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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 top one or two department or division successes over the past 2 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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Training Program - 2 year training plan with performance measures - meet NFPA standards. The training is recurring and mandatory.

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When out 90 days or longer, up to date on training and certifications and refresh skills, so that they are up to date when they return to the floor. Six people have been through it so far. No issues with training and return to work.

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Hiring process - hiring over 100 firefighters. Challenges with County Recruitment process. Existing process and systems are very territorial and slow down the process, delaying being able to hire new personnel. Personnel Directive 2 has been updated. Sufficient for smaller recruitments, but does not necessarily work for CCFD. Current directive impedes progress.

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Current HR process does not allow for identifying gaps in diverse hiring. Current procedures prohibit access to information that would help bridge any gaps.

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First time ever hiring for this position, has been very useful for the department.

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Improvements in technology helped work to continue during Covid. Working through Covid helped us evolve technology use and improve our processes.

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Covid impacted hiring rate and instruction during Rookie School. Hours donated from employees so that rookie hours could be covered while sick.

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Make a path to employment for those participating in Explorer Program.
Move from Explorer Program through credentials for deployment to Rural Division, eligible at age 18. ESF credentialling program.
Take the 50 explorers that go through the program  earning time credit and experience and give them a path to success within CCFD.

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Current system is efficient use of resources. Trainers currently travel to rural areas to conduct training, using overtime funds.

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Partnership with LVMPD, create a joint wellness program and center to improve musculoskeletal treatment and therapy to improve health, safety, and reduce time getting back to work. Millions of dollars in savings will result. Will also include a mental health component.

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Will focus on improvements to physical and behavioral health. 30 new peer support people. Software to track health and strategies for improvements. Funding for PET scan for cancer. EAP technology to support rural personnel and augment EAP staff.

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Leadership, Diversity, Mental Health topics are covered every month.

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Risk Management is now under Training and Recruitment.

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Funding is always an issue and can be an obstacle to implementing program.

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Workers Comp, especially for mental health issues. Clarification of provisions is needed to make implementation of requirements easier.

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County Management, including Risk Management, are very supportive of CCFD personnel initiatives.

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CCFD - 8% of County personnel, 46% of workers comp claims.

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Move away from quick care model to wellness center focus on first responder injuries.

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Provide the vision, empower people to accomplish it. Cannot accomplish anything alone, must rely on talented staff to take ownership of initiatives and accomplishment. Remove barriers so others can do their work. Promote change, use of best practices.

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LVMPD
UNLV
BCC
CC Risk Management
CC ODC
Vendors/Crane Companies
Building Department - Demo permits
RPM

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Future supplemental budget request for a Wildland Coordinator to improve response.