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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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Process for developing and pushing out classes, for development and protocol based classes, tracking in a timely manner. Standardized process for Fire Training so each end user has the same expectations and experience through the training.

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In process of interviewing/posting for new positions, which will increase staffing capability.

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Span of control is a challenge, communication has opened up upwards from the staff, top down communication remains a challenge from CStaff to floor staff in terms of updates and activities that are in progress.

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Need data analysts that can pull from different sources to produce reports on an immediate or monthly basis. No dedicated staff in place to do data collection/analysis. Too much room for error or misinterpretation of current reports. Need more tools such as inventory system for EMS supplies. Short term/long term goal to find inventory control system valley wide for more immediate identification of gaps and replenishment of supplies. Fulfilling staff positions will alleviate this challenge somewhat.

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Need more written processes in EMS, especially for new recruits. Ability to update and review processes at least on an annual basis. Not enough people and time due to overload of day-to-day operations to accomplish this. Tool to notify on policies and procedure updates. New admin staff being hired will help. Need to focus on structure and less on personnel to more efficiently support updates on policies and procedures.

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Outside of Dept. control, but supply chain issues for medications, supplies, etc.. Need a process in place to address huge gaps and addressing them quicker.

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Need to spend time training for alternative supply chain (e.g. meds, tubing, etc.)

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Work to improve training to increase education/competency at EMT level to build capacity/capability in the EMS division.

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Raise the profile and perceived importance of EMS calls (which are majority of call volume) to be considered on par with fire-only response calls. Increase awareness of the training, skill and dedication needed to perform EMS tasks to increase interest in and willingness of candidates and new recruits to embrace the EMS discipline.

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Improve understanding of dispatch system and ways we can improve efficiency of screening out non-life threatening calls that can be addressed through providers outside of CCFD. Train floor personnel on system to improve buy-in for response to calls. Improve understanding of performance measures used to prioritize calls and improve efficiency of response.

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Challenge to balance day-to-day work with making progress on strategic initiatives. Adequate staffing, ability to focus on updating procedures. Room to grow to increase success.

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Operations, training, morale are all impacted. Private sector paramedic shortages are increasing transport volumes, times, costs, wear and tear on equipment, etc..

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Changes to contracts and procedures for staff who are working on patients (e.g. Captains), filling positions within EMS results in promotions, leaving holes at lower levels. Overall, retirements have not been a big challenge. No paramedic school in town prior to CSN classes and paramedic school recently opened. Need to raise profile of EMS and visibly increase support of EMS functions and staff by CStaff level.

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Addressing burn out issues through training and education, reciprocity in nursing/paramedic disciplines. NV State colllege Tourou and Roseman schools, SNHD a partners that may be able to assist with this. SNHD needs to approve curriculum for transition from nursing to paramedics. No NRS change required.
Encourage UNLV to include paramedic courses.

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Increase priority response capabilities to reduce en route and response time frame performance measures. Increase dispatch system tracking and improve data to understand timeframes for response and when targets are being met (or not.) Implement benchmarks and targets for success. Create motivation through recognition and promotion of successful results. Data system needed to demonstrate in a transparent way for BCs, Captains and floor staff whether targets are being hit. Department-wide, visible recognition for successes and achievements in performance measures.

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Identify gaps in data, reporting, automated information sharing to quickly identify root causes of problems and address them in a timely manner.

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Involvement, participation, information flow and ideas from the bottom up, and action to address issues and implement ideas from staff. Overcome difficulty of varied scheduled, communication challenges, timeliness of implementing ideas that are brought forward. Union can assist, but not everyone is active in Union. Keep them involved help them be the voice of floor personnel.

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Encourage Captains to garner support for strategic initiatives, and being the link between CStaff and floor staff to promote support for strategic initiatives, process improvements, operational improvements, and performance measures.

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Ambulance providers/franchise partners
Hospitals
SNHD
Law Enforcement
Other Fire Departments
Paramedic School
Nursing Schools/Colleges
BCC

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Provide the highest level of care to the citizens of and visitors to Clark County. Support and improve logistics to be able to accomplish the mission.
Take input and ideas from floor and remove the obstacles and challenges to making them happen.

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Everyone has a Role in Accomplishing Dept Mission

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Everyone has a Role in Accomplishing Dept Mission

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Recognition and acknowledgment at all levels that every CCFD employee has a role in saving lives, lessening suffering, and reducing damage to property.