GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...

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GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
O LEST.DE N
 G                         GOLDEN FIRE   STRATEGIC PLAN
                           DEPARTMENT    2021-2023
      RE THE WEST LIVE
WHE                    S
FI                    E
     RE
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GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
Dedication                            Acknowledgements
To the fine volunteer firefighters    The Golden Fire Department gratefully acknowledges the contributions of the Golden
who have served the City of Golden    community and its leaders, who provided input for the Golden Fire Department Strategic
Fire Department, past, present, and   Plan. We also acknowledge the people who worked to make this plan a reality.
future. Your professionalism and
commitment are appreciated by         MAYOR                        STRATEGIC PLANNING            Will Watts
your community.                                                    COMMITTEE
                                      Laura Weinberg                                             Alicia Welch
                                                                   Robert Burrell
                                                                                                 Chase Whitaker
                                      CITY COUNCIL                 Brandon Dobson
                                                                                                 Tom Young
                                      Casey Brown                  Jeff Hulse
                                      Jim Dale                     Jeanette Kehoe                EDITOR

                                      Bill Fisher                  Tony Orlando                  Pat Lynch

                                      Paul Haseman                 Jonathan Priestly
                                                                                                 DESIGN AND LAYOUT
                                      Rob Reed                     Kathleen Quintana
                                                                                                 www.yourgotogirls.com
                                      JJ Trout                     Marc Staley

                                                                   Jeff Steinhoff
                                      CITY MANAGER
                                                                   Jerry Stricker
                                      Jason Slowinski
                                                                   Deborah Testroet
                                      FIRE CHIEF                   Anna Trzeciak
                                      Alicia Welch                 Marina Valenzuela
GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
Table of Contents
Message from the City Manager                                                     4

Message from the Fire Chief                                                       6

About the Golden Fire Department                                                  8

Purpose, Vision, Mission, Core Values                                             10

Organization Chart                                                                11

Executive Summary                                                                 12

Golden Fire Department Goals, Tactics, Tasks: Aligned with City Success Factors

   Active, Connected, and Sustainable Goals                                       14

   Affordable and Thriving Goals                                                  22

   Safe, Inclusive, and Engaged Goals                                             26

   Respected and Relational Governance Goals                                      34

   Quality Services Goals                                                         40

Golden Fire Department Strategic Plan Benchmarks                                  50
GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
Since 1879, the Golden Fire Department has been dedicated to providing critical fire and emergency
                   response services to the Golden community. Over the intervening decades, the manner in which those
                   services are provided has evolved and changed. New equipment, training, and techniques have been
                   introduced. Facilities have improved. Personnel and responsibilities have progressed. The one thing
                   that has not changed, however, is the dedication with which service to the community is provided. This
                   dedication is at the very heart of what makes the Golden Fire Department unique and truly special, and
                   what has enabled it to excel as a combination (volunteer and paid personnel) Fire Department.

                   As the years have passed, Golden’s sophistication in government also has evolved. This year, the City
                   of Golden and the Golden Fire Department embarked on complimentary strategic planning initiatives,
                   establishing mission-critical goals and objectives and identifying what our collective desired future
                   entails. GFD’s strategic plan is a roadmap for the Department to work toward achieving our City Council’s
                   five primary Success Factors: 1) Active, Connected, and Sustainable; 2) Affordable and Thriving; 3) Safe,
                   Inclusive, and Engaged; 4) Respected and Relational Governance; and 5) Quality Services.

                   I am excited that the GFD Strategic Plan reinforces the Department’s strong foundation as a service-first
                   agency, and further works to build upon that legacy by aspiring to be the best combination fire agency
                   in the country. My gratitude to all of those who have contributed and worked to develop this Strategic
                   Plan. GFD’s commitment to this plan will result in more efficient and effective services and, ultimately, a
                   safer Golden.

                   Sincerely,

Message from the   Jason T. Slowinski

City
                   City Manager

Manager
GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
STRATEGIC PLAN 2021–2023   5
GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
Over the last year, your Golden Fire Department (GFD) has undergone an in-depth process of defining
                   and clarifying our direction. We have made decisions that will enable us to allocate the resources you
                   have entrusted to us in ways that best fulfill our public safety mission. The end result of this year-long
                   process may be found in this document, the Department’s first strategic plan.

                   GFD’s priorities for 2021-2023 are aligned with and directly support the City of Golden’s five key
                   success factors:

                   • Active, Connected and Sustainable             • Respected and Relational Governance
                   • Affordable and Thriving                       • Quality Service Providers
                   • Safe, Inclusive, and Engaged

                   The members of our planning team have worked diligently to define our goals and specify the tactics
                   needed to achieve them in a collaborative and thoughtful partnership with the Golden City Council, our
                   partnering agencies, and our community. I am very grateful to my staff for the time and attention they
                   devoted to creating a plan designed to frame our future organizational success in providing you with
                   the highest possible quality of service.

                   As we take the next important step, executing this plan, our core values of integrity, loyalty, accountability,
                   service and trust will guide our actions and decisions. We invite you to read through this document to
                   discover how we plan to serve our community’s public safety and other needs over the next three years.
                   And please take the time to let us know how we are doing! Our community’s input helped to shape this
                   plan, and we continue to take your feedback very seriously.
Message from the

Fire
                   Alicia Welch
                   Fire Chief

Chief                G
                          O LEST.DE N
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GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
STRATEGIC PLAN 2021–2023   7
GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
About the Golden
Fire Department
Golden, Colorado was established during the Pikes Peak             and three career firefighters who each work 56-hour
Gold Rush in 1858. It quickly became a leading economic            weeks, which enables us to ensure that we have two career
and political center for the region and remains so today as        emergency responders on duty every day. Some of the GFD
the Jefferson County Seat. The Golden Fire Department              administrative career staff are certified to respond as well.
(GFD) has protected the city since 1879. We currently have         The administrative career positions include the fire chief, fire
17 career positions, which are filled by paid employees, and       marshal, assistant fire marshal, fire inspector, training officer,
90 authorized volunteer positions that are filled by members       operations officer, administrative assistant, fire mechanic,
who serve the Golden community without pay. In addition to         administrative firefighter, fire academy coordinator, and
being certified emergency medical responders, most of our          administrative coordinator.
approximately 100 personnel are specially trained in structural
                                                                   Medical incidents comprise nearly 60% of our emergency
firefighting, swift water rescue, high angle technical rescue,
                                                                   calls. We have contracted with an ambulance company to
wildland firefighting, auto extrication, and/or ice rescue.
                                                                   help provide this service.
GFD is a combination fire agency comprised of volunteers
                                                                   GFD responded to 2,002 incidents in 2020. Incident
and some career members. Our non-resident volunteers
                                                                   volume continues to increase as our community grows.
(who live outside of the city limits) are required to complete a
                                                                   The Golden Fire Department will evolve as we anticipate
minimum of 36, 12-hour shifts per year. Resident firefighters
                                                                   and plan for the future while continuing to provide quality
(volunteers who live within the city limits) must respond
                                                                   service in the present.
to a minimum of 72 calls per year, although many regularly
exceed that number. GFD employs three career lieutenants

8       GOLDEN FIRE DEPARTMENT
GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
STRATEGIC PLAN 2021–2023   9
GOLDEN FIRE DEPARTMENT - STRATEGIC PLAN 2021-2023 - City of ...
Golden Fire Department
Purpose, Vision, Mission,
Core Values
Purpose statement                                                Mission statement
To serve in the Face of Adversity.                               The mission of the Golden Fire Department’s dedicated
                                                                 professionals is to enhance the quality of life for the Golden

Vision statement                                                 Community through fire and injury prevention, education
                                                                 and the protection of life and property.
The Golden Fire Department strives for customer service
excellence as a model combination fire department. We pride
ourselves in always putting our customers’ needs above our       Core values
own. Our department culture is grounded in inclusiveness,        Integrity
transparency and innovation. We protect each other               Loyalty
through our dedication to training, safety and prevention.       Accountability
As a team of dedicated professionals, we are committed to        Service
the residents of Golden, our department and each other. All      Trust
that we do is aimed at keeping Golden a premier place to live,
play and work.

10     GOLDEN FIRE DEPARTMENT
Golden Fire Rescue
Organization Chart 2021
                                                                      COG CITY MANAGER
                                                                        Jason Slowinski

                                                                       GFD FIRE CHIEF
                                                                         Alicia Welch

                           ADMINISTRATIVE                              ADMINISTRATIVE                            EMERGENCY OPERATIONS BUREAU
                            OPERATIONS                                    SERVICES                                        Bob Burrell
                             Jerry Stricker                             Debbie Testroet

                                                                            MEDIA SERVICES       SHIFT                                          VOLUNTEER
                                                                              Tom Young      OPERATIONS                                         OPERATIONS
   FIRE & LIFE             PHYSICAL                TRAINING &                                Jeff Steinhoff                                      Bob Burrell
SAFETY DIVISION           RESOURCES              SAFETY DIVISION
  Jerry Stricker           DIVISION               Jeanette Kehoe
                                                                            INFORMATION
                                                                            TECHNOLOGY          FLEET
                                                                                UNIT          SERVICES                      DIVISION 1            SPECIAL          DIVISION 2
           NEW                FACILITIES               DRIVER                 Jeff Hulse      Kyle Raley                     Joe Gross          OPERATIONS         Dan Roozen
     CONSTRUCTION               UNIT                  TRAINING
                                                                                                                                                Aaron Giesick
           UNIT                                         UNIT
      Katie Quintana
                                                                            PLANNING/         EMS UNIT                     STATION 21                             STATION 24
                              QUARTERMASTER                                  SPECIAL         Jason Mulari                     CREW               WILDLAND            CREW
                                   UNIT                PROGRAMS             PROGRAMS                                        Rocco Snart            TEAM          Tina Gustafson
       INSPECTION/            Dan Watters 2021            UNIT
                                                                                                                           Kyle Diethorn                        Amelia Englmann
     INVESTIGATIONS                                      Lori Brill
           UNIT                                                                                      A SHIFT
                                                                              FINANCES              Marc Staley                                    SWIFT
      Jonathan Priestly        TOOLS &                                      AND RECORDS                                    STATION 21              WATER          STATION 24
                              EQUIPMENT               RECRUITMENT/          MANAGEMENT                                        CREW                 TEAM              CREW
                                 UNIT                  RETENTION             Anna Trzeciak           B SHIFT                Ben Moline                          Nev DeWitt-Pierrat
     CRR UNIT                                             UNIT
                                                                                                    Jeff Hulse           Marina Valenzuela                         Ryan Smith
                                                                                                                                                   TECH
                                                         RISK                                                                                     RESCUE
                                                                                                      C SHIFT             STATION 22/23            TEAM           STATION 24
                                                      MANAGEMENT
                                                                                                    Jason Mulari            CREW 25                                 CREW 26
                                                         UNIT
                                                                                                                          John O’Connor                           Will Moorhead
                                                                                                                                                                  Case Collard

                                                                                                                                           STRATEGIC PLAN 2021–2023               11
Executive Summary
The Golden Fire Department (GFD) is at a crossroads in our 142-year              emergency medical services provider. We asked questions related to our
history. We respond to over 2200 calls for service each year, with               programming, emergency and non-emergency service delivery, and our
activity levels increasing by 67% over the last seven years. 2020 was            purpose and values. GFD is grateful to have received the perspectives of
an anomaly due to COVID-19 and the stay at home orders. The Golden               250 business owners and residents. This feedback was sorted through
Fire Department’s Strategic Plan is written to direct the future of the          a second SWOT analysis, the results of which we used to inform the goal
Department in meeting the needs of our community, our organization,              setting phase of the strategic plan.
and our members. The Strategic Plan provides the basic level of direction
                                                                                 While GFD was undertaking this work, the Golden City Council and City
required to build programs and processes that will sustain and enhance
                                                                                 Manager’s office were meeting separately to develop a strategic framework
our future over the next three years (2021-2023).
                                                                                 for City of Golden governance. The timing of this work was perfect, as
The GFD Strategic Plan project initially began during our 2019 Officer           GFD was seeking to align our planning efforts with the overarching city
Development Course. In this course we collaborated as a leadership               strategy. Additionally, GFD incorporated findings from the Golden Vision
team to identify and define our vision, mission, core values, and purpose        2030 Report, which was a project undertaken by the Golden community in
as an organization seeking excellence.                                           2009 and 2010. The Report was a community-based analysis that gained
                                                                                 consensus about questions related to “who we are as a community” and
Next, in early 2020 we embarked on the formal process of strategic plan
                                                                                 “who we intend to be in the future.” As a key contributor to the health,
development by forming an internal Strategic Planning Committee. This
                                                                                 safety, and well-being of this city, the Golden Fire Department presents
committee was made up of career staff, both sworn and civilian, volunteer
                                                                                 our first formal strategic plan as public safety professionals striving to be
personnel, and a consultant in the end who helped us analyze and produce
                                                                                 “the” model combination fire department in the country. My thanks to all
the final report that you see here. Our first task was to complete an internal
                                                                                 who participated in the development of this plan.
SWOT (strengths, weaknesses, opportunities, and threats) analysis. After
this exercise was complete, we paused for several months due to COVID-19.        Alicia Welch, Fire Chief
                                                                                 Golden Fire Department
The Committee picked back up in the summer to develop a survey
aimed at soliciting the community’s opinion of us as your fire and

12      GOLDEN FIRE DEPARTMENT
STRATEGIC PLAN 2021–2023   13
City Success Factor:
 Active, Connected
 and Sustainable

14   GOLDEN FIRE DEPARTMENT
Goal 1:
                                 TACTIC 1

                                 Ensure all areas of the GFD are aligned with the agency’s
                                 vision, mission, purpose statement, and shared values.
(Infrastructure) Enable the      A. Educate all personnel about what these concepts and statements “look
Golden Fire Department              like” in behavioral terms.

(“GFD” or “Department”) to       B. Communicate clear expectations about all personnel’s adherence to

achieve its vision and mission      these concepts and statements.

by creating a comprehensive,     C. Hold all personnel accountable for demonstrating the required
                                    behaviors by including them in their annual performance evaluations.
connected, and sustainable
                                 D. Recognize and reinforce the desired behaviors when appropriate.
infrastructure, including
                                 E. Using results of periodic assessments of the effectiveness of the
personnel.                          Department’s efforts to ensure the alignment of these concepts
                                    throughout the agency, make adjustments as needed.

                                 TACTIC 2

                                 Follow National Fire Prevention Association (“NFPA”)
                                 standards for fire departments relating to personnel,
                                 operational response, safety, equipment and resources.

                                 A. Equip firefighters and apparatus with the most efficient and effective
                                    equipment possible.

                                 B. Design apparatus with the mindset of safety, inclusivity, and an
                                    engaged community.

                                                                             STRATEGIC PLAN 2021–2023        15
TACTIC 3                                          TACTIC 4                                        TACTIC 5

Develop a systematic process to                   Update personnel-related                        Enhance the GFD’s plan review and
revise and maintain the Department’s              Department policies and procedures.             permitting process by implementing
Standard Operating Guidelines                                                                     Accela software.
                                                  A. Add input and/or update pertinent training
(“SOGs”) and personnel policies.                     and safety policies and procedures.          A. Identify the systems, processes, and other

A. Revise the review process as needed            B. Continuously monitor or research issues         information required to purchase Accela.

     to include each division’s review of its        or new developments that could affect        B. Create a workflow process with community
     relevant SOGs and personnel policies.           personnel safety.                               development partners.

     1. Divide the revisions over three years.    C. Develop new training programs as needed,     C. Communicate the workflow process to the

B. Assign personnel resources for consistent         such as for on-scene personal protective        Accela development team.

     review and revision of library content.         equipment (“PPE”) decontamination,
                                                                                                  D. Develop an online portal for customers,
                                                     exposure, and lateral reciprocity.
C. Revise the review process as needed to                                                            clients and community to access

     include each division’s review of SOGs and   D. Implement the new training programs in a        information about developments, projects,

     personnel policies.                             timely manner.                                  and permits.

                                                  E. Write new policies and procedures related    E. Complete the Accela training for relevant
                                                     to safety and training as needed, such as       GFD personnel.
                                                     the issues listed above.
                                                                                                  F. Educate the community about the
                                                  F. Using results of regular assessments of         new process.
                                                     the effectiveness and completeness of
                                                                                                  G. Implement the process.
                                                     personnel-related policies and procedures,
                                                     make adjustments as needed.                  H. Using results of periodic evaluations of the
                                                                                                     effectiveness of the Accela software, make
                                                                                                     adjustments as needed.

16       GOLDEN FIRE DEPARTMENT
TACTIC 6

Ensure the continued effectiveness
of the various elements of the
GFD’s infrastructure by developing
and implementing appropriate
assessment methods.

A. Identify the elements to be evaluated
   regularly, such as communications,
   services, processes, systems, programs,
   personnel, training, technology, and
   resource allocation.

B. Develop appropriate evaluation methods
   or use relevant existing methods.

C. Communicate a schedule for regular
   assessments.

D. Administrative Division is responsible
   for ensuring each evaluation method
   includes the appropriate information,
   such as performance criteria, measures
   of progress and achievement, personnel
   responsible for conducting the
   assessment as well as for analyzing the
   results and making recommendations,
   for communicating the findings, and for
   making changes as needed.

                                             STRATEGIC PLAN 2021–2023   17
Goal 2:
                              TACTIC 1                                      TACTIC 2

                              Reduce our environmental impact               Continuously seek improvements
                                                                            in our sustainability by utilizing
                              A. Maintain or improve the GFD’s current
(Sustainability)                 sustainable programs.                      data and metrics to identify areas
Preserve the                  B. Implement new sustainable energy and
                                                                            of opportunity.

community’s natural              water use initiatives (e.g., zero scape,   A. Identify repairs and maintenance

resources by adopting            tankless water heaters, energy saving         (emissions) issues that may cause harm
                                 lighting fixtures).                           to the environment by collecting and
and implementing                                                               analyzing maintenance data through
                              C. Expand the use of online paperless
sustainable practices            forms throughout the Department.
                                                                               PS Trax.

and procedures that           D. Install portable charging stations for
                                                                            B. Base decision-making for apparatus

minimize the                     electric vehicle users at Fire
                                                                               and equipment replacement cycles on
                                                                               compiled data.
Department’s                     Station 24.
                                                                            C. Using results of on-going assessments
environmental impact.         E. Fund sustainability projects through
                                                                               of the effectiveness of our sustainability
                                 grants and the annual
                                                                               efforts, make changes as needed.
                                 budget process.

                              F. Enhance existing Fire Station 24 solar
                                 panels, artificial turf, and drought
                                 resistant landscaping.

18   GOLDEN FIRE DEPARTMENT
TACTIC 3

Create a cleaner community by utilizing new technologies to reduce
carbon emissions.

A. Replace all apparatus without diesel particulate emission controls through the GFD
   apparatus replacement plan.

B. Replace gas powered equipment with electric options when possible.

C. Using results of on-going assessments of the effectiveness of new technologies in
   reducing the Department’s carbon emissions, make changes as needed.

TACTIC 4

Ensure all training practices minimize environmental impact.

A. Follow state law banning Class B firefighting foam containing per – and polyfluoroalkyl
   substances (PFAS), a known carcinogen, by August 2021.

B. Continue to follow NFPA Standard 1403 for all live fire training.

C. Continue to maintain or improve the practice of restricting large water flow during
   training evolutions.

D. Using results of on-going assessments of the effectiveness of minimizing the
   environmental impact of GFD training practices, make adjustments as needed.

                                                               STRATEGIC PLAN 2021–2023      19
Goal 3:
                              TACTIC 1                                    TACTIC 2

                              Improve public outreach through             Improve division training by
                              collaborative Department                    using the most effective existing
(Technology) Create           communications with the public.             platforms and software available
and maintain strong           A. Learn more about our audiences.
                                                                          to the GFD.

connections with our          B. Continue providing fire department-
                                                                          A. Enhance our knowledge and efficiency

community, among our             related PSAs, statistics and timely
                                                                             of Emergency Reporting, Seamless, and
                                                                             Brycer applications.
members, and with all            information on the city website and
                                 government access television Channel     B. Utilize new technology and tools
of our partners by               880 (GCO.tv).                               provided by the Department or city

leveraging technology.        C. Provide special messaging to target
                                                                             such as MS Teams and Freedcamp.

                                 areas (i.e., interface areas) via Next   C. Improve members’ remote access
                                 Door.                                       to training by adding audio visual
                                                                             technology to the GFD Training Center
                              D. Meet or exceed our diversity and
                                                                             and conference room.
                                 inclusion goals by ensuring our
                                 outreach is all-encompassing.            D. Enable our staff to be successful in
                                                                             meeting their professional development
                              E. Utilize social media in an efficient,
                                                                             goals by removing barriers to GFD
                                 effective, and productive manner.
                                                                             training, education, and professional
                                                                             development opportunities to the
                                                                             extent possible.

                                                                          E. Using results of on-going assessments
                                                                             of the effectiveness of the Department’s
                                                                             efforts to remove barriers to staff
                                                                             professional development, make
                                                                             adjustments as needed.

20   GOLDEN FIRE DEPARTMENT
TACTIC 3                                     TACTIC 4

Enhance the effectiveness in                 Implement Target Solutions on
all areas of the Department by               January 1, 2021.
utilizing up-to-date workflow,
                                             A. Assure completion of training for
productivity, and communication                 all staff and volunteers on usage of
technology.                                     Target Solutions.

A. Increase members’ ability to attend       B. Meet with each division to determine
   events virtually by recording meetings       uses for the platform to help meet
   and trainings to provide online access.      their needs and enhance efficiency.

B. Use GFD professional services             C. Using results of regular assessments
   budget account to support                    of the effectiveness of Target
   accessibility initiatives.                   Solutions in meeting its designated
                                                needs, make adjustments as needed.
C. Track GFD benchmarks, issues, and
   budget compliance.                        D. Make changes as needed.

D. Enable JeffCom to notify closest
   single available apparatus unless
   SOG requires more units by adding
   apparatus identifiers (AVD) pending
   Stadium Medical transition and
   Feasibility Study findings.

                                                                                       STRATEGIC PLAN 2021–2023   21
City Success
 Factor: Affordable
 and Thriving

22   GOLDEN FIRE DEPARTMENT
Goal 4:
                         \TACTIC 1                                      TACTIC 2

                         Minimize risk to the community by              Keep the community and GFD
                         using data to identify and analyze             personnel safe by ensuring
(Community risk          community risks and trends.                    adequate staffing and funding.
reduction) Reduce        A. Implement programs and processes            A. Ensure there is adequate staffing of Fire
barriers to affordable      specifically designed to reduce                & Life Safety investigation positions.

living in Golden by         prominent risks in our community.
                                                                        B. Continuously monitor and evaluate all

implementing and         B. Develop methods to reduce false                resource and staffing needs.
                            alarms and calls for service by analyzing
maintaining an              response data and Brycer reports.
                                                                        C. Work with the City Manager and County
                                                                           Manager to seek equitable solutions
effective community      C. Create inspection schedules per                to create a balance between requests
risk reduction              NFPA 1300.                                     for GFD resources by “super users”

program.                 D. Using results of semi-annual
                                                                           (e.g. Highway 6, Jefferson County
                                                                           Open Space, Jefferson County Jail
                            assessments of the program’s
                                                                           and Courthouse, Colorado School of
                            effectiveness, make adjustments as
                                                                           Mines) and compensation for the costs
                            needed.
                                                                           incurred to provide them.

                                                                        D. Retain qualified staff.

                                                                        E. Enhance recruitment and retention in the
                                                                           Department by continuing to support
                                                                           the Live-in Firefighter Program at Fire
                                                                           Station 24 for volunteer firefighters.

                                                                                   STRATEGIC PLAN 2021–2023          23
\TACTIC 3                                         \TACTIC 4                                         TACTIC 5

Increase internal education and                   Develop unique, effective fire and                Increase affordability in Golden by
prevention efforts.                               life safety messaging programs.                   maintaining or improving the GFD’s
                                                                                                    Insurance Services Office (ISO)
A. Develop company-level inspections              A. Increase timely fire and life safety
     and pre-plan programs with at least one         messages through all available                 Class 2 rating.
     certified International Code Council (ICC)      channels.                                      A. Collaborate with the ISO board and the
     Fire Inspector on each shift.                                                                     city’s insurance provider to improve GFD’s
                                                  B. Create a public education team to support
B. Implement semi-annual education                   and deliver all educational programs              response capability.

     sessions for businesses and target              following NFPA 1035.
     hazardous facilities.
                                                  C. Ensure fire and life safety public education   TACTIC 6
C. Using results of on-going assessments of          programs are entertaining and engaging.
                                                                                                    Conduct CPR classes for lay people
     the effectiveness of these efforts, make
                                                  D. Ensure all messages and programs embody
     adjustments as needed.                                                                         in the community.
                                                     the Department’s core values and mission.
                                                                                                    A. Work with the Golden Community Center
                                                  E. Customize programs for audiences such
                                                                                                       to determine the current CPR resources
                                                     as seniors, children, and persons with
                                                                                                       offered and needed in the community.
                                                     access and functional needs.
                                                                                                    B. Determine a lead volunteer to develop and
                                                  F. Using results of on-going assessments
                                                                                                       coordinate the program.
                                                     of the effectiveness of the public safety
                                                     messaging programs, make adjustments           C. Conduct the classes.

                                                     as needed.                                     D. Using results of on-going evaluations
                                                                                                       of the effectiveness of this initiative in
                                                                                                       preparing residents to assist in medical
                                                                                                       emergencies that require CPR, make
                                                                                                       adjustments as needed.

24       GOLDEN FIRE DEPARTMENT
Goal 5:
                     \TACTIC 1                                        B. Deliver evacuation planning training
                                                                         programs for businesses.
                     Implement Fire Code-based rules,
                                                                      C. Deliver emergency preparedness training
                     regulations, and best practices for
(Support business
                                                                         programs for businesses.
                     the City of Golden with a community
success) Enable
                                                                      D. Assess the effectiveness of each program
                     stakeholder advisory group.
                                                                         by implementing an evaluation process that
business success     A. Gather a group of stakeholders willing to        includes establishing feedback loop and

by providing the        participate in an advisory group.                making changes as needed.

tools, education,    B. Identify opportunities to improve rules and
                        regulations based on feedback.                \TACTIC 3
and support
                     C. Draft a rules and regulations manual,
necessary to allow      document and guidelines.
                                                                      Identify partnership opportunities

Golden businesses    D. Formally adopt supplemental rules and
                                                                      with businesses and other city
                                                                      departments for purchasing goods
to thrive.              regulations.
                                                                      and services at a reduced price.
                     E. Educate community members about the
                                                                      A. Develop additional partnership
                        revised Fire Code-based regulations.
                                                                         opportunities internally and externally that
                     F. Assess the effectiveness of the rules and
                                                                         support cost effective purchasing.
                        regulations used to mitigate community risk
                                                                      B. Identify efficiencies in ordering supplies
                        and make adjustments as needed.
                                                                         by engaging with City of Golden Facilities
                                                                         Division in determining city-wide needs.
                     \TACTIC 2
                                                                      C. Monitor spending.
                     Continue to take an educational                  D. Assess the effectiveness of the partnerships
                     approach to fire code enforcement.                  in enabling the GFD to purchase goods
                                                                         and services at a reduced price and make
                     A. Deliver fire extinguisher training programs
                                                                         adjustments as needed.
                        for businesses.

                                                                                      STRATEGIC PLAN 2021–2023        25
City Success Factor: Safe,
 Inclusive, and Engaged

26   GOLDEN FIRE DEPARTMENT
Goal 6:
                        TACTIC 1

                        To maintain and enhance safety of all those in the Golden community,
                        implement the GFD strategic plan.
(Community safety)      A. Align all aspects of the Department with the plan.
Maintain and            B. Collaborate with city departments as appropriate to maintain the desired level of public safety.
enhance the safety      C. Continue to engage in environmental scanning for early identification of issues that could affect
of Golden residents,       the plan’s priorities.

businesses, visitors,   D. Using results of the on-going assessments described throughout the strategic plan to assess

and workers by             its effectiveness in helping the city achieve its five success factors, make changes to the plan
                           as needed.
implementing a
comprehensive
                        TACTIC 2
community
                        Educate residents and business owners regarding fire safety by continuing
safety plan.
                        our partnership with the Red Cross’s Sound the Alarm program and creating
                        similar new partnerships.

                        A. Engage with local home owners associations (HOAs).

                        B. Engage with the Chamber of Commerce.

                        C. Engage with the Colorado Mountain Club and local climbing clubs.

                        D. Engage with recreational groups.

                        E. Engage with youth groups.

                        F. Engage with faith-based organizations.

                        G. Using results of on-going assessments of the effectiveness of individual and overall
                           programs, make changes as needed.
                                                                                           STRATEGIC PLAN 2021–2023       27
Goal 7:
TACTIC 3                                                            TACTIC 1

Implement a Department risk                                         To ensure the GFD is successful
management plan as a component                                      in achieving this goal, create a
of a comprehensive safety and                 (Inclusiveness and    common “big picture” of what the
health program for GFD personnel.             equity) Enable        Department will look like when it

A. Identify the health and safety             people to feel        achieves the goal.

     risks presented by equipment and
                                              comfortable and       A. Define the terms diversity,
     apparatus that are broken or outdated.                            inclusiveness, and equity very broadly,
                                              welcome in Golden        going beyond demographics to
B. Identify job-related health and safety
     risks.
                                              and in our               include elements such as talents,

C. Prioritize the risks.
                                              Department by            competencies, interests, values,
                                                                       perspectives, cultural norms, family
D. Obtain on-going funding for risk
                                              providing an             responsibilities, legal status, and
     mitigation measures.                     inclusive                socio-economic status.

E. Identify and develop risk control          environment that      B. Educate internal and external
     measures.
                                              respects and values      stakeholders about the differences
                                                                       among the three terms as well as how
F. Develop a comprehensive risk
                                              all individuals and      they are related and how they enhance
     management plan that includes an
     educational component and measures
                                              treats them              our daily work.

     of progress and achievement.             equitably.            C. Communicate and demonstrate this

G. Implement the risk management plan.                                 big picture to internal and external
                                                                       stakeholders.
H. Using the results of on-going
     assessments of the effectiveness
     of the risk management plan, make
     changes as needed.

28       GOLDEN FIRE DEPARTMENT
TACTIC 2

Ensure that the GFD achieves its aspiration to maintain
an inclusive and equitable culture by codifying and
standardizing the behaviors and practices related to
diversity, inclusiveness, and equity throughout the
Department.

A. Convene a committee that may include external stakeholders
   to conduct a thorough review of the GFD’s SOGs, policies and
   procedures, and processes.

B. Identify the behaviors, practices, and processes that
   demonstrate to Department members and the public the GFD’s
   commitment to inclusion and equity.

C. Identify the aspects of the Department the committee will
   review, such as its SOGs, policies and procedures (in all
   areas, not only personnel), written materials, signage, and
   processes such as recruitment and hiring, promotional, training,
   professional development, performance evaluation, resource
   allocation, and decision-making.

D. Develop a review process that allows for flexibility in assessing
   the stated areas, if necessary.

E. Conduct a comprehensive review.

F. Make recommendations to the Fire Chief based on the findings.

G. Communicate the results and recommendations to the
   appropriate audiences.

                                      STRATEGIC PLAN 2021–2023     29
TACTIC 3                                               TACTIC 4                                         TACTIC 5

To attract and retain quality                          Continue to improve our ability to               Ensure we are able to retain quality
personnel, maintain a work                             recruit individuals from diverse                 personnel by monitoring our ability
environment that reinforces diverse,                   backgrounds and with diverse skills              to maintain the desired inclusive and
inclusive, and equitable cultural                      and talents.                                     equitable work environment.
values and attitudes through
                                                       A. Reach out to local groups within the          A. Regularly reinforce behaviors that support
training, mentorship, professional                        community that may not be represented            the GFD’s goal of maintaining an inclusive
development and promotional                               adequately in our Department.                    and equitable work environment.
processes.
                                                       B. Raise awareness of opportunities at the       B. Incorporate measures of behaviors that

A. Ensure that all GFD training programs                  GFD within the community.                        contribute to such an environment in

     reinforce inclusion and equity in the                                                                 individual and divisional performance
                                                       C. Ensure that a diverse group of members is
     workplace.                                                                                            evaluations.
                                                          involved in the academy testing process

B. Enable all personnel to be successful by               and the academy course.                       C. Identify and address issues that otherwise

     offering opportunities for them to utilize                                                            could cause quality personnel to leave the
                                                       D. Using results of on-going assessments of
     fully their own talents, skills, and abilities,                                                       Department.
                                                          the effectiveness of our efforts to recruit
     and to encourage and enable others to do             individuals from diverse backgrounds          D. Explore the feasibility of establishing a
     the same.                                            and with diverse skills and talents, make        Recruitment and Retention Coordinator

C. Incorporate GFD’s “head and heart”                     adjustments as needed.                           position to enhance the Department’s

     philosophy, its core values, and relevant                                                             ability to attract and keep quality personnel.

     leadership elements into all promotional                                                           E. Using results of on-going assessments
     processes.                                                                                            of the effectiveness of our efforts to
                                                                                                           maintain an inclusive and equitable work
                                                                                                           environment, make adjustments as needed.

30       GOLDEN FIRE DEPARTMENT
Goal 8:
TACTIC 6                                                            TACTIC 1

Improve our ability to train                                        Foster engagement by
all members to their highest                                        participating in annual special
potential skill level.                       (Community and         events and fundraisers (e.g.,

A. Reach out to members who need or          member engagement)     Christmas parade, Buffalo

   wish to improve their skills.             Elevate the level of   Bill days, Golden City and
                                                                    Holidaily Breweries).
B. Offer training designed to maximize       public safety in
   members’ skill capacity and
                                             Golden by fostering
   confidence levels.                                               TACTIC 2
                                             community and
C. Using results of on-going assessments                            Develop a special event and
   of the effectiveness of our efforts       member engagement.
                                                                    community outreach team to
   to train individuals to their highest
                                                                    assist with activities such as
   potential skill level, make adjustments
                                                                    station tours, public education,
   as needed.
                                                                    and community interaction.

                                                                    A. Create a FAQ segment on the
                                                                       homepage of GFD ‘s website that
                                                                       describes our programs.

                                                                    B. Maintain seasonally relevant
                                                                       educational messages on a
                                                                       regular basis.

                                                                          STRATEGIC PLAN 2021–2023    31
TACTIC 3                                                                       TACTIC 4

Implement a GFD Support Team of community and family                           Implement a GFD Special Events Volunteer Program for
members who wish to volunteer on a regular basis other                         community and family members who wish to volunteer
than firefighting (when the COVID-19 situation allows).                        only at occasional events in areas other than firefighting
                                                                               (when the COVID-19 situation allows).
A. Identify key personnel to develop and manage the Support Team.

B. Advertise for Support Team members within the Department and                A. Identify key personnel to develop and manage the Special Events

     local community.                                                             Volunteer Program.

C. Fill Support Team roles by creating a process that addresses                B. Advertise for Special Events Volunteer Program members within the

     relevant elements (e.g., purpose(s) of the role, a “Firefighter Support      department and local community.

     Team Member” job description, eligibility, selection criteria).           C. Fill Special Events Volunteer roles by creating a process that

D. Using results of regular evaluations of the effectiveness of this              addresses relevant elements (e.g., purpose(s) of the roles, a “Special

     program in fostering member and community engagement, make                   Events Volunteer” job description, eligibility, selection criteria).

     adjustments as needed.                                                    D. Using results of regular evaluations of the effectiveness of this
                                                                                  program in fostering member and community engagement, make
                                                                                  changes as needed.

32       GOLDEN FIRE DEPARTMENT
TACTIC 5

Foster GFD personnel’s community engagement
by providing opportunities for members to become
involved in planning and participating in station,
public relations, and special events.

A. Identify the types of events available for participation.

B. Schedule those events on the GFD calendar.

C. Communicate the events and dates to members in January
   each year so they can put the events that interest them and/or
   their families on their calendars.

D. Send members information about each event well in advance.

   1. Provide name, date, time, location, purpose, expected
      audience, number of volunteers needed.

   2. Identify what’s in it for them to participate in the planning
      and/or activities, such as the ability to spend time with their
      families, enjoy interacting with others, support a cause that’s
      important to them.

   3. List the name and contact information for the event
      organizer.

E. Using results of on-going assessments of the effectiveness
   of the program in fostering GFD personnel’s community
   engagement, make changes as needed.

                                        STRATEGIC PLAN 2021–2023      33
City Success Factor:
 Respected and
 Relational Governance

34   GOLDEN FIRE DEPARTMENT
Goal 9:
                               TACTIC 1

                               Build trusted relationships internally and externally, locally and
                               regionally, through transparency, engagement, and collaboration.
(Public safety partnerships)   A. Partner with private and government entities to identify and pursue grant
Expand our ability to keep        funding and sponsorship opportunities.

our community and              B. Identify and pursue funding initiatives by cultivating partnerships with the

members safe by                   Golden Fire Foundation and other civic organizations.

creating and maintaining       C. GFD leadership participates in and engages with the Citizens Budget Advisory
                                  Committee four times per year.
partnerships with local,
                               D. GFD leadership engages with City Council to provide information and data in
regional, state, tribal, and      support of public safety operational needs.
national public safety-        E. Maintain good community relations by participating in community engagement
related organizations.            programs that are mutually beneficial.

                               F. Maintain and foster strong support for all city departments.

                               G. Support local businesses, the community, and civic groups by participating in
                                  events and fundraisers (e.g., BGoldN, schools, and Golden Young Professionals) as
                                  requested when sufficient resources and personnel are available.

                               H. Support our partners’ goals and objectives.

                               I. Build trust between labor and management by maintaining frequent and on-
                                  going communication.

                               J. Using the results of assessments of the effectiveness of the above efforts in
                                  building trusted relationships, make adjustments as needed.

                                                                                   STRATEGIC PLAN 2021–2023       35
TACTIC 2                                         TACTIC 3

Continue to develop training                     Create partnerships and share
relationships with public safety                 information with the Colorado
agencies.                                        Division of Fire Prevention
                                                 and Control by improving the
A. Increase the sharing of training
     resources.                                  interaction of Operational staff
                                                 with the Colorado State Training
B. Continuously ensure response
                                                 Officers Association.
     operations are cohesive through
     combined training, especially on new or     A. Use resources available via the Colorado
     less-often used skill sets or procedures.      Fire Training Officers Association for

C. Maintain our existing training                   professional development.

     relationships with other agencies,          B. Form professional relationships through
     including Fairmount, Pleasant View,            work on state committees.
     Golden Police Department, Colorado
                                                 C. Interact with fire departments outside
     Department of Transportation, and
                                                    of our local jurisdiction.
     Colorado State Patrol.
                                                 D. Participate in the development of higher
D. Using the results of assessments of
                                                    certifications for our Department and
     the effectiveness of the above efforts
                                                    its members.
     in developing training relationships
     with public safety agencies, make           E. Using the results of assessments

     adjustments as needed.                         of the effectiveness of the above
                                                    efforts to create partnerships and
                                                    share information with other state fire
                                                    departments, make adjustments as
                                                    needed.

36       GOLDEN FIRE DEPARTMENT
Goal 10:
                         TACTIC 1

                         Enhance the community’s safety and well-being by strengthening our
                         members’ training and organizational development through educational
(Community               partnerships with universities, peer agencies, and regional partners.
partnerships) Enhance    A. Support the educational mission of the Fire Marshal’s Association of Colorado (FMAC).
our community’s          B. Participate in Colorado Division of Fire Prevention and Control trainings and activities.
safety and well-being    C. Using results of assessments of the effectiveness of the above efforts in strengthening
by building trusting        members’ training and organizational development, make changes as needed.

relationships with
residents, businesses,   TACTIC 2

and other city           Increase the awareness and safety of our outdoor community and the

agencies through         GFD’s operational response capabilities by developing governmental and
                         private partnerships.
practicing
transparency,            A. Conduct combined training and field exercises with our partner agencies, businesses,
                            and associations.
engagement, and
                         B. Expand grant-funded opportunities by partnering with other city or neighboring public
collaboration.              safety departments to submit joint grant applications.

                         C. Using results of assessments of the effectiveness of the partnerships in increasing the
                            awareness and safety of our outdoor community and the GFD’s operational response
                            capabilities, make changes as needed.

                                                                                        STRATEGIC PLAN 2021–2023        37
TACTIC 3                                         B. Identify for which programs, services, or
                                                                                  other aspects of the Department customers
                              Continue training at local hazards as               will be asked to provide feedback.
                              identified by the Department and the
                                                                               C. Research best practices used by other
                              community.
                                                                                  organizations both inside and outside the
                              A. Identify key hazards in the community            fire-rescue profession.
                                 – business, city, residential, and            D. Make recommendations for developing a
                                 environmental - by developing criteria for       customer feedback process.
                                 recognizing and prioritizing them.
                                                                               E. Develop the process, including relevant
                              B. Set up a rotational schedule to train at         elements.
                                 identified hazard areas.
                                                                               F. Educate customers about the important
                              C. Using the results of an evaluation process       role they play in providing feedback by
                                 to assess the effectiveness of the hazard        explaining how the information will be used
                                 training in enhancing (a) the safety of the      as well as the availability and accessibility of
                                 community and (b) the GFD’s operational          the feedback mechanisms.
                                 response capabilities, make adjustments as
                                                                               G. Implement the process.
                                 needed.
                                                                               H. Using results of assessments of the
                                                                                  effectiveness of the process designed to
                              TACTIC 4
                                                                                  solicit customer feedback, make changes

                              Implement an on-going, multi-faceted                as needed.

                              process for soliciting customer
                              feedback.

                              A. Determine the purpose(s) of establishing
                                 such a process and how the Department
                                 will use the data it obtains.

38   GOLDEN FIRE DEPARTMENT
Goal 11:
                           TACTIC 1                                       TACTIC 2

                           Explore the possibility of                     Enable all residents, businesses,
                           enhancing the GFD’s ability to                 and GFD personnel to participate
(Government                deliver quality emergency services             effectively in choices made about
relationships)             by merging or consolidating                    the community’s public safety by

Encourage and enable       some or all of its functions and/              educating them about the roles
                           or resources with those of one or              they can play in the decision-
all residents,
                           more neighboring agencies.                     making process.
businesses, and
                           A. Select a qualified vendor to conduct a      A. Introduce stakeholders to the
Department members            feasibility study with the Fairmount and       government processes that affect
to participate fully in       Pleasant View Fire Protection Districts.       the level of public safety in the city by

the safety and well-       B. Analyze and discuss the study’s
                                                                             offering a “Civics 101” style class.

being of our                  findings and recommendations.               B. Using results of on-going evaluations of
                                                                             the effectiveness of the class in enabling
community by               C. Make recommendations to the city
                                                                             participants to make more informed
                              that will maintain or enhance the
establishing effective        GFD’s ability to provide quality fire and
                                                                             choices about decisions that affect the

relationships with            emergency services to the community.
                                                                             level of public safety in their community,
                                                                             make adjustments as needed.
relevant government        D. Implement the findings as directed.

organizations from         E. Using results of an evaluation of the
                                                                          TACTIC 3
the local to the federal      effectiveness of changes, if any, in
                              emergency services delivery over            Educate leaders and community
levels.                       the short- and long-term, make              members through events such
                              adjustments as needed.
                                                                          as the fire academy and annual
                                                                          ride-alongs.

                                                                                     STRATEGIC PLAN 2021–2023            39
City Success Factor:
 Quality Services

40   GOLDEN FIRE DEPARTMENT
Goal 12:
                               TACTIC 1                                    TACTIC 2

                               Create a professional                       Implement the professional
                               development program for                     development program.
(Personnel) Provide the        GFD personnel.
                                                                           A. Market the program widely
highest quality of emergency   A. Review and revise job descriptions          throughout the GFD.

services through the              based on how the Department              B. Ensure personnel have the support

recruitment, development,         currently operates.                         they need to participate (e.g., there
                                                                              is adequate staffing to backfill their
empowerment, physical and      B. Establish a career development
                                                                              positions while they are in class).
                                  path that promotes retention and
mental well-being, and            offers advancement opportunities.        C. Conduct the program.
retention of an inclusive,     C. Identify criteria for participation in   D. Using the results on on-going
service-oriented workforce.       this program.                               evaluations of every program

                               D. Identify qualified instructors for          element and the overall program

                                  the various components of the               for the effectiveness of their

                                  program.                                    content and instructors, make
                                                                              changes as needed.
                               E. Establish an evaluation process to
                                  assess the effectiveness of each
                                  component of the program, and of
                                  the program overall, in enhancing
                                  the quality of the GFD workforce.

                                                                                STRATEGIC PLAN 2021–2023         41
TACTIC 3                                                                 TACTIC 4

Support career staff education and certification.                        Implement a Department-wide succession management
                                                                         process.
A. Evaluate individuals’ current education and certification status.

B. Determine education and certification needs.                          A. Create a succession management process that encompasses
                                                                            positions and functions throughout the Department.
C. Determine education and certification wants.
                                                                         B. Develop effective data collection and analysis initiatives by
D. Provide accurate, current information about education and
                                                                            partnering with local educational institutions, including the Colorado
     certification opportunities, communicating updates as they occur.
                                                                            School of Mines, Metropolitan State University, and Denver
E. Encourage personnel to take advantage of educational                     University, to develop internship programs for their students.
     opportunities such as attending the National Fire Academy and
                                                                         C. Define specific core competencies for each position.
     industry conferences.
                                                                         D. Department divisions create accurate job descriptions, positional
F. Encourage members to apply for the city tuition reimbursement
                                                                            task books, and job shadowing opportunities.
     program.
                                                                         E. Provide professional development in cross training of lateral duties
G. Using results of assessments of the effectiveness of the above
                                                                            to support administrative coverage and upward mobility.
     efforts to support career staff education and certification, make
     changes as needed.                                                  F. Improve and enhance the annual performance (evaluation) review
                                                                            processes for career and volunteer personnel.

                                                                         G. All personnel complete an annual Individual Development Plan.

                                                                         H. Using results of assessments built into the succession management
                                                                            process, evaluate the effectiveness of the succession management
                                                                            process in enabling the GFD to keep the community safe by recruiting
                                                                            and retaining quality personnel, make adjustments as needed.

42       GOLDEN FIRE DEPARTMENT
TACTIC 5                                                                  D. Move to the on-line International Fire Service Training Association
                                                                             (IFSTA) book instruction.
Follow national standards on physical fitness and skills
                                                                          E. Redevelop the Academy Manual and move to Target Solutions.
competency.
                                                                          F. Develop a GFD Ignition Officer certification program.
A. Maintain a current and inclusive list of known and expected physical
                                                                          G. Using the results of on-going assessments of the effectiveness
   fitness standards for GFD.
                                                                             of the above steps in improving the effectiveness of the Academy
B. Communicate that list with the message that the Department
                                                                             process in 2021 and beyond, make changes as needed
   expects personnel to meet or exceed those standards.

C. Ensure that both career and volunteer firefighters are required
                                                                          TACTIC 7
   to meet or exceed the adopted NFPA or GFD fitness and skills
   competency standards.                                                  Refine our Lateral Firefighter process.
D. Equip firefighters and apparatus with the most effective equipment     A. Develop a recruitment strategy to market to career department
   possible to support their ability to meet the designated standards.       firefighters.
E. Formalize our firefighter fitness evaluations.                         B. Implement the strategy.
F. Using the results of regular assessments of the effectiveness of       C. Develop a more “class” oriented structure to each lateral group (e.g.,
   the above steps in ensuring the fitness of all career and volunteer       class identity, pride, and fellowship).
   firefighters, make changes as needed.
                                                                          D. Expand the personnel officer’s involvement in lateral firefighters’
                                                                             development.
TACTIC 6
                                                                          E. Using results of an assessment of the effectiveness of the above

Refine our Academy process for 2021.                                         actions in refining the lateral firefighter process, make changes as
                                                                             needed.
A. Create a group of core Lead Instructors.

B. Communicate clear instructor expectations.

C. Set and adhere to clear roles for the Lead Academy Coordinators.

                                                                                                                       STRATEGIC PLAN 2021–2023     43
TACTIC 8                                                                       D. Improve the effectiveness of our volunteer retention efforts by
                                                                                  considering additional elements as appropriate, such as length of
Expand our recruitment capabilities to reach audiences                            service awards, advanced education opportunities, performance
whose members have the greatest potential to become                               recognition, and health and wellness programs.
highly skilled and long-term dedicated volunteer
                                                                               E. Using results of on-going assessments of the effectiveness of
firefighters.                                                                     Department efforts to increase the retention of good performing

A. Enhance the GFD’s effectiveness by expanding our recruitment                   volunteer firefighters, make adjustments as needed.

     initiatives to include diverse groups and individuals.

B. Continue to redevelop recruitment tools such as posters, banners, a         TACTIC 10
     marketing booth, and new videos and informational materials.
                                                                               Ensure volunteer and staff training is safe, pertinent, and
C. Using results of on-going evaluations of the effectiveness of our
                                                                               progressive.
     individual and overall recruitment initiatives, make changes as needed.
                                                                               A. Continually take advantage of opportunities to improve training safety.

                                                                               B. Conduct research on progressive training and firefighting techniques.
TACTIC 9
                                                                               C. Recommend practices applicable to GFD.
Expand our ability to retain quality volunteer firefighters.
                                                                               D. Using the results of on-going evaluations of the effectiveness of
A. Actively track when and why volunteers choose to resign.                       efforts to ensure training is safe, pertinent, and progressive, make
B. Use “outside the box” thinking to devise progressive ways to improve           changes as needed.
     volunteer retention (e.g., implement “stay” interviews) by addressing
     the reasons why people leave before they become major issues.

C. Support volunteer retention by maintaining effective, relevant, and
     timely monthly stipend, mileage, and meal data entry and payment
     reimbursements.

44       GOLDEN FIRE DEPARTMENT
TACTIC 11

Actively advocate for firefighter mental health.

A. Cultivate a culture in which asking for help is seen as
   courageous and all personnel act on the belief that they are
   responsible for seeking help for their own mental health and
   well-being as well as reaching out to help their colleagues who
   they perceive to be struggling.

B. Help safeguard our personnel’s mental health by implementing a
   Peer Support Team.

C. Ensure all personnel are aware of available mental health
   resources.

D. Follow up on critical calls within the designated time frame with
   the appropriate approach(es), such as debriefs, After Action
   Reviews, Critical Incident Stress Debriefing, individual counseling.

E. Using results of on-going assessments of the effectiveness of
   the above efforts to advocate for firefighter mental health, make
   changes as needed.

                                                                          STRATEGIC PLAN 2021–2023   45
Goal 13:
                              TACTIC 1                                      TACTIC 3

                              Determine adequate staffing                   Ensure Station 24 is fully staffed
                              needs based on growth and                     24 hours a day, 7 days a week.
(Services) Provide the        demands for services by analyzing
                                                                            A. To retain personnel, provide
highest possible level        data collected from 2012-2020.                   strategically located affordable housing

of public safety by                                                            for firefighters, such as the Live-in
                                                                               Firefighter Program.
delivering services           TACTIC 2

that meet or exceed           Create centrally located EMS/
                                                                            TACTIC 4
our community’s               Fire/Police stations/substations
                              (Stations 22 and 23).                         Explore improvements in our
expectations and are
                                                                            service delivery by utilizing data
fiscally responsible.         A. Rebuild stations as multipurpose
                                                                            and metrics to identify gaps.
                                 facilities that can be used by all city
                                 emergency services.                        A. Review existing data and metrics to
                              B. Collaborate with other city emergency         ensure their continued relevance.
                                 services to determine and prioritize the   B. Analyze metrics to identify gaps in our
                                 needs.                                        incident response and staffing.
                              C. Collaborate with other city emergency      C. Identify trends in Department salary and
                                 services to obtain funding for the            expense account expenditures based on
                                 facilities.                                   historical analysis and statistical data.
                              D. Using results of assessments of the
                                                                            D. Research available federal, state, and
                                 effectiveness of the above efforts in
                                                                               local grants for funding opportunities.
                                 enabling the GFD to provide quality
                                                                            E. Maintain a balanced budget through
                                 services, make changes as needed.
                                                                               timely and accurate record-keeping of
                                                                               expenses to ensure that expenditures are
                                                                               assigned to the correct line item budget.
46   GOLDEN FIRE DEPARTMENT
F. Communicate regularly throughout the           TACTIC 6                                          TACTIC 8
   fiscal year with the Department’s divisions
   about spending balance availability for
                                                  Improve our Officer Development                   Increase the depth of our advanced
   needed equipment purchases.                    Program.                                          training within the Department.

G. Using results of assessments of the            A. Expand the Acting Company Officer              A. Establish advanced training requirements
   effectiveness of the above efforts in             program as a part of the volunteer officer        as appropriate as members advance in
   improving the GFD’s service delivery, make        process.                                          seniority and/or officer rank.
   changes as needed.
                                                  B. Specify expectations for officers’             B. Include training such as the following:
                                                     continuing education.
                                                                                                       1. Blue Card training
TACTIC 5                                          C. Provide increased and pertinent officer
                                                                                                       2. Instructor training/certification
                                                     development training.
Improve the structure of our special                                                                   3. Live Fire instructor training/certification
team training and development                     D. Using the results of an assessment of the
                                                                                                       4. Safety Officer training/certification
                                                     effectiveness of the improvements on
programs.
                                                     the quality of the Officer Development         C. Using the results of on-going assessments
A. Create training and development plans             Program, make adjustments as needed.              of the effectiveness of the increased depth
   for each of the special teams, such as                                                              of the GFD’s advanced training, make
   swift water, technical rescue, wildland, and                                                        adjustments as needed.
                                                  TACTIC 7
   confined space.

B. Deliver the training per the plans.            Refine the Driver Operator Program.

C. Create clear and updated team                  A. Set clear pathways for members to follow
   expectations and rosters for all special          to become driver operators.
   team members by using Target Solutions.
                                                  B. Ensure drivers are skilled, experienced, and
D. Using the results of an assessment of the         safe as they move up in the organization.
   effectiveness of the improved structure
                                                  C. Using the results of an assessment of the
   on the quality of the training, make
                                                     effectiveness of the refinements on the
   adjustments as needed.
                                                     quality of the Driver Operator Program,
                                                     make adjustments as needed.
                                                                                                                  STRATEGIC PLAN 2021–2023        47
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