HomeMy WebLinkAboutDTS-10-128 - Fire Department Strategic PlanKjTcHNF-R REPORT
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REPORT TO:
DATE OF MEETING:
SUBMITTED BY:
PREPARED BY:
WARD(S) INVOLVED:
DATE OF REPORT:
REPORT NO.:
Mayor Zehr and Members of Council
June 14, 2010
Tim Beckett, Fire Chief
Tim Beckett, Fire Chief
all
June 4, 2010
DTS 10 -128
SUBJECT: FIRE DEPARTMENT STRATEGIC PLAN
RECOMMENDATION:
"That the Mayor and Council receive this report for information purposes only."
BACKGROUND:
The Fire Department has completed its 2010 -2014 Strategic Plan. This plan is required as part
of the Commission on Fire Accreditation International (CFAI) re- accreditation process, as well
as a good business practice. The 2005 -2010 Community Master Plan, was a similar type
document which has served its purpose and either is complete or dated in some cases. This
new Strategic plan will replace the older 2005 -2010 Master Plan.
REPORT:
The Fire Department conducted a strategic planning session in June 2009. The review team
was comprised of 14 members of the senior leadership members of the fire department. The
team attended a 2 day workshop to examine the current mission and vision statements of the
fire department and to identify the internal and external issues that the fire department should
examine. Issue Statements were developed and teams reviewed the tactics or actions that
would be required to address the issue. Throughout the entire exercise the team ensured that
all the work was able to be tied into the Corporate Strategic Plan, the People Plan, the results
derived from the 2007 and 2009 Cultural Survey Results or legislative requirements.
This workshop set the framework for the team to continue developing a strategic plan.
Individual teams met several times over the fall of 2009 and produced a draft document for the
entire team to study. Several more meetings were used to establish priorities and identify areas
that needed to be accomplished in the period of time that the plan covers.
The final Plan identifies 7 key issue areas broken down into 17 tactics to mitigate or address the
issues. Each issue includes timeframes and owners or areas of responsibility. The seven issue
areas are: INTERNAL — Wellbeing, Support Systems, Department Communications, Policies
and Processes and Inclusion. The EXTERNAL issues are Community and Service.
This document will assist the fire department in addressing the needs of both the public we
serve and the staff we employ. The Department is committed to a continuous review of the plan
and will update it as required on an annual basis.
FINANCIAL IMPLICATIONS:
Any financial issues arising from the Strategic Plan are either already committed to in the
current budget cycle or will be addressed in subsequent budget deliberations and will be subject
to Councils approval at that time.
ACKNOWLEDGED BY: Tim Beckett, Fire Chief
Kitchener Fire Department 2010 -2014 Strategic Plan
INTRODUCTION:
Message from the Fire Chief:
It is with honour that I present the Kitchener Fire Department's 2010 -2014 Strategic Plan. This five year plan
takes into account many different facets of the organization including the City's strategic Plan. The Citys
Strategic Plan focuses on the Corporate Plan, the People Plan and a Plan for a Healthy Kitchener. These
combined with recent employee culture survey results were the basis of our plan.
As the senior leadership team of the Fire Department gathered to brainstorm our department's needs and vision,
the issues and tactics that are outlined on the adjacent pages. A cooperative and collaborative approach that
saw input and decision making from all divisions of the department has provided a well- rounded plan.
Public safety remains the primary focus for our organization, and as we move forward the community's needs
and expectation are changing and so must we. Technology is ever evolving and our organization must embrace
this evolution to ensure we are at the fore front of change. There are three types of people involved in change;
ones that make change happen, ones that watch change happen and the third wonders what just happened.
Our department and our staff are ones to make change happen.
Our team is important to us and the plan reflects on their wellbeing and safety. A healthy and strong workforce
will ensure that we continue to meet our objectives effectively and efficiently
Although this is a five year plan, I can assure you that we will have continuous review and make necessary
adjustments to ensure that public safety and team wellbeing remain our top priorities. As the Corporation
embarks on a review of the current Corporate Strategic Plan in 2011, the Fire Department will subsequently
review our document to ensure corporate alignment remains.
Respectfully,
Tim Beckett
Fire Chief.
January 2010
i
Kitchener Fire Department 2010 -2014. Strategic Plan
Background
The City of Kitchener is located in the Region of Waterloo and is approximately 1 hour west of the City
of Toronto. Kitchener is approximately 135 km2 with a population of 220,000 people. The city is an
urban setting with some minor agriculture in the south west area. The city enjoys a mix of light/
medium industry, commercial and residential areas.
The Fire Department was established in 1888. Today the department serves the community with 236
members through 7 stations. The suppression division operates a 24 hr response service 7 days a
week. Kitchener provides a complete range of emergency response services, including fire
suppression, hazardous material response, technical rescues, motor vehicle collisions and emergency
medical responses. Dispatching is provided internally through the Communications division. Service
is also provided to the neighbouring municipalities of the City of Waterloo and the Townships of
Wilmot, Wellesley and Woolwich.
The Fire Prevention Division provides a wide range of services including Fire Code enforcement,
building and licensing inspection, fire investigation, education programs for children and adults and
arson prevention. The department also provides direct to fire department, fire alarm systems that are
sold, installed and maintained by our alarm technicians and the systems are monitored by our
Communications division.
Kitchener Fire operates our own apparatus and equipment division, which maintains the day -to -day
reliability of our large and small fleet and our equipment caches. The division is also responsible for
the coordination of the purchases of new equipment or vehicles
In house training is coordinated and in many cases conducted internal through the fire department.
Utilizing a seconded instructor, a full -time training officer and a training director, we produce our own
in house training programs and testing.
Our Administration division provides support to the department, assists in managing various
department projects, coordinates the accounts payable and accounts receivable for the department
and assists with the management of the operating and capital budgets.
The Fire Department is responsible for coordinating the City's Emergency Plan. The Community
Emergency Management Coordinator is responsible to ensure the plan is up to date, tested and ready
to be deployed in the event of a large scale emergency with in the city.
January 2010 2
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1
_ i Etcl,e? er dire Department 2010
-201 Strategic Flea
VISION — OUR PREFERRED FUTURE
The Kitchener Fire Department will play a lead role in a collaborative Community Emergency and Safety System that offers
residents a high tech and high quality prevention and response service.
MISSION — WHO WE ARE TODAY
The Kitchener Fire Department, a team of highly trained caring professionals, committed to increasing safety and security,
protecting and strengthening our community through education, prevention, rescue, fire suppression, and life support services.
WE ARE THE KITCHENER FIRE DEPARTMENT
The Kitchener Fire Department is proud of its heritage, traditions and its contributions to the quality of life for the
residents of the City of Kitchener. The people who serve as fire protection specialists with the Kitchener Fire
Department bring special traits and talents to our organization. Our success is attributed to our staff that is best
described as:
Motivated
Optimistic
Unique
Congenial
Compassionate
Teachers /Learners
Mentors
Knowledgeable
Respectful
Dependable /Reliable
Physically Fit
Visionary
Adaptable
Diverse
Honest
Resourceful
Team - oriented
Inquisitive
Courteous
Community - oriented
Skilled
Enthusiastic
Educated
Ethical
Innovative
Caring
Progressive
January 2010 5
J
K�' > Kitchener Fire Department 2010 -2014 tr tegic Plan
STRATEGIC FOCUS
Our Corporations Strategic Plan combines the key components of those three major City of Kitchener initiatives
developed over the past several years including: the strategy for the vital corporate systems that support program
and service delivery (Corporate Plan 2002); the community's priorities (A Plan for a Healthy Kitchener 2006) and
the strategy for supporting the city's workforce (People Plan, 2008).
The Community Vision is: "Together, we build an innovative, caring and vibrant Kitchener with safe and thriving
neighbourhoods." From the vision come the six Community priorities: Quality of Life; Leadership & Engagement;
Diversity; Dynamic Downtown; Development; and Environment. *these were formed through the Plan for a
Healthy Kitchener, 2006.
The Corporate foundations that support the Community priorities were derived from the Corporate Plan, 2002 and
the People Plan, 2008. These foundations help achieve the City's Corporate Mission; "Proudly providing valued
services to our community."
The Fire Department's strategic plan builds off of these pillars and foundations and is closely linked back to the
Corporate Strategic Plan. The FD strategic plan has identified 7 issues areas that focus on both Internal and
External needs. The internal issues are: Department Communications; Wellbeing; Policies and Processes;
Support Systems; and Inclusion. The External Issues are Community and Services.
January 2010 6
117
.` l Kitchener Fire Department 2010 -2014 Strategic Plea
Tactic's Summary
January 2010
Tactic
Completion Time
Owner
Start Date
1
implementation of 24 hour shift for a
36 month trial period
36 months
Deputy Chief of Operations
Jan 1, 2010
2
Development of Department wellness
Initiative
12 months
Wellness Committee
Jan 1, 2010
Organizational Review of
Jan 1, 2010
3
Management and Administration
9 months
Fire Chief
Division
4
Provide a hot back -up
36 mon
months
Deputy Chief of Prevention/
Mar 1, 2010
Communication centre
Communications
5
Consistent and streamlined
communications strategy
9 months
CFPO / PC Karie
( Y)
April 1, 2010
6
Review the Procedure development
and develop additional procedures
6 months
Platoon Chief (Zurrell)
Apr 1, 2010
a single streamlined and
F 7Develop
consistent process to disseminate
30 months
Systems Administrator
Sept 1, 2010
departmental information
Develop a strategy to address the
Sept 1, 2010
8
decline in regular meeting and flow of
information between divisions and
12 months
Platoon Chief
core groups of staff within a division
Develop and make available
Jan 1, 2011
9
management and leadership training,
appropriate to the expectations and
16 months
Training Director
needs of a specific position
10
Engagement of employees in
processes and operations from all
18 months
Platoon Chief (Gilmore/
Chief (
Jan 1, 2011
levels of the department
V
11
Establish a Fire Department "Open
6 months
Fire Chief
Sept 1, 2011
Door" forum
12
Increase our fire and life safety
11 months
Deputy Chief of Operations/
Mar 1, 2012
mandate to fire suppression crews
Deputy Chief of Prevention
An open and inclusive attraction and
Sept 1, 2012
13
recruitment process that engages
15 months
Deputy Chief of Operations
diverse groups of the community
Develop and promote the use of
Jan 1, 2013
14
standard project planning and
24 months
Systems Administrator
management practice
15
Public Education Programs
on g oin g
Chief Fire Prevention
ongoing
Enhanced
Officer
16
Delivery of Fire Prevention and Life
Chief Fire Prevention
ongoing
Safety Inspections
ongoing
g g
Officer
17
Delivery of Emergency Response to
the Community
ongoing
Deputy Chief of Operations
ongoing
January 2010
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