CC - Agendas - City Council - STUDY SESSION - 2/14/2023

Home

Community First - Courage, Grit, and Duty - Driven by Excellence Page 8 Executive Summary The purpose of the 2023-2028 Prescott Fire Department Strategic Plan is to serve as the primary guide for organizational prioritization, fiscal decision-making, and evaluation of the effectiveness of service delivery. These combine to help accomplish the daily mission and move towards achieving the long-term vision of the department. The planning effort utilized relevant portions of the department’s Community Risk Assessment and Standards of Cover and the Organizational Self-Assessment. In addition, a thorough stakeholder analysis was conducted that included department members, city leadership, elected officials, the business community, governmental partners, and our residents. Seven strategic issues were identified that the department must address to serve the community effectively. These challenges are all equally important and relate to the following: • Staffing and Infrastructure – There is a need for increased capital infrastructure and associated staffing to meet growth in the City of Prescott. • Occupational Safety – Existing station infrastructure and policies need to incorporate current evidence-based research related to the fire service that influences the well-being of personnel. • Data Collection and Analysis -The department must improve the utilization of data collection and analyze it to drive organizational performance management. • Community Growth – Public safety resource allocation has not substantially increased while the community and its associated service demand have doubled. • Sustainable Funding – The general fund for the City has experienced increased demands creating the opportunity for solutions that more effectively align service demand with public safety resource allocation while accomplishing overall city priorities. • Resource Viability – The current resources allocated to the department are not sufficient to effectively manage its current responsibility. Therefore, they must be addressed before meeting the demand for the expansion of capabilities. • Workforce Development – Significant changes in the workforce and the community, coupled with an evolution of the profession's demands, require a dedicated focus on investing in the current workforce and being proactive about recruiting new public safety professionals. To address these seven strategic issues and measure results focused on the customer, the department’s budget and performance management structure has been reorganized into four primary executive-level sections that oversee 15 functional groups. 368 services. These groups are structured to direct resources in a targeted manner to reduce the strategic issues' negative impact. Progress will be measured and reported by evaluating the effectiveness of resource allocation using measures related to the demand for services, efficiencies, outputs, and performance-based outcomes that are meant to accomplish strategic results logically and predictably. 87