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Fire Department Strategic Plan; Specken CITY OF HOPKINS Memorandum To: Honorable Mayor and Council Members Mike Mornson, City Manager From: Dale Specken, Fire Chief Date: June 11, 2019 Subject: Fire Department Strategic Plan _____________________________________________________________________ PURPOSE: Discuss 2019 -2024 Strategic Plan. INFORMATION: Chief Specken and Chief Wenshau will discuss the Strategic Plan that has been put together for the Fire Department. They will discuss the nine goals established by the Fire Department Command staff to move the department forward in the next five years. FUTURE ACTION Fire Department “Building a Safer, Stronger Community” 2019 -2025 Strategic Plan Goal 1: Develop Hopkins Fire Department members to their fullest professional potential. Goal 2a: Provide appropriate and efficient staffing for community engagement, emergency responses and emerging mobile integrated health care interventions. Goal 2b: Monitor ongoing equipment and apparatus needs to ensure a safe, efficient and effective delivery of services. Goal 2c: Continue to support local, regional, state and federal interagency cooperation though investment and involvement on sponsored teams, regional resources and shared services arrangements. Goal 3a: Maintain our focus on ensuring equity for all we serve. Goal 3b: Continue to improve the overall diversity of the department. Goal 4a: Develop a comprehensive in-house fire and emergency medical services training program. Goal 4b: Develop current and future leaders. Goal 5a: Enhance our public education program. Goal 5b: Consider high-risk areas within the community where prevention education could add value. Goal 5c: Ensure our interaction with customers is a positive one. Goal 5d: Evaluate the demands of staffing and consider alternative staffing for this activity. Goal 6a: Determine the role that the fire department should play in overall community health. Goal 6b: Determine the most appropriate response to the various demands associated with health care. Goal 6c: Develop community metrics which measure outcome improvements and overall satisfaction. Goal 6d: Build financial models that consider staffing, resources and revenue to determine viability and sustainability of opportunities. Goal 7: Explore and establish alternative revenue sources to meet the current and future needs of the department. Goal 8a: Enhance the department’s use of technology in the delivery of services. Goal 8b: Enhance technology to provide for more efficient and timely operations for staff. Goal 9a: Enhance the City’s capability to respond and recover from natural and man-made disasters, and other large-scale incidents. Goal 9b: Improve city-wide emergency early alert and notification, and the ability to communicate with local, state and federal agencies. Goal 9d: Build a sustainable resilience Hopkins Fire Department The Hopkins Fire Department, through our commitment to innovation, service, and excellence, will always strive to be leaders in fire and life safety services, and model of a progressive and successful fire department. Hopkins Fire Department 2018-2023 Strategic Plan Page 1 Introduction ��2 Chief’s Message ��2 The Need to Plan ��3 Background ��4 Department Profile ��4 Division Profiles ��5-8 Mission Statement ��9 Planning for the Future ��10 Drivers That Impact Strategy ��10 Core Values ��11 Organizational Structure ��12-13 Strengths, Weaknesses, Opportunities and Challenges ��14 Strategic Initiatives, Goals and Objectives ��14 1: Organizational Structure and Career Development ��14-15 2: Emergency Response Staffing ��15 3: Racial Equity��16 4: Training ��16-17 5: Community Outreach and Education ��17-18 6: Community Health Management ��18-19 7: Revenue Enhancement��19-20 8: Technology ��20 9: Emergency Management ��21 Implementation Methodology ��22 Table of Contents Introduction - Chief’s Message Page 2 Chief’s Message Throughout history, America’s fire service has been constantly evolving to meet the growing needs of the communities in which they serve� As we look to the future, we recognize that as an organization, we must proactively respond to change by collaborating on new ideas, identifying areas for improvement and developing viable solutions for the problems of today and future years to come� This plan outlines our strategy for how to approach the future of our department, as well as the ongoing changes within our community� It 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 a framework for collaborative discussions with all stakeholders as we explore initiatives that might be new to both the community and to the department� This framework allows for all opportunities to be assessed on how well we meet the expectation of quality, collaborative and responsive service to our community across all four divisions of our department� As an organization, we stand committed to accepting the challenge of cultivating these strategic initiatives into reality� Over the course of the next five years, fire department staff will strive to accomplish the objectives that support each of the goals and initiatives outlined in this plan� While we recognize that this is a fire department plan, it is imperative that we engage all areas of city government, our community, our schools and any other stakeholder to ensure a success built on inclusion� We will continue to monitor our work, adjust where necessary and communicate updates of our progress to our stakeholders� Dale Specken Hopkins Fire Chief November 2018 Introduction - The Need to Plan Page 3 The Need to Plan The City of Hopkins has a reputation for long-term planning, as represented in its comprehensive plan, strong financial and capital improvement forecasting, and business recruitment efforts� This document represents the first real comprehensive strategic plan in a number of years for the fire department� The intent is to identify short-term initiatives (within five years), and goals/objectives that are actionable and measurable� Honoring Tradition and Planning for Change The City of Hopkins and the Hopkins Fire Departmenthave a long history, and recently celebrated its 125th anniversary� The makeup of the fire department today is a combination of career and part-time professionals who demand as much from themselves as they do each other� This commitment to excellence is a contributing factor to how the department addresses and meets the needs of the community in the future� The demands placed on the City, along with the fire department’s infrastructure shaped by changing demographics; the growing population; the expansion of transit corridors, including light rail; the intentional effort to recognize and adapt to the need for racial equity; and opportunities for improved outcomes through better community health management all signal the need for a thorough evaluation of our current state and how that compares to our future state� While we recognize the history and traditions of the past, we realize that we must plan and adapt for the future� The challenge was to conduct a candid assessment of the organization’s strengths and weaknesses, and identify opportunities and challenges� The result is a plan that refreshes the Hopkins Fire Department’s commitment to excellence by laying the foundation for future success� Background - Department Profile Page 4 Department Profile In full operation since 1893, the Hopkins Fire Department provides all-hazard emergency and non- emergency services to the City of Hopkins� The fire department serves a population of approximately 19,000 residents within its four-square mile coverage area and provides a wide range of services to the community� These services include: • Education and fire prevention • Community code enforcement • Emergency Medical Response • Building, fire and life safety inspections • Community EMT/Mobile Integrated Healthcare • Fire suppression • Technical rescue • Hazardous materials response • Emergency management and disaster preparedness The Hopkins Fire Department is made up of: • A full-time fire chief who also serves as the City’s emergency management coordinator • Two assistant chiefs: An assistant chief of operations and an assistant chief of hazardous materials • Two full-time career firefighters working eight hour shifts Monday through Friday • A full-time fire marshal • 34 paid on-call firefighters who provide to address the demands for service The department is divided into three divisions: Prevention, Suppression and Emergency Management� Emergency Response Operations The Hopkins Fire Department responds out of one fire station and has a diverse fleet consisting of one engine, two ladders, one light rescue and an ATV for wildland, along with various support vehicles The department’s fire protection class rating from the Insurance Services Office is Class 4� Over the last three years, the City has supported a combination model of staffing, using both career and part- time members� Department staffing levels and structure has remained largely unchanged over the past two decades when the department transitioned to part-time duty during the day to cover the shortage of daytime responders� Background - Division Profiles Page 5 Division Profiles Prevention and Education The Hopkins Fire Department believes that the best fire is the one that is prevented� Throughout the year, the department’s Prevention Division works to educate the community on fire safety, hands-only CPR and community risk reduction� The division identifies and coordinates classroom fire prevention training, and educates various target populations on prevention and workplace/home safety� The department currently manages the demand for public education through the fire marshal and the full-time staff� This division is responsible for updating all preplan data and contact information to facilitate more effective response� This includes updates to Active 911 and Computer Aided Dispatch� Code enforcement seeks to enforce ordinance requirements throughout the City� While code enforcement primarily maintains quality of life standards, it also plays an important role in public health hazard mitigation and the early identification of unsafe entry points and exterior hazards, and helps the department to maintain access for emergencies and ensure compliance with the fire code� This division works closely with the City’s Inspections, Planning and Economic Development divisions to help attract and retain businesses� The fire department also employs a code enforcement official who works collaboratively to define solutions that meet the needs of the customer and the overall safety of the community� Hopkins Fire Marshal Garrett Grniet teaches fire safety to children and parents at Cargill Background - Division Profiles Page 6 Fire Suppression and Emergency Response The Hopkins Fire Department is relied upon for a variety of hazardous responses� The demand for those services continues to grow along with the severity and complexity of the events� The trends in societal change, which include active shooters events, mass casualty incidents and the abuse of prescription medications requires the department to recognize these new hazards, train for response and ultimately provide safety measures for staff that were not required just a few years ago� In addition to the challenges of response comes the responsibility of designing and budgeting for apparatus, which is better matched to the response� This is an ongoing process requiring collaboration with Finance, Operations, the City Manager and the City Council� The current apparatus were designed with future needs in mind such as staffing, light rail, lower fuel usage and overall vehicle weight� The technology allows for safer, lighter weight and more efficient operations throughout the city� Changes in technology tied to response include air packs, protective clothing, gas and heat detection, communications and training� Another growing challenge that continues to impact department staff are the effects of response� Higher prevalence of cancer due to exposure to products of combustion, higher incidents of cardiac arrest tied to fatigue, sleep deprivation and diet all affect staff, as well as he high incidence of post-traumatic stress disorder and other behavioral concerns due to the accumulative effect of response� Better support of the staff and continued efforts legislatively to fund recovery should be our highest priority� Today, we staff using a combination model of part-time duty crew firefighters and paid on-call firefighters� However, the challenges with this model and its sustainability require constant vigilance� Having enough staff to meet the need of an all hazards response is complicated but necessary to ensure firefighter safety� Staffing will continue to be a priority throughout the next five years� Background - Division Profiles Page 7 Emergency Medical Services The Hopkins Fire Department serve as first responders for emergency medical incidents within the City� Calls for service continue to grow on average six percent each year� The aging population of the community and the density of senior care facilities is a significant driver of demand� The department continues to explore ways to create a more appropriate response within a system that is in need of redesign� The fire department continues to participate in the post discharge program with Park Nicollet/Methodist hospital aimed at reducing readmissions and creating a safer environment for healing� Since its inception, the program has grown to five cities and has created patient contacts for over 1,400 patients� Reducing 911 calls and the unpredictability of emergency response is key to enhancing the overall reliability of the fire department� The continued efforts of the department to analyze the current and future demands on our staff alongside the rapidly changing industry of health care is an important role� The expansion of mobile integrated health care, community paramedicine and community emergency medical technicians place the department at the forefront of this model, bolstered by the revenue streams it offers to support resources� The future of emergency medical services in this community will most likely be a combination of 911 advanced life support response, basic life support response, mobile integrated healthcare and innovative programs directed at overall community health management� Working to assist patients in the navigation of available resources and assisting with the integration of the care plan will be necessary elements of a system designed to improve access, lower the cost of overall healthcare, enhance the reliability of response and improve outcomes� Hopkins Firefighter Scott Wallick performs a firefighter home visit Background - Division Profiles Page 8 Emergency Management The Hopkins Fire Department models and supports an all hazards approach to emergency response� The responsibilities of the department’s role as the emergency management coordinator include: • The overall accuracy and readiness of the emergency operations plan • Defining and updating the hazard mitigation plan for the City • The training of personnel in the incident command system • The coordination of emergency management efforts with the Lakes Region and Hennepin County Emergency Management Community engagement in the emergency management process reinforces resiliency and readiness� One effective method of reinforcing this engagement is by supporting a Community Emergency Response Team (CERT)� CERT is a group managed by exceptional volunteers and the fire department works closely with them to secure resources, assist with training and to provide oversight� This places highly motivated individuals within the neighborhoods who become advocates and a resource in the event of an incident� The CERT program has been successful and is currently 30 members strong� However, it needs to grow to around 45 members and become more involved in neighborhood activities� The Community Emergency Response Team trains for potential disasters Background - Mission Statement Page 9 Hopkins Fire Department Mission Statement Over the centuries, fire service has transitioned from bucket brigades, to horse-drawn carriages, to modern- era, high-tech firefighting equipment� While firefighting is still an essential function of most cities, the expectations of the fire service has demanded growth into a full-service, all-hazards emergency services business� Regardless of when or why 911 is called, the fire service must be prepared to respond� Having a clear mission is important to any organization� Mission statements much like the industry we work in need to be reviewed, validated and reaffirmed� Without this intentional process the work of the organization can begin to expand beyond the original intent� “Building a Safer, Stronger Community” 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? As we fulfill this strategic process we will need to explore the validity of the current mission and either realign the goals and objectives or redefine the mission� Planning for the Future - Drivers That Impact Strategy Page 10 Drivers That Impact Strategy Community Development Hopkins is a strong vibrant community, recognized as a great place to live and work� The continued growth and development throughout this community is a testament to that� Along with this continued growth comes a continued demand on the resources throughout the City, including the fire department� ‘ The forecasted growth of the community, particularly our senior population, will create the need for additional response and appropriate staff to address this group� However, statistically, for every resident you add in who needs assisted or skilled nursing care, you add one call per year per resident� This requires a more intentional discussion as new development occurs on how we support the demand� Utilizing the City’s “Sprinkler System Assessment Program” will improve safety and resilience of our older stock of commercial buildings, and our ISO Class 4 rating will incentivize residents and business owners to lower their costs by upgrading protection� Call Volume Call volume as a singular item should not be the sole barometer to determine resources or future staffing needs� Instead, a more quantifiable review of the response data will help guide decisions about how to reduce certain call types, help determine if the right response and resource being used and will identify if volumes are an anomaly or a measurable trend� The goal is to create an environment where the right resource is managing the demand, coupled with prevention and community education to eliminate or significantly reduce the likelihood of a call happening again� Call volume and call type represent one way of understanding the gaps within the community and areas to focus on to improve resiliency� “It’s All in the Name” Throughout its 125 year history, the Hopkins Fire Department has had the words fire or fire rescue in its name� This traditional approach to how we think about our mission is not unusual throughout the fire service� The reality is that where we invest the greatest amount of time is in the area of prevention and community risk reduction� The name infers that we are fighting fires and rescuing people, when truly our mission is to reduce rescues and eliminate fire loss� As we explore a different way to prioritize our work within our mission, it is fair to say that we might gain credibility and clarity if our name more closely mirrored what we do� If we wish to be recognized as an integral part of the healthcare system, then it seems logical that we must first recognize ourselves and call that out� The name is not the department’s sole identifier, however, it answers the question when people ask, “So what do you do?” Planning for the Future - Core Values Page 11 Core Values As an organization, the Hopkins 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� To that end, our core values are: • Professional Excellence: We believe that the pursuit of excellence and the demonstration of high professional standards are critical to our work� To ensure the best possible service for our community, we support continuous training and encourage professional development� • Health and Safety: We believe our health and safety are essential to fulfilling the fire department’s mission� We are committed to providing the best health and safety programs for our members’ well-being and operational readiness� • Diversity: We know Hopkins is a diverse community and we commit to meeting its ever-changing needs� We are dedicated to reflecting and respecting that diversity throughout our organization� We will respect the diversity of our community by providing compassionate and quality service to all� • Teamwork and Shared Leadership: We know well-functioning teams of people are more effective than individuals working separately; our lives depend on it� We believe individuals have the capacity to lead and our organization values leadership at all levels� Teamwork and shared leadership are integral to our organization, and we will seek out and value the opinions of our members� • Effective Communication: We believe communication is essential to the cohesiveness and performance of our organization� We are committed to providing effective and responsive means of communication throughout the organization and the community� • Integrity: We understand that the trust placed in us by the public and our colleagues is integral to the performance of our duties� We are committed to honest and ethical behavior, and we will hold ourselves accountable to these values� • Community Service and Involvement: We believe we have a duty to be involved in the communities where we work� Our responsibility is to protect life, property and the environment� We are committed to fulfilling our responsibility and to deepen our involvement in the community we serve� • Innovation: We recognize and understand that the constancy of change in our community and industry impacts our business daily� We are committed to seeking out and implementing innovative and progressive thinking to address change effectively to benefit those we serve� Planning for the Future - Organizational Structure Page 12 Organizational Structure The cornerstone of a first-class fire department is a strong leadership and organizational structure� Trained and prepared for often the most difficult and dangerous tasks, whether it be the result of a man-made or natural occurrence, 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 important for day-to-day operations� In years past, the department operated with this mindset in day to day operations as well� This approach creates very little opportunity for individual or group development� It diminishes succession planning and ultimately restricts the responsiveness of the organization� It is our desire to have a more engaged workforce where individuals are allowed to grow, advance their ideas and position themselves as future leaders within this organization or another� The department benefits when people feel like they matter, their ideas are listened to and “management’s role” is to support not inhibit ingenuity� Planning for the Future An organization that supports this culture needs to be flexible and structured so that each person knows who they are accountable to and where they get support� Reinforcing a decision making model that is based on fair process builds confidence and respect� The organizational structure needs to foster individual excellence while reinforcing the connection the individual has to the department and the city as a whole� This will create new opportunities for informal and formal positions of leadership� It is imperative to understand not only the opportunity or challenge but also how we can support it if we decide to address it� If we expand our service based on the needs of the community then we will also determine the best way to manage and sustain that service within the organizational structure including adding positions where necessary� Planning for the Future - Organizational Structure Page 13 Hopkins Fire Department Organizational Chart FIRE CHIEF Emergency Manager Dale Specken ASSISTANT CHIEF Emergency Mgmt� Coordinator Curtis Mackey HAZMAT COORDINATOR Chris Spencer DUTY CREW Andy Aldrich Hasson Grams ASSISTANT CHIEF Operation & Training Mike Wenshau ASSISTANT CHIEF Administration Patrick Sandon FIRE MARSHAL Garrett Grniet CAPTAIN 1 Ladder Company Andy Aldrich CAPTAIN 2 Engine Company Jim Scanlon CAPTAIN 3 Rescue Company Chris Herby CAPTAIN 4 Training Paul Odden Lieutenant 1 Dan Cacka Lieutenant 2 Hasson Grams Lieutenant 3 Jared Niebuhr Lieutenant 4 Derek Mann Strengths, Weaknesses, Opportunities and Challenges Page 14 Strengths, Weaknesses, Opportunities and Challenges Central to any strategic planning process is the evaluation of an organization’s strengths, weaknesses, opportunities and challenges/threats� This is commonly referred to as a S�W�O�T� or S�W�O�C� analysis� This is an ongoing process within the department involving both internal and external stakeholders� The process is transparent and any stakeholder is welcome to contribute ideas and feedback� Specific process improvements for officer meetings, shift meetings and staff meetings and opportunities for staff input have improved the willingness to contribute and the candor of those involved� In 2018, the Hopkins Fire Department created a plan that was directed at focusing on the next five years� While not a fully developed strategic plan, it did identify specific needs that required greater research and key priorities that would need to be met in order to reach the specified targets for 2024� The goal was to build a more resilient Hopkins� This strategic plan builds on the progress made since 2017 and more clearly defines where we were, where we are currently and where we are headed� Initiatives for the Future Taking into consideration the current state of the department, ongoing initiatives and where we, as an organization, see our future path, we believe there are nine strategic initiatives� These initiatives, along with their specific goals and objectives, will be the foundation for the future� Strategic Initiatives, Goals and Objectives Initiative 1� Organizational Structure and Career Development Background: The Hopkins Fire Department provides leadership, mentorship and accountability for a dynamic organization that is flexible to meet changing community needs, and is focused on developing and preparing new leaders for the future, while maintaining accountability to the organization and the community� Goal 1: Develop Hopkins Fire Department members to their fullest professional potential� 1� Support our Oz Principle engagement philosophy of “See it, Own it, Solve it, Do it” 2� Maintain high expectations for attitude, behavior and conduct for all to ensure a quality, collaborative and responsive work environment 3� Continue to support an organizational culture that recognizes our people as our greatest asset Strategic Initiatives, Goals and Objectives Page 15 4� Expand employee development and succession planning programs for all employees 5� Continue to support our new employee orientation/mentoring program 6� Remove barriers that hinder development opportunity, on the job training, or limit experience and growth� Initiative 2� Emergency Response Staffing and Operations Background: The department will maintain sufficient emergency response equipment, apparatus and staffing levels to ensure protection levels that meet community expectations, provide for firefighter safety and well- being, and plan for changes in demand for service� Goal 2a: Provide appropriate and efficient staffing for community engagement, emergency responses and emerging mobile integrated health care interventions� 1� Continue to collaborate with the Hopkins Police Department, the Hennepin County Medical Center and auto-aid/ mutual partners to ensure safe, seamless and effective service for customers facing emergency response 2� Continue to partner with City administration to remove barriers that limit leveraging the full capacity of part-time staff 3� Develop flexible staffing options responsive to evolving and dynamic community risk reduction opportunities 4� Maintain appropriate staffing and supervision across the organization based on current and short-term anticipated needs, while planning for long-term expected demands� Goal 2b: Monitor ongoing equipment and apparatus needs to ensure a safe, efficient and effective delivery of services� 1� Maintain the long-term Capital Improvement Plan 2� Collaborate with the Hopkins Police Department, the Hennepin County Medical Center, auto-aid/mutual partners and vendors to minimize duplication of services, enhance overall operations and ensure quality and responsiveness� Goal 2c: Continue to support local, regional, state and federal interagency cooperation though investment and involvement on sponsored teams, regional resources and shared services arrangements� 1� Support staff participation on regional teams, including the Minnesota All Hazard Incident Management Team/ Federal Emergency Management Agency Type III, the Minnesota Fire Assistance and Support Team, Task Force I, the Minnesota Chemical Assessment Team, the Special Weapons and Tactical team, Hennepin Chiefs, South West Chiefs, and Metro Chiefs� 2� Continue to support the State of Minnesota HazMat Program� Strategic Initiatives, Goals and Objectives Page 16 Initiative 3� Racial Equity Background: In the last two years, the City of Hopkins has embarked on a journey to advance race and equity within our community� The Hopkins Fire Department has been an active participant as part of cohort teams� That process has developed an overall racial equity strategic plan that we are accountable for� We understand the need for ongoing awareness training and the continued use of racial equity tools to ensure our consistency and effectiveness in providing the best service in the most equitable way� Goal 3a: Maintain our focus on ensuring equity for all we serve� 1� Use racial equity tool to evaluate processes 2� Include neighborhoods and multi-housing in our community outreach 3� Continue to educate and update all staff on awareness and operational training 4� Put racial equity TED talks on Target Solutions 5� Evaluate all policies, procedures and guidelines annually 6� Consider women and minority-owned businesses as potential suppliers� Goal 3b: Continue to improve the overall diversity of the department� 1� Apply racial equity tool to application and hiring process 2� Work with other cities to access employee hiring pools which reflect greater diversity 3� Apply racial equity tool to training and development process� Goal 3c: Have the Community Emergency Response Team (CERT) reflect the diversity of the community 1� Have CERT members work closely with neighborhoods to educate and promote the value of membership 2� Have CERT members attend racial equity awareness 3� Put racial equity TED talks on Target Solutions 4� Evaluate all policies, procedures and guidelines annually� Initiative 4� Training Background: The Hopkins Fire Department will provide oversight and management for the development, delivery, evaluation and improvement of all training and educational programs� This will be done in a manner to guarantee that the department is meeting local, state and federal mandates, and will ensure that the department operates in a safe, effective and efficient manner� The department is committed to training and developing future leaders� Strategic Initiatives, Goals and Objectives Page 17 Goal 4a: Develop a comprehensive in-house fire and emergency medical services training program� 1� Develop and maintain a comprehensive training program that is based on industry standards and best practices, and meets applicable state and federal laws to ensure that firefighters maintain an acceptable level of performance 2� Provide flexible and accessible training to encourage personal professional development and increase opportunities for meeting department standards 3� Manage the impacts of increasing training requirements on members’ time 4� Design and implement individual task and company specific training programs (i�e� drills and individual drills that supplement the departmental drills) 5� Grow the use of different options for delivering training (i�e� flipped training, online/blended learning, video-based training, etc�) 6� Provide training on new department policies, procedures and guidelines 7� Expand the driver education training program 8� Design and implement a new firefighter training and orientation program 9� Update and upgrade the training documentation system and recording process to create a comprehensive database for all training completed by the department and individuals� Goal 4b: Develop current and future leaders� 1� Provide management and leadership training for command staff 2� Provide leadership coaching and mentoring for aspiring leaders 3� Provide opportunities for outside training and professional career development 4� Encourage and support department members at all levels to become instructors in areas where they have an interest and a passion 5� Provide regular scenario-based training for officers 6� Support Blue Card incident command certification� Initiative 5� Community Outreach and Education Background: The Hopkins Fire Department exists to serve and protect our community� Keeping our community safe requires collaboration and cooperation at all levels and with the community as a whole� As first responders, we are often the very first interaction that a resident or business owner has with local government, sometimes in the most difficult and stressful of situations� While we have a job to do, we want our interaction with our customers to be positive Strategic Initiatives, Goals and Objectives Page 18 Goal 5a: Enhance our public education program� 1� 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 gaps in education and training to be provided throughout the community and how to best provide this education 3� Explore partnerships with community and educational organizations to enhance public education and outreach 4� Explore the use of volunteers in providing education and outreach, such as the Community Emergency Response Team 5� Enhance the use of online, social media, print and other media to educate residents and businesses on fire prevention, code compliance, building permits and inspections� Goal 5b: Consider high-risk areas within the community where prevention education could add value� 1� Reach out to diverse populations to promote areas of known risk, such a cooking safety 2� Assess the need for language-specific training material 3� Engage community leaders as trainers and mentors within their neighborhoods 4� Increase the visibility and use of fire department lock box program� Goal 5c: Ensure our interaction with customers is a positive one� 1� 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 Hopkins Public Safety Chaplains whenever possible� Goal 5d: Evaluate the demands of staffing and consider alternative staffing for this activity� 1� Consider the Community Emergency Response Team an option 2� Explore the need for additional intern positions to be budgeted 3� Consider making the Community Outreach Coordinator a formal part-time position� Initiative 6� Community Health Management Background: The Hopkins Fire Department recognizes the important role it plays in the overall health of our community� The department responds to emergency medical calls as a first response medical unit� In addition to emergency medical responsem the fire department is piloting cost-saving projects in the rapidly growing field of mobile integrated health care� The goals of improving access to health care for all residents, lowering the cost of health care by using the appropriate care for the type of call, and the importance of improving the reliability of the fire department for all responses are drivers for how we evaluate all opportunities for future improvement� As we consider opportunities, we must capitalize on the abundance of health care resources within our community� Strategic Initiatives, Goals and Objectives Page 19 Goal 6a: Determine the role that the fire department should play in overall community health� 1� Explore opportunities where service levels and customer expectations are inadequate 2� Research similar community programs and collect outcome information which could guide our decisions� Goal 6b: Determine the most appropriate response to the various demands associated with health care� 1� Determine the types of calls and response methods required 2� Partner with the Hennepin County Medical Center to manage low-acuity type calls in a non-emergent manner 3� Coordinate with organizations that specialize in resource navigation� Goal 6c: Develop community metrics which measure outcome improvements and overall satisfaction� 1� Establish an electronic customer satisfaction survey and measure outcome 2� Measure significant impacts to staffing, such as call volume, length of call, staff per call, etc� 3� Work with the medical director to ensure that the highest quality of care is maintained� Goal 6d: Build financial models that consider staffing, resources and revenue to determine viability and sustainability of opportunities� 1� Explore a variety of ways to offset costs with revenue, which might include government and private sector funding 2� Consider alternative staffing types to lower costs and allow for more cost effective health care� Initiative 7� Revenue Enhancement Background: The Hopkins Fire Department is committed 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 expansion of contract services and enhanced reimbursable services, and through the development of new value-added services for other public and private sector entities� With all of these activities, the department will work closely with its jurisdictional partners and other stakeholders to ensure that the process is both fair and productive� Goal 7: Explore and establish alternative revenue sources to meet the current and future needs of the department� 1� Explore and identify emergency and emergency medical service response cost recovery opportunities 2� Pursue grant funding opportunities within the private and public sector to enhance operations, training, public education and capital improvements Strategic Initiatives, Goals and Objectives Page 20 3� Continue to explore and expand new contract services in partnership with neighboring jurisdictions, municipalities and private sector entities 4� Explore and expand value-added service opportunities for residents and businesses 5� Identify cost savings in operational areas through better response techniques, more efficient apparatus or through improved reliability of the department 6� Continue the work to expand sprinkler upgrades to existing commercial structures 7� Capitalize on federal government incentives, which encourage the addition of fire sprinklers to existing structures� Initiative 8� Technology Background: The Hopkins Fire Department must continue to leverage technology in its plans 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 fire department partners with the IT division to research, test and deploy state-of-the-art technology that will help keep our community and staff safe� Goal 8a: Enhance the department’s use of technology in the delivery of services� 1� Evaluate current department IT infrastructure and hardware capabilities/ requirements 2� Evaluate current records management systems (Image Trend, etc�) and explore/evaluate products that offer more robust and integrated solutions 3� Provide residents and businesses with greater access to department metrics and resources via the internet 4� Ensure that where there are communication challenges due to limited access to the internet, a solution is created to meet the need� Goal 8b: Enhance technology to provide for more efficient and timely operations for staff� 1� Provide a way for officers to complete electronic incident reports in the field and/or at stations 2� Consider methods to better communicate with staff through an internal portal to enhance the dissemination of information 3� Update station alerting to provide a more reliable method of notification 4� Update station monitor and provide information displays 5� Continue to enhance the access to critical data in the field and allow for greater mobility/access to complete reports, inspections and other essential tasks 6� Continue to invest in the most current emergency medial service tracking and electronic patient care records� Strategic Initiatives, Goals and Objectives Page 21 Initiative 9� Emergency Management Background: The Hopkins Fire Department has adopted an all-hazards approach to emergency management and crisis response� This enables the community to be prepared for any variety of incidents and disasters� While infrequent, such events require appropriate planning and preparation and the ability to provide a response when a community is often at its weakest� We are committed to promoting a culture of resilience and to ensuring that we, as a community, have done everything possible to prevent, mitigate and manage a catastrophic event� Goal 9a: Enhance the City’s capability to respond and recover from natural and man-made disasters, and other large-scale incidents� 1� Ensure an effective leadership structure to guide and sustain the City and the department 2� Update the City’s emergency pperations plan, emergency operations center manual and resource manual 3� Ensure both primary and back-up emergency operation centers are in a state of readiness 4� Develop a continuity of operations plan 5� Confirm outdoor refuge locations at parks and recreational facilities 6� Create a culture of individual and family resilience� Goal 9b: Improve city-wide emergency early alert and notification, and the ability to communicate with local, state and federal agencies� 1� Evaluate and improve emergency outdoor notification capabilities, specifically at parks and recreational facilities 2� Explore and implement solutions for resident and business notifications 3� Promote the community reverse 911 system so that residents know how to add information 4� Stay active in local, county and state emergency management groups� Goal 9c: Continually assess staffing needs to meet the needs of ongoing information updates and revisions, along with allowing for scalability during incidents� 1� Consider using emergency management degree students as interns to do ongoing projects 2� Develop a plan to use Community Emergency Response Team members to open the emergency operations center at either location 3� Prioritize and better define the importance of this area as a stand-alone division within the fire department� Goal 9d: Build a sustainable resilience � 1� Ensure a state of readiness for all City critical infrastructure 2� Update community mitigation plan 3� Align planning and prevention with vulnerability assessment� Implementation Methodology Page 22 Implementation Methodology This strategic plan will 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 core values� The Hopkins 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� The department will use an inclusive process of gathering information and building consensus� The areas of emphasis that require immediate action will be prioritized and the appropriate staff will develop solutions� 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� To help support the department’s accountability when it comes to progress in meeting its goals and objectives, the fire chief is committed to communicating regular status reports to stakeholders as required� Any stakeholder, either internal of external, can offer ideas and input for consideration� “ Cultivate deep understanding of yourself– not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.” -Peter Drucker Hopkins Fire Department 101 17th Avenue S - Hopkins, MN 55343 952-548-6451 www�hopkinsmn�com/252/Fire - www�facebook�com/hopkinsfire