R-2017-06 CITY OF CLERMONT
RESOLUTION NO. 2017-06
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CLERMONT, LAKE COUNTY, FLORIDA ADOPTING THE FIRE
DEPARTMENT STRATEGIC PLAN FOR YEARS 2017-2022;
REPEALING ALL PRIOR RESOLUTIONS IN CONFLICT HEREWITH;
AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, the City Council of the City of Clermont desires to adopt the Fire
Department Strategic Plan for years 2017-2022;
NOW, THEREFORE, BE IT RESOLVED, that the Fire Department Strategic Plan for
years 2017-2022 is hereby adopted as follows:
SECTION 1.
The City Council does hereby adopt the Fire Department Strategic Plan for years 2017-2022 as
set forth in Attachment A, attached hereto and incorporated herein. The City Council of the City
of Clermont may amend the Fire Department Strategic Plan for years 2017-2022 by resolution
when deemed necessary and in the best interest of the City of Clermont.
SECTION 2.
Any resolution previously adopted by the City Council and in conflict herewith is hereby
repealed to the extent of the conflict.
SECTION 3.
This resolution shall take effect immediately upon its adoption.
1
CITY OF CLERMONT
RESOLUTION NO. 2017-06
DONE;AND RESOLVED by the City Council of the City of Clermont, Lake County,
Florida this 14th day of February,2017.
CITY OF CLERMONT
t.
Gail L. Ash, Mayor
ATTEST:
al jib;-
Tracy.Ackro d Howe, City Clerk
Approved as to form and legality:
Da4WIli .ris,City'Attome
. .
Sc
‘-.. iiia41e- kitt
CLE0v(ONT v
_...... ..._
eofChampis 2 0 1 7 - 2 0 2 2
DA, „
—1r--------it• , :.,
!;01140tc-
-i 1, , - LP . : , . '• .0.1-" .
. •,/ , .,•. ,-".I
. - -
'-' .-_
---'-P°'' caR • Nr . ‘,.
' • •.• ..— •
1 . ,
, - ' • .16'j
'. ..-- "" '''---• -----,--17— '
..7"---
'
• N • •
' :-:'.'''-L..1.-.-F-7'-..-,M-: -' •---•-,'-'''-' IR p• •, ._,....,,
. s, .. , /
' . . -; f Cha -----
-0?.\: .
„
pi be
,,/' :',,\G
/ ' ti =< / \ ,
, SC '','••1/
,
I . .-.• ,
\''''
'/.
' firtgaB' Eag
\ • ,
. . ,
,..„..,..../ i
. Latbsw
„,, ,,,
1884 .---" '•• .•,.
-
4 ,
...0.
EP • ..
\ b 1
\.i.,..: .
P C.,
. ,
,,f7„ :-,A', ' • .
FLORIDA
k' ,
''''''* •it .p..\-, - i . „.
V-•I %pm%
. ' \
1
,--"---- .
,--
4tk, v ' ,,•\ , '' ''''"' '- , , :7-r-z.. ..,- ,
._ • :',L- \
N --
, ,,, , • ,t. .,,. .. ..4.,
..., i .
1.,......_._ ,„
• • - ' i ,, \
\\
, N \14 (1 ' -':\ ,N •
------,--- \ 'OC
. .
Cm'
CLERMONT FIRE DEPARTMENT
DEPj giRrION1FLORIDA STRATEGIC PLAN 2017-2022of
Table of Contents
Organizational Background 3
Organizational Structure 5
What is strategic planning? 6
Process and Acknowledgements 7
External Stakeholder Group Findings 8
Community Perceptions and Priorities 11
Satisfaction 13
Concerns 13
Strengths 14
Weaknesses 14
Opportunities 14
Threats 15
Internal Stakeholder Group Findings 16
Perception 18
Importance of services provided 18
Recommendation for improvement 19
Services Provided a Firefighters 19
Perspective
What services would you add? 20
Strengths 20
Weaknesses 21
Opportunities 21
Threats 22
Critical Issues and Service Gaps 22
Strategic Initiatives 24
Goals and Objectives 24
Vison 43
Performance Measurement 43
Glossary of Terms, Acronyms and Initialisms 44
Works Cited 54
CLERMONT FIRE DEPARTMENT
LERN
STRATEGIC PLAN 2017-2022 O� NT
This page intentionally left blank
2
m,d
tiii
ki. CLERMONT FIRE DEPARTMENT =
()EPz • o c o cLER ONT
FLORIDA T-RA
EJ c 11C� PLAN N 2 7 2022 of -
Organizational Background
The City of Clermont was founded in 1884 and incorporated in 1916. The area was primarily
agricultural with miles and miles of citrus orchards covering the hilly landscape.
1
A'
C
i
x .
7
The Citrus Tower 1956 1
https://www.floridamemory.com/items/show/1716
3
CIT.as
rtti
CLERMONT FIRE DEPARTMENT ec
4.E�� CLER"ONT
FLORIDA STRATEGIC PLAN 2017-2022
Citrus Tower 2017
The Citrus Tower is a 226-foot-tall (69 m) structure built in 1956 in Clermont, Florida. Once
the most famous landmark of the Orlando area, it was built to allow visitors to observe the miles
of orange groves surrounding it; developments in the citrus industry since its construction have
left it providing a view of suburban neighborhoods today. With the antenna reaching over 500
feet(152 m) above sea level, it is the highest observation point in Florida."2 The tower attracted
500,000 visitors per year until 1986 when a series devastating freezes (1984, 1985 and 1986)
killed much of the Citrus.
Land became more valuable as development opportunities and Clermont began to grow.
According to Citydata, Clermont had just 9,333 residents in 2000. Today,just 17 years later, the
city has approximately 37,000 residents. The number of residents has more than tripled in just
17 years.
The Clermont Fire Department has grown as well. Established in 1923 as a volunteer department
and remaining all volunteer until 1999, the Fire Department has experienced rapid growth.
Clermont Fire department began utilizing paid firefighters in 1999, with one paid fire fighter
assigned to Engine 101. By 2013 Clermont Fire Department was operating three stations and four
pieces of apparatus. Station #4 opened in August of 2016.
2,https://en.wikipedia.org/wiki/Florida_Citrus_Tower
4
_ - - ---- - - -- -
CLERMONT FIRE DEPARTMENT
-N Ef;l C L E RMO NT
STRATEGIC PLAN 2017-2022 -••.°T..--ticiice of Charrcions
All Clermont Fire Department apparatus have been Advanced Life Support (ALS) since 2001.
Clermont Fire Department also provides Haz-Mat, technical rescue and extrication response
services. Clermont Fire Department responded to 3,113 calls for assistance in 2009. The
- department responded to 5,376 alarms in 2015 and is projected to respond to 6,049 alarms in 2016.
In May of 2016, the City of Clermont was evaluated and received an ISO public protection
classification rated of 2. This is an assessment of firefighting ability, water supply and the ability
of the jurisdiction to answer calls for assistance. The evaluation is conducted by.the Insurance
Service Organization. ISO Public Classification Rating range from a"10"(worst)to a"1" (best).
Over 48,000 fire protection areas have been evaluated and classified. Currently, 538 departments
nationally have been rated as a"2", in Florida, 765 departments have been evaluated and 31 have
received a PPR of 2.4 •
Clermont is now seeking accreditation through the Commission on Fire Accreditation
International. Clermont Fire Department is committed to continuous quality and service
improvement. •
3. http://www.city-data.com/city/Clennont-Florida.html
4 https://www.isom itigation.com/program-works/facts-and-figures-about-ppc-codes-around-the-
country.html
5
01,OP
VIRE
t`
L, CLERMONT FIRE DEPARTMENT sc
E� CLE R WONT
FLORIDASTRATEGIC PLAN 2017-2022 of ,
Organizational Structure FY 2015/16
Fre Chief
Atenhnistrathre
Assistant
Assistant Chief /Wigan thief
Aamhnisttation Operations
Stag 1
Assistant � Fre CaptainF_
(ENS)
Fire
Marshal
FF/Fire
Inspector
Fire
inspector
Rhe piens Battalion thief
Examiner
Shill)
ti.
H _l_n
Station f Station 2 S`i ew: Station 4
Firefighter- Firefighter— _Firefighter _Firefighter
(2)
Firefighter_ firefighter_ _Firefighter _Firefighter
(2)
Firefighter_ firefighter_
(Floater) (Floater)
Battalion Chief Battalion Chief
(8 Shift) (C Shift)
_-
_L --I— I guar imam's i.6..... �
ue,sn.e tinee,ra lu . ,, t .rere
Station1 Station 2 Steh��D(F� Station4 Station 1 Ration2 R1New�� in
Station4
Firefighter— Firefighter_ -Frd ster _Firefighter Firefighter_ Firefighter_ -Firefighter _Firefighter
(2) (2)
Firefighter_ Firefighter_ Firefighter _Firefighter Firefighter_ Firefighter_ _firefighter _Firefighter
(2) (2)
Firefighter_ firefighter— Fhdighter Firefighter—
(Floater) (Foster) (Floater) [ (Foster)
Note: * Blue indicates new positions for 2015-2016
6
On OI
,‘„L.
CLERMONT FIRE DEPARTMENT Sc
DEp1.
FLORIDA
STRATEGIC PLAN 2017-2022 of Charrpforts
Strategic Planning
What is strategic planning? Strategic planning is a "disciplined effort to produce fundamental
decisions and actions that shape and guide what an organization is, what it does, and why it does
it."5
Traditionally, strategic planning was conducted by military and for-profit companies. In the
1980s,the public sector recognized the value of strategic planning to taxpayers and other
stakeholders. While the focus of strategic planning in the public sector is not maximizing profit,
it is about maximizing effectiveness and efficiencies so that the tax payer is realizing maximum
value for their tax dollar.
There are a number of benefits to the organization to engage in strategic planning:
1. "It promotes strategic thought and action. By looking at the
organization strategically, it forces the organization to gather
information from internal and external sources to clearly identify what
the organization is supposed to do, if it is doing it well and what it
needs to do bring expectations into alignment with reality.
2. Strategic planning improves critical decision making by giving the
decision makers a broader perspective of the issue. Decisions are made
with the future consequences in mind.
3. Because the strategic planning process involves people from across the
organization, and external stakeholders,there is a clearer sense of
purpose and awareness of organizational strengths and weaknesses.
The organization is better able to respond to rapidly changing
circumstances.
4. Policy makers and decision makers are better able to fulfill their roles
because there is a clear direction."6
Strategic planning is especially important for organizations in rapidly changing environments.
Clermont is changing rapidly. The City has experienced rapid growth in both population and
5 Bryson,John M. ,Strategic Planning for Public and Nonprofit Organizations, A Guide to
Strengthening and Sustaining Organizational Achievement, Revised edition(San Francisco:
Jossey-Bass Publishers), 4-5.
6 Ibid, 7
7
Offd
as ^
CLERMONT FIRE DEPARTMENT
o . ERMO
OEpl
FLORIDA STRATEGIC PLAN 2017-2022 CL .
land mass. It is critical to efficient and effective operations that the Fire Department properly
plan for this growth.
The Strategic Planning Process:
Forbes suggests a five-step process:7
1. Determine where we are now
a. Identify real competencies, not perceived competencies.
b. Identify the organization's strengths, weaknesses, opportunities and threats.
c. Conduct internal and external stakeholder reviews.
2. Identify what is important
a. Define the mission of the Clermont Fire Department: (markets, customers,
services, etc.) and vision (What does the future of Clermont Fire
Department look like?)
b. Determine what the priority issues are.
3. Establish SMARTS goals and objectives to address these issues.
4. Identify who in the organization will be responsible for each goal or objective.
a. Each objective and or goal should identify the necessary budget or other
resources necessary to meet the goal.
5. Review and refine.
Process and Acknowledgements
The Clermont Fire Department acknowledges and thanks the external stakeholders from the
community and internal stakeholders who are members of the Fire Department who participated
in the Community-Driven Strategic Planning Process. The process was also aided significantly
by input from Chief Carle Bishop and the city's communications director.
http://www.forbes.com/sites/aileron/2011/10/25/five-steps-to-a-strategic-plan/#7158c6466I of
8 Management Review.November 1981 George Doran, Arthur Miller, and James Cunningham
8
a
�►�VIRE:
CLERMONT FIRE DEPARTMENT e;
if
0E131 CLERMONT
FLORIDA STRATEGIC PLAN Cheiceripiorts
Methodology
The facilitator for the external and internal work groups was the City of Clermont's
Communications Director and Public Information Officer Doris Bloodsworth who has 12 years'
experience in public relations and marketing and is nationally certified as an APR in public
relations. Her training included conducting strategic research such as focus groups, SWOT
analysis and opinion polls. She graduated with highest honors in communications from the
University of Florida.
In order to facilitate the development of a strategic plan for the Clermont Fire Department's
future planning, it was determined that the city's communications director would use formal
tactics to capture the opinions and perceptions of an external stakeholders group that was
representative of the community and a second group that was made up of internal stakeholders—
members of the Clermont Fire Department.
To get the most objective results, both sessions were held at similar times in a neutral location:
the Clermont City Center. All participants were volunteers.
Before the sessions were conducted, Assistant Fire Chief Kathy Johnston, who is in charge of the
fire department's accreditation application, met with Mrs. Bloodsworth and selected members of
the Fire Department on March 28, 2016,to go over goals and benefits of the accreditation
process. Assistant Fire Chief Johnston assigned areas of responsibility to coordinate information
needed for the accreditation application. Subsequently, Mrs. Bloodsworth and Assistant Fire
Chief Johnston discussed best practices and agreed on the questions that would be asked of the
participants.
Input received from the work sessions revolved around community expectations, concerns and
other comments that reflected perceptions of the Clermont Fire Department.
External Stakeholder Work Session
The participants in the external work group met on Thursday, June 16,2016, from 9:30 a.m.—
11:30 a.m. The facilitator was Clermont Communications Director Doris Bloodsworth, APR.
9
..4.,,.t i p„
e
CLERMONT FIRE DEPARTMENT
ti-,1
:.
bEi, �LERMONT
FLORIDA STRATEGIC PLAN 2017-2022 ; Q,o oTpp�,.
The external work group participants were as follows:
Clermont Fire Depart External Stakeholders
Participant's Name Title
Richard Chapman Risk Manager,ACH of America
Kimberly Couch Director, of South Lake Hospital's Community Relations
and the National Training Center
Chris Dudeck Program Manager, Parks and Recreation Department
Cheryl Fishel President, Cheryl Fishel Event Management
Ralph Habermehl Operations Manager, Lake EMS
Curt Henschel Planning Manager, Development Services
Duane Land Manager, Environmental Services
Joe McMahon Chief, Public Works Operations
Daphne Nedd Retired School Teacher
Lacy Smith-Castillo Finance Manager
Sgt. Shane Strickland Clermont Police Department
Environment for the External Work Group
_-:»acs
Clermont City Center Meeting Room
•
10
CT Or
atikVIP T
IL,
11
CLERMONT FIRE DEPARTMENT
(.,--;,•E ,. CLER ONT.
FLORIDA STRATEGIC PLAN 2017-2022 Chaice of -
Layout of the Meeting Room
Easel
1 _ . i ••
1 : I
, v f' f'
�t • A. `h
=I OM NMI
Participants were seated so that they could
face each other and also see the easel
where their responses were recorded.
11
0..d
v IRE_
nti
CLERMONT FIRE DEPARTMENT
0.--
OEp1 CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022 .
External Stakeholder Group Findings
The Clermont Fire Department has a longstanding reputation and commitment to serve the
community at the highest level of excellence.
Clermont Fire Department Mission Statement
Our goal: to protect the life and property of our customers—the citizens and visitors of the City
of Clermont—by providing public-safety services, fire suppression, fire prevention and
education, advanced life support emergency medical services and hazardous incident mitigation
at the highest level of service in a courteous and ethical manner.
This mission statement is underscored by a similar commitment expressed in the mission
statement of the City of Clermont,the Choice of Champions®to which the Clermont Fire
Department subscribes:
City of Clermont Employees' Mission Statement
To preserve and enhance the quality of life of the Clermont community by providing exceptional
services.
Community Perceptions and Priorities
In order to make strategic plans for the future,the Clermont Fire Department invited
representatives from the community to a work session that focused on the community's needs
and expectation of the department.
The external work session was divided into two parts. The first part was conducted as a focus
group in which participants could share their responses to open-ended questions. The second part
was a traditional SWOT(strengths, weaknesses, opportunities,threats) session.
What follows are the focus group questions and responses from the external stakeholders.
12
CLERMONT FIRE DEPARTMENT
CLERNONT
FLORIDA STRATEGIC PLAN 2017-2022
FOCUS SESSION QUESTION #1 - Perception:
What (10 you think about when you think about the
Clermont Fire Department?
Listed in order of hoer participants responded
1. Community training(crowd control, fire extinguishers, Pig on the Pond)
2. Equipment(rescue,tower truck)
3. Community relations, events (library; great with kids)
4. Firefighters are friendly and approachable
5. Training
6. Public servants(good guys; committed)
7. Incident command
8. Professionalism
9. Cutting edge
10. Progressive
11. Willing to take the next step
12. Efficient
13. Confident in their professionalism
14. Clean equipment
15. Understaffed
16. Best in county
17. Noisy(sirens)
18. Knowledgeable
19. Easy to work with
20. Accessible
21. Health conscious
22. Safety awareness ("awesome")
23. Willing to be at events; volunteer
24. More community training(looking for exits, etc.)
25. Feel safe
26. Willingness to change batteries in smoke detectors
27. Smart, experienced
28. Strategic response
29. Respect, passion
30. Explorers
31. Action plans for events
32. Professionalism (friendliness, experience, treatment of people who are injured)
33. Can always count on them
34. Train daily(sophisticated, in-depth)
35. First in county to have paramedic on truck
36. Must-have equipment
13
�2
CLERMONT FIRE DEPARTMENT 6;
CI-ERNONT
FLORIDA STRATEGIC PLAN 2017-202. 2
37. Communicate well
38. Open to new ideas
39. Rescuers
FOCUS SESSION QUESTION #2 - Satisfaction:
Hoer well (10 you think the Clermont Fire Department is doing?
Res)nnses are listed in aggregate
improved over past; continued progress= l participant
Great job= 1 participant
Well =9 participant
FOCUS SESSION QUESTION #3 - Concerns:
Do you have any concerns about the Clermont Fire Department as it pertains to the
future?
Listed in the order of hon' )artierants res Bonded
1. Annexation and keeping up (level of service)
2. Keeping up with water pressure
3. Interdepartmental communication
4. Staffing and pay
5. Support
6. ISBA and financial impact
7. ISBA—is it working?
8. Is pay high enough to keep the best?
9. Growth?
10. Does information trickle down?
11. Concerned about the rescue boat—will it fit under the bridge (over the Palatlakaha River)?
12. Joint station
13. Wellness Way (staffing for it)
14. Minneola's and other external growth
15. Noticing crime trends, including bomb threats and homeland security concerns
16. Transport
External Stakeholders' Perceptions of the Fire Department's Strengths)
Weaknesses, Opportunities and Threats
Participants took a short break and then returned for a SWOT exercise. The SWOT analysis
asked participants to share their perceptions of the Fire Department's Strengths, Weaknesses,
Opportunities and Weaknesses.
14
CLERMONT FIRE DEPARTMENT
0.. ER O
FLORIDA STRATEGIC PLAN 2017-2022 VV I
SWOT SESSION QUESTION #1 - Strengths:
What do von think are the Clermont Fire Department's STRENGTHS?
Listed in the order of how participants responded
1. Good ISO rating
2. Employees
3. Competence
4. New equipment
5. Budget
6. Community support and respect
7. Reputation
8. Knowledge and training
9. Explorer program
One of the other participants agreed with employees.
Another participant agreed with employees and reputation.
SWOT SESSION QUESTION #2 - Weaknesses:
What do you think are the Clermont Fire Department's WEAKNESSES?
Listed in the order of.holy )artici mitts res ionded
1. Salary?
2. Staffing level
3. Salary structure
4. Fewer training opportunities
5. Lack of support from upper management
Other participants said they did not know of any weaknesses.
SWOT SESSION QUESTION #3 - Opportunities:
What do you think are the Clermont Fire Department's OPPORTUNITIES?
Listed in the order of how participants responded
1. Growth
2. Showcase their skills. Example: through stories in the media
3. Raise awareness
15
a
CLERMONT FIRE DEPARTMENT �f
DEpIFLORIDA.
CIERI"�OI
STRATEGIC PLAN 2017-2022
4. Training
The remaining participants agreed with all of the above responses.
SWOT SESSION QUESTION #4 - Threats:
What do y ou think are the Clermont Fire Department's THREATS?
Listed in the order of how partici;ants res)(Hided
1. Growth
2. Salaries/budget
3. Relying on grants
4. Recruiting
5.New rescue boat/expectations
6. Medicine evolving risk (of keeping up on the latest information)
7. High expectations (maintaining the high expectations of the community and standards they
have set for themselves)
8. Homeland security
The remaining participants agreed with growth, salaries and high expectations.
Other comments
During 2013,the City of Clermont held a series of visioning sessions in which more than 1,000
members of the public participated. Here are some of the comments they made related to the
Clermont Fire Department.
What are the primary assets of Clermont(that are owned by the city)?
1. Fire department
2. Chief Bishop/employees
What is the draw for businesses to relocate to Clermont?
1. Fire Department
16
CIA 01
46241/4
Int
CLERMONT FIRE DEPARTMENT
i C RW ONT
STRATEGIC PLAN 2017-2022
Internal Stakeholder Work Session
The participants in the internal work group met on Thursday, Sept. 8, 2016, from 1:30 p.m.—
3:30 p.m., at the same room in the Clermont City Center where the External Stakeholder Work
Session was held.
Similar methodology was employed for the session. The goal was to capture the perceptions of
Clermont Fire Department personnel about their department. The first part of the work session
was devoted to focus-group tactics. The second half was a SWOT(strengths, weaknesses,
opportunities, threats)exercise.
The facilitator was Clermont Communications Director Doris Bloodsworth, APR.
The internal work group participants were as follows:
Clermont Fire Department Internal Stakeholders
Participant's Name Title
Rick Caster Firefighter/Paramedic
Brian Hawthorne Firefighter/Ins sector
Judd Lent Firefi:hter/Paramedic
Pamela McDuffee Administrative Assistant& PIO
Jennifer Pierce Firefighter/Ins sector
Alan Pun Lieutenant- Firefighter
Erik Stran:e Lieutenant- Firefi.hter
Also met in a neutral location at the City Center
17
OM Or
" : CLERMONT FIRE DEPARTMENT =
DEV1: . CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022
- i
1 1 I .'_-,1 --__ _.-j 1' ;114'1 - 1—
j_.-- "4,-. .! i,. 1,,,, ,,,,,,, , ,____L____ _:16 ,.___.__________P ,
, , i - .1:-.11:; -ril •
ri
Clermont City Center Meeting Room
•
Layout of the Meeting Room
Easel
1 ., t..`, 1;.r
r
I
! � '�r�r. 1, �a i i1
i
t J`ln
UM OM
Participants were seated so that they could
face each other and also see the easel
where their responses were recorded.
18
OTT Or
CLERMONT FIRE DEPARTMENT
ER O
CL �"- NT
FLORIDA �� ;[� _A\-,[' r.,1) {cc p.) [ ,C 'J1 22 of ?"4"-
FOCUS SESSION QUESTION #1 - Perception:
How do von view the Clermont Fire Department,
with 1 being "unfavorable" and 10 being "favorable"
and 5 and 6 being in the "neutral" range?
Listed in aggregate
Two people ranked the department as a 7.
Three people ranked the department as an 8.
Two people ranked the department as a 9.
All ratings were in the favorable range.
FOCUS SESSION QUESTION #2 - Services:
How important are the services the department currently provides?
The scale was 1 = "not important" up to 5 = "very important."
Listed in aggregate
Category #of participants Rating
Fire Suppression Activities 7 5
Medical Response/Advanced Life Support 7 5
Fire Prevention/Codes Enforcement 5 5
1 4
l 3
Fire and Life-Safety Education Programs 2 5
5 4
Special Operations Response 1 4
4 3
2 1
Disaster Response 2 4
4 3
1 1
19
CLERMONT FIRE DEPARTMENT
Eo
OEpt- CIR- � NI
FLORIDA STRATEGIC PLAN 2017-2022
FOCUS SESSION QUESTION #3 - Recommendations:
What recommendations would you like to nuke for improving the fire department's
services and/or programs?
Listed in order of how participants responded
1. Special operations personnel lack equipment they may need.
2. Need more training for natural disasters.
3. Feeling overwhelmed by Clermont's rapid growth.
4. The number of events that the city and community put on are overloading the department.
5. May need more staff for events and staff per truck.
6. Balance work and personal time because of the high-risk nature of our jobs.
7. More personnel needed for fire-prevention education.
8. Dedicate a position for training officer.
FOCUS SESSION QUESTION #4 - Consensus:
What services does the Clermont Fire Department provide?
Listed in order of how participants responded
1. Car-seat installation by appointment. It was noted that South Lake Hospital expects this
service from the Clermont Fire Department even though other hospitals tend to have
technicians on staff.
2. Fire and EMS services
3. Smoke-detector installation
4. Fire-safety education
5. Crisis management
6. Surface-water rescues
7. Crowd management
8. Hazard-materials response
9. Mutual aid to other fire departments
FOCUS SESSION QUESTION #5 — Public Expectations:
In what areas does the Clermont Fire Department
meet or exceed public expectations?
Listed in aggregate of responses
1. Response times
2. Customer service
3. Education
4. Trucks
20
arr as
� CLERMONT FIRE DEPARTMENT
-, ER O
FLORIDA STRATEGIC PLAN 2017-2022 CChoice of Chairpore-
NT
FOCUS SESSION QUESTION #6— Additional Services:
What service is lint offered that you would add?
Lister/in aggregate of responses
1. Transport—more care and faster
2. Billing
3. Anecdotal note: Most other departments pay for additional training
FOCUS SESSION QUESTION #7 - Improvements:
What area or service do you think could be improved?
Listed in order of how participants responded
1. Staffing
2. Training
3. Health and fitness
4. Education (raise awareness of each other's departments and raise awareness to the chief)
5. Educational incentives, especially for paramedics
6. Need more staffing for fire inspections
7. Positive recognition
a. Annual awards—fire department only(as opposed to HR)
b. Focus on acknowledgement instead of punitive actions
Internal Stakeholders' Perceptions of the Fire Department's Strengths,
Weaknesses, Opportunities and Threats
Participants took a short break and then returned for a SWOT exercise. The SWOT analysis
asked participants to share their perceptions of the Fire Department's Strengths, Weaknesses,
Opportunities and Weaknesses.
21
CITY 0/
rF CLERMONT FIRE DEPARTMENT ,
bE�, SLE R�O IVT
FLORIDA STRATEGIC PLAN 2017-2022 of Charripixis
SWOT SESSION QUESTION #1 - Strengths:
What do you think are the Clermont Fire Department's STRENGTHS?
Listed in the order of how nurtici pants res)(fluted
1. Level of training
2. Personal aptitude
3. Response time
4. High-level of customer service
5. Fitness
6. Equipment
7. Dedicated and motivated
8. Close-knit
9. Pride
SWOT SESSION QUESTION 142 - Weaknesses:
What do you think arc the Clermont Fire Department's WEAKNESSES?
Listed in the order of how partici giants res)onded
I. Training
2. Staffing
3. Communication—through committees and community leaders instead of more direct
opportunities with upper management and community
4. Directions and directives instead of more meaningful communication
5. Have to wear too many hats
6. Lack of city protocol
7. Difference between change and growth
SWOT SESSION QUESTION #3 - Opportunities:
What do you think are the Clermont Fire Department's OPPORTUNITIES?
Listed in the order()prow partici tants res Bonded
1. Premier fire department staffing
2. Build relationships
3. Educate the public
4. Accreditation
5. Succession plan
6. Internal customer service
7. Truly promote champion image
22
..„a
,.,
,,,,f„, ,
CLERMONT FIRE DEPARTMENT ec
.E,- ROA T
DE � ( � � '�1'
FLORIDA STRATEGIC PLAN 2017-2022 `/i�Qpi(..-7-NR--b'fy
SWOT SESSION QUESTION #4 - Weaknesses:
What do you think are the Clermont Dire Departments I HREATS?
Listed in the order of how nirlici mitts res Winded
1. Not as progressive as other agencies
2. Environmental
3. Active shooters
4. Natural disasters
5. Homeland security
6. Morale
7. Consistency in leadership
8. City management compares us to smaller/lesser agencies
23
rT 1�r-T
OH CLERMONT FIRE DEPARTMENT
VEP caRrIONT
FLORIDASTRATEGIC PLAN 2017-2022 of Charnpions
Critical issues and service gaps as identified by the internal (I) and external
(E) focus groups
• Budget • Communication
o Staffing(E and I) o Consistency(I)
• Inspectors(I) • Written policies vs practiced
• Paramedics(I) policies
o Salary structure (E) o Trickle down (E)
o Limited training opportunities (E o Are community expectations
and I) reasonable (E)
o ISBA impact(E)
o Support(E)
• Community training(E)
o Equipment for special ops (I)
• Accountability • Training
o Too many hats to wear(I) o Training Officer(E and I)
o Consistency from leadership(I) o Trends(E and I)
o Training officer (E and I) • Active shooter
o Keeping up with growth (E) • Natural disasters
• Homeland Security issues
• Violence against responders
o Medicine an evolving risk-are we
keeping up? (E)
24
CIT,Or
� �"
CLERMONT FIRE DEPARTMENT
� � ER
� C!- O Krt
OEp1.
FLORIDA STRATEGIC PLAN 2017-2022 often
• Community outreach • Growth (E& I)
o Crowd manager training(E) o Joint station will it work in long run
o Smoke detector program (E) (E)
o CPR/AED program (E) o Wellness way will there be funding
for resources (E)
o Minneola's growth, how will it
impact Clermont? (E)
o Annexation, maintaining service
levels (E)
• Services
o Transport(E and I)
Strategic Initiatives
To address Clermont Fire Department's critical issues and service gaps,the following goals and
objectives have been formulated. The strategic initiatives will focus on the following areas:
• Budget and financial management
• Communication
• Accountability
• Training
• Community outreach
• Growth management
• Services
Goals and Objectives
To move an organization forward,the organization must have a direction. Leaders and managers
must also be committed to the direction the organization has decided to take. Leaders and
managers must believe in the direction and that they have the power to guide that direction.
Setting goals and objectives assist leaders and mangers in guiding the direction of the
organization by giving them both purpose in managing and power in directing. Drucker found
25
m.«
2^
CLERMONT FIRE DEPARTMENT
o„i CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022 of Charrpiors
that objectives have both purpose and power. Their purpose is to facilitate the achievement of
goals. Their power in assisting in the achievement of goals are not only useful for success, they
are essential for success. 9 The goals and objectives developed by CFD will serve as a road map
for the department forward to achieve specific improvements and tasks. By setting goals and
objectives, efforts are focused with obstacles and distractions minimized. Regular reports of
progress and amendments will be shared with CFD leadership and managers.
Goals and Objectives Working Group
Brian Hawthorne Alan Pun
Caleb Earhart Marty Johnson
Chris Ennis Pamela McDuffee
Chris King Robert Wozniak
Dean Luginbuhl Russell Stromberg
Erik Strange Ryan Vollmer
Jason Ness Sean Sacco
Jennifer Pierce Steven Smith
Jeremiah Plasters Thomas Bennett
Judd Lent William Harrison
Kenny Thompson Aaron Nickerson
Lee Drew Luke Brear
Kathy Johnston
9 William Cohen, Ph.D., The Power and Purpose of Objectives.
26
4, , CLERMONT FIRE DEPARTMENT
FLORIDA R o
STRATEGIC PLAN 2017-2022 Choice aao�.
As guardians of life safety, the United States fire and emergency services must expect, embrace,
and adapt to change by continuing to define and adopt current administrative and operational
best practices. To be competitive and sustainable in a changing environment, agencies must
become change agents rather than reactionaries. - (Statement of National Significance#2
Wingspread Report 2016, Wingspread Conference at The Johnson Foundation Racine,
Wisconsin)
GOAL I EVALUATE AND IMPROVE INTERNAL AND EXTERNAL
COMMUNICATIONS TO ENSURE CONSISTENCY AND
ACCOUNTABILITY TO ALL STAKEHOLDERS.
The United States fire and emergency services must place importance on marketing and
branding. Our ability to survive and thrive is dependent upon having the ability to communicate
our value to the community. (Statement of National Significance#6, Wingspread Report 2016,
Wingspread Conference at The Johnson Foundation Racine, Wisconsin)
OBJECTIVE 1A ESTABLISH PLAN FOR IMPROVING INTERDEPARTMENTAL
COMMUNICATIONS, INTRADEPARTMENTAL
COMMUNICATIONS AND COMMUNICATIONS EXTERNAL TO
THE CITY
TIMEFRAME: 6 — 36 MONTHS
ASSIGNED TO: LT. STEVE SMITH, SEAN SACCO, JENNIFER PIERCE AND
PAM MCDUFFEE
Critical Tasks
Update Department Operating Guidelines
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 1B UPDATE DEPARTMENT INTERNAL WRITTEN POLICIES
TIMEFRAME: 6 MONTHS
27
CLERMONT FIRE DEPARTMENT
oEp, CLERMONT
FLORIDASTRATEGIC PLAN 2017-2022
ASSIGNED TO: AC JOHNSTON
Critical Tasks
• Update Department Operating Guidelines
• Establish review committee for each Department Operating Guideline Series (Series 200,
400 and 600 completed)
• Assign lead to work with committee and keep them on track
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 1C ESTABLISH A MECHANISM TO EVALUATE EFFECTIVENESS
OF INTERNAL AND EXTERNAL COMMUNICATIONS
TIMEFRAME: 6 -24 MONTHS
ASSIGNED TO: LT. SMITH, INSP. PIERCE, FF. SACCO, PAM MCDUFFEE
Critical Tasks
• Create a point of service customer satisfaction survey instrument
• Create metrics to measure how well information is disseminated and understood
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 1D CREATE A CLERMONT STORY
TIMEFRAME: 6-12 MONTHS
ASSIGNED TO: LT. S. SMITH, PAM MCDUFFEE, BC T. BENNETT
Critical Tasks
28
m.as
2
�� �� , FIRE DEPARTMENT
CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022 of Charripions
• Develop several "stories" that relay Clermont FD mission, values, and services
• Create talking points for routine interviews
• Provide training for all personnel so that no matter who is interviewed the same
message is given
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
COAL 2 DEVELOP ANI) IDENTIFY A DEPARTMENT IDENTITY.
OBJECTIVE 2A IDENTIFY CFD CORE VALUES.
TIMEFRAME: 3 MONTHS
ASSIGNED TO: BATTALION CHIEF BENNETT
Critical Tasks
• Establish a focus group
• Evaluate SWOT and Stakeholder's statements
• Poll department
• Identify core values
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 2B EVALUATE AND REVISE CURRENT CFD MISSION
STATEMENT.
TIMEFRAME: 6 MONTHS
29
RA a
eF2a
( a
CLERMONT FIRE DEPARTMENT
�Ert. PER ONTSTRATEGIC PLAN 2017-2022 .
ASSIGNED TO: BATTALION CHIEF BENNETT
Critical Tasks
• Establish focus group
• Examine current mission statement
• Determine accuracy, efficacy, and marketability to staff and the community
• Develop a new, up-to-date mission statement
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 2C Develop a department motto/creed.
TIMEFRAME: 9 MONTHS
ASSIGNED TO: BATTALION CHIEF BENNETT
Critical Tasks
• Establish a focus group
• Review core values, new CFD mission statement, and Clermont mission statement
• Develop a motto that elicits"buy-in," expresses values, and expresses our identity
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
30
pIt 4
IRL
0) ,
CLERMONT FIRE DEPARTMENT
bEr;s cLERTIONT
FLORIDA STRATEGIC PLAN 2017-2022
OBJECTIVE 2D ESTABLISH METHODS FOR COMMUNICATING OUR
IDENTITY TO STAFF AND CITIZENS
The United States fire and emergency services must place importance on marketing and
branding. Our ability to survive and thrive is dependent upon having the ability to communicate
our value to the community. (Statement of National Significance#5, Wingspread Report 2016,
Wingspread Conference at The Johnson Foundation Racine, Wisconsin)
TIMEFRAME: 12 MONTHS
ASSIGNED TO: BATTALION CHIEF BENNETT
Critical Tasks
• Develop a public relations plan to launch new identity
• Mission statement sign replaced
• Motto on stations, units, website, etc.
• Training sessions for crews to inform them of new identity, motto, and mission
statements
Funding Estimate
Capital Costs: Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
GOAL 3 DEVELOP, IMPLEMENT AND MAINTAIN AN EFFECTIVE ANI)
COMPREHENSIVE ALL HAZARDS TRAINING' PROGI AM
The United States fire and emergency services must prioritize an all hazards mitigation and
response model that connects our customers with the necessary community resources, agencies,
and services to produce safe and effective incident outcomes. (Statement of National
Significance #11, Wingspread Report 2016, Wingspread Conference at The Johnson Foundation
Racine, Wisconsin)
OBJECTIVE 3A IDENTIFY AND DEFINE FIRE, EMS, AND SPECIAL
OPERATIONS TRAINING REQUIREMENTS
31
Pn GI
riRc
Za
'''S' CLERMONT FIRE DEPARTMENT
0Er, CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022 .
TIMEFRAME: 12 MONTHS
ASSIGNED TO: TRAINING CAPTAIN, FF. LENT, LT. VOLLMER
Critical Tasks
• Determine all Fire and EMS, special operations statutory or other required training
by topic and needed hours per year
o ISO
• Company training
• Officer training
• Driver training
• Facilities training
o OSHA
• Hoz Mat, operations and technician level
• Confined space operations and technician level
• Trench operations and technician level
• Above and below grade-rescue
o NFPA
o Department of Labor
o State of Florida
o Medical Director
OBJECTIVE 3B CREATE A TRAINING CALENDAR
TIMEFRAME: 9 MONTHS
ASSIGNED TO:
• Create a training calendar to be ready by October 1, 2017 and then by October 1
every year thereafter
o Topics
o How to be delivered
• TargetSolutions (voice over PowerPoint or video)
o Who will develop and facilitate
32
tti
r. , CLERMONT FIRE DEPARTMENT
CLERMONT
FLORIDASTRATEGIC PLAN 2017-20. 22,Champions
■ Timeline for completion of classes
OBJECTIVE 3C DETERMINE COST FOR DELIVERY OF TRAINING
TIMEFRAME: 12 MONTHS
ASSIGNED TO: TRAINING CAPTAIN, AC JOHNSTON
• Develop a cost estimate for training to be delivered in FY18-19 by Jan. 31, 2018
o Development
o Delivery
o Facilities
o Instructors
GOAL 4 EVALUATE CURRENT STAFFING LEVELS AND DEVELOP A
PLAN FOR GROWTH
TIMEFRAME: 9-12 MONTHS ASSIGNED TO: AC JOHNSTON, AC
SILVESTRIS, BC BENNETT, LT. KING, LT. SMITH
Critical Tasks
• Identify staffing and service gaps to include support functions such as logistics
• Develop plan to fund and fill needed positions
• Develop plan for additional staff, facilities and apparatus to address growth...such
as innovation way
• Develop a succession plan
OBJECTIVE 4A IDENTIFY VOCATIONAL, EDUCATIONAL, AND
EXPERIENTIAL STANDARDS FOR EACH POSITION WITHIN
THE DEPARTMENT.
TIMEFRAME: 6 MONTHS
ASSIGNED TO:
Critical Tasks
• Establish a focus group
33
CRY Or
M1
(111)'' CLERMONT
FIRE DEPARTMENT
„EF;, caRrioNT
aC44A STRATEGIC PLAN 2017-2022 o,
• Determine formal education requirements for each position
• Determine vocational requirements for each position
• Determine experiential requirements for each position
• Amend current DOGs, policy, etc. as needed
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 4B IDENTIFY, EVALUATE, AND/OR DEVELOP PROGRAMS TO
ASSIST WITH CAREER DEVELOPMENT
TIMEFRAME: 6 MONTHS
ASSIGNED TO: TRAINING CAPTAIN, AC JOHNSTON
Critical Tasks
• Establish focus group
• Examine current programs(COA, RULT, RUBC)
• Determine effectiveness/ineffectiveness of current programs and methods
• Identify gaps within current programs and/or need for additional programs
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 4C DETERMINE HOW THE DEPARTMENT PLANS TO
SUPPORT EMPLOYEE GROWTH, DEVELOPMENT AND
RETENTION
TIMEFRAME: 9 MONTHS
ASSIGNED TO: TRAINING CAPTAIN
Critical Tasks
• Review the current training allowances
34
qn Or
1,R L:
04 '
CLERMONT FIRE DEPARTMENT
0Ef, i ER ONT
FLORIDASTRATEGIC PLAN 2017-2022 - of �
• Review city tuition reimbursement allotments
• Complete a cost analysis for training and education for each position
• Determine how much of the cost of employee training and education shall be
supplemented by the department per year
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
•
OBJECTIVE 4D ESTABLISH A DOG DELINEATING THE PATH OF UPWARD
MOBILITY WITHIN CFD AND THE REQUIREMENTS FOR
SUCH
TIMEFRAME: 3 MONTHS
ASSIGNED TO: AC JOHNSTON, LT. BULL
Critical Tasks
• Identify requirements for promotion
• Identify developmental programs
• Identify educational and vocational assistance programs
• Create a flow chart including all of the above
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 4E WORK WITH HUMAN RESOURCES TO COMPLETE SALARY
AND BENEFIT STUDY
Timeframe: 3 months
Assigned to: AC Johnston or designee
35
GT OI
T CLERMONT FIRE DEPARTMENT ec
oEr, P1 ERI fOM,
FLORIDA STRATEGIC PLAN 2017-2022
Critical Tasks
• Establish working group to research salary benefit package from departments who;
o Are similar in size
o Are from jurisdictions with similar revenue
o Have similar call volume
• Prepare comparative spreadsheet for submission to HR prior to them beginning their
study beginning in April 2017
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
GOAL 5 EVALUATE ANI)/OR IMPROVE PUBLIC SAFETY EDUCATION
The United States fire and emergency services must proactively drive the research agenda and
equipment design to effectively provide services based on community needs... (Statement of
National Significance#13, Wingspread Report 2016, Wingspread Conference at The Johnson
Foundation Racine, Wisconsin)
OBJECTIVE 5A ESTABLISH A PUBLIC EDUCATION COORDINATOR.
TIMEFRAME: 12 MONTHS
ASSIGNED TO: AC JOHNSTON
Critical Tasks
• Determine if a dedicated Public Educator is needed or if current staff members would be
able to meet the needs of the agency
• Review budget to see what funding will allow
• Determine effectiveness/ineffectiveness of current programs and delivery methods
Funding Estimate
Capital Costs: None Personnel Costs: Estimated $60,000
Consumable Costs: Minimal Contract Services Costs: None
36
�d
4117' CLERMONT FIRE DEPARTMENT ec
oEP, CLERMONT
FLORIDA STRATEGIC PLAN 2017-20220
OBJECTIVE 5B IDENTIFY AND EVALUATE CURRENT PUBLIC SAFETY
EDUCATION PRACTICES.
TIMEFRAME: 6 MONTHS
ASSIGNED TO: FIRE INSPECTOR PIERCE
Critical Tasks
• Establish focus group
• Examine current practices
• Determine effectiveness/ineffectiveness of current programs and delivery methods
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 5C IDENTIFY AND EVALUTATE ALTERNATIVE METHODS TO
ENHANCE IMPROVE AND MEASURE CURRENT PRACTICES.
TIMEFRAME: 6 MONTHS
ASSIGNED TO: FIRE INSPECTOR PIERCE
Critical Tasks
• Investigate alternative programs and delivery methods.
• Report Findings.
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
37
c"n
F
0 , CLERMONT FIRE DEPARTMENT
CLEIMONT
STRATEGIC PLAN 2017-2022 a+oiceocti
OBJECTIVE 5D ESTABLISH A TRAINING SCHEDULE TO ENSURE
CONSISTENCY AND ACCOUNTABILITY THROUGHOUT THE
DEPARTMENT.
TIMEFRAME: 12 MONTHS
ASSIGNED TO: FIRE INSPECTOR PIERCE
Critical Tasks
• Set requirements for curriculum to be delivered
• Establish training calendar
• Establish follow-up and measurement tools to determine effectiveness of training
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 5E ESTABLISH A METHOD FOR TRACKING ALL DATA
RELATED TO EDUCATION.
TIMEFRAME: 18 MONTHS
ASSIGNED TO: FIRE INSPECTOR PIERCE
Critical Tasks
• Establish a single location to track all data
• Establish testing measures to ensure effectiveness
• Establish an instructor/presentation evaluation form
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
38
. CLERMONT FIRE DEPARTMENT
o,„ 2CLERMONT
STRATEGIC PLAN 2017-202 ,
GOAL 6 EVALUATE ANI)/OR IMPROVE THE FIRE CODE
ENFORCEMENT AND FIRE PREVENTION PROGRAM
OBJECTIVE 6A IDENTIFY TARGET HAZARDS IN ALL ZONES.
TIMEFRAME: 6 MONTHS
ASSIGNED TO: FIRE MARSHAL HARRISON
Critical Tasks
• Establish a focus group
• Determine remaining Target Hazards based on OVAP scores and other community
factors.
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 6B IDENTIFY AND EVALUATE CURRENT FIRE INSPECTION
PROGRAM
TIMEFRAME: 6 MONTHS
ASSIGNED TO: FIRE MARSHAL HARRISON
Critical Tasks
• Establish focus group
• Examine current practices
• Determine effectiveness/ineffectiveness of current programs and methods
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
39
an as
(0 ,
CLERMONT FIRE DEPARTMENT
R
CLE CONT
DEP,
FLORIDA STRATEGIC PLAN 2017-2022
OBJECTIVE 6C IDENTIFY AND EVA LUTATE CURRENT STAFFING LEVELS
TIMEFRAME: 6-12 MONTHS
ASSIGNED TO: FIRE MARSHAL HARRISON
Critical Tasks
• Compare and evaluate all duties of current staff members
• Determine if additional staff is needed
• Report Findings.
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 6D ESTABLISH AN INSPECTION SCHEDULE BASED ON
DEGREE OF HAZARD AND STAFFING CAPABILITIES.
TIMEFRAME: 18 MONTHS
ASSIGNED TO: FIRE INSPECTOR PIERCE
Critical Tasks
• Set requirements for inspections to be completed
• Establish zones for inspectors
• Establish follow-up and measurement tools to determine effectiveness of inspection
program/schedule
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
40
; C CLERMONT FIRE DEPARTMENT
0E,, CLERMONT
FLORIDASTRATEGIC PLAN 2017-2022 Ocice oa,y„
plans
OBJECTIVE 6E ESTABLISH A METHOD FOR TRACKING ALL DATA
RELATED TO FIRE INSPECTIONS.
TIMEFRAME: 6 MONTHS
ASSIGNED TO: FIRE INSPECTOR PIERCE
Critical Tasks
• Establish a single location to track all data
• Establish quality control measures to ensure effectiveness
• Report findings
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs
GOAL 7 ESTABLISH A CHECKS AND BALANCE SYSTEM OF ANNUAL
BUDGETING THAT ENSURES THAT WHAT HAS BEEN APPROVED BY
CITY COUNCIL IS FUNDED.
OBJECTIVE 7A ANALYZE PAST 3 YEAR BUDGET CYCLES TO DETERMINE IF
BUDGETED ITEMS WERE PURCHASED AND IF NOT WHY NOT
TIMEFRAME: 6 MONTHS
ASSIGNED TO: AC JOHNSTON, FIRE MARSHAL HARRISON,
Critical Tasks
• Create spreadsheet with approved items vs purchased items
• Identify cause for item not being purchased
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
41
�.d
CLERMONT FIRE DEPARTMENT
je
CLERrIONT
FLORIDA STRATEGIC PLAN 2017-2022 of Otarrciores
OBJECTIVE 7B CREATE SPREADSHEET DETAILING APPROVED FUNDING
AND PURCHASES
TIMEFRAME: 6 MONTHS
ASSIGNED TO: AC JOHNSTON
Critical Tasks
• Create spreadsheet with approved items vs purchased items
• Identify cause for item not being purchased
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
GOAL 8 IDENTIFY ANI) EVALUATE NEW TECHNOLOGY THAT WILL
IMPROVE EFFICIENCY AND ENHANCE THE PRODUCTION
OF METRICS THAT SUPPORT DAILY OPERATIONS AND
PERFORMANCE
OBJECTIVE 8A ESTABLISH CRITICAL TASKS AND DEFINE PERFORMANCE
GOALS (IF NOT IDENTIFIED) FOR FIRE, EMS, AND SPECIAL
OPERATIONS SERVICE DELIVERY
TIMEFRAME: 6-36 MONTHS
ASSIGNED TO: JM JOHNSON, BC BENNETT, AC JOHNSTON, R. CASLER
Critical Tasks
• Analyze response time performance
o Call handling
o Turn out
o Travel
o Time for delivery of critical intervention
• Water on the fire
42
R4
C O CLERMONT FIRE DEPARTMENT q;
G ,
71w
CLER ONT
FLORDA STRATEGIC PLAN 2017-2022 Choice of .
• Completion of primary search
• Fire Out
• Recognition of shockable rhythm
• Delivery of first shock
• Establish patent air way
• Establish patent IV
• Determine what time to completion of each critical task should be
Funding Estimate
Capital Costs: None Personnel Costs: Minimal
Consumable Costs: Minimal Contract Services Costs: None
OBJECTIVE 8B IDENTIFY CAUSES OF RESPONSE TIME PERFORMANCE THAT
DO NOT MEET GOALS
TIMEFRAME: 3 -24 MONTHS
ASSIGNED TO: AC SILVESTRIS, AC JOHNSTON
Critical Tasks
• Behavioral
• Technology
o Opticom (traffic pre-emption device)
o GIS application that considers time penalties for topography, and traffic
calming devices
• Engineering
o Doors that activate when station alerts sounds
Funding Estimate
• Capital Costs:
• Opticom- $85,000
• Personnel Costs: GIS Training$5000
• GIS enhancements $10,000
• CAD modifications TBD
• Overhead doors activated by tones $28,175
43
CLERMONT FIRE DEPARTMENT
of , CHER ONT
FLORIDA STRATEGIC PLAN 2017-2022
• Consumable Costs: TBD
• Contract Services Costs: TBD
OBJECTIVE 8C DEVELOP AN IMPLEMENTATION PLAN FOR MONITORING OF
CRITICAL TASK PERFORMANCE
TIMEFRAME: 3 -24 MONTHS
ASSIGNED TO: AC JOHNSTON, FM HARRISON
Critical Tasks
• Define performance expectations
• Ensure metrics can be captured and reported with existing reporting technology
• Identify who will be responsible for monitoring each critical task and how often
performance should be reported.
Funding Estimate
Capital Costs: TBD Personnel Costs: TBD
Consumable Costs: TBD Contract Services Costs: TBD
OBJECTIVE 8D ASSESS THE NEED FOR FUTURE FIRE STATIONS AND IDENTIFY
POTENTIAL STATION LOCATIONS
TIMEFRAME: 6 -36 MONTHS ASSIGNED TO: AC JOHNSTON, FM HARRISON,
AC SILVESTRIS
Critical Tasks
• Establish working group
• Identify and prioritize areas of likely growth
• Identify potential locations for stations
o Road access that maximizes response time
o Suitable terrain
o Availability and cost of land
• Developer to provide land
44
CIT,a
,HCS
34
CLERMONT FIRE DEPARTMENTFLORIDA ,
°E,,, CEERfONT
STRATEGIC PLAN 2017-2022 axiceachanocni
Funding Estimate
Capital Costs: TBD Personnel Costs: TBD
Consumable Costs: TBD Contract Services Costs: TBD
Vision
Members of the strategic planning working group were asked to review the department's
Guiding Principles, the community expectations discussed during the external focus group
session, and the department's goals and objectives and create a vision statement that
encompasses the future hope of the Clermont Fire Department.
Clermont Fire Department Vision:
To be a world-class fire department in both the eyes of our community and in the results of our
services. To be a pillar upon which our community can lean by providing well-equipped, highly-
trained, exceptional personnel who respond swiftly to the emergent and non-emergent needs of
the City of Clermont. Our vision is realized through constant evaluation and enhancement of
those services, needs, and personnel. We are the few protecting many, we are the hope for those
without, we are the Clermont Fire Department.
Performance Measurement
One of the most significant outcomes of the If you don't measure the results of your
Accreditation process is the critical plan,you can't tell success from failure.
assessment the department makes of its •If you can't see success,you can't reward it.
business. The department must first •If you can't reward success,you're
understand where it came from and where it probably rewarding failure.
currently is in terms of service delivery, •If you can't see success,you can't learn
service array and how effective the services from it.
are. This requires the establishment of •If you can't recognize failure,you can't
metrics. Performance measurement, in correct it.
itself, is not enough to drive an organization •If you can demonstrate results,you can
to overall excellence. Excellent win public support.
organizations require leadership, strategic
planning, customer focus, staff Reinventing Government,
development, and improvement processes. David Osborn and Ted Gaebler
Measurable results can enhance the
discussion and understanding in all these areas. Metrics need to be monitored on both the input
side of the service and the output (results) side. These metrics include cost, staff time, materials
45
On,„
osgpattio„
f
2
c: CLERMONT FIRE DEPARTMENT
0 CP1 CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022
cost and other resources (input) used to produce an output. The number or quantity of inputs
needed to produce a specific outcome measures efficiency. Customer satisfaction service
quality or the degree of change(outcome)created by the input is also measured.
46
CM 0,
CLERMONT FIRE DEPARTMENTle
0 CPI. CLERTIONT
FLORIDASTRATEGIC PLAN 2017-2022 er -
Glossary of Terms,Acronyms and Initialisms
Accreditation-The process where an organization evaluates the operations, policies, and
procedures against a recognized set of industry best practices.
Acceptable Level of Risk- The level of risk allowed by established polices, operations
procedures, and the governing body. The level of acceptable risk as it relates to life safety and
public property must be defined and established by the governing body.
Advanced Life Support(ALS) - The highest level of prehospital care delivered by the
department. Advanced life support techniques include advanced airway management, vascular
access, cardiac monitoring and defibrillation, and medication administration. The goal of
advanced life support is to deliver lifesaving medical interventions prior to arrival at a permanent
healthcare facility such as a hospital.
Adequate- Meeting the defined objective without excess
Adverse Impact- The receipt of a lower rating or distribution of service than was indicated
against a legally protected group.
Aerial-Also referred to as a ladder truck or aerial device. The actual portion of the ladder or
tower truck that is a metal hydraulically and cable driven ladder that is capable of reaching above
grade structures.
Alarm (Call)-Any dispatched call for service. May be an emergent (Emergency)or non-
emergent(non-emergency) response.
Alarm Handling Time- The interval of time from the receipt of the alarm from the primary
public safety answering point until the beginning of the transmission of the response information
47
CIT,a
I IRC
. '
CLERMONT FIRE DEPARTMENT
EF; CLE TIN1
FLORIDA STRATEGIC PLAN 2017-2022 of Charnpions
either by voice or electronic means to the emergency response facilities and/or apparatus in the
field.
Alarm Processing Time-The interval of time encompassing the receipt of an alarm by the
dispatch center and the notification interval of the specific fire and medical companies that are
indicated to respond.
Apparatus- Fire suppression, rescue, medical, wildland, and marine equipment as well as
command and support vehicles used by the department and its surrounding agencies.
Asset-An item, person, or quality or perceived value. Property, apparatus, or equipment owned
by the organization that is capable of meeting specific departmental, organizational, or
community driven needs.
Analysis-the examination of elements, relationships, and interactions of the organization's
events, operations, and policies.
Anecdotal Evidence- Information derived from observation or perceived events rather than
objectively analyzed data.
ARC-Term used for the city's Arts and Recreation Facility.
Arson-The criminal act of intentional fire setting.
ATV(Gator)—All-terrain vehicle that has been adapted to carry two fire department personnel
as well as medical equipment. This asset is generally deployed at special events where
conventional response would be delayed because of access and/or crowds.
Authority Having Jurisdiction (AHJ)-The organization, office, or individual who responsible
for enforcement of codes or standards, or for approving equipment, materials, installations, or
policies and procedures.
48
CM O.
'RLQ
as
r41, .j ,
CLERMONT FIRE DEPARTMENT
0E6T. CiER _ •
O ',
FLORIDA STRATEGIC PLAN 2017-2022 of �
Automatic Aid-The automatic dispatching of non-agency units to calls outside their respective
boundaries based on response agreements between neighboring jurisdictions. Automatic Aid
Agreements help to provide a higher level or service as well as reduced response times based on
asset location at the time of service.
Automated External Defibrillator(AED) - Electronic defibrillation device that is capable of
delivering an electrical shock to a patient in cardiac arrest. AED's are designed for use by trained
citizens, employees, as well as BLS providers. AED's are made available in public buildings as
well as high risk occupancies throughout the jurisdiction.
Baseline- The current measurement of an agency's performance. This data set is used as the
initial set to which comparisons about organizational performance is compared to a standard in
order to evaluate overall performance and effectiveness relative to the established mission and
goals.
Basic Life Support(BLS)- A primary level of pre-hospital care where providers are trained to
recognize the presence of a life threatening injury. Providers are also capable of delivering basic
lifesaving procedures such as using AED's, non-invasive oxygen delivery, and spinal
immobilization.
Battalion Chief(BAT-101)-The on-duty shift commander who is responsible for leading one
of three specified shifts. The on scene roles of the battalion include incident command, scene
safety, and personnel accountability.
Benchmark-The standard that is used to measure current performance.
Brush Truck(BR-102)—An off-road capable vehicle designed for use in Urban/wildland
interface areas within the organization's jurisdiction as well as the wildland areas immediately
surrounding the city limits.
Budget- The financial plan of the organization that encompasses operating costs, salaries, capital
expenses, and incidental expenses.
49
OTT OF
CLERMONT FIRE DEPARTMENT
.E-P1 CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022 �,,
oc,a„ ,• 1
Building Construction- Each structure within the jurisdiction can be categorized for potential
for fire hazards based on the nature of materials and methods of construction. The NFPA
currently has five types of recognized construction ratings for fire spread and protection.
CAAS-Commission on Accreditation of Ambulance Services. Agency which evaluates the
operation of ambulance services.
Centers for Disease Control (CDC)—Federal organization responsible for the oversight of
public health in the United States.
Certification- The documented confirmation of certain characteristics of an object, person, or
organization. The certification can be provided by some form of external review, assessment, or
audit. Accreditation is a specific organization's process of certification.
CFD- Clermont Fire Department. The agency having jurisdiction over fire protection within the
city limits.
Chain of Command - The Chain of Command is the order of authority and responsibility
represented at each level within the department. All uniformed personnel will fall within one of
those levels.
Chief Executive Officer(CEO)- Individual who is charged with carrying out the policies and
procedures as established by local, state,and federal laws, ordinances, and regulations.
Chief Fire Officer(CFO) -An individual deemed by the Center for Public Safety Excellence as
meeting the qualifications for designation as a Chief Fire Officer.
Staff Vehicles-Non-suppression capable units that are assigned to administrative command and
support staff as well as prevention and inspections. These vehicles are generally lightweight
trucks, SUV's, or sedans.
50
CM Of
rT
IRC
4h
CLERMONT FIRE DEPARTMENT ec
0Ep, CLER ONT
FLORIDA STRATEGIC PLAN 2017-2022
Commission on Fire Accreditation International (CFAI)—The organization responsible for
the development of internationally recognized standards of practice as well as the governing
body that is responsible for accrediting agencies.
Community Risk Assessment(CRA) -The process of evaluating all fire and non-fire hazards
and risks to the department and community. This process identifies and takes into account all
facts that increase or decrease risks in order to define the organization's standards of cover.
Concentration-The strategic spacing of department resources and assets to provide an adequate
and effective response force within the defined benchmarks outlines in the standards of cover.
Concentration is the amount of personnel and assets than can be effectively delivered to an
emergency scene.
Confined Space Rescue-Any rescue that meets the NFPA and OSHA standards as a non-
habitable space with limited means of entry and exit. Confined space operations require
extensive caches of equipment and specialized training.
Contract Population Served-The population are areas served by an organization as outlined in
a contract such as an automatic aid agreement.
Cost Benefit-The ratio of the cost(expenditure)to the benefit of a particular asset or program.
CPR-Abbreviation for cardio-pulmonary resuscitation.
Department Operating Guidelines(DOG)—Term and abbreviation used by the Clermont Fire
Department to reference the written operating polices established by the Fire Chief to regulate
the operation of the department.
Deployment-The strategic arrangement and location of equipment, personnel, units, and
stations.
51
On OP
CLERMONT FIRE DEPARTMENT
OEF, CLERNONT
FLORIDA STRATEGIC PLAN 2017-2022 of „�
Distribution-The arrangement of units and stations in order to achieve the desired speed needed
to meet the benchmarks of an effective response force.
Dispatch Time-The interval of time from when a dispatcher receives an alarm through the time
that he or she notifies the proper companies to respond to the incident.
Drawdown Level-The point which the department will not reduce service levels beyond when
asked for mutual aid.
Emergency Medical Services (EMS)- Component of emergency response where medical aid is
rendered to the population before they arrive at a fixed treatment facility (Hospital).
Emergency Operations Center(EOC)—Defined location within the jurisdiction that can be
used to coordinate operations in times of a widespread disaster or times of emergency.
Effective Response Force(ERF)—Defined by the CFAI as the minimum amount of staffing
and equipment that must reach a specific emergency zone location within a maximum prescribed
total response time and is capable of initial fire suppression, EMS and/or mitigation. The ERF is
the result of critical analysis performed during the community risk assessment.
Emergency Response Travel Time-The amount of time it takes a particular unit to reach the
intended destination from the time of responding or"wheels turning”to on-scene status.
Engine-Primary apparatus used in fire suppression. The Engine is capable of pumping high
volumes of water at pressures needed for firefighting activities. All jurisdiction operated engine
companies are capable of delivering advanced life support.
Firefighter(FF) -CFAI defines a firefighter as an individual who promptly responds to control
a wide range and variety of emergency and non-emergency situations where life, property, or the
environment is at risk.
52
CIT a
11111-
(6) LERM NT FIRE DEPARTMENT
•
ClER OIh
FLORIDA STRATEGIC PLAN 2017-2022Choice of a �
Fire and Emergency Services Self-Assessment Manual (FESSAM)- Publication produced by
the Commission on Fire Accreditation International that describes the self and peer assessment
process for organizations going through the accreditation process. The department has used the
8th edition of the CFAI Self-Assessment manual.
Fire Pre-Plan -A pre-incident plan developed by fire department personnel in order to identify
features of the building such as construction, access points, entry and exit areas, occupancy,
hazards, and life-safety concerns.
Fire Flow Available-The amount of water available for use during firefighting operations. This
is generally the highest demand that can be placed on the system.
Fire Flow Deliverable- The amount of water capable of being delivered to the emergency scene.
Fire Flow Estimated-The amount of water that should be available for suppression operations
at the emergency scene for an extended period of time at a minimum pressure.
Fire Management Zone (FMZ)—The CFAI defines the FMZ as a geographic area that is
classified according to one or more risk categories. The size and/or classification of zone is
based on the specific area or buildings present.
Fire Protection System- The entire system of dependent and independent systems and services
that render some form of fire protection system. These components can consist of construction
type, structural elements, public and private organizations, monitoring and early detection
systems.
Fire Station-Term used to describe the physical structure that houses the fire and EMS
apparatus. Stations are also where the crew resides during his or her duty shift.
First Due-Term applied to the geographical area served by each station. The first due is each
specific apparatus' initial response zone.
53
cm or
CLERMONT FIRE DEPARTMENT se
CLERMONT
FLORIDA STRATEGIC PLAN 2017-2022
Geographical Information Systems (GIS)—Computer based software used to track, identify,
and collect data on events and agency assets.
Geographical Planning Zone-An area of the jurisdiction that is based on the concentration of
department assets.
Hazard-A source of potential danger that can create an emergency event that needs to be
managed by the fire department or ancillary agency.
Heavy Rescue- Specialized asset that does not have suppression capabilities. This asset carries a
wide assortment of specialized equipment for vehicle and machinery rescue, confined space
operations, hazardous materials incidents, and rope rescue. This vehicle also has advanced life
support capabilities.
Incident Action Plan- Plan developed by the jurisdiction in conjunction with other portions of
the local infrastructure on how to deal with special events, gatherings, or emergencies.
Incident Commander- Officer or designated individual who assumes responsibility and
accountability for the emergency or non-emergency incident. They are also responsible for
overseeing and directing operations at the scene of the incident.
Insurance Services Office(ISO)—National organization that evaluates public fire protections
and provides rating information to insurance companies. Insurance companies use this rating to
evaluate setting basic premiums for fire insurance.
IAFC-abbreviation for the International Association of Fire Chiefs
IAFF-abbreviation for the International Association of Firefighters
Jurisdiction-A population area where there is a clearly defined responsibility.
54
CM b
CLERMONT FIRE DEPARTMENT
cLER OMIT
FLORIDA STRATEGIC PLAN 2017-2022 of -
Ladder Truck(Ladder) -A specialized department asset that has fire suppression capabilities
as well as an extensive array of portable ladders. Ladder trucks also possess an aerial device
capable of reaching 75 feet or more. The ladder truck has advanced life support capabilities.
Lake Emergency Medical Services (LEMS,or Lake EMS)-County-wide agency that
provides the sole transport capability and ALS/BLS provider for the City of Clermont as well as
all other jurisdictions within the county. LEMS is headquartered in Mount Dora, Florida and is
the source of medical direction for all county EMS providers.
Medic Unit- EMS apparatus operated by LEMS that is capable of transporting ALS and BLS
patients to the receiving facility.
National Fire Incident Reporting System (NFIRS)—Unified reporting systems for all fire
departments in the United States that is operated by the United States Fire Administration.
NFPA-National Fire Protection Association
Personnel Policy- Policies established by the governing body and human resources that
supersede the department operating guidelines.
Prevention Department- Division of the fire department that focuses on code enforcement, risk
identification, and education.
Risk-The CFAI defines risk as the exposure to a hazard based on the probability of an outcome
when combined with a given situation with a specific vulnerability.
Special Operations- Specially trained portion of the department where personnel possess the
knowledge, skills, and abilities to respond and mitigate incidents such as confined space rescue,
haz-mat, vehicle and machinery rescue, rope rescue, and trench rescue.
Standards of Cover-The organizations defined policies and procedures that establish the
distribution and concentration of the agencies resources based on the identified risks.
55
p�4
cint
CLERMONT FIRE DEPARTMENT
OEpS. CiER ONT
FLORIDA STRATEGIC PLAN 2017-2022
Standard Operating Procedures (SOP)- Written direction provided to personnel that are more
rigid than guidelines. SOP's provide direction for specific actions based on the situation.
Total Response Time- The interval of time from the initial alarm to when the fire emergency
apparatus arrives on scene.
Tower Truck- Specialized aerial device that has a platform at the tip of the ladder. This
apparatus also has specialized technical rescue equipment.
Travel Time-The time interval that begins when a unit starts responding(Wheels turning) until
the unit arrives on scene.
56
CM OP
`�
- CLERMONT FIRE DEPARTMENT ;
OE,, CLE M
1
� R O
NT
FLORIDA STRATEGIC PLAN 2017-2022 .
Works Cited
Florida Citrus Tower at a Distancel956 Florida Photographic Collection
Image Number: CO23619, https://en.wikipedia.org/wiki/Florida_Citrus_Tower.
Bryson, J. M. (1995). Strategic Planning for Public and Nonprofit Organizations, A Guide to
Strengthening and Sustaining Organizational Achievement,Revised Edition. San
Francisco:Jossey-Bass Publishers.
Clermont Florida. (2014). http://www.city-data.com/city/Clermont-Florida.html
Cohen William, P. (2013,November 05)./articles/lessons from peter-drucker-the power-and-
purpose-. Retrieved from http://www.humanresourcesiq.com/hr-management:
http://www.humanresourcesiq.com/hr-management/articles/lessons-from-peter-drucker-
the-power-and-pu rpose-
Commission on Fire Accreditation International. (2009). Fire &Emergency Service Self-
Assessment Manual. (8th Ed.)
Doran George, M. A. (1981).Management Reveiw.
Five Steps to a Strategic Plan. (2011, October 25). Retrieved from Forbes.com:
http://www.forbes.com/sites/aileron/2011/10/25/five-steps-to-a-strategic-
plan/#7158c64661 of
Florida Memory State Library and Archives of Florida.,
https://www.floridamemory.com/items/show/1716, (n.d.). Florida Memory. Retrieved
fromhttps://www.floridamemory.com/items/show/1716.
1996, 2017 ISO program-works/facts-and-figures-about ppc-codes-around-the-country. (n.d.).
Retrieved from isomitigation.com: https://www.isomitigation.com/program-works/facts-
and-figures-about-ppc-codes-around-the- country.html
WINGSPREAD VI 2016 Conference Report, Statements of National Significance to the United
States Fire and Emergency Services
57