HomeMy WebLinkAbout2001 05-16
CITY OF MERIDIAN
SPECIAL JOINT MEETING I WORKSHOP
MERIDIAN CITY COUNCIL
&
MERIDIAN RURAL FIRE PROTECTION DISTRICT COMMISSIONERS
AGENDA
Wednesday, May 16,2001, at 6:30 p.m.
Meridian City I Rural Fire Station
1. Roll-call Attendance:
o
X
Tammy de Weerd X
Cherie McCandless X
o Mayor Robert Corrie
Ron Anderson
Keith Bird
2. Adoption of the Agenda:
3. Presentation of the Fire and Emergency Services Evaluation and
Customer Centered Strategic Plan: Presentation by Chief Ken Bowers
and Joe Parott
Meridian City Council & Meridian Rural Fire Protection District Commissioners Joint Work'shop Agenda -May 16,2001
Page I of!
All materials presented at public meetings shall become property of the City of Meridian.
Anyone desiring accommodation for disabilities related to documents and/or hearings,
please contact the City Clerk's Office at 8&&-4433 at least 48 hours prior to the public meeting.
CITY OF MERIDIAN
SPECIAL JOINT MEETING I WORKSHOP
MERIDIAN CITY COUNCIL
&
MERIDIAN RURAL FIRE PROTECTION DISTRICT COMMISSIONERS
AGENDA
Wednesday, May 16, 2001, at 6:30 p.m.
Meridian City I Rural Fire Station
1. Roll-call Attendance:
o Tammy de Weerd ~
r Cherie McCandless =x:=
o Mayor Robert Corrie
Ron Anderson
Keith Bi rd
2. Adoption of the Agenda:
3. Presentation of the Fire and Emergency Services Evaluation and
Customer Centered Strategic Plan:
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Meridian City Council & Meridian Rural Fire Protection District Commissioners Joiut Workshop Agenda -May 16,2001
Page I ofl
All materials presented at public meetings shall become property ofthe City of Meridian.
Anyone desiring accommodation for disabilities related to documents and/or hearings,
please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting.
MAYOR
Robert D. Corrie
HUB OF TREASURE VALLEY
A Good Place to Live
LEGAL DEPARTMENT
(208) 288-2499 . Fax 288.2501
PUBLIC WORKS
BUILDING DEPARTMENT
(208) 887-2211 . Fax 887-1297
PLANNING AND ZONING
DEPARTMENT
(208) 884-5533 . Fax 888-6854
CITY COUNCIL MEMBERS
Ron Anderson
Keith Bird
Tammy deWeerd
Cherie McCandless
CITY OF MERIDIAN
33 EAST IDAHO
MERIDIAN, IDAHO 83642
(208) 888.4433 . Fax (208) 887-4813
City Clerk Office Fax (208) 888-4218
NOTICE OF SPECIAL JOINT MEETING J WORKSHOP
MERIDIAN CITY COUNCIL
&
MERIDIAN RURAL FIRE PROTECTION DISTRICT COMMISSIONERS
NOTICE IS HEREBY GIVEN that the City Council of the City of Meridian
and the Meridian Rural Fire Protection District Commissioners will hold a
Special Joint Meeting I Workshop at Meridian Fire Station, 540 East Franklin
Road, Meridian, Idaho, on Wednesday, May 16, 2001 at 6:30 P.M. They will
meet to discuss the evaluation of the Meridian City I Rural Fire Department.
The public is welcome to attend.
DATED this 10th day of May, 2001.
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Meridian Fire Department
540 E. Franklin Road
Meridian, JD 83642
208-888-1234 Fax 208-89!j..()390
RECEIVED
Memo
MAY 1 6 2001
CITY OF MERIDIAN
'To:
From:
Date:
Re:
Mayor Robert Corrie/City Council Members/Rural Fire Commissioners
Chief Ken W. Bowers Ii>> _
May 11, 2001
Special Meeting/Workshop May 16, 2001
On May 16, 2001, Emergency Services Consulting Group will be presenting to the
City of Meridian and the Meridian Rural Fire District, the Fire and Emergency
Services Evaluation and Customer Centered Strategic Plan. Time and place will be
6:30 p.m. at Meridian Fire Department Station #1 at 540 E. Franklin Road. Please
bring your Fire and Emergency Services Evaluation Booklet (see copy offront page),
that you received, also bring this new Customer Centered Strategic Booklet.
If you have any questions, please contact me.
Thank you,
Ken W. Bowers, Chief
Meridian Fire Department
. Page 1
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CITY OF MERIDIAN
MERIDIAN CITY/RURAL
FIRE DEPARTMENT
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Customer Centered
Strategic Plan
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Emergency Services Consulting Group
...a subsidiary of the Glatfelter Insurance Group
25200 SW Parkway, Suite 3
Wi/sonville, Oregon 97070
503-570-7778
800-757-3724
fax: 503-570-0522
www.escg.com
January 2001
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@Copyright 2001, MOl Consulting Group Inc. All rights
reserved. No part of this publication may be reproduced,
stored in a retrieval system or transmitted in any form or
by any means, electronic, mechanical, photocopy,
recording or otherwise without the expressed written
permission of Emergency Services Consulting Group
Meridian City/Rural Fire Department - Customer Centered Strategic Plan
TABLE OF CONTENTS
ACKNOWLEDGEMENTS 2
EXECUTIVE SUMMARY 3
THE CUSTOMER CENTERED STRA TEGIC PLANNING PROCESS 7
ORGANIZATIONAL BACKGROUND 9
THE MISSION STATEMENT 11
THE VISIONSTATEMENTS 12
VALUES 13
STRENGTHS 14
WEAKNESSES 15
OPPORTUNITIES 16
THREA TS 17
SERVICES PROVIDED 18
CUSTOMER PRIORITIES 19
CUSTOMER EXPECTATIONS 20
AREAS OF CUSTOMER CONCERN 21
POSITIVE CUSTOMER FEEDBACK 22
OTHER THOUGHTS AND COMMENTS 23
GOALS AND OBJECTIVES 24
COMMUNITY FIRE AND EMERGENCY SERVICES PERFORMANCE OBJECTIVES
AND TARGETS 42
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
ACKNOWLEDGEMENTS
Emergency Services Consulting Group acknowledges the Strategic Planning Group for
their participation and input into the Customer Centered Strategic Planning Process.
Special thanks go to Chief Ken Bowers for his leadership and commitment to the
process.
Our particular thanks go out to members of Meridian City/Rural Fire Department for the
, assistance and resources made available to Emergency Services Consulting Group in
order to complete this strategic plan. We would also like to thank the citizens who
contributed to the creation of this strategic plan. The development of this plan was truly
a "team effort".
Meridian City/Rural Fire Department Strategic Planning Group:
Jamie Allen
Ken"Welborn
Jim Anderson
Jeff Murray
Lance Smith
Nick Corral
.. Reggie Edwards
Jon Thompson
Roy Peckham
Joe Silva
Scotty Kiesig
Sill Allen
Ken Bowers
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,Meridian City/Rural Fire Department - Customer Centered Strategic Plan
EXECUTIVE SUMMARY
The Customer Centered Strategic Planning process accomplished more than just the
development of a document. ]t challenged the membership of Meridian City/Rural Fire
Department to look critically at paradigms, values, philosophies, beliefs, and desires. It
challenged individuals to work in the best interest of the "team." In addition, it provided
the membership with an opportunity to participate in the development of their
organizations long-term direction and focus. The members of the Meridian City/Rural
Fire Department Strategic Planning Group and the Citizen's Advisory Group did an
outstanding job in committing to this important project and seeing it to final form.
Mission, Vision and Values
Clear]y stated and intentionally simplistic, Meridian City/Rural Fire Department Mission
accurately describes the organizations general purpose.
Dedicated to excellence in serving and protecting our community
Building on this mission, the membership was asked to identify Vision statements, thus
establishing targets of excellence for the future. The following were among the identified
vision statements:
The Meridian City/Rural Fire Department is an organization:
· recognized as a positive role model in the community
· that is proactive and innovative in meeting community needs
· that promotes a united community within the organization
Recognizing that its collective personality and the values of its members enhance the
organization, the Meridian City/Rural Fire Department staff declared a set of Values that
included such statements as:
We will:
· exceed our customers expectations by striving for excellence in the
services we provide
· work as a tem while encouraging individual and organizational growth
· always do the right thing
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Strenaths, Weaknesses. Opportunities and Threats (SWan Analvsis
The SWOT Analysis required Meridian City/Rural Fire Department to look candidly at its
strengths and weaknesses and to identify opportunities and threats facing the
department.
Some of the organizational strengths identified include:
· Adaptability of our personnel
· Community interaction through CPR classes, juvenile fire programs, car seat
safety, five-minute school talks, etc.
· Clear sense of purpose
· We are making progress with new stations, equipment, personnel
Some of the areas identified as weaknesses or needing enhancement include:
· Understaffed - not enough people to handle workload
· Level of training due to time constraints of paid-call personnel
· Slow response times
· Not enough stations to adequately serve the community
Many opportunities exist for Meridian City/Rural Fire Department, some of which
include:
· Associations with other fire departments for equipment purchases, general and
specialized training
· "Networking" with other fire departments
· Community grants to fund public education programs
· Large corporation sponsor (Micron, HP, Simplot, Albertsons, etc)
Fundamental to the success of any strategic plan is the understanding that threats are
not completely and/or directly controlled by the organization. Some of the current and
future threats to the department include:
· Annexation of department territory by other cities
· The occurrence of a natural or man-made disaster
· Continuing dependence on other departments to manage workload
· Not keeping pace with community growth
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Priority of Services Provided by Meridian City/Rural Fire Department
The citizens of the community were asked to prioritize the services provided by Meridian
City/Rural Fire Department. The following are those services in priority order:
1. Fire Suppression
2. Emergency Medical Service
3. Special Response
4. Public Safety Education
5. Code Enforcement
6. Community Services
Customer Concerns. Expectations and Feedback
A key element of Meridian City/Rural Fire Department organizational philosophy is a
high level of commitment to customers. The department recognizes the importance of
customer satisfaction. Critical customer expectations, concerns and other feedback
were gathered froni the citizens of the community.
The expectations of Meridian City/Rural Fire Department that were identified by the
citizens included:
· Rapid response (Those who defined "rapid" expressed a desire for city response
times in the 3-5 minute range and rural response times in the 5-8 minute range)
· Well trained personnel
· A sufficient amount of well maintained, state of the art, equipment
· Sufficient personnel to be effective
· Professional, helpful, caring, compassionate attitude
Critical customer concerns included:
· One station is not adequate to serve the area
· Response times are too slow
· Insufficient personnel
· The inability of the fire department to keep pace with growth
· Lack of other useful equipment
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
The positive feedback given by the citizens included:
· The department is working to catch up with the growth of the community
· Fire staff go out of their way to be helpful
. They work hard
· Service provided is caring and professional and quick (as described by those
who indicated they had used services)
· Willing to help out with non-emergency problems
Goals. Objectives. Performance Measures and Taraets
Armed with the mission, vision, values, SWOT analysis, and customer priorities,
expectations and concerns, the membership of Meridian City/Rural Fire Department
focused on developing realistic strategic goals and objectives designed to guide the
department into the future. The following organizational goals were identified:
Goal 1 - Provide quality services to the community
Goal 2 - Improve organizational effectiveness
Goal 3 - Develop effective community outreach and involvement
Goal 4 - Effectively manage financial, equipment and facilities resources
Goal 5 - Provide timely and accurate information for continuous management
analysis
This strategic plan provides a detailed roadrnap into the future. It is a living, working
document, a "tool" to be used at all levels of the organization. Constant evaluation of
outcomes is critical to determining the success of the organization's efforts and direction.
A set of performance objectives has been developed to provide a quantitative method
to monitor performance. In addition, they include targets for maintenance or
improvement of the specific measures.
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
THE CUSTOMER CENTERED STRATEGIC PLANNING PROCESS
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The fire service has entered into a very competitive evolutionary cycle. Public demands
continue to increase while dollars, and other resources, continue to shrink. These trends
place increased pressure on the modern fire service manager, policy makers, full-time,
and volunteer staff, to come up with ways to be more efficient and more effective. In
many cases, the public is demanding the accomplishment of specific goals, objectives,
and services, with fewer resources. To do a more efficient job with the available
'resources organizations must set objectives based on constructive efforts, while
eliminating programs that do no{serve the customer.
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To ensure that customer needs were incorporated, the Customer Centered Strategic
Planning (CCSP) process was used to develop the Meridian City/Rural Fire Department
strategic plan. The CCSP process is a product of Emergency Services Consulting
Group of Wilsonville, Oregon. Businesses employ this type of process to identify market
niches, allowing the service provider to focus efforts while reducing risk and wasted
effort. This process was adapted to meet Meridian City/Rural Fire Department specific
needs.
This methodology has been adopted and utilized by the International Association of Fire
Chiefs', the Western Fire Chiefs' Association, the Oregon Fire District Directors'
Association, the Florida Fire Chiefs' Association and the Washington State Firefighters'
Council. The CCSP process has proven very effective in all types and sizes of
organizations and should serve as a model for emergency service providers for many
years.
This document is the result of several strategic planning sessions and includes valuable
citizen input. The participants of Meridian City/Rural Fire Department provided excellent
input into this process. Their insights were invaluable in putting together the strategic
plan. The participants took their work very seriously and accepted the challenge to
develop a quality product.
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The CCSP Process Outline
The specific steps of the CCSP process are as follows:
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o Develop the Mission Statement, giving careful attention to the services currently
provided and which logically can be provided in the future.
o Develop a Vision of the future.
o Establish the Values of the members of the organization.
'0 Identify the Strengths of the organization.
o Identify any Weaknesses of the organization.
o Identify areas of Opportunity for the organization.
o Identify potential Threats to the organization.
o Define the Services provided to the community.
o Establish the community's service priorities.
o Establish the community's expectations of the organization.
o Identify any concerns the community may have about the organization and its
services.
o Identify those aspects of the organization and its services the community views
positively.
o Establish realistic goals and objectives for the future.
o Identify implementation tasks for each objective.
o Define service outcomes in the form of measurable performance objectives and
targets.
o Develop organizational and community commitment to the plan.
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ORGANIZATIONAL BACKGROUND
The Meridian City/Rural Fire Department (MFD) is a sub-unit of the city of Meridian.
MFD provides fire and emergency services to the city of Meridian (City) and to the
Meridian Rural Fire Protection District (district). The district is provided service through
an agreement between it and the city signed in September 1998.
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MFD serves a population of 49,000 and covers an area of 66 square miles. The city of
Meridian has a population of approximately 37,000 and encompasses 22 square miles.
The district contains a population of approximately 12,000 and covers 44 square miles.
MFD provides service from a single fire station located within the City. Administrative
offices are housed in the adjacent city hall building. A new headquarters station is
nearing completion.
MFD maintains a fleet of vehicles including four fire engines, two water tenders, one
wildland firefighting vehicle, a rescue and several command and utility vehicles.
The Insurance Services Office last rated the city and district in 1988. The city has a
Class 5 rating. The district has a Class 6 rating for property within a reasonable distance
to a fire hydrant and a Class 8 rating for property beyond a reasonable distance to a fire
hydrant.
MFD serves its customers with 12 fuJi-time employees and 15 volunteer firefighters.
Nine of the 12 full-time employees provide emergency response services on a 24-hour
basis.
MFD provides a variety of services incfuding fire suppression, basic life support,
emergency medical service, fire code enforcement, new construction plan review, fire
cause investigation, and public fire safety education. The Regional Hazardous Materials
Response Team provides hazardous materials emergency response service.
The Ada County Sheriff's Office provides emergency call receipt and dispatch service.
Enhanced 911 telephone service is in place.
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Prior to the commencement of this strategic planning process the department underwent
a full, outside, evaluation of its organization, services and performance. The Meridian
City/Rural Fire Department is at a critical crossroads. Fire department resources have
not kept pace with the city and district as both have grown in population. The MFD is
seriously taxed to provide an adequate response to significant emergencies.
Lack of staff has precluded looking closely at current and future needs. Certain items of
, organizational importance were not found during this study such as well-developed and
communicated Standard Operating Guidelines. The community will need to define its
expectations of the MFD. They will need to clarify what is important to them in terms of
the type and quality of services to be delivered.
The significant recommendations developed as a result of this evaluation include the
following:
· Develop, adopt, distribute, and provide training on a comprehensive set of rules and
standard operating guidelines as soon as possible.
. Develop a more proactive community outreach system to improve two-way
communications between the customer and the MFD.
· Review current volunteer reimbursement practices for compliance with requirements
of the Fair Labor Standards Act.
· Include qualifications and reference checks, a physical capacity evaluation and a
medical evaluation in the volunteer selection process.
· Establish and support a safety committee for the MFD.
· Develop a long-range facilities, staffing, and equipment plan based on projected
growth and development within the MFD service area.
. Adopt a basic service philosophy and response time performance standard for the
MFD.
. Develop a plan to adequately fund an Apparatus Replacement Fund.
. Refine the approach to the deliver of training to a competency-based approach.
Revise guidelines to require the periodic demonstration of competency and
mandatory attendance at those training sessions required to comply with law.
· Establish a file for each business and include all records of fire safety inspection
activity in this file.
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
THE MISSION STATEMENT
The mission statement of an organization is intended to describe, in succinct terms, the
purpose for the organization's existence. It articulates the principal reason for the
organization's presence within the community.
Meridian City/Rural Fire Department, through a consensus process, developed the
mission statement below.
Meridian City/Rural Fire Department Mission Statement
Dedicated to excellence in serving and protecting our community
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THE VISION STATEMENTS
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In addition to knowing who they are and understanding their beliefs, all successful
organizations need to define where they expect to be in the future. After having
established the organization's mission the next logical step is to establish a vision of
what Meridian City/Rural Fire Department should be in the future. Vision statements
provide targets of excellence that the organization will strive towards and provide a basis
for their goals and objectives. The following vision statements were developed for
Meridian City/Rural Fire Department.
Meridian Citv/Rural Fire Department Vision Statements
The Meridian City/Rural Fire Department is an organization:
· recognized as a positive role model in the community
· that actively participates in the community
· that provides a safe community to live, work and play
· committed to excellence
· that is proactive and innovative in meeting community needs
· highly trained to serve our customers
· committed to risk reduction through public education
· prepared to meet its challenges
· well funded to meet service demands
· that promotes a safe and healthy community
· that is a well trained team
· that sets realistic expectations for all its members
· that exceeds the customer~ expectations
· with a positive attitude
· that promotes a united community within the organization
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
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VALUES
Establishing values embraced by all members of an organization is extremely important.
They recognize those features and considerations that make up the personality of the
organization. Those assembled for the Meridian City/Rural Fire Department strategic
planning process felt it absolutely necessary to declare the following statements of
values for the organization.
Meridian Citv/Rural Fire Department Values
We will:
· exceed our customers expectations by striving for excellence in the
selVices we provide
· encourage open communications
· be adaptable and receptive to change
· work as a team while encouraging individual and organizational growth
· always do the right thing
· act in a manner to ensure the trust of the community
· exhibit individual and organizational integrity on and off the job
With the completion of the mission, vision and values, Meridian City/Rural Fire
Department established the operation of the organization. The mission, vision, and
values are the foundation of any successful organization. Every effort should be made
to keep these current and meaningful so that the individuals who make up the
organization are well guided by them in the accomplishment of the goals, objectives, and
day-to-day tasks.
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
STRENGTHS
It is important for any organization to identify their strengths in order to assure they are
capable of providing the services requested by customers and to ensure that strengths
are consistent with the issues facing the organization. Often, identification of
organizational strengths leads to the channeling of efforts toward primary community
needs that match those strengths. Programs that do not match organizational strengths
or the primary function of the business should be seriously review to evaluate the rate of
return on precious staff time. Through a consensus process, the strengths of Meridian
City/Rural Fire Department were identified.
Strenaths of Meridian Citv/Rural Fire Department
· High level of involvement in our community
· Adaptability of our personnel
· Community interaction through CPR classes, juvenile fire programs, car seat
safety, five-minute school talks, etc.
· Strong fund raising base through the Association
· Clear sense of purpose
· We are making progress with new stations, equipment, personnel
· We have support from our rural commissioners, city council, department
administration and ourselves
· Department members have high numbers of years of service
· Good working relationship with ACEMS
· Good cooperation with neighboring agencies through mutual aid and experience
· Rapid commercial and residential growth will sustain long-term funding
opportunities
· Low unemployment equals a strong economy
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
WEAKNESSES
Performance or lack of performance within an organization depends greatly on the
identification of weaknesses and how they are confronted. While it is not unusual for
these issues to be at the heart of the organization's overall problems, it is unusual for
organizations to be able to identify and deal with these issues effectively on their own.
For any organization to either begin or to continue to move progressively forward, it must
not only be able to identify its strengths, but also those areas where it does not function
well or not at all. These areas of needed enhancements are not the same as threats to
be identified later in this document, but rather those day-to-day issues and concerns that
may slow or inhibit progress.
Weaknesses of Meridian Citv/Rural Fire Department
· Understaffed - not enough people to handle workload
· Level of training due to time constraints of paid-call personnel
· Slow response times
· Not enough stations to adequately serve the community
· Lack of code enforcement support
· Lack of public education (primarily education and information to adults)
· Tendency to be reactive rather than pro-active
· Insufficient information management (paper and data records)
· Lack of continuity within the organization
o Policies and information not always presented to aU personnel
o Lack of company performance standards
o Division between full-time and paid-call personnel
o Lack of organizational diversity
· CAD system prone to data errors
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
OPPORTUNITIES
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The opportunities for an organization depend on the identification of strengths and
weaknesses and how they can be enhanced. The focus of opportunities is not solely on
existing service, but on expanding and developing new possibilities both inside and
beyond the traditional service area. Many opportunities exist for Meridian City/Rural Fire
Department.
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Opportunities for Meridian Citv/Rural Fire Department
· Associations with other fire departments for equipment purchases, general and
specialized training
· "Networking" with other fire departments
· Community grants to fund public education programs
· Large corporation sponsor (Micron, HP, Simplot, Albertsons, etc)
· Association with local service groups (Lions, Kiwanis, Rotary)
· Explorer program (cultivating, training future firefighters for the department)
· Ride along program
· Participating in community events (high school sports, openings, parades, etc)
· Open houses
· "Show off' as much and as often as possible
· Encourage media participation in the department
· Seek out and recognize individuals and groups who have done something
special
· Provide monthly community CPR and first aid classes
· Sponsor blood drives
· Produce a periodic newsletter
· Provide run reports to the local newspaper
· Address the changing community by finding different roles for department
volunteers
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
THREATS
To draw strength and gain full benefit of any opportunity, the threats to the organization,
with their new risks and challenges, must also be identified. By recognizing possible
threats, an organization can greatly reduce the potential for loss.
Threats to Meridian Citv/Rural Fire Department
· Annexation of department territory by other cities
· The occurrence of a natural or man-made disaster
· Continuing dependence on other departments to manage workload
· Not keeping pace with community growth
· Conflicts between full time and paid-call staff
· Diminishing the EMS role of the department
· Competition with other city departments for funding
· 3% tax limitation
· Legislation ~md mandates
· National standards development
· Legalliabilities
· Not being able to keep up with new technology
· Loss of paid-call personnel due to competition for their time
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
SERVICES PROVIDED
Meridian City/Rural Fire Department was asked to identify the most important functions
and services it provides and offers. It is important to identify these in order to assure
they are consistent with the critical needs of its customers.
Services Provided bv Meridian Citv/Rural Fire Department
· Special Response (hazardous materials, cave-in rescue)
· Public Safety Education (fire and injury prevention to youth and adults)
· Fire Suppression (building fires, car fires, wildland fires, etc.)
· Fire Code Enforcement (plan review and inspection of new and existing
commercial buildings for fire safety)
· Emergency Medical Service (basic life support care and treatment)
· Community Services (public assists, water pipe break cleanup, invalid
assist, etc.)
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
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CUSTOMER PRIORITIES
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In order to dedicate time, energy and resources on services most desired by its
customers, Meridian City/Rural Fire Department needs to understand what the
customers consider to be their priorities. The citizens were asked to prioritize the
services offered by Meridian City/Rural Fire Department. 161 surveys containing valid
responses were tabulated. The number in parentheses is the average ranking for each
service with 1 being highest priority and 6 being lowest priority.
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Service Priorities of the Customers of Meridian Citv/Rural Fire Department
7. Fire Suppression (1.66)
8. Emergency Medical Service (1.89)
9. Special Response (3.52)
10. Public Safety Education (4.27)
11. Code Enforcement (4.37)
12. Community Services (5.30)
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
CUSTOMER EXPECTATIONS
Understanding what the community expects of its fire and emergency services
organization is critically important to developing a long-range perspective. With this
knowledge, internal emphasis may need to be changed or bolstered to fulfill the
customer needs. In certain areas education on the level of service that is already
available may be all that is needed.
The following are the expectations of the citizens group and the number of participants
who listed them.
Customer Expectations of Meridian Citv/Rural Fire Department
· Rapid response (120) Those who defined "rapid" expressed a desire for city
response times in the 3-5 minute range and rural response times in the 5-8
minute range.
· Well trained personnel (72)
· A sufficient amount of well maintained, state of the art, equipment (53)
· Sufficient personnel to be effective (24)
· Professional, helpful, caring, compassionate attitude (18)
. High level of EMS training (17)
· Quality public education services (17)
· Involved in the community (11)
. High degree of reliability 24/7 (7)
· Good communications and cooperation with neighboring agencies (5)
· Innovative and proactive in addressing changing needs of the community (3)
· Hazardous materials expertise (2)
· Operate in a cost effective manner (2)
· Cooperative interaction with developers and business owners (3)
· Physically fit personnel (2)
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
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AREAS OF CUSTOMER CONCERN
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The Customer Centered Strategic Planning process would fall short and be incomplete
without an expression from the customer of their concerns about the organization.
Some areas of concern may in fact be a weakness within the delivery system. However,
they may also be perceptions of the customers based on lack of information or incorrect
information. The following are the concerns expressed by the citizens and the number
of people who shared them.
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Areas of Customer Concern of Meridian Citv/Rural Fire Deparlment
· One station is not adequate to serve the area (36)
· Response times are too slow (15)
· Insufficient personnel (14)
· The inability of the fire department to keep pace with growth (12)
· Lack of other useful equipment {12}
· Too few personnel are well trained (9)
· Lack of a ladder truck (6)
· Old, outdated, equipment and apparatus (4)
· New construction inspections are not done in a timely manner (4)
· Fire code enforcement practices are too strict (3)
· Sending too much equipment to emergencies (2)
· Why does a fire truck respond to medical calls?
· Lack of community familiarity with department personnel
· Lack of funding to maintain good services
· Lack of fire hydrant maintenance and inspection
· Lack of priority placed on the fire department by the city council
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
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POSITIVE CUSTOMER FEEDBACK
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Emergency Service Consulting Group feels that for a strategic plan to be valid, the
customer views on the strengths and image of the emergency services organization
must be established. Needless efforts are often put forth in over-developing areas that
are already successful. However, proper utilization and promotion of the customer-
identified strengths may often help the organization overcome or offset some of the
identified weaknesses.
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Positive Customer Comments about Meridian Citv/Rural Fire Department
· The department is working to catch up with the growth of the community
· Fire staff go out of their way to be helpful
· , They work hard
· Service provided is caring and professional and quick (as described by those
who indicated they had used services)
· Willing to help out with non-emergency problems
· Many responses are quick
· Firefighters have a helpful attitude
· The fire department represents the city well
· They do good work with little personnel and equipment (doings lots with little)
· Department personnel are very community minded
· Friendly and open to children - youth education is important and appreciated
· Very helpful in safety preparations for buildings
· The community activities like the salmon bake, parades and such are
appreciated
· Its good to see firefighters working out at the health club
· Nice new station
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
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OTHER THOUGHTS AND COMMENTS
The citizens group participants were asked to share any other comments they had about
Meridian City/Rural Fire Department or its services.
General Citizen Comments about Meridian Citv/Rural Fire Department
· Should have open houses for children and adults to promote familiarity with
firefighters and to teach fire safety
· Keep up your high profile in the community
· Fire department response is a duplication of the ambulance response when the
ambulance arrives first
· Find a way to fight wildfires without draining equipment from the city
· City "fathers" need to bite the bullet and approve city services as fast as they
approve building permits
· Remove speed bumps so the fire department can respond more quickly
· It should be up to the fire or police department to clean-up after auto accidents
· Share your chili recipe
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
GOALS AND OBJECTIVES
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The Customer Centered Strategic Planning process, to this point, has dealt with
establishing the mission, vision, and values of the organization. In addition, identification
of strengths, weaknesses and needs of both the organization and customer was
accomplished. In order to achieve the mission of Meridian City/Rural Fire Department,
realistic goals and objectives must be established. Goals and objectives are imperative
to provide the individual members with clear direction. In order to establish the goals
, and objectives the strategic planning group met a number of times to complete this
critical process. As goals and objectives are management tools, they should be updated
on an ongoing basis to identify what has been accomplished and to note changes within
the organization and the community. The attainment of a performance target should be
recognized and celebrated to provide a sense of organizational accomplishment.
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The goals and objectives (as well as the performance objectives included later in this
document) should now become the focus of the efforts of Meridian City/Rural Fire
Department. Great care was taken by the staff of Emergency Services Consulting
Group to ensure that the critical needs and areas of needed enhancement previously
identified were addressed within the goals and objectives.
By following these goals and objectives carefully, the organization will be redirected and
guided into the future. They should also greatly reduce the number of obstacles and
distractions for the organization and its members.
The strategic planning group set priorities for the accomplishment of specific objectives.
Those that carried higher priorities are scheduled for completion first and lower priority
objectives scheduled later. Overall these goals and objectives provide very specific
timelines for the next several two years and more general timelines beyond that. The
leadership of Meridian City/Rural Fire Department should meet periodically to review
progress towards these goals and objectives and adjust timelines and specific targets as
needs and the environment change.
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Goal 1 - Provide quality services to the community
Objective 1-A
Develop a plan to achieve, and maintain, delivery of services
to levels identified by the adopted performance objectives
and targets
A January 2003
Timelines
Critical Tasks:
· Complete development of the performance objectives and targets
· Conduct a needs analysis to identify resources required to meet the performance
objectives for the current community
· Develop accurate projections of future growth within the community
· Identify current and future resources needed to reach and sustain performance
as established by the adopted performance objectives and targets
· Develop a long term station location plan
· Ensure department needs are incorporated into the city and district long term
financial planning processes
Objective 1-8
Fully develop the departments role in the county disaster
management plan
C January 2006
Timelines
Critical Tasks:
· Obtain a copy of the county disaster management plan
· Develop a department specific annex to the county emergency plan
· Provide local and interagency training to department personnel on the plan and
their responsibilities during a major disaster
· Develop a plan to assist families of department members during a disaster
· Provide ongoing training on a common mass casualty plan
· Support county efforts in the development of disaster public assistance programs
· Work with other Ada and Canyon County fire chiefs to develop regional overhead
teams
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 1-C
Complete hazardous materials Operations level training for
all personnel
A July 2001
Timelines
Critical Tasks:
· Identify those remaining to be trained
· Schedule and conduct initial training for those needing it
· Develop a plan for recertification training for all personnel
Objective 1-0
Develop and provide quality, comprehensive training to all
personnel
B January 2005
Timelines
Critical Tasks:
· Identify the skill sets required for firefighters, drivers, lieutenants, captains and
EMTs
· Develop and require a periodic demonstration of required skills
· Provide trai"ning based on the evaluation of individual performance against the
required skills
· Utilize results of competency evaluations to develop long range training plans
· Require attendance at training needed to comply with law
· Develop career education plans for all personnel
· Develop a mentor program for new firefighters and officers
· Increase the amount of hands-on training provided
Objective 1-E
Develop a partnership with the Meridian Firefighters
Association and POST to provide suitable training facilities
for the department
A January 2003
Timelines
Critical Tasks:
· Determine what training props are needed and can be placed on the site.
· Develop funding sources to purchase and install the props
· Acquire and install the props
· Include maintenance funds in the department budget
· Work with POST officials to gain access to the POST Academy facilities
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 1 wF
Develop and maintain a comprehensive set of prewincident
plans for identified target hazards in the community
A March 2003
Timelines
Critical Tasks:
· Provide training to personnel on a standard, geographic information system
compatible, pre-incident plan format and development process
· Prioritize target hazards within the community
· Develop a schedule to complete pre-incident plans for all identified target
hazards
· Develop a schedule to periodically update all pre-incident plans
· Provide training to all personnel on developed pre-incident plans
Objective 1 wG
Expand working relationships with neighboring public safety
agencies and other potential partners
A January 2002
Timelines
Critical Tasks:
· Develop an ongoing quality assurance/quality improvement program with Ada
County EMS field units
· Establish community program partnerships with the Meridian Police Department,
the Ada County Sheriff's Office and Idaho State Police
· Ensure mutual and automatic aid agreements with neighboring fire departments
are kept up-to-date
· Develop partnerships with community groups and corporations within the
community to promote fire and life safety programs and to acquire special
equipment
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 1-H
Develop a long range networking plan with other fire
departments to purchase equipment and provide training
B January 2004
Timelines
Critical Tasks:
· Identify common needs of the departments and their communities
· Develop partnerships to receive training on:
· Gas pipeline emergencies
· Power emergencies
· Water rescues
· Trench rescues
· Other identified special rescue needs
· Periodically update plans to adapt to changing risks
Objective 1-1
Timelines
Critical Tasks:
· Evaluate new equipment and technology opportunities for application to the
department
· Ensure training on new technology and risk associated with new technology (ie
industrial processes, air bags) is presented to all personnel
Keep current with changes in techniques and technology
A July 2001
Objective 1-J
Develop a plan and timeline to hire six firefighters to start
recruit academy 4/1/01 to staff Station 2.
A June 2001
Timelines
Critical Tasks:
· Complete development of a plan for a recruit academy starting April 1 , 2001
· Complete comprehensive background checks on all candidates
· Complete NFPA 1500 medical exams on all candidates
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 1-K
Develop a plan & a timeline
Prevention by March 2001.
A June 2001
to hire Deputy Chief/ Fire
Timelines
Critical Tasks:
· Complete development of a plan for an evaluation process for candidates
· Complete comprehensive background checks on candidates
· Complete NFPA 1500 medical exam on the successful candidate
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Goal 2 -Improve organizational effectiveness
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Objective 2-A
Develop, adopt, distribute and provide training on a
comprehensive set of standard operating guidelines (SOG)
A January 2002
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Timelines
Critical Tasks:
· Obtain a copy of Boise Fire Department's emergency operations SOGs to ensure
operational conformity during mutual aid responses
· Develop, or revise, a complete set of SaGs to fit the needs of the community and
the department
· Obtain legal counsel review of SOGs prior to adoption as appropriate
· Make copies available to all department personnel
· Provide training to all department personnel on application of the SOGs
· Periodically review all SOGs to ensure they remain current and appropriate and
provide notice to all personnel of changes
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Objective 2-8
Review the role of the council liaison in the management of
the affairs of the fire department
A January 2002
Timelines
Critical Tasks:
· Hold a meeting with the Mayor, council liaison, and full time staff representatives,
part time on call (PTOC) personnel representatives, and department
management to review the function of the council liaison and the fire chief
· Provide examples of day to day management problems
· Reach consensus on the division of responsibility and authority
· Review the agreement with the council liaison and fire chief quarterly at officer
staff meetings
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 2-C
Clarify the role and responsibility of the Meridian Firefighter's
Association
Timelines B June 2001
Critical Tasks:
· Review and define the appropriate role of the Association in the department
· Update bylaws to reflect and define the responsibilities and organizational
changes developed
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Objective 2-D
Timelines
Obtain legal counsel review of the current pay/reimbursement
system for PTOC personnel
A December 2001
Critical Tasks:
· Present information to legal counsel about the current pay/reimbursement
process
· Modify the process as needed based on the results of legal counsel review
Objective 2-E
Timelines
Develop an SOG defining procedures to access critical
incident stress debriefing services
A January 2002
Critical Tasks:
· Obtain an example SOG from another Ada County fire department
· Adapt the example SOG to meet the needs and format of the department
· Provide training to department personnel on the CISD access procedure
Objective 2-F
Timelines
Include PTOC personnel in the city's employee assistance
program
A December 2001
Critical Tasks:
· Identify funding required to include PTOC personnel in the EAP
· Modify the EAP contract to include PTOC personnel
· Provide information to PTOC personnel on the program and how to access it
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 2-G
Develop and perform pre-entry qualifications and background
checks on prospective PTOCs
A May 2001
Timelines
Critical Tasks:
· Develop a qualifications and background check procedure
· Present to city Human Resources manager for incorporation into the city
personnel policy
. Present the changes to council for approval
Objective 2-H
Begin discussions on annual physical capacity testing for all
personnel
B January 2005
Timelines
Critical Tasks:
· Establish a project team made up of representatives of department management,
full time and PTOC personnel
· Review medical/physical evaluation requirements of law
· Identify and select testing criteria, procedures and remediation tools
· Conduct negotiations with labor representatives as necessary
Objective 2~1
Timelines
Critical Tasks:
· Identify and establish membership on the safety committee
· Provide training to safety committee members on their role and function
· Establish a regular meetIng schedule for the safety commIttee
· The committee will review safety concerns, and make recommendations to the
fire chief regarding safety issues, equipment and other safety related items
· Assign responsibility to the safety committee to make recommendations on long
term plans for small equipment purchases and replacement
Develop and implement a safety committee
A January 2002
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 2..J
Improve intra~organizational communications, coordination
and teamwork
Timelines
A
June 2001
Critical Tasks:
. Develop SOGs describing the internal communications pathways and decision
making process
. Prioritize workload, programs and activities
· Develop improved communications tools and techniques to ensure all personnel
are well informed such as memos, bulletin boards, mail boxes, etc
· Establish two-way communications accountability for all personnel
· Develop additional opportunities for full-time and PTOC interaction and joint
training
Objective 2-K
Timelines
Critical Tasks:
. Provide training to all personnel on workplace issues including:
· Harassment and discrimination
Ensure a safe, non~hostile work environment
A January 2002
· Privacy
· Diversity in the workplace
· Teambuilding
Objective 2-L Ensure all personnel adhere to the department Mission,
Vision and Values
Timelines
Critical Tasks:
· Ensure the Mission, Vision and Values are communicated to all personnel
· Incorporate adherence to the Mission, Vision and Values into the performance
review system
A
January 2002
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 2-M
Decrease the workload on PTOC and increase the reliability
of emergency response staffing
B July 2001
Timelines
Critical Tasks:
· Recruit and train new PTOCs to lessen the burden on existing staff
· Establish standards for PTOC response and training
· Distribute an equal work load to all PTOC
· Evaluate the use of volunteers for non-emergency services
· Explore incentives to promote participation
· Pension program
· Recognition and rewards for
. Community involvement
. Department involvement
. Explorer program
. Training
. Individual accomplishments
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Goal 3 - Develop effective community outreach and involvement
Objective 3-A
Timelines
Produce and distribute an annual report of department
activities and accomplishments
A December 2001
Critical Tasks:
· Develop an outline for information to be included in the report
· Prepare and produce the report
· Distribute the report to ensure maximum public exposure
Objective 3-B
Develop and perform a continuous customer satisfaction
su rvey
A January 2003
Timelines
Critical Tasks:
· Establish a Quality Assurance committee to manage the survey process
· Develop a survey tool and distribute to a random sample of customers
· Obtain feedback and report findings to the fire chief
Objective 3-C
Establish a citizens advisory committee for the fire
department
B January 2004
Timelines
Critical Tasks:
· Define the interests to be represented on the committee
· Recruit potential committee members
· Submit a list of interested committee members to Council for appointment
· Define the role and purpose of the committee
· Establish a schedule for committee meetings
· Develop a mechanism for committee input to be communicated to Council
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 3-D
Develop a comprehensive public information and outreach
program to ensure the community is fully informed about
service delivery issues and needs facing the department
AlB June 2004
, Timelines
Critical Tasks:
· Develop and distribute an annual report (see objective 3-A)
· Increase the amount of information provided to the media about the department
· Run reports
· Department events
. Blood drive
. CPR and 1st aid classes
. Open houses
. Combat Challenge
. Rescue Me
. M.D.A.
· Develop a fire department community information web site
· Increase department activities in the community
· Red Ribbon Week
· Fire/EMS week
· High school sporting events
· Grand openings
· Parades
· Easter egg hunt
· Sparky and Pluggy
· Increase participation of department personnel in service clubs and
homeowners associations
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 3.E
Adopt a plan to seek out and recognize individuals
groups who perform special service to the community
C June 2004
and
Timelines
Critical Tasks:
· Identify individuals/groups that have done special activities and have them
recognized
· Contact media to present the facts on the special activities done by these
individuals/groups
Objective 3.F
Develop programs that educate youth on the duties and
career opportunities in the fire services
C June 2001
Timelines
Critical Tasks:
· Continue the Explorer program to cultivate and train future firefighters
· Increase civic participation in awareness of fire and safety
· Develop a dde-along program to foster awareness of the job of a firefighter with
the community
Objective 3.G
Timelines
Deliver and monitor fire prevention education in schools and
expand fire safety education for the public
A September 2001
Critical Tasks:
· Develop a feedback process for teachers
· Re-evaluate fire programs delivered to schools
· Consider presenting injury prevention programs to address the growing
emergency medical incident rate including:
· Car seat inspection program
· Bicycle safety program
· Gun safety program
· Holiday safety
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 3.H
Improve community understanding of the effectiveness of
EMS response by the fire department
B June 2003
Timelines
Critical Tasks:
· Develop statistical information showing the patient outcome benefits of the fire
department response
· Provide information to the public about the costs and benefits of fire department
EMS response
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Goal 4 - Effectively manage financial, equipment and facilities resources
Objective 4-A
Timelines
Critical Tasks:
· Evaluate the need for aerial apparatus
· Explore alternative vehicle types such as ladder truck, quint, etc.
· Develop a financing plan for the vehicle
· Present the needs analysis and plan to council
Acquire a ladder truck
C January 2005
Objective 4-8
Continually evaluate the affects of the 3% tax limitation on the
overall budget of the department
A September 2001
Timelines
Critical Tasks:
· Monitor and evaluate long-term revenue forecasts
· Prepare to make adjustments in programs if the economy enters a down-turn
Objective 4-C
Timelines
Monitor the potential of legislation that would reduce revenue
A September 2001
Critical Tasks:
· Monitor legislative proposals for those with potential impact on the department
· Provide information to the community on the departments funding needs
· Provide information to the legislature about impacts of reduced funding on fire
and emergency services
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Objective 4~D
Monitor the development of national standards
regulatory proposals affecting the department
A June 2001
and other
Timelines
Critical Tasks:
· Monitor activities of the standards setting organizations for actions that would
impact the department
· Provide testimony to the standards setting process
· Provide information to the community about the impacts of proposed or adopted
standards
Objective 4~E
Timelines
Critical Tasks:
· Develop comprehensive safety and risk management programs (see objective
2-1)
· Provide risk avoidance training to department personnel
· Develop and present a comprehensive drivers training program
Objective 4~F
Reduce the departments exposure to legal liability
A June 2003
Ensure budget presentations are effective in demonstrating
the financial needs of the fire department
A September 2001
Timelines
Critical Tasks:
· Develop quality information demonstrating the community benefit of program
funding
· Ensure funding requests are tied to the Strategic Plan
Objective 4~G
Ensure annexations of district territory do not adversely
affect fire department services
A June 2001
Timelines
Critical Tasks:
· Monitor proposed annexations of district territory
· Evaluate the effects of the loss of funding due to annexations
· Evaluate future station siting decisions against potential annexations
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
Goal 5 - Provide timely and accurate information for continuous management
analysis
Objective 5~A
Ensure incident addresses entered into the incident records
management system conform to protocols required for
integration with geographic information systems used within
the region
A March 2001
< Timelines
Critical Tasks:
· Present the issue to a meeting of the Emergency Communications Advisory
Board to ensure CAD data is in the proper format
Objective 5~B
Timelines
Ensure CAD is capturing all necessary incident information
for future management analysis
A June 2001
Critical Tasks:
· Develop a list of necessary data to be captured by CAD
· Work with dispatch agency representatives to ensure data is being captured
Objective 5~C
Establish and maintain a file for each business and include all
records of fire safety inspection activity
A January 2002
Timelines
Critical Tasks:
· Acquire a records management system capable of tracking and retrieving
pertinent information
· Ensure information about inspection activity is documented
· Develop a follow-up procedure to ensure enforcement of fire code violations
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Meridian City/Rural Fire Department - Customer Centered Strategic Plan
COMMUNITY FIRE AND EMERGENCY SERVICES PERFORMANCE
OBJECTIVES AND TARGETS
The ability to define "great service' requires a set of tools that can be used to measure
the performance of an organization. These tools allow an organization to evaluate its
performance over time through observation of changes in key performance indicators.
They also allow an organization to compare itself with other similar organizations to
identify opportunities for improvement.
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Meridian City/Rural Fire Department selected the following Performance Objectives and
established targets where improvement from current performance was desired.
1. Provide for the arrival of adequate resources to initiate basic emergency
medical services at the scene of any medical emergency within 5 minutes or
less, 90% of the time in the city and within 7 minutes or less 90% of the time in
the rural area.
Curr:ent performance: City - 7 minutes or less 90% of the time
Rural - 9 minutes or less 90% of the time
2. Provide for the arrival of adequate resources to initiate interior attack on a
structure fire within 7 minutes or less, 90% of the time in the city and within 9
minutes or less, 90% of the time in the rural area.
Current performance: Unknown
3. The number of emergency medical responses will not exceed 24 per 1,000
population.
Current performance: 24 responses per 1,000 population
4. The number of structure fire incidents per 1,000 buildings will not exceed:
Residential (to be determined)
Commercial (to be determined)
Current performance: Unknown
5. Property loss due to building fires per $1,000 of property involved will not
exceed:
Residential (to be determined)
Commercial (to be determined)
Current performance: Unknown
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CITY OF MERIDIAN
SPECIAL JOINT MEETING I WORKSHOP
MERIDIAN CITY COUNCIL
&
MERIDIAN RURAL FIRE PROTECTION DISTRICT COMMISSIONERS
AGENDA
Wednesday, May 16, 2001, at 6:30 p.m.
Meridian City I Rural Fire Station
1. Roll-call Attendance:
Tammy de Weerd
Cherie McCand less
Mayor Robert Corrie
Ron Anderson
Keith Bird
2. Adoption of the Agenda:
3. Presentation of the Fire and Emergency Services Evaluation and
Customer Centered Strategic Plan:
Meridian City Council & Meridian Rural Fire Protection District Commissioners Joint Workshop Agenda -May 16,2001
Page 1 ofl
All materials presented at public meetings shall become property ofthe City of Meridian.
Anyone desiring accommodation for disabilities related to documents and/or hearings,
please contact the City Clerk's Office at 888-4433 at least 48 hours prior to the public meeting.
Good evening Mr. Chairmanf Members of the Commission. My name is Holly Turney. I am the
President of Westdale Homeowner's Association.
F~ 01 ~li~'~ are not against development occurring to the north. We are however, asking that
development be done in such a manner as to provide compatibility with the neighboring
subdivisions of Crossroads and Westdale Park. We are asking that the integrity of and investment
we have made in our properties be protected. ACHD has required that the developers provide j
access to Clo:verdale.fto be entirely Ol~ LhUICh Pl'eperty1 from MM before t~e building of.any hom~
(T~e 2:4 ft.-pavement.with-3 fL gravel-shottldet . w--clitehes-and~Is &ij . {
to b~ open to public use-Father than restricmd to em(>tgeoc)' use only.) This requirement does ease lt~~~
some, of our concerns about the added traffi9.1nThe issu~ ~em~ining tHeaf i.s th~_one of compatibility.
. (J n u...l) j ~ t<,P''-f-ru. VOM. \5 attrAcfVe ~ "-h.i..-!+(c-
IN ~ V\fT:i'vJLO'- owk.vt. bL- IIL-?;:;t~ ~. W k..;L-t ~ i~ ieolL.. (~ I, L-
Compatibility is a word used to indicate how homogenous any given mIxtUre IS. fii this case the
mixture is lot size, and home size. At the last P&Z meeting on this development (Apr. 5)f Mr. Butler
stated that he and the developers tried to have a subdivision that as far as design and lot size wentf
was compatible with the adjacent properties. Commissioner Nary stated that he thought that MM
was compatible with its surroundings. Quite franklYf my husband and I initially had the same
reaction. Then we began to analyze what is being proposed for MM and compare it to what already
exists in Westdale and Crossroads. Let me tell youf appearances can be deceivingU
On this diagram I have figured out the approximate area in sq.ft. of each lot. Then I quantified the
lots into the following categoriesf which you see heref and compared them to Westdale. (-Tlre-
~~rcomparison between the 2SU15s.)
~O 0-6999
700 - . 9
8000-8999
9000-9999
10000-10999
11000-11999
12000-1
13JW -13999
---14000-15999
~ol\0 ~l'(\e'j
3d3~ L-f8~fo
Each category is represented by a different color i green= lob
orange=8000'Sf blue=9000's, purple=10000'sf yellow=11000's,
green=14&15000's.
As you can see the plot of MM is predominantly red and greenl while Westaale IS pr~UVllUHaUu.y
purplef pinkf and yellow. If these two subdivisions were actually compatible with one another you
should see very similar amounts of the same colors on each plat. This is definitely NOT the case.
75.6% of the lots in MM are less than 8000 sq. ft. leaving 24.4% of lots that are 8000sq. ft. or larger.
By comparison only 1.3% of the lols in Westdale are less than 8000sq. fHE cEfvErf or
MAY 1 8 2001
CITY OF MERIDIAN
CITY CI FRK' ()J=J=I("'!::
larger. In fact, 106 of the 115 lots in MMor 92.1% are smaller than Westdale's average size lot of
10965.09 sq. ft.
The Meridian Comprehensive Building Plan states the following in the Land Use section under
Residential policies:
#2.3U "Protect and maintain residential neighborhood property values, improve each
neighborhood's physical condition and enhance its quality of life for residents. II
#2.5U "Encourage compatible infill development which will improve existing
. neighborhoods."
A pqlic'yin the Housing section further states as follows:
, #1.13U "Infilling of random vacant lots in substantially developed single family areas should
be considered at densities similar to surrounding development. II
Only under certain circumstances would increased densities be considered. -(Eost-ef pal'cel-of land
preclndes development at s1J~ding"Elensities, acveffipiueuL of uses other than s~l family is
compatiblerit complies4&Ath apdatech:ompreReRsive plan.~
Even though the lots in MM may be appropriate to R8, they are not compatible with the already
existing subdivisions of Westdale and Crossroads. An R4 zoning or a development agreement that
forces lot size to R4 minimums would assure better compatibility between these subdivisions.
Westdale Park encompasses approximately 24 acres and contains 76 homes making the density/acre
approximately 3.168 overall. H MM were to build at a compatible density to Westdale, 90-91 homes
would be built upon their 28.59 acres not 115. At the last meeting Chairman Borup stated a concern
about having a transition between MM and the potential R15 and I respectfully remind him that
Cros~r?ads z<;:m~d at R4 backs right up to L~e commercial zoning of the shopping center without any
transItion. ~ I-\--- d>t~ ~ SI'f"'VJ.-\\~\
ill the memo to P&Z commission from Brad Hawkins-Oark dated 5/16/01 under the heading
Revised Preliminary Plat he states the Commission requested the following items be addressed on
the revised plat. I bring your attention to #3 which says add a note to the plat that restricts the houses ~
adjacent to both Crossroads AND Westdale Phase 2 to sitlg!e.ptory. However, not only i~Jhis not . J
shown on the platht accempanicd the transmittal m~Mr. Butler he states in ~memo ~ ~
that homes abutting the west property line of MM shall be single story where they abut lots of '1;- '{l'
Crossroads that have single stories but neglects to say anything about Westdale to the south. Mr{ ~*~
Butler and the developers made an agreement with the homeowners 2f 9~th WEjS!8n~:g~~ \ t-'
Crossroads at the second neighborhood meeting held on Mar. 26, oltffii:i1:'-s~g!estory-1iomes w6uld:l(l~ ~
be built along the borders of both of those subdivisions. We expect them to abide by their ~
agreement. I have a document we received from our realtor when we were considering property in'~~
Westdale. It shows the prices on the lots the developer expected to receive. The lots on the north
side were priced higher than the lots on the south side even though many of the south side lots were
bigger. Location clearly was thought by the developer to be worth more money. Also along the
north side of Westdale Phase 2, a 6 ft chain link fence was installed rather than the typical 6 ft. cedar
slats. Put in I assume to enhance the view. 2-story homes will significantly impact this in a much
more negative way than single story homes.
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