop a funding plan in preparation of the annual fiscal year budget to present joint initiatives. Review progress of maintenance of the current system along with planned expansion of the preemption system. Opticom system inspection and evaluation. → Roadways → Apartments → Industrial

Team Lead Critical Tasks

» » » »

Assistant Chief’s

Develop a renewed relationship with Traffic Department.

Objective 5e

»

Continue expansion of the use of Opticom Traffic Preemption devices

Develop and Implement a web-based residents survey Administration Team 6 months

Create a small team to research and create a draft survey based on the services provided by the DFD Define analytics categories in which the questions will provide the data for Research the best software to develop then distribute a survey Collect and review data to be reported and presented at quarterly Command Staff meetings Annually review the content of the survey to validate questions are the most appropriate for the data the department is attempting to collect

City of Denton Fire Department | 2020-2025 Strategic Plan 45


PERFORMANCE MEASURES To assess and ensure that the organization delivers on the goals and objectives in the strategic plan, the Denton Fire Department Executive Team must identify the performance measures for which accountability can be assessed. Quantifiable output can be challenging, and this the department must focus on assessing progress toward achieving improved results by completing each objective and therefore achieving each overall goal. Another essential step in measuring performance is the routine review and revision of the strategic plan. As time passes, it is necessary to validate the path of the strategic plan. It is not a document meant to be static and reviewed at the end, but rather a document that is routinely reviewed with a plan to communicate progress to the organization. Typically, specific terms are used to identify and measure performance. The following terms are standardized in the Denton Fire Department Plan:

INPUTS

Value of resource used to produce an output

OUTPUTS

Quantifiable units produced which are activityoriented 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 service is provided.

OUTCOME

Qualitative consequences associated with a program or service. 46

2025 Strategic Plan


INPUTS OUTPUTS EFFICIENCY SERVICE QUALITY OUTCOME


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