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What do you believe your role is in helping the department to achieve its priorities and goals?

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Who do you believe are critical partners for the department/division?

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What should the the top strategic priority or goal be for the department/division over the next 1-5 years?

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Name the most critical area for improvement in the department/division over the next 1-5 years.

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What is the biggest threat to the department/division in achieving its goals over the next 1-5 years?

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What top challenges were faced as a department or division over the past 2 years?

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HR Process is too slow to accommodate new job market. Need to move quicker to fill positions faster. Need to update process to take advantage of talented people willing to work for CCFD. Process improvements needed to address cumbersome processes that slow down efforts to bring on new people.

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185,000 responses in 2022 expected, far beyond previous years. Providing service with 91 fewer people in Suppression. EMS, Fire, Rescue, Prevention and support services being done at a high level, especially during Covid.

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Hallmark Success: Very capable, very successful in responding to community during Covid. Serving covid patients, leading in testing and vaccinations.

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High level of risk, as demonstrated during 1 Oct. Special events are increasing, get better every day as how those events are handled. Casualties are kept at a minimum. Planning has increased, new ordinances will give more authority on planning side. First Suppression units specific to Special Events will be implemented this week, raising bar higher.

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Addressing fire related issues where we have the most casualties, multi-family and single family residential. Deaths from fire are most prevalent in residential areas, not dense commercial areas.

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Arrests and convictions have improved significantly, much higher than other departments in LVV, and far exceeded any previous Fire Investigation in CCFD.

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Improved significantly, working their way towards goal of being best in LVV.

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Staffing, equipment, fire stations, etc. approvals by BCC. Reputation, utility, and service provided recognized by BCC and cemented with the community.
EMS Supervisors
Heavy Rescue
Special Events staff
$80 million for new training facility, fire station, mechanics shop, logistics/warehouse 44,000 sf. Additional warehouse at Harmon location. Supplies for next pandemic now available, addressing supply chain issue.

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Not yet funded, near Harmon/Nellis, but has been approved to address a huge need in the "donut hole" area.

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Increase response need, shut down economy, and physical threat to workforce (perfect storm.) Resort corridor shut down lowered responses, but also lowered income.
Uncertainty regarding levels of service, staffing levels, financial condition. County buy-out impacted staffing levels. Uncertain outcome and length of time pandemic would affect service. Staff overworked (exhaustion, stress, family issues). Mental health and behavioral issues. Increased substance abuse, insubordination, family issues, etc. 1 October ongoing impacts.

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Link to process improvements, behavioral and mental health of staff, improvement in morale, etc.

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Increased building and projects planned, high speed of development. Difficult to keep pace with growth. South Center Strip increase in demand, few opportunities for adding staff and stations.

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Opportunity to improve business model to strategically locate stations, staff, equipment near high growth areas.

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Workforce that values balance between home and work. Business model does not accommodate this philosophy, as overtime is still considered more efficient than additional staff. New workforce generation has an expectation that work/life balance is of high value. Business model needs to change (meet at least half way) to accommodate.

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Increase Value to Community - Health Care

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Increase Value to Community - Health Care

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Determine how we can increase our value to the community in the health care arena. Disadvantaged members of the community call 911 for medical needs as their primary avenue to health care. Looking for ways to address health care issues before they become emergent. Community medicine, call in lines, telemedicine, identifying social needs that can be addressed. Goal is to be a major player/leader in best practices in this area. In process of adding social workers/medic to police calls that require medical/mental health support.  May require NRS or County Code changes to implement.

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Situational awareness, monitoring incidents to navigate resources where needed. Reduce number of calls/severity of calls.

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Keeping pace with rapid development.

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Generational changes, loss of seasoned personnel, institutional knowledge decreasing as a result of retirements, etc.
Loss of opportunity for mentorship, smooth transition to new leadership.

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Increased station construction costs, offsite improvements, supply costs, equipment costs, inflation in cases impacts budget.

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Lone wolf extremists, cyber attacks, physical attacks, threats to staff, increased concerns over employee safety, possibility of workplace violence.

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Water supply, extreme weather, increase in wildfires and other natural disasters.

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Identify changes that would need to be made to laws, codes, policies and procedures in order to implement service improvements.

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Work stresses, overwork, challenges of past 2 years have taken their toll, impacting morale of existing employees, and affecting ability to retain trained, experienced personnel.

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Recruit and Hire Talented and Diverse Workforce

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Recruit and Hire Talented and Diverse Workforce

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Increase diversity to better reflect the community. Improvements have been made, more work needs to be done.

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Increase staffing to meet community needs

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Increase staffing to meet community needs

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Increase ratio of number of firefighters per 1000 residents, increase staffing to meet increased visitor volume. .52 firefighter per thousand currently, goal is .75 per 1000 residents.

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Implement a call reduction strategy. Goal is to reduce time at incidents, decrease time on standby.

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Increase public awareness of CCFD services and other resources in the community that people can use rather than fire department service call. e.g. smoke alarm battery installation.

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Need to hire a public education officer in next supplemental budget
Need a dedicated CCFD PIO.

Ensure social media updates daily.

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Appropriate and Ready Reserve Apparatus in Place

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Appropriate and Ready Reserve Apparatus in Place

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Need reserve apparatus for use during disasters and major events.

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Coordinate and bring together all strengths, values, talents that department has to meet the strategic priorities and goals.
Secure resources necessary to accomplish strategic plan goals, etc.

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Put employees in place where they will be most successful and provide the resources needed for them to be successful.

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Chief will add.

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SNCTC

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Need to have a process in place to implement this plan:
Benchmarks/performance measures
Responsibility
Accountability
Periodic Reviews/Adjustment