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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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Created a training plan for new inspectors that previously was not in place. Set up for success for future training, can build from existing plan and expand training opportunities.

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Covid was the catalyst for electronic plan review, streamlining the process for customers. Room for improvement in software.

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Software currently  used is not optimal. Needs improvement to streamline and increase efficiency in plan review and permitting.

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Reorganization of Prevention back to CCFD from Building Dept has been a benefit.

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A tablet type device would improve efficiency in inspections. Need to explore options, opportunities, and funding required, as well as integration with existing software. Needs to function with all applications and perform all tasks needed in the field.

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Tremendous workload does not allow enough training opportunities. Do not have a designated training instructor. Will ask for one in next supplemental funding request through county budget.

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Length of time to train plans check and inspectors

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Length of time to train plans check and inspectors

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Training plan is in place, but it takes 6-12 months to train plans checkers and inspectors fully. Inspectors come from outside of CCFD. Certification is required within one year. Plans check has 2 years to become fully certified.

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Wide range of requirements, high rate of community development, very high workload for each employee. No inspectors requested this year, but 4 received in 2021. Positions have been filled through promotions, leaving holes lower ranked positions. Recruitment takes a long time, and then training is needed. Not keeping pace with community growth.

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Retirements are expected in the next 4 years.

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Leasing space from Building Dept at Russell Road, need additional space to accommodate new employees. Share IT and Finance staff as well. Benefits to sharing space, but long term view needed to identify space needs for future hires.

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Existing and new staff. Need a dedicated staff person to ensure training is maintained.

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Ability to leverage technology will lead to process improvements. Need to overcome challenges with existing software.

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Special events, help identify target hazards in response areas. Community Risk Reduction - model organization and adoption of necessary regulations and resources needed to effectively implement.

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Identify code updates needed to accommodate suppression requirements.
New International Fire Code adoption within the next five years.

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At all levels in the organization, structure, process, how "things are done." Not possible to improve processes if there is no willingness to try and fail. Need to embrace change for the benefit of our customers. Our customers need to understand that things are going to change in organization and process, and they need to understand that improvements are for mutual benefit, especially increased safety for firefighters and the public.'

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Requirements as a Fire Prevention Organization

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Requirements as a Fire Prevention Organization

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Short Term Rental Ordinance - increased inspections
Residential Sprinkler Ordinance - plan review and inspection increase
Special events - increase in plan review and inspections
Provides justification for increased staffing.
Codes and ordinances change, technology improves, increased hazards resulting alternative fuel technology (e.g. batteries, electric vehicles)
Need for better understanding of impacts and training to prevent and respond.

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New technologies bring new risks, exposures to chemicals and other health risks.
Risk to employees from angry/non-compliant customers. eg July 4th enforcement.

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Senior or Supervising inspector that can assist with day-to-day workload management for inspectors and take on some of the more complicated inspections to allow Deputy Fire Marshal and Deputy Chiefs focus on strategic initiatives rather than day-to-day work.

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Enhance training for existing and new employees.

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Ensure customers understand regulations, requirements and processes. Training on how to use inspections and plan check systems.

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Formalize a plan for public education and outreach, for customers as well as general public, especially vulnerable populations. Previous years included a public education officer and formal curriculum.

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Enhance technology to meet employee needs, internal customer needs, and external customer needs.

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Some processes cross agencies. Some technology is integrated, and some are not. Inconsistent, need to increase integration to increase consistency and communication in plan review. Multiple county entities are impacted, but no plan in place to implement.

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Ensure we have tools and processes to make the improvements listed in the plan.
Gather feedback from staff about what they need to do their jobs.

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Make sure progress does not derail, adjust as needed to stay on correct path toward achievement of plan goals.

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County departments - Building, Code Enforcement, Business License, BCC-generated complaints/notifications, eg. vacant/abandoned buildings, post-disaster inspections done by Building Dept.
Outside agencies
Customers
Quarterly meetings with sprinkler contractors
Special event groups - LV Strip, Large Convention vendors
LVCVA
Nevada State Fire Marshal
City Fire Depts/Building Depts
LVMPD

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Chief's comment -- add more comments