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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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Continue to Provide Service Through Covid

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Continue to Provide Service Through Covid

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Up to 100 firefighters with covid at any one time during its peak, yet we continued to provide a high level of service during that period.

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Service Requests/Out of Service Apparatus

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Service Requests/Out of Service Apparatus

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Provide services in both an emergency and non-emergency setting during Covid. Community event participation is important, and have increased this year due to lifting of the Covid restrictions. During Covid, did Drive By Birthday parties for kids.

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Meeting increased call volume needs with decreased staff.

Covid reduced call volumes initially, but since January 2022, community events increased, regular call volume increased (busiest January ever). County buy-out impacted staffing.

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Call volume is not the only measure of unit utilization. Need to factor in other activities that are adding to workload of units/stations. Additional measurements for workload need to be developed.

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Add resources, build fire stations, reduce turnout times for response. Software (Entera) can assist with awareness of turnout times, raise accountability for turnout times. IT issue is impacting accuracy of response. Six minute standard for first unit still in place.

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CCFD would be the first to develop a standard and actually track Unit Utilization. System would incorporate both service calls as well as other activities (e.g. out of service for special events, etc.) Would be able to better gauge time spent on all activities as well as assess gaps in resources.

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Improve primary search times (search for people). Do not currently track how long it takes to clear structure of survivors. Need to identify and publish times for primary searches. Collecting data will help identify a standard target for search times. Will assist in decisionmaking and operational direction and any training needs.

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No system in place to track times from arrival to completion to stop fire threat to minimize property damage. Can use Entera to collect, analyze data, develop standards and hold people accountable. Performance standards and gaps in service that can be filled with resources needed. Current measure is how much property value was destroyed. Property value loss does not paint the whole picture.

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High turnover rate, lack of qualified candidates, attracting people interested in fire service.

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Need to ensure we have the ability to build new fire stations in a timely manner to keep pace with community growth. Need to identify strategic locations. Ideally, need 4-5 new fire stations. Community continues to grow, and fire stations need to be included in high growth areas. High impact projects threshhold is not being met to trigger the building of new fire stations. Not building enough fire stations fast enough.

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Ability to get apparatus in a timely manner. 2-3 year build time does not keep pace with operational needs. Out of service apparatus impacts service levels. Supply chain issues are impacting this area.

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Staffing/recruitment, equipment, stations, training. Mandatory training and tracking in place. Need to continue to improve and increase accountability. Need to increase buy-in for staff for new training requirements.

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This is a high priority for meeting community needs, identify gaps, apply appropriate resources, maintain high level of service as the community grows.

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Make sure we respond in a timely fashion, make sure service is provided through effective utilization of apparatus and people.
Reviewing and writing SOPs, Rules, Regulations, Accountability, strategic decisions on apparatus to serve community. Provide vision, mission to staff, ensure buy-in for initiatives.

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County Management
County Department Heads
Peers
Battalion Chiefs
Combined Communications Center/Dispatch
LVMPD
Private Ambulance Companies
Other fire departments
LVCVA
Hotel/Resort Properties
American Red Cross
BLM
NDF

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Within 90 days, conduct at least a preliminary gap analysis of where Fire Stations and apparatus are needed based on community growth and demand projections. (Comp Planning, GIS, CCC, RPM, key CCFD personnel, etc.) (Steinbeck)