Strategic Plan:

ECFR Strategic Plan 

  1. Staffing of two stations, 24/7 by January, 2017 through reducing expenses and identifying a sustainable funding stream for a total of 9 full-time and 6 part-time firefighters

1.1.   Chief provide a staffing analysis, recommended budget funding, and work with Board members to include in upcoming budget.

1.2.   The Budget committee will review costs and sustainability

1.3.   Report due to Board by October 6, 2015.

  1. Prepare a Plan for Deployment and Configuration of stations, equipment, and staff for optimal coverage and response for geography and demographics

2.1.   Chief and Captains to complete by end of 2015

  1. On-going dialog with elected officials

3.1.   Meet with neighboring jurisdictions, led by Board Chair Martha Martin.

3.2.   Maintain an on-going forum in which all can participate

3.3.   Develop an agenda for discussion of issue within 45 days

  1. Review and Analysis of Current Volunteer Program.

4.1.   Capt. Carnes will lead a study group to seek improvements to the volunteer program

4.1.1.      Investigate other jurisdictions’ programs

4.1.2.      Seek input from existing ECFR personnel (volunteers, paid staff, supervisors and admin)

4.1.3.      Report to Chief due by June 2016

4.2.   Items to maintain from existing program

4.2.1.      Meet with existing volunteers with testimonials on web site

4.2.2.      Connecting with community colleges,

4.2.3.      Outreach through the Square Mile Project,

4.2.4.      Outreach at regional training center

4.2.5.      Posters and information blitz with station signage

  1. Permanent Capital Funding

5.1.   Develop a Facilities Improvement Policy – will be established starting in the 2016 annual budget

5.2.   Develop an Apparatus Purchasing Policy  – will be established starting in the 2016 annual budget

5.3.   Capt. Troutman will assess current equipment, making recommendations to Chief for Board to declare as surplus items to auction within 180 days

5.4.   Capt. Long review Wildland plan for revenues with an analysis to the Chief within 180 days

  1. Determine Administrative Staffing Structure

6.1.   The Executive Search Committee will bring a recommendation to the Board by Oct 6, 2015

  1. Communications – Improvements to District Web Site

7.1.   Linda Durrett will:

7.1.1.      Send out a survey to ECFR membership to seek ideas for web site improvements/enhancements by July 31, 2015

7.1.2.      Develop an RFP to submit to vendors via state bid by September 30, 2015

7.2.   Present the Board with RFP results by October 20, 2015

 

APPENDIX

Outcomes in Strategy Discussions Advanced Specifically by Strategic Plan 

Strategy One- Stations

  1. 24/7 paid staffing of 2 stations by June, 2016
  2. Turn-out time of 60 seconds or less
  3. Information blitzes all stations, for six by June, 2016
  4. Determine administrative staffing structure by December, 2015

Strategy Two- External Meetings

  1. Open lines of communication with elected officials through quarterly meetings of Board members with agenda of discussing quality of service, consolidation, annexation, and revenue, at sub-committee level. Explore economies of scales through shared services with Camas/Washougal Fire Department

Strategy Three- Facilities and Equipment

  1. Establish capital improvement plan for facilities and equipment, with financing by December, 2015

Strategy Four- Volunteers

  1. Increase number of volunteers

External Challenges From Strategy Discussions Addressed by Strategic Plan

  1. Changing demographics of public
  2. Annexations
  3. Volatile funding source
  4. Consolidation expectations
  5. Collaboration with other districts
  6. One revenue source- not diversified
  7. Election cycle with four commission office
  8. Changing electoral environment
  9. Legislation

External Challenges From Strategy Discussions Addressed by Strategic Plan

  Strategy One- Stations

Strategy Three- Volunteers

Strategy Four- Facilities and Equipment

  1. The expectation of high level of service
  2. Oil and other hazards on trains and roads
  3. Cost of business increasing
  4. Past capital expenditure decisions
  5. Increased service utilization- focus on prevention

Strategy Three- Volunteers

  1. Volunteer numbers reduction

 

Outcomes not specifically addressed in Strategic Plan 

  1. Reduce certain call types in 5 years
  2. Revenue projected for next two years
  3. Increased utilization of web site and e-mail notices to residents
  4. Expressed increased appreciation for district professionals through swearing in ceremonies
  5. Address frequent callers needs in through educational programs
  6. Measure perception of effectiveness by survey of recipients of service