Fire Strategic Plan

Header 1 Lorem ipsum dolor sit amet, consectetur adipiscing elit. Sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur.

Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

2025-2030

Header 2

Vestibulum ante ipsum primis in faucibus orci luctus et ultrices posuere cubilia curae; Proin sagittis nisl rhoncus mattis rhoncus. Aenean vel elit scelerisque mauris pellentesque pulvinar pellentesque habitant morbi. Aliquam sem et tortor consequat id porta nibh. Diam volutpat commodo sed egestas egestas fringilla phasellus. Nisl nunc mi ipsum faucibus vitae aliquet nec ullamcorper sit. Sagittis vitae et leo duis ut.

Pellentesque habitant morbi tristique senectus et netus et malesuada fames.

Header 3

STRATEGIC PLAN

Ut aliquet risus ac nulla luctus, sit amet consequat erat suscipit. Vivamus at lacus non elit ultricies molestie. Integer vel eros eu nunc tincidunt sollicitudin. Duis consectetur, nisl nec fermentum consequat, ex lorem dignissim turpis, id dapibus erat metus a orci.

SECURITY DESCRIPTION

PROBABILITY LEVEL (Insert very high, high, medium, low, very low)

IMPACT ON OPERATIONS (Insert minor, manageable, critical, terminal)

RESPONSE LEVEL (Insert level 1, 2, or 3)

Unauthorized vehicle in lot After-hours office intruder Armed intruder Data loss or theft Terrorism/sabotage Unverified package(s) in the facility Use of portable electronic devices

FIRE DEPARTMENT CITY OF JOHNSON CITY, TN 2025-2030 Strategic Plan | Fire Department | 1

CONTENTS LETTER FROM THE FIRE CHIEF

3

EXECUTIVE SUMMARY

4

INTRODUCTION

5

CITY OF JOHNSON CITY

6

JURISDICTION AND ORGANIZATIONAL BACKGROUND

8

ORGANIZATIONAL CHART

9

INTERNAL STAKEHOLDER ACKNOWLEDGMENT

10

INTERNAL STAKEHOLDER INPUT

11

EXTERNAL STAKEHOLDERS ACKNOWLEDGMENT

12

EXTERNAL STAKEHOLDER INPUT

13

SWOT ANALYSIS

14

CRITICAL ISSUES

16

GAP ANALYSIS

17

GOAL 1: INCREASED STAFFING

18

GOAL 2: FACILITY ADDITIONS, EXPANSIONS, AND ENHANCEMENTS

20

GOAL 3: ENHANCE AND IMPROVE OPERATIONAL CAPABILITIES

22

GOAL 4: IMPROVE DEPARTMENT COMMUNICATION

24

2 | 2025-2030 Strategic Plan | Fire Department

LETTER FROM THE CHIEF I am pleased to present the 2025-2030 Johnson City Fire Department Strategic Plan. The document will provide direction and guidance for our department over the next five years.

Developed through a collaborative effort of internal and external stakeholders, the Strategic Plan reflects the shared commitment to excellence within our department and the community.

As a CPSE-accredited, ISO class I-rated fire department, the JCFD is dedicated to ensuring the safety and security of Johnson City’s citizens, businesses, and visitors.

The JCFD’s commitment to excellence, driven by the hard work of its members, has resulted in significant achievements. This dedication continues to benefit our community, as the JCFD remains a leader in delivering positive outcomes through emergency services.

Sincerely, David Bell Fire Chief

DAVID BELL FIRE CHIEF

“The JCFD is dedicated to ensuring the safety and security of Johnson City’s citizens, businesses, and visitors.”

2025-2030 Strategic Plan | Fire Department | 3

EXECUTIVE SUMMARY Strategic planning is a structured approach to defining an organization’s future direction and outlining the steps to achieve its goals. Strategic planning involves identifying long-term objectives, developing effective strategies, and creating comprehensive plans to execute them. By aligning the organization’s goals with the needs of both internal and external stakeholders, strategic planning becomes a continuous process of growth and adaptation. A well-implemented strategic plan consistently applied across all levels of the organization, can foster a shared sense of purpose among administration, employees, stakeholders, and customers. This shared understanding drives collaboration, motivates teams, and ultimately leads to organizational success.

The Johnson City Fire Department (JCFD) began in early 2024 to revise the agency’s strategic plan.

The process incorporated input from external and internal stakeholders, emphasizing areas where organizational improvements should be pursued.

The most recent rendition of the strategic plan was conducted in multiple phases to enhance input across the organization and the community.

The first phase involved an internal and external survey to provide a baseline impression of department and service satisfaction. The information gathered from the surveys was then analyzed, interpreted, and used to develop talking points for the subsequent phases of the strategic planning process.

A three-day strategic planning process involved three key groups. Day one engaged the entire executive staff. Day two brought together a diverse 14-member panel representing all ranks, ages, experience levels, and demographics from the fire department’s suppression and prevention teams. Both groups independently conducted SWOT analyses to assess the department’s current position. The results were then shared between groups to highlight the commonalities in their findings.

The culmination of the strategic planning process brought together 40 external stakeholders from 15 community organizations. The primary objective of this final day was to foster collaboration and identify shared goals, threats, resources,

4 | 2025-2030 Strategic Plan | Fire Department

and opportunities. Participants actively contributed critical community issues and discussed potential services or programs that could benefit both their individual organizations and the broader community.

The comprehensive data collected has been instrumental in formulating the Johnson City Fire Department’s 2025-2030 Strategic Plan. This strategic blueprint will guide the department’s organizational trajectory and foster ongoing enhancements throughout the next five years.

MISSION The Johnson City Fire Department’s mission is to be the all-hazards provider to the citizens and visitors through Prevention, Preparedness, and Emergency Response.

INTRODUCTION Since its founding in 1891, the Johnson City Fire Department (JCFD) has been an integral part of the community. Committed to protecting lives and property, the department actively engages with residents and visitors through public education, fire prevention initiatives, and community risk assessments. By implementing effective response strategies and continually refining operations, the JCFD ensures the safety and well-being of all.

The JCFD is a vital component of the community, responding to roughly 10,000 emergency calls annually. Nine strategically located fire stations, staffed by 123 dedicated uniformed personnel across three shifts, handle these calls. These stations house 12 engine and truck companies and two district chiefs. The department’s fleet includes nine engine companies and three truck companies.

Beyond the front-line responders, the JCFD boasts a robust support staff. This staff includes the fire chief, deputy chief, assistant fire chiefs, administrative district chief, administrative services manager, fire marshal, four fire prevention officers, an administrative assistant, and two fire equipment technicians. Together, the department’s 136 funded positions ensure the seamless delivery of emergency services and fire prevention initiatives.

VISION The Johnson City Fire Department’s Vision is to provide exceptional services to our community through our Core Values.

H

HONESTY Truthful in all we do.

E

EMPATHY Compassion for all in need.

L

LOYALTY Devoted to serving the community.

P

PROFESSIONALISM Through valued service.

2025-2030 Strategic Plan | Fire Department | 5

CITY OF JOHNSON CITY Johnson City, a major Appalachian city in Northeast Tennessee, boasts a population of approximately 74,075 and covers 43.43 square miles. As the eighth-largest city in Tennessee, it offers both urban and rural landscapes, with a population density of 1,538 people per square mile. Part of the TriCities region, Johnson City spans four counties: Washington, Sullivan, Unicoi, and Carter, with most of the land mass being in Washington County, TN. East Tennessee State University (ETSU), near downtown Johnson City, provides a diverse range of programs to its approximately 14,317 students. ETSU boasts a competitive NCAA Division I athletic program that participates in the Southern Conference across multiple sports.

These athletic events often draw significant local interest and attendance, necessitating effective crowd management strategies. The University’s campus also houses a performing arts center, a multipurpose convention arena, a state-of-theart football stadium, and a baseball stadium, further contributing to its dynamic role within the community.

Downtown Johnson City is undergoing a revitalization fueled by both public and private investments. This transformation has made it a regional hub for events like festivals and concerts, attracting residents and visitors alike. The city’s strategic investments have fostered a mutually beneficial relationship between the community and downtown. While the city has experienced some outward growth, including new retail, dining, and residential options, careful planning ensures that all areas continue to receive essential services.

Healthcare is a cornerstone of the community and regional economy. East Tennessee State University (ETSU) houses the James H. Quillen College of Medicine and the Gatton School of Pharmacy on the VA Mountain Home campus. The medical school specializes in rural healthcare, training future practitioners in primary care, surgery, pediatrics, geriatrics, and other specialties crucial for rural communities. In partnership with the V.A. Medical Center and Quillen College of Medicine, Ballad Healthcare provides healthcare services to the fourstate Appalachian Highlands region. These services include physician groups, surgery centers, and diagnostic centers throughout the city.

6 | 2025-2030 Strategic Plan | Fire Department

To enrich the quality of life in Johnson City.

We get EXCITED for the mission to serve through: EXCELLENCE CUSTOMER SERVICE INTEGRITY TEAMWORK ENGAGEMENT DEDICATION

2025-2030 Strategic Plan | Fire Department | 7

JURISDICTION & ORGANIZATIONAL BACKGROUND The Johnson City Fire Department has proudly served the community for 134 years. Incepted in 1891, the JCFD is an entirely career department comprised of 132 sworn and four civilian members.

The JCFD is equipped to handle various emergencies beyond fire suppression. All personnel are trained in emergency medical services (EMS) at the basic life support (BLS) level, contributing to a two-tier EMS response system. The department provides emergency medical responders, medical technicians, advanced medical technicians, and paramedics. While Washington County/Johnson City Emergency Medical Services handles emergency and non-emergency transport, the JCFD is prepared for special operations incidents such as technical rescue and hazardous material spills. All sworn personnel are trained to the operations level in these areas, with several individuals holding technician certifications.

The JCFD maintains a robust response system with nine strategically positioned stations across North and South Districts. These stations are carefully located within fire response zones (FRZ) to optimize response times and ensure that emergency services can reach any location within the city in five minutes or less. The department’s fleet is equipped to handle a wide range of emergencies, including nine fire engines, three ladder trucks, two command vehicles, a rehab unit, two air trucks, a swiftwater rescue boat, two trail ATVs, and specialized Hazmat and special operations trailers.

The Assistant Chief of Operations is responsible for the day-to-day management of 123 uniformed personnel, organized into three shifts of 41. This includes overseeing the delivery of emergent and nonemergent fire rescue services to the community, which averages nearly 10,000 calls annually. The Assistant Chief of Administration, in collaboration with the District Chief of Administration, is responsible for managing various administrative tasks, including accreditation, training, logistics, technology, facilities, and other essential resources.

Each shift is overseen by two geographically assigned District Chiefs, one for the South region and one for the North region. The South region encompasses five fire stations, while the North region covers four. The nine engine companies on each shift are staffed with at least three personnel: a Lieutenant, a Driver/Engineer, and a Firefighter. The three truck companies require a minimum of two personnel: a Driver/Engineer and a Firefighter. Each shift has nine Lieutenants assigned to the engine companies, twelve Drivers/ Engineers assigned to both engine and truck companies, and at least twelve Firefighters.

8 | 2025-2030 Strategic Plan | Fire Department

ORGANIZATIONAL CHART Fire Chief 800

Suppression - 123 Shift Count - 41 Minimum Staffing - 35 Administration - 13 Total Personnel - 136

Administrative Services Manager

Administrative Assistant Chief 802

Deputy Chief 801

Administrative Coordinator

Assistant Chief Operations 803

Fire Marshal 804

Administrative District Chief Accreditation/ Training 805

Fire Prevention Officer 1

Fire Prevention Officer 2

Fire Equipment Technician

Fire Prevention Officer 3

Fire Prevention Officer 4

DC1A

DC2A

DC1B

DC2B

DC1C

DC2C

E1A LT DE FF

E5A LT DE FF

E1B LT DE FF

E5B LT DE FF

E1C LT DE FF

E5C LT DE FF

E2A LT DE FF

T5A DE FF

E2B LT DE FF

T5B DE FF

E2C LT DE FF

T5C DE FF

T2A DE FF

E6A LT DE FF

T2B DE FF

E6A LT DE FF

T2C DE FF

E6C LT DE FF

E3A LT DE FF

E8A LT DE FF

E3B LT DE FF

E8B LT DE FF

E3C LT DE FF

E8C LT DE FF

E4A LT DE FF

E9A LT DE FF

E4B LT DE FF

E9B LT DE FF

E4C LT DE FF

E9C LT DE FF

T4A DE FF

T4B DE FF

T4C DE FF

E7A LT DE FF

E7B LT DE FF

E7C LT DE FF

2025-2030 Strategic Plan | Fire Department | 9

INTERNAL STAKEHOLDER ACKNOWLEDGMENT The Johnson City Fire Department (JCFD) gathered its team for internal stakeholder meetings on September 26 and October 15, 2024. A diverse group of 16 individuals participated in these sessions, ranging from frontline firefighters to the fire chief and non-sworn civilian staff from every division.

This inclusive approach ensured that a wide range of perspectives were considered.

To foster continuous improvement, employees were surveyed about internal processes, procedures, and potential issues. Internal stakeholders then delved into the SWOT analysis to identify strengths, weaknesses, opportunities, and threats. They prioritized critical issues currently affecting the department and developed aligned organizational goals. A list of attendees follows:

INTERNAL STAKEHOLDERS

EXECUTIVE STAFF

• • • • • • • • •

• • • • • • •

Steve Alexander Kaitlin Asbury Marshall Hardy Wade Hardin William Shepherd Marina Arbuckle Charlie Ihle Lance Bellamy Kevin Haynes

10 | 2025-2030 Strategic Plan | Fire Department

David Bell Marcus Beasley Jason Powell Ed Haynes Bruce Hennequin Adam Momberger Judy McNeil

INTERNAL STAKEHOLDER INPUT A crucial component of our strategic planning process involved collaborative engagement with internal stakeholders to envision the department’s future. Their insightful contributions were essential in identifying and prioritizing the most impactful and critical departmental goals. The goals have been listed below by priority level and the group evaluating them:

INTERNAL STAKEHOLDERS

EXECUTIVE STAFF

HIGH PRIORITY

HIGH PRIORITY

1.

1.

2.

3.

4.

5.

6.

Addition of a dedicated Training Lieutenant.

Increased staffing on ladder trucks.

Addition of a bathroom to Fire Station 5.

New Fire Station 4.

Increase in minimum staffing.

Addition of a dedicated Medical Officer.

2.

3.

4.

5.

Increased staffing on the ladder trucks.

Addition of a dedicated Training Lieutenant.

District Chief 2 being relocated to Fire Station 6.

Addition of Fire Station 10.

Addition of a dedicated Community Risk Reduction position.

MEDIUM PRIORITY

MEDIUM PRIORITY

1. Addition of Fire Station 10.

2. District Chief 2 being relocated to Fire Station 6.

3. Addition of a dedicated Community Risk Reduction position.

4. Addition of a Deputy Fire Marshal.

1. Reduction of overtime.

2. Addition of the bathroom to Fire Station 5.

3. New Fire Station 4.

4. Increase in minimum staffing.

5. The addition of a Deputy Fire Marshal.

6. Expansion of Special Operations.

LOW PRIORITY 1.

2.

3.

4.

Expansion of Special Operations.

Reduction of overtime.

Addition of a heavy rescue vehicle.

Addition of a third District Chief position on each shift.

LOW PRIORITY 1.

Addition of a dedicated Medical Officer.

2. Addition of a heavy rescue vehicle.

3. Addition of a third District Chief position on each shift.

2025-2030 Strategic Plan | Fire Department | 11

EXTERNAL STAKEHOLDERS ACKNOWLEDGMENT On December 3, 2024, the Johnson City Fire Department convened an external stakeholder meeting to gather community input. Representatives from 15 different organizations across the community attended the meeting.

External stakeholders were polled regarding departmental processes and procedures and perceived deficiencies in maintaining high customer service standards. Their input was aligned with the SWOT analysis shared among the cohort, emphasizing opportunities and threats. Furthermore, the group deliberated on critical community issues and potential solutions to alleviate their impact. The organizations below were represented:

INTERNAL PRIVATE STAKEHOLDERS

EXECUTIVE GOVERNMENT STAFF

• •

• • • • •

• • • •

Ballad Health East Tennessee State University (ETSU) Johnson City Chamber of Commerce MD Carts Medflight Washington County / Johnson City EMS

• • • •

12 | 2025-2030 Strategic Plan | Fire Department

Johnson City Fire Department Johnson City Legal Department Johnson City Management Johnson City Mayor Johnson City Police Department Johnson City Schools System Johnson City Risk Management Johnson City Water Department Washington County Mayor

EXTERNAL STAKEHOLDER INPUT A community-driven strategic planning process was employed to develop the Johnson City Fire Department Strategic Plan, thereby guaranteeing the integration of community needs. External stakeholders participated in this process by offering the following input:

INTERNAL POSITIVE FEEDBACK STAKEHOLDERS

CONCERNS

•

•

• • • • • •

Competency and professionalism.

Highly trained personnel.

Smoke detector installation program.

Car seat installation program.

Fast and efficient response.

Resources and capabilities.

Public education programs within the schools.

• • •

Departmental growth matching city growth.

Active shooter events.

Hazardous materials spills or releases.

Lack of available, affordable housing.

2025-2030 Strategic Plan | Fire Department | 13

SWOT ANALYSIS A SWOT analysis was conducted to gain a comprehensive understanding of the agency’s strategic position. Internal stakeholders contributed to the identification of strengths and weaknesses, while external stakeholders provided valuable input on potential opportunities and threats. This collaborative approach ensured a well-rounded assessment of the agency’s current state and future prospects.

An assessment of the agencies current state & future prospects.

STRENGTHS

WEAKNESSES

To ensure the delivery of high-quality community services, organizations must prioritize identifying and leveraging their strengths. Recognizing these strengths helps pinpoint programs that are both efficient and effective. Internal stakeholders identified the following key strengths within our organization:

Continuous improvement involves identifying organizational weaknesses and taking steps to mitigate their impact. To maintain a high level of service delivery for internal and external stakeholders, addressing inefficiencies stemming from these weaknesses is crucial. The initial step in this process is to pinpoint these areas of concern. The internal stakeholders have identified the following weaknesses:

• • • • • • • • • • • • • • • • • • • • •

Support from the City Commission.

Support from City Management.

Strong working relationships with other external agencies.

Strong working relationships with other City departments and divisions.

Exceptional EMS skills and proficiency.

High morale.

High job satisfaction.

Good professional development and training.

Optimism in the direction the organization is heading.

Good equipment and apparatus.

Brand new state-of-the-art training complex.

The ability for our staff to adapt to complex situations.

Reputation within the region.

Good career advancement opportunities.

Exceptional data analysis.

High success in grant allocation.

Large applicant pool.

Peer support group.

Educational Reimbursement Program.

Training Incentive Program.

Opportunities for outside training.

• • • • • • • • • • • • • • • •

14 | 2025-2030 Strategic Plan | Fire Department

Inadequate staffing on ladder trucks.

Ladder trucks are frequently out-of-service for mechanical repairs.

Inconsistent accountability.

Shift leadership in opposition with executive leadership.

Old stations in need of renovations or replacements.

Elongated response times in the northwest corridor of the city.

Disconnect between Administration and Suppression.

Poor or insufficient fitness equipment.

No women’s restrooms in Fire Stations 4 and 5.

Poor compensation.

Poor communication throughout the department.

Opinions are not taken into consideration.

Lack of real-world training.

Inconsistent practices amongst the shifts.

Insufficient staffing in Fire Prevention.

Outdated and inadequate Preplanning program.

OPPORTUNITIES Identifying external opportunities provides avenues for leveraging favorable external conditions to impact the organization positively.

These opportunities can serve as catalysts for continuous improvement, fostering organizational growth and a positive work environment.

External stakeholders identified the following opportunities: • • • • • • • •

Private industry collaboration with Fire Prevention.

Medical network partnerships.

Interagency interaction and training.

Hands-only CPR courses for businesses and schools.

Partnering with the school system to form fire department internship programs.

Socioeconomic growth projections.

Community Para Medicine program.

CERT program training opportunities for the general public.

THREATS Threats are external forces that can hinder an organization’s efficiency and effectiveness.

By proactively identifying potential threats, organizations can significantly mitigate risks and losses. A crucial aspect of successful strategic planning is acknowledging that external threats are beyond an organization’s control. Based on input from external stakeholders, the following threats were identified: • • • • • • • • • •

Rapid growth that is outpacing the resources of the department and the City.

Budgetary constraints.

Pending class action lawsuit.

Active shooter events.

Insufficient affordable housing.

Potential of another catastrophic flood event.

Insufficient City infrastructure for population growth.

Re-emergence of epidemic diseases.

A large population of financially vulnerable individuals within the community.

Rising costs.

2025-2030 Strategic Plan | Fire Department | 15

CRITICAL ISSUES A comprehensive review of the Johnson City Fire Department’s core services, coupled with a SWOT analysis and stakeholder input, revealed critical issues that hinder optimal service delivery.

Resolving these issues will significantly improve the department’s operational efficiency and effectiveness.

ACCOUNTABILITY • • • • • •

Handling matters at the appropriate level through the proper channels.

Members are not utilizing the chain of command properly.

Inconsistent discipline.

Shift leadership obstinate and defiant to Fire Department leadership.

Personnel operating on personal agendas.

Inconsistencies in the way each shift operates.

STAFFING • •

Insufficient staffing on ladder trucks.

Insufficient staffing in the Fire Prevention office.

CULTURE •

• •

A fundamental disagreement exists within the organization. Some individuals favor a more agile, decentralized approach, which is characteristic of a small department. Others prefer a more centralized, bureaucratic structure like a large department.

Generational differences.

The department has grown large enough that past practices are no longer effective, but many still hold onto them.

COMMUNICATION • •

Communication up and down the chain of command.

Communication between and within divisions.

JOB PROFICIENCY • •

Officer development.

Succession issues at the Lieutenant level.

16 | 2025-2030 Strategic Plan | Fire Department

GAP ANALYSIS A comprehensive gap analysis was conducted, building upon the findings of the SWOT analysis, critical issues, and annual program appraisals. This analysis highlights the disparities between the organization’s actual and desired performance levels. By addressing these gaps, the organization will be better equipped to meet the evolving needs of internal and external stakeholders, fostering a culture of continuous improvement over the next five-year period.

• • • •

• • • • • • • • •

• • •

Increase staffing on ladder trucks to three with an officer.

Expansion of the training division.

Relocation of District Chief 2 to a more centralized location.

Addition of Fire Station 10 to eliminate the coverage gap within the northwest corridor of the city.

Creation of a dedicated Community Risk Reduction position.

Addition of a women’s restroom to the fire stations without one.

Expansion of the Fire Prevention Division.

The addition of a dedicated Medical Officer.

Construction of a new Fire Station 4.

Officer development program.

Developing a multi-agency plan for an active shooter event.

Revamping department Preplan Program.

Seeking sound revenue sources consistent with the plan for taxation in the community to keep up with the soaring costs of operations and capital ventures.

Facility improvement plan.

Training with outside agencies.

Policy for standardized and formalized communication with dissemination of information up and down the chain of command.

2025-2030 Strategic Plan | Fire Department | 17

GOAL 1: INCREASED STAFFING OBJECTIVE 1.1: COMPLETE A STAFFING STUDY OF THE DEPARTMENT

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Identify, assess, and document local needs and circumstances, community risks, and response capabilities.

Administrative District Chief

1 – 3 months

Develop a comprehensive analysis of the service gaps the community is experiencing.

PERFORMANCE MEASURE IF APPLICABLE •

% of incidents with response times outside of established benchmark.

•

% of injuries by call and apparatus type.

Conduct workload management assessment of the Fire Suppression Division.

Assistant Chief of Operations

1 – 3 months

Develop a comprehensive analysis of the service gaps the Fire Suppression Division is experiencing.

Number of responses where department would be able to meet NFPA 1710.

Conduct workload management assessment of the Fire Prevention Division.

Fire Marshal

1 – 3 months

Develop a comprehensive analysis of the service gaps the Fire Prevention Division is experiencing.

Number of inspections completed versus the number outstanding.

Conduct workload management assessment of the Fire Administration Division.

Assistant Chief of Administration

1 – 3 months

Develop a comprehensive analysis of the service gaps the Fire Administration Division is experiencing.

The number of tasks assigned to each individual and the time allotted.

Conduct workload management assessment of the Fire Training Division.

Administrative District Chief

1 – 3 months

Develop a comprehensive analysis of the service gaps the Fire Training Division is experiencing.

The number of tasks assigned to each individual and the time allotted.

18 | 2025-2030 Strategic Plan | Fire Department

OBJECTIVE 1.2: PRIORITIZE STAFFING NEEDS PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Establish an objective baseline number for the number of personnel needed for the city's population and call base.

Deputy Chief

30 Days

Identify where our staffing levels should be.

Comparing the assessed gaps to the industry standards to a community of Johnson City's size.

Create a prioritization list by division.

Deputy Chief

30 Days

Identify the priority of positions needed through each division.

Evaluating the results gathered by each division.

Create a prioritization list for the department.

Deputy Chief

30 Days

Identify the priority of positions needed for the department.

Evaluating the overall results based on the most pressing needs of the community and department.

OBJECTIVE 1.3: DEVELOP TIMELINE AND BUDGET PROJECTIONS PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Develop an order and timeline for the proposed implementation.

Fire Chief

1 – 6 months

Develop a plan of action.

When accomplished

Develop an initial proposal and budget for positions to be included.

Fire Chief

1 – 6 months

Develop a cost-benefit analysis formatted over five years.

When accomplished

Present plan to City Management.

Fire Chief

1 – 6 months

Garner support.

When accomplished

Discuss a realistic implementation goal with City Management.

Fire Chief

1 – 6 months

Develop an understanding of the financial realities of implementation under the proposed timeline.

When accomplished

Present to City Commission

Fire Chief

1 – 6 months

Garner support.

When accomplished

Total Project Time Frame: 6 – 12 Months

2025-2030 Strategic Plan | Fire Department | 19

GOAL 2: FACILITY ADDITIONS, EXPANSIONS, AND ENHANCEMENTS OBJECTIVE 2.1: RENOVATE AND MODERNIZE OUTDATED FACILITIES TO MEET CURRENT NEEDS PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Prioritize renovation projects based on facility age, condition, and legal compliance.

Deputy Chief

6 – 12 months

Developing a prioritized list of projects that first addresses the department's most pressing needs.

When accomplished

Develop a renovation plan that includes budget, timeline, and scope of work.

Fire Chief

6 – 12 months

An explicit expectation of costs and the time needed for each project.

When accomplished

Secure necessary approvals and permits for renovation projects.

Fire Chief

12 – 18 months

Establishing the necessary legal requirements to begin work.

When accomplished

OBJECTIVE 2.2: EXPAND FIRE DEPARTMENT COVERAGE PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Conduct a response analysis for the past five years to identify areas of concern.

Administrative District Chief

3 – 6 months

Accurate and up-todate data identifying coverage gaps.

When accomplished

Develop a long-term facility master plan to guide future fire station location needs.

Deputy Chief and Fire Chief

6 – 12 months

Developing a prioritized list of fire station builds in order of priority.

When accomplished

Analyze potential fire station sites and assess feasibility.

Fire Chief

6 – 12 months

Identify the correct locations for future facilities.

When accomplished

20 | 2025-2030 Strategic Plan | Fire Department

OBJECTIVE 2.3: DEVELOP AND IMPLEMENT A PHASED EXPANSION PLAN TO ACCOMMODATE GROWTH PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Secure necessary funding and approvals for expansion projects.

Fire Chief

3 – 5 years

Establish financial funding for a specific project as it becomes available.

When accomplished

Develop detailed project plans, including timelines and budgets.

Deputy Chief

2 – 3 years

Provide a station build blueprint that can be utilized for upcoming fire stations.

When accomplished

Manage construction and renovation projects to ensure timely completion.

TBD

3 – 5 years

Provide guidance and oversee projects as they occur.

When accomplished

Total Project Time Frame: 3 – 5 Years

2025-2030 Strategic Plan | Fire Department | 21

GOAL 3: ENHANCE AND IMPROVE OPERATIONAL CAPABILITIES OBJECTIVE 3.1: ENHANCE FIREFIGHTER TRAINING AND DEVELOPMENT PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Increase the number of firefighters certified to advanced levels in specialized areas.

Administrative District Chief and Assistant Chief of Operations

2 – 4 years

There should be an increase in qualified personnel for each discipline within the Special Operations division.

Number of qualified, trained personnel on each Special Operations team.

Establish and develop a Special Operations Division.

Assistant Chief of Operations

2 – 4 years

Establish adequately equipped and trained response teams.

% of vacancies on each team.

Establish an Officer Development program to foster knowledge transfer and leadership development.

Deputy Chief

1 – 2 years

The formation of expectations and conduct requirements for all officers that mirror the core values of the JCFD.

When accomplished

Increase live-fire training opportunities.

Administrative District Chief

1 – 2 years

Develop an increased level of proficiency and comfort in reallife structure fire events.

Number of live-fire drills conducted by the department and attended by personnel annually.

Conduct training drills with automatic aid partners.

Administrative District Chief

1 – 2 years

An increased level of operational proficiency and familiarity with department automatic aid partners in the region.

Number of drills conducted by the department and neighboring agencies and attended by personnel annually.

Conduct regular drills and exercises to maintain proficiency in firefighting techniques, hazardous material response, and other specialized operations.

Assistant Chief of Operations

1 – 2 years

Establish an increased operational proficiency and familiarity with lowvolume but highimpact call types.

Number of special operations drills conducted by the department and attended by personnel annually.

22 | 2025-2030 Strategic Plan | Fire Department

OBJECTIVE 3.2: ENHANCE COMMUNITY RISK REDUCTION PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Increase public education and outreach efforts to promote fire safety awareness.

Fire Marshal

1 – 2 years

To enhance the public awareness of dangerous situations and preventative measures.

% increase in public education hours, distributable materials, and safety events conducted annually.

Enhance pre-incident planning efforts to identify potential hazards and develop effective response strategies.

Assistant Chief of Administration

1 – 2 years

To enhance the internal awareness and familiarity of high-hazard locations within the city.

% of significantrisk locations with accurate and accessible preplans.

Partner with local organizations to develop communitybased risk reduction programs.

Fire Marshal

1 – 2 years

Enhance external relationships with community partners and reduce the city's overall risk profile.

The number of meetings conducted annually with identified external stakeholders.

OBJECTIVE 3.3: IDENTIFY, UPGRADE, AND IMPLEMENT TECHNOLOGY SOLUTIONS PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Invest in advanced technology and communication systems to improve emergency situational awareness and decision-making.

Assistant Chief of Administration

1 – 3 years

An improvement to the capability of the department to leverage technology more effectively in daily operations.

When accomplished

Explore artificial intelligence (AI) solutions for streamlining processes.

Assistant Chief of Administration

1 – 3 years

To identify areas where AI may provide solutions to manually demanding tasks.

When accomplished

Explore using drones and other emerging technologies to enhance response capabilities and gather critical information.

Assistant Chief of Operations

1 – 3 years

To increase the organizational ability to conduct largescale operations in which wide-area reconnaissance is needed.

When accomplished

Utilize data analytics to identify trends, assess performance, and identify new and emerging threats.

Administrative District Chief

12 – 18 months

To further guide organizational decisions and enhance proactive operational readiness.

When accomplished

Total Project Time Frame: 3 – 5 Years

2025-2030 Strategic Plan | Fire Department | 23

GOAL 4: IMPROVE DEPARTMENT COMMUNICATIONS OBJECTIVE 4.1: IDENTIFY INTERNAL COMMUNICATION OBSTACLES PERFORMANCE MEASURE IF APPLICABLE

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Evaluate internal communication obstacles.

Assistant Chief of Administration

6 – 12 months

Identify the obstacles that have been plaguing the department.

Identify solutions and prioritize.

Assistant Chief of Administration

6 – 12 months

Develop SOGs that address the identified issues and establish an order of implementation.

Number of SOGs created.

Implement solutions.

Assistant Chief of Administration

12 – 18 months

Developed SOGs are implemented and disseminated among all personnel.

Number of SOGs implemented and qualitative survey of effectiveness.

PERFORMANCE MEASURE IF APPLICABLE

OBJECTIVE 4.2: IDENTIFY EXTERNAL COMMUNICATION OBSTACLES

CRITICAL TASKS

ASSIGNED TO

TIME FRAME

DESIRED OUTCOME

Improve coordination and resource sharing with other agencies.

Assistant Chief of Administration

6 – 12 months

Establishing stronger external relationships with outside agencies.

When accomplished

Identify solutions and prioritize.

Assistant Chief of Administration

6 – 12 months

Establishing the areas of weakness.

When accomplished

Implement solutions.

Assistant Chief of Administration

12 – 18 months

Development of a targeted strategy for improvement.

When accomplished

Total Project Time Frame: 1-2 Years

24 | 2025-2030 Strategic Plan | Fire Department

Johnson City Fire Department 603 Bert St. | Johnson City, TN (423) 975-2840 | www.johnsoncitytn.org