# data[].attributes.body
What do you believe your role is in helping the department to achieve it's priorities and goals?

# data[].attributes.body
Who do you believe are critical partners for the department/division?

# data[].attributes.body
What should the the top strategic priority or goal be for the department/division over the next 1-5 years?

# data[].attributes.body
Name the top one or two department or division successes over the past 2 years.

# data[].attributes.body
Name the most critical area for improvement in the department/division over the next 1-5 years.

# data[].attributes.body
What is the biggest threat to the department/division in achieving its goals over the next 1-5 years?

# data[].attributes.body
What top challenges were faced as a department or division over the past 2 years?

# data[].attributes.body
No one quit. Everyone came to work, maintained health.
Task Force - retired members were replaced effectively and no ground was lost.
Rural -  Brian O'Neal took Chief Haydu's spot and has done well, even through Covid.
Pam has done a great job managing timeframes and due dates for grants. Ultimate goal would be to reduce grant extension timeframes and expend funds more effectively during the initial grant period.

# data[].attributes.body
Gap with the loss of Heidi, but Karen Taylor was hired and did a great job. Pam Hattie took her spot and has done a good job as well. Lucky to be able to hire from within.

# data[].attributes.body
Need to have deeper layers of staff to cover grants. Need to bring others up to speed for the ability to cover when someone is out. Redundancy/back up for Pam is available through Karen. Need others at that level to cover day to day. Goal would be to cross train for coverage between OEM and NTF-1.

# data[].attributes.body
OEM - Fund IT person for the MACC. Need to have available staff for IT support for MACC activations. Pursue use of EMPG or other funds to support this position. Expand depth of staffing. Train and staff strategic positions (ESF leads) with CCFD staff, with outside agencies covering positions within the ESF. Retain and replace ASAP when positions become vacant.
Rural-motivate volunteers and rural staff to remain in positions; recruit, hire and train more people. Need to hire more staff, be more operational outside of normal work hours.
NTF - Need to increase deployments.

# data[].attributes.body
Grant funding, general funding, space to expand and grow over time.
Rural- $3.5 million received for rural apparatus/equipment
1 additional person added for Admin.
OEM-grants position changed to reduce accounts payable duties and allow focus on grants management duties.
NTF - funding has not increased, generators, cardiac/EKG monitors needed.
Priorities for funding do not always match funding levels.
Grants - Unfunded mandates/grant requirements make grant compliance difficult, site visits, etc. becoming more difficult to manage with available resources.

# data[].attributes.body
Link to Assistance for Firefighters Grant, Capital improvements.
Update MACC Technology to keep up with latest communication and meeting management tools.
Increase collaboration with EM partners.
Modify recycle/replacement program (TRP) for grant-funded computer technology so everything doesn't expire at the same time.
LEPC, UAG funding consistency, keep up with training, equipment.
Rural Fire Stations - some over 50 years old - need funding mechanism to renovate/replace rural fire stations.

# data[].attributes.body
NTF-Be a good voice/advocate for the program manager, keep Fire Chief and Sr. Deputy and County Management informed of issues related to NTF
OEM-Ensure coordination between NDEM, City EM's in all five cities, all fire departments
Rural-be a good voice/advocate for Chief O'Neal and needs of rural stations
Coordinate/partner with Chief Blackmon on grant submittals
3% carve out Election Security - incorporate cybersecurity grant requirements.

# data[].attributes.body
Incorporated cities, public and private EMs, NDEM, SNHD, State Health, CCSD, all ESF lead organizations, utilities, county departments, CCFD Divisions, logistics, training, etc., tribal - LV and Moapa Pauites, LVMPD and other LE Agencies
Check with Chief O'Neal, BLM, NPS, etc.
LVICC (Communications Center for State)
NTF-FEMA Fed Program office, Central Division ESF-9,
VSRC
Irene Check with Tennille

# data[].attributes.body
Existing staff are overwhelmed, not enough time to complete job duties, Covid impacted workloads, added to duties on top of duties already responsible for. People lost to outside promotions, internal promotions, deaths, retirements, etc., large event venues increasing workload but not necessarily revenue generation.

# data[].attributes.body
Difficult to measure progress, especially in OEM, where much of what is accomplished cannot be physically counted or measured. Many of the greatest accomplishments never show up "on paper." OEM should do more to document achievements and document best practices.

# data[].attributes.body
Morale is high.  One of main takeaways from a survey we conducted last month was that no one had ever asked what their opinions were about anything.  With new apparatus coming over the next year we can continue to ride that wave.  New apparatus, especially when that normally isn’t the case, makes everyone happy.  The addition of 4 new water tenders, 4 new engines, 3 new squads, and a new rescue is unprecedented.

# data[].attributes.body
The IMT is taking shape as a deployable resource, with its most important resources being the truck and trailer purchased with UASI funding. We continue to improve both assets and in the next year it will be a self sufficient, mobile office that can be towed into disaster stricken areas lacking critical infrastructure and still function effectively.

# data[].attributes.body
The biggest challenge currently is the hiring of firefighters nationwide.  We currently are losing members faster than we can replace them.  This is also the biggest strength, as this hiring validates the career path of volunteerism into the career ranks.

As hiring slows and interest in volunteering climbs, the next biggest challenge is rural station staffing. Currently the stations cannot accommodate Las Vegas resident volunteers spending whole 12-24 hour shifts in the station due to insufficient human amenities. This has recently been addressed with internet service, but station remodels should be a higher priority. We could easily roster hundreds of volunteers, providing a pipeline into rookie schools, but the stations themselves are limiting. The apparatus purchases were constrained by the size of the apparatus bays, and we were forced into purchasing single cab vehicles to fit in the stations.

# data[].attributes.body
The challenge with the IMT is the same as NVTF1, which is lack of work to keep people interested.  NVTF1 has always been more of a training organization than a response organization, and the IMT is similarly positioned.  There also is not a clear funding mechanism aside from grants or federal/state reimbursements, which makes routine staffing or training on a volunteer basis.

Two recent developments are addressing this. We are developing an IMT request process for preplanned events and hope to use those to stay consistent. Second, the NWCG recently provided guidance for a crosswalk between All-Hazard and Wildland Incident Management Teams, and the teams within the Great Basin Area Coordination Center are severely understaffed, providing an opportunity for experience.

# data[].attributes.body
Increase staffing numbers, work to provide 24 hour coverage Friday-Sunday in all stations.

# data[].attributes.body
Increase opportunities so members have a chance to work through position specific task books. Fully certify and credential members in a way that can be supported statewide and federally so we know our people are qualified to deploy anywhere needed.

# data[].attributes.body
Budget keeping pace with program implementation. There are costs to maintain rosters of EMTs and Firefighters and their associated equipment and training. The operational and administrative costs of these programs needs to justify the benefits.

# data[].attributes.body
Continued participation from local agencies that roster personnel.

# data[].attributes.body
Develop a reliable deployment model with similar responsiveness to NVTF1 when an activation order comes in.

# data[].attributes.body
Develop a program that is able to have reliable daily staffing, coordinated fire and EMS training, a clear pathway into higher certifications, and successful career job placement opportunities.

# data[].attributes.body
Continue advocate for the needs of the rural communities and firefighters. Develop an overall strategy that aligns with the vision of the Fire Chief and the Clark County Fire Department.

# data[].attributes.body
Develop the framework for a comprehensive program that provides training, experience, and opportunity for Southern Nevada responders.

# data[].attributes.body
Partners with our Rural Stations are Clark County Fire Training, EMS Training, Suppression, Fire Administration, LVMPD, Mercy Air, Community Ambulance, Mesquite Fire, MVFPD, MCFPD, Clark County Public Works, and our federal partners BLM, LVICC, USFS, FWS, NPS, and Nevada Division of Forestry and Nevada State Police.

# data[].attributes.body
Partners include NDEM, CCOEM and valley emergency managers and public safety agencies.

Developing partnerships include the BLM, USFS, and GBCC.