HomeMy WebLinkAbout2010-09-07 Correspondence
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Introduction
The Iowa City Fire Department (ICFD) provides fire suppression, rescue and emergency
medical services, hazardous materials mitigation, fire inspection, fire investigation, and
public education to the city of Iowa City. The ICFD is consistently working to achieve
and/or maintain the highest level of professionalism and efficiency on behalf of those it
serves, and is currently pursuing reaccreditation through the Commission on Fire
Accreditation International (CFAI).
In an effort to work toward self-improvement, the ICFD contracted with the Center for
Public Safety Excellence (CPSE) to facilitate a method to document the department's path
into the future -this resulted in the development and implementation of a "Community-
Driven Strategic Plan." The strategic plan was written in accordance with the guidelines
set forth in the CFAI Fire & Emergency Service Self-Assessment Manual 8111 Ed., and is
intended to guide the organization within established parameters set forth by the
authority having jurisdiction.
The CPSE utilized the Community-Driven Strategic Planning process to go beyond just
the development of a document. It challenged the membership of the ICFD to critically
examine paradigms, values, philosophies, beliefs and desires, and challenged individuals
to work in the best interest of the "team." Furthermore, it provided the membership with
an opportunity to participate in the development of their organization's long-term
direction and focus. Members of the department's external and internal stakeholders'
groups performed an outstanding job in committing to this important project and remain
committed to the document's completion.
The Iowa City Fire Department's Strategic Plan sets forth a comprehensive vision and
mission statement that provides the agency with a clear path into the future.
Additionally, this strategic plan identifies the core values that embody how the agency's
members, individually and collectively, will carry out the agency's mission. In the
following pages, the ICFD identifies its goals, objectives, and strategies that will allow the
agency to realize its vision.
IOWA CITY FIRE DEPARTMENT STRATEGIC PLAN
TABLE OF CONTENTS
Organizational Background ...................................................................................................... 1
Definition of aCommunity-Driven Strategic Plan .......................................................... 2
Process and Acknowledgements ............................................................................................ 6
Customer Priorities ...................................................................................................................... 7
Customer Expectations ............................................................................................................... 8
Areas of Customer Concern ....................................................................................................11
Positive Customer Feedback ..................................................................................................15
Other Thoughts and Comments ................................
21
Internal Stakeholder Group Findings .................................................................................23
The Mission ...................................................................................................................................25
Values ............................................................................................................................................... 2 6
Programs and Services
Strengths .......................................................................
Weaknesses .................................................................
Opportunities ..............................................................
Threats ..........................................................................
32
Critical Issues and Service Gaps ...........................................................................................33
Goals and Objectives ..................................................................................................................35
The Vision .......................................................................................................................................54
Performance Measurement ................................
55
The Success of the Strategic Plan .........................................................................................57
Glossary of Terms and Acronyms
27
28
30
................................................................ 31
58
Works Cited ...................................................................................................................................61
Organizational Background
Iowa City is the county seat of Johnson County, Iowa, and the home of the University of
Iowa. The City is governed by an elected city council of seven members, of which one is
elected from within as mayor. The Iowa City Fire Department (ICFD) history is a well-
documented source of local pride. Iowa City had one of the first fire departments in Iowa,
with roots going back to 1842 -three years after the founding of Iowa City and four years
before Iowa's statehood.
Currently, the department serves approximately 63,200 residents and many visitors
within the 27.9 square-mile incorporated area of Iowa City. The ICFD provides
progressive and high quality fire, emergency medical, and technical rescue emergency
services utilizing a cadre of 56 full-time firefighters from three stations (Station 4
anticipated in 2011), with three engine companies, one rescue/truck company, and a
command vehicle. In addition to responding to over 4,000 emergency calls annually, the
ICFD provides preventive services, such as fire safety inspections of commercial and
University properties, site plan reviews, and fire and environmental safety education. The
ICFD also collaborates with many other fire protection agencies at the local, state, and
federal levels. Specialty areas include fire investigations, the Johnson County Hazardous
Materials Response Team, and Homeland Security and Emergency Management.
While demonstration is apparent via international accreditation, the department is
committed to continuous improvement through education and training. The ICFD
regional training center articulates with the Iowa Fire Service Training Bureau, Kirkwood
Community College, and the Johnson County Mutual Aid Association. Community
involvement is also a top priority as the ICFD participates in/with projects, such as fire
safety education, fire station tours, juvenile firesetters intervention, a mobile fire safe
house, a mobile fire sprinkler trailer, ride-along program, the Safety Village, and is a co-
leaderwith Mercy Hospital of the Johnson County SAFE KIDS Coalition.
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Definition of aCommunity-Driven Strategic Plan
The fire service has entered into a very competitive evolutionary cycle. Public demands
continue to increase, while dollars and other resources continue to shrink. These trends
place increased pressure on the modern fire service manager, policymakers, and full-time
staff to develop ways to be more effective and more efficient. In many cases, the public is
demanding the accomplishment of specific goals, objectives, and services with fewer
resources. To work more efficiently with available resources, organizations must
establish their direction based on constructive efforts while eliminating programs that do
not serve the community.
To ensure that community needs were incorporated, the Community-Driven Strategic
Planning process was used to develop the ICFD Strategic Plan. Businesses employ this
type of process to identify market trends, allowing the service provider to focus
resources while reducing risk and wasted effort -this process was adapted to meet the
ICFD's specific needs.
This document is the result of several strategic planning sessions and includes valuable
community input.
What is a Strategic Plan?
It is a living management tool that:
• Provides short-term direction
• Builds a shared vision
• Sets goals and objectives
• Optimizes use of resources
Effective strategic planning benefits from a consistent and cohesively structured process
employed across all levels of the organization. A sense of urgency pervades the
customer-driven organization.
Planning is a continuous process, one with no clear beginning and no clear end. While
plans can be developed on a regular basis, it is the process of planning that is important,
not the publication of the plan itself. The planning process should be flexible and
dynamic. New information from customers, like-providers, and life changes are to be
factored into the planning process. The strategic plan should be an operationally
useful document.
Community-Driven Strategic Planning creates a platform for a wide range of beginnings.
The approach comes to life by being shared, debated, and implemented in the context of
organizational realities.
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Successful organizations, from government agencies to Fortune 500 companies, have
recognized that attaining customer focus is essential. Aware of this necessity, public
safety agencies must strategically plan how they will deliver high-quality products and
services to the public and their other customers through better, faster, and less expensive
programs.
Once their strategic goals are established, agency leaders must establish performance
measures, for which they are fully accountable, to assess and ensure that their
departments and agencies are, indeed, delivering on the promises made in their strategic
plans. Goodstein, Nolan, & Pfeiffer define Strategic Planning as
a continuous and systematic process
where the guiding members of an organization make decisions about its future,
develop the necessary procedures and operations to achieve that future, and
determine how success is to be measured.1
The U.S. Federal Consortium Benchmarking Study Team goes on to explain that to fully
understand strategic planning, it is necessary to look at a few key words in the strategic
planning definition:
• continuous refers to the view that strategic planning must be an ongoing process,
not merely an event to produce a plan;
• systematic recognizes that strategic planning must be a structured and deliberate
effort, not something that happens on its own;
• process recognizes that one of the benefits of strategic planning is to undertake
thinking strategically about the future and how to get there, which is much more
than production of a document (e.g., a strategic plan);
• guiding members identifies not only senior unit executives, but also employees.
(It also considers stakeholders and customers who may not make these decisions,
but who affect the decisions being made.);
• procedures and operations means the full spectrum of actions and activities
from aligning the organization behind clear long-term goals to putting in place
organizational and personal incentives, allocating resources, and developing the
workforce to achieve the desired outcomes; and
• how success is to be measured recognizes that strategic planning must use
appropriate measures to determine if the organization has achieved success.
1 Federal Benchmarking Consortium. (1997, February). Serving theAmerican Public: Best Practices in
Customer-Driven Strategic Planning
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Most importantly, strategic planning can be an opportunity to unify the management,
employees, stakeholders, and customers through a common understanding of where the
organization is going, how everyone involved can work to that common purpose, and
how progress and levels will measure success.
Where Does the Community Fit into the Strategic Planning Process?
For many successful organizations, the voice of the community drives their operations
and charts the course for their future. Companies, as well as state and city governments,
have begun focusing on their community of customers as one of the key motivators in
planning for the future.
A "community-driven organization" is defined as one that
maintains a ocus on the needs and expectations, both spoken and unspoken
of customers, both present and future,
in the creation and/or improvement of the product or service provided.z
Again, it will be useful to use the U.S. Federal Consortium Benchmarking Study Team's
definitions of the specific terms used in the above definition:
• focus means that the organization actively seeks to examine its products, services,
and processes through the eyes of the customer;
• needs and expectations means that customers' preferences and requirements, as
well as their standards for performance, timeliness, and cost, are all input to the
planning for the products and services of the organization;
• spoken and unspoken means that not only must the expressed needs and
expectations of the customers be listened to, but also that information developed
independently "about" customers and their preferences, standards, and industry
will be used as input to the organizational planning; and
• present and future recognizes that customers drive planning and operations,
both to serve current customers and those who will be customers in the future.
Federal Benchmarking Consortium. (1997, February). Serving theAmerican Public: Best Practices in
Customer-Driven Strategic Planning
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Performance Assessment
Implied within every stage of the planning process is the ability to determine progress
made toward the goals or targets set. This assessment ability is a monitoring function
that simply tracks activities. It maybe as simple as a "To Do List," or as complicated as a
plan of action with milestones and performance measures. Also implied within the
planning process is the ability to measure effectiveness of the actions taken in the
conduct of the organization's business.
The Community-Driven Strategic Planning Process Outline
The specific steps of the process are as follows:
1. Define the services provided to the community.
2. Establish the community's service priorities.
3. Establish the community's expectations of the organization.
4. Identify any concerns the community may have about the organization and its
services.
5. Identify those aspects of the organization and its services the community views
positively.
6. Develop the Mission Statement, giving careful attention to the services currently
provided and which logically can be provided in the future.
7. Establish the Values of the organization's membership.
8. Identify the Strengths of the organization.
9. Identify any Weaknesses of the organization.
10. Identify areas of Opportunity for the organization.
11. Identify potential Threats to the organization.
12. Establish realistic goals and objectives for the future.
13. Identify implementation tasks for each objective.
14. Develop a Vision of the future.
15. Develop organizational and community commitment to the plan.
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Process and Acknowledgements
The Center for Public Safety Excellence (CPSE) acknowledges Iowa City Fire
Department's External and Internal Stakeholders for their participation and input into
the "Community-Driven Strategic Planning Process." The CPSE also recognizes Fire Chief
Andy Rocca for his leadership and commitment to this process.
Development of the ICFD's Strategic Plan took place in April 2010, during which time
representatives from the CPSE and the ICFD held an open meeting where members of the
public, or external stakeholders, were invited.
Valuable commentary and useful concerns were collected. Discussion at the meeting
revolved around customer concerns, expectations, and comments about the agency. The
agency and the CPSE expresses a special `thank you' to community members who
contributed to the creation of this strategic plan, as it was truly a team effort. Those
present at this meeting were as follows:
Table 1: IOWA CITY FIRE DEPARTMENT External Stakeholder Group
Azeem Ahmed Doug Alberhasky Steve Atkins Joyce Barker
LaryBelman Dean Borg Robert Boyd Bill Brandt
Dan Brown Nancy Carlson Susan Craig Helen Dailey
Jeff Davidson Lyra Dickerson Bob Elliott Judy Pfohl
Butch Forbes Rick Fosse Karin Franklin Laurie Haman
Jerry Hansen Sam Hargadine Mike Hartley Matt Hayek
Dawn Hays Dale Helling Keith Hemingway Tracy Hightshoe
Polly Horton Paula Jan tz Casey Jones David Kacena
Gary Kinsinger Carl Klaus Ron Knoche Mary Knudson
Ernie Lehman John Linder Stephen Locher Nick Loney
Bruce McAvoy Bill Mishler Dennis Mitchell Lyle Muller
Boyd Murray Rebecca Neades Sandy Pickup Lane Plugge
Lonny Pulkrabek Bill Reagan Roger Reilly Rudi Rencher
Steven Rohrbach Daryl Russ Annette Scheib Kay Seery
Glenn Siders Dale Simon Brady Smith Terry Smith
Jan Solioroff Tom Struve Tim Sullivan Roger Sweeting
Bruce Teague Michael Tharp Rich Vedepo Tom Vrban
Jean Walker Lucy Wiederholt Cathy Wilcox Joel Wilcox
Dion Williams Glen Winekauf
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External Stakeholder Group Findings
A key element of the ICFD's organizational philosophy is having a high level of
commitment to customers, as well as recognizing the importance of customer
satisfaction. Therefore, the agency asked representatives from their community to
participate in a meeting which would focus on their needs and expectations of the agency.
Discussion centered not only on the present services provided, but also on priorities for
the future.
Customer Priorities
In order to dedicate time, energy, and resources on services most desired by its
customers, the ICFD needs to understand what the customers consider to be their
priorities. The External Stakeholders were asked to prioritize the s ervices offered by the
agency through a process of direct comparison.
Table 2: Customer Service Priorities of the IOWA CITY FIRE DEPARTMENT
Fire Suppression . ,
1 ~ .
433
Emergency Medical Services 2 370
Technical Rescue 3 327
Fire Prevention 229
Hazardous Material Mitigation 4
229
Fire Investigation 6 150
Public Fire/EMS Safety Education 7 112
Domestic Preparedness, Planning, and Response 8 108
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Customer Expectations
Understanding what the
expects of its fire an
services organization
important to developing
perspective. With this
internal emphasis may
changed or bolstered t
community
d emergency
is critically
a long-range
knowledge,
need to be
o fulfill the
customer needs. In certain areas,
education on the level of service that is
already available may be all that is
needed. Following are the expectations of the community's External Stakeholders:
Table 3: Verbatim Customer Expectations of the IOWA CITY FIRE DEPARTMENT
(in priority order)
1. Quick response.
2. To be courteous and professional at all times.
3. To be highly trained.
4. Knowledgeable about their job.
5. Firefighters in excellent physical condition to meet safety needs.
6. Service oriented.
7. Available to the public.
8. Highly dedicated.
9. To provide quality inspections with trained inspectors.
10. To have quality, up-to-date apparatus.
11. To utilize efficient and modern fire suppression practices.
12. The firefighters should have all essential equipment and facilities.
13. To value life and safety above property.
14. To have a community presence.
15. To keep the safety and welfare of the citizens first.
16. To rank at the top in terms of technical expertise.
17. To communicate with the community about the types of services that the department
provides.
18. To safeguard the citizens of Iowa City.
19. To be friendly.
20. To keep owners appraised of the situation.
21. To be dependable.
22. To demonstrate trustworthiness in all that is done.
23. To be caring.
24. At, or above, nationally established response times.
25. Community outreach.
26. To be a strong advocate and enforcement agent in preventing fires.
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27. Safety of people should be number one.
28. To treat everyone equally, respectful, and with appropriate language.
29. To have equally good response times for all members of the Iowa City area.
30. Professional response from staff.
31. To provide a coordinated, effective emergency response.
32. To take control of the situation.
33. To have access to the equipment needed to do their job.
34. To have the community's respect.
35. To schedule inspections.
36. To be polite and have non-condescending attitudes.
37. To have a properly sized force.
38. Responsive to community priorities.
39. Utilization of taxpayer dollars to the fullest extent.
40. To provide the City Council with updates on prevention with code suggestions.
41. To have an even-handed approach to promulgation and enforcement of fire safety
ordinances that balance propert ri hts with fire safet .
42. Members should provide a good appearance.
43. Both technical and psychological response knowledge.
44. Strong and knowledgeable leadership.
45. The ability to organize and collaborate in natural disasters.
46. Effective monitoring of code compliance.
47. Honoring and respecting people's rights.
48. To be able to work as a team.
49. To have anon-judgmental attitude.
50. Quick resolution of problems.
51. Industry leading technical expertise in hazardous materials response and operations.
52. To educate the public of dangers.
53. To respect the community and its individuals.
54. Good pay, benefits, vacation and retirement for our firefighters.
55. Balance demands for service with fiscal restraint.
56. Establish open communications with the community.
57. Understand that they are part of a much larger picture.
58. Efficient and effective use of funds.
59. To work effectively with other public safety agencies.
60. Sufficient stations, staffing, and equipment to provide excellent coverage.
61. Be friendly to the local business community.
62. Cooperate with other agencies with ateam-spirit.
63. Increase coverage in our community.
64. Staffing to reflect the makeup of the community.
65. Work well with other city departments.
66. Assess levels of risk, with costs to address them, and the expected benefits.
67. Share training with other city departments.
68. Rescue people and animals from dangerous situations.
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69. Education on prevention.
70. Ensure minimal property damage.
71. Be respectful of character and the uniqueness of neighborhoods.
72. Be hardworking.
73. Adaptable.
74. Look at services through a taxpayer's eyes.
75. Recruitment of persons of all ethnic, economic, and gender backgrounds.
76. Dedication to improvement.
77. Open communications with the public.
78. Seek financial funding sources beyond the community.
79. Act with integrity.
80. Willingness to work with City and State representatives.
81. Non-discriminatory.
82. Be more aligned with the customers than with your colleagues.
83. Be accountable.
84. Be prepared.
85. Inspect for fire code violations and then educate the business owner.
86. Medically up-to-date and expeditious support to EMS operations.
87. Good stewardship of its resources.
External Stakeholders providing feedback
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Areas of Customer Concern
The Community-Driven Strategic Planning Process would fall short and be incomplete
without an expression from the customer regarding concerns about the agency. Some
areas of concern may in fact be a weakness within the delivery system. However, some
weaknesses may also be misperceptions based upon a lack of information or incorrect
information.
Table 4: Verbatim Areas of Customer Concern of the IOWA CITY FIRE DEPARTMENT
(random order)
• When there are disasters, do we have enough fire department personnel? Doesn't the City
need to provide more full time emplo ees?
• Shouldn't the HAM radio operators be included in your preparedness training? In big
disasters, hones don't work and ou ma need them.
• Response times to certain areas.
• More transparency in fire reports of reasons for fires/not letting politics interfere with
working with the public to deal with issues.
• Does Iowa Cit provide enou h fire stations?
• Failure to return calls when asking about outreach programs.
• When outreach activities are scheduled, the activity ends when they are called away, costing
the business time and money. Can outreach programs be separate from being on-call during
scheduled times?
• Sometimes overzealous with code requirements.
• Proper manpower?
• Is the department adequately funded? (e.g.: staff, equipment)
• Maintenance of up-to-date e uipment.
• Ac uisition ofstate-of-the-art e uipment.
• Recruitment of best ualified diverse ools from which to hire new staff.
• That it is so big that it is impersonal - "circling the wagons" with other colleagues rather than
ro~ectin attention outward to the clients atients with their concerns.
• Do the have adequate staffin and facilities for our rowin community?
• Do the receive cultural sensitivit trainin for ethnic nei hborhoods?
• Constraints of budget concerns and impact on services provided -public's awareness of
response times as Iowa City expands in area and number of residents and what to do to
better service.
• Maintain ro er levels of staffin .
• Politicization of buildin fire stations.
• Make sure vehicles are ro erl maintained.
• Make sure facilities are maintained.
• A ro riate fundin to do the work well.
• Poor support rovided to the ICFD by council to effectively preserve life and propert .
• Overcrowdin of the ICFD h sical lant to work effectivel .
• Fundin to cover needed facilities, staffin , e ui ment.
• Kee trainin a -to-date.
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• Keep manpower to hi hest level as possible.
• Keep equipment up-to-date.
• Response times to newl developed areas in Iowa City.
• Making sure personnel are properly trained on new tactics and technology.
• Cooperation/coordination with other fire departments in Johnson Count .
• Response to innovation - "we've always done it this way."
• Need better perspective re ardin their relative role in community service.
• Equipment: maybe in need of more frequent updating.
• Too much duplication within county? Why do we need EMS and ambulance? How many
extrication hazardous materials teams do we need?
• Iowa City has a professional, well-trained, well-paid staff; other area fire departments use all
or some volunteers. Are Iowa City taxpayers subsidizing these less professional
departments?
• Change in staff or personnel (like at the inspector level) creates changes for the customer
that are not always understood.
• Balance risk vs, cost.
• Focus on reducin reasonable risk, not all risk.
• Fire trucks are not an effective means to deliver EMS services.
• The fire department is increasing building cost due to needing sprinklers in homes,
basement ceilings being sheet rocked -affordable housing is no longer available.
• Does the fire department handle all the calls in a timely fashion?
• Not really a concern about the ICFD per se, but that it has adequate funding to be able to
promptly respond to fire and other emergencies.
• Do we have sufficient staffin and financial resources for size of communit ?
• Under staffed.
• Dated facilities.
• Placement of facilities.
• Does the ICFD do a community disaster drill?
• Does the fire de artment need to be first res onders when we have ambulance services?
• Quality of life for firefi hters - why do the sta on dut so many da s in a row?
• Ade uate staffin - recruitin the ri ht eo le for the 'ob.
• Proper equipment necessary to take care of the emergency (whether fire, high-rise UI
buildin s or EMS or natural disaster .
• Adequate covera e of communit with stations in the nei hborhoods and UI.
• Ade uate ro rams and related services.
• Abilit to res and quickl enou h to certain areas in Iowa Cit .
• Ade uate resources to rovide the ver best rotection.
• Response time.
• Traffic roblems ettin to fire.
• University wants to beautify main street which will restrict traffic and increase response
time.
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• Is the communication among the various public service departments (fire, law enforcement,
etc.) adequate?
• How does winter snow removal affect the performance of the fire de artment?
• Is the north side of Iowa Cit ade uately protected?
• Current ability to et to emer encies in 5-6 minutes.
• I personally do not see them except at grocery store. "They do have to eat!" -would like to
see them out in public more.
• My only concern is that the fire department has sufficient staff and equipment in
geographically depressed locations to meet the needs of a continuously growing community.
• Inspection program appears not properly staffed.
• Inspection is key to prevention. Use codes that do not financially impact customers. Find a
medium.
• Lack of covera e (response time based) of extreme eastern ed e of the city.
• Staffing numbers appear to be inconsistent with growth of the city -need to increase (add
station).
• Location of new north station is too far north.
• Ensuring their knowledge is broad...in order to give people "choices." In medical situations,
if client refuses hospitalization...givingoptfon of home health/hospice care in home.
• Faster process when patients are self-ne lectful in order to et them in a safe environment.
• Keeping clients calm by "their response" to the best of their ability.
• Availability of fundin to support mission.
• Older inadequate facilities (stations 1 and 2).
• Impact our craz community has on department (liberal views).
• How the interface with ambulance services.
• Abilit to fi ht fires at UI and UIHC.
• Are the bein rovided with ade uate fundin ?
• Do fire and police departments receive Cit Council's necessar riorities?
• Does ublic understand im ortance of ublic safet ?
• Do all fire department personnel understand they are in positions of service, not authorit ?
• Concern that ade uate ublic safet resources be a ro riated to fire de artment.
• Concern about duplication of services in adjacent communities. Could services be merged or
shared?
• Gettin new north fire station -protection for all concerned.
• Costs to communit ex ense of tom ensation, etc.
• Lack of re ular, frequent occupant checks at crowded bars.
• Over res onse to small situations.
• E uipment is more than needed for area.
• The need to be cost conscious when recommendin than es to codes.
• That the kee financial waste to a minimum.
• Pre aredness.
• Important department is allocated full fundin .
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• Important department is staffed at full person power.
• Response time in the northeast section of Iowa Cit .
• Minorit recruitment of fire personnel.
• Stretched too far -need new station.
• Need to have some citizen's brigade with some training for large natural disasters or
terrorist action.
• Staff appropriatel .
• Obtain necessary training.
• Personal skills - how to relate/communicate with all Iowa City nei hborhoods.
• Underfunding is always an issue.
• Code requirements must be based on common sense and have a significant cost/benefit
relationship.
• Too small for the communit .
• Extended response times.
• Excessive use of reserve apparatus -new equipment seems to alwa s be in the shop.
• As staffing and equipment costs increase, look for graduated response times especially for
sprinklered buildin .
• Continue to work on cross-referencing/sync other agency rules and regulations to
create/standardize.
• Sometimes personnel aren't always understanding. Tend to look down on the people they
are helpin .
• During a fire suppression, I have seen firefighters actually do more damage than the fire.
Don't always have to use the equipment if they have it just to be using it.
• Is money available for up-to-date equipment?
• Hi h mana er-to-worker ratio.
• Methods of res onse to scenes and balancin ublic safet .
• Continuin to add res onsibilities to 'ustif addin services and ersonnel.
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External Stakeholders providing feedback
Positive Customer Feedback
The Center for Public Safety Excellence promotes the
belief that, for a strategic plan to be valid, the customer's
view on the strengths and image of the emergency
services organization must be established. Needless
efforts are often put forth in over-developing areas that
are already successful. However, proper utilization and
promotion of the customer-identified strengths may
often help the organization overcome or offset some of
the identified weaknesses.
The external stakeholders provided the following comments when asked to identify the
positive aspects of the department.
Table 5: Positive Customer Verbatim Comments about IOWA CITY FIRE DEPARTMENT
(random order)
• No concerns. They do an excellent job. Thank God we have never had to use them. You have
an excellent Fire Chief.
• Excellent Fire Chief in And Rocca.
• They are involved in several community activities and have a lot of visibility, i.e.: Sertoma,
parades, etc.
• Tremendous leadership from Chief Rocca and other officers.
• Public erception of the fire department overall seems ood.
• My personal experience with members of the department has been very positive.
• I think the do a ood 'ob in Iowa Cit .
• Top notch direction from Chief Rocca and top staffers.
• Well-trained firefi hters.
• Professionalism.
• Great communit outreach and involvement.
• Great Fire Chief who wants to do his 'ob well.
• Good support staff.
• Willin ness to take on more than 'ust fire su ression and revention.
• Good to see station #4 oin up soon.
• Willingness to carry out this experience and have a Strategic Plan looking to the future
concerns of our City.
• The fire de artment is ver seed , et careful when oin to a fire.
• I think the fire department has a ood record of lessenin loss of life and propert .
• Stron leadershi .
• When they respond, they have always been courteous and professional.
• The seem to be technicall com etent.
• The have always responded quickl .
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• Leadership stable, professional. Want to achieve long-term success. Continuity of leadership
allows that to be accomplished without the vision degradation that might occur with high
turnover.
• M encounters with ICFD have always been positive.
• Very positive interaction with staff.
• Willin ness to assist in a variety of venues and communit activities.
• Good leadership.
• Friendly and courteous when interactin with the public.
• The fire department has always been customer friendly!!!
• They always act professional.
• They do a reat job of providin services.
• Great staff.
• The ICFD obviously cares about public safety, as evident through the recent opening of a new
station along Melrose Avenue and the building of another along Hwy 1.
• Very professional (well-trained .
• Good equipment and facilities.
• Good advocates for buildin safet (code enforcement and re ular inspections).
• Very professional.
• Hi h level of competency.
• Seek out improvements/expansion of service.
• Very positive public perception in communit .
• High degree of professionalism.
• The department has a very strong leadership team. Chief Rocca is an excellent advocate for
the department.
• The de artment o erates in a ver rofessional manner.
• The department works ver well with other public safet or anizations in our communit .
• Ex erience with them has been ver rofessional and rewardin .
• Responded ver quickly to my emer ency situation.
• Well known in communi and res ected.
• Ver well trained.
• Quick res onse.
• Hel ful in answerin uestions.
• Pleasant to work with.
• Knowled eable.
• Accommodatin .
• Excellent service to communit in rimar res onsibilities and communit education.
• Accessibility of staff and fire chief.
• Professional re resentation and interaction with council.
• Staff is courteous.
• Staff was hel ful after the fire.
• Staff seems to use common sense approach to inspections.
• Staff seems to be re ared for an event.
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• Good ima e in community.
• Professional.
• Work well with other departments.
• Maintains a positive image of fire service within the community.
• The ICFD is open to hel with trainin needs of local industrial emer ency response teams.
• Very professional and willing to help.
• Ver open to provide feedback form ERT. This is extremel helpful.
• ICFD works with my ERT to respond most effectively.
• ICFD is alwa s willin to artner-up to share ideas and knowled e.
• I think the ICFD has a positive image in the community.
• Seems to keep abreast of innovations as the become available.
• Work to provide best service with resources at its disposal.
• Doin a ood job of meetin increase in demands.
• Very courteous, helpful, and conscientious when responding to a smoke alarm problem
(personal experience).
• Demonstrate appropriate caution balanced with urgency in moving through downtown
traffic on emer enc calls.
• Appear to treat all calls with equal seriousness, including dormitory alarms.
• Immediate response.
• Technical know-how.
• Commitment by Chief Rocca to provide tools and training to all fire department staff on an
on-going basis.
• The obvious mutual respect and support of the fire department staff.
• The staff act in a professional manner.
• The unit is effective at accom lishin its mission.
• The staff are ver accessible and res onsive.
• Staff conducts themselves in a rofessional and hel ful manner.
• Alwa s rom t to in uiries and in rovidin hel ful res onses.
• Perceived as "technicall sound" effective .
• Fire de artment has maintained fire insurance ratin s.
• Fire department has minimized deaths.
• Fire de artment staff ex osed to ublic mostl leasant.
• I meet fire officials very frequently and they are always friendly and represent the fire
de artment well. Even the lower rankin members.
• Respond quickl .
• Professional.
• Active in communit .
• Maintain readiness.
• Thorou hand re ular in fire code inspections.
• The personal experience, the professionalism of the first responders, as well as the response
time was excellent.
• Because of their fast res onse, m husband suffered no loss after a heart attack.
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• I'm fortunate that I haven't had a need for the fire department and I hope I never do.
• Oaknoll residents appreciate the siren stoppin when you prepare to pull into their street.
• There is great coverage even when the town has crowds from football games -good
organization.
• We have exceptional staff. Chief Rocca is a solid leader.
• The one time we had them come for EMS, they came quickl .
• The many times I have talked with them at children's events, they have been courteous and
informative with the kids.
• Always professional in interaction with me.
• Interested in education of public.
• Professional.
• Proactive.
• Available for discussion, info.
• Well managed.
• Well staffed.
• Well trained.
• Well equipped.
• It has been my experience that all of the ICFD I've worked with have been professional, kind,
hard-workin folks who o the extra mile in an emer enc situation.
• Very professional.
• Well trained- knowled eable.
• Very quick to respond.
• When respondin to our facilit ,always positive and professional ood workin relationship.
• Awesome department!
• Will work with ou.
• Ver rofessional.
• Seem ver skilled.
• Prom t res onse times.
• Dedication is apparent.
• Ex ertise at a scene is a arent. You can have confidence.
• Works well with the public.
• Professional.
• Well trained.
• Chief Rocca is a ood leader in his de artment.
• Professional, well-trained.
• Quick to res ond.
• Cooperative with surroundin communit volunteer fire departments.
• Eas to work with ersonnel.
• Fast res onse times.
• A roachable mana ement.
• Ver rom t res onse.
• Courteous.
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• Knowled eable.
• Sensitive/compassionate.
• Very prompt.
• Work with and not against businesses.
• Ver professional.
• Good communication.
• Quick response times.
• Highly professional level of training and conduct.
• Rapport with community and schools.
• Leadership.
• I believe we have a reat fire/rescue service.
• Leadership. The Chief is a "class act" great representative for the City in general and specific
to department.
• Public relations and standing in the community are very strong.
• Prevention education -education/awareness are stron .
• Professional in dealing with situations.
• Inspections are fair and educational.
• Respond quickly in emer encies.
• Easy to work with.
• Explains well why thin s are to be done to compl with ordinances.
• While I have not had direct experience, the reputation of the ICFD is good.
• I have not heard ne ative comments about the ICFD.
• Great asset to the community.
• The department has been prompt in answerin any questions.
• The conduct themselves in a professional manner, both in person and in the press.
• Timel res onse.
• Knowled e.
• Good control of situations.
• ICFD is known for its rofessionalism.
• ICFD is considered ver well-trained and e ui ed.
• ICFD is visible in the communit education, outreach, etc. .
• Seems hi hl rofessional.
• Positive ublic interaction.
• Greatly value EMS response.
• Ver rofessional and well trained.
• Professional.
• Effective.
• Dedicated.
• Stron leadershi .
• Great, educated, informed, professional staff.
• 0 en to su estions and im rovements.
• Staff lon evity.
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• Updated equipment/latest technolo y.
• Innovative approach to services.
• Compassionate.
• Non-judgmental attitudes.
• Givin boundaries to help patients make sound, concrete decisions.
• Excellent leadership team.
• Modern, up-to-date equipment/apparatus.
• Command staff is very helpful.
• Department is supportive of business oal for revention.
• Excellent and very helpful response in medical emergencies as I know from personal
experience and shared ex erience of others.
• My limited exposure to them has been positive. Use that to your advantage to promote
department in public eye.
• They complete situations professionally.
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External Stakeholders providing feedback
Other Thoughts and Comments
The External Stakeholders were asked to share any other comments they had about ICFD
or its services. The following written comments were received:
Table 6: External Stakeholders' Verbatim Comments about the IOWA CITY FIRE DEPARTMENT
(random order)
• Thanks for doin such a reat job!
• Iowa City Fire Department does a tremendous job. 99.9% of personnel are caring, helpful and
understanding, but the .1% is usually the most visible. When the fire department is
responding, it is usually because they need help. Please don't make them feel bad for asking for
the help.
• We have a great fire department. Very effective and professional.
• This is a well run, well staffed department. Its members respect their jobs and their
community.
• Good luck with our process!
• Fire department personnel are seen as community "boy scouts" -providing support, safety,
help without punishment.
• Keep up the ood work!
• Please don't make changes just for the sake of change. Sometimes changes are made by people
just to show they are doing something when they are really not needed at all or cost-effective.
• The City can be very proud of its Chief and department. The Iowa City Fire Department is a
model for excellence in public service. The ICFD does a great job in putting service to
community and citizens first. We have a first class department among the best in Iowa.
• I don't often think of ICFD because they have always been there for the community. It is easy to
take them for granted because of their high degree of professionalism. I hope they don't suffer
from bein forced to be oliticall correct.
• Good luck with the plannin .
• ICFD is an excellent cit de artment.
• Just an idea if time and resources are available: fire hazards inspection of houses and
a artments a on re uest of owner occu ant.
• Thank you for askin for our input.
• I'm roud of our olice and fire de artment.
• This is a reat opportunity to provide input.
• I feel fortunate that I have not had to seek services of our fire department. But based on media
reports, it seems that the department is viewed very positively compared to other city
offices/departments. I think the public has a lot of confidence in the ICFD. A lot of this has to
do with the person in the leadership role. If the chief treats employees well, there is a trickle-
down effect with the employees (I think this may be the problem with other city
offices de artments .
• I think if the general public knew more firefighters, funding for the department would not be a
roblem!
• The fire department is ver professional and the emplo some ood people.
• Aid surroundin fire de artments outside the border of Iowa Cit .
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• Of all the city departments, I have the least concerns with our fire department.
• The department is one of many city services in need of financial support from taxpayers. As a
basic public service, it has a priority, but its context within a quality community should not be
for otten.
• The ICFD has responded to several emergencies from frozen sprinklers in the middle of the
ni ht to false alarms. I have always been impressed with their competent .
• Thanks for your hard work.
• Always a pleasure to work with ou.
• We appreciate all that the department does to keep us safe.
• Thanks for this opportunity. I frequently work with ICFD and cannot speak highly enough. My
ERT would not be nearly as effective without the help and support of ICFD. Keep up the great
work!
• Continue to make public aware of what is required to provide best services to the community
and standards of service that can be defined.
• Although fire suppression and prevention are clearly a unique responsibility for ICFD, I greatly
value their prompt EMS first responder support. They are often closer than the ambulance
services and are equipped to extricate victims to allow advanced EMS.
• Thank you for requesting community input.
• It would be ideal if businesses could obtain advice without exposing themselves to onerous
requirements to allow proactive investigations and improvements without concern for opening
up a can of worms in the process. This currentl exists.
• If possible, have a rig at the neighborhood summer party in the park to be visible and answer
nei hbor questions.
• Have a short column in the Press Citizen each week with preventative suggestions, including
plantin types near houses, obvious access, and snow removal near hydrants.
• Can h drants all be ainted bri ht ellow? Red doesn't show a at ni ht.
• Generall leased with the fire de artment.
• We are ver fortunate to have an educated, Garin department.
• And does an excellent 'ob.
• Ma be consider an online activity/response to similar to the one used b ICPD.
• Time to et ambulances in some of our more remote fire stations.
• In eneral, the are the one entit in Iowa City that does do their job. Thank ou.
• I live on a busy street and have fire trucks and ambulances go past my house frequently -three
different routes. The noise of the sirens, if I am outside, is very uncomfortable - it hurts my
ears. I usuall tr to turn m head awa from the trucks, but the sound does hurt m ears.
• There should be a better mechanism in place so that it is more transparent, the direction of the
directives that cause policies to be made. For example, increased response time to certain
areas is due to lack of city budget support of a fire station and what is needed to overcome
those hurdles to help the citizens.
• Appreciate when ICFD has responded to false alarms in downtown high-rise apartments and
the firefi hters are cordial.
• Their accreditation status is somethin to be roud of.
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Internal Stakeholder Group Findings
The internal stakeholder work sessions were conducted over the course of three days
immediately following the external stakeholder session. The internal work sessions
served to discuss the agency's approach to Community-Driven Strategic Planning, with
focus on the ICFD's Mission, Values, Core Programs, and Supporting Services, as well as
the agency's perceived Strengths, Weaknesses, Opportunities, and Threats.
In the process of strategic planning, the following are important:
• to review the agency's history, culture, and evolution;
• to identify the current status of the agency; and
• to determine where and what the agency desires to be in the future.
The work sessions generated a high level of interest and participation by the broad
agency representation in attendance, as named and pictured below. Their participation
and invaluable insights were essential in the challenge to develop a quality product.
Table 7: IOWA CITY FIRE DEPARTMENT Internal Stakeholders
Jerry Blank Jason Brodie Ken Brown Dan Buser
Captain Fire i hter Battalion Chie Fire i hter
Rick Childs Brian Greer John Grier Denny Hansen
Fire i hter Captain/Inspector Fire Marshal Trainin 0 icer
Bryan Hardin Jon Harding Bob Henry Zach Hickman
Firefighter Firefighter Lieutenant Firefighter
Jim Humston Roger Jensen Tina McDermott Eric Nurnberg
Battalion Chie Deputy Chie Lieutenant Lieutenant
Brian Platz Adam Riss Andy Rocca Jon Rockensies
Ca tai n Fi re i h ter Fire Chie Fi re i h ter
Brian Rohr Bill Schmooke Will Shanahan Brandon Smith
Lieutenant Fire i hter Fire i hter Lieutenant
Dan Smith Brandon Sobaski Ben Stammeyer Paul Suedkamp
Battalion Chie Fire i hter Fire i hter Fire i hter
Axel Swanson Greg Tinnes Larry White Andy Wulfekuhle
Fire i hter Lieutenant Fire i hter Fire i hter
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r---~~,
Pictured from left to right:
. , 1
~. ~{JL~I~~a~l __a
~"i ' ~i:~
Front row: Fire Marshal John Grier, Firefighter Adam Riss, Captain Jerry Blank, Fire Chief
Andy Rocca, Training Officer Denny Hansen, Battalion Chief Ken Brown,
Captain/Inspector Brian Greer, Lieutenant Tina McDermott, Battalion Chief Jim Humston
Second row: Battalion Chief Dan Smith, Lieutenant Brandon Smith, Firefighter Will
Shanahan, Firefighter Zach Hickman, Lieutenant Greg Tinnes, Lieutenant Brian Rohr,
Firefighter Andy Wulfekuhle, Firefighter Dan Buser, Captain Brian Platz, Firefighter Jon
Harding
Third row: Firefighter Rick Childs, Firefighter Larry White, Firefighter Jason Brodie,
Firefighter Ben Stammeyer, Firefighter Paul Suedkamp, Firefighter Axel Swanson,
Lieutenant Bob Henry, Firefighter Bryan Hardin, Firefighter Branden Sobaski, Lieutenant
Eric Nurnberg, Firefighter Bill Schmooke, Firefighter John Rockensies, Deputy Chief
Roger Jensen
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The Mission
The purpose of the Mission is to answer the questions:
• Who are we?
• Why do we exist?
• What do we do?
• Why do we do it?
• For whom?
A work group of the ICFD's Internal Stakeholders met to review their existing Mission
and presented the modification below.
Table 8: IOWA CITY FIRE DEPARTMENT Mission
The mission of The Iowa City Fire Department is to protect our community
by providing progressive high duality emergency and preventive services.
Internal stakeholders conducting a work session
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Values
J
Establishing values embraced by all members of an
organization is extremely important. They
recognize those features and considerations that
make up the personality of the organization. ICFD
Internal Stakeholders developed values statements
with more emphasized key words as the core
values terms.
Table 9: IOWA CITY FIRE DEPARTMENT Values Statements
~ ~ ~
Safety
In striving to protect the lives and well-being of our community and our co-workers.
Professionalism
In people who are dedicated, compassionate, trustworthy, and who act with honesty and
integrity.
Respect
For our community and ourselves, while consistently exhibiting courtesy and compassion for
those in need.
Innovation
Via an environment that allows new ideas and positive change to better serve our community.
The Mission and Values are the foundation of any successful organization. Every effort
will be made to keep these current and meaningful so that the individuals who make up
the organization are well guided by them in the accomplishment of the goals, objectives,
and day-to-day tasks.
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Programs and Services
The ICFD Internal Stakeholders identified the following core programs provided to the
community, as well as the services that enable the agency to deliver their core programs:
Table 10: Core Programs
• Fire Suppression • Hazardous Materials Response
• Emer ency Medical Services • Public Education
• Rescue Services • Domestic Preparedness, Planning, Response
• Fire Prevention • Fire Investi ation
Table 11: Support Services
• Training • Physical Resources
• Physical Resource Maintenance • Facilities
• Human Resources • Apparatus
• Finance • Tools and Equipment
• Information Technology Services • Legal
• City Clerk • Housin Inspection Services
• Public Works (Water, Engineering, etc.) • Law Enforcement
• Ambulance Service (paramedics) • Clerical Support
• Dispatch • Contract Services
• University of Iowa • Medical Community
• IAFF Local 610 • Employee Assistance Pro ram
• Utilities • Mutual Aid
• Communit Su ort Services • Non- rofit Or anizations
• Count EMA • Social Services
• Local, State, Federal Government • Family
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S.W.O.T. Analysis
The Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis is designed to
have an agency candidly identify its positive and less-than-desirable attributes. The
agency participated in this analysis and recognized its strengths and weaknesses, as well
as the possible opportunities and potential threats.
Helpful Harmful
~ strengths 1~Vealcnesses
L
~pportu n ities Threats
W
Strengths
It is important for any organization to identify its strengths in order to assure that it is
capable of providing the services requested by the community and to ensure that
strengths are consistent with the issues facing the organization. Often, identification of
organizational strengths leads to the channeling of efforts toward primary community
needs that match those strengths. Programs that do not match organizational strengths,
or the primary function of the organization, should be seriously reviewed to evaluate the
rate of return on staff time. Through a consensus process, the Internal Stakeholders
identified the strengths of the ICFD as follows:
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Table 12: IOWA CITY FIRE DEPARTMENT Strengths (random order)
New hires are quality personnel Character
Incumbent FFs, Company Officers - good
quali
Honor guard
Rapport with command staff Current SOPS and SOGs (scheduled reviews)
A good idea is a good idea no matter where it
comes from Drive for personal development -involvement
in training
Training -outside instructing, internal, ability to
go train Wide participation of members for instructing
training
Wide participation of members in committees Good labor management relations
We get along with our surrounding volunteer
departments Our internal culture allows for interagency
cooperation
Facilities in good condition Education levels of personnel
Top notch equipment/physical resources (tools,
gear, SCBA, apparatus) Strong network for co-workers and family
events (benevolent association)
Follow chain-of-command Computer and Internet access
Accreditation Fitness and wellness programs
Current strategic plan/efforts to achieve/
accomplishments
Longevity of personnel
Set goals that we can achieve Adopting CPAT
Recover well from economic adversity/ability
to maintain performance during hard times
Competitive wages and benefits
Adapt/ability to come up with solutions Experience in planning for success
Cooperative partnership with businesses/
University Currently have good political experience
Allowing personnel, regardless of rank, to take
lead based on specialty training and/or
experience
Many opportunities for all levels
Recognize strengths of personnel and utilize
them Staff support for members in professional
or anizations
Diverse group -outside skills are brought to the
table
Progressive fire codes and enforcement
We set an example/trendsetters (in state) Good rapport with other City departments
We do a great job of EMS delivery Have a good relationship with Sheriff
Aggressive firefighting tactics somewhat makes
u for the fact that we have inadequate staffin Involvement with regional/state-wide
or anizations
Re Tonal ex erts in technical rescue disciplines Good participation in SORT
Very ood public education pro ram Flexibility of P-cards stem
Good personnel evaluation system Still have a pretty ood trainin bud et
Open to chan e Good at ICS
Improved communications stems (JECC) Stron public ima e
High quality Fire Chief Budget allows for special programs for
or anizational improvement
Stron City econom and bond ratin ISO ratin
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Weaknesses
Performance or lack of performance within an organization depends greatly on the
identification of weaknesses and how they are confronted. While it is not unusual for
these issues to be at the heart of the organization's overall concerns, it is unusual for
organizations to be able to identify and deal with these issues effectively on their own.
For any organization to either begin or to continue to move progressively forward, it
must not only be able to identify its strengths, but also those areas where it functions
poorly or not at all. These areas of needed enhancements are not the same as threats to
be identified later in this document, but rather those day-to-day issues and concerns that
may slow or inhibit progress. The following items were identified by the Internal
Stakeholders as weaknesses:
Table 13: IOWA CITY FIRE DEPARTMENT Weaknesses (random orderl
Staffing Turnout time
Aging facilities; lack of space and offices at
Stations 1 and 3 Limited resources to fully provide community
outreach
Lack of Employee Recognition Same members involved on committees
Internal/External communication Companies must be in service for training
Lack of response to callbacks Lack of a competency evaluation
Lack of clerical support Lack of long term training plans (> than 1 year)
Lack of stations (concentration, distribution) Inability to enable wide-ranging specialized
training due to small staff
Reluctance to say "No" Succession planning
Big enough to have higher risks, but too small
to provide the most adequate service Inadequate agency info sharing/marketing to
public for complete understanding of operations
Need for a department Public Information
Officer No physical fitness standards nor peer fitness
trainin
Use of local media to market the de artment Mutual Aid is time/da de endant
Lack of training consistency in operational
procedures Lack of reimbursement for educational
achievements
Limited sources of income, fees/revenues (lack
of fines, oes to eneral fund) Educational requirements may limit
promotional opportunities for some individuals
Inability to provide ALS care without outside
support Lack of calendar spots with addition of new
hires
Do not always live up to values No tuition assistance
Lack of involvement in Iowa USAR team Limited control with HazMat team/pro ram
Histor of trainin bud et cuts Some attitudes o unchecked
Need to use data collection to communicate
needs to public Need for paramedic on each call (within 3
ears)
Need for Public Education Specialist Turnover of officer cor
Lack of bi-lin ual personnel Not all stations read for diversified services
Reduced officer experience due to retirements Inability to fund outside trainin (travel)
Need trainin to maintain ideal response times Undiversified services
~ T°°h~~e~-i
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Opportunities
The opportunities for an organization depend on the identification of strengths and
weaknesses and how they can be enhanced. The focus of opportunities is not solely on
existing service, but on expanding and developing new possibilities both inside and
beyond the traditional service area. The Internal Stakeholders identified the following
potential opportunities:
Table 14: IOWA CITY FIRE DEPARTMENT Opportunities (random order)
Results from external survey Increase recruiting through job fairs
Fire-based EMS Co-training with JCAS/other agencies
ALS engines and transport ambulances Involvement with area fitness events
Federal funding Social networking presence
Structure fire survey to improve services
Contributions to media outlets (TV, radio,
papers)
Additional fee-based services for revenue Future growth leading to additional stations
Moving training center will allow expansion More City control/operation of Haz-mat Team
Marketing with PIO and Citizen's Fire Academy Provide home health care
Regionalization of Special Ops resources,
training Taking lead role in Domestic Preparedness
Reaching out to neighborhood community Taking over building code enforcement in City
Reaching out to middle and senior high students Regional training center
More feedback opportunities i.e. articles,
website New dispatch/GIS mapping/GPS
Establish an educational assistance program Arson task force
Publish a daily call log online Driving simulator for commercial vehicles
Work closer with mutual aid departments City-wide facili needs stud
Automatic aid Mutual Aid Association
Better usin new technolo USAR
Work with State Fire Marshal's Office Combined Public Safe Campus/Precinct
Increase visibility at community events Push for more involvement in CPSE pro rams
Increased visibility of Fire Dept Chaplain Combine trainin with Universi of Iowa
NFA, IAAI, NAFI, FDIC, IAFF-IAFC Involvement with Incident Mana ement Team
Community Support Public Utilities
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Threats
To draw strength and gain full benefit of any opportunity, the threats to the organization,
with their new risks and challenges, must also be identified in the strategic planning
process. By recognizing possible threats, an organization can greatly reduce the potential
for loss. Fundamental to the success of any strategic plan is the understanding that
threats are not completely and/or directly controlled by the organization. Some of the
current and potential threats identified by the Internal Stakeholders were as follows:
Table 15: IOWA CITY FIRE DEPARTMENT Threats (random order)
Potential lack of leadership continuity in City
government Associations and agencies with opposing
agendas (to fire/life safety)
Economical variables Unfunded mandates
Reduction/loss of funding from outside sources Privatization
Changing community demographics High-hazard occupancies
Traffic/Interstate/Rail Expansion Any loss of community trust
Detrimental changes in legislation Any decreased ownership in community
City growth outpacing department growth Third-party EMS (privatization)
Subsidizing ICFD staffing with mutual aid
companies Potential loss of communication with mutual
aid departments
Potential leadership hired from outside Decreasing quality of some building materials
Decreased qualifications of applicants Unqualified applicants
Management of HazMat team Aging population
Retention of personnel recruited by others Required increase in distribution without
sufficient resources
Decline of structure fire experience Lack ofbuy-in by business on fire safety
Fewer state and re Tonal fire schools Lack of staffin with external support a encies
Socio-economic Chan es and service usa e Unrealistic expectations
Personnel safety (externally) due to call types Manmade and natural disasters
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Critical Issues and Service Gaps
After reviewing the ICFD's core services, the organizational strengths and weaknesses,
and the opportunities and threats posed by industry and the community environment in
which the agency operates, the Internal Stakeholders identified the primary critical
issues and service gaps that face the ICFD -these provide the foundation for the
establishment of goals and objectives in order to meet the future vision of the ICFD.
The list below reflects the issues and gaps identified by the Internal Stakeholders that
need to be addressed in order to provide the levels of service it has pledged itself to fulfill.
Table 16: Critical Issues of IOWA CITY FIRE DEPARTMENT
Human Resources Accreditation Facilities
-succession planning -time -distribution
-career development -funding -maintenance
-recruitment/retention -participation -functionality
-job audit -political support
-staffing audit -data
-health and wellness -stakeholder feedback
Funding/Revenue Communications Community
-grants -internal -changing demographics
-contracts -external (outreach) -media/marketing
-fees -technology -outreach programs
-political support -JECC -special interests
Service Delivery
-funding
-EMS/hazmat/tech rescue/public education
-training
-institute "ICFD Wa "
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Human Resources
fable 1"/: Service
Lack office space
Lack of succession planning
Not living up to department values
Lack of response to call back
Employee recognition
Time off flexibility calendar
Applicant Quality
Peer Fitness
Community involvement
Exposure to chaplain program
No PIO
Lack of Education support
Finance
Fees for service
s oI IUWA C11 Y r1KE llEYAK11y1EN 1
Training
Long term planning
Budget
Requesting resources for expanded service
Unfunded EMS delivery
Loss of outside funding
Lack of Education support
Grant funding
Companies have to stay in service
Lack staffing
Lack clerical support
Lack formal fitness improvement program
Lack real life experience
Not enough competency evaluation
Lack of succession planning
High hazard occupancies
Physical Resources
Budget
Lack adequate office space at Stations 1 and 3
Lack of apparatus space
Lead to increased turnout time
Inability to house fire based EMS
Inadequate space for fitness program
Inadequate funding
Apparatus access/egress
Outside Agencies
Mutual Aid: day time response, coordination with other agencies
Hazmat: control vs. responsibilities
EMS: control vs. responsibilities
Communication with outside agencies: use of media to market department
Agencies whose agenda conflicts with ours
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Goals and Objectives
The Community-Driven Strategic Planning Process, implemented by the Center for Public
Safety Excellence, to this point, has dealt with establishing the Mission, Values, Critical
Issues, and Service Gaps of the ICFD. In addition, the identification of internal strengths
and weaknesses, as well as external opportunities and threats was accomplished.
In order to achieve the mission of the ICFD, realistic goals and objectives must be
established. Goals and objectives are imperative to enhance strengths, to address
identified weaknesses, to provide individual members with clear direction, and to
address concerns of citizens. In order to establish goals and objectives, the Internal
Stakeholders met over the course of several hours to complete this critical phase of the
planning process.
As goals and objectives are management tools, they
should be updated on an on-going basis to identify
what has been accomplished and to note changes
within the organization and the community. The
attainment of a performance target should be
recognized and celebrated to provide a sense of
organizational accomplishment.
The goals and objectives should now become the focus of the efforts of the agency. Care
was taken by the staff of the CPSE to ensure that the critical needs and areas of needed
enhancement previously identified were addressed within the goals and objectives.
By following these goals and objectives carefully, the organization can be directed into its
desired future. These established goals and objectives should also greatly reduce the
number of obstacles and distractions for the organization and its members.
The internal stakeholders set timelines for completion of objectives supporting the goals.
Leadership of the ICFD should establish work groups to meet periodically to review
progress toward these goals and objectives and adjust timelines as needs and the
environment change.
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Research, analyze, and identify training program needs associated with
Objective 1A orientation training, probationary training, department sponsored
training, company level training, and officer development training.
Timeframe 12 - 24 months
• Assemble stakeholders (program manager, rank representation, specialty
instructors, etc. to perform a needs analysis.
• Review current training plan, facilities, props.
Critical Tasks • Review and compare best practice examples from other fire departments.
.Using SWOT information and input from assembled stakeholders, generate
list of training needs (equipment, props, facilities, and programs).
• Prioritize need using factor analysis (direct comparison).
• Provide cost estimates and recommendations for fundin .
Personnel ($10,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($500.00)
Capital Improvement Program ($0.00)
Objective 1B Pro ram Development
Timeframe 24 - 36 months
• Submit capital improvement program (CIP) funding request(s) as
supported by 1A above.
• Design necessary curriculum.
Critical Tasks • Identify and acquire site
• Purchase facilities and/or equipment.
• Implement program elements and evaluate the success or need for
correction.
Personnel ($50,000.00)
Capital Expense ($250,000.00)
Funding Estimate Services ($2,500.00)
Supplies ($5,000.00)
Capital Improvement Pro ram ($2,500,000.00)
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Objective 1C Establish along-term (3-year) training schedule
Timeframe 12 months
• Identify required training.
• Examine best practice examples from other agencies.
Critical Tasks • Identify if it is department, shift, company level, or individual training.
.Identify interval requirements for training.
• Develop and implement aprocess/policy to track and ensure that all
personnel receive required training.
Personnel ($2,500.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 1D Develop performance-based evaluation criteria for individual,
company, and multi-company performance.
Timeframe 12 months
• Research best practice examples from across the country.
Critical Tasks • Select and modify as appropriate methods for conducting performance-
based evaluation.
• Institutionalize the practice via written standards of performance.
Personnel ($20,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
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Objective 2A Conduct a needs analysis on day-to-day communications.
Timeframe 4 months
• Identify committee to conduct analysis.
• Construct and administer a survey instrument.
Critical Tasks • Research best practices currently in the industry.
.Identify budget needs.
• Analyze collected data.
• Report findin s to staff.
Personnel ($5,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 2B Develop an improved system for communicating daily staffing
assignments.
Timeframe 12 months
• Utilize information from daily needs analysis.
• Research available technology.
• Seek budget authority for equipment purchase.
Critical Tasks • Purchase identified and necessary equipment.
• Train all personnel on use of equipment.
• Implement use of the system.
• Evaluate its effectiveness and adjust as necessary.
Personnel ($5,000.00)
Capital Expense ($25,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
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Objective 2C Develop a periodic internal report.
Timeframe 9 months
• Identify information desired by personnel.
• Identify availability/accessibility of the information.
• Set a temporal period for the report (monthly/quarterly).
Critical Tasks • Develop a format for report.
• Investigate technological capabilities.
• Develop report processing system.
• Identify and implement report dissemination process.
Personnel ($5,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 2D Identify and minimize the effects of critical management
inconsistencies.
Timeframe 4 months
• Identify inconsistencies and evaluate their effect on operations.
• Identify associated SOPS and SOGs that are affected.
Critical Tasks • Evaluate and implement necessary changes to SOPS and SOGs.
• Train personnel on implemented changes.
• Evaluate efforts of revised operations.
Personnel ($5,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
Objective 2E Train personnel on implemented communications stems.
Timeframe 90 days
• Train personnel on data input for day-to-day information system.
• Train personnel on end-user use of day-to-day information system.
Critical Tasks • Train people to maintain and update the internal report system.
.Inform personnel of changes implemented to minimize effects of
management inconsistencies.
• Re-evaluate communications stems and their effectiveness.
Personnel ($5,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
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Objective 2F Develop and implement a process for measuring and tracking success
in the completion of department oafs and objectives.
Timeframe 90 days
• Research best practice performance in the industry.
• Establish reporting interval and benchmark requirements: e.g.
completion, progress-to-date, obstacles to completion, goal adjustments,
Critical Tasks etc.
. Develop a report template and guiding policy.
• Train personnel on policy requirements and expectations.
• Annually evaluate the effectiveness of the procedure and adjust as
necessary.
Personnel ($3,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
"~ Technier~l
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Objective 3A Analyze our current marketing and communication plan, research and
determine best practices for providing marketing and
communications, develop and implement a marketing and
communications plan, that includes personnel training and evaluation
of the plan.
Timeframe 18-24 months
Critical Tasks • Establish an external communication taskforce.
• Make a comprehensive list of all methods and resources used for all
external communications.
• Review current SOGs as they relate to external communications. Amend
or augment as necessary.
• Compile a list of current service offerings.
• Determine current funding.
• Compile a list of best practices utilized by accredited fire departments of
similar size.
• Meet with local media representatives for discussion.
• Maintain a dynamic internet presence, possibly using social media sites
such as Facebook and Twitter.
• Explore opportunities to publish/communicate information via new media
outlets.
• Suggest new public relations campaigns and the appropriate audiences.
• Determine funding options.
• Quarterly PSA for print, radio, TV, and internet.
• Establish both citizens and college community fire academies.
• Establish online call log.
• Consider a live dispatch feed via the JECC.
• Determine individuals to be trained.
• Conduct training.
• Design an online customer service feedback instrument.
• Evaluate the effectiveness of the PIO and Public Education Specialist.
• Re-evaluate the External Communications Plan.
Funding Estimate Personnel ($50,000.00)
Capital Expense ($5,000.00)
Services ($500.00)
Supplies ($500.00)
Capital Improvement Pro ram ($0.00)
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Objective 3B Establish a Public Information Officer (PIO) Position
Timeframe 6 months
• Reevaluate Captain of Inspections job description.
• Research and define ways to improve the collection, verification, and
Critical Tasks dissemination of information to the public.
• Modify current SOGs to utilize the PIO at all structure fires and major
incidents.
Personnel ($5,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 3C Establish a Public Education Specialist Position
Timeframe 12 months
• Identify potential funding sources.
• Identify and train personnel.
Critical Tasks
• Identify ways to improve participation in community special event
planning.
• Identify target groups in the community for delivery of public education
services.
Personnel ($75,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($500.00)
Supplies ($500.00)
Capital Improvement Pro ram ($0.00)
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Objective 4A Conduct a needs analysis on current facilities, apparatus, and
equipment.
Timeframe 3-6 months
• Conduct a needs analysis.
• Review current response data as it relates to facility locations.
• Review maintenance history and operating costs of physical resources.
Critical Tasks
• Participate in the City's facilities study.
• Develop along-range facilities management plan and necessary funding
plan.
• Develop a long range replacement plan and necessary funding plan for
apparatus, equipment, and tools.
Personnel ($20,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($10,500.00)
Supplies ($500.00)
Capital Improvement Program ($0.00)
Objective 4B Cause budget request to reference applicable department goals and
strategic planning goals.
Timeframe 12 months, then annually
• Coordinate and link budget requests to the strategic plan and
goals/objectives.
Critical Tasks • Educate government officials on the provisions of the strategic plan and its
connection to budgetary requests.
• Monitor current bud et for ro'ected ex enditures and needs.
Personnel ($2,500.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
"~ Technier~l
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Objective 4C Maintain current facilities to comply with applicable codes/standards.
Timeframe Annually
• Use "Facility Maintenance Inspection" form to conduct fire station
inspections by September 1st, annually.
Critical Tasks • Identify and prioritize needed repairs.
.Annually maintain fire station inventories using Firehouse.
• Monitor status of station assets for future expenditures.
Personnel ($25,000.00)
Capital Expense ($25,000.00)
Funding Estimate Services ($1,750.00)
Supplies ($2,500.00)
Capital Improvement Program ($0.00)
Objective 4D Develop a plan to renovate, re lace, relocate, or add facilities.
Timeframe 12 months
• Assign a committee with internal/external stakeholders.
• Conduct a review of most current data (from the FD, and City's
Planning/Engineering divisions) regarding response times, call volume,
response types and City plans.
Critical Tasks
• Secure funding from available federal/state/local sources for needed
renovations, replacements or additions.
• Incorporate the City facilities study results into the CIP.
• Amend the City's Comprehensive Plan as required.
• Monitor land availability for relocation of Station 1, the relocation of the
trainin center, and the addition of fire stations 5 and 6.
Personnel ($20,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($500.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
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Objective 4E Develop a plan for Fire Station 5.
Timeframe 12 months
Critical Tasks • Assign a committee with internal/external stakeholders.
• Conduct a review of most current data (from the FD, and City's
Planning/Engineering divisions) regarding response times, call volume,
response types and City plans.
• Secure funding from available federal/state/local sources for needed
renovations, replacements or additions.
• Incorporate the City facilities study results into the CIP.
• Monitor land availability for Fire Station 5.
Personnel ($10,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($500.00)
Supplies ($250.00)
Capital Improvement Program ($100,000.00)
Objective 4F Develop a plan for Fire Station 6.
Timeframe 12 months
Critical Tasks • Assign a committee with internal/external stakeholders.
• Conduct a review of most current data (from the FD, and City's
Planning/Engineering divisions) regarding response times, call volume,
response types and City plans.
• Secure funding from available federal/state/local sources for needed
renovations, replacements or additions.
• Incorporate the City facilities study results into the CIP.
• Monitor land availability for Fire Station 6.
Personnel ($10,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($500.00)
Supplies ($250.00)
Capital Improvement Pro ram ($100,000.00)
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Objective 5A Analyze the department's human capital
Timeframe 12-24 months
• Evaluate the demographics of the current workforce by age/length of
service/positions held/etc.
• Evaluate the accuracy of current job descriptions and update.
• Determine KSAA (knowledge, skills, abilities, attitudes) of department
Critical Tasks members.
• Develop a Request for Qualifications in order to identify a consultant to
conduct a workforce planning assessment.
• Develop a Request for Proposal to contract for workforce planning
services.
Personnel ($7,500.00)
Capital Expense ($0.00)
Funding Estimate Services ($75,000.00)
Supplies ($500.00)
Capital Improvement Program ($0.00)
Objective 5B Expand recruitment and improve selection of fire department
candidates.
Timeframe 36 months
• Utilize results of Objective 5A to identify areas for improvement.
• Examine CFAI accredited departments of similar size to determine best
practices.
• Identify potential target audiences.
Critical Tasks • Form an internal recruitment committee.
• Utilize the Civil Service Commission and HR (Human Resource Division)
for candidate selection.
• Document recruitment activities.
• Evaluate as appropriate.
Personnel ($10,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($2,500.00)
Supplies ($1,000.00)
Capital Improvement Pro ram ($0.00)
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Objective 5C Evaluate and improve our current Health and Wellness Pro ram
Timeframe 24 months
• Utilize a committee to evaluate the current program and associated data.
• Research best practices.
• Identify funding sources.
• Continue involvement of Occupational Health, UI Healthworks, and UI
Sports Medicine for program assistance.
Critical Tasks
• Develop additional cooperative partnerships and resources available in
the community.
• Utilize Peer Assessment training program.
• Identify and meet or exceed the requirements of CFAI FESSAM 8th Ed.,
Criterion 7G.
• Implement program enhancements.
• Evaluate Health and Wellness Program.
Personnel ($25,000.00)
Capital Expense ($20,000.00)
Funding Estimate Services ($32,500.00)
Supplies ($500.00)
Capital Improvement Program ($0.00)
Objective 5D Develop and implement a succession management plan.
Timeframe 36 months
• Utilize results of Objective 5A to identify areas for improvement.
• Form a committee of labor and management to evaluate current
succession planning needs.
• Improve employee development programs.
Critical Tasks • Improve career planning programs.
• Establish a competency inventory.
• Research promotional processes for best practices.
• Implement succession plan components.
• Evaluate effectiveness of succession lan.
Personnel ($10,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($0.00)
Supplies ($500.00)
Capital Improvement Pro ram ($0.00)
"~ Technier~l
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Objective 6A Ensure Fire Suppression meets projected jurisdictional and regional
service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, reevaluate.
Personnel ($3,000.00)
Capital Expense ($0.00)
Funding Estimate Services ($250.00)
Supplies ($500.00)
Capital Improvement Program ($0.00)
Objective 6B Ensure EMS meets projected jurisdictional and regional service
delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Im lement, train, reevaluate.
Personnel ($3,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($250.00)
Supplies ($500.00)
Capital Improvement Pro ram ($0.00)
"~ Technier~l
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Objective 6C Ensure Rescue Services meets projected jurisdictional and regional
service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, re-evaluate.
Personnel ($3.000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($250.00)
Supplies ($500.00)
Capital Improvement Program ($0.00)
Objective 6D Ensure Fire Prevention meets projected jurisdictional and regional
service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, reevaluate.
Personnel ($3,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
"~ Technier~l
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Objective 6E Ensure Public Education meets projected jurisdictional and regional
service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, reevaluate.
Personnel ($3,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 6F Ensure Hazardous Materials Response meets projected jurisdictional
and re Tonal service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, reevaluate.
Personnel ($3,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
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Objective 6G Ensure Domestic Preparedness, Planning, Response meets projected
jurisdictional and re Tonal service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, reevaluate.
Personnel ($3,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($10,250.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 6H Ensure Fire Investigation meets projected jurisdictional and regional
service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, re-evaluate.
Personnel ($3,000.00)
Capital Expense ($1,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
"~ Technier~l
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Objective 6I Ensure Aviation Rescue and Firefighting Services meets projected
jurisdictional and regional service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, re-evaluate.
Personnel ($3,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 6J Ensure Marine Rescue and Firefighting Services meets projected
jurisdictional and re Tonal service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks
• Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, re-evaluate.
Personnel ($3,000.00)
Capital Expense ($5,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Pro ram ($0.00)
"~ Technier~l
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Objective 6K Ensure Other Programs meet projected jurisdictional and regional
service delivery demands and needs.
Timeframe 6-12 months
• Assemble stakeholders.
• Analyze current program, staffing levels, physical resources, and station
distribution as it applies to service delivery.
Critical Tasks • Perform needs assessment from SWOT and input (e.g. RHAVE,
stakeholders).
• Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Current funding, projected, grants.
• Implement, train, re-evaluate.
Personnel ($3,000.00)
Capital Expense ($1,000.00)
Funding Estimate Services ($250.00)
Supplies ($250.00)
Capital Improvement Program ($0.00)
Objective 6L Assemble, prioritize, and implement recommendations from Objectives
6A-6H.
Timeframe 6-12 months
• Assemble Command Staff.
• Review recommendations.
Critical Tasks • Prioritize (e.g. Factor Analysis, Cost/Benefit Analysis).
• Implement plan.
• Reevaluate all ro rams SWOT, RHAVE, etc. .
Personnel ($30,000.00)
Capital Expense ($50,000.00)
Funding Estimate Services ($750.00)
Supplies ($500.00)
Capital Improvement Pro ram ($0.00)
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The Vision
The next step in the process was to establish a vision of what the ICFD should be in the
future, building upon the framework and foundation of the Mission and Values. Visions
provide targets of excellence that the organization will strive toward and provide a basis
for its goals and objectives.
Table 9: IOWA CITY FIRE DEPARTMENT Vision
Our vision for the Iowa City Fire Department in FY2016 will see our agency widely recognized
as one which demonstrates best practices in the delivery of fire, emergency medical and
specialized services to our community. Our International Accreditation will foster our
organizational culture of continuous improvement, provide a validation of our timely and
quality services, and further maintain the trust placed in us by our community.
We will honor our community's trust by demonstrating our commitment to delivering
professional fire and rescue services with compassion, respect, and utmost courtesy. Through
expanded community involvement initiatives and the use of various external communications
methods, we will ensure that our service offerings are made available and are clearly
understood. By proactively identifying and analyzing Iowa City's evolving risks, and the
dynamic demands of those risks, we will improve our response capabilities while
implementing resource and deployment strategies which are in the best interest of our
community and the accomplishment of our mission.
Our internal culture will reflect a friendly and team-oriented atmosphere nurtured by
cooperative internal communication processes. The evolving development and promotion of
workforce planning will increase the value of our human capital, and will ensure the future
success and health of our members and our agency. We will have properly prepared and
equipped members who will deliver services in the safest manner possible. The effective
management of our physical resources and enhanced utilization of information technology will
provide for continued improvements in all core programs.
Our demonstration of service excellence through innovative and efficient operations will be a
priority provision to all those living, working, or visiting in our community. Our leadership and
workforce will hold one another individually accountable for applying our mission and values,
while continuously striving to reach our goals. It is our vision, through these efforts, that the
Iowa City Fire Department will consistently meet or exceed the expectations of our community.
Te~h~~ea~
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f r°~ram
Performance Measurement
"Managing for Results"
As output measurement can be challenging, the organization must focus on the
assessment of progress toward achieving improved output. Collins states, "What matters
is not finding the perfect indicator, but settling upon a consistent and intelligent method
of assessing your output results, and then tracking your trajectory with rigor."3 They
must further be prepared to revisit and revise their goals, objectives, and performance
measures to keep up with accomplishments and environmental changes. It has been
stated that:
...successful strategic planning requires continuing review of actual
accomplishments in comparison with the plan...periodic or continuous
environmental scanning to assure that unforeseen developments do not
sabotage the adopted plan or that emerging opportunities are not overlooked. 4
Why Measure Performance?
It has been said that:
In order to establish that the ICFD's Strategic Plan is achieving results, performance
measurement data will be implemented and integrated as part of the plan. An integrated
process, known as "Managing for Results," will be utilized, which is based upon the
following:
• The identification of strategic goals and objectives;
• The determination of resources necessary to achieve them;
• The analyzing and evaluation of performance data; and
• The use of that data to drive continuous improvement in the organization.
3 Collins Good to Great and the Social Sectors. Boulder, 2009
4 Sorkin, Ferris and Hudak. Strategies for Cities and Counties. Public Technology, 1984.
Technical
r~a~s°r Page 55 of 61
f r°~ram
A "family of measures" that is typically utilized to indicate and measure performance
includes the following:
• Inputs - Value of resource used to produce an output.
• Outputs - Quantity or number of units produced which is activity-
oriented and measurable.
• Efficiency - Inputs used per output (or outputs per input).
• Service Quality - The degree to which customers are satisfied with a program,
or how accurately or timely a service is provided.
• Outcome - Qualitative consequences associated with aprogram/service;
i.e., the ultimate benefit to the customer. Outcome focuses
on the ultimate "why" of providing a service.
To effectively manage for results, performance measures should be established for
each goal and objective in the strategic plan. Performance measures should also be
established for each of the ICFD's program areas.
Te~h~~ea~
r~a~s°r Page 56 of 61
f r°~ram
The Success of the Strategic Plan
The ICFD has approached its desire to develop and implement a Strategic Plan by asking
for and receiving input from the community and members of the agency during the
development stage of the planning process. The agency utilized professional guidance
and the Community-Driven Strategic Planning Process to compile this document. The
success of the ICFD's Strategic Plan will not depend upon implementation of the goals and
their related objectives, but from support received from the authority having jurisdiction,
membership of the agency, and the community at-large.
The ICFD Strategic Plan creates a platform for a wide range of beginnings. This Plan will
come to life by being shared, debated, and implemented in the context of organizational
realities.
The final step in the Community-Driven Strategic Planning Process is to develop
organizational and community commitment to the plan. Everyone who has a stake in the
present and the future of the ICFD also has a role and responsibility in this Strategic Plan.
Provided the community-driven strategic planning process is kept dynamic and
supported by effective leadership and active participation, it will be a considerable
opportunity to unify internal and external stakeholders through a jointly developed
understanding of organizational direction; how all vested parties will work to achieve the
mission, goals, and vision; and how the organization will measure and be accountable for
its progress and successes.5
5 Matthews (2005). Strategic Planning and Management for Library Managers
Technical
~~`~''iy"" Page 57 of 61
Glossary of Terms and Acronyms
For the purposes of the Community-Driven Strategic Planning, the following terms and
acronyms have the meanings set forth below:
Accreditation A process by which an association or agency evaluates and
recognizes a program of study or an institution as meeting
certain predetermined standards or qualifications. It applies
only to institutions or agencies and their programs of study or
their services. Accreditation ensures a basic level of quality in
the services received from an agency.
Accredited The act of accrediting or the state of being accredited,
especially the granting of approval to an institution or agency
by an official review board or organization that has established
nationally accepted standards.
AED Automatic External Defibrillator/ion
ALS Advanced Life Support
BLS Basic Life Support
CERT Community Emergency Response Team
CPR Cardio Pulmonary Resuscitation
Customer(s) The person or group who establishes the requirement of a
process and receives or uses the outputs of that process; or the
person or entity directly served by the department or agency.
Efficiency A performance indication where inputs are measured per unit
of output (or vice versa).
Environment Circumstances and conditions that interact with and affect an
organization. These can include economic, political, cultural,
and physical conditions inside or outside the boundaries of the
organization.
Input A performance indication where the value of resources is
used to produce an output.
"~ Technier~l
`»~'SO1` Page 58 of 61
-~ ~ ~ F'r°gcam
Key Performance Measurable factors of extreme importance to the
Indicator organization in achieving the strategic goals, objectives,
vision, and values that, if not implemented properly,
would likely result in significant decrease in customer
satisfaction, employee morale, and financial
management.
Master Planning A combination of the organization's strategic plan and its
operational plans. Master plans take the various plans
and integrate them into one document. Master plans
help define the anticipated future of the community's
demographics and how the community is expected to
develop or change in the timeframe covered by the
master plan.
Mission An enduring statement of purpose; the organization's
reason for existence. Describes what the organization
does, for whom it does it, and how it does it.
Outcome A performance indication where qualitative
consequences are associated with aprogram/service; i.e.,
the ultimate benefit to the customer.
Output A performance indication where a quality or number of
units produced is identified.
Performance The monitoring for improvement of performance
Management through the ongoing process of goal-setting, allocation of
budget resources to priorities, and the evaluation of
results against pre-established performance criteria.
Performance Measure A specific measurable result for each goal and/or
program that indicates achievement.
RMS Record Management System/Software
SOG Standard Operating Guideline
Service Quality A performance indication that identifies the degree to
which customers are satisfied with a program, or how
accurately or timely a service is provided.
Stakeholder Any person, group, or organization that can place a claim
on, or influence the organization's resources or outputs,
is affected by those outputs, or has an interest in or
expectation of the organization.
Te~h~~ea~
r~a~s°r Page 59 of 61
f r°~ram
Strategic Direction The organization's goals, objectives, and strategies by
which it plans to achieve its vision, mission and values.
Strategic Goal Abroad target that defines how the agency will carry out its
mission over a specific period of time. An aim; the final result
of action. Something to accomplish in assisting the agency to
move forward.
Strategic Management An integrated systems approach for leading and managing in a
changing world by building consensus of the leadership group,
both in shared vision of the desired future and a clarified
mission for the organization, and by gaining support and
participation of the people in the organization to identify
specific changes that must be made, implementing them, and
assessing organizational performance.
Strategic Objective A specific, measurable accomplishment required to realize the
successful completion of a strategic goal.
Strategic Plan Along-range planning document that defines the mission of the
agency and broadly identifies how it will be accomplished, and
that provides the framework for more detailed annual and
operational plans.
Strategic Planning The continuous and systematic process whereby guiding
members of an organization make decisions about its future,
develop the necessary procedures and operations to achieve
that future, and determine how success is to be measured.
Strategy A description of how a strategic objective will be achieved. A
possibility. A plan or methodology for achieving a goal.
Support As used in the objectives and strategies outlined in this plan,
support may include, but is not limited to, information,
facilitation, coordination, technical assistance, or financial
assistance.
UI University of Iowa
USAR Urban Search and Rescue
Vision An idealized view of a desirable and potentially achievable
future state -where or what an organization would like to be in
the future.
Te~h~~ea~
r~~~s°r Page 60 of 61
f r°~ram
Works Cited
Bryson, J. M. (2004). Strategic Planning for Public and Nonprofit Organizations (3rd Ed.).
San Francisco: Jossey-Bass.
Collins, J. (2009). Good to Great and the Social Sectors. Boulder: Jim Collins.
Commission on Fire Accreditation International. (2009). Fire & Emergency Service Self-
Assessment Manual. (8t11 Ed.)
Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best
Practices in Customer-Driven Strategic Planning. Retrieved April 25, 2009, from GovInfo:
http://govinfo.library.unt.edu/npr/library/papers/benchmark/customer.html
Griffin, R. W. (2008). Fundamentals of Management (Fifth Ed.). Boston, MA: Houghton
Mifflin Company.
Sorkin, Ferris, & Hudak. (1984). Strategies for Cities and Counties. Public Technology.
Wheeland, C. M. (2004). Empowering the Vision -Community-Wide Strategic Planning in
Rock Hill, South Carolina. Lanham, MD: University Press of America.
' ~ Technical
~~~s°r Page 61 of 61
!i f'r°~ram
FY2011 -FY2016 StrategicPlan
The Strategic Planning Process
Center for Public Safety Excellence
?
External Stakeholders
?
Internal Stakeholders
?
SWOT Analysis
?
Critical Issues and Service Gaps
?
Mission, Vision, and Values
?
Goals, Objectives, and Critical Tasks
?
GOAL 1
Develop a Comprehensive Training Initiative.
GOAL 2
In order to ensure uninterrupted delivery of
services, improve internal communications
and foster management consistency for
better organizational effectiveness.
GOAL 3
Develop and implement a marketing and
communications plan to provide a clear
understanding of agency activities and
service offerings.
GOAL 4
Maintain a high quality level of service to
the community through the maintenance
and acquisition of physical resources
(apparatus, equipment, tools, and facilities).
GOAL 5
To provide a high quality service for the
citizens of Iowa City, the Iowa City Fire
Department should develop and implement
a Human Capital/Workforce Plan.
GOAL 6
Ensure core programs meet jurisdictional
and regional service delivery demands and
needs.
3d 1
Marian Karr
From: Carol Kula [carolmkula@gmail.com]
Sent: Friday, August 27, 2010 10:15 PM
To: Marcia Bollinger; Dale Helling; Council
Subject: On-going Concerns with City Housing Properties in Our Neighborhood
Hello,
I am writing to you to seek help in solving an on-going problem with the city sponsored housing
on Whispering Praire and on Whispering Praire and Coneflower. and also with what I believe to
be city sponoored housing along Whispering Meadows and Indigo Ct.
I have lived in the neighborhood on Primrose Ct. for three years. When I moved to the
neighborhood, I realized that it had some issues, but we found a very nice house that was
affordable for us. We have neighbors who live next to us- and across from us- and along our
street that take care to make necessary repairs, mow the lawns, and keep their yards and street in
front of their homes free of garbage---it is a very pleasant area.
Unfortunately, I can not say the same the same for the city sponsored housing and it has become
so frustrating to me that after attempts to contact the city through emails on the general website-I
turned to friends who suggested I contact the two of you and the city council for further
assistance. I am hoping that we can work to gether to solve this problem as it has caused me
considerable distress as a resident of this city and as a homeowner. I, as one person, can not
continue to walk up and down the street very early in the morning to pick up the garbage left
behind by people who don't care about our neighborhood-on the city property where people who
don't care about our neighborhood live. The problem properties are on Whispering Prairie---
2640, 2630, 2622---and the properties on the corner of Whispering Prairie and Coneflower (next
to the street)---and the property on Indigo Court and Whispering Meadows on the eastern side of
the street. These residents do not take care of the lawns, they leave litter in the yards, and they do
not keep the area around the properties free of litter. If it were not for these few properties---the
drive from Whispering Prairie to Whispering Meadows to Primrose would be a fairly pleasant
one day affter day---(well---except for the mess by the bus stop on Lakeside next to the
Creekside Market from all of the people who can't seem to wait to drop a wrapper or bottle on
the green grass---or into that now hazardously infested pond (which the city really needs to do
something about-it's disgusting--on the property of Dolphin Point---Lakeside
Apartments) but unfortunately it is not---and I can not tolerate it any longer.
Long-term there needs to be a serious re-evaluation of how those properites are managed and
maintanined. The city needs to be responsible to the rest of us who ARE taking care of our own
porperty---as the city's lack of attention to maintaining the above mentioned properties and
ensuring that responsible residents inhabit those properties has damaged our neighborhood and
the value of our respective properties.
Short-term, the city needs to I) talk directly to the residents and inform them that there have
been complaints---did you know that many people in my neighborhood share the same concerns
as I, but no one wants to speak directly to the residents or the city out of fear of being
harrassed by the residents or receiving more bad publicity from the press (like last year with the
"crime spree" that left us labeled a "crime ridden" neighborhood by KCRG-TV and had the
anonymous posters at the Press-Citizen writing "I would never buy a house in that
neighborhood" and "What did those people expect when they moved over to THAT part of
town") 2) make a concerted and consistent effort itself (the city) to maintain its own properties 3)
enforce city ordinances pertaining to basic care and maintanence of property 4) improve
communication efforts between the city and its tenants of expectations-and follow up just as any
good "landlord" would do with his or her own prorperties.
I am hoping that you are willing to contact me so we can work together.
8/30/2010
Page 2 of 2
Feel free to contact me by email carolmkula(a~~mail.com or by phone in the evenings at (319) 594-
4980.
Thank you.
Carol Kula
8/30/2010
3d 2
Marian Karr
From: mfmccarthy@sbcglobal.net
Sent: Saturday, August 28, 2010 10:42 PM
To: Marian Karr
Subject: another mandate
Michael McCarthy
22977 Palazzo Del Kayla
Hatward, CA 94541-3311
August 28, 2010
Iowa City
410 East Washington Street
Iowa City, IA 52240
Iowa City:
There is another unfunded mandate on the way. This one will escalate the cost of
administering building permits at the same time it imposes new costs for consumers. The
Cap and Trade Act (HR2454) requires building owners to have their building's energy and
water efficiency measured before they can sell the building. If the building does not meet
standards, retrofits must be made and the building will once again be measured. If
approved, the building will be given a license and if the building does not get a high
enough rating, it cannot be sold. The Act requires annual increases in energy efficiency
standards for private residences and commercial buildings; and, mandates a national
retrofit program that within five years increases the energy efficiency of 90% of all
residential homes in the country. The government subsidizes most mortgages and will
require compliance with these regulations. This program will be administered through each
state's building permit process. So, along with paying for retrofit and inspection costs,
middle class taxpayers and home owners will pay licensing and administrative costs.
This legislation also has carbon tax provisions that will increase the cost of electricity
and building materials. If "Cap and Trade" does not pass Congress, the President will
impose these regulations by "administrative fiat"! The President will then veto; the
Energy Czar will obstruct; and, liberal Judges will overrule any opposition. To override
this mandate we will have to elect to Congress a 2/3rds "supermajority"
of congressmen and senators.
Sincerely,
Michael McCarthy
510-889-7488
Michael McCarthy sent this message via Congress.org, which uses the Capwiz•XC system.
Congress.org is a free public service of Capitol Advantage and Knowlegis, LLC. You may
access Congress.org here:
http://congress.org
09-07-10
3d 3
Marian Karr
_.
_._
From: Donald Baxter [donald.baxter@gmail.coml
Sent: Friday, August 27, 2010 2:56 PM
To: Council
Subject: Burlington/Madison intersection New UI CRWC
The new Campus Recreation and Wellness Center has opened across Burlington Street from the
rest of the University of Iowa campus. This is a good thing aside from the fact that this building
will be vulnerable to flooding. The good thing is that this will help downtown development cross
the great divide which Burlington Street has been allowed to become.
"Divide?"
There's very little in the way of traffic control or enforcement on Burlington between Riverside
Drive and Madison Street ... perhaps the equivalent of four blocks between traffic lights, where
drivers can and do reach speeds of up to 40 mph going east. Going west, the drivers are leaving
downtown and going down a hill, increasing speed. This street is a divide that most pedestrians
would prefer to avoid crossing if possible.
Problem is, this now has become a campus street masked as a state route, shared by drivers,
pedestrians and cyclists. When the new wellness center opened a couple of weeks ago, the
intersection of Madison and Burlington developed pedestrian traffic that I don't think we've seen
before but should have been able to predict.
I'm hearing from pedestrians (and seeing for myself) that drivers are running this light at speeds
in excess of the posted 25 mph limit in the presence of pedestrians and behaving toward legally
crossing pedestrians with increasing hostility and aggression. Drivers also are turning into the
path of pedestrians. What are the University of Iowa and the city of Iowa City doing so far?
Nothing that I can see. I suspect there will have to be a fatality before the powers that be choose
to do anything. How long before someone gets hit?
Additionally, there seems to have been nothing done to improve safety for pedestrians at the
corner of Madison and Court. Most CRWC users who drive to the facility must park at the UI
lot across Madison. I've been told this street and intersection is also becoming difficult for
pedestrians to negotiate. There are no crosswalks painted or any pedestrian signage at this
intersection. With the CRWC opened, this intersection should probably now be a three-way stop.
Burlington and Madison needs traffic calming, and this is something Iowa City government, the
Iowa Department of Transportation and the university can accomplish without rebuilding the
street. And it needs to be done soon.
Donald Baxter
Donald Baxter
316 Ridgeview Avenue
University Heights, Iowa 52246
319/337-0494
413/294-1280 (e-fax)
homepage: www.onanov.com
The economy is a wholly owned subsidiary of the environment, not the other way around.
Gaylord Nelson
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