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Elk River Fire Department
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OUR VALUES
Integrity
We believe our moral principles and
trustworthiness in our personal life will carry
through to the department and throughout
the community.
Professionalism
We hold our profession to the highest
standards through committed service to our
community.We exemplify our professionalism
in the way we conduct ourselves through
EkgwfC $ training and service.
Honor
It is the mission of the Elk River Fire We p
served sal and ute serve.those past We and honor the resent traditions who have of
the fire service through our commitment,self-
Department to preserve the lives and property sacrifice and pride in our department and
community.
of all residents, proprietors and visitors within
Compassion
our service area through strong leadership and We treat everyone in a nonjudgmental,
supportive,and caring manner.
professional staff using state of the art
Dedication
equipment. We respond to all tasks in a faithful and
selfless manner.
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ELK RIVER FIRE DEPARTMENT
STRATEGIC PLAN
2013-2017
/A Introduction
�/ Mayor's Message 4
�
Chiefs Message 5
Z Background
Service Task Force 6
kground
W Department Profile 8
Community Profile 10
Hazard Analysis 12
Z Financial Picture 16
Incident Statistics 18
O Planning for the Future
Mission Statement 21
U Core Values 23
New Organizational Structure 24
UStrengths, Weaknesses, Opportunities & Challenges 26
O The Elk River Vision 27
Strategic Initiatives, Goals & Objectives
1 —Organizational Structure & Career Development 28
W
2— Emergency Response Staffing 30
J 3 — Policy Development& Decision Making 32
4—Training 34
CO5 — Communications 36
Q 6— Performance Management 38
7— Revenue Enhancement 40
lir 8—Technology 42
9 — Community Outreach and Education 44
10— Emergency Management 46
Implementation Methodology 49
POWIRE ® er
NATURE
MAYOR'S MESSAGE
December 2012 . , s
Irita; ;LINO
0 It has been an honor and a privilege to be part of the
l.- Elk River Fire Service Task Force. I have always been
very interested in our Fire Department and certainly
have appreciated all that the department has done and
continues to do for the citizens of Elk River. as
A lot of thought and effort have gone into the Elk River
Fire Department's 2013-2017 Strategic Plan. Our
committee has involved firefighters, public officials and
city staff. Our meetings have been open to the public
and several firefighters have been in the audience at
each meeting. We are very thankful for the input of
committee member Jerry Streich, Fire Chief for the
Centennial District. His knowledge and perspective
was a tremendous asset for our committee.
Change for change sake accomplishes nothing, but change is good when it is the result
of taking a good look at yourself and finding ways to improve. I know that sometimes
change is difficult to accept but without change, an organization becomes stagnant.
The Elk River Fire Department is certainly not broke, but that doesn't mean that
changes can't make things better. I ask that everyone who is affected by this Strategic
Plan give it a fair chance to work. Plenty of research went into this report and
decisions were well thought out.
The Elk River Fire Department is a vital city department.Along with the Police Department
and the Street Department, they combine to give our citizens excellent service in the area of
Public Safety.
This Strategic Plan is not written in stone. It is a guide to follow, to give our Fire
Department direction going into the future. It sets a clear path that has goals for us to
try and attain.
I thank all members of the Elk River Fire Service Task Force for their dedication in this
year-long endeavor. I think we achieved a result we can all be proud of, one that will
allow our Fire Department to expand and flourish over the next five years.
Sincerely,
John J. Dietz, Mayor
City of Elk River
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CHIEF'S MESSAGE
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December 2012 O
On behalf of the City of Elk River, Fire Service Task
Force, I am extremely pleased to present the Elk River O
Fire Department's 2013-2017 Strategic Plan. This plan is Z
the culmination of many months of hard work. The Fire •
Service Task Force, composed of elected officials, city
staff, department leadership and firefighters, brings forth ,
a compressive plan that will serve as a guide for the 1a
future. ‘a
Throughout history, America's fire service has been
f.
constantly evolving to meet the growing needs of the
communities in which they service. As we look to the
future, we recognize that, as an organization, we must e
proactively respond to change by collaborating on new fer _
ideas, identifying areas for improvement and developing
viable solutions for the problems of today and in the years to come.
This plan is designed to provide decision makers at all levels —within the department
and beyond —with a living, breathing five year planning document for the basis of
making strategic, long-range decisions. The plan provides us with clear direction,
priorities, and a focus on continuing to provide excellent service to our community.
As an organization, we stand committed to accepting the challenge of cultivating these
strategic initiatives into reality. Over the course of these next five years, fire
department staff will strive to accomplish the objectives that support each of the goals
and initiatives as outlined in this plan.
We will continue to monitor progress and will communicate our success to our
stakeholders.
Sincerely,
rda
T.John Cunningham, Fire Chief
City of Elk River
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FIRE SERVICE TASK FORCE
v
D On Monday, February 6, 2012, the Elk River City Council formed the Fire Service Task
0 Force (Task Force). The primary goal of the Task Force was to develop a strategic
0 plan for the Elk River Fire Department and to lay the foundation for meeting the
h service needs of the community with respect to fire/rescue capabilities and code
enforcement/fire prevention.
This action marked the beginning of a journey to create, what is now, a five-year
strategic planning document. Over the course of a year, the Task Force met to discuss
the past, present and future fire department. Unlike many strategic planning initiatives,
this project was coordinated, facilitated and completed by members of the Task Force.
While it is not uncommon for agencies to hire outside consultants, the Task Force
implemented a best practices approach to leading discussions, evaluating the
department's current capabilities and drafting initiatives for the future. In the end, this
approach saved considerable tax dollars while yielding actionable results.
The Team
The City Council approved the creation of a 10-member Task Force, representative of
elected officials, city administration, fire department employees and outside agencies.
Phil Collins, District Chief Dave King, Firefighter
T.John Cunningham, Fire Chief Joseph Libor, Firefighter
Chris Curtis, Captain Ron Nierenhausen, Police Captain
John J. Dietz, Mayor Timothy Simon, Finance Director
Jerry Gumphrey, Councilmember Jerry Streich, Outside Fire Chief
The city administrator, Calvin Portner, and human resources representative, Lauren
Wipper, served as ad-hoc members of the Task Force.
Planning Methodology
In order for any business or organization to be successful, it must have a plan. The
organization that has a clear direction, is aware of its environment and demographics,
and has a map as a guide to reach its destination, will have the best chance of meeting
the needs of its stakeholders and customers.
As a public entity, we are charged with carrying out the mission of the organization in a
fiscally responsible manner. In times of greater economic uncertainty, it is more
imperative than ever that personnel and resources are allocated where they have the
greatest impact and that government operations are as efficient, streamlined and cost
effective as possible - all the while maintaining the level of service that the community
expects. In many respects, the "new normal" is constantly changing and evolving.
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FIRE SERVICE TASK FORCE
The City of Elk River has a superb reputation for long-term 0
planning, as represented in its comprehensive plan, strong
financial and capital improvement forecasting and business Examine
Internal , —
recruitment efforts. Issues ,
This plan represents the first comprehensive strategic plan for r'.
the fire department. With this in mind, the Task Force set out Examine rl
to identify short-term initiatives (within 5 years) and goals/ issues
objectives that were actionable and measurable. As such
there was a greater emphasis on completing an internal Develop
evaluation by comparing current operations to that of industry Mission
standards, peer departments and best practices. The priority
of the Task Force was ensuring that the department—through
its leadership, personnel and actions—are meeting the needs of t Deveiop
Values
its stakeholders and customers.
The diagram to the right represents the process the Task Propose
Force took in evaluating internal/external issues that ultimately Initiatives Ir
led to the creation of this plan. t , '
propose
Honoring Tradition and Planning for Change dx Goals a
€. Objectives
Elk River, both as a city and its fire department, is rich with
history. The Task Force recognizes the efforts of those that Finalize
have built the fire department to what it is today, including the s Plan
many firefighters that have decades of experience and are still
proudly serving their community.
The city, and the fire department's entire service district, has grown considerably since
the fire department was formed over 130 years ago. The population of the Elk River,
for instance, has grown over 44% in just the past decade. From humble beginnings as a
river town on the ox cart trail, Elk River has grown into a regional center with high
tech manufacturing and a lifecycle residential housing serving residents who take
advantage of their proximity to the twin cities and the St. Cloud area. As a city grows,
so does the demand for service.
While we recognize the history and traditions of the past, we realize that we must plan
and adapt for the future. The Task Force challenged itself to conduct a candid
assessment of the organization's strengths and weaknesses and identified opportunities
and challenges. The result was a plan that refreshes the organization's commitment to
excellence by laying the foundation for future success.
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DEPARTMENT PROFILE
Operational since 1881, the Elk River Fire Department provides all-hazard emergency
l9 and non-emergency services to the City of Elk River and its contractual partners of
y Otsego and Big Lake Township. The fire department serves a population of
s£ approximately 35,000 residents within its 66-square mile coverage area. The
department provides a wide range of services to the community, which includes:
• Fire suppression
• Technical rescue
• Hazardous materials response
• Building, fire and life safety inspections
• Community code enforcement
• Education and fire prevention
• Emergency management and disaster response
The fire department is directed by a full-time fire chief who also serves as the city's
emergency management director and safety coordinator. A part-time office assistant is
tasked with handling data entry of fire reports and assisting the fire chief on
administrative matters.
Emergency Response Operations
The department responds to approximately 450 calls for service annually, ranging from
structure fires, to car accidents, to fire alarms. Emergency responses are handled by a
40-member on-call fire department. The fire department responds out of two fire
stations and has a diverse fleet consisting of 3 engines, I ladder, I heavy rescue, 2
tenders, 4 grass trucks and various support vehicles.
The fire district, at the time of this publication, has an Insurance Services Organization
(ISO) classification of 3/9, and is currently being reevaluated.
Over the years, the city has transitioned from an entirely volunteer contingent of
firefighters to a paid on-call model. Department staffing levels and structure, with the
exception of hiring a full-time fire chief in 1994, has remained largely unchanged over
the past few decades. Today, firefighters are paid for actual hours worked, including
training, event standbys and other formal duties.
Through the Elk River Fire Department Relief Association, every on-call firefighter also
earns a pension of$5,091/year, which is paid in-full after 20 years of active service.
While the fire department does not respond to medical calls, roughly 50% of
firefighters are certified Emergency Medical Technicians (EMTs) and are responders on
the ambulance service, a separate 501(c)4 non-profit agency.
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DEPARTMENT PROFILE CAP
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Fire & Building Safety and Code Enforcement 0
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In 2012, the city underwent a number of organizational changes. Coinciding with the C
city's new organizational structure, two existing city services —the Building Safety and Z
Code Enforcement divisions—were moved under the auspices of the fire department
and report to the fire chief.
The Fire and Building Safety Division, under the direction of the building official,
oversees all building, fire and rental inspections— including the office of the fire
marshal, which had previously reported directly to the fire chief. Consisting of six-full
time and one part-time employee, the Fire and Building Safety Division staff review and
approve construction plans and complete on-site inspections during the construction
process to ensure compliance with applicable building and fire safety codes. The
division is committed to minimizing the risk of danger through fire and building safety
code compliance, planning and inspections. With the number of rental properties
increasing across the city, staff, through the rental housing inspection program, work
to protect the interests of both property owners and renters.
Fire Prevention
The fire department believes that the best fire is the one that is prevented.
Throughout the year, the department's Fire Prevention Division, with a full-time
prevention specialist. The division also identifies and coordinates classroom fire
prevention training and educates various target populations on prevention and
workplace/home safety.
Code Enforcement
Code enforcement seeks to enforce exterior maintenance and ordinance requirements
throughout the city. This includes enforcing rules pertaining to property maintenance,
setback requirements, commercial signage and various nuisance standards.
While code enforcement primarily maintains quality of life standards, they also play an
important role in the early identification of unsafe entry points, exterior hazards, public
health hazard mitigation and ensuring compliance with humane pet standards.
This division works closely with the city's planning and economic development
divisions to help attract and retain businesses. The department employs one code
enforcement official.
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o COMMUNITY PROFILE
2
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Located approximately 40 miles northwest of Minneapolis/St. Paul, Elk River is one of
U the largest land-mass cities in Minnesota. The city's official brand, Powered by Nature,
was crafted in 201 I and contains the following brand promise, which is reflected in the
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C actions of city government and the services provided to the community:
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"For people who want to breathe the outdoors, yet want access to big city amenities,
Elk River is an emerging small city where the Elk and Mississippi Rivers flow together
on the fringe of the Twin Cities and where the heart is powered by its nature so you
are energized and inspired to make a difference."
Population
Elk River's population has grown significantly over the past 40 years. The population
grew from 2,252 in 1970 to 22,974 in 2010, an increase of 920%. A Comprehensive
Housing Needs Analysis that was completed in 2012 for the city revealed the following:
• The City of Elk River is forecast to add an additional 3,290 people and 1,280
households between 2010 and 2020.
• In total, Elk River is reported to have approximately 1,085 housing units, of
which about 6,480 are owner occupied and 1,600 are renter occupied.
• The population in Elk River is aging and older age cohorts are accounting for a
significant percentage of the population.
• Elk River has eight senior housing facilities with a total of 353 units.
25,000
22,974
20,000
1 16,447
15,000
I 11.143
10,000 -, ,_.._._
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COMMUNITY PROFILE w
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Business and Industry 0
Elk River's location has made it an ideal destination for business and industry. Situated C
close to the metro and along two major highways, Elk River is home to a wide range of Z
original equipment manufacturers (OEM), light and heavy industrial manufacturing 0
facilities and multiple data centers. The proliferation of commercial and industrial
development creates unique opportunities and challenges for emergency service
providers as tactics, strategies, equipment and personnel needs commonly reflect that
of the specific target hazards of a community.
Government
Elk River is a Statutory Plan A city with a weak Mayor-Council form of government
whereby administrative, as well as legislative, authority is the ultimate responsibility of
the City Council.
The Mayor and four Councilmembers serve on the City Council as elected officials for
4-year terms. The Mayor is elected by the electors of the city at large. The city is
divided into four wards, with a Councilmember representing each ward.
City Administration
The city administrator is responsible for the ongoing operations of the city, city council
relations, strategic planning, policy research and implementation, oversight of boards
and commissions, performance management and general city administration.
City operations are divided into six functional areas, five are official departments, led
by department directors.
Citizens of Elk
River
City Council
City
Administrator
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Parks& , Community
Administration , I Finance Police Fire Operations&
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ca HAZARD ANALYSIS
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In 2012, Sherburne County commissioned the development of a Hazard Mitigation
D Plan. The plan, which is provided to the Federal Emergency Management Agency
(FEMA), is a comprehensive study of the community's risks/vulnerabilities and contains
et measures that communities plan on take to help prepare for, responds to, and recover
from a disaster or large scale incident.
Elk River is a key stakeholder in the plan, in large part due to the city's population,
geographical location and the numerous risks/vulnerabilities located within the city
limits. The following vulnerabilities were identified countywide, which have the
potential to impact, directly or indirectly, the City of Elk River:
• Tornados
• Critical facility and infrastructure loss
• Hazardous materials release
• Power failures `'
• Nuclear power plant incidents , t. ,
• Infectious disease outbreak r
• Severe thunderstorms f
• Drought
• Flooding k �
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• Wildfires
• Landfill infrastructure leakage v
• Lightning
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• Dam failure
• Extreme temperatures
• Aircraft incidents
• Invasive species
As first responders, the city's fire and police departments are committed and prepared
respond to any natural disaster, accident or emergency situation. Many of the city's
risks and vulnerabilities have a high likelihood of occurrence and have minimal warning
time to the public, such as the case of severe weather.
Based on the risk and vulnerability assessments, the county and local jurisdictions
collaborated to develop and incorporate mitigation strategies into the final Hazard
Mitigation Plan. As an all-hazard plan, many of the mitigation strategies will minimize
the impact of any emergency.
Since emergency management duties fall under the auspices of the fire department,
many of the initiatives identified in fire department's Strategic Plan relate to the
strategies that were submitted as part of the Hazard Mitigation Plan.
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HAZARD ANALYSIS
An important component of the Hazard Mitigation G1
, .J•13,1:;° Plan are the strategies that local and county
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jurisdictions plan to implement to strengthen its C
f, s . ability to prepare for respond to, and recover Z
Lis from disasters. Below is a summary of the goals O
and objectives that Elk River has identified,
• ' - through the hazard mitigation planning process, as
being important. Since this plan is a countywide
' t L., initiative, there are some goals and objectives that
are shared with other stakeholders, such as the
county and other jurisdictions. In some instances, Elk River may be the overall
coordinating party or it may be shared with another jurisdiction.
Goal I: Enhance public communications during a disaster/emergency.
• Enhance public outdoor emergency notifications at key facilities throughout Elk
River, including school/athletic complexes.
• Deploy a more robust citizen notification system integrated with next-gen
technology in Elk River (shared initiative with Sherburne County).
• Improve multi-agency response to all emergencies and disasters (countywide
initiative).
Goal 2: Prepare and train first responders and emergency management
personnel for all hazards.
• Improve multi-agency responses to all emergencies and disasters (countywide
initiative).
• Develop and implement a more standardized and comprehensive fire training
program (Elk River initiative).
Goal 3: Improve the capability of the residents to identify, prepare for, and
respond to hazards.
• Conduct public education campaigns to raise community awareness about
disasters (countywide initiative).
• Create local emergency planning material for the City of Elk River, including
print/video/web media.
Goal 4: Assess needs for jurisdiction Emergency Operations Centers (EOC)
and implement changes as needed.
• Upgrade technology capabilities in jurisdiction EOCs (countywide initiative).
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Goal 5: Maintain a robust emergency response program.
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• Review and update emergency response plans (countywide initiative)
• Create a county resource inventory (countywide initiative)
Goal 6: Enhance incident management and command/control
• Deploy countywide-incident command and accountability system (countywide
initiative, with Elk River as the lead agency).
Goal 7: Enhance public safety training
• Build a state-of-the-art public safety training complex (Elk River initiative).
Goal 8: Enhance rural water supply operations and improve ISO rating.
• Install rural cisterns and large capacity water holding tanks (Elk River initiative).
Goal 9: To reduce the loss of life and property in the event of a terrorist
attack.
• Ensure first responders are properly prepared to respond to a terrorist attack
(countywide initiative).
Goal 10: Minimize the impact of hazardous materials incidents.
• Conduct hazardous materials training and exercises (countywide initiative).
Goal I I: Reduce risk to critical government facilities and infrastructure.
• Improve security measures for critical infrastructure (countywide initiative).
Goal 12: Install remote security cameras at key public locations.
• Enhance security at key public locations through digital remote video
monitoring (Elk River initiative).
1.Organize
Resources
2.Assess Risks
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FINANCIAL PICTURE
Evaluating fiscal trends are important in making long-term strategic planning decisions.
49 While it is often difficult to predict future economic conditions, it is nonetheless
important that the city, and the fire department, make informed and sound decisions
r,( today that may impact the future. The following information provides a brief overview
of the fire department's operating budget.
Historical Budget Information
2012 2011 2010 2009
Fire Administration $555,500 $589,600 $465,550 $460,600
Inspections $188,000 $184,850 $186,400 $184,600
Emergency Management $103,900 $107,400 $30,800 $48,300
Building Safety* $473,350 $465,200 $465,550 $651,450
Total: $1,320,750 $1,347,050 $1,148,300 $1,344,900
*: In third quarter 2012,the building safety division moved to the fire department.
In 2012, the city's general operating budget was $12,678,050. The fire department,
including all of its divisions, accounted for approximately 10% of the overall budget, as
represented in the chart below.
Percentage of General Fund Budget by Division
Fire Administration Inspections
4% r I% Emergency
Y Management
ii ed I%
t° i,rouift:: Building Safety
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FINANCIAL PICTURE
Capital Projects G3
O
The fire department's long-term capital projects, including vehicle replacements, are
included as part of the city's overall Capital Improvement Plan (CIP). Projects are Z
reviewed on an annual basis. The next significant forecasted CIP purchase is the O
replacement of the department's aerial ladder in 2014, which is estimated to cost
upwards of$1 million. A copy of the city's CIP is available online at
www.ElkRiverMN.gov.
Revenue
Through contractual agreements with the City of Otsego and Big Lake Township, the
fire department provides fire, rescue and other emergency response services to our
neighboring jurisdictions. These agreements generate approximately $200,000 in
revenue for the city, which is about 1/3 the operating budget for fire administration/
operations.
The fire department also generates revenue through building and other permits,
accounting for over $280,000 in revenue annually.
State and National Comparisons
According to a 2010 study by the Minnesota Taxpayers Association, fire protection is
approximately $70.28 per capita in Minnesota compared to the national U.S. average of
$137.83. On a local level, the per capita cost in for Elk River is roughly $21 (district
wide), as represented in the chart below (excluding emergency management and
building safety). This is 70% below the state and 85% below the national per capita
average.
Fire Protection per Capita Comparisons
$160 _... _.... _.
$140 $138
$120
$100
$80 ___.$70 _.
$60 ''..
$40
$21
$20
$0
Elk River Minnesota United States i
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ca INCIDENT STATISTICS
Between 2001 and 2011, the department has experienced a 35% increase in call
0 volume. Today, the department averages approximately 400-469 calls for service each
is year. In 2011, the fire department responded to 469 calls for service.
in 201 1 Incident Type Summary
Severe Weather. 1%
Fire. 16%
False Alarms.23% i
awi
i.
Rescue,24%
•
;tl
Good intent 21% i teirts
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Service Calls.5% Hazardous
Conditions. 11%
I O Year Change Summary
140
120 -_ _ ___ �
....._ ....__...----..
i dik III 2o ( 2006
I/ �
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i!.
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Vi .,
20 _... .. _....
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Fire Rescue Hazardous Service Call Good Intent False Alarms Severe
Condition Weather
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INCIDENT STATISTICS
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Historically, data suggests that many of the department's calls occur at night and on C6
weekends. A review of data since 2008 suggests a fairly significant shift in when calls 71
D
are occurring. Between 2008-201 I, daytime calls have increased by 13%, as shown in C
the chart below. Z
v
Incidents by Day of Week
50% _.
45%
45% I....::. :. . ..._... _. __. .__.,. .........
40% 40%
40% `. _.._ .__. ....
Y
36%
{ 34% �t 34%
31%
35% 32%32%.
r 6% 29 M-F(Week Day)
25% s 24%
•M-F(Week Night)
•Weekend
15% i
2011 2010 2009 2008
As an on-call fire department, the majority of firefighters have other regular, full-time
jobs, mostly during regular business hours. The increase of daytime calls can
potentially impact responses and fire/rescue operations if there is a lack of availability
of day-time on-call firefighters.
5 Year Call Volume Summary
500 ; _._469 454
443 436
450
400
350 .
300 _. _. _.. ........
250
200 I -- ,... ._..
100 �.__._. .....- - -- .. .._.
50
2011 2010 2009 2008 2007
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MISSION STATEMENT
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Over the centuries, the fire service has transitioned from bucket brigades to horse- "Pt
drawn carriages to modern-era, high-tech firefighting equipment. While firefighting is O
still an essential function of most cities, the expectations of the fire service has O
demanded growth into a full-service, all-hazards emergency services business.
m
Regardless of when or why 911 is called, the fire service must be prepared to respond.
Having a clear missions is important to any organization. To craft the organization's
first formal mission statement, the Fire Service Task Force held a 6-hour strategic
planning session on October 17, 2012.
The result was the creation of the Elk River Fire Department's mission statement:
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tip
It is the mission of the Elk River Fire
lE.i
341.
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Department to preserve the lives and
irdi
,, y property of all residents, proprietors and
arl
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visitors within our service area through
who
Oh strong leadership and professional staff using
state o f the art equipment
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The mission statement is designed to answer the following questions about the
organization:
• Who are we?
• Why do we exist?
• What do we do?
• Why do we do it?
• Who do we do this for?
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CORE VALUES
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As public servants, values define us as an organization and as individuals. We are m
measured by our spoken words and our actions. We are accountable to ourselves, C
our team, our community, our nation and our family. C
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The fire service is rich with history and tradition. The badge firefighters wear is not a m
right but an honor - a symbol of the commitment each member is willing to make to
carry out their duties and responsibilities. The men and women of the fire service are
united by a common mission to save lives, protect property and to preserve the
environment.
As an organization, the Elk River Fire Department has a core set of values that carry
through to each member. As a philosophy, we believe that we are not just employees,
but members of an exceptional team. To be exceptional, we strive to support and
take care of each other. This is the brotherhood of our profession.
Each member of the Elk River Fire Department has the responsibility to leave this
department better than he/she found it. To that end, our core values are:
Integrity
We believe our moral principles and trustworthiness in our personal life will carry
through to the department and throughout the community.
Professionalism
We hold our profession to the highest standards through committed service to our
community. We exemplify our professionalism in the way we conduct ourselves
through training and service.
Honor
We salute those past and present who have served and serve. We honor the
traditions of the fire service through our commitment, self-sacrifice and pride in our
department and community.
Compassion
We treat everyone in a nonjudgmental, supportive, and caring manner.
Dedication
We respond to all tasks in a faithful and selfless manner.
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:II NEW ORGANIZATIONAL STRUCTURE
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The cornerstone of a first-class fire department is a strong leadership and
organizational structure. Trained and prepared for often the most difficult and
LLI dangerous tasks, whether it be the result of a man-made or natural occurrence,
f- firefighters are called to perform under the most adverse conditions. Professionalism,
teamwork, personal discipline, dedication and loyalty are the personal characteristics
that form the cultural foundation of the fire service.
As a safety-oriented organization, we have adopted a paramilitary style organizational
structure. Evidence of this is seen in the use of the National Incident Management
System (NIMS) and the utilization of the Incident Command System (ICS) at emergency
events. This type of structure provides for strategic and tactical level direction,
ensures accountability and maintains an appropriate span-of-control.
We are in the customer service business!
While the ICS is considered the
backbone of any incident response, a
strong organizational structure is also mitigation
important for day-to-day operations. In
years past, the fire service often had a
limited mission, which was to suppress
fires. Today, we are a full-service
emergency and non-emergency Recovery Preparedness
customer service organization that cares
about the overall safety and well being of
our community.
NS 1
The modern era fire service focuses on
four specific service areas: mitigation, OM
preparedness, response and recovery.
This is reflected in the Elk River Fire Department's new mission statement.
Planning for the Future
As responsibility and demand increase, it is important that this department reviews its
organizational structure to ensure that it appropriately meets the expectations of its
stakeholders.
The Fire Service Task Force spent considerable time reviewing the current
organizational structure of the department, taking into consideration the recent
merger of the building safety and code enforcement divisions. This review included
looking at organizational structures of other departments (both large and small) and
functional areas of responsibility outlined in job descriptions from other cities.
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NEW ORGANIZATIONAL STRUCTURE
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Based on this research, the Fire Service Task Force has recommended a new
organizational structure, which includes the creation of two major functional areas,
both of which will be overseen by a full-time deputy fire chief. The Operations Division C
will oversee day-to-day emergency response operations, including the direct
supervision of the department's on-call leadership staff. The second is a Training and
Safety Division, which will direct the fire department's training program, including the
creation of an internal fire academy for new recruits, and will also coordinate the city's
overall safety program.
These changes provide for a more manageable span-of-control, greater accountability,
clear next-in-line authority, expansion flexibility and long-term succession planning.
The creation of two deputy chief positions will also enhance the city's emergency
management capabilities and, by enhancing the department's training program, provide
future revenue generating opportunities.
The following is the department's new organizational structure as recommended by
the Fire Service Task Force, which is supported by the fire chief. Implementation
methodologies are discussed later in the plan.
Fire Chief
Administrative;
Assistant
I I I
Operations Training& Building Safety Code
t Division Safety Division Enforcement
Deputy
.... tan' Division
I � i
ditanon Captain Ca L s Captain
laeil!enant(sf l ut t� Lieutenant(s)
Command Ontall
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STRENGTHS,WEAKNESSES,OPPORTUNITIES AND
CHALLENGES
C� Central to any strategic planning
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•process is the evaluation of an - b``ty *`Zili9bJ !
organization's strengths, weaknesses, '
opportunities and challenges/threats ;►� E ti
This is commonly referred to as a kedi ,
S.W.O.T. or S.W.O.C. analysis. The b i ai. , o
Task Force was committed to an
open and transparent process in
4th iPt.N.
which any stakeholder was welcome
to attend meetings and to share their
5tlxnx
ideas, concerns and thoughts for the
future.
The Task Force was composed of
diverse contributors representing public safety, management, fire department
personnel, the public through elected officials and an experienced metro-area fire chief.
This blending of talent provided for invigorating discussion on wide-ranging topics for
the future of the Elk River Fire Department.
On May 16, 2012, a meeting was held with the entire Elk River Fire Department with
the purpose of involving firefighters at all levels with the process and to ensure that
their ideas are brought forward.
Initiatives for the Future
Taking into consideration months of discussion and input from key stakeholders,
including members of the fire department, the Fire Service Task Force has drafted 10
strategic initiatives. These initiatives, along with specific goals and objectives, will be
the foundation for the future.
"Desire is the key to motivation, but it's determination
and commitment to an unrelenting pursuit of your goal
— a commitment to excellence — that will enable you to
attain the success you seek."
—Mario And retti
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THE ELK RIVER VISION
In 2010, city leadership began an extensive visioning process with the purpose of
identifying key initiatives and goals to help direct future actions on a department and
citywide level. The City Council adopted the following vision statement and strategic ,41.°
goals:
0
Vision
Abounding in natural beauty, Elk River is a vibrant, historic rivertown that promotes an active
lifestyle in an innovative and involved community offering unlimited opportunities.
Goals and Action Steps
Innovation: Develop new programs and services to meet the needs of the
community.
A. Evaluate existing programs and services
B. Enhance communication
C. Explore and develop new programs and services
Community Development: Enhance and Expand community involvement
and public participation through a variety of innovative outlets
A. Enhance and expand communication
B. Enhance and expand and diversify public education and outreach
C. Create the Elk River brand
D. Increase volunteerism
Beautification: Have attractive, welcoming streetscapes at City entrances
and primary corridors. Enforce zoning ordinances.
A. Improve, revitalize, and invest in streetscaping along primary corridors and
entrances
B. Provide consistent and expanded signage
C. Create opportunities to beautify community
Opportunities: Foster a pro-business atmosphere that provides incentives
and other opportunities for new and existing business growth
A. Position land for development
B. Facilitate development and redevelopment
C. Evaluate existing programs and services
As a city department, the Elk River Fire Department is committed to helping the city
reach its potential with respect to its vision and goals.
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H INITIATIVE #1
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H The Elk River Fire Department organization
z
is composed of a balanced, hierarchical
structure that provides leadership,
mentorship and accountability for a living
organization that is flexible to meet changing
needs, foresighted to prepare new leaders
for the future and sustaining to maintain
Organizational
accountability to the organization and the
Structure & Career
Development community.
Supports the City's Visionary Goal:
Innovation
Specific Action Step:
Evaluate existing programs and services
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ORGANIZATIONAL STRUCTURE & CAREER DEVELOPMENT
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GOAL IA p
Improve administrative and operational efficiency, accountability and oversight.
m,
Objectives H
I. Develop a new organizational structure that maintains an appropriate span
of control and provides for efficiency, accountability and a clear chain of
command.
2. Hire a full-time deputy chief of operations and a deputy chief of training
and safety.
3. Evaluate current and future administrative workloads and processes.
4. Expand leadership opportunities at all levels of the organization.
5. Develop job descriptions for all positions.
6. Refine/review a process for selecting and/or appointing officers.
7. Review and benchmark the department's compensation plan for on-call
firefighters and officers.
GOAL I B
Develop Elk River Fire Department personnel to their fullest professional potential.
Objectives
I. Continue to develop an organizational culture that recognizes our people
are our greatest asset.
2. Develop career planning, employee development and succession planning
programs for all employees.
3. Develop a new employee orientation/mentoring program.
4. Finalize an awards and recognition program to recognize members for
their accomplishments and achievements.
5. Develop an organizational environment that promotes member
commitment, loyalty, respect, and cooperation.
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H INITIATIVE #2
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E The department will have sufficient
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emergency response staffing levels to ensure
protection levels that meet community
expectations, affirmed firefighter safety and
wellbeing and appropriate training
opportunities for all emergency response
needs.
Emergency
Response Staffing
and Operations
Supports the City's Visionary Goal:
Innovation
Specific Action Step:
Evaluate existing programs and services
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EMERGENCY RESPONSE STAFFING AND OPERATIONS
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GOAL 2A Ts
Provide appropriate and efficient staffing for emergency responses. ={
Objectives
I. Increase current on-call firefighter staffing by hiring, within 3 years, an
additional 15 on-call firefighters.
2. Maintain an adequate level of staffing and supervision throughout the
organization, including all individual fire station locations.
3. Plan for long-term emergency response staffing needs.
GOAL 2B
Evaluate equipment needs and the distribution of resources across entire service
district.
Objectives
I. Review and update long-term Capital Improvement Plan (CIP).
2. Develop a long-term station and resource distribution plan within the City
of Elk River.
3. Collaborate with neighboring cities and jurisdictions on future service
needs, including stations, personnel and equipment.
GOAL 2C
Determine extent to which the department will provide additional specialty
capabilities.
Objectives
I. Identify unique target hazards within jurisdiction and prepare appropriate
levels of response.
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H INITIATIVE #3
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= As a function of city government,the Elk
z_
River Fire Department will operate under
the auspices of applicable local, state and
federal law and within the scope of city and
department policies, procedures and
operational guidelines. Governing
documents will be regularly updated to
Policy Development
remain current with best practices, industry
and Decision
Making standards and laws. The department will
work to ensure that policy development is
Supports the City's Visionary Goal: done in a way to sustain and grow the
Innovation
organization.
Specific Action Step:
Evaluate existing programs and services
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POLICY DEVELOPMENT AND DECISION MAKING
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GOAL 3 ,
Review and update applicable local ordinances, city/department policies and
operational guidelines to reflect a modern-era fire department rn
H
Objectives
I. Update Chapter 22 of the Elk River Code of Ordinances.
2. Transition from by-laws to department policies, procedures and
guidelines.
3. Develop a comprehensive policy, procedures and guidelines manual for 3
the department.
4. Ensure that new policies, procedures and guidelines are communicated to
everyone in the organization.
5. Evaluate all policies, procedures and guidelines annually.
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a INITIATIVE #4
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F The Elk River Fire Department will provide
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A oversight and management for the
development, delivery, evaluation, and
improvement of all training and educational
---LI— programs. This will be done in a manner to
ensure that the department is meeting local,
state, and federal mandates as well as
Training
ensuring that the department operates in a
safe, effective and efficient manner. The
department is committed to training and
Supports the City's Visionary Goal: developing future leaders.
Opportunities
Specific Action Step:
Evaluate existing programs and services
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TRAINING
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GOAL 4A A
Develop a comprehensive in-house fire and emergency response training program. —I
Objectives y
I. Define minimum KSAs (knowledge, skills and abilities), or performance
standards, for all positions, including specialized teams.
2. Develop and maintain a comprehensive training program that is based on
industry standards, best practices and meets applicable state and federal
laws to ensure that firefighters maintain an acceptable level of 4
performance.
3. Provide flexible and accessible training to encourage personal professional
development and increase opportunities for meeting department
standards.
4. Manage the increasing training requirements impacts on members time.
5. Design and implement task and company specific training programs (i.e.
engine company operations, truck company operations, etc.)
6. Explore other options for delivering training (i.e. company/station training,
online/blended learning, etc.).
7. Provide training on new department policies, procedures and guidelines.
8. Design and implement a driver education training program.
9. Design and implement a new firefighter training and orientation program.
10. Implement a training documentation system and process.
I I. Conduct an evaluation on the department's annual medical and fitness
screening.
12. Provide opportunities for outside training and professional career
development.
GOAL 4B
Develop current and future leaders.
Objectives
I. Provide management and leadership training for command staff.
2. Provide regular scenario based training for officers; research BlueCard
command program.
GOAL 4C
Become a leader in emergency services training.
Objectives
I. Design and implement a NFPA 1001 Firefighter I and II training program
(Fire Academy).
2. Develop, market and provide training to the public and private sector.
3. Train, inspire and mentor Elk River instructors.
4. Create a business plan for building an emergency services training facility.
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INITIATIVE #5
Communications, both internal and external,
t.--^ , is important to the success of the
organization. The Elk River Fire Department
will communicate to our stakeholders
utilizing all reasonable means available to
ensure timely and appropriate dissemination
of information to and from the organization.
Communications
We will review all existing communication
methodologies, mediums and policies to
ensure that they are the most effective and
Supports the City's Visionary Goal: appropriate. Internally,we want to
Community Development
communicate in a manner that will ensure
Specific Action Step:
Enhance and expand communication cooperation and coordination at all levels of
the organization while ensuring information
i°;'�:c .t is flowing up and down the chain of
command.
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COMMUNICATIONS
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GOAL SA D
Improve internal communications
Objectives to r`
I. Perform a comprehensive review of the organization's communication
practices, processes and procedures; analyze effectiveness of different
communication mediums (i.e. meeting vs. email, etc.)
2. Determine and implement best practices to communicate to the entire
organization in the most efficient and effective manner. 5
3. Provide timely updates regarding implementation of the strategic plan.
GOAL SB
Improve external communications.
Objectives
I. Perform a needs analysis for emergency and routine communications with
the public as individuals, in groups, and mass communication scenarios.
2. Develop and implement a formal Public Information Officer (PIO)
program.
3. Expand the organization's web and social media footprint.
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INITIATIVE #b
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F Performance within the Elk River Fire
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Department will be managed in a manner
that provides clear and recognized standards
of performance and expectations throughout
the department. Department and position
standards will be reasonable and developed
in a manner that is consistent with best
Performance
practices, industry standards and in the best
Management
interest of the organization and our
stakeholders to ensure the highest quality
Supports the City's Visionary Goal: and effective services possible.Standards will
Innovation
be clearly communicated to all members of
Specific Action Step:
Evaluate existing programs and services the department and enforced in a fair and
consistent manner.
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PERFORMANCE MANAGEMENT
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GOAL 6 iy,
Foster a culture that ensures accountability, follow-through and initiative within the
entire department. m
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Objectives
I. City and department rules, regulations, policies and procedures will be
applied consistently and fairly throughout the department.
2. Develop and implement annual performance evaluations at all levels of the
department that provide mentorship, coaching and direction. 6
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INITIATIVE #7
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to identifying and implementing available
sources of revenue in order to fund
operational and structural improvements,
and to lessen the burden of its operations
on the taxpayer. The department will seek
to capture additional revenues through the
Revenue
expansion of contract services, enhanced
Enhancement
reimbursable services and development of
new value-added services for other public
Supports the City's Visionary Goal: and private sector entities. In all these
Opportunities
activities,the department will work closely
Specific Action Step:
Evaluate existing programs and services with its jurisdictional partners and other
stakeholders to ensure that the process is
both fair and productive.
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REVENUE ENHANCEMENT
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GOAL 7
Explore and establish alternative revenue sources to meet the current and future
needs of the department.
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Objectives
I. Explore and identify emergency response cost recovery opportunities.
2. Pursue grant funding opportunities within the private and public sector to
enhance operations, training, public education and capital improvements.
3. Continue to explore and expand new contract services with neighboring 7
jurisdictions, municipalities and private sector entities.
4. Explore and expand value-added service opportunities for residents and
businesses.
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INITIATIVE #8
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]�f� continue to leverage technology in its plans
0 for the future. As technology has become a
fundamental component of the governmental
landscape,the strategic application of
technology must be balanced As technology
continues to evolve, it is important that the
Technology
fire department partners with IT to
research,test and deploy state-of-the-art
technology that will help keep our
Supports the City's Visionary Goal: community and staff safe.
Innovation
Specific Action Step:
Explore and develop new programs and
services
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TECHNOLOGY
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GOAL 8 -i
Enhance the department's use of technology in the delivery of services.
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Objectives y
I. Evaluate current IT infrastructure and hardware capabilities/requirements.
2. Evaluate current records management systems (Firehouse, PermitWorks,
etc.) and explore/evaluate products that offer more robust and integrated
solutions.
3. Provide first responders access to critical data in the field and allow for 8
greater mobility/access to complete reports, inspections and other
essential tasks.
4. Design and implement an internal portal to enhance the dissemination of
information.
5. Provide a means for officers to complete electronic incident reports in the
field and/or at stations.
6. Provide residents and businesses with greater access to department
resources via the Internet.
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INITIATIVE #9
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F We exist to serve and protect our
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requires collaboration and cooperation at all
levels and the community as a whole. As
first responders,we are often the very first
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interaction that a resident or business
owner has with local government,
Community
sometimes in the most difficult and stressful
Outreach and
Education of situations. While we have a job to do,we
want our interaction with our customers to
Supports the City's Visionary Goal: be positive.
Community Development
Specific Action Step:
Enhance, expand and diversify public
education and outreach
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COMMUNITY OUTREACH AND EDUCATION
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GOAL 9A p'
Enhance our public education program.
Objectives y ,
I. Evaluate and assess historical incident trends, inspection history and at-
risk populations to ensure the department's educational and enforcement
programs are reaching the right audience.
2. Define the education and training to be provided throughout the district
and how to best provide these services. 9
3. Explore partnerships with community and educational organizations to 9
enhance public education and outreach.
4. Explore the use of volunteers and the feasibility of creating a FireCorps
program to assist with non-response tasks.
5. Enhance the use of online, print and other media to educate residents and
businesses on fire prevention, code compliance, building permits and
inspections.
6. Promote the Elk River Fire Department and our programs/services.
GOAL 9B
Ensure our interaction with customers is a positive one.
Objectives
I. Develop and implement customer satisfaction surveys for all divisions
within the department.
2. Develop and implement a post-incident support program to aid
homeowners and businesses.
3. Utilize the Elk River Police Department's Chaplains whenever possible.
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rn INITIATIVE #10
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F The Elk River Fire Department has adopted
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an all-hazards approach to emergency
management and crisis response. This
enables a community to be prepared for any
variety of incidents and disasters. While
infrequent, such events require appropriate
planning and preparation and the ability to
Emergency
provide a response when a community is
Management
often at its weakest. We are committed to
promoting a culture of resilience and to
Supports the City's Visionary Goal: ensuring that we, as a community, have done
Innovation
everything possible to prevent, mitigate,and
Specific Action Step:
Evaluate existing programs and services manage a catastrophic event.
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EMERGENCY MANAGEMENT
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GOAL IOA >
Enhance the city's capability to respond to natural and manmade disasters and other -i
large-scale incidents. <
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Objectives
I. Ensure an effective leadership structure to guide and sustain the city and
the department.
2. Update the city's Emergency Operations Plan, Emergency Operations
Center manual and Resource manual. 1 0
3. Develop a continuity of operations plan.
4. Identify outdoor refuge locations at parks and recreational facilities.
5. Improve the community's ability to recover from disasters.
6. Test, evaluate and re-rest the city's ability to respond to a large-scale
incident.
7. Prepare and train for hostile events.
GOAL IOB
Improve citywide emergency early alert and notification and the ability to
communicate with local, state and federal agencies.
Objectives
I. Evaluate and improve emergency outdoor notification capabilities,
specifically at parks and recreational facilities.
2. Explore and implement solutions for resident and business notifications.
3. Provide for video and web-conferencing capabilities in the city's
emergency operations center.
4. Explore and implement a software/web-based emergency operations
center/incident management system.
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Photo courtesy of Jim Boyle, Elk River Star News
IMPLEMENTATION METHODOLOGY
mThe purpose of this strategic plan is to provide a foundation on which to make future
decisions. Actual implementation of any strategic initiatives, including goals and
objectives, will be prioritized based on available resources, funding and current
departmental activity and workload. The plan will be continually reviewed to ensure
that the department is proceeding in a direction that is consistent with its mission and 0
core values. Z
One of the most common complaints about a strategic plan and the process itself is
the lack of progress and accountability after the plan is complete and published. The
fire department is committed, with the support of the community, to following through
with the initiatives, goals and objectives as outlined within. It is imperative that we plan
for the future and act on our plan.
To help maintain communication about the department's progress in meeting its goals
and objectives, the fire chief is committed to communicating regular status reports to
the department, City Council and other stakeholders.
Thank You
The City of Elk River would like to thank everyone that participated in the strategic
planning process for their commitment and dedication.
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"1 have no ambition in this world but one, and that is to be a firefighter The position may, in
the eyes of some, appear to be a lowly one;but we who know the work which the firefighter
has to do believe that his is a noble calling. There is an adage which says that, `Nothing can be
destroyed except by fire.' We strive to preserve from destruction the wealth of the world which
is the product of the industry of men, necessary for the comfort of both the rich and the poor.
"We are defenders from fires of the art which has beautified the world, the product of the
genius of men and the means of refinement of mankind. (But, above all; our proudest endeav-
or is to save lives of men-the work of God Himself Under the impulse of such thoughts, the
nobility of the occupation thrills us and stimulates us to deeds of daring even at the supreme
sacrifice. Such considerations may not strike the average mind, but they are suffident to fill to
the limit our ambition in life and to make us serve the general purpose of human society.
-- Chief Edward F. Croker, FDNY, circa 1910
'„K RIVei
k, Elk River Are Department
"®_`°°«« 13073 Orono Parkway
h°'« Ell< River, MN 55330
s°«,,«/ y�I �0 763.635.1 100
'°°*••°°°
763.635.1117
+t�a$py<Nt ERFD:EIkRiverMN.gov so
www.ElkRiverMN.gov/Fire