East Fork Fire and Paramedic Districts Business Plan 2015.pdf · East Fork Fire and Paramedic Districts’ 2015 Business Plan Page 2 of 37 Executive Summary A Business Plan is crucial

East Fork Fire and Paramedic Districts’ 2015 Business Plan Page 1 of 37

East Fork Fire and Paramedic Districts

2015 Business Plan

2015 Divisional Business Plans

East Fork Fire and Paramedic Districts 1694 County Road

Minden, Nevada 89423 775‐782‐9040 ~ 775‐782‐9043 (FAX)

www.eastforkfire.org


Executive Summary

A Business Plan is crucial for conducting a business successfully. Sound business plans can help an organization keep on track toward its goals and objectives and provide a reference for benchmarking, reviewing results and making adjustments in its business. Business planning of this nature has long been reserved for private enterprise and was directed more towards ways to increase profits. While government services, such as ours, are not necessarily established to “make a profit,” we do exist to serve our constituents in an efficient, cost effective manner, which in turn provides value to the “investment” of public funds that are derived from our constituents.

A Business Plan is not a Strategic Plan; however, it can direct and influence strategic planning. If a strategic plan exists, as in our case, it can serve as the vehicle to carry out the various strategic elements of the plan.

With the preceding in mind, the East Fork Fire and Paramedic Districts have developed individual business plans for each of its eight divisions, or major areas of responsibility. The business plan approach is designed to replace the “management by objective” lists that we previously produced at the start of each calendar year. The business plan concept will better guide the future development of organizational needs, provide specific direction to personnel, define our annual and future objectives, and serve in support of the current Strategic Plan and future Strategic Plan update.

While the business plan approach does include elements that mimic management by objective, it also affords an opportunity to encourage more organizational participation. Those assigned to specific “business areas” are encouraged to engage other staff members in the planning and implementation process. So, if you find an objective you are interested in assisting with, please contact the “assigned to” individual. This is your opportunity to be a part of our future and make it more promising.

The eight business areas include:

1. Administration 2. Finance 3. Administrative Support 4. Operations 5. Fire Prevention 6. Fire Prevention/Support Services 7. Training and Safety 8. Emergency Management

Inherent with the Districts’ organizational composition, seven of the eight areas have dedicated personnel assigned to oversee that particular function. The eighth area, Emergency Management, is a shared responsibility by all six individuals assigned to their specific areas.


The format of this business plan defines specific goals and objectives that we hope to achieve in 2015. Each objective is assigned to a specific member to take the lead. The idea is to spread the workload and encourage organizational participation through outreach by those assigned to the objective.

While the District Fire Chief is ultimately responsible for all eight major areas of operation, the concept of single-point-authority provides sufficient latitude for each individual to manage the details and inter-workings of their specific areas of responsibility. Therefore, the development, implementation, and success of this business plan are vested with those specific individuals.

This plan will assist the organization, comprised of a five-person Board of Directors, a District Chief, three Deputy Chiefs, three Battalion Chiefs, fifteen Captains, thirty-nine Firefighters (twenty-nine are either current paramedics or are attending paramedic school), one Fire Investigator/Captain, one Fire Inspector, and administrative /support staff, fortified by eight volunteer fire departments, to serve the fire and life safety needs of our community, no matter the incident. We are always responsible to each other and accountable to the public.

Tod F. Carlini, District Fire Chief/Emergency Manager


Administration - 2015 Business Plan

Tod F. Carlini, District Fire Chief

The Administrative Division is responsible for the overall management of the Districts. This section of the Business Plan for 2015 defines the key administrative objectives and provides direction for administrative personnel, the Volunteer Fire Chiefs’ Advisory Board, and in some cases, the East Fork Professional Firefighters Association. Many of these goals originated from various meetings with staff and volunteers in an effort to make us a better organization using a “top to bottom – bottom to top approach”. Additionally, the majority of the administrative goals established for 2015 are tied directly to the Districts’ current Strategic Plan, adopted by the Board in 2006. The administrative functions of the Districts have grown more complex over the years and certainly are related to the growth of the organization. The Executive Management of the Districts is vested with six key positions, including the District Chief, three Deputy Fire Chiefs, the Executive Office Manager, and the Administrative Analyst. Advisory groups to management include the Volunteer Fire Chiefs’ Advisory Board and the Executive Board of the East Fork Professional Firefighters Association. Policy direction is provided by the East Fork Fire and Paramedic Districts’ Board of Directors.

Goal # 1: FY 15/16 Budget Development – Strategic Objective 2006–Financial (Goals 1 and 2) Objectives New/Existing Assigned to Status

Evaluate Revenues and Build Base Budget for FY 15/16

Existing Carlini / Nelson Complete

Solicit budget needs from the organization Existing All Divisions Complete Conduct scheduled Organizational Budget Updates

New Carlini / Nelson Ongoing

Review Revenue Projections Existing Carlini / Nelson / Department of Taxation

Prepare Tentative Budget Existing Carlini / Nelson Volunteer Fire Chiefs’ Advisory Board (VFCAB) Review

Existing VFCAB / Babcock

Preliminary Budget Presentations Existing Carlini / Board Public Hearing – Final Budget Existing Carlini / Board /

Public

Final Budget Adoption Existing Carlini / Board Goal # 2: Strategic Plan Update – Strategic Objective 2006

Objectives New/Existing Assigned to Status Assemble planning team New Carlini Complete Define plan and time schedule for update process

New Carlini Complete

Assign Strategic Category Committees New Carlini Complete Committee Work New Committees Prepare draft revisions New Carlini / Committees Finalize Plan and Present to Board New Carlini / Board Board adoption New Board


Goal # 3: Grants – Strategic Objective- 2006 Finance – (Goal 1) Objectives New/Existing Assigned to Status

Review all available grant possibilities Existing Carlini Ongoing Apply for 2015 Assistance to Firefighters Grant for Cardiac Monitors


Apply for 2015 Rural Communities Fire Protection Grant

New Carlini

Apply for 2015 State Emergency Response Commission Grant

Existing Fogerson

Apply for 2015 United We Stand Grant Existing Fogerson Apply for 2015 Local Emergency Planning Committee Grant

Existing Carlini

Apply for 2015 Homeland Security Grant – Citizen’s Emergency Response Team

New Carlini / Soule

Apply for 2015 Emergency Management Performance Grant

Existing Carlini / Owen

Goal # 4: Dissolution of Paramedic District–Strategic Objective 2006–Governance–(Goal 1) Objectives New/Existing Assigned to Status

Board Adoption of Resolutions and Ordinances necessary

New Carlini / Ritchie Complete

Notify Department Of Taxation of Board Approvals


Meet with Finance Department and County Clerk regarding implications


Transfer any Paramedic District specific assets to the Fire Protection District

New Carlini

Transfer vehicle titles to the Fire Protection District

New Eisele

Amend all relative documents and agreements to reflect dissolution and transfer of responsibilities to the Fire District

New Carlini / Fogerson

Transfer Financial Assets with the FY 15/16 Budget

New Carlini / Nelson

Change all official organizational identification where possible through attrition of inventories

New Carlini / Eisele / et al

Dissolution official – July 1, 2015 New Carlini / Board Goal # 5: Employee Health Insurance– Strategic Objective 2006–Personnel–(Goal 3)

Objectives New/Existing Assigned to Status Continue to monitor health care costs Existing Carlini / Owen /

Association Ongoing

Develop independent voluntary health insurance options for employees

New Carlini / Owen / Association / Human Resources

Work to achieve consistent health care benefits within the entire organization

New Carlini / Board

Publish quarterly health Insurance tips and advice for employees

New Benefit Committee


Goal # 6: Contract Negotiations Articles 6 and 7– Strategic Objective 2006–Personnel–(Goal 3) Objectives New/Existing Assigned to Status

Review current contract Articles 6 and 7 New Management / Association

Establish negotiation teams New Management / Association

Negotiations proceedings New Management / Association

Contract Ratification by Labor New Association Contract Approved by Board New Board Goal # 7: Legislation – Participate As Necessary In 2014 Legislature

Objectives New/Existing Assigned to Status Review all current relevant legislation New All Review all relevant proposed legislation New All Identify position(s) with all proposed relevant legislation

New All

Participate in process as necessary New All Goal # 8: Attempt to Maintain ISO PC 3/8B

Objectives New/Existing Assigned to Status Contact Insurance Services Office to establish date(s) for survey


Collect necessary data for survey, contact water system purveyors, and 911 Communications

New Executive Staff

Participate in field evaluation and complete survey

New All

Receive and announce results New Carlini Formal presentation to the Board and public New Carlini / Board Goal #9: Assume Entire Responsibility For Human Resource Services

Objectives New/Existing Assigned to Status Identify HR Needs and Capabilities New Carlini CompleteMeet with POOL/PACT regarding their services

New Carlini / Owen Complete

Discuss impacts on Cost Allocation Plan with County


Solicit Board Approval to proceed if feasible New Carlini Provide necessary training to Administrative Staff

New POOL / PACT


Finance Section – 2015 Business Plan

Ellen Nelson, Administrative Analyst

The Budget and Finance Section of the East Fork Fire and Paramedic Districts is responsible for the management and accounting of the funds for both the Fire and Paramedic Districts. The responsibilities are vested with the District Fire Chief and the Administrative Analyst. Budget development, accounts payable processing, accounts receivable processing, EMS billing, grant financial management, fire billing, cost sharing agreements, payroll, and financial analysis, are all responsibilities under the Budget and Finance Section. Under an inter-local agreement with Douglas County, the Budget and Financial Section is supported by the Douglas County Finance Department and contributes funds under a cost recovery plan to Douglas County for additional financial services.

Goal # 1: FY 14/15 Budget Development – Strategic Objective 2006–Financial–(Goals 1 and 2) Objectives New/Existing Assigned to Status

Develop an approved Final Budget for FY 15/16

Existing Carlini / Nelson

Comply with County budget timeline Existing Carlini / Nelson Solicit budget needs from the organization Existing All Divisions Conduct scheduled Organizational Budget Updates

Existing Carlini / Nelson

Review Revenue Projections Existing Carlini / Nelson / Lewis Prepare Tentative Budget Existing Carlini / Nelson Volunteer Fire Chiefs’ Advisory Board (VFCAB) Review

Existing VFCAB / Babcock

Preliminary Budget Presentations Existing Carlini / Board Public Hearing – Final Budget Existing Carlini / Board / Public Final Budget Adoption Existing Carlini / Board Goal # 2: Grant Financial Management Practices

Objectives New/Existing Assigned to Status Perform quarterly audit of grant reimbursement requests

Existing Nelson Ongoing

Enhance grant tracking system Existing Nelson / Owen Ensure all grants meet federal audit requirements

Existing Nelson / Owen Ongoing


Goal # 3: Donations Objectives New/Existing Assigned to Status

Review all donations received by the Districts Existing Nelson Ongoing Develop internal procedure regarding donations

Existing Nelson / Owen

Account for all donations received and the allocation of funds


Ensure donations are recognized by the Board


Goal # 4: Contract Negotiation Fiscal Impact Analysis, Article 6 & 7 Objectives New/Existing Assigned to Status

Provide financial analysis of Association proposals

Existing Nelson

Provide financial analysis of Management proposals

Existing Nelson

Ensure sustainability of all contract proposals Existing Nelson Apply adopted contract financial conditions to budget(s) development

Existing Nelson

Conduct budget performance review and monitor fiscal impact of negotiated contract

Existing Nelson

Goal # 5: Fire Billings and Payments Objectives New/Existing Assigned to Status

Obtain 2015 Annual Operating Plans and rate schedules for billing purposes

Existing Nelson

Update billing invoice format to include new rates

Existing Nelson

Prepare invoices as needed Existing Nelson Ongoing Monitor and reconcile Emergency Fund Existing Nelson Ongoing Goal # 6: Provide Budget Performance Analysis

Objectives New/Existing Assigned to Status Monitor current year revenues and expenditures


Analyze and project revenues and expenditures


Prepare budget augmentation and transfer requests


Provide detailed budget status reports to staff Existing Nelson Ongoing Review funds for proper application and accounting principles in accordance with NRS and GAAP


Goal # 7: EMS Billing Oversight Objectives New/Existing Assigned to Status

Audit and reconcile ambulance billing receivables


Perform ambulance transport audits Existing Nelson Ongoing Audit and reconcile membership program (Sierra Saver)


Develop online payment process Existing Nelson / Owen Develop standardized cash handling procedures for all cash receipts

Existing Nelson / Owen In Review


Goal # 8: Dissolution of the Paramedic District Objectives New/Existing Assigned to Status

Oversee the closure of the Paramedic District Fund

New Nelson / Carlini

Request new tax ID number, DUNS number, and file any necessary paperwork with the State of Nevada

New Nelson / Carlini / Owen

Ensure tax bills and other matters related correctly identify the dissolution.

New Nelson / Carlini / Clerk

Goal # 9: Position Succession for Administrative Analyst Objectives New/Existing Assigned to Status

Review job descriptions to determine appropriate position which will relieve some or the current responsibilities now provided by the County Finance Department


Determine position within the adopted pay plan


Advertising and hiring process New Nelson / Carlini Evaluate other contract type services as used by several other fire districts within the region as to levels of service, audit, audit compliance, and cost for such services.


Orientation and mentoring process New Nelson / Carlini Explore contract assistance agreement with current incumbent past the projected retirement date of current incumbent

New Carlini / PERS / DA

Goal # 10: Evaluation of Current Cost Allocation Plan and Financial Sustainability Objectives New/Existing Assigned to Status

Working with Douglas County, evaluate the current Cost Allocation Plan and review costs of services


Consider alternatives for cost allocation plan services


Evaluate other contract type services as used by several other fire districts within the region as to levels of service.


If feasible, develop Board Proposal or prepare a new contract for services with Douglas County.



Administrative Support - 2014 Business Plan

Lisa Owen, Executive Office Manager

The Administrative Support Section of the East Fork Fire and Paramedic Districts consists of an Office Specialist, Senior Office Specialist, Senior Administrative Specialist, Medical Billing Specialist and Senior Medical Billing Specialist. The Administrative Support Section is responsible for the overall clerical support of the Executive Staff, Fire and Paramedic Districts, Douglas County Emergency Management, Ambulance Billing and Accounts Payable.

The administrative employees of the Districts have adapted to the changing duties, responsibilities, and workloads. The day-to-day tasks vary and require the ability to quickly adapt to changes in priorities and deadlines, which at times can be high stress.

To ensure the administrative support needs of the District and Douglas County Emergency Management continue to be met, the Executive Office Manager has developed a Business Plan for 2015 to not only guide and anticipate future needs, but to also ensure stability and the highest level of quality and accuracy by assigning duties that match the individual competencies.

ADMINISTRATIVE SUPPORT GOALS (GOALS TIE INTO STRATEGIC PLAN GOALS: PERSONNEL/STAFFING # 3, FINANCIAL MANAGEMENT # 1, 2, 3)

Goal # 1: Research privatization of ambulance billing Objectives New/Existing Assigned to Status

Identify ambulance billing duties New Owen Research private billing agencies New Owen Prepare fact finding questionnaire and submit to billing identified billing agencies.

New Owen

Update duty responsibility list and meet with staff to review new duties

New Owen

Review questionnaire responses and perform cost-analysis to determine if proceeding with an RFP is warranted

New Owen

Prepare RFP (dependent on cost-analysis results)

New Owen / Carlini / District Attorney

Identify internal liaison to work with billing agency (dependent on cost-analysis results)

New Owen

Work with billing agency on transition of data (dependent on cost-analysis results)

New Owen / Modispacher

Monitor billing agency performance (dependent on cost-analysis results)

New Owen


Goal # 2: Evaluate job duties and Areas of Responsibility of administrative staff for improved efficiencies, training, and cross-training

Objectives New/Existing Assigned to Status Identify all tasks for each position. Evaluate responsibilities and reassign duties as needed for maximum efficiency and administrative support.

Existing Nelson

Determine if additional training and/or cross-training is needed.

New Owen

Develop cross-training schedule New Owen Update duty responsibility list and meet with staff to review new duties

New Owen

Evaluate whether additional duty adjustments are needed.

New Owen

Goal # 3: Reevaluate grant management processes for maximum efficiency and to ensure audit requirements are being met.

Objectives New/Existing Assigned to Status Identify all grants New Owen / Braga Identify all tasks associated with the management of each grant

New Owen / Braga

Identify federal, state, and local requirements for each grant

New Owen / Braga

Create asset tags for all grant-purchased equipment

New Owen / Braga / Eisele

Update master list of equipment purchased from grants

New Owen / Braga

Implement annual inventory schedule New Owen / Braga / Hays Develop master database to track all grant data

New Owen / Braga

Work with State on development of software New Owen Goal # 4: Identify and implement a records management system.

Objectives New/Existing Assigned to Status Meet with admin staff to identify a records management standard, requirements, etc.

New Owen

Identify records to capture (hard copies, incident reports, flow data, etc.)

New Owen / Braga / Surane/ Modispacher

Develop internal records management database/research available software

New Owen / Braga

Assign data entry task New Owen Review for accuracy New Owen Goal # 5: Develop policies/procedures

Objectives New/Existing Assigned to Status Develop Light Duty Policy New Owen / Fogerson Develop Cash Handling Policy New Owen / Nelson


EMS BILLING GOALS (GOALS TIE INTO STRATEGIC PLAN GOALS: EMS #1, 5, 6 AND FINANCIAL MANAGEMENT # 1)

Goal # 1: Implement ICD-10 Codes (contingent on Administrative Support Goal #1) Objectives New/Existing Assigned to Status

Research and identify ICD-10 impacts by participating in workshops, reviewing material, and working with counterparts

New Owen

Determine which ICD-10 codes need to be mapped to the existing system

New Owen / Fogerson

Work with Zoll to implement and enter codes New Owen / Modispacher Train billing staff/line staff on use of new codes

New Owen / Modispacher / Fogerson

Goal # 2: Implement billing portion of ePCR (contingent on Administrative Support Goal #1) Objectives New/Existing Assigned to Status

Participate in committee meetings Existing Soule / Owen Complete Attend onsite Zoll training Existing Soule / Owen Complete Work with Deputy Chief Soule on implementing necessary data

Existing Soule / Owen Ongoing

Attend onsite Zoll train-the-trainer New Soule / Owen / Modispacher

Beta test Electronic Patient Care Reporting (ePCR)

New Soule / Owen / Modispacher / Galvan

Identify and resolve system issues New Soule / Owen / Modispacher / Galvan

Goal # 3: Continue to review and improve efficiencies in Billing Department (contingent on Administrative Support Goal #1)

Objectives New/Existing Assigned to Status Run “schedule” reports for benchmarking New Owen Identify new claim turn-around time (time of entry to billed)

New Owen

Benchmark payment turn-around time (time of bill to receipt of payment)

New Owen

Benchmark payment from uninsured vs. insured to evaluate whether alternate collection methods should be utilized

New Owen

Audit trips to ensure proper charges are being assigned, Health Insurance Portability and Accountability Act (HIPAA) rules followed, etc

New Owen / Nelson

Participate in Webinars New Owen / Modispacher / Galvan

Goal # 6: Streamline Payroll Objectives New/Existing Assigned to Status

Develop automated spreadsheet via Telestaff to eliminate manual process (green bar)

New Owen

Assign task of data entry of accrued time and pay rates

New Owen


Operations Division - 2015 Business Plan

David W. Fogerson, Deputy Fire Chief/Operations

Our 2015 Business Plan guides the future development of operational needs and provides direction for personnel. Many of these ideas originated from our staff and volunteers in an effort to make us a better organization. We are an extremely busy fire and EMS agency with the priority being emergency response, something we do 5,900 times a year. This business plan will allow us to manage our time by spreading the workload among everyone.

Each project area is supported by goals with one or more objectives. Each objective is assigned to a member to take charge. The idea is to spread out the workload among many and then these leaders reach out and involve others. If you find an objective you are interested in assisting with, please contact the “assigned to” individual. This is your opportunity to be a part of our future and make it better. For those desiring promotion to captain or battalion chief, don’t forget about the personal accountability report you have to submit with your application. This list is a wonderful way for you to become more involved.

The goals and objectives include new tasks, that is, items new to occur in 2015, along with existing items. Existing items are carry-over from previous years or annual recurring tasks that take time to complete and must be noted for time management.

This plan will adjust through the year and be greatly affected by the update of our strategic plan. While other agencies do fire or EMS or fire and EMS, East Fork understands fire is EMS. We have incorporated these two disciplines well and need to further the development of other disciplines to our model including integrated healthcare, engineers, technical rescue and hazardous materials.


EMS GOALS

Goal # 1: Develop a Quality Assurance and Improvement Plan that includes Objectives New/Existing Assigned to Status

Develop a worksheet for captains to follow when reviewing charts for completeness and accuracy.

Cote

Develop a standardized documentation process.

Cote, Fletcher

Provide training on the approved system. Training QA blue sheeted charts and 10 charts from a different chief complaint each quarter.

QA Workgroup

Measure cardiac arrest outcomes using the Ustein Model.

Measure STEMI times and patient outcomes Conduct longitudinal study from 9-1-1 to facility discharge on various chief complaints to determine system improvements

The review of 100% of AMA patients Captains Goal # 2: Continue to improve controlled substance security.

Objectives New/Existing Assigned to Status Conduct random controlled substance audits quarterly.

Lekumberry, Fraser, Haskins

Manage the Knox Box program. Bourne Goal # 3: Maintain our EMS Permit.

Objectives New/Existing Assigned to Status Provide six month update of our volunteer EMS provider lists.

Fogerson

Maintain permit renewal process. Fogerson Maintain medical director contract. Fogerson Maintain sufficient EMS supplies. Neilson Goal # 4: Continue to be a partner in our EMS System.

Objectives New/Existing Assigned to Status Continue to participate in the Douglas County Health Care Coalition

Fogerson

Pursue a contract with Smith Valley for ALS service

Fogerson

Review EMS super-utilizers using CMS’s definition

Fogerson / Owen

Hold MDT meetings on super-utilizers to ease system burden and decrease recidivism while improving health

Fogerson / Healthcare Coalition

Advocate for a state trauma system instead of a trauma center

Maintain our community AED program Dwinell Determine if we can send bio waste to CCHHS

Fraser / Eisele


Goal # 5: Continuous EMS System Improvement. Objectives New/Existing Assigned to Status

Conduct a SWOT analysis on EMS operations

EMS Workgroup, Goss, Fogerson

Create goals from SWOT outcomes for the EMS workgroup; Include separation of the QA/QI process from the EMS workgroup

EMS Workgroup, Goss, Fogerson

Conduct two week, retrospective review of multiple same patient contacts to identify social service referrals.

Fogerson

Develop an Multi-Casualty Incident plan Fraser Develop a process for personnel to conduct follow up phone calls on patients

IHC Workgroup

Evaluate the impact of recent NAC450B changes to our system

Goss

Evaluate station EMS supplies to reduce overall inventory while providing sufficient quantities to maintain efficiency and securing the District’s EMS supply

Neilson / Cote / Martin

Secure a written reciprocal agreement with Quad County Fire agencies for Sierra Saver program

Fogerson

Develop an exclusive use ordinance with Tahoe Douglas Fire for EMS in Douglas County

Fogerson / Carlini

Update MOU with CVMC for IFT billing, mutual cooperation, right patient to the right destination (patient advocacy), base station

Create MOU with CTRMC for IFT billing, mutual cooperation, right patient to the right destination (patient advocacy), base station

Goal # 6: Implement Integrated Healthcare (IHC) Program. Objectives New/Existing Assigned to Status

Continue Workgroup meetings to solicit advice and changes to proposals.

Cates, Jackson, Brawley, Hackler, Fogerson

Audit AMA and home health care instructions.

IHC Workgroup

Develop a patient refusal form IHC Workgroup Develop a treat and release at scene protocol

IHC Workgroup

Develop a treat and refer protocol IHC Workgroup Develop a home inspection process IHC Workgroup Evaluate the ability to partner with our community to provide for non-medically necessity behavioral health transfers

IHC Workgroup


Goal # 7: Transition to New EMS Provider Levels Objectives New/Existing Assigned to Status

Update protocols as needed with changes in medicine, recommendations, procedures and medications to match new provider levels.

EMS Workgroup

Determine date to transition Fogerson Goal # 8: Pursue new cardiac monitors

Objectives New/Existing Assigned to Status Find funding Fogerson Evaluate monitors on the market EMS Workgroup Select a monitor EMS Workgroup Purchase the monitors Neilson/Hays Train and adjust protocols on new monitors Training/EMS

Workgroup

Conduct QA/QI of patients on new monitors QA/QI Workgroup Develop a plan to sell the old monitors Fogerson/Neilson

STRUCTURE GOALS

Goal # 1: Complete development of standard evolutions that work with the updated Command procedure with a Passport accountability focus and follow OSHA 2-In, 2-Out guidelines.

Objectives New/Existing Assigned to Status Develop a two-person engine heavy streams evolution.

Haskins

Develop a two-person engine blitz attack evolution.

Haskins

Review and refine mayday procedure Kesteloot Review Tahoe Douglas and Carson City high rise plans

Azevedo

COMMAND GOALS

Goal # 1: Introduce new command procedures. Objectives New/Existing Assigned to Status

Develop a wildland fire incident command procedure that mirrors the structure procedure but meets NWCG and Cooperator requirements.

Fraser

Develop a miscellaneous incident command procedure that mirrors the structure procedure but provides direction for all incidents other than structure or wildland.

Haskins

Develop an active shooter procedure in conjunction with DCSO and TDFPD

Goss


TECHNICAL RESCUE GOALS

Goal # 1: Foster improved relationships with DCSAR. Objectives New/Existing Assigned to Status

Develop an MOU outlining working relations, expectations and limitations for technical rescue including static water, swift water, ice, trench, confined space, collapse, wilderness and rope rescues.

Fogerson

Goal # 2: Refine auto extrication equipment Objectives New/Existing Assigned to Status

Reallocate existing auto extrication to locations of need

Anderson / Hackler

Prepare a plan for future grant replacement of auto extrication equipment needs – apply for grant funding

Anderson / Hackler

Goal # 3: Improve our swift water rescue operations level capabilities. Objectives New/Existing Assigned to Status

Develop a swift water rescue response procedure outlining responsibilities of companies by ICS position (i.e. point last seen, downstream safety, etc).

Ghysels / Kesteloot

HAZ MAT

Goal # 1: Maintain and improve equipment. Objectives New/Existing Assigned to Status

Maintain our air monitoring equipment. Haskins Develop and provide the annual haz mat refresher as requested by the Training Division

All technicians

Participate in LEPC for funding opportunities Pace/Fogerson Goal # 2: Maintain and improve our involvement in the Quad County Haz Mat Team.

Objectives New/Existing Assigned to Status Determine Quad County Training needs Haskins Host our Quad County Haz Mat Drill Brawley Develop necessary procedures to standardize the haz mat process

Haskins

Develop a process for those that have previous haz mat technician training to join the Team

Haskins


SYSTEM GOALS

Goal # 1: Continuously monitor system for areas of process improvement. Objectives New/Existing Assigned to Status

Monitor run cards to ensure sufficient personnel and resources are dispatched, in accordance with the Standard of Cover. Make changes to system as needed.

Fogerson / Lekumberry / Fraser / Haskins

Alter responses by time of day to selected occupancies based upon type of call (i.e. activated alarm at Douglas High School while school is in session and when it is not in session).

Haskins

Update run cards when new ProQA EFD comes out

Ops / BC

Update run cards when new ProQA EMS comes out

Ops / BC

Actively participate in the Dispatch Review Committee

Azevedo

Actively participate in the Dispatch Steering Group (fire)

Fogerson

Develop a special events procedure Plumer / Fogerson Develop an apparatus check procedure Fraser / BC’s Goal # 2: Evaluate the pre-plan program.

Objectives New/Existing Assigned to Status Determine our completion status. Norvell Manage their shifts progress towards completion

BC’s

Goal # 3: Determine operational changes to Standard of Cover Objectives New/Existing Assigned to Status

Evaluate ability to consolidate radio tones of volunteer stations

Ops / BC / VFCAB / Dispatch

Evaluate the effectiveness of priority based dispatching with volunteer resources

Ops / BC / VFCAB / Dispatch

Goal # 4: Update Annual Operating Plans, including administrative personnel into the rate schedule and cooperation on use of response plans when developed.

Objectives New/Existing Assigned to Status Update 2015 Rate Schedule to the Board Fogerson Update 2015 OES Rate Schedule Fogerson Complete BLM AOP Fogerson Complete USFS-HTF AOP Fogerson / Carlini Complete USFS-TMU AOP Fogerson / Carlini Complete NDF AOP. Fogerson / Carlini Complete Eastern Alpine AOP. Fogerson Evaluate the possibility of a Chief-to-Chief agreement for Carson City and East Fork shared services.

Fogerson / Carlini

Create new Alpine County EMS agreement for service

Fogerson / Owen


Goal # 5: Update financial impact of CFPA/AOP’s for Accounting Specialist. Objectives New/Existing Assigned to Status

BLM Fogerson / E. Nelson USFS-HTF Fogerson / E. Nelson USFS-TMU Fogerson / E. Nelson Eastern Alpine Fogerson / E. Nelson Antelope Valley Fire Fogerson / E. Nelson Nevada Fire Chiefs Agreement Fogerson / E. Nelson Tahoe Douglas Fire District Fogerson / E. Nelson NDF Fogerson / E. Nelson Lake Tahoe Regional Fire Chiefs Fogerson / E. Nelson

PERSONNEL

Goal # 1: Prepare for Engineer position effective February 1, 2016. Objectives New/Existing Assigned to Status

Establish workgroup to discuss how to approach and consider the following new items:

1. Develop a position evaluation for PMP 2. Procedures of daily checks, etc. 3. TeleStaff rules: how to fill, # per shift,

trades, force list, etc 4. PM coverage on engines: engineer or

captain? If both are, who do we designate as the PM so the other one can do their assigned job?

5. How do we accomplish emergency recall when no engineer is available to return and no actors are available?

6. Can existing captains work down? 7. Can existing firefighters who did the

job today be able to act without testing?

8. Budget impact: increase to those eligible for PM incentive

9. Assessment center: true outside folks, written test, driving test, pumping test, squad/truck skills if squad is an engineer

10. District Chief’s expectations of the position

11. Operation’s expectations of the position (BC’s and Ops Chief)

12. If we drop to 1 on the engine because the rescue needs an extra set of hands – who goes engineer or captain? Is the apparatus out of

Management / Labor Group


service? 13. Station 4 and 12: since the contract

calls for an engineer on water tenders, do we need two engineers at 4 and 12 to bring the WT on fire calls?

14. Squad 1: if this is an engineer position also, do we test for squad/truck skills in engineer test?

15. If we send a volunteer brush off with a career captain, does it now need a career engineer?

16. Need final job description from Peter approved by the Board as it outlines the minimum qualifications.

17. How do we build skill sets of the FF and FF/PM that did not get promoted and will remain in their positions for some time before more rank openings occur

18. Create a new minimum personnel list and have it approved by the Commissioners

19. How do we qualify the actors 20. What if all the engineers are PM’s and

we do not have sufficient FF/PM to staff the four rescues

21. Shift assignments to make sure we allocate PM engineers across the shifts so we don’t have one with too many AEMT’s with AEMT captains that can’t work together.

22. Helmet face pieces, badges, collar brass and id cards

Create a time line to keep on project

Goal # 2: Conduct a captain’s promotional test with a two year eligibility list. Objectives New/Existing Assigned to Status

Establish date. Management / Labor Group

Conduct test Fraser Evaluate the current actors who do not wish to take the promotion test. Establish work plans for any deficiencies to be corrected within 6-months as evidenced by a re-test. Those that fail both tests will be removed from the actor list.

Goss


Goal # 3: Maintain accurate time and attendance records. Objectives New/Existing Assigned to Status

Maintain TeleStaff Haskins / Hill Monitor OT use using TeleStaff hours coupled with financial data.

Fogerson / E. Nelson

Place salary information into TeleStaff so financial reports can be produced

Owen

Goal # 4: Improve employee personal and professional growth. Objectives New/Existing Assigned to Status

Update the evaluation process. Develop employee goal process Develop a mentoring process for acting captains

Buck / Valenzuela

Goal # 5: Continue to refine personnel rated procedures. Objectives New/Existing Assigned to Status

Produce a honor guard use procedure that includes levels of participation for various funerals

Sheldrew

Develop an employee resignation procedure Fogerson Goal # 6: Continue to refine volunteer and career relationships.

Objectives New/Existing Assigned to Status Visit stations 6, 7 and 8 twice Lekumberry / Goss Visit stations 3 and 3 twice Fraser Visit stations 5, 9 and 10 twice Haskins Goal # 7: Prepare succession plan for retirement of Battalion Chief Lekumberry

Objectives New/Existing Assigned to Status Promotion of top BC candidate Carlini Promotion of top captain candidate Carlini Hire new personnel (determine if FF or FF/P) to fill vacancy

Fogerson

Transfer of responsibilities to new BC Fogerson Provide mentoring shifts for potential new BC Fraser Provide mentoring shifts for potential new Captain

Hill / Valenzuela / Norvell / Fraser


WILDLAND

Goal # 1: Prepare for the 2014 wildland season. Objectives New/Existing Assigned to Status

Update the annual wildland plan. Fraser Update mutual aid “T-chart” with agreement expirations

Fogerson

Provide off-district envelopes to all apparatus Fraser CFPA update: include an “Administration/ Planning” section for joint pre-incident planning and admin prep to coordinate incident operations including development of response plans for high-hazard communities.

Prepare for off-district response, including the purchase of necessary equipment

Fraser

Determine Team and off-district, single resource assignments

Exec Staff

Review wildland billings Nelson/Fogerson Goal # 2: Improve wildland fire pre-incident planning.

Objectives New/Existing Assigned to Status Develop interface maps. Kesteloot Review and remind on wildland fire response plans for Kingsbury, Hwy 88, Hwy 395 South and Hwy 208 corridors.

Fraser

Create an evacuation plan with SAR Valenzuela Emergency Management Goal # 1: Maintain compliance with applicable laws and regulations.

Objectives New/Existing Assigned to Status Maintain LEPC compliance including the NRT-1 review and submission of annual forms.

Albert / Fogerson

Calendar a review of all EM plans over a 3-year period.

Work with LEPC partners to prioritize our grant purchases with SERC, HMEP and UWS funding streams

Fogerson

Purchase LEPC grant items as the funding is released

Hays

Write United We Stand grant Fogerson Write SERC grant Fogerson Write HMEP grant Fogerson Goal # 2: Work with regional partners.

Objectives New/Existing Assigned to Status Examine the Southern Nevada EOC model to determine the feasibility of its use within the Quad County.

Fogerson

Work with care facilities to develop their alternate care facility worksheets

Fogerson


Goal # 3: Conduct joint, coordinated planning for recurring events. Objectives New/Existing Assigned to Status

Work with new Clerk/Treasurer to determine if changes can be made for a meeting to occur of principles to approve festival permits

Fogerson

COMMUNITY INVOLVEMENT

Goal # 1: Maintain community relations Objectives New/Existing Assigned to Status

Attend Partnership for Community Resource meetings

Fogerson

Attend Douglas County School District Safety Committee meetings

Fogerson

Attend TRIAD meetings Fogerson Apparatus visits to schools annually All Captains Goal # 2: Prepare for Community Events

Objectives New/Existing Assigned to Status Plan for Candy Dance Plan for Carson Valley Days

2015 LEGISLATIVE SESSION

Goal # 1: Monitor Bill Status Objectives New/Existing Assigned to Status

Medicaid reimbursement (CPE/GEMT) New Fogerson / Owen Legal 2000 holds Integrated healthcare Mutual aid Behavioral health bills that impact service delivery or number of calls for service

FUTURE STRATEGIC ITEMS

• Establish partnerships with GID’s and Towns that have ponds to provide for an ice rescue response

• Evaluate CAAS accreditation for emergency medical services • Decrease the ALS response time to District 6 • Provide additional staffing to Squad-1 • Provide additional staffing to busy engines • Provide an additional ambulance when unit hour utilization or ambulance arrival times do not meet

our internal compliance metrics


Fire Prevention/Vehicle Maintenance - 2015 Business Plan

Steve Eisele, Deputy Fire Chief/Fire Marshal

The East Fork Fire and Paramedic Districts Support Services/Vehicle Maintenance is managed under the direction of Deputy Fire Chief/Fire Marshal Steve Eisele. The Bureau staff consists of three members: Support Service Supervisor David Hays, Fire Mechanic Chris Henning, and Support Services Worker Vincent Weaver.

The Support Service/vehicle Maintenance Division is responsible for a wide variety of essential functions and services related to the overall day-to-day operation of the Districts and the operational readiness of all fire apparatus and equipment.

The Districts, like so many other private and governmental agencies, have had to struggle with a declining maintenance budget. The staff of the support services and vehicle maintenance departments has continued to meet the challenge by doing more with less. Staff continues to expand its roles to meet the ongoing challenges with completing more repairs in-house compared to subcontracting to outside vendors whenever possible, saving valuable funding.

Standardization continues to be a major factor assisting in the workload and cost savings to the District, like vehicles, manufactures, and relocation of existing equipment to replace older aging apparatus to reserve positions.

This Business Plan is intended to provide the Districts and Support Service/Vehicle Maintenance Division with the ability to manage the Districts’ current assets efficiently, and to allow for the future planning, purchasing and maintenance of the Districts’ apparatus and facilities in a positive proactive manner.

Goal # 1: General Services Objectives New/Existing Assigned to Status

Continue to use best purchasing practices for all supplies, products and services

Existing Hays / Weaver / Henning

Establish minimum inventory schedules and vendor lists for products and supplies maintained and distributed by the support services department

New Hays

Conduct general clean-up of warehouse and equipment yard

New Hays / Weaver / Henning

Prepare excess/old district equipment for public auction

Continuing Hays / Henning

Provide complete clean-up and reorganization of materials at Station 16

New Hays / Weaver / Eisele

Update Districts maintenance and supply request forms

Existing Eisele / Braga


Goal # 3: Small equipment Objectives New/Existing Assigned to Status

Continue to conduct in-house repairs to small fuel fired equipment

Existing Hays

Continue to research Ethanol fuel issue effecting small, implement changes as needed and more products and information become available

Existing Hays

Establish District wide gurney maintenance program

Existing Eisele / Hays

Establish equipment replacement plan for chainsaws

New Hays / Eisele

Goal # 4: Annual equipment test/inspections Objectives New/Existing Assigned to Status

Provide scheduled tests and evaluation of Halmatro extrication tools

Existing Hays

Complete coordination of annual ladder truck and ground ladder testing

Existing Hays / Henning / Contractor

Conduct annual hose testing for career and volunteer apparatus

Existing Line Staff

Conduct annual pump testing for career and volunteer apparatus

Existing Line Staff

Goal # 5: Personnel protective equipment Objectives New/Existing Assigned to Status

Complete research of NFPA compliant wildland firefighting gloves

New Hays

Conduct review of current structure protective equipment specifications for NFPA compliance, District needs and price

Existing Hays / Safety Committee / Training Div.

Conduct review of current wildland protective equipment specifications for NFPA compliance, District needs and price

Existing Hays / Safety Committee / Training Div.

Prepare PPE for new academy class New Hays Conduct inventory of all PPE stocked and distributed by support services

New Hays

Complete the disposal process of old SCBA units

Existing Hays / Weaver

Goal # 2: Building and grounds maintenance Objectives New/Existing Assigned to Status

Provide coordination of services for weed control at each District facility by the Douglas County Weed Abatement Department

Existing Weaver

Continue to conduct routine maintenance and repairs in an effort to conserve available funding

Existing Hays / Weaver

Complete comprehensive evaluation of Districts facilities for maintenance and repair needs

Eisele / Weaver


Goal # 7: Apparatus/vehicle maintenance Objectives New/Existing Assigned to Status

Develop a plan for the replacement and remounts of rescue units

New Eisele

Coordinate the completion of budgeted apparatus modifications/projects

Existing Eisele / Henning

Conduct an inventory assessment and needs analysis of fire apparatus to meet the operational requirements of the District and Standards of Cover

New Eisele / Fogerson

Complete the purchase, Delivery and outfitting of one (1) new rescue unit

New Eisele / Henning

Complete process of State inspections, licensing, and equipment to place new rescue into service

New Henning / Eisele / Staff

Complete the evaluation existing rescue units and the rotation of units

Existing Henning / Eisele

Complete the process of preparing old/discontinued use apparatus for public auction

Existing Henning / Hays / Eisele

Conduct review of current maintenance schedules and in station inspections

Existing Henning / Eisele

Continue the development of specifications for the future purchase of a Type III wildland fire engine

New Eisele

Conduct review and audit of vehicle maintenance budgets to ensure 2015/2016 budget reflects current maintenance needs and trends

New Eisele / Nelson

Conduct annual pump testing Existing Staff Provide review of annual pump testing process, documents and scheduling

Existing Eisele / Fraser

Complete the construction of the District’s GIS/Command trailer unit

New Eisele / Carlini

Goal # 6: Infrastructure Objectives New/Existing Assigned to Status

Complete District Attorneys assessment of water tank ownership

Existing

Coordinate movement of phone lines at Douglas County Fairgrounds

New Eisele/Hays/Weaver

Provide coordination and management of all major facility projects approved in the budget or as required

Existing Eisele

Establish a comprehensive facility plan New Eisele Coordinate the installation of 3 fire fill draft tanks and piping

New Eisele

Coordinate all scheduled and funded facilities projects

New Eisele


Fire Prevention Bureau - 2015 Business Plan

Steve Eisele, Deputy Fire Chief/Fire Marshal

The East Fork Fire and Paramedic Districts Fire Prevention Bureau is managed under the direction of Deputy Fire Chief/Fire Marshal Steve Eisele, the Bureau staff consist of two members Captain/Fire Investigator Terry Taylor and Fire Inspector Sylvia Lee.

The Fire Prevention Bureau provides code enforcement, public education, commercial plan reviews, fire investigations, fire and life safety inspections, and coordination of the Districts open burn program, oversight of the Districts Fire Cadet, Juvenile fire setter, and fuels managements programs within the District.

The roles and responsibility of the Fire Prevention Bureau, and staff continue to expand through the adoption of new codes and ordinances. The Bureau during this planning period will be adopting, and begin the enforcement of the International Wildland-Urban Interface Code and associated revisions District wide.

This Business Plan is intended to provide the District, Fire Prevention Bureau, and staff with a solid foundation, and guidance required to manage day to day and future prevention needs of the public, community and District.

FIRE PREVENTION GOALS

Goal # 1: Codes, ordinances and agreements Objectives New/Existing Assigned to Status

Provide for new ordinance and code adoption of Wildland Urban Interface Code and regulations

New Eisele/Taylor

Update Interlocal Agreement between District and State of Nevada Fire Marshal’s Office

Existing Eisele/Taylor

Complete fuels identification program District wide for the use with the proposed Wildland Urban Interface Code and regulations

New Eisele/GIS Department

Develop a new fireworks application form to address requirement’s found in the adopted fireworks ordinance

New Eisele

Goal # 2: District open burn program Objectives New/Existing Assigned to Status

Conduct review of existing open burning enforcement directive


Complete revision to agricultural, ceremonial, noxious weed and ditch burn permits

Existing Eisele/Taylor/ Braga

Provide updated instruction and written documentation on burn permit process to front office staff

Eisele

Complete review of existing agricultural Existing Eisele/Office


permit holders, provide written handout and public notification of proposed changes to permit holders

Staff

Provide legal counsel review of process and documents

Existing D.A. Office

Provide review and updates to Stop Order citation books

Existing Eisele

Goal # 3: Fuels Management Objectives New/Existing Assigned to Status

Provide district support and coordination with USFS – Genoa Fuels Project

Existing Eisele

Provide district support and coordination with BLM on Pinenut and Ruhenstroth Fuels Treatment projects

Existing Eisele

Pursue grant opportunities to re-establish funding for the Districts “Compost Your Combustibles Program”

Existing Eisele/Dist. Staff

Continue to assist UNR Cooperative Extension with fuels management programs/Living With Fire


Continue to participate with the new Nevada Network of Fire Adapted Communities

New Eisele

Goal # 4: Continue to maintain relationships Objectives New/Existing Assigned to Status

Continue to participate in the Fire Prevention Association of Nevada (FPAN)

Existing Lee/Taylor/ Eisele

Continue to participate in the International Association of Arson Investigators

Existing Taylor

Continue to participate in the Northern Nevada Fire Marshals working group

Existing Eisele

Provide support to regional fire prevention issues through cooperation with private, local, state and federal fire service agencies

Existing Lee/Taylor/ Eisele

Continue to support the Sierra Front Fire Prevention Group

Existing Taylor/Eisele

Goal # 5: Business reporting Objectives New/Existing Assigned to Status

Conduct review and needs assessment of current business reporting program

Existing Eisele/Carlini

Update reporting forms for business reporting program if continued

Existing Eisele

Establish procedures for collecting information and required forms

New Eisele/Office Staff

Provide for public notification of reporting requirements

New Eisele/Dist.

Work to support business registration/license program county wide

New Eisele


Goal # 6: Hydrant testing/water supply Objectives New/Existing Assigned to Status

Review existing test information for district Existing Eisele Contact local water purveyors and GID’s for current test data

New Eisele

Update district’s status on completing hydrant testing

New Eisele/ Fogerson

Provide needs assessment and site locations for 3 additional fire fill station location sites within District

New Eisele/Carlini

Explore use of FireRMS hydrant program New Fire Prev. Staff/Soule

Goal # 7: District pre-fire plan program Objectives New/Existing Assigned to Status

Provide review of current pre-fire plan status/progress

Existing Eisele / Fraser / Norvell

Continue to move written pre-fire plans to computers in the engines, Battalion Chief vehicle and eventually to the chiefs vehicles

New Eisele / Fraser / Soule

Conduct review of completed pre-fire plans and need assessment to update original plans?

New Eisele / Fraser / Norvell

Goal # 8: Inspection, Investigation, and Juvenile fire setter program Objectives New/Existing Assigned to Status

Complete all documentation for Brycer/Compliance Engine project

New Eisele/Taylor Lee/Braga

Explore use of FireRMS occupancy program, inspections and plans review

New Fire Prev. Staff/Soule

Establish fire life safety priority list by occupancy and hazard

New Lee/Taylor

Conduct fire cause and origin refresher training for Battalion Chiefs

New Taylor

Continue to conduct juvenile fire setter interventions and modifications to program as needed

New Lee

Provide public education using the Sesame Street curriculum for child care facilities

New Lee


Training and Safety Division - 2014 Business Plan

Tim Soule, Deputy Fire Chief/Training and Safety

The purpose of the Training and Safety Division is to prepare the personnel of EFFPD to safely and effectively perform the job duties required to carry out our mission statement “Serving the fire and life safety needs of our community”. Most of the time, this is achieved through training on the knowledge, skills and abilities to accomplish these duties, and drilling so that these skills and abilities become second nature. The division is managed by a division chief and the hours are provided by three captains assigned to the division, numerous contract instructors, and station captains.

Looking forward to 2015, the goals of the division are separated by projected needs of operational readiness, safety, volunteer, and emergency management as well as communications and information technology (IT), which also fall under the Training and Safety Division.

TRAINING GOALS:

Goal #1: Support operational readiness and initiatives Objectives: New/Existing Assigned to Completed Work with Operations to develop training and procedures to comply with contract for an engineer position by 2/2016

New Kruse Soule

Conduct Driver/Operator and Engineer training programs

New Kruse

Develop and implement a record keeping process compliant with State EMS for CE training centers

New Agorastos

Utilize WEB IQS for EFFPD “red-card” system Existing Goss Facilitate Sierra Front sandtable exercise Existing Goss Facilitate EFFPD sandtable exercises Existing Goss Support Operations to develop and implement technical rescue objectives: Rope rescue skills Water rescue w/boat

Existing Kruse Kruse

Support Operations to develop and implement structural firefighting evolutions, including incident command and accountability

Existing Division

Integrate volunteer and career response in evolutions

Existing Division

Develop and implement State EMS CE schedule

Existing Agorastos

Support Operations to develop and implement wildland firefighting evolutions, including incident command and accountability

Existing Division


Goal #2: Prepare for an assessment to select a captain accepting the training and safety assignment Objectives: New/Existing Assigned to Completed Prepare and conduct T&S assignment orientation incorporating the feedback from 2014

New Division

Prepare and conduct an assessment process to select a captain to accept the training and safety assignment

New Division

Goal #3: career development and succession planning for EFFPD personnel Objectives: New or

Existing Assigned to Completed

Prepare and conduct NFPA FFII testing for EFFPD personnel needing certification

New Division

Review current EFFPD Fire Officer I and II taskbooks and revise as necessary

New Soule

SAFETY GOALS:

Goal #1: Incorporate current data on fire behavior and tactics to enhance the safety of EFFPD personnel Objectives: New/Existing Assigned to Completed Work with Operations to develop and implement structural firefighting strategies and tactics utilizing current NIST and UL data

Existing Division

Goal #2: Continue to evaluate EFFPD compliance with NFPA 1500 Objectives: New/Existing Assigned to Completed Conduct an NFPA 1500 audit New Safety Committee Develop EFFPD specific recommendations to address firefighter cancers

New Safety Committee

Develop EFFPD specific recommendations to address firefighter mental health issues

New Safety Committee

COMMUNICATIONS GOALS:

Goal #1: Improve communication abilities Objectives: New/Existing Assigned to Completed Move more of the programming responsibility in-house and support the training and logistics to develop more efficiency in annual programming

New Soule

Analyze current capacity and develop a replacement schedule

New Soule

Participate in the DC radio users group Existing Soule


INFORMATION TECHNOLOGY GOALS:

Goal #1: Develop IT system efficiency Objectives: New/Existing Assigned to Completed Update Zoll Systems FRMS and RescueNet to current versions

New Soule/DCIT

Migrate data onto the new server Existing Soule Develop institutional knowledge of EFFPD database systems and succession planning

Existing Soule

Goal #2: Improve EMS documentation and billing efficiencies Objectives: New/Existing Assigned to Completed Successfully implement EPCR New Soule

Agorastos

Implement Spillman interface New Soule Raub

CERT GOALS:

Goal #1: Continue to develop CERT membership and capabilities Objectives: New/Existing Assigned to Completed Apply for grant New Soule Find a new CERT Coordinator to replace Ronna Hubbard

New Soule

Incorporate select CERT members into EFFPD fire rehab

New Soule

Conduct three Basic Cert classes by 12/31/15 Existing TBA

EMERGENCY MANAGEMENT GOALS:

Goal #1: Improve the operational capacity of Douglas County Emergency Management through training Objectives: New/Existing Assigned to Completed Develop EM training schedule for Douglas County staff

Existing Soule

Facilitate EM training for Douglas County staff Existing Soule Standardize NIMS training procedure and documentation for all staff (EFFPD and Douglas County)

Existing Soule Santoyo


VOLUNTEER GOALS:

Goal #1: Support operational utilization of the volunteer as per the Standards of Cover Objectives: New/Existing Assigned to Completed Analyze the viability of a “resident in training” firefighter program

New Soule

Conduct two “driver/operator academies New Division Work with Strategic plan “volunteer issues” workgroup

New Soule

Conduct annual recruit academy Existing Division Goal #2: Support recruitment/retention efforts for volunteer personnel Objectives: New/Existing Assigned to Completed Work with VFCAB Incentive Committee to implement Appreciation Banquet

Existing Soule

Work with VFCAB Incentive Committee to coordinate recruitment activities

Existing Soule


East Fork Fire and Paramedic Districts

Emergency Management - 2015 Business Plan

The East Fork Fire and Paramedic Districts have, for the past six years, provided both Federal and State mandated Emergency Management Services to Douglas County under an inter-local agreement between the two entities. The Districts provided that service without compensation for the first five years. Last year an $80,000 allocation was provided to the Districts from the County. Being able to provide these services is vested with a “team” approach amongst several key staff positions within the Districts.

Douglas County Emergency Management, through the Districts, supports two key groups: the Local Emergency Planning Committee (LEPC) and the Citizen’s Emergency Response Team (CERT). Douglas County’s LEPC is an “all hazard” LEPC and serves as a citizen’s advisory group to Emergency Management. The CERT Program has now mustered over 70 citizen volunteers ready to serve the county during natural and man-caused disasters.

Douglas County’s Emergency Management Program is a strong program which works hard every day to make Douglas County a more disaster resilient county.

EMERGENCY MANAGEMENT

Goal # 1: Up Date and Revise County Emergency Response Plan – Douglas County Strategic Objective

Objectives New/Existing Assigned to Status

Review the current EOP for necessary revisions

New All

Develop a final draft of Annex I – Public Information

New Carlini / Blosser / DA / Human Resources

Develop a final draft of Annex V - Airport New Thompson Develop a final draft of Annex W - Terrorism New Anti / Douglas County

Sheriff’s Office

Solicit feedback from key stakeholders New Carlini Revise resource lists New Eisele Revise contact lists New Surane Seek Commission approval on up date New Board Distribute up dated materials to EOP holders New Surane


Goal # 2: Continuity of Operations Plan (COOP) Completion – Douglas County Strategic Objective Objectives New/Existing Assigned to Status

Retrieve work performed from consultant New Carlini Complete Review current status of COOP Project New Carlini Complete Solicit participant revisions New Carlini Complete Select alternate operational sites New Carlini / Oakden Finalize Plans New Carlini Board Adoption New Carlini Goal # 3: Resource Typing – State and Federal Mandate


Review work performed to date New Eisele Work with Department of Emergency Management to complete data entry

New Eisele

Complete WEB EOC data entry New Eisele Develop update strategy New Eisele Goal # 4: Regional Participation in ECC Concept


Examine the Southern Nevada EOC/ECC model to determine feasibility of its use within the four county region

New Fogerson Complete

If feasible, proceed with necessary steps to apply the Southern Nevada EOC/ECC model

New Fogerson Complete

Consider grant assistance to formalize a four county regional EOC/ECC management plan

New Fogerson/DEM Complete

Implement via Agreement/Legislation the formal EOC/ECC program

New Fogerson/Region

Goal # 5: EOC Training – Douglas County Strategic Objective Objectives New/Existing Assigned to Status

Establish training priorities based on EOC function

New Soule

Develop and coordinate training schedule with County Manager/ETAL

Develop or acquire necessary curriculum Deliver training and provide for exercises Goal # 6: National Incident Management System (NIMS) Compliance – State and Federal Mandate


Conduct annual NIMS Compliance audit as required

Ongoing Soule

Ensure HR provides direction on NIMS training for all new employees

New Soule


Goal # 7: Citizen’s Emergency Response Team Objectives New/Existing Assigned to Status

Continue to expand CERT membership Ongoing Soule / Hubbard Seek HSGP funding to maintain CERT program

New Soule

Consider coordinator position replacement pending grant funding

New Soule

Develop and implement CERT Exercise Schedule

New Soule / Hubbard

Continue to develop opportunities for CERT to participate in Emergency Management/Incident Functions , i.e. Rehabilitation Support

New Soule / Hubbard

Seek continued funding for CERT Coordinator

On Going Soule

Goal # 8: Emergency Management Services Cost Recovery from Douglas County Objectives New/Existing Assigned to Status

Based on independent analysis of Emergency Management service value, discuss with County Manager an on-going reimbursement for services

Ongoing Carlini / County Manager

Propose an annual increase allocation formula/value for Emergency Management to keep pace with actual costs

New Carlini / County Manager

Consider using some potential funding to support EM specific preparedness needs for the County

New Carlini

Apply any cost recovery allocation as revenue for the districts


Goal # 9: Maintain compliance with applicable laws and regulations. Objectives New/Existing Assigned to Status

Maintain Local Emergency Planning Commission (LEPC) compliance including the NRT-1 review and submission of annual forms.

Existing Surane / Fogerson Complete

Calendar a review of all EM plans over a 3-year period.

NEW

Work with LEPC partners to prioritize our grant purchases with State Emergency Response Commission (SERC), Hazardous Materials Emergency Preparedness (HMEP) and United We Stand (UWS) funding streams

NEW Fogerson

Purchase LEPC grant items as the funding is released

NEW Hays

Write United We Stand grant NEW Fogerson Write SERC grant NEW Fogerson Write HMEP grant NEW Fogerson


Goal # 10: Conduct joint, coordinated planning for recurring events. Objectives New/Existing Assigned to Status

Prepare a unified Candy Dance Action Plan with Douglas County Sheriff’s Office

Existing Battalion Chief(s) / Duty Chief

Assist with NYE Planning as necessary Existing Fogerson Goal # 11: Policy Group Training


Conduct Policy Group Training and Orientation in February 2015

New Carlini

Documents

East Fork Fire and Paramedic Districts Business Plan 2015.pdf · East Fork Fire and Paramedic Districts’ 2015 Business Plan Page 2 of 37 Executive Summary A Business Plan is crucial