Skip to main content

Strategic Plan

1. Staffing of two stations, maintain 24/7 staffing at Station’s 91 and 94 through continued reduction in expenses and identifying a sustainable funding stream for a total of 10 full-time and 6 part-time firefighters

  • 1.1. Chief to provide an annual 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. Budget Report presented to Board monthly during regular meeting

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

  • 2.1. Fire Chief will review and make recommendations annually to the Board of Commissioners
  • 2.2. Purchase 2 new Squads by 2021
  • 2.3. Change response plans to utilize newly purchased Squads for all EMS calls by 2021
  • 2.4. Sell Station 95 in 2020 (Chief Carnes)
  • 2.5. Have a plan in place by 2021 to provide physical fitness areas that are not subject to toxic environmental contamination for all members
  • 2.6. Generate a policy for operational/Station preparations and procedures in case of an earthquake by 2021 (Captain Burch)

3. On-going dialog with elected officials

  • 3.1. Meet with neighboring jurisdictions, led by Board Chair (Martha Martin) (Currently on-going)
  • 3.2. Maintain an on-going forum in which all can participate
  • 3.3. Board of Commissioners will develop an agenda for discussion of issues when needed

4. Review and Analysis of Current Volunteer Program

  • 4.1. Assign a program manager to review and consistently seek improvements to the volunteer program (Captain Troutman)
  • 4.2. Establish an Intern college tuition reimbursement program in 2017(Done)
  • 4.3. Increase Volunteer Firefighter/EMT roster to 15 “active” members by 2024 (Captain Troutman)
  • 4.4. Recruit, test and train 3 to 5 new volunteer firefighter/EMT’s per year starting in 2020
  • 4.5. Seek input from existing ECFR personnel (volunteers, paid staff, supervisors and admin)
  • 4.6. Make recommendations for change to the Fire Chief as they arise
  • 4.7. Re-establish Volunteer Firefighter association
  • 4.8. Meet with existing volunteers with testimonials on web site and Facebook (Currently on-going)
  • 4.9. Connecting with community colleges, (Currently on-going)
  • 4.10. Volunteer outreach through the Public Safety/Prevention Program
  • 4.11. Outreach at regional training center (Currently on-going)
  • 4.12. Posters and information blitz with station signage
  • 4.13. Volunteer outreach through “Fire Safe Councils” (Chief Carnes)

5. ECFR Goals

  • 5.1. Complete review and make recommended changes to ECFR’s rules and regulations by the end of 2020 (Chief, Captains and Line Staff)
  • 5.2. Create an in-house “Captains Test” for any promotional opportunities by the end of 2020 (Chief and Captains)
  • 5.3. Generate a Captain’s in-house hiring list by the end of 2021 (Chief Carnes)
  • 5.4. Continue to discuss options for possible/future “Shared Services” with CWFD (annexation/RFA)
  • 5.5. Complete an annual “training completed” spreadsheet to be posted quarterly by 2020 (Captain Troutman)
  • 5.6. Public Safety/Prevention Program, schedule and provide quarterly safety and fire prevention meetings for the public to be held at all stations starting in 2020, advertise on reader board, website and Facebook (Topics to include but not limited to address signage, exit the home drills, public injury prevention program, defensible space, creative alternates to yard debris burning and fire extinguisher training) (Captain Hazlett)
  • 5.7. Look into possible partnerships with Department of Natural Resources (joint facilities, wildland training, and community outreach) (Chief Carnes)
  • 5.8. Continued operational partnerships with CWFD (volunteer academy, training and multi-company operations) (Captain Troutman)
  • 5.9. Change outdoor lighting at stations to “LED” by 2024, Consider grants and/or PUD (Captain Troutman)
  • 5.10. Provide an annual recognition function for all members starting in 2020 (create a “Wall of Fame” and provide framed pictures of all members to be displayed in the public areas of Station 91by the end of 2020) (Administration Staff)
  • 5.11. Improvements to parking lot at Station 93 by 2026 (Captain Hazlett)
  • 5.12. Replacement of rain gutters and heat pump/furnace at Station 94 by 2020 (Captain Burch)
  • 5.13. Replace old “MDC’s” for “tablets” in first out apparatus by the end of 2020 (Captain Burch)
  • 5.14. Generate a plan for upgrading Station 93 into an Administrative/Staffed Station by 2024 (Facility grant) (Revenue Exploratory Committee)

6. Permanent Capital Funding

  • 6.1. Develop a Facilities Improvement Policy- will be established starting in the 2021 annual budget
  • 6.2. Develop an Apparatus Purchasing Policy – will be established starting in the 2021 annual budget
  • 6.3. Staff and Officers will assess current equipment, making recommendations to Chief for Board to declare as surplus items to auction by 2019 (Currently on-going)
  • 6.4. Staff to review wildland state mobilization opportunities yearly and make recommendations to the Board of Commissioners (Not supported by the Board of commissioners at this time)

7. Determine Administrative Staffing Structure

  • 7.1. Maintain (1) Career Fire Chief Officer and (2) Administrative Staff, Board of Commissioners to review management staff needs annually
  • 7.2. Create a succession program for Line Officers to qualify for Chief Officer roles by 2021 (Chief Carnes)

8. Communications – Improvements to District Web Site

  • 8.1. Administration staff will continue to maintain the District’s website and update as needed (Done)
  • 8.2. Staff will seek ideas for web site improvements/enhancements each year (Currently on-going)


Outcomes in Strategy Discussions Advanced Specifically by Strategic Plan

Strategy One- Stations

  • 1. Maintain 24/7 paid staffing of 2 stations by January, 2020 (Done)
  • 2. Turn-out time of 60 seconds or less (Done)
  • 3. Information blitzes all stations, for six by December, 2019
  • 4. Determine administrative staffing structure by December, 2015 (Done)

Strategy Two- External Meetings

  • 5. 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 (Currently on-going)

Strategy Three- Facilities and Equipment

  • 6. Establish capital improvement policies for facilities and equipment, by December, 2021
  • 7. Establish list of environmental issues and look for possible solutions (Firefighting Foam, Solar energy)

Strategy Four- Volunteers

  • 8. Increase number of volunteers through advertisement
  • 9. Focus on recruitment of Intern volunteers (currently on-going, Board approves college reimbursement program)
  • 10. Establish joint firefighter academy with CWFD (Done)
  • 11. Maintain consistent instructors for firefighter academy

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
  • 10. Sustainability

External Challenges from Strategy Discussions Addressed by Strategic Plan

Strategy One- Stations
Strategy Three- Volunteers
Strategy Four- Facilities and Equipment

  • 11. The expectation of high level of service
  • 12. Oil and other hazards on trains and roads
  • 13. Cost of business increasing
  • 14. Past capital expenditure decisions
  • 15. Increased service utilization- focus on prevention

Strategy Three- Volunteers

  • 16. 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