Loading...
HomeMy WebLinkAboutAdministrative Order 2025-04 Adoption of the 2025-2029 Fire Department Strategic Plan ADMINISTRATIVE ORDER 2025-04 Adoption of the 2025—2029 Fire Department Strategic Plan Pursuant to my authority as City Manager, I hereby adopt the attached 2025—2029 Fire Department Strategic Plan, attached hereto as attachment A. / - 4- DATED this day of Ma' , 2025 Chuck Winn, Interim City Manager ATTACHMENTA 2025-2029 Fire Department Strategic Plan BOZEMAN MTSTRATEGIC PLAN FIRE DEPARTMENT ' I IX `�:'i.: - S •f Vic' --' , '\ CPSE ' The Center for Public Safety Excellence@ (CPSEO) acknowledges and thanks the community and Bozeman Fire Department(BFD) stakeholders for their participation and input into this community-driven strategic planning process. The CPSE also recognizes Fire Chief Josh Waldo and all who participated for their commitment to this process. This community-driven strategic plan was developed in November 2022, beginning with a meeting facilitated by representatives from the CPSE for community members, as named below. The community stakeholders'feedback considered by agency stakeholders in developing this strategic plan can be found in Appendix A. Community Stakeholders Heather Bellamy Randy Crandall Teri Lumsden Buck Taylor Chris Budeski Scott Dawson Rob Pertzborn Greg Tryon John Carey Crystal Fielder Steve Roderick Jim Veltkamp Katelyn Collins Rick Gale Dan Rust The agency stakeholder work sessions, conducted over three days, involved a group representing a broad cross-section of the BFD,as named below. Agency Stakeholders Thomas Bates Jonathan Hopkins Gabby Murphy Levi Shugart Nick Bernard Graver Johnson Gary O'Brien Luke Szymanski Joe Capri Thaddeus Josephson Tim @'Tool Steven Thime Britton Clark Zach Kellman Jared Ridgeway Clay Thomas Jason Frounfelker Jason Kolman Stokes Robertson Josh Waldo Brett Garber Matt Legler James Short Connor Haworth Scott Mueller Copyright © 2023 by the Center for Public Safety Excellence®, Inc., Reston, Virginia. All rights reserved. The CPSE Technical Advisor Program (TAP) Community-Driven Strategic Plan Templates are copyrighted by and the exclusive property of the Center for Public Safety Excellence, Inc. (CPSE(m) and may not be reproduced, distributed, or transmitted in any form, or by any means,without express written permission from the CPSE. Message from the Fire Chief I am pleased to present you with the Bozeman Fire Department(BFD) 202S - 2029 Strategic Plan. As we stand on the threshold of the next chapter of the BFD, this plan represents more than just a roadmap in our continued pursuit of excellence—it is a commitment to the safety, well-being, and trust of the communities we serve. Together, as a dedicated team of fire service professionals, we face both great challenges and tremendous opportunities.Through this plan,we aim to ensure that we remain at the forefront of innovation, preparedness, and service excellence. The strategic plan has been developed through thoughtful collaboration,taking into account the diverse needs of our personnel, our partners,and the community we protect. It outlines our key objectives,the necessary steps to achieve them, and the values that will guide us as we strive for excellence in every aspect of our operations. The goals outlined in this plan will require dedication, adaptability, and continued collaboration across all levels of our department. Whether it's enhancing our emergency response capabilities, advancing firefighter training, or fostering stronger community engagement,every aspect of this plan aims to support our mission and improve our impact. We are excited about what lies ahead, and we know that with continued support and commitment, we will move forward together to strengthen the foundation of our department and the safety of our community. Sincerely, Joshua Waldo,CFO, EFO Fire Chief Table of Contents Introduction.......................................................................................................................................................................1 Process................................................................................................................................................................................1 AgencyBackground.......................................................................................................................................................3 OrganizationalChart......................................................................................................................................................4 Mission................................................................................................................................................................................5 Values..................................................................................................................................................................................6 Vision...................................................................................................................................................................................7 Goals....................................................................................................................................................................................8 Conclusion.........................................................................................................................................................................9 Appendices..................................................................................................................................................................... 10 A. Community Stakeholder Findings.......................................................................................................... 10 B. Agency Stakeholder Work......................................................................................................................... 15 2025-2029 STRATEGIC PLAN Introduction The community serviced by the Bozeman Fire Department (BFD) receives high levels of professionalism and efficiency from the agency's proactive approach to risk reduction and emergency mitigation.As such, the BFD contracted with the Center for Public Safety Excellence@ (CPSEO)to facilitate a community-driven strategic plan. The process utilized by CPSE aligns with the Commission on Fire Accreditation International@ (CFAIO)fire and emergency services accreditation model but also considers all parameters prescribed by the authority having jurisdiction. CPSE's approach to community-driven strategic planning gathers feedback and input from community and agency stakeholders while focusing on future change beyond the status quo. Beliefs, concepts, current processes, and values were among the many pieces considered and questioned to bring this planning document to reality.The BFD exhibited a commitment to the implementation and execution of this plan to become more efficient and effective in alignment with its community. Process Understanding what the customer desires is vital to the success of any organization. In this case, the customer is the community that the Bozeman Fire Department serves. This applies even if the service organization is a governmental entity. Community-driven strategic planning ensures the community remains a focus of the organization's direction, and community feedback is at the heart of all deliberations and development of this strategic plan. The process of community-driven strategic planning and the plan itself represents the embrace of transition away from how an organization has always done things,seeking to find efficacies and outcomes based on change.The community-driven strategic plan provides a management roadmap built on a shared vision and structured for measurable results. With the involvement of a diverse group of agency stakeholders, the Bozeman Fire Department's community-driven strategic plan encompasses various experiences, perceptions, and perspectives that can also work to build more internal organizational symbiosis. For the desired,measurable results to be realized,the process and the strategic plan must focus on substance, not form.Only then can the BFD truly benefit from the process and realize its ultimate vision. Center r Public Safety Excellence- BOZ E MAN MT FIRE DEPARTMENT Community Stakeholder Findings ✓ Identify, from the community perspective,things the agency should and should not change. ✓ Identify the community's expectations for the agency, concerns about or for the agency, and aspects the community views as strengths or positives. ✓ Define the programs provided to the community. ✓ Establish the community's prioritized view of the programs and services provided by the agency. Agency Stakeholder Work ✓ Identify the agency's strengths, opportunities, aspirations, and results. ✓ Revisit the mission statement,giving careful attention to the services and programs currently provided and which logically can be provided in the future. ✓ Revisit the values of the agency's membership. ✓ Revisit the agency's current vision, considering the consensus built from the strengths, opportunities, aspirations, and desired results. ✓ Identify the agency's challenges, service gaps, and causal effects through a thematic sifting process. ✓ Determine, by consensus, strategic initiatives for outcome-based organizational improvement. ✓ Develop strategic goals,SMART objectives with relative timelines,and comprehensive critical task concepts focusing on outcomes. Agency Stakeholder Work Session Center f., 2 ��� Public Safety Excellence- 2025-2029 STRATEGIC PLAN Agency Background Fire protection for the town of Bozeman was first Q organized in 1880 as the Bozeman Fire Company. For the first few years they operated as a volunteer department with only two paid members and evolved into the Bozeman Fire Today, BFD reflects on its history and remains Department. The agency evolved to a full career committed to providing all-hazard emergency department in the mid-1990s as the last of the services and education to its community with volunteers were phased out. Bozeman Fire courage, leadership, and duty. The Bozeman Fire Department's personnel have been highly Department continues to honor its community effective in providing services and community with the provision of quality services through its involvement and boast an Insurance Services proactive focus on risks and deployment from Office (ISO) rating of class 2. In addition, the three stations that are located strategically agency is pursuing international accreditation throughout the 21 square miles of coverage area. through the Center for Public Safety Excellence. A fourth station is in the planning stages to provide coverage to future high-density housing The Bozeman Fire Department serves an and mixed-use commercial facilities. Staffed to approximate population of 57,000 residents. In support the community, BFD embraces its future addition, the local area has thousands of visitors vision and excellence in service delivery. and many others employed within the community. Growth and increase in population have and will provide for specific risks for which The Bozeman Fire Department considers, prepares, and deploys its resources and personnel. V0 Center r. Public Safety 3 Excellence- Fire Chief Operations Diwislan Inspections Division Deputy Chief{Operations Deputy Chief{Fire Chief} Marshal) fire Plans Examiner, A Shift B Shift C Shik Battalion Chief �- Battalion Chief Battalion Chief � ttalian Chief Support Services - �Flrelnspector Station 1 Station 1 Station 1 Training Captain CepL+in Captain Captain - �Flrelnspector Engineer(ij Engineerll) Englneer(1} Fireli�ghlers(2j^� Firenghters(21 FircOghters(2y ire Inspector Station 2 Station 2 Stati FIRE DEPARTMENT I Organizational Chart BOZEMAN MT FIRE DEPARTMENT Administrative Assistant CJplain Ce,ptain CaptaFA iEngineer(1) Engineer{1) Engineerll) NumbersStaffing fS(4i Firefighters 14) grelightegs(4) Swom Personnel Station 3 Station 3 Station 3Deputy Ceple n Captain CapteinBattalion fngineer(1) Engineerllj Engineer(1) " r Firefighters-24 irefgghters(2) s12} Firefighters(2j inspectorsFire Fire Plans Examiner- I Civilian Personnel P,O.Box 1230 t" 300 Eost Oak Street h1 Bozeman,h1T 59711111111111 71-1230 © 406 582-2350 l F� 406-582 2355 www,bazeman.net DD 406-582-2301 THE MOST LIVABLE PLACE, 0� Excellence- r 2025-2029 STRATEGIC PLAN r } Agency Stakeholder Work Session Participants Mission The mission reflects the core purpose of the organization and empowers all BFD members.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 workgroup met to revisit the existing mission and after ensuring it answered the questions,the following mission statement was created, discussed, and accepted by the entire group: The Bozeman 1artment's mission is problem s1 through professional an1 compassionate service since 1884. Center r, Public Safety 5 Excellence BOZ E MAN MT FIRE DEPARTMENT I Values Values embraced by all members of an organization are extremely important,as they recognize the features that make up the personality and culture of the organization.A workgroup met to revisit the existing values and the following was agreed upon by the group. StrivingExcellence: Inte for the highestActing with honesty, in service, performance, and accountability, and strong moral professionalism. principles to build trust and honor our • Continually • • • Striving- Refining performance both - Standing for what is right. individually and as a team. - Being accountable for our to be best we can actions. be. • decisions you others can be proud of. The mission and values are the foundation of this agency. Thus, every effort will be made to keep these current and meaningful to guide the individuals who make up the Bozeman Fire Department to accomplish their goals, objectives, and day-to-day tasks. I Agency Stakeholder Work Session Center f., 6 ��� Public Safety Excellence- 2025-2029 STRATEGIC PLAN Vision An organizational vision exists to keep all agency members focused on the successful futurity of the Bozeman Fire Department and to guide quality change and improvement in alignment with the community. In support of the futurity created within the community-driven strategic planning process,CPSE facilitated the revision of the BFD's vision for the future. The agency will support the reality of this vision through successful plan implementation and goal achievement. The Bozeman 1 committed to improving the safety 1well-being of our community while striving 1 be a leader N Agency Stakeholder Work Session Center r Public Safety 7 Excellence FIRE DEPARTMENT high-levelGoals Community feedback and the SOAR process led to the determination of strategic initiatives representing the agency stakeh•lders developed into goals.The BFD must nowgoals a focus of efforts that will direct the agency to its desired future. Goals with complete objectives, tasks, • assignments are included in a separateManagement1 1Guide. The Bozeman Fire Department will ensure quality and Center consistent training of its members, improving life safety and property conservation. The Bozeman Fire Department will administer a multi- faceted approach to reduce risk and improve life safety in the community. The Bozeman Fire Department will develop a comprehensive workforce strategy that enhances recruitment and retention, prepares staff for future roles through succession planning, and promotes health and wellness. The Bozeman Fire Department will enhance operational effectiveness with a focus on staffing, EMS delivery, apparatus, and equipment management. 0• Public Safety 2025-2029 STRATEGIC PLAN Conclusion Working with community and department members from all levels,this strategic plan was developed...but the work is truly MT just beginning. Agency stakeholders must now execute and 2025107-FMAN STRATEGIC AN institutionalize the plan to ensure the community's & GUIDE expectations and the Bozeman Fire Department's vision remain congruent. The accompanying Management and Implementation Guide will assist the BFD in the mechanics of implementation. The guide is not intended to be all- inclusive; rather, it provides flexibility to ensure future success. It must be remembered that during this journey of regeneration through change and improvement, recalculation may need to occur to find the success desired. This strategic plan is a roadma to help the Bozeman Fire Department P P P P navigate that change and futurity. The ability to pivot to meet � �' the current environment as institutionalization and implementation occur provides a greater likelihood that the desired outcomes and efficacies will be realized as envisioned. perfection, • we will chase it relentlessly, knowingBut along way,we shall catch excellence." Vince Lombardi Center r, Public Safety 9 Excellence BOZE MAN MT FIRE DEPARTMENT E"--INPM- -- - Appendices A. Community Stakeholder Findings The Bozeman Fire Department demonstrates a commitment to its community via a focus on community input and satisfaction.A community stakeholder session was held to gather feedback from the respondents on the agency and its various services delivered. Community stakeholder feedback helped agency stakeholders identify any misalignment with the organization's foundation, performance, or values. This insight enabled the creation of new strategies and processes for improvement. Community stakeholders were identified by the agency to ensure broad representation.The breakdown of groups represented is presented here: Law Enforcement,1,7% Ti Public 1' Healthcare,3, 1' ' Education, Community • • 3,20% Center m- 1 O Public Safety Excellence- ------------------ 2025-2029 STRATEGIC PLAN Respondents were asked to list, by priority, up to three subjects relative to expectations, concerns, and strengths or positives for the BFD.Expectations and concerns were then analyzed for themes and weighted. The numbers in the parentheses are the cumulative weighted value that correlate with the themes identified.While the themes are listed in prioritized, weighted order, all responses were important in the planning process. Strengths or positives are listed verbatim and may be repeated based on different respondents. The specific data and findings from the community stakeholder respondents are provided to follow. Community Expectations of the Bozeman Fire Department (in Priority order) 1. Response Times. Fast/timely response to emergencies. Timely response to all emergency situations (fire, first responders, HazMat). To provide a timely response to fire and EMS calls for service. Response time should be quick(53) 2. Fire Department Operations. Respond when needed with appropriate resources (labor and equipment). Efficiency of operations lean into priorities getting most attention and focus. Support of emergency operations with equipment and expertise.Efficient,fast-acting,trained team members. (22) 3. Local and Regional Coordination. Ability to communicate and cooperate with other related agencies and first responders. Mutual aid. Coordination with the building department support to healthcare with tours, review of fire plans, and a mutual communication to make sure we are prepared. Willingness to assist first responder partners,even with mission creep.Operate regionally. (10) 4. Community Relations.Be visible in the community.Community reputation.Community connection,a stake in the community being served. (9) S. To be trained for emergencies.adequate training for various scenarios.Professional,highly trained staff. (7) 6. Training of public on personal safety in the home. Public education,fire prevention. (6) 7. Emergency management and resilience. (3) 8. Solving problems. (3) 9. Putting the customer first.Understanding community needs. (2) 10. Attract and retain top-notch staff. Properly staffed. (2) 11. Emergency medical services. (1) Center r is Public Safety V11 Excellence- BOZE MAN MT FIRE DEPARTMENT C - -- --J Areas of Community Concern about the Bozeman Fire Department (verbatim, in priority order) 1. Staffing. Adequate staffing. The ability to hire, train, and retain staffing levels to meet the growing community needs,especially considering the cost of living in Bozeman.Will they be able to handle an increase in requests for services with staffing? Staffing levels -- are they able to handle the emergency needs of a growing community? Adequate staffing. Seem to need more inspection personnel. (22) 2. Community Growth.Ability to keep up with growing demand.Will there be enough time to expand resources as the community grows/community needs grow. Concerned for our fire department regarding the recent growth of our community-are we providing the resources they need? (13) 3. Adequate Funding. Enough funding for labor and equipment. The continued funding to meet the needs of a growing community to meet the expectations listed.Funding. (13) 4. It may already be in place-I would like to see well-trained paramedics on all response vehicles.Being dependent on a for-profit EMS transport agency when this constitutes a majority of call volume. (6) S. High-density housing resulting in numerous vehicles parked on narrow streets blocking and limiting access for fire engines. (5) 6. Occasional ability to review development applications in a timely fashion. (5) 7. Rural location,widespread community,large coverage areas. (5) 8. Need to operate at a regional level;build that expectation in crews. (5) 9. Always a concern about the cost of having the best equipment, etc. Having the best of everything in the name of public safety. (3) 10. 1 would like to see vehicle accidents cleaned up of glass and debris. (1) 11. Innovation. (1) 12. How to ensure firefighter safety. (1) 13. How can the community be more supportive and provide means for requests from the department? (1) Positive Community Comments about the Bozeman Fire Department (verbatim, in no order) • BFD has a great relationship with MSU as a whole,but especially with the university's police department.They are great community partners. • Strong support of community with positive attitude. • Response times. • Excellent response times. • Great community partner. • Chief Waldo is accessible to community leaders. • Bozeman Fire has always been involved in the community-school presentations,facility tours,National Night Out -great to see emergency services being part of the community they serve. • They always provide open and honest dialogue as to what is happening int their department and the community they serve. • They have been very supportive of planning with our emergency operations team in working with our hazmat set- ups. • Increase in locations to cover more areas in a safer timeframe. • Very professional. • Well-educated. Center f., Public Safety ��o 02 Excellence 2025-2029 STRATEGIC PLAN • Proper locations of stations. • Forward-thinking leadership. • Quality staff. • Leadership Team(positive). • Competent(positive). • Capable. • I am impressed with the high level of professionalism. • My interaction has always been positive with fire department personnel. • Timely response to emergency events. • Mutual aid to surrounding communities. • Community engagement: National Night Out. • Professionally-run. • Collaborative. • JW is great. • My concerns are known and shared by many strong relationships with community fire districts. • Forward-thinking fire department. • Engagement and participation in community events,including ride-to-school programs. Other Community Comments about the Bozeman Fire Department (verbatim, in no particular order) • Under Chief Waldo's leadership,every aspect of BFD services and communication have been elevated. • Born and raised in Bozeman (40 years) and the fire department has always been present and involved in the community. • I sometimes wonder how interlocal agreements cost the city, as we tend to be one of the only fire departments around. VV0, Center ro, I Public Safety 13 Excellence, BOZ E MAN MT FIRE DEPARTMENT Things the Community Feels the Bozeman Fire Department Should Change (verbatim,in priority order) 1. Add ambulance service. 2. Consider EMS transport. 3. More Public Education (get a Dalmatian). 4. Smaller scale/more agile,quick response to medical calls. Things the Community Feels the Bozeman Fire Department Should NOT Change (verbatim,in priority order) 1. Community engagement/outreach.Relationship with community.Community Involvement. 2. Working closely with neighboring departments.Fire chief focus on joint operations regionally. 3. Professionalism/Quality.Quality/training of staff. 4. Their relationship with MSU.Their supportive attitude toward the business community and culture. Community-Prioritized Programs Understanding how the community prioritizes the agency's programs and services allows the Bozeman Fire Department to ensure its focus on resource allocation aligns. With that, prioritization feedback was garnered with an instrument that compared the prioritization of the programs and services offered by the BFD.The results were as follows: •• . . •0 79 :• 71 70 60 ,• • 20 0 SuppressionFire Prevention Fire Public Fire Emergency Fire Emergency Technical Hazardous Program Education Investigation, Management ProgramProgram Origin,and Program Program Services Program Mitigation Cause • Program Center f., 14 �� Public Safety Excellence- 2025-2029 STRATEGIC PLAN Now_ B. Agency Stakeholder Work A group of agency stakeholders representing the various segments of the BFD attended a three-day work session to review the community feedback,develop or revise the agency's mission and values,and establish a quality focus on the way forward in developing this community-driven strategic plan. Additionally, the process included an environmental scan in the form of a strengths, opportunities, aspirations, and results (SOAR) analysis to better understand the current situational aspects impacting the agency. SOAR The agency's internal stakeholders utilized a strategic environmental analytic method known as SOAR: where members consider the organization's current strengths, opportunities, future aspirations, and strategic results to formulate a path for continuous improvement. The SOAR process was conducted for reflection, focus, and alignment with the organization's set of values, its vision, and its mission. This appreciative inquiry process provided environmental scanning for strategic direction, associated plans through the application of innovative ideas, and a positive strategic framework that brings clarity to the agency's vision for leadership in day-to-day functions. Strengths People who can adapt,adjust,and innovate,and who Public support:we have built trust through actions and are fitness-dedicated. performance,very involved in the community. Diverse skill sets and experience. Excellent equipment and apparatus. Light duty program accommodates member and Facilities that address current needs and accommodate department duties. future growth. Strong focus on service delivery. Funding and support from city commission. - Strong relationships with other city and BFD A growth mindset shared by staff and overall stakeholders. organization. Adaptability to community needs. Productive labor/management relationship. Quality of onboarding of new staff. Good working relationships with mutual aid partners. Strong interpersonal relationships. Sufficient recruitment and retention. High individual training hours-240 hours minimum, Outside training funding,opportunities,approval,and average of 34S hours. support from administration. Mental health awareness. Forward thinking. Resiliency despite many changes. Quality personnel. Compassionate towards members of the department. Hired people with good character. - Department reputation creates a strong applicant pool. Our members have international outside recognition. Diversity of capabilities and opportunities for I Leaders promote empowerment to all personnel to individual development and growth. make decisions. Center r Public Safety 15 Excellence- BOZEMAN FIRE DEPARTMENT " Opportunities Better prepared for EMS/transport that is currently Scale our programs as we grow and priorities shift- performed(Safety Net Program). right size and service ability. Targeted approach towards specific training. Improve total response time. Improved integration in community risk reduction. Standardization and consistency in training JPRs. Opportunity to build a relationship with AMR on Expansion of the training division,including increased staffing needs weeks/month ahead. positions and an EMS-focused concept. Improve and create a more comprehensive Increased attention to health and wellness for officer/engineer program with follow-ups yearly. members,including tracking and follow-up. - Accountability to company performance standards. Improved relationship with mutual aid responses. Refine/expand upon the professional development EMS transport management. plan. Improved training facilities. In-house vehicle maintenance program. Review recruiting strategies to increase depth and Expand deployment opportunities regionally and diversity of applicant pools. nationally. More hands-on job-specific training in accessible Mutual aid training opportunities based on different locations. frequencies. Follow through on messaging and execution of the Be prepared for the possible action of taking over all strategic planning process. EMS transport. Fitness/health evaluations,injury prevention,annual Improved response and planning for disasters.Improve testing. total response time. Enhancement of the apparatus replacement program. Aspirations Continue to improve and prioritize customer service, Take a leadership role in the operational relationships internal and external. with regional partners. Have a high standard of interpersonal skills in all BFD will have dedicated support positions to improve emergent and non-emergent interactions. operations. Aspire to have a sufficient,cost-neutral BFD transport Aspire to have a workforce development program that in the next five years to eliminate inconsistencies. continues to prepare all members. Aspire to have a personnel development program that Borderless response for mutual and auto aid to ensure prepares members at every level. closest unit applies. Aspire to have a more robust CRR program.Narrow In the near future,the BFD will be known as an down to a timeframe to achieve goals,and have metrics excellent provider of practical and technical skills to and benchmarks. provide more consistent service delivery. Reduction of redundant services across the county with a regional fire authority. Center r ��� Public Safety 16 Excellence- 2025-2029 STRATEGIC PLAN i Results - Incredibly open to new - Improvement in EMS skill competency. - EMS care and transport improve ideas. - Training JPR will result in more people outcomes,reduce reliance on fire - More consistency in meeting or exceeding the standard. suppression resources,better training,more shift - Professional development plan with patient care,and improved interoperability,and implemented tracking. continuity of patient care with increased mutual aid increased QA/QI. interoperability. - In-house vehicle maintenance decreases - Consistent regional practices and downtime and costs. service deliver result in more - Department and union _ Health and wellness will increase effective mutual aid calls, interaction and post-career with less sick time involvement. longevity p improved communications,and and injuries. resource efficiency - Improved buy-in and morale department-wide. _ Improvement in fire response resiliency. improvements. - Improved Emotional IQ. - Training for an appropriately prepared - Training and more awareness staff in all positions. result in fewer injuries to all - Improved call processing - $orderless response will result in better members. and integrated safety. response times,reduction in costs,and - Higher quality of applicants by - Adequate number of increased training opportunities. expanding recruiting parameters. qualified positions(acting _ Empowerment results in exposure to - People with good character roles). training,leadership at all levels,and increase productivity, - EMS transport will positive outcomes without engagement,and an enjoyable improve ALS abilities and micromanagement. workplace. reduce cross-staffing and _ Strong relationships with internal - Diverse skill sets help to prevent delays of care. ! stakeholders,resulting in a shared vision institutional bias and provide an and comprehensive customer service. improved diversity of solutions. Programs and Services It is imperative that agency stakeholders distinguish between the core deliverables (programs and services) provided by the Bozeman Fire Department and those supporting services that help the agency provide the core programs and services. With this understanding, the agency stakeholders can further define where the issues and gaps exist within the organization and provide more basis for the environmental scan that is conducted.To bring this understanding to fruition,CPSE provided guidance and gained consensus understanding with the entire group so that the difference between the deliverables and the supporting functions were understood. Center r ��� Public Safety 17 Excellence BOZ E MAN ` FIRE DEPARTMENT Challenges and Service Gaps After sifting through data and feedback provided by the community stakeholders, and the internal environmental scan conducted, the agency stakeholders, by consensus and group effort, determined the following challenges and service gaps exist within the Bozeman Fire Department. Each challenge or gap listed is accompanied by the causal effects determined by group feedback. They are then linked to the strategic initiative identified by the agency stakeholders. Group Feedback Initiative Link o Funding o Policy o Mutual aid o Facility o Time o Time o Availability o Multi-company o Scheduling o Value Training o Geography o Mutual aid o Facilities o Accountability o Funding o Quality and relevance o Access and availability o FSTS certifications o AED's o Inspections o Narcan o Pre-plans o CPR o PSAs o Car seat o Community outreach Community o Fire prevention week o Plan review Risk o Code enforcement o Code updates and adoption Reduction o Public education programs o Montana regulations o Shift training on code knowledge o Equipment and technology o Staffing o Competition o Hiring process and candidate pool o Support staff:maintenance,HR,EMS,fire dispatch,training o Department image o Reputation o Twelve new-hires o Recruiting o Diversity and staffing Personnel o Retaining Managemen o Development t o PPE o Training o Mental o Physical o Cancer screening o Exposure tracking o Company performance standards Center r, 18 Public Safety Excellence- 2025-2029 STRATEGIC PLAN Group Feedback Initiative Link EMS Delivery Operations o AMR reliability o EMS transport o Equipment and apparatus o Staffing o Growth demands o SOGs and tactics manual o Abuse of system o Training o Education and training o Pre-arrival assignment o Money o Truck culture o BFD buy-in o Specialty teams o Mission creep o Apparatus and equipment Apparatus and Equipment o Deployment and dispatching o Funding and procurement o Consistency and reliability o Maintenance o Position availability Operations o Technology o Technology o Training o Certifications and qualifications o Consistency and availability EMS-Current Model o Continuity of operations o Apparatus and equipment o Design by needs o Maintenance o Ambulance and QRV o Protocols o Qualifications and certifications o Medical direction o Innovation o Stand-by events o Safety and ergonomics o Billing o Bobcat(UTV) o Reports o Technology platforms The following information is raw data from the deliberation of the workgroup that are not linked directly to a strategic initiative but remain important. The department is best served to understand and embrace this other information as it moves forward for deliberative purposes and consideration of support of the strategic initiatives. Group Feedback Topic o Engine,truck,QRV,ambulance o Zeurcher CAD system o AMR o Regional deployment Resource o Dispatch and radio system o Backfill Deployment o Information management system o MCI o Pre-planning o State and federal resources o Hazardous materials o Isolation(72-hour plan) Disaster o Technical rescue o Protocols preparedness o Funding o COOP plans o Community outreach o Identification of emergency support o Training function Strategic Initiatives Based on all previously captured information and determining critical issues and service gaps,the following strategic initiatives were identified as the foundation for developing goals and objectives. Training Operations Prevention Personnel Management Center r 10� Public Safety Excellence- 9 BOZ E MAN MT FIRE DEPARTMENT 2025-2029 STRATEGIC PLAN