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Home My WebLink AboutCC - Agendas - City Council - STUDY SESSION - 2/14/2023 Brandon Montoya, Mayor Pro Tem Connie Cantelme, Councilwoman Eric Moore, Councilman Cathey Rusing, Councilwoman Steve Sischka, Councilman Clark Tenney, Councilman CITY COUNCIL STUDY SESSION MEETING STUDY SESSION AGENDA 1.CALL TO ORDER 2.ROLL CALL 3.DISCUSSION A.Presentation from PROTECT, Planning for Resilience of Our Towns, Environment, Climate and Tourism Releasing the Climate Risk Assessment for Prescott. Recommended Action: This item is for discussion only. No formal action will be taken. B.Initial Presentation and Discussion Regarding the 2023-2028 City of Prescott Fire Department Fire Strategic Plan. Recommended Action: This item is for discussion only. No formal action will be taken. 4.ADJOURNMENT TUESDAY, FEBRUARY 14, 2023, 1:00 PM 201 S. Cortez Street Prescott, AZ 86303 Council Chambers Phil Goode, Mayor The following Agenda will be considered by the Prescott City Council Study Session at its Study Session pursuant to the Prescott City Charter, Article II, Section 13. Notice of the meeting is given pursuant to Arizona Revised Statutes, Section 38-431.02. One or more members of the Council may be attending the meeting through the use of a technological device. Viewing & Participation This meeting may be viewed on Channel 64, Facebook Live or on the City Website: Live City Council Meeting Videos Comments for Council may be submitted through the City website: Public Comment Form EXECUTIVE SESSION 1 Upon a public majority vote of a quorum of the City Council, the Council may hold an executive session, which will not be open to the public, regarding any item listed on the agenda but only for the following purposes: (1)Discussion or consideration of personnel matters (A.R.S. §38-431.03(A)(1)); (2)Discussion or consideration of records exempt by law (A.R.S. §38-431.03(A)(2)); (3)Discussion or consultation for legal advice with the city’s attorneys (A.R.S. §38-431.03(A)(3)); (4)Discussion or consultation with the city’s attorneys regarding the city’s position regarding contracts that are the subject of negotiations, in pending or contemplated litigation, or in settlement discussions conducted in order to avoid litigation (A.R.S. § 38-431.03(A)(4)); (5)Discussion or consultation with designated representatives of the city to consider its position and instruct its representatives regarding negotiations with employee organizations (A.R.S. §38-431.03(A)(5)); (6)Discussion, consultation or consideration for negotiations by the city or its designated representatives with members of a tribal council, or its designated representatives, of an Indian reservation located within or adjacent to the city (A.R.S. §38-431.03(A)(6); (7)Discussion or consultation with designated representatives of the city to consider its position and instruct its representatives regarding negotiations for the purchase, sale or lease of real property (A.R.S. §38-431.03(A) (7)). THE CITY OF PRESCOTT ENDEAVORS TO MAKE ALL PUBLIC MEETINGS ACCESSIBLE TO PERSONS WITH DISABILITIES. With 72 hours advanced notice, special assistance can be provided for sight and/or hearing-impaired persons at this meeting. Reasonable accommodations will be made upon request for persons with disabilities or non- English speaking residents. Please call the City Clerk (928) 777-1272 to request an accommodation to participate in this public meeting. Prescott TDD number is (928) 445-6811. Additionally, free public relay service is available from Arizona Relay Service at 1-800-367-8939 and more information at www.azrelay.org Confidentiality Arizona statute precludes any person receiving executive session information from disclosing that information except as allowed by law. A.R.S. §38-431.03(F). Each violation of this statute is subject to a civil penalty not to exceed $500, plus court costs and attorneys’ fees. This penalty is assessed against the person who violates this statute or who knowingly aids, agrees to aid or attempts to aid another person in violating this article. The city is precluded from expending any public monies to employ or retain legal counsel to provide legal services or representation to the public body or any of its officers in any legal action commenced for violation of the statute unless City Council takes a legal action at a properly noticed open meeting to approve of such expenditures prior to incurring any such obligation or indebtedness. A.R.S. §38- 431.07(A)(B). CERTIFICATION OF POSTING OF NOTICE The undersigned hereby certifies that a copy of the foregoing notice was duly posted at Prescott City Hall on 2/9/23 at 11:00 a.m. in accordance with the statement filed by the Prescott City Council with the City Clerk _____________________________________ Sarah M. Siep, City Clerk 2 3.A COUNCIL AGENDA MEMO MEETING TYPE/DATE:STUDY SESSION 02-14-23 DEPARTMENT:City Clerk AGENDA ITEM: Presentation from PROTECT, Planning for Resilience of Our Towns, Environment, Climate and Tourism Releasing the Climate Risk Assessment for Prescott. ITEM SUMMARY Council will receive a presentation from PROTECT, Planning for Resilience of Our Towns, Environment, Climate and Tourism Releasing the Climate Risk Assessment for Prescott conducted with the Climate Assessment for the Southwest (CLIMAS) and Dr. Alison Meadow with the University of Arizona. The group has provided the following statement: "We are pleased to submit the following two documents to Prescott City Council for review and discussion at the February 14, 2023 Study Session: 1) Quad Cities Climate Profile and; 2) Local Climate Action Options. Without your unanimous support on May 24 of last year, the Profile, prepared by CLIMAS at no cost to the City or region, would not have been possible! We hope the Quad Cities Climate Profile and the companion document, Local Climate Action Options, will serve as a springboard for future action on climate resiliency and sustainability in our region." - The PROTECT Campaign Steering Committee BACKGROUND At the May 24, 2022 Voting Meeting, City Council approved the processing of a Climate Risk Assessment for Prescott to be conducted by CLIMAS. Since that time PROTECT has been working with CLIMAS to accomplish the assessment. Mayor Pro Tem Montoya and Councilmember Rusing were contacted by the group regarding completion of the study and have requested a presentation at this Study Session. FINANCIAL IMPACT None. 3 Recommended Action: This item is for discussion only. No formal action will be taken. ATTACHMENTS 1.CLIMAS Report.pdf 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 3.B COUNCIL AGENDA MEMO MEETING TYPE/DATE:STUDY SESSION 02-14-23 DEPARTMENT:Fire AGENDA ITEM: Initial Presentation and Discussion Regarding the 2023-2028 City of Prescott Fire Department Fire Strategic Plan. ITEM 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. To accomplish those objectives, this strategic plan represents a significant departure from prior planning efforts in the fire department. While traditional features of a strategic plan continue to serve as the core of this document, this plan utilizes a results-oriented methodology that measures the impact on the customers we serve. This will help to objectively demonstrate how an improved resource allocation will directly benefit the community. 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. The department is seeking feedback from Council for incorporation into the final document, which will be brought forward for adoption in March. BACKGROUND The Prescott Fire Department began the renewal of its strategic plan in Summer of 2022 with stakeholder sessions and a review of the other critical planning documents, including its risk assessment and standards of cover. This clearly identified that the department finds itself at a crossroads created by community growth, increased demand for services, and rising costs which are impacting the department’s ability to meet the community's needs at the same level our stakeholders expect. 76 Due to these factors, the organization has become more reactive in responding to this operating environment. However, this is the opposite of what such a challenge demands. Public safety services are a primary function of local government, however these services require a significant allocation of public funds. This is further complicated by the fact that the city as an organization finds itself in a more complex policy environment than ever. Public safety services are a primary function of local government, but community issues extend far beyond public safety and solutions require collaboration and innovation. To respond successfully to such challenges requires requires innovation and transitioning away from a one size fits all approach. The outcomes for citizens, rather than the solution itself, should drive decision making. This strategic plan is a significant departure from prior planning efforts by utilizing a results-oriented methodology that measures the impact on the customers we serve. It enables us to objectively demonstrate how an improved resource allocation will benefit the community instead. By linking resource allocation to performance, the department can partner with the rest of the city, the council, and the community to have an objective and consistent conversation to help discern the most appropriate solution to adaptive challenges. The plan calls for a significant investment into public safety infrastructure. In the five-year planning range, two new fire stations, renovations to existing stations, and increased resources in emergency medical services are proposed. However, community growth has outpaced the ability of the city to respond to the demand for services by using capital and response resources alone. Therefore, several initiatives are aimed at community risk reduction, particular in the areas of wildfire impacts, emergency management, and reducing low-acuity call impacts. We also intend to leverage technology to increase efficiency of existing resources and to invest into our firefighters to ensure they safely return home at the end of their shifts and careers. The issues that this plan identified are: 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 in a manner that drives organizational performance management. Community Growth – Public safety resource allocation has not substantially increased while the community and its associated service demand has doubled. Sustainable Funding – The general fund for the City has experienced increased 77 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 and 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 that to reduce the negative impact of these strategic issues. 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. The strategic plan establishes five high-level strategic results to respond to the identified strategic issues in the community by 2028. These are: Strategic Result 1: Responding to Risk - Achieving Effective Community Risk Reduction Solutions. Strategic Result 2: Infrastructure - Positioning Infrastructure to Deliver Strategic Results Strategic Result 3: Workforce – Supporting our People Strategic Result 4: Performance Measurement – Leveraging the Value of Data Strategic Result 5: Vision and Values - Forged by Values/Energized by Vision The new strategic plan directly links resource allocation to performance, the department leadership can partner with the rest of the city, the council, and the community to have an objective and consistent conversation to help discern the most appropriate solution to adaptive challenges. FINANCIAL IMPACT The strategic plan outlines a projection for the fiscal impact of both capital/one-time and ongoing expenses. Exact cost impacts are to be determined during the initial implementation based on the multi- 78 year nature of a strategic plan. Recommended Action: This item is for discussion only. No formal action will be taken. ATTACHMENTS 1.Prescott Fire Department 2023-2028 Strategic Plan - Final Draft.pdf 79 Community First - Courage, Grit, and Duty - Driven by Excellence Prescott Fire Department 2023 – 2028 Strategic Plan Community First - Courage, Grit, and Duty - Driven by Excellence 80 Community First - Courage, Grit, and Duty - Driven by Excellence Dedication This document is dedicated to our community, whom we have a duty to protect, and the public safety professionals that came before us. May we never forget their contribution and sacrifice to allow us the ability to stand on their shoulders so that we can envision a bold future. 81 Community First - Courage, Grit, and Duty - Driven by Excellence Page 3 Acknowledgments The Prescott Fire Department wants to acknowledge the hard work of its stakeholders who created this plan. The residents, businesses, city leadership, and fire department membership genuinely engaged in this process to improve their fire department and their community. The work on the 2023-2028 Strategic Plan began with an extensive assessment by internal and external stakeholders to establish a redefined organizational identity and an updated mission, vision, and values. In addition, a comprehensive evaluation and utilization of currently relevant portions of the 2019 strategic plan prepared for the department’s initial application as an accredited agency were conducted. Finally, the department assessed citizen, business, and departmental input in 2018 and 2022. In 2022, the department also engaged the leadership of city departments as a distinct stakeholder group. With their feedback and dedication, this document was possible. Finally, the department wishes to thank the professional expertise of several consulting partners used in this effort. 2019 Emergency Services International (ESCI) Chantilly, VA https://esci.us 2022 Advanced Strategy Center (ASC) Scottsdale, AZ https://www.advancedstrategycenter.com Managing Results, LCC Gunnison, CO https://managingresults.com Document Design Prescott Fire Department Prescott Fire Department is an Internationally Accredited Agency 82 Community First - Courage, Grit, and Duty - Driven by Excellence Page 4 2023 City and Department Leadership Mayor & Council Mayor Phil Goode Mayor Pro Tem Brandon Montoya Councilmember Eric Moore Councilmember Clark Tenney Councilmember Cathey Rusing Councilmember Connie Cantelme Councilmember Steve Sischka City Management Michael Lamar, City Manager Tyler Goodman, Deputy City Manager Joseph Young, City Attorney Sarah Siep, City Clerk Department Senior Leadership Fire Chief Holger Durre Deputy Fire Chief Thomas Knapp Operations Chief Ralph Lucas Professional Services Chief Scott Luedeman Jaimie Sventek, Business Manager 83 Community First - Courage, Grit, and Duty - Driven by Excellence Page 5 Table of Contents Acknowledgments ................................................................................................................................. 3 2023 City and Department Leadership ................................................................................................. 4 Table of Contents .................................................................................................................................. 5 Letter from the Fire Chief ..................................................................................................................... 7 Executive Summary ............................................................................................................................... 8 Planning Methodology ........................................................................................................................ 10 Section 1 - Mission, Vision, and Values ....................................................................................................... 13 Connection to the City Strategic Plan ................................................................................................. 14 Section 2 - Organizational and Community Assessment ............................................................................ 17 Stakeholder Input and Engagement ................................................................................................... 18 2022 Stakeholder Outreach – Subjective Factors ............................................................................... 23 The Forging Factors for the Future ..................................................................................................... 25 Environmental Scan – Objective Factors ............................................................................................ 26 Strategic Issue Statements .................................................................................................................. 28 Section 3 - Strategic Business Plan .............................................................................................................. 31 Performance-Based Budget Structure ................................................................................................ 31 Executive Sections – Strategic Purpose and Key Results .................................................................... 32 Performance-Based Strategic Results ................................................................................................. 34 Strategic Result 1: Emergency Response ............................................................................................ 34 Strategic Result 2: Infrastructure ........................................................................................................ 36 Strategic Result 3: Workforce ............................................................................................................. 38 Strategic Result 4: Performance Measurement .................................................................................. 40 Strategic Result 5: Organizational Culture .......................................................................................... 42 Section 4 –Group Performance Measure Worksheets ............................................................................... 44 1.1 Administration Group (Office of the Chief)................................................................................... 44 1.2 Leadership and Management (Office of the Chief) ...................................................................... 47 1.3 Research and Development (Office of the Chief) ......................................................................... 49 1.4 Capital Investments (Office of the Chief) ...................................................................................... 51 1.5 Performance Management (Office of the Chief) .......................................................................... 53 2.1 Fire Suppression (Emergency Operations Section) ....................................................................... 55 2.2 Special Operations (Emergency Operations Section) .................................................................. 57 84 Community First - Courage, Grit, and Duty - Driven by Excellence Page 6 2.3 Emergency Medical Services (Emergency Operations)................................................................. 60 2.4 Readiness and Logistics (Emergency Operations Section) ............................................................ 62 3.1 Risk Reduction and Planning Services (Community Risk Management) ....................................... 65 3.2 Emergency Management (Community Risk Management) .......................................................... 68 3.3 Community and Public Information Group (Community Risk Management) ....................... 70 4.1 Training and Skills Development Group (Essential Services Section) ........................................... 72 4.2 Health and Safety Group (Essential Services Section) .................................................................. 74 4.3 Employee Development Group (Essential Services Section) ........................................................ 76 Appendix A – Service Partner Analysis........................................................................................................ 79 Appendix B – 2019 Stakeholders ................................................................................................................ 80 Appendix C – Community Risk Assessment/Standards of Cover ................................................................ 81 Appendix D – Advanced Strategy Center Final Report ............................................................................... 81 85 Community First - Courage, Grit, and Duty - Driven by Excellence Page 7 Letter from the Fire Chief The Prescott Fire Department is at a crossroads as an organization. The pressures created by community growth, an increased demand for services, and rising costs are impacting the department’s ability to meet the community's needs at the same level our stakeholders expect. Due to these factors, the organization has become more reactive in responding to this operating environment. However, this is the opposite of what such a challenge demands. This is further complicated by the fact that the city as an organization finds itself in a more complex policy environment than ever. Public safety services are a primary function of local government, but community issues extend far beyond public safety and solutions require collaboration and innovation. To reduce the community’s risk, this department intends to use this plan to allow city leaders to fulfill the duty of providing these services while also attending to a wide range of community issues. To respond successfully to such challenges requires leveraging unique features of our operating environment, forecasting the factors that could influence future success, and developing an agile plan to prepare for the future. This requires innovation and transitioning away from a one size fits all approach. The outcomes for citizens, rather than the solution itself, should drive decision making. This strategic plan calls for a significant investment into public safety infrastructure. In the five-year planning range, two new fire stations, renovations to existing stations, and increased resources in emergency medical services are proposed. However, community growth has outpaced the ability of the city to respond to the demand for services by using capital and response resources alone. Therefore, several initiatives are aimed at community risk reduction, particular in the areas of wildfire impacts, emergency management, and reducing low-acuity call impacts. We also intend to leverage technology to increase efficiency of existing resources and to invest into our firefighters to ensure they safely return home at the end of their shifts and careers. This strategic plan is a significant departure from prior planning efforts by utilizing a results-oriented methodology that measures the impact on the customers we serve. It enables us to objectively demonstrate how an improved resource allocation will benefit the community instead. By linking resource allocation to performance, the department can partner with the rest of the city, the council, and the community to have an objective and consistent conversation to help discern the most appropriate solution to adaptive challenges. Our volunteers, civilians, and public safety professionals share a common identity. It is a mindset that was affirmed as part of this strategic plan development, and you will see it reflected in all our interactions with our stakeholders. For the people of this organization, “Community First - Courage, Grit, and Duty - Driven by Excellence” is more than a slogan. It is the attitude and resolve that we face every challenge with. I am certain that this department, and the community, will look back at this being a time when the motivational energy created by adversity, coupled with a clear plan, became the roadmap that helped create truly impactful solutions that will endure. Thank you for joining us on the journey! Holger Durre Fire Chief 86 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 Community First - Courage, Grit, and Duty - Driven by Excellence Page 9 Five high-level strategic results guide the executive-level sections. These are the primary measurement areas the plan is designed to report progress towards. A measurable impact is expected to occur in the community by 2028. The five strategic results and associated measurable results are: • Strategic Result 1: Responding to Risk - Achieving Effective Community Risk Reduction Solutions. The Prescott Fire Department (PFD) will reduce the negative consequences of life- threatening emergencies experienced by: Utilizing technology and performance management to affect a 3% annual reduction in response times, establishing a baseline measure for cardiac arrest patients that leave the hospital to live a normal life; and performing a comprehensive update of the Community Risk Assessment (CRA), with particular emphasis on wildland fire risk, followed by a mitigation plan to be approved by City Council. Overall Cost Projection Capital/One-Time Personnel/Ongoing $2.17 million $2.1 million • Strategic Result 2: Infrastructure - Positioning Infrastructure to Deliver Strategic Results. The Prescott community will experience a customer-focused, responsive Fire Department capable of delivering services consistent with the City’s adopted Standards of Cover by: Establishing a fire department survey to assess respondents' satisfaction with PFD services by geographic location in the city; and opening two new strategically located stations which will be staffed and operational. Overall Cost Projection Capital/One-Time Personnel/Ongoing $19.2 million $3.7 million • Strategic Result 3: Workforce – Supporting our People. The Prescott Fire Department will focus on ensuring that firefighters have their health and safety needs met, experience personal and career development opportunities, and work in an inclusive organizational culture focused on achieving results for the community by: reducing the injury rate of personnel by 3% year-over- year; ensuring that 100% of eligible PFD members complete the annual department physical; establishing a career development plan for those interested; establishing an organizational succession plan for the roles of Engineer through Fire Chief; and, ensuring the needed number of qualified applicants are available for all recruitment and promotional opportunities. Overall Cost Projection Capital/One-Time Personnel/Ongoing $2 million $180,000 • Strategic Result 4: Performance Measurement – Leveraging the Value of Data. PFD will establish a performance management system to measure, report, and act based on data from cross-disciplinary databases by: developing data analysis resources that measure accurate and relevant information; ensuring that results-oriented performance measures will inform operational, policy, and budget decisions regarding the Fire Department; and, successfully 88 Community First - Courage, Grit, and Duty - Driven by Excellence Page 10 applying for progressively rigorous ICMA certificates in performance management to further guide the use of data within the organization. Overall Cost Projection Capital/One-Time Personnel/Ongoing $120,000 $150,000 • Strategic Result 5: Vision and Values - Forged by Values/Energized by Vision. The firefighters and civilian staff of the Prescott Fire Department bring strong values and a forward-looking commitment to the work. Therefore, the department seeks and is committed to creating an organizational culture consistent and aligned with its members and values, by: ensuring that all messages, behaviors, and beliefs from department leadership are consistent with a customer- focused culture; establishing expectations and support systems for supervisors to reward, manage, and promote organizational values and expectations; evaluating organizational culture through an employee engagement survey that measures adherence to organizational values and expectations; and, ensuring each member and their supervisor have a conversation about the member’s contribution to the organizational culture at regular performance evaluations. Overall Cost Projection Capital/One-Time Personnel/Ongoing $5,000 $25,000 These results, if accomplished, will help place the community in a position to ensure that the public safety infrastructure, resources, and workforce are applied in a data-driven and values-based manner to maintain the high quality of life enjoyed by Prescott residents and visitors. Planning Methodology The department utilized a three-phase approach to develop the strategic plan. These consisted of a review of existing organizational planning documents, conducting a comprehensive organizational assessment using feedback from multiple stakeholder groups, and establishing a results-oriented business plan that consolidated all three phases. This comprehensive approach was chosen partly due to a change in leadership in the organization and a change in the political environment influencing the department. The department relies on three key planning components in its environmental scan to identify the structural, cultural, and financial factors impacting its demand and ability to provide services. They are the Community Risk Assessment, External Stakeholder Input, and Internal Stakeholder Input. All three of these components rely heavily on Review of Organizational Planning Documents The work on the 2023-2028 Strategic Plan began with an extensive assessment of the department’s existing strategic plan, the Community Risk Assessment/Standards of Cover, and the department’s 89 Community First - Courage, Grit, and Duty - Driven by Excellence Page 11 accreditation report recommendations from its 2019 site visit. The goals and objectives of the previous strategic plan indicated that significant progress had been made but adjustments were needed to be contemporary to the current environment. These documents collectively formed a foundation to inform the strategy of the next two phases. This strategy called for two distinct planning engagements. The most important of these was the establishment of a defined organizational identity that could be used as a foundation to establish a metrics driven business plan. Engaging in the latter could not occur until clarity was gained over the organization’s identity. Organizational Assessment and Identity The Advanced Strategy Center (ASC) was selected for this work because of their experience with shift- based work common to fire departments, familiarity with issues unique to Arizona, and their ability to gather feedback from a much larger audience than found in other stakeholder engagements. During June 2022, several stakeholder input sessions were held, including a fire department leadership workshop and a validation survey to the internal team members on the Mission, Vision, and Values work. The sessions were well received and signaled that change is underway at the Prescott Fire Department. The work found that Prescott Fire Department is an organization that desires fundamental change, is ready for that change, and is ready to move forward. The ASC conducted stakeholder sessions as follows: • Internal stakeholder online sessions, June 7-9. 3 facilitated sessions were conducted with 58 participants; survey access was extended to anyone unable to join the live sessions, and two additional participants completed feedback for 60 total participants. This represented roughly 90% of firefighters assigned to operational roles. • Community stakeholder session facilitated on June 20 at the Prescott Council Chambers in a public forum style capturing key themes and the fire chief adding context and handling additional open questions. About 15 members of the public attended, including the Mayor and an additional Council member. Cindy Barks from The Daily Courier also attended and conducted a follow-up interview with the Chief that led to a very positive front-page story published in the Courier on June 23 to explain the process to the public. • An online community stakeholder session focused on business and agency organizations was conducted on June 21. 8 participants in the session, with an additional participant providing feedback on the survey access extended to 9 participants. • A City department peer session was conducted on June 22 with 18 participants that provided perspective from the City of Prescott government. 90 Community First - Courage, Grit, and Duty - Driven by Excellence Page 12 This produced input documents that assessed the perspectives of just over 100 stakeholders that provided their input on the Prescott Fire Department today and how the organization could evolve in the future. Two additional activities were then conducted to review the input work as follows: • The PFD Leadership Workshop was conducted on Monday, June 27, in person at the Prescott Centennial Center. 12 leadership team members provided their input via a blend of the Advanced Strategy Lab platform and open discussion to develop the recommendations on Mission, Vision, and Values and organizational identity. • Based on the Workshop input, revised Mission, Values, and Values statements and organizational identity attributes were then made available to the PFD internal stakeholders for their review and comment as a ‘validation survey.’ 20 internal team members completed the ‘validation survey’. This resulted in the establishment of a fully updated Mission, Vision, and Values and organizational identity. This was established through two engagements of the PFD Senior Leadership Team analyzing the feedback of the stakeholders during this phase of the process. Development of a Strategic Business Plan Once this work was completed, the focus shifted to performing a performance-based assessment of the organization. Managing Results, LLC was used for three separate on-site engagements that did an in- depth environmental scan to assess strategic issues, identifying the services delivered by the department and organizing these into program areas, and finally develop strategic results that connected to the department’s annual budget allocation. During this phase of the process, the stakeholder model expanded by reaching further down the organizational structure of internal and external stakeholders to establish 15 distinct strategic programs with relevant measures established by subject matter experts in each area. This work concluded in December of 2022 capping off a progressively detailed 6-month planning process. What follows is the culmination of these phases, which inform the organization's future direction. Prescott Fire Department members have committed time, effort, energy, and frank honesty to develop this plan. However, its success depends entirely on the follow-through by all organization members to achieve the stated outcomes listed herein and live up to the mission, vision, and values. An organization that knows where it is going knows the environment in which it must operate and identifies how to get there has the best chance to meet the needs of its community and achieve its vision. In addition, this planning process has served to refresh the organization’s continuing commitment to professionalism and set the path toward future success. 91 Community First - Courage, Grit, and Duty - Driven by Excellence Section 1 - Mission, Vision, and Values Prescott Fire Department Core Identity and Mindset Our Purpose - Mission Mitigate the community's risk through service, excellence, and compassion Our Core Identity and Attitude Community First Courage, Grit, and Duty Driven by Excellence Our Shared Values and Beliefs Professionalism Competence Compassion Trust Collaboration Integrity Leadership Innovation Fun Humility Ownership Our Aspiration - Vision A community partner that instills pride, supports our people, leads the region, and proactively solves public safety challenges 92 Community First - Courage, Grit, and Duty - Driven by Excellence Page 14 Connection to the City Strategic Plan The City of Prescott’s 2023 strategic plan guides the city council in policy deliberations and decisions. The fire department receives a significant share of the general fund, and the department is very interested in leveraging the fire department plan in support of achieving overall city priorities. The following highlight the major elements of the City of Prescott’s Strategic Plan that the fire department contributes to in connection with this plan to help the city meet overall goals and objectives. Goal #1: Maintain a Stable General Fund. Objectives: 2. Provide adequate and stable funding and flexibility to maintain a balanced budget as required by the City Charter. Strategies: • Take a leadership role in forming local partnerships to seek infrastructure and other funding. • Explore the options of adding grant writing resources. 3. Monitor the City’s PSPRS unfunded liability status to ensure that past issues don’t occur. Strategies: • Implement a policy and mechanism to quickly pay down any future unfunded liabilities as they accrue. • Follow PSPRS board actions and state initiatives to evaluate impact on the City’s funded status. 4. Monitor Legislative, State Executive, and other Political Subdivision Actions. Strategies: • Continue to establish multiple-jurisdictional partnerships to achieve legislative, executive, and political subdivision actions. Goal #2: Economic Development – providing an environment to enable prosperity, job/career creation, and capital formation. Objectives: 3. Continue to monitor a moderate, healthy, and sustainable rate of growth to promote and maintain the quality of life for the City and to support the local economy. Strategies: • Establish and review quantitative data regarding growth at least annually utilizing federal, state, and local data to track the number of jobs, number of residences, and the population in Prescott to ensure the needs of the community are met. • Evaluate affordable housing through the City’s Workforce Housing Committee and outside partnerships. Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes 93 Community First - Courage, Grit, and Duty - Driven by Excellence Page 15 Goal #3: Airport - An airport which is preserved, dynamic, and has the capacity to accommodate current and future needs. Objectives: 1. Enhance public safety by protecting the airport from encroachment by non-compatible development that would impede its airspace. Strategies: • Update the Airport Area Specific Plan, Airport Master Plan, Airport Layout Plan, and Land Development Code to reduce the potential for incompatible residential encroachment and to support future airport evolution. 2. Seek federal, state, and regional financial support for current and future airport development and protection. 3. Support future commercial air service maintenance and growth. 4. Support airport safety and security. Strategies: • Explore future locations for the Aircraft Rescue Firefighting Facility, Snow Removal Facility, and the Air Traffic Control Tower. • Collaborate with public safety to remain cognizant of response requirements for the airport. Goal #4: Quality of Life – create a clean and safe city that provides superior essential services and enhances opportunities that allow for retention and attraction of people who want to live, learn, work, and play in Prescott. Objectives: 6. Highly-Rated City Services – Perceived as and are (measurably) delivering efficient and effective services including transportation with improved flow, well-maintained streets, public safety, code compliance, water, and wastewater services. Strategies: • Consider using a survey tool to measure citizen satisfaction and the efficiency and effectiveness of city services. 7. Plan and budget to improve response times and additional, necessary facilities for first responders. Strategies: • Ensure effective recruitment and retention of first responders. • Evaluate, within the calendar year, the feasibility and establishment of an ongoing, dedicated funding mechanism for the funding of police and fire capital and operational needs. Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes 94 Community First - Courage, Grit, and Duty - Driven by Excellence Page 16 • Evaluate alternative delivery mechanisms to provide optimal, effective public safety outcomes. Goal #5: Service-Oriented Culture – Promote an accountable organizational culture of excellent/superior/solutions-driven service by the Mayor, Council, and City staff. Objectives: 1. Measurably promote excellent service delivery based on trustworthy, timely, problem-solving, engaging, valuable, accessible, actionable, fair, consistent, and common-sense service as permitted by existing resources and by effective use of those resources. Strategies: • Continued customer service and other trainings. • Customer experience feedback and survey. • Performance measures from each department. • Shared vision culture among employees at all levels of departments. Other notes: culture of enforcement changed to culture of service and facilitation (attitude); seeking to have a Solution-Oriented culture. 2. Promote continuous process improvement which fosters better processes and procedures to improve customer service and provide quality services at the lowest possible cost to taxpayers. Strategies: • Foster a culture that enhances employee morale. • Carry out the co-location of city facilities. Courtesy: Prescott Chamber of Commerce Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes Fire Contributes 95 Community First - Courage, Grit, and Duty - Driven by Excellence Page 17 Section 2 - Organizational and Community Assessment The need to perform rigorous risk assessments and community informed strategic planning is more essential than ever before. The number of services that fire departments provide have increased significantly due to a better assessment of true community risk and the application of more proactive solutions to those challenges. In addition, the emergencies today’s firefighters are asked to address has become more complex, and in some cases more dangerous. The Prescott Fire Department is truly an all-hazards emergency response organization. The only major area the department does not formally offer is response to shipboard fires and emergencies. Considering the relatively small size of the department, this fact is remarkable. To respond to this environment, the department uses three key elements in its planning process. They are the strategic plan, the community risk assessment, and the standards of Cover. In combination they inform budget requests and establish the foundation for the department’s performance management approaches. In 2019, the department completed a comprehensive community risk assessment that is the foundation for assessing the risks faced by the community. This is an integrated “living “document that will be updated along with the Standards of Cover on an annual basis. A major update is expected in 2024 as the department’s initial five-year accreditation cycle is nearing an end and the assumptions utilized in this document need updating to prepare for re-accreditation. Strategic Plan Community Risk Assessment Risk Informed Planning Process Standards of Cover Budget and Performance Environment and Capabilities 96 Community First - Courage, Grit, and Duty - Driven by Excellence Page 18 Stakeholder Input and Engagement 2019 Strategic Plan Stakeholder Outreach The 2019 process engaged stakeholders in a traditional in-person format and is represented here to show alignment with the findings of the 2022 process. While it was not formally a part of this update, it is relevant and shows the key assumptions remain unchanged. Both the business community, and citizen stakeholders were invited to participate. Below is a high-level summary of the findings of that engagement. Each group was asked report their planning priorities for the department, which services they felt were the most important, and their general opinions of the overall state of the department. Those in attendance (13) did not constitute statistical validation but should be viewed as a potential indicator of the business community’s general leanings. Figure 1. Business Community Planning Priorities The attendees were given the preceding list of values or planning elements and given a forced choice: comparing each element to all of the others to decide which was the most important (e.g., technical competence versus contain costs, technical competence versus maintain response times, etc.). The total value possible cumulatively is 65 per planning element. The results are illustrated in Figure 1, reflecting that the group prioritized expanding staffing and deployment over every other planning element, followed closely by improving response times and then reliable equipment and facilities, ensuring the technical competence of PFD personnel, maintaining response times, and finally containing costs. 6 23 46 37 38 45 0 10 20 30 40 50 Contain Costs to Taxpayers Maintain Existing Response Times Ensure Technical Competence Reliable Equip./Facilities Improve Response Time Expand Staffing/Deployment ←Low Priority High Priority → 97 Community First - Courage, Grit, and Duty - Driven by Excellence Page 19 Figure 2. Business Community Service Priorities In the same session as just discussed, the attendees were given a list of current services provided by the fire department, which were described. The choices were to assign a 3 (critical priority), a 2 (important priority), or a 1 (low priority) to the list of services. The respondents were allowed to assign as many 3s, 2s, or 1s as they wished and were also allowed to strike through any service, they felt the fire department should not be providing or add a service the individual respondents believed was missing from what should be provided. No attendees struck through any services, but two attendees separately added “EMTs well-checking frequent system users or post discharge patients.” The group prioritized advanced life support (paramedic) services as the most critical service offered by PFD, followed by fire suppression, hazardous materials, and technical rescue response. Fuels management, community risk reduction (prevention), and public education were scored lowest, but still at or above an important priority. Finally, the attendees were given an opinion poll, where they were asked to check the one box under each of the headings in Figure 3 that most described their perspective. Figure 3. Staff/Response/Cost Opinion Options Staffing Response Performance Cost of Service  Overstaffed  Response too heavy  Too expensive  Staffed appropriately  Response appropriate  Appropriate  Understaffed  Response too slow/light  Underfunded The results of the opinion poll are reflected in Figure 4. 1.92 2.00 2.08 2.31 2.46 2.69 2.92 0.00 0.50 1.00 1.50 2.00 2.50 3.00 Public Education Community Risk Reduction (Prevention) Fuels Management Technical Rescue Hazardous Materials Team Fire Suppression EMS (Paramedics) ←Low Priority High Priority → 98 Community First - Courage, Grit, and Duty - Driven by Excellence Page 20 Figure 4. Business Community Staff/Response/Cost Opinion Poll Results Interestingly, the business respondents agreed most that PFD was underfunded, that response was too slow, and that PFD was understaffed. These same tools were administered in the same way with identical instructions on the same day to citizens of the community in a separate forum. Those in attendance (10) did not constitute statistical validation but should be viewed as a potential indicator of the community’s general leanings. Figure 5. Citizen Planning Priorities 75% 25% 0% 58% 42% 0% 67% 33% 0% 0%10%20%30%40%50%60%70%80% Understaffed Staffed Appropriately Overstaffed Response too slow Response appropriate Response too heavy Underfunded Appropriate cost Too expensive ■Cost ■Response ■Staffing 1 16 30 34 38 46 0 10 20 30 40 50 Contain Costs to Taxpayers Maintain Existing Response Times Reliable Equip./Facilities Ensure Technical Competence Expand Staffing/Deployment Improve Response Time ←Low Priority High Priority → 99 Community First - Courage, Grit, and Duty - Driven by Excellence Page 21 As with the business community, citizen stakeholders were given the list of values or planning elements and given a forced choice: comparing each element to all the others, deciding which is the most important. The total value possible cumulatively for any single planning element is 50. The results are illustrated in Figure 5, reflecting that the group prioritized improving response time over every other planning element, followed by expanding staffing and deployment, ensuring the technical competence of PFD personnel, and having reliable equipment and facilities. Maintaining response time and containing taxpayer costs were given the lowest priority. In the same session, the attendees were given a list of current services provided by the fire department. As with the business community, the choices were to assign a 3 (critical priority), a 2 (important priority), or a 1 (low priority) to the list of services. The respondents were allowed to strike through any service they felt the fire department should not be providing or add a service the individual respondents believed was missing from what should be provided by the fire department. No services were struck or added. Figure 6. Citizen Service Priorities As with the business community, the citizen stakeholders prioritized advanced life support (paramedic) services as the most critical service offered by PFD, followed by fire suppression. The citizens’ remaining priorities differed slightly in order from the business community, but public education was scored lowest in priority for both groups. Finally, the attendees were given an opinion poll, where they were asked to check the one box under each of the headings in Figure 7. 1.80 2.20 2.30 2.30 2.30 2.70 3.00 0.00 0.50 1.00 1.50 2.00 2.50 3.00 Public Education Fuels Management Hazardous Materials Team Community Risk Reduction - Prevention Technical Rescue Fire Suppression ALS (Paramedics) ←Low Priority High Priority → 100 Community First - Courage, Grit, and Duty - Driven by Excellence Page 22 Figure 7. Citizen Staff/Response/Cost Opinion Poll Results As with the business community, the citizen respondents agreed most that PFD was underfunded, that response was too slow, and that it was understaffed. In all three categories, the citizens in attendance weighed their responses heavily in the deficit (underfunded, understaffed, and slow response time). 73% 27% 0% 82% 9% 9% 73% 27% 0% 0%10%20%30%40%50%60%70%80%90% Understaffed Staffed Appropriately Overstaffed Response too slow Response appropriate Response too heavy Underfunded Appropriate cost Too expensive ■Cost ■Response ■Staffing 101 Community First - Courage, Grit, and Duty - Driven by Excellence Page 23 2022 Stakeholder Outreach – Subjective Factors The department’s first step for stakeholder engagement during the 2022 strategic planning process was a thorough examination of where the department is positioned as a group of emergency response professionals, as an asset in the community, and what the challenges and opportunities were that are facing the department. This was to determine if the mission, vision, and values needed to be updated, and if so, what that should be. Below are the key findings from that process: • Key Finding #1: Duty to serve – Hopeful for the future: Prescott firefighters will answer the call and fulfill the fundamental mission of providing the fire/emergency services that keep the community safe. However, their goodwill has been stretched thin by a resource model that has not kept pace for the current environment and is insufficient for the growth of the community. Their outlook is temporarily buoyed by the arrival of new leadership and a collaborative approach to rethinking the organization for that future. But the progress on that future will need to be tangible to reinforce that PFD is making the investments in facilities, systems and people to align with the desired organizational vision and identity for the future. • Key Finding #2: Inability to keep up with growth – Ready for change The challenge for PFD is that the department is playing catch-up relative to the current environment in terms of resource, facilities, compensation and planning. The future environment is already arriving which means that PFD has to execute at a faster rate than the rate of change happening in the community. That means that the leadership style, values and culture have to support a willingness and ability to change. The good news is the outlook of the staff of the PFD related to how they see the current state of the organization, and that they are ready (way past ready) for that change. This indeed creates the need and the opportunity to advance a new organizational identity for PFD—embodied with a refreshed mission, vision, values, culture and sense of that this organization could really look like in the future. • Key Finding #3: Be succinct in words and action – Lead with compassion: The general feedback spirit from the internal stakeholders is to keep the mission simple—emergency services, community context, delivered with skill and compassion. • Key Finding #4: Be bold and build the future: The vision is not just for those that are here today, it is also relevant for the next generation that will join PFD. To be “the best in the west” is a seriously high standard. More important are proactivity, regional leadership, and a leader in the community. The core elements of respect, admiration by peers, and community engagement and preservation of the family culture all seem to connect. This vision, regardless of final language, will need to be guided by the values and cultural components to be viewed as credible. • Key Finding #5: Innovation and push forward - Challenge the status quo: Looking forward with innovation, a drive for constant (or continual) improvement is an element that represents a bridge to the future—"don’t be stuck in the past”, don’t do it this way just “because we always have”. 102 Community First - Courage, Grit, and Duty - Driven by Excellence Page 24 • Key Finding #6: Rooted in a values-oriented culture: PFD has a strong and distinct culture, and the majority of the elements serve PFD well and should be sustained for the future. Values around leadership are important and to be placed in the right context within the culture. • Key Finding #7: Operationalize the Vision: The strategic plan must create action plans that establish a bold path for change. This begins to paint a picture of the future that is very attractive to the workforce today and would be well-positioned for the next generation. • Key Finding #8: Use the values to build the future: The survey pointed to the idea of a new Prescott Fire Department that values its history and heritage but is ready to move on as a leadership-driven organization, forward-thinking, progressive, open and transparent, accountable and community-focused. • Key Finding #9: Purpose and Identity: Purpose is a powerful concept but will require more education to differentiate purpose from the mission and to see the real difference, over time and with the right resources, that the PFD makes in the lives of our community members. At the end of the day, it is to support that safe environment and know that you are protected. A focus on identity is important. These findings were thoroughly reviewed, and the department’s command staff and key leading members met to finalize the mission, vision, and values which determined the new organizational identity and set the stage for the business strategic plan. 103 Community First - Courage, Grit, and Duty - Driven by Excellence Page 25 The Forging Factors for the Future Participants were asked where they felt the organization was moving forward in the leadership workshop and validation survey. This defines the foundation for the organization and the future. It is a shared future, and the internal team helped to define that future identity and the key strategies. These key themes are the foundation for the department’s updated mission, vision, and values and the origin of the new core identity and attitude. Collectively, they present the foundation for all implementation efforts. The Foundation of Our Vision • THE PROCESS MATTERS: PFD has begun a serious change management process to redefine the organization and its support for the future. The department members are committed to the process and are committed to leadership in being part of the process. • YOU HAVE HELD THE LINE: The only reason PFD can move forward is that its members have held the line and done their jobs in an extremely challenging environment. While the community appreciates this, PFD members recognize they must change that environment for themselves and for the community. • WE WILL GROW WITH THE COMMUNITY: Prescott and this region are growing and growing for good reasons. It’s a desirable place to be. PFD will grow with the community and be a leader in providing the safe environment our community needs. • HONOR THE PAST, MOVE TO THE FUTURE: PFD has proud people and proud tradition/heritage and will always honor that, but must reset the future. Departmental members need to be willing to rethink nearly everything about what they do to serve this community in the future. Our members are that future. • VALUE OUR VALUES: PFD is a values-based organization and operates as a family. The department’s collective values and culture are the foundation for the future. As PFD moves forward, members will stay true to the values and attract like-minded people that have the same commitment. • WE ARE READY: At every key point, the stakeholders show evidence of City support, tangible desire for resource investment, and community buy-in. The organization is ready for the leadership is in place to create the future. Members of the department will be engaged and are ready. 104 Community First - Courage, Grit, and Duty - Driven by Excellence Page 26 Environmental Scan – Objective Factors While the first phase of the stakeholder process assessed the “heart” of the organization, the environmental scan is the “head” of this effort. This is a more rigorous process in terms of finding factual features in the community that impact the future ability of the city to provide services. The first step is to evaluate the external and internal organizational environment. The internal planning team combined feedback from the citizen forum, the internal survey results, and their collective knowledge of the organization and the community to assess the environment in which the district operates. The 2019 and 2022 process found very similar results and further validate the environmental factors in play. 2019 Strategic Plan SWOT Analysis To properly formulate strategic initiatives, the internal planning team had to evaluate the external and internal organizational environment. The internal planning team combined feedback from the citizen forum, the internal survey results, and their collective knowledge of the organization and the community to assess the environment in which the district operates. Analyzing the organization’s strengths, weaknesses, opportunities, and threats (SWOT) is the first step in identifying actionable strategies for the future. The internal survey results of the SWOT were condensed and prioritized by the internal planning team. Strengths The identification of organizational strengths is the first step in the environment scan. An organization’s strengths identify its capability of providing the services requested by its customers. The organization needs to make certain that its strengths are consistent with the issues it faces. Programs that do not match organizational strengths or primary functions should be reviewed to evaluate the rate of return on precious staff time. The internal planning team identified the following core department strengths: Human Capital Resilience /Adaptability Reputation/Community Perception Weaknesses Organizational weaknesses, or lack of performance, are also an important environmental scan element. To move forward, the organization must honestly identify the issues that have created barriers to success in the past. Weak areas needing improvement are not the same as challenges, which will be identified later, but rather those day-to-day issues and concerns that may slow or inhibit progress. Internal organizational issues, as identified by the planning team, are typically issues that are at the heart of an agency’s problems. The internal planning team identified the following core department weaknesses: Financial Lack of Sufficient Personnel Number and Conditions of Stations Ability to Conduct Training 105 Community First - Courage, Grit, and Duty - Driven by Excellence Page 27 Increased workload Opportunities An organization’s opportunities and threats are generally derived from the external environment. Opportunities are focused on existing services and on expanding and developing new possibilities inside and beyond the traditional service area. Opportunities exist for the Prescott Fire Department as was evidenced by the feedback from the internal survey as follows: Increase capacity in current growth period CON/Community Paramedicine Use strategic plan, accreditation, CRA: SOC to educate elected officials and public. Challenges The challenges are different than the weaknesses in that they are obstacles that must be overcome as opposed to shoring up a weakness. The obstacles may be internal or external but nonetheless must be addressed to position the department to take advantage of opportunities in the future. Challenges are plentiful for the Prescott Fire Department as evidenced by the feedback from the internal survey as follows: Maintaining response times Emergency Medical Services Delivery of Training Workload Growth without Planning Employee Health/Wellness Running our Business with Limited Resources (burnout and inconsistency) Threats There are conditions in the external environment that are not under the organization’s control. The identification of these conditions allows the organization to develop plans to mitigate or respond when a threat becomes a barrier. By recognizing these issues, an organization can greatly reduce the potential for loss. The internal planning team identified the following core threats: Funding cuts, grant cuts, no increase Mental health Community Growth without corresponding agency growth 106 Community First - Courage, Grit, and Duty - Driven by Excellence Page 28 Strategic Issue Statements The stakeholder outreach from both 2019 and 2022, diligent work on the formation of a defined organizational identity, and the department’s Community Risk Assessment and Standards of Cover were the foundation of formulating the key issues influencing the planning needs of the Prescott Fire Department for the next five years. This area is representative of a departure from traditional planning methods as not only are the key issues identified, but an analysis of the impact of inaction is also represented to show the impact on the community for prioritizing needs of the department. It is important to note that these statements are not the result of an individual lack of action in the past or that a stakeholder group failed to act. Instead, they are a realistic and fact-based assessment of the current conditions that are influencing the strategic objectives contained in this plan. Therefore, the focus of these statements must be to motivate future initiatives and not to look retrospectively at prior efforts to influence these factors. They are a call to solving collective problems that the community shares, along with a wide-ranging set of issues facing the community beyond emergency services. The following statements represent the seven most significant strategic issues that impact the ability of the Prescott Fire Department to meet the current and expected community demand for emergency response and risk mitigation services. Issue 1: Staffing and Infrastructure The needs of the department for staffing and infrastructure have not been effectively communicated, resulting in a lack of understanding and prioritization by fiscal decision-makers and the community, which, if it continues, will result in: • Continued inadequate staffing levels to meet service demands • Continued inadequate infrastructure and equipment to meet community expectations and risk • Poor patient outcomes • Negative social and economic results from a devastating event • Negative impact on the wellness of our first responders Issue 2: Occupational Safety Due to a changing emergency response environment coupled with inadequate facilities, equipment, and policies for Prescott Fire, members face increased exposure to chemicals, violent incidents, workloads, and stress. If national standards, codes, and recommendations are not addressed, exposures will continue to be imposed on our personnel, resulting in: • Increased rates of injury, illness, and cancer • Increased mental health issues • Increased healthcare costs • Loss of personnel 107 Community First - Courage, Grit, and Duty - Driven by Excellence Page 29 Issue 3: Data Collection and Analysis Continued inefficient data collection and the lack of capacity for analysis, if unaddressed, will result in: • Lack of strategic location of assets • Policymakers not having the data to make strategic decisions about the fire service • Potential financial and legal implications for non-compliance with national standards and industry best practices • The department’s ability to meet response times included in the City’s adopted Standards of Cover to 9-1-1 calls will continue to decline Issue 4: Community Growth In the past 25 years, demand for Prescott Fire Department services doubled along with the population and continues to grow, while staffing levels are virtually unchanged, which, if unaddressed, will result in: • Limited administrative office hours, delayed response to the public • Delayed plan reviews affecting the construction industry, fewer inspections completed, preplanning no longer addressed which affects citizen and firefighter safety, ineffective permit process • Slower response times, personnel unprepared for response, equipment failures more frequent • Delayed call processing at the Prescott Regional Communications Center and inappropriate resource allocation Issue 5: Sustainable Funding The funding provided by the General Fund is inadequate for the Fire Department to meet the City’s adopted Standards of Cover, which, if unaddressed, will result in: • Continued insufficient staffing/capital to meet the demands of the community • Continued inability to implement innovative service measures for the community • Difficulty exercising flexibility that would benefit the community • An increase in facility and equipment disrepair that will further impede service delivery to the customer • Heightened risk of not being able to respond to and mitigate a catastrophic wildland fire event • Insurance ratings will degrade, leading to increase costs to citizens or canceled policies 108 Community First - Courage, Grit, and Duty - Driven by Excellence Page 30 Issue 6: Resource Viability The human, infrastructural and technical resources appropriated to the PFD do not adequately meet the demands of the citizens/visitors of Prescott and will not be positioned to ensure future stability, if continued will result in: • Response to incidents is long and will worsen • Infrastructure costs are unmanageable and will increase • Premature disability/death of citizens/visitors will occur • Increased workload-related stress to employees Issue 7: Workforce Development A lack of cohesive planning related to recruitment, retention, and workforce development; as well as an associated insufficient trend analysis, if continued will result in: • Increased turnover • The lack of a succession plan • Erosion of a community-oriented departmental culture • Fewer interested applicants • An ineffective workforce • An unengaged workforce that does not feel appreciated or supported 2002 Indian Creek Fire 109 Community First - Courage, Grit, and Duty - Driven by Excellence Page 31 Section 3 - Strategic Business Plan Performance-Based Budget Structure To address these seven strategic issues, the department’s budget structure has been divided into 4 Executive Sections that oversee 15 Functional Groups (strategic programs) that direct current and required resources in a targeted manner to reduce the negative impact of the community's public safety issues. 1.0 Section: Office of the Chief 1.1 Group: Administration 1.2 Group: Leadership and Management 1.3 Group: Research and Development 1.4 Group: Capital Investments 1.5. Group: Organizational Performance Management 2.0 Emergency Operations Section 2.1 Group: Fire Suppression 2.2 Group: Special Operations 2.3 Group: Emergency Medical Services 2.4. Group: Readiness and Logistics 3.0 Community Risk Management Section 3.1 Group: Risk Reduction and Planning Services 3.2 Group: Emergency Management 3.3 Group: Community and Public Information 4.0 Essential Services Section 4.1 Group: Training and Skills Development 4.2 Group: Health and Safety 4.3 Group: Employee Development 110 Community First - Courage, Grit, and Duty - Driven by Excellence Page 32 Executive Sections – Strategic Purpose and Key Results The key results for the department are represented here by Section. These are considered outcome measures that flow logically from each group function that report to them. 1 - Office of the Chief Purpose Statement The purpose of the Office of the Chief is to provide strategic planning and support services to PFD stakeholders so they can have confidence in the implementation and stewardship of public safety resources. Key Results • % Operational Groups that are on or below budget (measured quarterly) • % Stakeholders who report they have confidence in PFD • % Departmental strategic results achieved • % Response times within the Standards of Cover adopted by the City • % Of IT Projects Successfully Implemented 2 - Emergency Operations Section Purpose Statement The purpose of the Operations Section is to provide all-risk response services to the public so they can live, work, and recreate in a safe community. Key Results • % Call responses provided within the time frames in the Standards of Cover adopted by the City • % Special Operations responses within the time frames in the Standards of Cover adopted by the City. • % Medical emergency responses provided per the Standards of Cover adopted by the City by risk category • % Responses provided within the Standards of Cover adopted by the City 111 Community First - Courage, Grit, and Duty - Driven by Excellence Page 33 3 - Community Risk Management Section Purpose Statement The purpose of the Community Risk Management Section is to provide proactive risk identification, mitigation, and management services to people who live, work, and visit the Prescott area so they can enjoy a safe, resilient, and economically vibrant community. Key Results • % Change in unplanned/unexpected fire events • Annual Assessment of community connectedness, which is a key predictor of resilience and recovery, will be assessed annually. • % Surveyed respondents who report that they are informed about the activities of the Prescott Fire Department 4 - Essential Services Section Purpose Statement The purpose of the Essential Services Section is to provide professional and wellness development services to employees so they can succeed in their career paths and beyond. Key Results • Firefighter work-related injury rate • % Employees who are meeting benchmarks as defined in their career development plan • % FF the on the force with increased task performance year over year 112 Community First - Courage, Grit, and Duty - Driven by Excellence Page 34 Performance-Based Strategic Results To ensure organizational effort and progress are continuously assessed, five strategic focus areas have been established to measure and report results. These directly align with the department’s performance-based budget structure. A cost analysis of potential initiatives is presented here to project the potential fiscal impact of the plan. It should be noted that these initiatives are not the only manner in which progress towards these results can be achieved. The department intends to update these initiatives as future opportunities or constraints are recognized. Strategic Result 1: Emergency Response Achieving Effective Response and Mitigation Solutions The Prescott Fire Department (PFD) will reduce the negative consequences of life-threatening emergencies experienced by the community, as evidenced by: A. Beginning in FY2023, the department will strive to achieve a 3% year-over-year reduction in Effective Response Force (ERF) response times to incidents categorized as moderate or high risk. o Strategic Issues Impacted: ▪ Data Collection and Analysis ▪ Community Growth ▪ Sustainable Funding ▪ Workforce Development o Key Results Ownership: Emergency Operations Section Chief o Contributing Performance Groups: ▪ Fire Suppression ▪ Emergency Medical Services ▪ Special Operations B. By the end of FY2024, a baseline measure for cardiac arrest patients discharged from the hospital neurologically intact will be established. o Strategic Issue Impact: ▪ Staffing and Infrastructure ▪ Data Collection and Analysis ▪ Sustainable Funding o Key Results Ownership: Emergency Operations Section Chief o Contributing Performance Group: ▪ Emergency Medical Services C. Building on past assessments, and continuing in FY2024, the Community Risk Assessment (CRA) will be conducted, with particular emphasis on wildland fire risk, followed by a mitigation plan to be approved by City Council. o Strategic Issue Impact: ▪ Data Collection and Analysis ▪ Community Growth ▪ Sustainable Funding o Key Results Ownership: Community Risk Management Section Chief 113 Community First - Courage, Grit, and Duty - Driven by Excellence Page 35 ▪ Contributing Performance Group: Organizational Performance Management Strategic Result 1 Emergency Response– Potential Initiatives and Projected Costs1 Initiative One Time Cost Ongoing Costs Fiscal Year Modernize Station Alerting $350,000 $75,000 FY24/FY25 Engine Move-up Module $100,000 $25,000 FY23/FY24 Low-Acuity Call Countermeasures (itemized) Community Paramedic Staffing $15,000 $160,000 TBD Paramedic Vehicle $65,000 $20,000 Equipment and Marketing $35,000 $20,000 Nurse Navigator Call Diversion Program $35,000 $25,000 FY26 Low-Acuity Call Countermeasures Total $150,000 $225,000 Potential Limited CON (itemized) Legal Fees $150,000 $150,000 TBD Ambulances $350,000 $25,000 Equipment $200,000 $20,000 Staffing (16.5 FTE’s)2 $170,000 $1.7 million Facility Remodels $500,000 N/A Potential Limited CON Total $1.35 million $1.55 million Public Access Defibrillation Initiatives $150,000 $25,000 Incident and Emergency Management Staffing $65,000 $150,000 FY26 Fire Adaptive Community Transition N/A $25,000 FY24/FY25 Total $2.17 million $2.1 million 1Fire Station Infrastructure expenses carried in Result 2 2Limited CON personnel expenses include 40-hour support staff additions (0.1 FTE per uniformed position). No-cost or Existing Initiatives • Turnout time continuous improvement • Call-processing time improvement • Lifeline contract optimization • Emergency management collaboration • Active PAWUIC participation • Improve QA/QI process 114 Community First - Courage, Grit, and Duty - Driven by Excellence Page 36 Strategic Result 2: Infrastructure Positioning Critical Infrastructure to Deliver Strategic Results The Prescott community will experience a customer-focused, responsive Fire Department capable of delivering services consistent with the City’s adopted Standards of Cover as evidenced by: B. By the end of FY2024, __%1 of respondents surveyed will rate PFD services as very good or excellent and assessed by geographical planning zones connected to the Community Risk Assessment/Standards of Cover (CRA/SOC). o Strategic Issue Impact: ▪ Data Collection and Analysis ▪ Community Growth ▪ Sustainable Funding ▪ Resource Viability ▪ Workforce Development o Key Results Ownership: Office of the Chief o Contributing Performance Group: ▪ Organizational Performance Management 1 A target will be established when a baseline is known C. By the end of FY2025, one new strategically located station will be staffed and operational. D. By the end of FY2025, a second new strategically located fire station will be shovel-ready. E. By the end of FY2027, the second station will be fully staffed and operational. o Strategic Issue Impact: ▪ Staffing and Infrastructure ▪ Occupational Safety ▪ Data Collection and Analysis ▪ Community Growth ▪ Sustainable Funding ▪ Resource Viability ▪ Workforce Development o Key Results Ownership: Office of the Chief o Contributing Performance Groups: ▪ Organizational Performance Management ▪ Capital Investments 115 Community First - Courage, Grit, and Duty - Driven by Excellence Page 37 1Assumes a 14,000 square foot facility at approximately $425/sq.ft. 2Assumes inflation rate of 5% per year for capital and 3% in personnel expenses No-cost or Existing Initiatives • N/A Example Fire Station Floor Plan (14,000 sq. ft. Facility) Strategic Result 2 Infrastructure – Potential Initiatives and Projected Costs Initiative One Time Cost Ongoing Costs Fiscal Year Customer Survey 10,000 5,000 FY24 Fire Station 76 (itemized) Land & Design $1,000,000 N/A FY24/FY25 Construction1 $6,000,000 N/A Engine 76 $900,000 $90,000 Staffing (16.5 FTE’s) $170,000 $1.7 million Fire Station 76 Total $8.1 million $1.79 million Fire Station 77 (itemized)2 Land & Design $1.1 million N/A FY26/FY27 Construction $6.6 million N/A Engine 77 $990,000 $99,000 Staffing (16.5 FTE’s) $187,000 $1.8 million Fire Station 77 Total $8.9 million $1.9 million Total $19.2 million $3.7 million 116 Community First - Courage, Grit, and Duty - Driven by Excellence Page 38 Strategic Result 3: Workforce Supporting our People All PFD members will have an opportunity to have their health and safety needs met, experience personal and career development opportunities, and work in an inclusive organizational culture focused on achieving results for the community, as evidenced by: A. Beginning in FY2023, the PFD injury rate will be reduced by 3% year-over-year. o Strategic Issue Impact: ▪ Occupational Safety ▪ Data Collection and Analysis ▪ Workforce Development o Key Results Ownership: Essential Services Section Chief o Contributing Performance Group: ▪ Health and Safety B. By the end of FY2024, 100% of eligible PFD members will complete the annual department physical. o Strategic Issue Impact: ▪ Occupational Safety ▪ Resource Viability ▪ Workforce Development o Key Results Ownership: Essential Services Section Chief o Contributing Performance Group: ▪ Health and Safety C. By the end of FY2024, all PFD members will have the opportunity to establish a career development plan. o Strategic Issue Impact: ▪ Staffing and Infrastructure ▪ Resource Viability ▪ Workforce Development ▪ Employee Development o Key Results Ownership: Essential Services Section Chief o Contributing Performance Group: ▪ Health and Safety D. By the end of FY2023, PFD will have an organizational succession plan in place identifying roles from Engineer through Fire Chief. o Strategic Issue Impact: ▪ Staffing and Infrastructure ▪ Community Growth ▪ Sustainable Funding ▪ Resource Viability ▪ Workforce Development o Key Results Ownership: Office of the Chief o Contributing Performance Group: 117 Community First - Courage, Grit, and Duty - Driven by Excellence Page 39 ▪ Leadership and Management E. By 2024, 2 qualified applicants will reach the Chief’s panel for each open position for every recruitment and promotional opportunity. o Strategic Issue Impact: ▪ Workforce Development o Key Results Ownership: Essential Services Section Chief o Contributing Performance Group: ▪ Training and Skills Development ▪ Employee Development Strategic Result 3 Workforce – Potential Initiatives and Projected Costs Initiative One Time Cost Ongoing Costs Fiscal Year NFPA 1582 Physicals N/A $80,000 FY24 Career Development Initiatives N/A $100,000 FY 25 Existing Station Renovations $2 million N/A FY27/FY28 Total $2 million $180,000 No-cost or Existing Initiatives • Utilize existing HR resources • Promote culture and live by the organizational values • Collaborate with Yavapai College • Extensive use of risk pool resources • Utilize industry competent physical therapy resources 118 Community First - Courage, Grit, and Duty - Driven by Excellence Page 40 Strategic Result 4: Performance Measurement Leveraging the Value of Data PFD will establish a performance management system to measure, report, and act based on data from cross-disciplinary databases as evidenced by: A. During FY2024, resources for data analysis will be operational, and systems integration will be underway as measured by the availability and relevant information. o Strategic Issue Impact: ▪ Data Collection and Analysis ▪ Resource Viability o Key Results Ownership: Office of the Chief o Contributing Performance Group: ▪ Organizational Performance Management B. By the end of FY2025, the majority of operational, policy, and budget decisions regarding the Fire Department will be informed by results-oriented performance measures. o Strategic Issue Impact: ▪ Staffing and Infrastructure ▪ Sustainable Funding ▪ Data Collection and Analysis ▪ Resource Viability o Key Results Ownership: Office of the Chief o Contributing Performance Group: ▪ Organizational Performance Management C. By 2025, the PFD will earn an ICMA certificate of achievement in performance management; by 2026, a certificate of distinction; and by 2027, a certificate of excellence (Issue o Strategic issue Impact: ▪ Staffing and Infrastructure ▪ Data Collection and Analysis ▪ Resource Viability o Key Results Ownership: Office of the Chief o Contributing Performance Group: ▪ Organizational Performance Management A. Building on past assessments, and continuing in FY2024, the Community Risk Assessment (CRA) will be conducted, with particular emphasis on wildland fire risk, followed by a mitigation plan to be approved by City Council o Strategic Issue Impact: ▪ Data Collection and Analysis ▪ Community Growth ▪ Sustainable Funding o Key Results Ownership: Community Risk Management Section Chief o Contributing Performance Group: ▪ Organizational Performance Management 119 Community First - Courage, Grit, and Duty - Driven by Excellence Page 41 Strategic Result 4 - Performance Measurement – Potential Initiatives and Projected Costs1 Initiative One Time Cost Ongoing Costs Fiscal Year Performance Management Costs $10,000 $10,000 FY 25 Data Analysis Tools $100,000 $30,000 FY 26 Dedicated Data Analysis Staffing $10,000 $110,000 FY 25 Total $120,000 $150,000 1Wildfire Risk Mitigation expenses carried in Result 1 No-cost or Existing Initiatives • IT Collaboration • Departmental data-informed decision-making 120 Community First - Courage, Grit, and Duty - Driven by Excellence Page 42 Strategic Result 5: Organizational Culture Forged by Values/Energized by Vision The firefighters and civilian staff of the Prescott Fire Department bring strong values and a forward- looking commitment to the work. The department seeks and is committed to creating an organizational culture consistent with and aligned with its members and values, characterized by: A. By 2023, members will experience leadership messages, behaviors, and beliefs consistent with our customer-focused culture. o Strategic Issue Impact: ▪ Staffing and Infrastructure ▪ Community Growth ▪ Resource Viability ▪ Workforce Development o Key Result Ownership: Office of the Chief o Contributing Performance Group: ▪ Leadership and Management B. By the end of FY2024, PFD will establish expectations and support systems for supervisors to reward, manage, and promote organizational values and expectations. o Strategic Issue Impact: ▪ Workforce Development ▪ Employee Development o Key Result Ownership: Essential Services Section Chief o Contributing Performance Group: ▪ Employee Development C. By the end of FY2025, PFD will evaluate organizational culture through an employee engagement survey that measures adherence to organizational values and expectations. o Strategic Issue Impact: ▪ Workforce Development o Key Result Ownership: Office of the Chief ▪ Leadership and Management ▪ Organizational Performance Management D. By FY2024, each member and their supervisor will have a conversation about the members contribution to the organizational culture at a 6-month check-in and the annual evaluation. Strategic Issue Impact: ▪ Workforce Development o Key Result Ownership: Essential Services Section Chief o Contributing Performance Group: ▪ Employee Development 121 Community First - Courage, Grit, and Duty - Driven by Excellence Page 43 Strategic Result 5 Organizational Culture – Potential Initiatives and Projected Costs Initiative One Time Cost Ongoing Costs Fiscal Year Internal Communication Enhancements $5,000 $5,000 FY 24 Organizational Development Initiatives N/A $20,000 FY24 Total $5,000 $25,000 No-cost or Existing Initiatives • Internal Communications (Station Visits, Video Updates) • Departmental follow-through 122 Community First - Courage, Grit, and Duty - Driven by Excellence Page 44 Section 4 –Group Performance Measure Worksheets 1.1 Administration Group (Office of the Chief) Section Purpose: The purpose of the Office of the Chief is to provide strategy planning and support services to PFD stakeholders so they can have confidence in the implementation and stewardship of public safety resources. Group Purpose Statement The purpose of the Administrative Group is to provide financial, budgetary and administrative support services to the Fire Department and the City so they can have the information necessary to make informed decisions. Administration - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 KEY RESULT - % Program Budgets that are on or below budget (tracked quarterly) % Invoices above $5,000 paid within 30 days % Timesheets submitted in an accurate and timely manner % Accounts Receivable invoices issued within 30 days of prior month Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Invoices processed # Timesheet reviews conducted # Group budget reports delivered Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Invoice payments expected to be requested # Group/Program budget reports expected to be requested # Of grants administered per fiscal year Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Ratio: Group Expenditures: Department Budget 123 Community First - Courage, Grit, and Duty - Driven by Excellence Page 45 % Operational budget supported by grant funding % Accounts Receivables collected within 90 days Inventory of Core Administration Services and Programs Delivered (32 Services) • Accounts Payable • Administration Budget • IGA Monitoring Reports (YRMC Base Hospital, Ambulance Transportation, Training) • Airport-Suppression Budget • Annual Reports • Monthly Budget Reports • Capital Budgets • Community Risk Reduction Budget • Customer Invoices/Bills • Emergency Management Budget • Emergency Medical Services (EMS) EMS Budgets (EMS, EMS Assistance, C.P.R. / First Aid) • Facility / Janitorial Cleanings • Fire Auxiliary Corps • Forestry Budget • Grant Applications • Grant Monitoring Reports • Grant Reimbursement Requests • Honor Guard Budget • Hotshot Administration Budget • Off-District Budget (Wildland Fire Assistance) • Office Supply Management • Paid Invoices • Payroll Reporting • Phone / In-Person / Email Responses • Processed Invoices • Essential Services Section (PSD) Budgets • Public Records Request Responses • Purchasing Card Reconciliation • Records Management Reports (Retain, Destroy, Archive) • Standards Compliance Reports • Suppression Budget • Technical Services Budget (TRT, HazMat, Drone) • Vendor Selections 124 Community First - Courage, Grit, and Duty - Driven by Excellence Page 46 Administration Group Assignments and Budget Overview Section Chief: Fire Chief Holger Durre Group Manager: Jaimie Sventek Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 125 Community First - Courage, Grit, and Duty - Driven by Excellence Page 47 1.2 Leadership and Management (Office of the Chief) Leadership and Management - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 KEY RESULT - % Stakeholders who report they have confidence in PFD % Stakeholders who report that open communications are encouraged % PFD members who report that direction is given and understood Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Department-Wide Communication Events and Messages Delivered # New Policies Developed/Implemented # Council Presentations Given Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Public Events and Ceremonies Requested # Intergovernmental Meetings and Events Attended Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Ratio - Fire Department Funding ($$): Value of property within the City of Prescott Inventory of Core Leadership and Management Services and Programs Delivered (15 Services) • Ceremonies • Honor Guard Program • Charities Support Activities • City Committee Participations • Contracts and Agreements Section Purpose: The purpose of the Office of the Chief is to provide strategy planning and support services to PFD stakeholders so they can have confidence in the implementation and stewardship of public safety resources. Group Purpose Statement The purpose of the Leadership and Management Group is to provide leadership, direction, and communication services to stakeholders so they can live, work, and recreate with confidence in the City’s emergency services. 126 Community First - Courage, Grit, and Duty - Driven by Excellence Page 48 • Intergovernmental Agreements (IGA’s) • Final Personnel Decisions • Fire Chaplain • GMIHC Responsibilities (this is the 19 families) • Interdepartmental Relations Management • Intergovernmental Relationship Management • Labor Relations Management • Leadership Communications • Policies and Directives • Presentations • Reports Leadership and Management Group Assignments and Budget Overview Section Chief: Fire Chief Holger Durre Group Manager: N/A Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 127 Community First - Courage, Grit, and Duty - Driven by Excellence Page 49 1.3 Research and Development (Office of the Chief) Section Purpose: The purpose of the Office of the Chief is to provide strategy planning and support services to PFD stakeholders so they can have confidence in the implementation and stewardship of public safety resources. Group Purpose Statement The purpose of the Research and Development Group is to provide project research and planning services to the Prescott Fire Department and City Leadership so they can make informed decisions and implement solutions that position the Prescott Fire Department to continue to deliver safe, efficient, and effective services. Research and Development - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 KEY RESULT - % Of IT Projects Successfully Implemented % Of project proposals approved by City Manager and/or City Council Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Of project/research proposals approved by departmental leadership # Of new service delivery programs or enhancements proposed to/by departmental leadership # Of major IT and research implementation projects in process 1 Station optimization/location study completed Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Of ad-hoc research or implementation projects expected to be required/requested # Response time reduction technology systems expected to be required Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Ratio – Project Management Cost: Total Purchase Price of Project Annual cost savings projected of proposed innovations Inventory of Core Research and Development Services and Programs Delivered (10 Services) • Ad-Hoc Management and Group Research Projects • Best Practices Research Reports 128 Community First - Courage, Grit, and Duty - Driven by Excellence Page 50 • Fire Code Integrations • Information Technology (IT) Collaborations • Information Technology Systems Integrations • Inter-Departmental Fire Consulting Sessions • Low Acuity Call Mitigations • Project Proposals • Project Research Reports • Resource Location Plans Research and Development Group Assignments and Budget Overview Section Chief: Fire Chief Holger Durre Group Manager: N/A Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 129 Community First - Courage, Grit, and Duty - Driven by Excellence Page 51 1.4 Capital Investments (Office of the Chief) Capital Investments - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 KEY RESULT - % Response times within the Standards of Cover adopted by the City % Of project proposals approved by City Manager and/or City Council % Residents who participate in public outreach at public safety facilities % Stations built on time and within budget 1st Fire Station Built and Open by January 2025 2nd Fire Station Built and Open during FY2027 Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # of response time reduction technology systems implemented # Of new service delivery programs or enhancements proposed to/by departmental leadership Training Center Capital plan re- assessed and proposed as a regional cooperative facility Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Of capital construction projects demanded # Intergovernmental Meetings and Events Attended Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Ratio - Cost of Multi-Use Investments: Total Capital Investments Section Purpose: The purpose of the Office of the Chief is to provide strategy planning and support services to PFD stakeholders so they can have confidence in the implementation and stewardship of public safety resources. Group Purpose Statement The purpose of the Capital Investment Group is to provide stewardship of public funds for strategically positioned public safety facilities, equipment, fleet and technology planning services to residents and taxpayers so they can effectively and efficiently access the City’s public safety services. 130 Community First - Courage, Grit, and Duty - Driven by Excellence Page 52 Annual cost savings projected of proposed innovations Inventory of Core Capital Investment Services and Programs Delivered (15 Services) • 5-Year Capital Investment Plans (Approved Expenditure List) • Apparatus • Capital Equipment • Co-location Agreements • Facilities Maintenance • Facility Renovations • New Stations • Station Designs • Apparatus Designs • Project Management Services • Response Time Reduction Technology Systems • Station Renovations • New Apparatus and Fleet Purchasing • Training Center Capital Plan Re-assessments • Training Facility Renovations Capital Investment Group Assignments and Budget Overview Section Chief: Fire Chief Holger Durre Group Manager: N/A Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 131 Community First - Courage, Grit, and Duty - Driven by Excellence Page 53 1.5 Performance Management (Office of the Chief) Organizational Performance Management - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 KEY RESULT - % Of key strategic results achieved % Of departmental strategic results achieved % of program performance reports, including analysis, submitted on time Successful CFAI Accreditation Site Visit and Commission approval in FY24 Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Strategic business plan performance reports delivered # CFAI program accreditation Compliance Reports delivered # (Other) performance reports delivered Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Of capital construction projects demanded # Intergovernmental Meetings and Events Attended Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Ratio - Performance Management expenditures: Total performance reports delivered Annual cost savings projected of proposed innovations Inventory of Organizational Performance Management Services and Programs Delivered (9 Services) • Accreditation Annual Compliance Reports Section Purpose: The purpose of the Office of the Chief is to provide strategy planning and support services to PFD stakeholders so they can have confidence in the implementation and stewardship of public safety resources. Group Purpose Statement The purpose of the Organizational Performance Management Group is to provide planning, data collection, analysis, and reporting services to Prescott Fire Department and city leadership, and staff so they can make timely, data-driven decisions. 132 Community First - Courage, Grit, and Duty - Driven by Excellence Page 54 • CQI / CQA Inquiry Responses • Department Strategic Plan Reporting • Digital Document Management Reports • Mutual & Automatic Aid Agreement Monitoring Reports • Organizational Effectiveness and Structural Evaluations • Strategic Business Plan Performance Reports • Performance Reports (Other) • Program Accreditation Compliance Reports Organizational Performance Management Group Assignments and Budget Overview Section Chief: Fire Chief Holger Durre Group Manager: Operations Chief Ralph Lucas Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 133 Community First - Courage, Grit, and Duty - Driven by Excellence Page 55 2.1 Fire Suppression (Emergency Operations Section) Fire Suppression - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % Of fires contained to the room of origin % Of wildland incidents contained to the initial complexity % of responses provide within turnout time benchmarks KEY RESULT - % Call responses provided within the time frames in the Standards of Cover adopted by the City % Fires interceded prior to flashover Outputs FY 2024 FY 2024 FY 2025 FY 2026 FY 2027 # Calls for Service Provided Demands FY 2024 FY 2024 FY 2025 FY 2026 FY 2027 # Calls for service expected to be requested # Intergovernmental Meetings and Events Attended Efficiencies FY 2024 FY 2024 FY 2025 FY 2026 FY 2027 $ Suppression Expenditure per call for service by response unit Inventory of Fire Suppression Services and Programs Delivered (36 Services) • Bomb Threat Responses • Broken Water Line Responses • Burning Aircraft Reponses • Commercial Structure Fire Responses • Defective Appliance Responses • Domestic Violence Responses • Elevator Rescues • Explosion Responses Section Purpose: The purpose of the Operations Section is to provide all-risk response services to the public so they can live, work, and recreate in a safe community. Group Purpose Statement The purpose of the Fire Suppression Group is to provide all risk response, incident stabilization and mitigation services to people who live, work and visit the Prescott area so they can live in a safe community supported by consistent, reliable, and timely fire emergency service. 134 Community First - Courage, Grit, and Duty - Driven by Excellence Page 56 • Fire Alarm Responses • Fire Extinguishment • Flooding Responses • Gas Leak Responses • Illegal Burn Responses • Jewelry Removals • Life Assists • Lifeline Ambulance Assists • Line Down Responses • Lockouts • Missing Persons Responses • Off-District Coordination • Pet Rescues • Police Assists • Protection Systems Activation Responses • Public Assist Responses • Public Service Assists • Smoke Detector Battery Changes • Snake Call Responses • Snow Removal • Structure Fire Responses • Residential Structure Fire Responses • Trapped Rescue Responses • Tree Fire Responses • Vehicle Fire Responses • Vehicle Locked Out Responses • Welfare Checks • Wildland Fire Responses Fire Suppression Group Assignments and Budget Overview Section Chief: Operations Chief Ralph Lucas Group Manager: Shift Battalion Chiefs Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 135 Community First - Courage, Grit, and Duty - Driven by Excellence Page 57 2.2 Special Operations (Emergency Operations Section) Special Operations - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 KEY RESULT - % Special Operations responses within the time frames in the Standards of Cover adopted by the City. % HAZMAT incidents where adequate numbers of trained personnel are available within the contractually established timelines. Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Confined space entries, utility trench entries, and tower installations and maintenance covered # Commercial flight passenger count supported by PFD Special Operations # Aircraft rescue firefighting calls for service provided # Backcountry lost persons assisted to safety # Critical injury backcountry rescue operations completed # HAZMAT responses provided # Technical Rescues provided Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Commercial passenger flights expected # HAZMAT responses expected to be required # Technical rescues expected to be requested Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Section Purpose: The purpose of the Operations Section is to provide all-risk response services to the public so they can live, work, and recreate in a safe community. Group Purpose Statement The purpose of the Special Operations Group is to provide hazardous materials mitigation, aircraft emergency response, rope, water, trail and industrial rescue services to people who live, work, and visit the Prescott area so they can work, recreate, and travel safely knowing they are supported by skilled rescue teams. 136 Community First - Courage, Grit, and Duty - Driven by Excellence Page 58 $ Expenditures per Special Operation responses Inventory of Special Operation Services and Programs Delivered (36 Services) • Bomb Threat Responses • Broken Water Line Responses • Burning Aircraft Reponses • Commercial Structure Fire Responses • Defective Appliance Responses • Domestic Violence Responses • Elevator Rescues • Explosion Responses • Fire Alarm Responses • Fire Extinguishment • Flooding Responses • Gas Leak Responses • Illegal Burn Responses • Jewelry Removals • Life Assists • Lifeline Ambulance Assists • Line Down Responses • Lockouts • Missing Persons Responses • Off-District Coordination • Pet Rescues • Police Assists • Protection Systems Activation Responses • Public Assist Responses • Public Service Assists • Smoke Detector Battery Changes • Snake Call Responses • Snow Removal • Structure Fire Responses • Residential Structure Fire Responses • Trapped Rescue Responses • Tree Fire Responses • Vehicle Fire Responses • Vehicle Locked Out Responses • Welfare Checks • Wildland Fire Responses 137 Community First - Courage, Grit, and Duty - Driven by Excellence Page 59 Special Operations Group Assignments and Budget Overview Section Chief: Operations Chief Ralph Lucas Group Manager: Special Operations Program Leads Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 138 Community First - Courage, Grit, and Duty - Driven by Excellence Page 60 2.3 Emergency Medical Services (Emergency Operations) Section Purpose: The purpose of the Operations Section is to provide all-risk response services to the public so they can live, work, and recreate in a safe community. Group Purpose Statement The purpose of the Emergency Medical Services Group is to provide pre-hospital medical readiness, care, treatment, prevention, and education services to people who live, work, and visit the Prescott area so they can experience timely responses to emergency medical calls for service and increased survival rates from preventable death. (Examples: heart attack, stroke, opioid overdose, trauma, cardiac arrest, and other time-sensitive illnesses) Emergency Medical Services - Family of Measures Results FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % Medical emergency responses provided per the Standards of Cover adopted by the city by risk category % Customers experiencing preventable deaths who survive % Cardiac arrest patients discharged from the hospital with no neurological deficits % Customers experiencing improved conditions after Prescott Fire Department arrival Outputs FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # EMS calls for service provided Demands FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # EMS calls for service expected to be requested Efficiencies FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Expenditure per call for service Inventory of Emergency Medical Services and Programs Delivered (27 Services) • ‘Stop the Bleed’ Training Classes • Active Shooter Responses • AED Community Consultations • AED Community Training Classes • AED Monthly Checks 139 Community First - Courage, Grit, and Duty - Driven by Excellence Page 61 • ALS Services Medical and Trauma Responses • Babysitter Training Classes • Backcountry EMS Responses • Behavioral Services • BLS Services Medical and Trauma Responses • Communicable Disease Responses and Services • Community Paramedicine • Continuing Education Classes • CPS & First Aid Community Classes • Emergency Medical Responses • EMS Instruction Training Classes • EMT Certification Classes • Hospital Liaisons • Infectious Disease Plans • Life Pack Annual Maintenance Checks • LUCAS Device Annual Maintenance Checks • Mass Casualty Responses • Paramedic Certification Classes • Quality Improvement Assessments • Recertification Services • SWAT Medic Responses • Transport Services Medical and Trauma Emergency Medical Services Group Assignments and Budget Overview Section Chief: Operations Chief Ralph Lucas Group Manager: Captain Dave Haskell Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 140 Community First - Courage, Grit, and Duty - Driven by Excellence Page 62 2.4 Readiness and Logistics (Emergency Operations Section) Readiness and Logistics Group - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % Responses provided within the Standards of Cover adopted by the City % Firefighters who have decontaminated and well-maintained personal protective gear consistent with industry standards % Time front line vehicles and apparatus are in service (measured in hours) % Fire Department apparatus which exceed mileage and years of service industry standards # Tools and equipment which exceed standards set by the manufacturer Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Annually required tools, equipment and apparatus inspections completed $ Cost of annually required tool, equipment and apparatus inspections $ Spent on repairs of PFD apparatus Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Cost of apparatus repairs expected to be required $ Cost of tools, equipment and inspections expected to be required # Annual tool, equipment and apparatus inspections expected to be required Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Repair and maintenance expenditures per apparatus Section Purpose: The purpose of the Operations Section is to provide all-risk response services to the public so they can live, work, and recreate in a safe community. Group Purpose Statement The purpose of the Ready-to-Respond Group is to provide and maintain personal protective gear, tools and equipment to our first responders so they can respond to and mitigate the community’s calls for service in a safe and timely manner. 141 Community First - Courage, Grit, and Duty - Driven by Excellence Page 63 Inventory of Special Operation Services and Programs Delivered (37 Services) • Apparatus Maintenance Reports • Apparatus-based Equipment • Chain Saw Repairs • Communications Infrastructure • Dispatch Liaison • Dispatching Services • Employee Portal • Employee Staffing Levels Coordination • EMS Supplies • Equipment Inventories • Equipment Surplus Inventory • Extinguisher Testing and Maintenance Sessions • Fleet Coordination Services • Fleet Management Services • Headsets • Image Trend • Janitorial Services • Ladder Testing Sessions • Mobile Data Computers (MDC’s) • Office Supply Orders • Personal Protective Equipment • PPE Supplies • Pump Testing Sessions • PX Trax Software System • Red NMX Software System • SCBA Repairs • SCBA Testing • Station Maintenance Services • Station Repairs • Station Supplies • Supply Management • TeleStaff Services • Turnouts • Uniform Supplies • Uniforms • Vehicle Maintenance • Wildland Firefighting Supplies 142 Community First - Courage, Grit, and Duty - Driven by Excellence Page 64 Readiness and Logistics Group Assignments and Budget Overview Section Chief: Operations Chief Ralph Lucas Group Manager: Captain Chad Dougan Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 143 Community First - Courage, Grit, and Duty - Driven by Excellence Page 65 3.1 Risk Reduction and Planning Services (Community Risk Management) Risk Reduction and Planning Services - Family of Measures Results FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Fire death rate against the 20-Year average KEY RESULT - % Change in unplanned/unexpected fire events % Public education training participants who gain in their understanding and awareness per pre and post assessments % Change (in tons) of fuels removed % Fire investigations that result in a known cause being determined Outputs FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Fire inspections conducted # Plan reviews conducted # Public education sessions/presentations delivered # Chipping sessions provided # Acres treated (fire mitigation) # Tons of debris removed (fire mitigation) # Fire investigations conducted Demands FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Acres expected to be identified for fire mitigation # Tons of debris expected to be removed (fire mitigation) Section Purpose: The purpose of the Community Risk Management Section is to provide proactive risk identification, mitigation, and management services to people who live, work, and visit the Prescott area so they can enjoy a safe, resilient, and economically vibrant community. Group Purpose Statement The purpose of the Risk Reduction and Planning Services Group is to provide community services to residents and visitors of Prescott and surrounding communities so they can experience reduced risk to life and property due to unplanned incidents. 144 Community First - Courage, Grit, and Duty - Driven by Excellence Page 66 # Fire investigations expected to be demanded # Fire Inspections expected to be demanded # Plan reviews to be expected # Public education sessions/presentations expected to be requested # Chipping sessions expected to be requested Efficiencies FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Group expenditure per fire inspection conducted $ Group expenditure per acre treated (fire mitigation) $ Group expenditure per ton of debris removed (fire mitigation) Risk Reduction and Planning Services and Programs Delivered (33 Services) • Group Services 3rd Party Plan Reviews (Contracted Services) • Assessments • Chipping Sessions • Code Analysis/Reviews (IFC, Commentary and Amendments) • Code Development & Adoptions • Code Enforcements • Commercial Burn Permits • Residential Burn Permits • Community Protection Plans • Department Assists • Emergency Operations Plan Reviews • Fire Board of Appeals Presentations • Fire Investigations • Follow-Up Assessment Reports • Fuel Reduction Projects • Hazardous Materials Management Plans • Hazardous Tree Removals (City-wide) • Industry Partner Code Consultations • Inspections • Plan Reviews • Pre and Post Inspections • Pre-Plans • Public Appearances • Public Education Events • Public Education Groups 145 Community First - Courage, Grit, and Duty - Driven by Excellence Page 67 • Public Education Sessions/Presentations • Regional Fuels Coordination • Regulatory Compliance – Inspections • Response Maps • Snow Removals • Target Hazard Inspections • Threat and Hazard Identification and Risk Assessment (THIRA) • Wildland Urban Interface Plans Risk Reduction and Planning Services Group Assignments and Budget Overview Section Chief: Deputy Chief Tom Knapp Group Manager: N/A Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 146 Community First - Courage, Grit, and Duty - Driven by Excellence Page 68 3.2 Emergency Management (Community Risk Management) Section Purpose: The purpose of the Community Risk Management Section is to provide proactive risk identification, mitigation, and management services to people who live, work, and visit the Prescott area so they can enjoy a safe, resilient, and economically vibrant community. Group Purpose Statement The purpose of the Risk Reduction and Planning Services Group is to provide community services to residents and visitors of Prescott and surrounding communities so they can experience reduced risk to life and property due to unplanned incidents. Emergency Management Group - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % City of Prescott Departments that implement Continuity of Operations/Government Plans % City of Prescott Departments that train personnel on their emergency management roles on an annual basis. % Residents that access the City of Prescott’s proactive emergency communications KEY RESULT - Annual Assessment of community connectedness, which is a key predictor of resilience and recovery, will be assessed annually. Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Policies and procedures # Identified public events with a developed and communicated incident action plan # Training classes and exercises provided # Key Emergency Management Plans and documents reviewed annually (and updated every 5 years) Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Identified public events expected to require an incident action plan Gap analysis for emergency management training needs Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 147 Community First - Courage, Grit, and Duty - Driven by Excellence Page 69 Group expenditure per Prescott daily population Inventory of Emergency Management Group Services and Programs Delivered (20 Services) • City Designated Emergency Management Function Designations • City Emergency Management Plan Updates • City-County Intergovernmental Agreement • Communications Protocols • Community Recovery Plans • Continuity of Operations Plan Updates • Disaster Declarations • Disaster Reimbursements • Emergency Event Exercises • Emergency Management Training Events • Emergency Preparedness Guide • Essential Persons Designations • Incident Management Logistics • Incident Management Team (IMT’s) Participation • Interdepartmental Communications • Liaison to State, County, Local Agencies • Public Communications • Public Emergency Communications • Public Event Incident Action Plans (IAP’s) • Yavapai County Sheriff / City Memorandum of Understanding (MOU) Risk Reduction and Planning Services Group Assignments and Budget Overview Section Chief: Deputy Chief Tom Knapp Group Manager: Fire Chief Holger Durre Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 148 Community First - Courage, Grit, and Duty - Driven by Excellence Page 70 3.3 Community and Public Information Group (Community Risk Management) Section Purpose: The purpose of the Community Risk Management Section is to provide proactive risk identification, mitigation, and management services to people who live, work, and visit the Prescott area so they can enjoy a safe, resilient, and economically vibrant community. Group Purpose Statement The purpose of the Communication and Public Information Group is to provide informative, educational and outreach services to our community and the surrounding areas so they can be informed, take necessary action, and understand the value of essential services provided by the Prescott Fire Department. Community and Public Information Group - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % Surveyed respondents who report that they are informed about the activities of the Prescott Fire Department % Public event requests that are fulfilled by Prescott Fire Department % Prescott residents, visitors, and businesses able to receive applicable emergency notifications Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Followers/subscribers # Press releases provided # Events conducted/communicated # Engagements # Social media followers Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Events expected to be requested # Engagements expected to be requested # Social media followers expected to sign up Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Group expenditure per follower/subscriber 149 Community First - Courage, Grit, and Duty - Driven by Excellence Page 71 Inventory of Community and Public Information Services and Programs Delivered (12 Services) • Community Events • Emergency Notifications • Event and Conference Materials • Media Inquiry Responses • Media Interviews • Press Relations / Sessions • Public Service Announcements (PSA’s) • Public Education Events • Public Relations / Sessions • Social Media Postings • Station Ride Alongs • Station Tours Community and Public Information Group Assignments and Budget Overview Section Chief: Deputy Chief Tom Knapp Group Manager: Division Chief Scott Luedeman Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 150 Community First - Courage, Grit, and Duty - Driven by Excellence Page 72 4.1 Training and Skills Development Group (Essential Services Section) Section Purpose: The purpose of the Essential Services Section is to provide professional and wellness development services to employees so they can succeed in their career paths and beyond. Group Purpose Statement The purpose of the Training and Skills Development Group is to provide new and continuous specialized training and instructional services to our employees and partner agencies so they can deliver effective emergency services to our community. Community and Public Information Group - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % Employees that meet the required monthly (20) hours of training per national standards % Recruits that successfully complete the Prescott Fire Department Training Academy % Employees that meet OSHA and state-mandated training requirements % Employees in each rank qualified to act in the position above them % Of the force with increased task performance year over year Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Specialized training classes that are conducted offsite # Specialized training classes that are conducted offsite # MCS Tests conducted # In-house training classes attended # External training classes attended Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # In-house training classes expected to be requested # MCS tests expected to be requested Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Group expenditure per department employee 151 Community First - Courage, Grit, and Duty - Driven by Excellence Page 73 Inventory of Training and Skills Development Services and Programs Delivered (32 Services) 1. Contracts for Services (Training) 2. Apparatus and Equipment In-Service Classes 3. Cardiac Monitor Classes / Trainings 4. Continuous Education / Certification Maintenance Sessions 5. CPR / 1st Aid Classes 6. Driver Trainings 7. EMS Certification / Re-Certification Classes 8. EMS Classes 9. EMS Recruitment Training Classes 10. Engine Company Trainings 11. Fire Wise Assessor Training Coordination 12. New-Hire Mentorships 13. Minimum Company Standards 14. Online Training Classes 15. National Wildland Coordinating Group (NWCG) Classes 16. Partner Agency Training Sessions 17. Physical Fitness Certs 18. Position Task Books 19. Prescott Area Regional Training Committee Planning Sessions 20. Probation Tests 21. Public Education Classes 22. Quarterly Joint Training CAFMA, Groom Creek, Williamson Valley 23. Rescue Certifications 24. Ride Alongs 25. Safety Classes 26. Safety Committee Representations 27. Self-Contained Breathing Apparatus (SCBA) Training Sessions 28. Special Operations Training Sessions 29. SWAT Medic Training Sessions 30. Training Academies 31. Training Records 32. Training Scheduling / Coordination Training and Skills Development Group Assignments and Budget Overview Section Chief: Division Chief Scott Luedeman Group Manager: N/A Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 152 Community First - Courage, Grit, and Duty - Driven by Excellence Page 74 4.2 Health and Safety Group (Essential Services Section) Section Purpose: The purpose of the Professional Support Section is to provide professional and wellness development services to employees so they can succeed in their career paths and beyond. Group Purpose Statement The purpose of the Health and Safety Group is to provide physical, mental, and preventive services to Prescott Fire Department members and their families so they can experience a healthy and safe work environment and culture. Health and Safety Group - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % of time missed in Fire Suppression due to injury / illness Firefighter work related injury rate % Employees that meet OSHA and state-mandated training requirements % Firefighters working no more than 400 hours overtime annually % Firefighters indicate on FOCUS Safety Survey they are experiencing stress, burnout, or anxiety Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Injury prevention classes provided # Health & safety assessments conducted # Counseling/coaching sessions provided Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Injury prevention classes expected to be required # Health and safety assessments expected to be required # Counseling/coaching sessions expected to be requested Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Health & safety expenditures per Member 153 Community First - Courage, Grit, and Duty - Driven by Excellence Page 75 Inventory of Health and Safety Group Services and Programs Delivered (33 Services) • Air Quality Monitoring • Annual Fit for Duty Exams • Benefit Shield Insurance Coverages • Cancer Awareness Resources • Cancer Screenings • Clean Cab Procedures • Clean PPE Standards • Decontaminations • Exhaust Exposure Prevention Measures • Exposure Reports • Fire Ground Rehab Services • FIT Testing • Fitness Equipment • Health & Safety Surveys • Individual Member Needs Assessments • Injury Prevention Classes • Injury Rehab Services • Injury Reports • Mental Health Contract Services • Mental Health Resource Outreaches • Mental Health Resources • Nutrition Classes • Operational Safety Procedures • Overhaul Air Tests • P.T. Recruit Classes • Peer Counseling/Coaching Sessions • Peer Support Services • Physical Fitness Classes • Physical Fitness Standards • Physical Training Services • Safety Assessments • Station Assessments • Substance Use Treatments Sessions Health and Safety Group Assignments and Budget Overview Section Chief: Division Chief Scott Luedeman Group Manager: Battalion Chief Jeff Moffitt Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 154 Community First - Courage, Grit, and Duty - Driven by Excellence Page 76 4.3 Employee Development Group (Essential Services Section) Section Purpose: The purpose of the Professional Support Section is to provide professional and wellness development services to employees so they can succeed in their career paths and beyond. Group Purpose Statement The purpose of the Employee Development Group is to provide community services to residents and visitors of Prescott and surrounding communities so they can experience reduced risk to life and property due to unplanned incidents. Employee Development - Family of Measures Results FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 % Open positions where the requisite number of “qualified” applicants will reach the Chief’s panel for all recruitment and promotional opportunities % Open positions where the requisite number of “qualified” applicants will reach the Chief’s panel for all recruitment and promotional opportunities % Employees who are meeting benchmarks as defined in their career development plan % Surveyed employees who report that the conversation they had with their supervisor at the 6-month check-in was meaningful % Each member and their supervisor will have a conversation about the members contribution to the organizational culture at a 6-month check-in and the annual evaluation on time % Applicant pools where there are at least X qualified applicants Outputs FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Career path classes conducted # Non-career path development classes conducted # Counseling/coaching sessions provided # 6-month evaluations conducted 155 Community First - Courage, Grit, and Duty - Driven by Excellence Page 77 # Employees that participate in career path classes Demands FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 # Career path classes expected to be conducted # Non-career path development classes expected to be requested # 6-month evaluations expected to be required # Employees expected to sign up for career path classes Efficiencies FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 $ Group expenditure per department employee Inventory of Employee Development Services and Programs Delivered (21 Services) • 6-Month Check-Ins • Annual Reviews • Career Development Plans – PTBs • Career Path Classes • Crew Evaluations • Disciplinary Actions • Educational Leave Classes • Employee Development Sessions • Employee Development Plans • Employee Promotions • Employee Retention Initiatives • Internal Investigations • New Employee Development Plans • New Hire Testing(s) • Non-Career Path Classes • Performance Evaluations • Promotional Testing • Recruitments • Shift Biddings • Staffing Management Rosters/Plans • Station Assignments 156 Community First - Courage, Grit, and Duty - Driven by Excellence Page 78 Employee Development Group Assignments and Budget Overview Section Chief: Division Chief Scott Luedeman Group Manager: Melissa Fousek (Collaboration with HR) Budget Year FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total $ $ $ $ $ 157 Community First - Courage, Grit, and Duty - Driven by Excellence Page 79 Appendix A – Service Partner Analysis Accomplishment of Strategic and Key Results is not accomplished without seeking out and maintaining cooperative relationships with strategic service partners. The list below describes the type of relationship, formality of the relationship, and their level of participation in decision making related to the PFD's ability to perform. These partners should be actively engaged in helping the PFD maximize efficiencies where possible. This list is not all- inclusive and meant to be a living document. Prescott Fire - Key Strategic Service Partners Type Partner’s Impact on PFD’s Ability to Achieve Key Results PFD’s Impact on Partner’s Ability to Achieve Key Results Emergency Response Partner Emergency Management Partner Provides Services to PFD Regulatory or Contractual Partner Financial Relationship City Council and Mayor Legislative/Policy High High City of Prescott City Manager’s Office City Department High High City of Prescott Human Resources Department City Department High High City of Prescott Finance Department City Department High High City of Prescott Clerk City Department High High City of Prescott IT Department City Department High High City of Prescott Public Works Department City Department Moderate Low City of Prescott Fleet and Facilities City Department High Moderate City of Prescott Police/PRCC City Department Moderate Moderate City of Prescott Community Development Department City Department Moderate Moderate Central Arizona Fire and Medical Authority Regional Fire Department High High Center for Public Safety Excellence Fire Service Accrediting Body High N/A AMR of Arizona Transport Provider High High Local 3066 Professional firefighters’ association Moderate Moderate AZ State Fire Chiefs Fire service association Moderate Moderate Granite Mountain IHC Learning and Tribute Center Non-profit Educational Moderate High 158 Community First - Courage, Grit, and Duty - Driven by Excellence Appendix B – 2019 Stakeholders • Frank Almendarez, Yavapai Regional Medical Center • Amore Cianciola, Hassayampa Inn • Greg Ellingham, Findlay Buick GMC • Sandy Griffis, Yavapai Co. Contractors Assn. • Bert Ijams, Meals on Wheels • Hojat Askari, Thumb Butte Medical Center • Matthew Phillips, U.S. Vets • Henry Reyes, Re/Max Mountain Properties • Lori Sells, Lori Sells Insurance Services, LLC • Laura Wilson, West Yavapai Guidance Clinic • Parshalla Wood, Investments • Bob Betts, PAWUIC • Mike Gjede, US Air Force (ret.) • David Klever, Citizen • Scott Orr, Media • Michael Orr, PAWUIC • James Peña, PFD Academy • Wayne Sutterfield, Citizen • Richard Unkenholz, Citizen • Lori Burkeen • David Haskell • Shane Arrollado • Pete Nigh • Cory Moser • Dan Morgan • Jordan Pluimer • Jeff Moffitt • Nate Malm • Jason Beyea • Scott Luedeman • Ralph Lucas III • Don Devendorf • Dan Bauman • Isiah Keeme • Miles Graybill • Marsha Collier • Jeff Archer • Troy Steinbrink Nate Seets • Dennis Light, Fire Chief 159 Community First - Courage, Grit, and Duty - Driven by Excellence Appendix C – Community Risk Assessment/Standards of Cover Maintained as a Separate Document Appendix D – Advanced Strategy Center Final Report Maintained as a Separate Document 160