Fairfax County Fire and Rescue Department – FY 2010

Fairfax County
Fire and Rescue
Department
FY 2008 – FY 2010
Strategic Plan
Table of Contents
Fire and Rescue Department’s Vision and Mission ……………………………………………... 2
Fire and Rescue Department’s Core Values …………………………………………………….3
Fire and Rescue Department’s Strategic Objectives ……………………………………………4
FY 2008 – FY 2010 Strategic Objectives with Strategic Initiatives:

Strategic Objective # 1 - Service Delivery.…………………………………………........…5

Strategic Objective # 2 – Influence Public Policy………....………………………………...6

Strategic Objective # 3 - Education and Training…………………………………………..7

Strategic Objective # 4 - Health and Safety………………………………………………8

Strategic Objective # 5 - Diversify Workforce ….……………………………………….. 9

Strategic Objective # 6 - Organizational Effectiveness……………………………… 10-11
Participants in development of Strategic Plan………………………………………..………. 12
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Fairfax County Fire and Rescue Department
The Fire and Rescue Department’s strategic plan consists of the department’s vision and
mission statements, core values and strategic objectives. These elements provide a
consistent framework for all planning decisions, actions, and long-range initiatives.
An effective vision statement defines what the organization is striving to become. The
mission statement describes the role of the organization. The core values are the beliefs
and principles that explain how employees will act and make decisions. The strategic
objectives are action-oriented statements that describe how the organization will
achieve its mission.
Vision
Dedicated to being the best community-focused fire and rescue department
ensuring a safe and secure environment for all.
Mission
Provide the highest quality services to protect the lives, property, and
environment of our community.
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Fire and Rescue Department’s Core Values
Professional Excellence
We believe the pursuit of excellence and demonstrating high professional standards are critical to our work. To ensure the best
possible service for our community, the Fire and Rescue Department supports continuous training and encourages professional
development.
Health and Safety
We believe our health and safety are essential to fulfilling the Fire and Rescue 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 Fairfax County 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 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 deepening our involvement in the community we serve. No request
or inquiry will go unanswered.
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.
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Fire and Rescue Department’s Strategic Objectives

Develop and deliver the highest quality medical, fire suppression, technical rescue,
hazardous materials, water rescue, life safety education, fire prevention and
investigation services.

Maintain a leadership role in local, state, and national public safety initiatives.

Ensure workforce readiness and leadership development by providing innovative
education and training programs.

Ensure workforce health and safety by developing and maintaining effective
programs and policies.

Reflect the community we serve by recruiting and retaining a diverse workforce.

Increase organizational effectiveness by developing and maintaining capacity of
facilities, apparatus, equipment and technology; and improving internal processes.
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Strategic Objective # 1 – Service Delivery
Develop and deliver the highest quality medical, fire suppression, technical rescue,
hazardous materials, water rescue, life safety education, fire prevention and
investigation services.
Strategic Initiative
Lead/Project Manager (PM) Timing
1.1
Evaluate EMS service delivery needs for the
community and restructure or define a service
model to fit those needs.
Lead: AC Dave Rohr
PM: DC Christine Woodard
FY08
1.2
Develop and evaluate a Standards of Response
Coverage to analyze performance and to
determine future service delivery configurations.
Lead: AC Daryl Louder
PM: Laurie Stone
FY08 –
FY09
1.3
Continue implementation of plan for fire
prevention training and education to operations
personnel, the construction industry, and vendors.
Lead: AC Daryl Louder
PM: BC Keith Johnson
FY08 –
FY10
1.4
Prepare a comprehensive update of the
department’s Staffing Needs Analysis.
Lead: AC John Caussin
PM: Toni Garcia
Asst PM: Kim Panzer
FY08 –
FY09
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Strategic Objective # 2 – Influence Public Policy
Maintain a leadership role in local, state, and national public safety initiatives.
Strategic Initiative
Lead/Project Manager (PM) Timing
2.1
Continue to actively influence the development of
codes and standards as well as participate in local,
state, and national regulatory agencies and
legislative committees.
 Participate in the International Code Council (ICC)
 Develop a succession plan for representatives to
the National Fire Protection Agency (NFPA)
 Participate in the National Highway & Traffic
Safety Administration – Office of Emergency
Medical Services (NHTSA-EMS)
 Develop a strategy to have residential sprinklers
built in all new homes
Lead: AC Daryl Louder
PM: DC Derek Baker
FY08 FY10
2.2
Initiate a Citizens Advisory Committee.
Lead: FC Ron Mastin
PM: TBD
FY09 FY10
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Strategic Objective # 3 – Education and Training
Ensure workforce readiness and leadership development by providing innovative
education and training programs.
Strategic Initiative
Lead/Project Manager (PM) Timing
3.1
Lead: AC Dave Rohr
Continue to analyze training curriculum and
delivery methods and begin implementation of PM: Teri Caswell
recommendations for training models.
3.2
Maintain and enhance a mentorship program
for leadership development.
Lead: AC John Caussin
PM: DC Garrett Dyer
FY08
FY08 FY10
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Strategic Objective # 4 – Health and Safety
Ensure workforce health and safety by developing and maintaining effective programs
and policies.
Strategic Initiative
Lead/Project Manager (PM) Timing
4.1
Continue to enhance the department’s Health
and Wellness program to maintain and improve
employee health and wellness.
 Improve the Peer Fitness Program.
 Fully implement the IAFF Wellness/Fitness
Initiative.
 Institute department PT program reporting.
Lead: AC John Caussin
PM: DC Kevin Kincaid
FY08 –
FY10
4.2 *
Continue development and implementation of a
phased-in safe staffing plan to include:
 4th person on trucks
 2nd safety officers
 command aides
Lead: AC John Caussin
PM: Toni Garcia
Asst PM: Kim Panzer
FY08 FY10
* Combined with Strategic Initiative 1.4
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Strategic Objective # 5 – Diversify Workforce
Reflect the community we serve by recruiting and retaining a diverse workforce.
Strategic Initiative
Lead/Project Manager (PM) Timing
5.1
Analyze retention and attrition trends.
Lead: AC John Caussin
PM: Toni Garcia
Asst PM: Capt. Sandy Caple
FY08
5.2
Develop a marketing-oriented strategy to
recruit a diverse workforce to sustain a
combination Fire and Rescue Department.
 Develop an incentive program for
employees to recruit a diverse workforce.
 Increase targeted advertising aimed at
recruiting a diverse workforce.
 Increase staff in recruitment section
dedicated to local and distant recruiting.
 Research and analyze programs such as
the Police Cadet Program and partnering with
High School programs.
Lead: AC John Caussin
PM: Capt. Cheri Stroup
Asst PM: Jeff Katz
FY08FY10
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Strategic Objective # 6 – Organizational Effectiveness
Increase organizational effectiveness by developing and maintaining capacity of
facilities, apparatus, equipment and technology; and improving internal processes.
Strategic Initiative
Lead/Project Manager (PM) Timing
6.1
Implement the top three recommendations from
the Ludwig Study.
1.
Execute Volunteer Agreements
2.
Update Volunteer Utilization Plan
3.
Redefine role of Volunteer Fire Commission
Lead: AC John Caussin
PM: Jeff Katz
FY08FY09
6.2
Integration and utilization of new CAD/RMS
system to replace Altaris.
Lead: AC Daryl Louder
PM: BC Dean Cox
FY08FY10
6.3
Design and develop a FRD centralized training
data and records management system.
Lead: AC Daryl Louder
PM: Mike McElroy
FY08FY10
6.4
Address Logistics Distribution Center
infrastructure to expand and upgrade to meet
future needs.
Lead: AC Daryl Louder
PM: DC Andrew Snead
FY08FY09
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Strategic Objective # 6 – Organizational Effectiveness
Increase organizational effectiveness by developing and maintaining capacity of
facilities, apparatus, equipment and technology; and improving internal processes.
Strategic Initiative
Lead/Project Manager (PM) Timing
6.5
Research and develop criteria for an urban fire
station design to include in the Fire Station Design
Manual.
Lead: AC Daryl Louder
PM: Diana Imlay
FY08 –
FY09
6.6
Increase capacity and renovate the training
academy.
Lead: AC Daryl Louder
PM: Diana Imlay
FY08FY10
6.7
Determine the department’s functional and facility
needs and requirements for a new Public Safety
Headquarters building.
Lead: AC Daryl Louder
PM: DC Dave McKernan
Asst PM: Laurie Stone
FY08FY09
6.8
Lead: FC Ron Mastin
Develop a business plan for a knowledge
management system for departmental information PM: Teri Caswell
with electronic capability for archiving and
retrieving data.
6.9
Redesign department’s performance measures.
Lead: FC Ron Mastin
PM: Laurie Stone
FY08
FY08 FY09
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Fairfax County Fire and Rescue Department
The following individuals participated in the development of the FY 2008 – FY 2010 Strategic Plan
through their participation in the department’s annual planning retreat on June 1, 2007.
Beth Adams
Bill Atwell
Dereck Baker
Anthony Barrero
Edie Beitzel
William "Buck" Best
Don Brasfield
Ed Brinkley
John Burke
Carlton Burkhammer
Earl Burroughs
Glenn Bydume
Sandra Caple
Raul Castillo
Teri Caswell
John Caussin
MaryAnn Combs
Shirley Crawley
Yvonne Dabney
Marc Davidson
Mike Deli
Duane Dodwell
Garrett Dyer
Stan Earl
Felecia Edwards
Colin Flanigan
Tim Fleming
Ramiro Galvez
William Garrett
Ben Gibson
Jared Goff
Sarah Goldman
Danny Gray
Barry Harlowe
David Hessler
Camilla Hollenbeck
Gregory Hunter
Diana Imlay
Reginald Johnson
Thomas Johnson
Kevin Kincaid
Kim Klaren
Tony Kostecka
Reggie Lassiter
George Loayza
Daryl Louder
Mike McElroy
Francis Mensah
Richard Merrell
Bob Mizer
Mike Mohler
Keith Morrison
John Niemiec
Kim Panzer
Alan Pearson
Dana Powers
Rick Roatch
David Rohr
Chuck Ryan
Chris Schaff
Cathy Schultz-Rinehart
Dan Shaw
Andrew Snead
Kathleen Stanley
Laurie Stone
Cheri Stroup
Christopher Tilles
Rodney Vaughan
Kristine Wallace
Lee Warner
Chester Waters
Jerome Williams
Mike Wood
Christine Woodard
Elton Wright
Tim Young
Richard Yuras
Bobby Zoldos
Individuals in Italics are members of the Planning Leadership Team.
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