Salt Lake City Fire Department Strategic Plan 2020-2024 PDF

Photo credit: taylor seymour SALT LAKE CITY FIRE DEPARTMENT STRATEGIC PLAN 2020-2024 1  The 2020-2024 SLCFD Strategic Plan is reflective of feedback collected from Salt Lake City community members, City officials, and fire...

Photo credit: taylor seymour SALT LAKE CITY FIRE DEPARTMENT STRATEGIC PLAN 2020-2024 1  The 2020-2024 SLCFD Strategic Plan is reflective of feedback collected from Salt Lake City community members, City officials, and fire department employees. Collecting, evaluating, and incorporating this information was a year-long process, culminating in the formation of this document. 2 MESSAGE FROM THE FIRE CHIEF 2020 promises to be a seminal year in Salt Lake City. Our Capital GOAL 1 City is evolving and as such, our community’s Provide Unparalleled service demands are 8 Public Safety Service becoming more diverse and challenging. The Salt Lake City Fire Department will need to grow and innovate to meet these demands as will our responsibility to increase our value within city services. As the leader of this proud organization, I want to capitalize on these opportunities and maximize our ability to serve our residents with distinction. We need priorities. We need GOAL 2 a strategy. We need to ask not only our internal customers, but our external Firefighter Health stakeholders how we can meet their needs and become better. In short, we need a plan. Only in this manner will we exemplify the professional agency and Safety 12 we purport to be. We are an organization that excels in customer service and we will continue to address each goal in this document to improve. In 2014 our department published its first strategic plan. The document was specific and detailed in nature. We have learned much since then and I think you will find that introspection reflected in the pages that follow. This five- year plan is thoughtful, intentional and holistic in nature. It is also intended to be simple in design and interesting to the reader. The 2020 Strategic Plan should give anyone an idea of what the Salt Lake City Fire Department is GOAL 3 and what we strive to become. It is a positive reflection of a public safety Department organization that recognizes its challenges and is committed to addressing 16 them. We are an entity that can objectively reflect on our history and learn Leadership, Training, from our mistakes. This is how we have come to be who we are; the most recognized and respected fire department in Utah since 1883. and Development Utah’s Capital City is the most progressive within the state. It should not be surprising that its fire department follows in this image. The 2020 Strategic Plan was developed with an ambitious mindset and a commitment to review annually. From emergency response, to professional development, to health and wellness, and community risk reduction we have much to focus on. The GOAL 4 objectives will provide the driving force of organizational advancement. The firefighters will provide the will and commitment to make it happen. Community Risk Reduction 20 Thank you for taking the time to look at what we will accomplish over the next five years. Sincerely, Karl Lieb 3  VISION To redefine the standard in emergency response, community engagement, and firefighter wellness. MISSION As Utah’s Capital City fire department, it is our mission to provide unparalleled fire, rescue, and emergency medical services to our community. MOTTO Prepare Effectively Respond Professionally Impact Positively 4 VALUES The members of the Salt Lake City Fire Department recognize the responsibility to protect and serve the residents of our community. We welcome the challenge to fulfill this duty by committing to the following core values: Trust We recognize and value the trust provided to our department. We hold ourselves to the principal standards of integrity and accountability to continually earn the faith of those we serve. Community We are actively engaged in the positive growth, development, and education of neighborhoods within Salt Lake City. We not only serve the residents, we are a part of the community. Respect Salt Lake City is fortunate to be the most diverse, inclusive, and equitable city in Utah. Our department and its members will provide the highest level of respect to everyone we serve and serve with. Excellence We strive for consistent excellence in all of our roles and responsibilities. We will continue to seek new ways to improve through advancements in technology, training, and professional development. Leadership We are at the forefront of the most important issues facing our city. We can be counted on as leaders for all community-risk education and emergency response needs.  MAY 2017 First Camp FEB 2016 MAR 2017 Prometheus program for young men Implemented SLC Fire Began distribution Cadet program of naloxone kits in partnership with UT Naloxone DEC 2017 SLCFD granted ISO Class 1 designation APR 2016 First Camp Athena program for young MAY 2017 women Completed citywide Community Wildland Protection Plan (CWPP) 6  AUG 2019 NOV 2018 Replaced frontline, Received new self- heavy apparatus over APR 2018 contained breathing a 5-year period apparatus (SCBA) for Created Community all firefighters Relations Division OCT 2018 Opened new SLC Fire Station #3 DEC 2018 MAY 2018 Second Net Zero, LEED Gold certified fire station in the Opened new SLC Fire Opened new SLC Fire Logistics building country Station #14 First Net Zero, LEED Gold certified fire station in the country 7  GOAL 1 Provide unparalleled public safety service Provide exceptional service to our community through efficiency and professionalism The members of our fire department recognize that responding to any call is a great responsibility. Those who call for our services are often dealing with a moment of great stress or tragedy in which they put their trust in the fire department to provide solace and relief. While we take great pride in the level of service we provide, we realize there are always ways to improve. These strategies will continue to advance our service to new heights. 8 Strategy 1 Strategy 2 Dispatch coding, Create efficiencies in medical protocols, and response times response o Review and improve dispatch codes to o Assess and improve the current EMT/ confirm that the most appropriate units paramedic response model using call are dispatched to each unique emergency volume and patient dispositions. response. o Improve the knowledge, skills, o Perform an evaluation of the criteria and abilities of the Salt Lake City Fire used by dispatchers to gather information Department EMTs. and recommend to Salt Lake City 911 dispatch protocols to improve dispatch o Create an analysis of the Mobile details. Response Team (MRT) data to determine the most effective model for the MRT o Continue to evaluate various dispatch program. models and software providers. Strategy 3 Strategy 4 Continue to improve fire Enhance response to major response disasters and incidents o Create a standardized template and o Evaluate, enhance, and implement process for post incident analysis. Branch Operations policies and procedures. o Continue to develop Salt Lake City’s wildland-urban interface program. o Improve our unified command with Salt Lake City Police, Emergency Management, o Evaluate methods and technology that and Department of Airports. will improve response times to critical emergency calls. o Establish protocols in partnership with all valley fire departments to improve emergency personnel response during a large scale disaster. “We strive to provide the best training through self- evaluation, technology and innovation.” Battalion Chief Kelly Carter 9 10  “Emergencies will happen. It is through preparation, education, and training that we, as a community, can become better prepared to meet and minimize their impact.” Battalion Chief Karl Steadman 11  GOAL 2 Firefighter health and safety Maintain the highest standard for firefighter health and safety When the community calls upon the fire department, they deserve and expect the highest level of service to assist them in their times of need. Research has shown that repeated occupational exposure can put a firefighter at significant risk for both mental and physical illness or injury. We aim to build mental resilience, promote healthy lifestyle, optimize recovery, and establish research-driven support networks. We advocate for wellness and crisis support programs for our members in an effort to ensure their holistic wellness. The following strategies are the foundation to firefighter health and safety. Strategy 1 Strategy 2 Fit to respond / Fit to retire Peer support and mental health o Disseminate comprehensive wellness training material through the o Review and improve Peer Support Certified Wellness Coordinators (CWCs) Team (PST) policies to create more with emphasis on the four pillars of efficient response from the PST following wellness: Mental Health, Physical Health, traumatic incidents. Nutritional Education, and Recovery. o Improve department training o Work with partnered department regarding available resources o Perform a needs assessment clinicians, health providers, and local for the families of department and inventory, through the CWCs, universities to postulate further national members, including mental health of each station to prioritize station research regarding mental health and care and crisis resolution. gym equipment, workout spaces, and wellness. wellness options at all fire stations. o Increase training on awareness o Prioritize annual physical and prevention of firefighter suicide, examinations including developing an addiction, and post traumatic stress annual job readiness assessment to injury (PTSI) related illness. maintain the necessary standard of physical fitness set forth by the TPT. o Implement mental health and resiliency training for all stages of a department member’s career, from new recruit to post-retirement. 12  o Continue to partner with local and Strategy 3 state union representatives to actively Strategy 4 Long-term health and injury/ pursue increased care and coverage Improved workplace illness prevention benefits for current and retired environment department members. o Collaborate with city officials o Identify recruitment strategies that and insurance providers to expand o Continue to improve turnout will continue to add diversity and value healthcare options and resources to exposure protocols to better prevent to all areas of the department. improve illness and injury prevention. against exposure to carcinogenic toxins in contaminated PPE. o Secure funding to replace/refurbish o Provide comprehensive cancer SLC Fire Stations 5 and 6 to improve screenings for department members workplace environment. through in-station visits, trainings, and private healthcare options. o Continue to pursue and maintain optimal fire department staffing. 13  “We hold ourselves to the principal standards of integrity and accountability in providing for the demands and expectations of the community we serve.” Battalion Chief Ron Fife 14 15  GOAL 3 Department training, leadership, and development Increase investment in leadership development for fire department personnel With a strong economy, rising population, and a progressive and diverse population, the culture and landscape of Salt Lake City continues to expand. With opportunity there will be challenges that will test our resolve. Through redefined, sophisticated, and forward-thinking training solutions, our department will innovate, adapt and continue to be a leader in our state and region. o Institute a Fire Officer Mentoring Strategy 1 program in accordance with the Expand Salt Lake City officer International Association of Fire Chiefs’ development program (IAFC) mentor program. o Create a new and incumbent fire officer development program specific to the needs of the department with Strategy 2 an emphasis on new technology and Increase and enhance generational specific leadership skills. department training equipment o Provide consistent command and control training to improve operations o Invest in new training tower props and communication at all levels of and technology. emergency management. o Collaborate with the FAA and Salt o Create opportunities for external Lake City Department of Airports to officer development, leadership, and identify opportunities for an ARFF education for potential, new, and training facility in Salt Lake City. experienced department officers. 16  “Mitigating the pain, Strategy 3 confusion, and chaos of a Continuing education opportunities and career paths person’s worst day with o Cultivate higher education opportunities for all department members. compassion, skill, and o Develop a career path that will professionalism are the incentivize sworn and civilian employees to seek opportunities for growth. hallmarks of the Salt Lake City o Create an atmosphere of ongoing Fire Department.” personal and professional development. Captain Steve Crandall 17 18 “With all of the bad things and the negativity in the world, I wanted to know that in some tiny way I’m making sombody else’s life a little bit better.” Firefighter Vee Dickinson 19  GOAL 4 Community Risk Reduction Effectively plan and prepare for any emergency, large or small As the Capital City fire department, we are committed to leading the effort in community risk reduction through planning and education. We recognize the impact that large scale disasters and major emergencies can have on our city and our resources. Emphasis on public education will dramatically increase the probability of a favorable outcome. Through collaboration with citizen groups, local, state, and federal organizations, we will be able to ensure that effective communication and training occurs. The following strategies will improve the resiliency of our community in the face of human-caused and natural disasters. 20 Strategy 1 Strategy 4 o Develop Incident Action Plans (IAP) Service options for at-risk Fire Prevention Division for at-risk locations, including: airports, target populations support arenas, schools, shopping centers, hotels, public gatherings, urban o Work with community leaders o Present to the City Council interface, etc. to improve the effectiveness of permits that should be added to the treatment and care for identified at-risk city fee schedule to better serve the populations. community. Strategy 6 o Partner with Salt Lake City Police Enhance emergency o Evaluate and monitor the outreach resources to decrease the permitting process in an effort to communications number of opioid-related emergencies improve efficiency and effectiveness to within the community. better serve the community. o Enhance communications with the media and the public through new technologies, social media platforms, Strategy 2 Strategy 5 and effective mediums for public Advance our public Collaborate with Salt service announcements (PSAs) in times education efforts Lake City’s Emergency of crisis. Management Division o Through our Community Relations o Practice internal call-back Division (CRD), expand public o Develop and practice effective procedures and enhance technology knowledge, outreach education, plans to respond to natural or human- for member communiation during a and awareness to our community by caused, physical or medical disaster major disaster. supporting community risk reduction events. programs. o Establish a reporting network for o Participate fully in planning, all department members and their o Collaborate with Salt Lake City’s implementation, and review of all families to communicate during large Emergency Management Division local, state, and federally recognized scale incidents. to design public safety education emergency drills. programs that bring value to our citizens. o Develop and diversify the department’s Community Health Paramedic (CHP) program. Strategy 3 “It is an honor to be part of Strengthen inspection program this vibrant community and we o Improve inspection technology strive to improve the lives of to ensure it meets the needs of the department and the community. all those that we have sworn to o Ensure information gathered serve.” during inspections is readily available for use during incidents by fire operations, dispatch, and support services. Assistant Chief Chris Milne 21  Acknowledgments Salt Lake City Mayor’s Office and Senior Leadership Mayor Erin Mendenhall Rachel Otto, Chief of Staff Lisa Shaffer, Chief Administrative Officer Lindsey Nikola, Director of Communications Pam Lofgreen, Emergency Management Director Bill Wyatt, Airport Director Salt Lake City Council Council Member James Rogers, District 1 Council Member Andrew Johnston, District 2 Council Member Chris Wharton, District 3 Council Member Ana Valdemoros, District 4 Council Member Darin Mano, District 5 Council Member Dan Dugan, District 6 Council Member Amy Fowler, District 7 Former Council Member Charlie Luke, District 6 Dr. Jennifer Seelig, PhD Salt Lake City Fire Department Karl Lieb, Fire Chief Rusty McMicken, Deputy Chief Mike Fox, Assistant Chief Chris Milne, Assistant Chief 22 SLCFD Strategic Planning Committee Battalion Chief Karl Steadman Captain Brandon Shumway Captain Robert Silverthorne Captain Brandon Turman Darby Egbert Firefighter Brandon Heaney Jose Vila Trejo Firefighter Andrew Wilcox Firefighter Matthew Wilson Photo and Image Credits Captain Adam Archuleta Firefighter Jake Blaskowski Trisha Thomas Firefighter Gianni Valente 23 24