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Home My WebLink About20221489.tiffWINDSOR SEVERANCE FIRE RESCUE 100 N. 7th Street • Windsor • Colorado • 80550 970-686-2626 May 10, 2022 Weld County Board of Commissioners Attn: Karla Ford 1150 O Street PO Box 758 Greeley, CO 80631 Greetings, RECEIVED MAY 17 2022 WELD COUNTY COMMISSIONERS Enclosed is the 202.1 Annual Report for Windsor Severance Fire Rescue ("WSFR"). This report summarizes the highlights and operations for the past year. The report addresses finances, response statistics, fire prevention and community engagement, training and education, as well as considerations for future growth. Our intent is to provide a high-level overview and create opportunities for people who would like to learn more about a particular area to connect with WSFR to get the level of detail they would prefer. We hope this report provides a clear picture of where we are here at WSFR and where we are heading as an organization. Additionally, we have completed our 2022-2025 Strategic Plan and are excited for what the future holds. As always, I appreciate the wonderful working relationship we have with you as WSFR continues to foster our mission of providing professional service and compassionate care to our community. If you have any questions regarding the report or WSFR operations, please do not hesitate to reach out. Sincerely, /6t/'/' K(AlkA'- Kris Kazian Fire Chief (847) 778-0411 kkazian@wsfr.us Follow us on • Instagram • Facebook • Twitter • www.wsfr.us CoMlakun; Gc t'ioo.S 64/22 2022-1489 SDOOn L +' ,a i I I.nt I t I — � �` - Yfv -Ciltf'�]i n J. - - Y s 1 1 Ire �;Y °•p a- Hill c .z — �- ..•,a4 -ii -r -- E I. 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'�4t � READINESS I EXCELLENCEI COURAGEI RESPECT 1 Iill - r II , , _ Jr , . , i II - L _ ' z= - - = . - r - I -.- rz, lil , ' , - la II 1 , opt rnr. imsr vIl v 7- iii 1 1 _, . . i' . , , „ , . ,_ ,..._ , i _ _ . . ,, • ,, ,,,, „ B'L n } - - r ,,. _ , MO i _. . i i v �_ yr it' i a - - I ° I E , F • . _- - - •-- _ I ' p f � k '_ I !II i 0 11 IP isn . _ ° il , ,, , „ __ _ _ � , I� *aI TE __ , , _ _ I , i , , rai , , „ , „ , , tliii.iletiki , r- • _ �I i0-a - I) I _ _ E0 . ,I . a- h v . I It r , i 0 d t I Oll 1 C I reI 4 Ills' t di lr P i r a r Pi _ s a " WE WILL SERVE OUR COMMUNITY AND EACH " _- - - OTHER WITH DIGNITY, INTEGRITY, APPRECIATION , , _ AND KINDNESS, WHILE VALUING THE DIVERSITY I • 0 AND EFFORTS OF ALL " - W FR CORE VALUE 0 FROM FIRE CHIEF KRIS KAZIAN Coming out of 2020 and into 2021 I don 't think any of us knew what to expect around the next corner. These times have been strange to say the least , and just when it seems like things are going back to " pre- pandemic normal , " something new crops up . However , the resiliency of our community and your team here at WSFR is second to none which helped us keep moving forward . To say 2021 was a busy year at WSFR is an understatement . In between running a record call volume of more than 4 , 000 calls for service , an increase of 29 percent over the previous year , we implemented several new strategic programs to strengthen our response capabilities as our community continues to grow. A few of the behind the scenes programs we've added include working hard to get our new ladder truck in service with the proper tools and training , developing a comprehensive 2022-2024 Strategic Plan which includes input from the public and internal stakeholders , adding a new Underwater Rescue/Recovery Dive Team , training additional Hazmat Technicians , continuing to build our Drone program , and starting construction on Fire Station 4 on New Liberty Road which has begun to take shape amidst global supply chain issues and weather challenges . While constantly adapting to the needs of our community , WSFR is always working toward long term financial stability . We implemented Impact Fees for new commercial and residential development to help offset long term capital costs needed to provide emergency services to the record -setting growth we are experiencing . These fees must be earmarked for capital improvement items that directly tie to growth such as new station or apparatus costs , etc . This allows us to use the other tax dollars we collect to enhance our operational capabilities with programs and associated staffing and funding associated with future staffing needs . The dedicated team here at WSFR continues to impress me with their ability to pivot as needed in these challenging times . The team steps up in so many ways and always amazes me with their dedication to the community and their commitment to the craft of delivering the best emergency services possible. As we have all experienced the challenges of 2021 , we have all had the opportunity to experience things we likely had never imagined . The team at WSFR has overcome , adapted , and thrived in these times and as residents we have all been the benefactors of the agency's dedication and commitment to the residents and businesses in our fire district . I am honored and humbled to serve as the Fire Chief in this great community and to work with such honorable men and women at WSFR . Be safe , and we thank all our residents and businesses for the continued support WSFR receives to deliver the best fire rescue services to our community. Respectfully, Y T EVER RI 1111_16rJc3 . ■ ■ VIP }_ } e} a` �n 9i -'4 Ir1 fi - � - q _ 7 I E REMAIN READY . . , I • __ ft _ ...., . _ _ _ . , ...... . . fit"•'r,,,. ; •.'u`�• A, -, - _ _ • _ - rya . , I i;� am • i7 r • r I F CMT • - '; -• •_` • -- . _-.•.. . •-1,III -i _ - - z tf� [ i n ft„ _ r - .. ., ill l r a , ,._- , rttar rt jai - wo — I— —�� r `: _— Jr- tl _ ., y �e4 ,I' I' ll I • r, .'R d 1' - - ' - - r �lia }Q a' e tl 3 lik,„, _ Ea- Ilitsisw: E . .1/2, a ita1 u rear d• e _ . r_., _ .,,,, . nr . if s.,.._ i w,4 . . . ! IN 44 11 — :. /.*%/, - • ••111mt • _ rea Nit... p t AllilliElimilmi 1 .ipsille , -I-- . y lak 4 It filkells5• I. �,L .I} _ 41 -----, a • �' ./�, ta .ice i^ - _ s-Stamm • all i I I,, _i Li: _ I _ - , --, --- - qui is.N 1 I Iii i 1 al # 0 ••,- . _ . I, IIIIP: 4 r i ! , 9.• t' s iAir sair ... a eltdieri nit aI ri.. = ! . 4 life- .s . . ____ , e P --Millifir I r fle OP lif Illillt III ralliSkat P ilk se 11. Air IlLilitilat-g� � ji 3 • ale INI - i .I ' - 011 1. �I MIL allPir . ifila".1%f,_ ..., 1 oi . i rein. i ig-ZIPI ,_ et 'Clinm M`— ip, ` fi a —I\ '11M., (NI -frilic- 1.-tadiPlar ' - a d . F I . AIL ' r s _ err O"1IE WI LL ANTII PATE THE NEI dFI 4. .. MMUNITY THROUGH PREP j,. ., ., �f EDUCATION , AND CONTINUAL IMPROVEMENT. " _ ws FR CopE VALUE F a 7 41dir B, $ r -A dia h. igle _ a S. c- . 4- - lee " tillir, maley , fY aloe rili , • P.: 1111133O11. SiVarti N. I: s LiliTh .,. . _ , i .- , 1 _ -4.- i I ' —I ill a� T �r \ .Y w ::— Millr----_ • . ,1 "'i ,. a F. - = ..its.rif _ , . . • L. - a saw ,L ,m r _ ' " Life is change . Growth is optional . choose ., ___ _ __ - _- _ ______ __ __., wisely . - Karen Kaiser Clark S For WSFR , the community we serve , and quite frankly our world , 2021 year }' % ; c.1. — showed itself to be a in which change and uncertainty was normal . a' Or anizational rowth and fle ibilit encom assed the theme fur the ear = Y p and we were able to embrace this mind -set and excel by working in - "- nintiti . , partnership with our community and our neighbors . 1f al 1 1 se On il WSFR saw many organizational changes take place including the addition t} . .,.�, , di:404 ` ' of a new tactical water tender and a full -time staffed aerial ladder track to 1111 - r • s�'� :.• ti* our fleet. These trucks increase our operational capabilities in responding ;F j i to emergencies and both carry the beautiful new paint scheme and . ; ..._...„.„.„.„,O r I : branding that is Windsor Severance Fire Rescue moving into the future ! • ' _ ~' _:. tt .1 ‘ _ , ,y` � ,f_ tab,. -- i W err y n We were also able to train and equip a water rescue dive team , expand um our hazardous materials response team , enhance our technical rescue . capabilities in multiple disciplines , expand our fire investigations team , and .,, RIMINI 4.4, Ms 'Pillow ;1.4 further develop our drone program . a ,. a \ Ili � a loxl i p • The pandemic continued with the emergence of multiple variants that g p �� . i created fluctuation throughout the year regarding restrictions , mask }•�qt` fill r 1 requirements , and vaccinations. WSFR remained adaptable and ready as a'Irik - ` "' .. R.ti� u- �• f', it .",Air-e we continued to work from the Incident Action Plan created by our i.,... meter sr-i . axanal-Lib aLaar- maw flair 3bat ii.aa• at sail ahem, Dat•Gy " -'K �' ri1 .- ^+S ]12 21 It 11 11 3I t I 11 pa N 21 P .- leadership team in early 2020 . While adjustments were made as new information was learned , we were able to remain fluid in providing services ¢. s to our community while keeping our team safe . : ,,i_erli J ., ,_ 6::c.4.,ilio a t _4„,.. , ,, .., ,.._ . O w ,Rf'l . - iitsti. igQ ler— clip 1 ill. ctiltAt IT, ■ ion July 22, 2021 , WSFP celebrated the retirement of Division Chief Michael Blackwill with an official Walkout Ceremony. Chief Blackwill spent 24 years 0 L with us and was the first member to retire after working his entire fire service i - career with WSFP. During his tenure he worked in the roles of Paramedic, ` Firefighter, Lieutenant, Captain and Operations Chief. He also served as the Interim Fire Chief in 2018. I I er Chief Blackwill took great pride in WSFP and the community he served . He • 0 - was seen as a leader, mentor, and a man committed to the foundational iii values that make- up Windsor Severance Fire Rescue. The values of Readiness, - Excellence, Courage, and Respect were so important to him that Fire Chief Kazian presented him with the inaugural WSFP Values Award which will be tr _ ..... presented annually to personnel in the department who embody these values '` alikin their work for WSFR in his honor.\ cii! is" mimic I Mike is a shining example of what it means to lead by example, put others sitNIL 1 first, and be dedicated to your craft. He will be missed at WSFP and we wish him the absolute best! r LLe sincerely thank you for your 24 years of dedicated service . . READINESS d , .. EXCELLENCE ,� rr z` L, ' Sys COURAGE -e, in RESPECT _ � +I ',mitt" h I . - - Y isZNDS.OrRSE1E 4 -. , Mil + � tw LL irassair PI.a I. _ N Cr g - ' SFR A L S AWARD- na .. i. 9-rerr-ese-ae ,} -1WWwiN'Yei : f h I L Y • } Fa a.1r 5 na .. i 4f ir I ... :I " "s" lik SriM4H ai t Oil ,n , .II ad d - La a • . • 1L,r . .4 .4II ti .. ffret , . . Er II 4 it y El ast I ... . . �orwrr i , r,il ;- ,!. i e IP , . O lef fidipiN% I A . na. tail Epo ii fit: ;i , IA i t 5 4 • It . a 0" ti, w . P. of a . f ,� ,4 . 'km, o r t Ig5334" Q a — r F ilk Jae° Strategic Plan I 2022 - 2024 " YOU MUST HAVE A GAME PLAN . IF YOU AIM AT NOTHING , YOU WILL HIT IT EVERY TIME . " - ZIG ZIGLAR Strategic planning is an important part of effectively running an organization and Windsor Severance Fire Rescue is no different. With the end of 2021 , also came the end of the 2016-2021 strategic plan . In preparation for the next plan , WSFR compiled a team of leadership sills • rnanaageenenz mission stakeholders from partner agencies and the community to swottiO target seek input regarding the needs and expectations of those we vii C rateg " strategy serve and work with . Then we formed an internal team with plan PLANNING lue vp . ocess representation from all positions in our organization to use thedecisioncost analysis S�IEI�t7�Fl�w community information to form our 2022-2024 Strategic Plan . 5Organizati0r� j b ti g a- :47• a While the previous plan was a 5-year plan , we have now °s moved to a 3-year plan . In consideration of the speed of . . ; ■ . , ❑ growth and development in our communities , our department, ` �' r• and the Northern Colorado region , the team concluded that a • shorter time period was the most effective approach . Goals Lc? b and objectives are categorized into a quarterly workplan that 1031 is already well underway . 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L •• 't 1 _ CI.1'1'IF/ ^T-V wLid"Yr . •- 4 - 5 cv 2021 REVENUES 2021 EXPENSES c it , aO8 , 56O oc , c85 , 198 q !� 793582, 1.3570757r 111% 224.347, 3 111111111111 2132,016, 3% _ _ _- 2311922, 3% _t 6,739,329, 76% 10,850,803, 89% .1 Hropertyard Oil & Gas Taxes Other Sources, personnel .w Buildings R. Land IA Vehicles &. Equipment Communications & if • Travel & Training • Wanagerial Expenses 35 % _ 8 . 8 % 8384K }017.4 At e Fes* OIL & GAS REVENUE PERSONNEL COSTS ADDITIONAL REVENUE Tax revenues from Oil & Gas In 2021, personnel costs increased 6.8% During 2021, WSFR collected decreased 35% from 2O2O to 2021 aver 2020. This was primarily due to approximately $46,000 in impact fees. which highlights the volatile nature adding 3 new firefighters in addition to a This funding source helps the District of this revenue for the District. This cost of living wage increase for all staff. fund capital expenditures related to the funding source helps the District not 76% of total operating expenses were growth of property within the District. only with operational expenses but allocated to personnel costs. This is the primary source of funding for number is slightly lower than the Additionally, WSFR was able to increase capital expenditures. national average range of 80% to Plan Review & Inspections revenue over sometimes as high as 96%. the prior year by an additional $338k. In 2021 , total revenue for WSFR decreased 13% over the prior year to a total of $ 12 . 2 million . The decrease in revenues are related to a 35% decrease in Oil and Gas assessments and a 42% decrease in grant revenue . These decrease were slightly offset with the District realizing a 11% increase in commercial real estate assessments and a 11% increase in other sources in revenue . Total expenses for the District increased 9% over the prior year even with the increases in personnel cost. This slight increase in total expenses helps show how the District has worked hard to control cost and be prepared to meet the needs of the residents . These efforts help the District be fiscally stable for 2022 and for future years. It also enables the District to take advantage of strategic activities, funding new fire stations and equipment as needed . This also prepares the District to weather economic storms and gives the District a sound foundation as reflected by the total cash on hand which increased 63% from $11,092,435 to $18 , 124 , 971 . The large increase is attributable to the remaining $6 million from the creation of the Station 4 Lease Purchase account during 2021. Although WSFR absorbed decreased revenues and increased expenses, the District still appreciated a net income of approximately $3. 3 million and improved our financial position while increasing the level of service we provide to our community in 2021 . 41 '14 d3 ir r� S #7T '. vir - at4E? Fire Station -Cr - - am - r Our Future With Growth In Mind leliklial The communities of Windsor and Severance are booming with growth and an increased demand for services provided by WSFR. As a result, the need for a new fire station was made abundantly clear. Fire Station No. 4 will be strategically located at 1 350 New Liberty Road and is expected to open in August of 2022. The new fire station will help to meet this increased demand within its immediate geographical area via quicker response times as well as strengthen the emergency system as a whole due to a more balanced distribution of resources and response capacity throughout the fire district This 16 ,656 square foot, agrarian style fire station has been carefully designed to support and accent the features of the surrounding i,.. neighborhood . c , i \ - , — :s� I \ Yp ref o.ii t - i i.. _ L: -,- - T • - -S41-1------a-' - 7—,•.d6--"1:4:—+—=-. �.d�..1' alF S. cy S WOM 4 \ I *CUE NO. . i rfr \ . le sas ti --rr-, lie; i , I I ail litil la MI : = I la • • Station 4 will house an engine company , a brush truck , and additional specialized response equipment used to best serve our community. • 40 • The station is designed to allow for service expansion as it will be able to _ ; house additional response personnel in the future as determined necessary. - - - • Design includes efficient use of space by including building features to allow crews to perform specialized training at the station . 51 so 1i 44 Designed For Success ' i. h A Design Advisory Group of staff and firefighters was assembled to help ensure that the O r- LL - features of the building would facilitate and reinforce the critical work that the community lt; b *4 _ ?ll. - expects to emerge from its doors each and every day. The Design Advisory Group as Q Y consisted of the Fire Chief, a Battalion Chief, a Lieutenant. and an Engineer to ensure representation at several ranks within the organization were present in making this new fire ii station both highly functional and inviting . We are thankful to our Windsor and Severance I - ' - - communities and to our many other partners who have made this new fire station possible. litl.".Pj 's — ••••• AilrI We lock forward to utilizing this facility in our steadfast pursuit of providing professional 4r,.:s__ service and compassionate care from our family to yours. ■. II r yl i ' = ti •' R r Q __= _4, t'° ,NT., k I ``5 i • �. ..- .ti. I '�— ' y. .tom Sir r S _III - a �� .� — Illit1/4"1/4. • jIll_�•f '�1� _ I, L _ . 1 'e LII ih I _ 7r 'IyyA. I 1 I;r a _ a iinrirri_ ___ ` -irviinaHLIRi- ift ■ — .pi • A .— ' 'Q� R!' 7 A it � , 14 •'. per itF —� . t I — . 1 , . i , ' .'$. t�'M,+•— LtL—__? i. 5i - ! --± e - 1 E _ --... - . ,ie, — - �� - - ' I' •ire b.. 7 i_ �, .. sr - , I S; � 1 Did you know . . . ? iS • Fire Station 4 is funded in part by a $250 , 000 Colorado Department of _ Local Affairs ( DOLA) grant. -_ * The best location was determined using response modeling software and data collected over several years to maximize response efficiency for WSFR . • Over 50 % of the construction cost will be paid to companies in the WSFR fire district and 97% will be paid to companies based in Northern Colorado , reinvesting valuable tax dollars in our local economy. 71 w r I •. 4 • iv'.i 2. 7... , i: 11. I 'I - • , _ tii.:� i "7b I ' i a yr r'sa r� I ,ir i ' I ill.iv ' a ea Illa ill a •114.114'a t • ' �I tie a. 1 I r 1l . ,e . '• r e 1 F. tilt. n •6 ti •, ' Inn -. I • i • arI 1 ; • r Y , rr_ �Y7i9 ��1 ,� •�� IIII • 1 yR' L I' 1� i 4-r. iiljliii a ' 1 1. v, II1_. i _ — - - — r iy71"..„.ii.I"s. „ rI .I' • 1` Aimin pp i i a ..t'_t t i ,— ni a _ !L — I. fF ' r v yy 4 1 I __ _ I � L 14. - I(prfr - 1 i a - •r �e y , .r -iiP I 'gip . _ VIII ill irt 1 it' �. I. ,. 1 I s�� IIi 1 'r I) sw"a IIINIMP sifill._fir _ L I 64 I I P 1J Y { mo- 1 Ilt _ . - - — - it 4' . .y1 e "1E WILL DISPLAY THE MENTAL STRENGTH AND MORAL CHARACTER TO DO WHAT IS RIGHT, EVEN IN THE PRESENCE OF PERSONAL AND PROFESSIONAL ADVERSITY " - - 1lSFRCQREVALUE �-91 � 1. ,N es? N ,� ga`1. ' — YY .I ^'1 1 i� ! l_117 .e as i :.� e kW lin III I II • • Incident Types for 2021 WM1 responds to a wide variety of emergencies. On average, fire crews respond to eleven calls for service per day making WSFR one of the busiest fire departments in We/d Counn.ty. Total Calls: 4034 :e.p - isii - _ ► t/ i eft, '''%, • — - I 91 tyvt: , , Kai , • e ./ ,.. / • "I\ i ,:r/ 4 4 t . / / �1 4 4 r, � . 9 0 7 v1' ,, . Other Did you know? Service \.,:1/4.a\‘ 1 Fires .., ;,C JI involve things like Igetting a child out of a >,. , - ,., 2 Service and lacked car: removing ,: : > .. = - - T . - Good Intent smoke from a kitchen, and - rescuing animals. Goclic Intent Calls generally mean False that no major emergency _': � Alarms was found once the fire j; I� , t 4�_ --. t- w -• 4' department arrived on Ai • scene. del EMS Calls Answering the Call . N are ire the Future . -- _ la —IgiI MP I 4 — Community growth has led to the largest single-year call volume - e increase in WSFR's history. Effective planning , increased training to respond to new hazards , and active partnerships with local government and developers are all imperative . These focused _ efforts combine to ensure a safe community and efficient use 0 .__ -A . lliat ad/ ieir , ., -. -` our valuable resources to best serve our citizens aril visitors . L _ - - _.aF_ ii r "-t` a - 1 a. iikaike SUP ri\sts\ 14 Ns r 1 • , kIllt II 1 - iti , a n lc " bt'S FR ‘s \ - . _ . . ii, . : tais -.- li ,� stiii 4 v1� FF� a a 29% increase in _ � - _ _ _- 907 calls r, 4/3rte all volume from 2020- 1 . wAlitil " ,t,eti se. m a7 . _ .a.sallw a t , I ir a“- t - ---:__ I t , diel V /Pi it, , , - 4 C734 fr i Th --w _ DIIIMMLIMIle _ A Ett t'Sf. i' t I '1 • ! il a ♦ 1 i y a y} I .I . 1 aF r ti w sr ,.. L r u e Y sit EIRE .. _cc. „ . , is ' , iii11 -...q1,- E \fEI\j1IcI\ I.' ,,, - EVENTION it I r .. J IM I \ J iiiIi4,[161 i a a I - • & I V I jl i r a 1 ill it I EDUCATION - �a _ - ii r• - \ - - _ 1 c ti z !! ... I -4 -la a - - a I 4 IN na "-t a _. fiallallailialell lralbaa 1 - M ;y 2 pi, , _,ii ? i 1 'al ....0 ma _ t , I -LI II • 11 ,,, I • Lil '.....„ #i - *4 Cars I. ., ,, - . _ _ `I i j J •• _ a • * * + 4t * 4 ** * /;4#.♦-i-i4 f4 _ ,, �f— " w 4it • * • * • • 40 • • • • • • • * • 660mIt' -- • r s - 7 .illiIlr yid - - — : Aar _ Vi :N... ....• I , 4 P LFSi ila :: I *�h _ ..• e. r — . ...N.; mo. � = 3 9' i • ea 4 11 I•I a •e "1 _ —a y I -Ste" _` 1 4411 I -_� I I■I :a'i.. j _ . " milli - I ro 1 1 n U i 1 • -' t Uri Ar - .:Izziciii iiiiiille'�. '1� - t _ a I }� 4`•'�;�#'�, '*i11' * , oi *•** *AP W e0#titthy*— ICI "el k�;**t;� �w�� w � " .�r �� ' ' ,� w-- ar .., �. �' ► _ - »/ 'I . .:Y'fG tti'J•n , or f......— — set kaV -, 5 , P cc e A r : v i II Inc-2 Z, • _.j' J �, � `' ``_ 7 —7 r `' _J/}� lot e .s_ - ate,- Y »,.1 . U'.. 14. •w' . . �S' ` � _. 1 I I. I t � I - ___ , - ar Y 6 .- I,?t - , LJii w. 9 I i IP 1:,t t at— _ f• 7 _ _ _- -- I t - - .. — —. -- flEMEIS ill . . .,./.. %.., / 1.\\NSA II r I i It ./dif •-. . I . • f,,,1 t, I ,.._ _ r! - Al) k • Isl t T s S e • " 11 `K'S tif tl I �� m / ■ aips 1 • • . ..,..,,, _,, .• _I • r Ls 6.t lb Ini OK • i —.a 4 1 ti r r egit�, ii _ • y .4 .I` r 1Iy a •' "1 -I Y -I at • C - - -r- v -. -I• • Improving Com IDENTIFYING NEEDS Through collaboration with the Federal Emergency Management Agency Lt (FEMA) , WSFR was awarded a $90,500 Fire Prevention Safety Grant. This Community Risk Reduction enables us to provide and install 3 ,000 10-Year Worry- Free Hardwired & (CPR) Interconnected Smoke and Dual Smoke/Carbon Monoxide Alarms to our at- risk residents at no cost. The grant award allowed WSFR to launch this program as • part of our existing Home Safety Project. The Home Safety Projects goal is to • • �. improve the safety of residents ages 55 and older, as well as those who are : ..:: I ;•!` , • • bearing impaired by providing the tools that will allow them to safely age • ' • independently in their homes . WSFR is proud to partner with FEMA to enhance I • • • rt CO Mmun ity our project and improve the lives of those we serve and protect! ■ IL • ' • �� p J p - onnect • NEW SYSTEMS IN PLACE WSFR has worked with technology partner First Due to release a new public safety program for our district. The • program is called Community Connect and it allows our residents to securely share valuable life safety information with us. Residents can provide details about their home, • family, children , pets, medical / functional needs, and more. • Then, when we are dispatched to an emergency at that Prove n i o n p g y residence, we will have the information before arriving on scene. This will help us effectively serve you if you have an B T u r emergency. NUMBERS AT A GLANCE For more information or to sign up, please visit our website at Property Va I u e Lost https://www.wsfr.usicommunity-connect/u nity cc�ri r�ect} or scan the code below. Qatit S1 , 568 , 59O Iki 11568 590 PropertyValue Save! StN IRCorn mu ni-ty - sj. TODAI 8519231430 Connect Engaged I • : Th La: m:1w • u t.‘ P •.`11�. - A - AN a F G U = ;f�T • It11 orals raw * _ _ pit - CPR and Public t�; %fit ; • • NAL N, Fire Plan Reviews First Aid Education r ry etarn smroprer Inspectionst Students Contacts u , 'i 0 ill""r ...- . Si . VI _ _ .. ,_ vs r, lipip . , H It ei . Cale • E. MI a * 41/4110P 1 it illi • 0, . . L.\ ,. _ U.R, '1 41 0, C. -dia - .. lb 4.. k 40 It M ill s .a 110 _ - ; Or a • el -2.. Iliglit le li! ea .e illa • OF is �` _ •T ,RAFN 1 Ni ,.. . • Illti 'II St e _ t # 1 - Z Pa k t MEMII • s y-� .4. E P U CA . i , _ , , .4 6 i , i ii, -A 1 47.iiii - Iii . . .. . . ..... „ . 4.4 . . „ye . _, ti e .. . ii_ ,,„ _ .;. _ sit. = na . i it ill h i Or a - - T e le di ir att • 11, • r i a . • It i ii itill • v.. .4w a i t ,, 1fE WILL PURSUF MASTERY OF TECH NI AL 1St IIPF ill KNOWLEDGE , SKILLS , AND ABILITIES . "II .5 , • - WSFP CORE VALUE ,A L r i. ifor 0 a ;F tIIRIa IM I. ate 4, le • • e. . H . 1 ' ' . ...ler 4_ . "� . • f r: • Cs . \ t FACT In 2021 , WSFR firefighters completed over 20 ,000 training hours comprised of recruit training , in - service training , certification training , and specialized courses. Safety & Survival As an all - hazards response agency, WSFR personnel _ A • , 1 train regularly to be prepared for all types of emergency calls for service . , - - i Firefighter survival is an area of focus every year. _aisimsoirti a _ -- Firefighting is inherently dangerous and we spend -7 hours practicing the most effective ways to rescue ke it" as injured firefighters. WSFR spends even more time . I - preparing responders to stay calm and manage $` iti r themselves in situations when they are trapped or - • injured . This year we invested in training to breathe in the most efficient and effective manner possible. _ - This is key to remaining mentally calm to allow for .� _ sound decision making and the ability for fire fighters to assist in their own rescue. t ti t talkie , f w. r•. IrteT TRAIN YOU GET . ' IT „ , i L El Rh lb 1 4.-:- rifte . SiirprerlaTi.14 tiejClii- - .,-,- : . .„ OP 1 at... h . NG ti rrit4 r , t -/Inter- Department Training t • ~ Ali ri t _ _ ,_, --,..ci • . r - - - �+ -' I `w In+ 'd' . HIII • i. _ �. Eaton Fire Protection District , . , ' ; . 'I; ';;; 3 •11I I- .1 I I all 1 - s� i �P 1.• iii‘ I Greeley Fire Department, - a 7,• " t•zy F --- rp. � ji: v . i jIl \ Poudre Fire Authority rrt _ �.3 �.. \ , i II `- _ . r 1 '1 i .�' .'I J ''.��y.oli'l . rc 1 _ -r 1 1f. . iI Front Range Fire Protection Districtr . ;s_ • '�' Ote'r `i =` _ - i -z , ;'et. {- T { t 4e "-e l _ 417?Y " , y"Ul�r1�y i '' I��l � /r. - • Loveland Fire Rescue Authority , :. _ ,_ . •`' ♦. i{ 1.1l.al�. Severance Police Department �' • :¢' �', '., y1 ', 71. _.:.k Windsor Police Department . -01 Ott 1.r4, �: � ;'_ : .�ti. ',Y f it , � ri el l r •. k - j4! ? "a�' f ' ;\'4 : I • 4i yyy, CS S tit 194 II •Ir• i ," _ A i '\ t V i. 06'1 I .I a^'x rr I 1 •- ' lie .•' `ii 1 • _. ! I eII I _ I . e c ,, it l 7 ii J{" f e •-I a dlil A 1.ro 4i a "a FIl i- T r p -. A 5t� I • . 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' " •�LL.'� II IM il- q - I'P p , ` _ i' , 7. s I- + -1 _ - - °r� " _ - bi .I - _ - arc h: j - T iJ slilt ,,.�_*L� ' • as _ ...1 a i (si _ _� '� �1 a'. .. l1i' _�i r , !'41f!t I J, Y I ,. +• y �i • L . • r: -• - - CIF " i 1 ; , J i i1F r + II ''' •r r i dr. i i !. �' • Tf _ s .� _- ° • ,. ,. •. .. Iyi I° NJ,- !�, • ,t _I •' a �a' ■r I[8 F 5.ail ir— ■ _ '' mile __.— r ' .`� 1 .4 •��- I_r * "' '■ » - - ' - kt1 'i AT ist•.Mf° .iY B+" =y *'if`P7� A '.i �ae�.e�°. I• pa M � S as s ' ON. II r_ F 1 1 "gill, Mt Ill. T ._. i.�, .31=.. 3 .. =mayoribL�� -- , ter - } I * I III i � 'me-r am_r. a' lall _ . 4 wNERS+ rt . I ___ il #F _ u I .ye". .. , �a ne Is -^ T 4 '`- "'-X. Yi I' y I 41 i l: al rtail 99 _ ".. I - • e1 v p r • in ,i: _ . . s IR •- •f•Z all �ii . Y ° ' i!. I ■ +,�F r r e'` i 1 11 I J JG I 04 l ti e, J ■ A rill . •r. 1 1I 1i e,i L'h'e Y yea.• I.1 1. .� °I' ' » I ■ °'1 • 1 'r JJp "illC i i i - , . ', " 'I ••• • , • 1 ='I .. L .� f I " �°*! e ■ i1��il : . i. •.A, ,l II °i� . • 1.j.i NI , I 1 I ' i q , I.• t.'° r , i. p Peal II Illir r •_ e r Ta t l�•� I i ,,yy r 1 e. ,I - — - We I la 11 ^... .. . . 1 1 • g• f' i - 4 q T it 1 A ' ■ 1 ' , ' I " '} 4 jj it _ ■ pi, gg I I i`VI - It ' _ I. ! t pi c 'R r , . Iii r �il�1 iiiiiilli .P"�. ., Y ' , .r Ai I. Alil ____.r ' 4 iell `I■9. A i • • Y ae 1i -asilk rte,, _e ri� . y� i i ie 1ii� i ! 'I• .. b lid Y i A.. rl - rM. i' ,1 i � .l1+ I �p,l.l �`� . • rl ea : ` �I a •m♦' 'i ..��f� •' u i.lipll i it . . L ! • 'I ry , r i • "I q IA'' �: F' J Y. ' _ -.'�, •— _ u. I II , it,, 1- +5i I� 1 `I rf MP OltWill 4..J 1 ,; I R is a pi',rr • • a', 1• 'li-vl$ e • ' Aa =w i illiknellMit • ')� .._ ti r Y I 1. - °r:. i a • Y _. 1 i ill r �i ' I _ iiiii ii 1'.II Ir • 6e •• " ' . i l II 1fI II1-li I •A°'nI . 'VIP I. Y..� I 1 it -' - r r�1 A . II0�l.}i. . r '11 ° I e I i 1' — r '41 � 'I - a - ; • a "col •••• ..• "No. . I Y p t„I� -e - I i " Building a culture of unwavering commitment to - - .. our community and each other rhile striving for ., ` : greatness ",. . . WSFIR Vision Statement 4 ■ r'. J A II .r I. .} i - Arlo-44 ;,;;I:i.71" :4:7715'..".-1- - .14 s , A mLE-I A !'� 4, ��Y i Ire P•flaAt.....iiir gine..N-a a..pif 11 isi ... 1 •• ,_ . d ._.•' - .�§ P •C= - ,• ,1.1`•- ,n . `:' - e •_ +J. -. err.40474S•11914144 i lagi 0 0a ...lip MI It was pure joy for us to get the honor of escorting Santa through many of the neighborhoods in lour district again this year. A new addition this year was a tracking device that allowed parents and children to keep track of our progress! - I p.Jfi " -rt. . .1 r�t ,....0`,,,,.4.16.-- • . - - _ I - �— . � •��iyc J 4y' C. 1 1 11 it t-_�a - - .�.! R' S. ..;•p.i.e 1. T�z an.Ycr i z legmomnirtr , —� " . iris , ., Open' > .i ,_t -_ra I ° Open, dir allllllo Elm, i ['�' - ' F i-r-:- . r Imo.-.__ , 2 "^ IQ-r'•' .�.�Ckll ' uturnAl. ` .: a y eadYF1.•�eiil ";.,IIY;.. ,1-;` 1.r ' y.-- s_ -. _i.i.loll IL -i. .,. ts ....} _ . ,t 6 ?^ t 5 ■ 1 i r4ir 7:n�./. Lf -ft x{ F 4 _ .•,o�r k . k . 11 e istow ;; WSFR was thrilled to be ably to half our annual Open �, b _', ", .s;.. P'�'.ii S _ r : r• .p yn-�'r ■ .e" ! ,. Yg ` =� w House again in 2021 ! This event allows us to welcome if r _ b who r _ _- '� RIS ' community membersto learn we are , whatwe do, i , , . `^� ^ � , ,1 cgli! anew and how we do it. We appreciate the fantastic support of . � illOlia4 � ' y r.��,, 1... our community and we appreciate the opportunity to open f C - ' °r, • our doors and spend the day with you . r-r u r t- -, �� S` — • - -- � wit - -- -, ,. . - , _ Al , — - ---li 12 - ' . r d .. . . ' , . . 1,... . . , _. , . ,, .. wie_. 0%t• 11 . a Over 2 500 visitors participate • t EigaLci 0 a D . aiE ) EH 10:::::: p it.,,, 1 ... - N1/4,,,„,.1r t ' d d 1 Weil ° t?)) e aVi APIIIP 0 \1/4 N — IliHAAS ALERT Em:ALpgrAe.ncywehicte ' • .�' roachkngIh,y� 4cewa�P.t G V In 2021 , F installed ,I 4x. Fop • r y • HoursY HAAS Safety Device " 3t„ .ch,'c az '. " ,I,cr. it , ,, - r transponders in our lie �� „ �, N{at.,r, :ij Thursday - 6 - 30 PM - 8 : 30 PM * Y4 Wit, 4 response vehicles_ These I : ` .Y1 � p Petrel "1M1 fir' Saturday: 12 : 00 PM - 4 : 00 PM � work with many mapping dh., during summer Concert in the Park Series applications and vehicle • t 1 ill i i I navigations systems to tell sfr �$ � ,th 4 II �I m 1 . • th t. , TT I ■ • .titH If , Y n . you when emergency .*t # . ,. tot?�1 vehicles are in your area . AO.% i9t% i f . I ,_ _ _II I i - - f r- , I ir . .z. ,..„ 1 li : , , I li , • -"Ipb,S' . . , .: , _ I . ea I . . .,..arr-- f ! ,. - - .00,tiPS" . . , _ , I ,./. , - • • . j; i III.: . 41 r"—-°a.-4:Ir. - . sr . . ,. , ,..., , . . . . , „,,,,, i i I, „,. , Ti _ 1 . A., S ' pl . ,I It i !" --NI Thuit _S e treat- . : ' . TV 'N, , - , i ','*, at skiy, tikp • ,, i ` ' ,� O O I . _ • I i 41: „ Ilia At It 4 LI ii!4.,i . I' di .. siele ftif ,,,,/ HEAAID ._ _ . I i a at , „ tie . I - I . allir 1141 Th.), allr *elk 14 lila ille 4, _ I 0 e0 ° - •: 1: 1 :. - or ... _ . .., . _ - -. . Iriall$ , nate "Owl ' . . , I , . 19 • ID . • r: . - . y • ± am._ . _ a si....., .. _ . _ ____ . Ib 0 s ,#�.1 _. 111 a ' • , 1 kek _ - erar . . , " If you - can ' t martft . . - . - your ntet plan , you can ' t tell from failUre . " .... . ____ , F_,.... - r _„ _vt,!_t_ - David Osborn and Ted Gaebler Ike, i _ _ a. - ' L --- - 1 --- -_ if: p Seeking CPSE It In 2018 Windsor Severance Fire Rescue became one of the just under 300 fire departments who have achieved accreditation by the Center for Public Safety Excellence . This means that WSFR , O e. ACC/4'a and our processes have been evaluated by the Commission on Fire Accreditation International . 4 { CFAI 2 G What does this mean for you ? In the simplest of terms , WSFR is committed to continuous cc bp- evaluation and improvement of our processes and service delivery to ensure that we are providingV . a C) 4c the best service we can . We have subjected ourselves to evaluation by our peers and they agree that we are in-fact committed to and providing high-quality service . e0 201:5 18 a In addition to annual assessments, fire departments must be evaluated and reaccred ited every 5 years. In 2022 , WSFR will begin the rigorous process to be considered for reaccreditation in 2023 . Member Wellness Scan to learn more about WSFR is committed to maximizing the employee life- cycle for each of our team members. firefighter wellness While this has multiple perspectives to consider, a current area of focus is wellness. The Fire Service has identified cardiac disease , cancer , and suicide as the leading causes of death for fire personnel and we are committed to minimizing the risks . • WSFR has a long -standing partnership with Colorado State University to measure and improve heart health , as well as a peer support team who works with First Responder r miler•• t- 4 Trauma Counselors for mental well - being . . 1O m • a ' • In 2022 , we will be joining with our neighbors in a regional effort to improve regular screening for cancer allowing for early detection to improve outcomes . This will involve multiple fire departments in Northern Colorado. Want to hear our thoughts on Fire Stat 5 . . . ? preparing for growth ? As the Windsor and Severance communities continue to grow and service needs expand , WSFR is always looking forward to anticipate future needs . While we do not ■ - ,4 ■ have an exact location or blueprints to build Station 5 just yet , we know it will be a need '-. as our district population continues togrow. We are actively monitoring areas of growth - .fi l p � 10I _ and exploring opportunities to secure land for future stations if and when it becomes • • o ' H appropriate to do so . This is just one example of our responsible planning in an effort to - , maximize the efficiency of your precious tax dollars. ■■r , 4 t R'E lkekla 1014 rflIMIll k W 4) 4 f N m II AI d •am• il i IL ) I ,_ tE� trip y 4 _ �r i t• jj _ - i. ill �.. Is )i: ' r f T a °may }j • ,$ ° � . •fps^ • '. . a"` — r ea 1"; s— — `•, r isi - , il a Ile le • err • al a b `i a to: ai ! I .1ik y • eIP , ' II .: 711, ' [b'i,..,;,) - .g.. i p..... 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"es 41_ i o. a le- 114 -, 1 .)4414 . ., "AL -Si — - • • Kit ! ._ lig — .. •'-i rr • -n• .0 . .iim), - -Ilr -- - _ 9 alt train" ill• "it, sa * r .1/2, �Try? rt`ii a BOARD OF DIRECTORS President : Matt Pearson Vice President : Mark Stevenson Treasurer : Trent Hansen Secretary : Andrew Rosen Director : Robert Thorn Contact Information wwwfrwsfr. its I 970- 686- 2626 bo ar•d@wsfr. us I ickaziati@wsfr•. it 11 Pr ■ s PI Station 1 Station 2 Station 3 Station 4 Fire Museum 100 7th St. 9 Timber Ridge Pkwy . 7790 REA Pkwy. 1350 New Liberty Rd . 121 N 6th St. Windsor Severance Windsor Windsor Windsor ill -ilk ri 'IN Ili sie ilk 411 iiiii Tie ill ligiii i - \O. / eiribirbi Ili- illillikt 3 4 IVa Ink I!f _________---iakleir\ P a-- ., ropy _ _ _ . ke \'‘' 4 es, sr I II- i #44111 — ii,,, I W 4,..N. INIatelPirk 10, 114 7 _ ,,,,..„,..„ IU WO a 01 Mil , / a \ ; 1 A . NiaitN.0.,,) Z . .. ._ ... _ _ _. _ ti En i rt.. a A .. = . 7 .e. re ... . illite a •4 hi 'n. 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I 4 _ `I go f.:7 , r � ' r # �� 10 20Organizational Review 21 Tower 1 ,iir - i I i 1 0 . s ' it--' ,- -' i I pr:—' 1 1 , I ' P is,iiiip' I ) • el' 1 4 11 District Map 22 - 23 SWOT Analysis _,_/ -N.--t , 1 ra , _ ll i 'Uhl I ' i 1 F r ; , re__ Thre, 4 >,, i , , , I 11 i la 1 t 1213 ir .� - I 'i — 1SFR Facts 24 - 25 FocusAeas L ; t i 1f H1 ' I 41 em ,st 1 1 - �- 4 ; . -, - 37Goals & Objectives 38 Implementation Plan C o ntents a _ .. , _ • -J_ . - - -= _ .' } - r- -a - � =i+ -ir ,—r- -,-:_a - - - F l- 2 Windsor Severance Fire Rescue 2022-2024 Strategic Plan 3 ,<.i . -rte e _ Acknowledgments WINDSOR SEVERANCE FIRE RESCUE BOARD OF DIRECTORS Matt Pearson , President Mark Stevenson , Vice President Trent Hansen , Treasurer Andrew Rosen , Secretary Robert Thorn , Director WSFR STRATEGIC PLANNING TEAM EXTERNAL STAKEHOLDER CONTRIBUTORS i Mike Blackwill , Division Chief Justin Spina , Resident Michael Cerovski , Resident Travis Chapman , Division Chief Dan Seegmiller Jody Niswender, Resident Weld RE4 School District Jamey Cohen , Firefighter Eric Lucas, Town of Windsor Michelle Scalion Jeff Dykstra Windsor High School John Mehl, Timberline Church Administrative Captain Shane Hale, Town of Windsor Jann Demaske , Resident Sandi Friedrichsen , Fire Marshal Michelle Vance Glenda Mills Travis Grenz, Lieutenant Windsor Area Chamber of Windsor Town Watch Page Commerce Kris Kazian , Fire Chief Randy Souther Jessica Humphries Aims Community College Jordon Kejr, Engineer Town of Windsor Shaun Tedesco Erik Morse , Lieutenant Karen Trusler, Resident Canvas Credit Union IAFF Local 4845 President Rick Klimek Rebecca Teeples Mark Stevenson Windsor Police Department Windsor Charter Academy WSFR Board Vice President Cameron McLaughlin Ryan McLean , UC Health Mark Williams , Battalion Chief Goal High School Michael West Lucy Zamarripa Antonia Gardiner Front Range Fire Rescue Human Resources Manager Goal High School g Greg Ward Cyn French Loveland Fire Rescue Authority EXTERNAL STAKEHOLDER Windsor Area Chamber of CONTRIBUTORS Commerce Paul Rennemeyer Town of Windsor David Nichol' , Resident Brian Kuznik Greeley Fire Department Mike Freeman , Weld County Tim Seidel Thompson Valley EMS Janet Stanley, Resident FACILITATION Randy Lesher Kristie Melendez , Resident Thompson Valley EMS Nicholas Wharton Fire/EMS Consulting Services , Dan Spykstra , Resident Town of Severance LLC 4 Windsor Severance Fire Rescue Windsor Severance Fire Rescue is excited to present to you our eh 4 2,, .4 a r-, -711A 2,i d ar 2022-2024 Strategic Plan . Your WSFR staff prides itself on developing sustainable and data-driven decisions . As we have . Si rill witnessed , our region is experiencing substantial growth and -y development which requires us to work hard to stay one step �- p ahead so we can best serve our community. Strategic planning , ;_ \ with input from internal and external stakeholders, is a critical it component in helping us establish a road map for future planning . I 1 . AD, tit, ` � p g p � � � . � It is a tool we use to help guide our planning decisions . ` 11 ) We have given great consideration to projects and issues that will Sriwill need to be addressed moving forward . Identifying our needs • -�- - - • 1 l'S-Sar and the respective funding aspects are critical components to the plans success . Our plan also will help identify appropriate funding A aril that will be needed to meet our strategic initiatives and objectives . 7 ,01 1t T WSFR has been able to successfully use the previous strategic plan to help make operational decisions and effectively budget for - , them . The 2022 -2024 plan is a continuation of our progressive and forward -thinking approach to managing emergency services for fun ti CA L t our community. -' i We took great pride and ownership in developing our Mission Statement and our Values in the 2016-2021 Strategic Plan . During the 2022 -2024 process , we realized we were missing a true Vision Statement — something that we can strive for and can push us out of our comfort zone to better help us identify what WSFR stands for. I am proud to share that we have developed what we believe to be a great Vision Statement for WSFR which will challenge us to be the best versions of ourselves each and every day. Thanks to input from 1 the internal Strategic Plan team who participated in this process , the external stakeholders who shared their thoughts with us , and the leadership throughout the organization , you can look forward to how we proceed over the three years — being driven by our values of Readiness , Excellence, Courage , and Respect as we strive daily to provide professional service and compassionate care from our family to yours . Respectfully, vIewvideo " From Our Family to yours Ji Pi Arl KattAt, i 446 it 4 ! * w 4 t Kris Kazian ac * A *w* m 11 Fire Chief a it, U. ike is- t i0 A leader's job is to look into the future and see the organization, not as it is, but as it should be. - Jack Welch 2022-2024 Strategic Plan 5 Mission Values READINESS Atasr4 . WE WILL ANTICIPATE THE NEEDS OF OUR Providing professional COMMUNITY THROUGH PREPAREDNESS , service and compassionate - , , ekilt . .s1/4. . / EDUCATION , AND CONTINUAL IMPROVEMENT. ii* it 03%. . •411140•1\ care from our family to yours . Irrie:- EXCELLENCE sits si 4 ,...... WE WILL PURSUE MASTERY OF TECHNICAL I ' KNOWLEDGE , SKILLS , AND ABILITIES . Vision * * al . , COURAGE iii, - WE WILL DISPLAY THE MENTAL STRENGTH AND Building a culture of \40, it* ailik" MORAL CHARACTER TO DO WHAT IS RIGHT , EVEN IN THE PRESENCE OF PERSONAL AND unwavering commitment to 1/294•_„, PROFESSIONAL ADVERSITY . our community and each 4 RESPECT other, while striving for 191131 WE WILL SERVE OUR COMMUNITY AND EACH r greatness . OTHER WITH DIGNITY, INTEGRITY , APPRECIATION , AND KINDNESS , WHILE VALUING THE DIVERSITY AND EFFORTS OF ALL. -N I ,. ___ i I - ,yrF t I , - I • H ) IH- T . ; 4LA. r . 1 Y _ 1 _ _ -1 � �- _ -1 1. .• . i J 4 . 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L� + , mss• ��e ��7 Windsor Severance Fire Rescue HISTORY The Windsor Volunteer Fire Department was beginning of a new era for WSFPD — being a organized on Marc '- 12 , 1902 , for the protection of combination , career-volunteer fire department . the property within the town of Windsor. At the time of its founding , there were 23 members , and their Full-time career staffing was added to Fire Station equipment consisted of a hose cart with 550 feet of 2 in 2009 , and Fire Station 3 was constructed TEA" hose , a nozzle , two axes, and four buckets . and provided with full-time career staffing in 2011 . Construction of Fire Station 4 began in 2021 . The Windsor-Severance Fire Protection District (WSFPD ) was formed in 1950 but did not begin WSFPD BEGAN OPERATING OUT OF THE NEW FIRE STATION IN to function as a fire protection district until 1951 . JUNE OF 2002 WITH 24-HOUR PAID, FULL-TIME STAFFING. THIS At its initial founding , the WSFPD encompassed MARKED THE BEGINNING OF A NEW ERA FOR WSFPD. approximately 70 square miles and had 35 volunteer members. WSFPD was responsible for protecting The Windsor-Severance Fire Protection District the incorporated towns of Windsor and Severance , changed its moniker to Windsor Severance Fire as well as rural portions of both Weld and Larimer Rescue (WSFR ) in 2010 to better reflect the agency's counties surrounding these two communities. mission . WSFR currently responds to all calls for assistance within the 100-square mile fire district Until the 1970s, growth in the area remained relatively boundaries in Weld and Larimer Counties. slow and the economy was primarily dependent on agriculture . In the 1980s, population and commercial In 2013 , WSFR entered into a contractual agreement growth began to significantly increase . Since then , with University of Colorado Health ( UGH ) to provide the District has seen a steady growth pattern of 24- hour advanced life support (ALS) ambulance residential , commercial , and industrial construction . treatment and transportation coverage out of WSFR As the communities continue to grow, the nature and Fire Stations 1 and 2 , significantly reducing response magnitude of fire protection services have continued times and increasing the level of emergency medical to change . The population of the District grew to care . WSFR works closely with neighboring Fire and nearly 60 , 000 by 2020 . In the next 20 to 25 years , we EMS agencies to provide automatic and mutual aid to expect the population will double or even triple . best serve our residents and our region . Voters approved a mill levy increase in 2000 to build WSFR earned accreditation from the commission on a new Fire Station 1 and to staff the new fire station Fire Accreditation International ( CFAI ) in 2018 . with the District' s first full -time staff. WSFPD began operating out of the new fire station in June of 2002 In 2021 , a 100-foot aerial platform was added to with 24-hour paid , full-time staffing . This marked the our fleet to assist in our ability to best serve our community. • • aw.4 arc . , I: !1 41. •.I F - ? w a _ c , - _ AL_ R. :PA ` ..illitenejli la-rnvniiirgT _ 'ti _e !'.11th#= L — I ( - >s I e�eI■ ` it . — - - �• t. •,�. & r N �_nriraandl , E_ y, fe - '+ 4 r, 8 Windsor Severance Fire Rescue Milestones 1902 WINDSOR VOLUNTEER FIRE DEPARTMENT FORMS 1950 i WINDSOR-SEVERANCE FIRE PROTECTION DISTRICT FORMS 2002 NEW FIRE STATION 'I BUILT AND INITIAL FULL-TIME OPERATIONAL STAFF ADDED ZOOS FULL-TIME OPERATIONAL STAFF ADDED TO FIRE STATION 2 2011 FIRE STATION 3 BUILT AND STAFFED BY ADDITIONAL FULL- TIME OPERATIONAL STAFF 2013 • WSFR CONTRACTS WITH UNIVERSITY OF COLORADO HEALTH TO BEGIN AMBULANCE SERVICE 2014 NEW FIRE STATION 2 BUILT - STAFF MOVED FROM OLD STATION 2 2018 INTERNATIONAL ACCREDITATION ACHIEVED 2019 VOTERS APPROVE 3 PART MILL LEVY INCREASE FOR FUTURE OPERATIONAL NEEDS 2020 • VOTERS APPROVE A BUDGET STABILIZATION BALLOT MEASURE 2027 100-FOOT AERIAL PLATFORM ADDED TO WSFR FLEET; CONSTRUCTION BEGINS ON FIRE STATION 4 2022-2024 Strategic Plan g ORGANIZATIONAL CHART ___ -.q.t.__ OARD OF DIRECTORS iii' • FIRE CHIE ' LEGAL COUNSEL* I FINANCE DIRECTOR* i _ DEPUTY CHIEF OF OPERATIONS illim TRAINING � BATTALION • FIRE MARSHAL DIRECTOR OF DIVISION CHIEF CHIEFS DNISION CHIE ADMINISTRATIV A, B, C SHIFTS SERVICES ` J HUMAN LIEUTENANTS INSPECTORS RESOURCES & II I LIFE SAFETY ADMINISTRATIVE ENGINEERS EDUCATOR _ SPECIALIST 6 FIREFIGHTERS MUSEUM ADMINISTRATIVE EMTs CURATOR ASSISTANT DOCENTS SUPPORT tutsourced Position SERVICES 10 Windsor Severance Fire Rescue L sr 443 * kik ci SE vie. DISTRICTMAP i — + i 10 lir life *** r m )0 . a• = gr# a fee areb O5 4. I r ii li imiimp....am.imipmommt...m=ag7a _ IsPilm.r-IFI I I 2671 ,sue }, \\I\ . II Station 2 0 i i'GT----d In I .T.... 1 - _ 0 t e:' AIL f Station 3 I Station 1 lie Jr...141N II "le . r Illi- E u i _ �'. M g.• y y r-31 _ mai.I I , I _ - r P Lawl Station 4r ., _ I r 3 c avrtio..1...minambiimusekeedSom. a - S i�z� Ue I ,rte r 1 i 7 s 31LErB's - . I - _ 1--.- I ' I F. t ST Li _. ♦I TLIF-...1 .. ., I__is,-•--• -_,- _+. U t�T. 2022-2024 Strategic Plan 11 ri lir i r lir-IPP—Illias I at'. ii WSFRFACTS ,P 60,000 weesammilase 12 ger I 1 Residents a _ , �. 1 I 1 • Property Tax 155°l° 100 Square a man4 ,, + I IIc Gas 128°l0 1 \ Miles , pco. a 0 „I I Grants 18 /° a! ft. REVENUE IF Special Ownership 13 ° 0 3 ,2 Total jr "' #Nita ii I 0, . , vt,,, • U E s Plan Review Fees 1 3 % Calls in 2020 ill 4 PPPF M Investments I 'i ° ° PROPERTY 1 ►L�� 7 Efts _MIS • il Ce 1110 4.01 1 Other 1 %. 0 Wildland '1 %1 3rits. • Residential lt,2Il 0 1 $476.3 million , , Ai i A _ ` . . f , +� Commercial Ni`~J { $ 135.4 million ,ji 114 4 CALL TYPE AND VOLUME e :4,--, l - ___ L, ii � Major Incident Type 2021 * Vacant Land e i 1 . . � _ YP 2018 2019 2020 4. ' $28 .7 million qq r . ie t Fire 72 56 99 94 a -dame r i \ _ Overpressure rupture , oil and Gas - C v _fr ' 1. • T - explosion , overheat - no fire 3 2 0 3 $444.4 million Allsiii , _A Rescue and Emergency 1978 2117 2116 2565 Medical Service Industrial Hazardous Condition - no fire 79 93 84 108 $ 136.9 million READINESS I EXCELLENCE I COURAGE I RESPECT Service Call 268 3. 17 200 325 Agriculture $ 12 .4 million Good Intent Call 410 439 412 496 Minerals False Alarm and False Call 214 199 209 247 $909,000 STAFF Severe Weather and Natural Disaster 1 5 7 4 Mate Assessed pecial Incident 0 0 0 1 $25.8 million Full -Time Firefighters 144 Elected Board Members I 5 TOTAL 3025 3228 3217 3843 Part-Time Firefighters 1 12 Administrative Personnel I 9 * Through September 30 and projected for Q4 Volunteer/ Reserve Firefighters I 3 Museum Docents I 10 2020 PROPERTY VALUESAVED/ LOST Total Personnel 183 ■ ■ ■ ■ . . ■ ■ . . is . . Saved - $ 66, 522 , 300 Lost - $ 1 , 579 , 000 12 Windsor Severance Fire Rescue 2022-2024 Strategic Plan 13 2016 -2021 Strategic • Improved communication throughout the • Established process to ensure position organization by beginning a weekly newsletter relevancy to organizational needs • Implemented Strategic Plan progress • Contracted with external Finance Director to discussion at staff meetings strengthen WSFR financial operations • Increased WSFR participation in official public • Developed 10-year capital plan and community meetings • Integrated WSFR Museum into the District's • Instituted production of annual reports for our operations and budget with no impact on stakeholders operational capabilities • Developed and published a comprehensive • Generated significant savings for taxpayers standards of cover document through early debt and bond payoffs • Established partnerships with local and • Fire Station 4 location selected and national agencies to enhance firefighter construction operations began training • Implemented impact fees associated with new • Provided increased opportunities for developments within service area personnel growth - resulting in five employees obtaining international credentialing • Strengthened partnership with UC Health resulting in value-added community programs • Achieved agency accreditation by the commission on Fire Accreditation • Implemented new software and database to International enhance life safety related activities • Added new key positions including Training • Increased full -time firefighter staff from 25 to Officer, HR Manager, Life Safety Educator, 44 and Fire Inspector • Developed salary and benefits review process p • Established a partnership with a neighboring fire authority for fleet and apparatusnal management and maintenance S • Updated standard Operational Procedures i 'r p manual ,' I - y-Iv Vt .Al q � � tAL rnrr OUR GOALS CAN ONLY BE REACHED THROUGH THEis 421 . . ; VEHICLE OF A PLAN . THERE IS NO OTHER ROUTE TO "Txri- . r ;Cor- A, ' ": 41. PABLO PlcAc r : " i-r4ritsiel 441e-'} 7 . `'• +'44r rer 14 Windsor Severance Fire Rescue You are Protested by an Internati o n IIy Accre • ited Agency „ c - WSFR is one of 290 fire and emergency services agencies accredited %pi 1 by the Commission on Fire Accreditation International (CFAI ) . The CFA1: vcm CFAI model is used to guide fire and emergency service agencies 7 around the world through accreditation with a focus on performance measurement, self-assessment , and quality improvement . Qo 200 Achieving accreditation involves conducting a comprehensive self-assessment and evaluation to examine past, current, and future service levels , a community risk assessment/standards of cover, and an internal performance evaluation , all the while comparing them to industry best practices . After the information is submitted to the CFAI , a panel of peer assessors examines the documents and conducts an on -site assessment . The final step is a public hearing before the commission . CFAI accreditation is valid for five years . The accreditation process serves as a continuous improvement and business plan model for WSFR to assess not only current programs and performance but to forecast future service level demands and the support services needed for anticipated rapid growth in the District . Your District is Growing Growth is the primary driver of our strategic plan . Our entire organization , from Board members to the newest firefighters are engaged in finding solutions during this rapid growth period to maintain the high level of service that our community has come to expect . This will likely mean considering options such as functional consolidation and relying on data to make informed decisions in order to provide the level of emergency services WSFR prides itself on . It is projected that the Fire District will see an increase of 30 , 000 residents in the next eight to ten years , bringing the population we serve to nearly 100 , 000 people . Commercial growth is also projected to be significant during this time frame and could change the services we need to provide . Developing and implementing intentional strategic efforts to address this growth is going to take a considerable amount of planning . Our mission is to have well -trained and well -equipped first responders and the appropriate support and administrative staff to r* cot SElee reduce hazards , maintain an effective response force , and create C* r £* rev tr educational opportunities for the community. 444, WSFR must continue to be proactive to ensure our financial 'tat 1 , capabilities and expected future revenues align with our mission and - the needs of the community we serve . 2022-2024 Strategic Plan 15 Plannin • Approach Strategic planning is a systematic, formal process that is used to set priorities and focus energy and resources to ensure that all organizational members are working toward common goals . It establishes agreement around intended outcomes /results, and assesses and adjusts the organization 's direction in response to a changing environment and the community 's needs . WHEN DONE EFFECTIVELY , STRATEGIC PLANNING : Develops a coherent and Provides direction for defensible basis for decision where the District is going making resulting in a shared and how it will get there. vision that is mission and values based . Facilitates a process that Creates a participatory results in the best allocation process in which all District of resources that provides the members take on shared most benefit for the District's ownership of the plan . community. Provides an opportunity Ensures accountability to to question the status the community and is based quo. on credible data . Identifies the District's Provides direction and potential through identification prioritization for annual of its strengths and budget development and short-range operational weaknesses . plans . 16 Windsor Severance Fire Rescue Lead Think , Approach Application of the Lead , Think, Plan , Act1 approach : • Promotes a strategic culture that results in continuous improvement i Reinforces is ER's mission • Promotes communication throughout the organization • Integrates risk management throughout the process Enable the . : = % . _, _ Analyze, understand , leadership team to and forecast WSFR's develop and execute = current and future an efficient strategic internal and external plan . I Lead Think -$; environment. • i Y' * ce .1 il r .4‘r1 ' Y; UNk MAl Impart lament and ' Determine and execute the plan . Re - Act `; f clearly articulate prioritize or adopt as �•{,, the organization 's necessary. Measure ,. .' strategy that includes ..and report on a regular . . ., iTf . exploring and basis . . � h analyzing options. L mil _ LTPA Approach with Focus on a Community-Based Model Utilizing the community-based model in the development of the strategic plan ensures that thecommunity has engagement, buy-in , and ownership of the plan . The LTPAApproach that includes a community-based component creates an environment where residents and businesses come together to determine service level expectations that guide the future of WSFR . As such , the planning process included input from both external and internal stakeholders . Community- based strategic planning is more than a technique to establish a strategic plan . It is a strategy for engaging residents and creating community. - Julia Novak, " Dreams that Make a Difference " t ' Guide to the Strategic Planning and Strategic Management Body of Knowledge, Second Edition . Association of Strategic Planning . 2015. 2022-2024 Strategic Plan 17 External Stakeholder Input Process a a -In Key to the community- based approach is understanding the priorities and expectations of the community, or the "external stakeholders ." To accomplish this , in March of 2021 WSFR facilitated two external stakeholder virtual workshops that included attendees representing a cross section of the community. A full list of the participants is included in the Acknowledgments section at the bless ,' t - ‘ • of this document . An information overview was presented to the attendees that included : • Review of emergency and non-emergency services provided • Funding sources for WSFR • Call type , volume , and response time information • Expected growth in WSFR population and call volume in the next:. ; ft:::'j:&' s • Question and answer session Following the information overview presentation , attendees wer , .- }f+�:� .J. 6, 7ttr� ' , : . ' [ r ] [Lir_� h regarding expectations District p r ...: .. - of their st ct and to measure their n �1.rrr .�Ati : rr�� r�:�r^5::�r�r��: �r«r_� r-r � ri .t .s r i ii t The following tables represent survey results . 4r‘iiirr WI al r __ 6 , - Average Score Ranking Expectation Classification (4. 0 total possible) Ensuring maximum safety of firefighters Arr tin i / Ier Essen=Jii =ii( a Adequate staffing , apparatus , and equipment .10 , r air lirArm 29, : Esser7 ial lirdira emergency response j� Ill i 3 Professionalism of WSFR personnel * WA I I lith Very Itj. ant 4 Expedient response time to emergencies % . Pa Very In poi:" &Mu Ensuring a high level of competency/training o ., 4 3 . 3 ,.:L L ery • . �x� r� r_� : nt personnel Al Maintaining current service levels during the expected strong period eriod of the next few ye el � ,'., �,,,ri_r I m p o s�,ll Providing training5 , time, and equipment for adequat4: physical conditioning of firefighters 2 . 9likki _ iA. li�� artant Average Score Ranking Program Classification (4 . 0 total possible) I Fire/Emergency Medical Services Ear NVII;lir Special operations — Hazardous materials -•" "mlimmm.... emer encies and technical rescue r .- ry Imp •� . Fire 3prevention programs such as new construction . . 8 '',„r,; �', ortant plan review and code enforcementi II Domestic preparedness and planning large scale3 . ,Iii 8 Very --' natural or man-made disasters r communit4y involvement and presence at schools , .., rtant fairs , neighborhood activities, etc. 2 - - Public education and community outreach programs such CPR and fire I � .� Important as c asses 5 Fire investigation 2 .4 Important 6 Smoke/CO detector battery change service 1 . 6 Somewhat Important 18 Windsor Severance Fire Rescue Internal Stakeholder Input Process a a Just as important as gaining input from the community, is gaining input from those responsible for supporting and delivering the services the community wants and expects . To accomplish this, a , , ategic Planning Team was formed that represented all aspects of WSFR .. Members of the Team ar ' .Jtd in the Acknowledgments section . The Team met five times over a period of six months to help den1, # the direction of the District over the next three years . Team members were responsible ry r qi : ining I i k. J or the Plan from their coworkers and subordinates and bringing the input to the team in S1f 6 As t IY92 Ii. en' i k r:rogressed tp t g the development process , a set of guiding principles emerged to help . ' ' , ct -thi identifica :( 7 I focus areas and subsequent associated goals and objectives . _t ri,t•JLJr GIC PLAN GUIDING PRINCIPLES 4 mu Align with the mission , vision , and values . Member health and safety is always a priority. Keep it simple and functional . Keep the plan at the strategic level vs . operations . Build on consensus of the strategic plan team . ZMIIIIIIIIIIIIIpr consider applicable and proven technology for all goals . gra _sad a - 14, ft.:* --+i, diNt al.=., t , do m aa 1 - n Ina-r 11 al ill II II late I ti-glisiot ( a - ‘ 1 t - r" IL s. . 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'� y � ' % tm $1 .il , 1 '. f _ 'IF t . � _ 1 lk # yikta _ , THEN SUCCESS TAKES CARE OF ITSELF sla Alill ii IX; 1 . • 4 fia:' . 4 y f rtit -• . x H EN R FORD a -' W._ a- fi �i I anar4 4 „ . , . 3.04 , _ .. . , .,.. . . i , - . h II - ,... im t °IWO IL. iiii -a -rig v . , , --. : r ., . i . . e s till( 415 ir 'V -. lirit I. lib it I A •2Q Windsor Severance Fire Rescue ` ' �, �: ` +b _ - + s a `' r+ yh i I 2022-2024 tr tegic Plan 2� • elinw ilk:As part of the plan development process , the Strategic Plan Team conducted a i �_ :- -` - { ---a-- ii, r , SWOT (strengths , weaknesses , opportunities and threats) analysis . The strengths }� ii and weaknesses were considered from an internal aspect ; the opportunities and w " threats were considered from an external aspect . A SWOT analysis offers thec. .. �- I • opportunity for an organization to holistically and realistically appraise its current r status and provides a mechanism for identifying strategic focus areas from which #41 !: = goals and objectives can be developed. ria 1 STRENGTHS WEAKNESSES OPPORTUNITIES THREATS..i 4 „„. iie • Fire chief who is active in the community • Antiquated records management and data • Improve mental and physical fitness standards , • Changes in fire code - new standards , codes , collection tools education , etc. regulations • Engaged , talented , and capable workforce • Uncoordinated calendars , workflow, schedules , • Continue efforts to improve inclusivity and • New social and political developments • Moving away from dependency on oil and gas and inventory management tools diversity revenues • Employee retention Strong mental health program • Communication pathways throughout the • Rapid community growth • Expanded response expectations organization P p p • Shared services arrangements with other • Young organization and workforce that is nimble • Upper management understaffed Impacts of inflation and cost of living and readily accepts change districts • • Training Division and access to outside training • Data driven but not utilizing to its capability • Explore enhancement of medical services • Instability of District income relative to the oil and gas industry • Mission -focused , effective hiring process • Life Safety Division ability to keep up with • Embrace opportunities to adopt best cultural growth demand and operational practices from other fire • Potential downturn in economy resulting in • On cutting edge of fire tactics - tactical departments/districts decreased revenue for the District • While education opportunities are good , deployment is strong and dynamic the pathway to take advantage of them is • Enhance efforts to develop and expand • Addressing the current socio-cultural changes • New computer-aided dispatch system (2022 ) cumbersome community outreach programs and trends • Wildland team • Ineffective process to keep policies updated • Strengthen partnerships with EMS providers • Meeting the growing service demand within the • Community outreach program • Uncoordinated safety, health , and wellness • District Improve all-hazards response • Family oriented programs • Neighboring agencies annexing into WSFR • • Enhance the pathway for professional service area resulting in decrease in revenue Integrating community event planning efforts development • Well liked , respected , and supported by p community with partnering agencies • Legislative changes impacting operational • Enhance efforts for firefighters to utilize • Organization embraces technology • Improvement of Life Safety Division not available mental health resources issues and employment matters emphasized • Strong Labor/Management partnership • Maximize auto/mutual aid resources to enhance operating as Vision Leadership Team • Dispatch system response capabilities and effectiveness • Positive culture has strong buy- in to values and • Not maximizing use of technology • Engage with regional partners to implement mission throughout the organization • Information Technology is spread too thin closest station response concept • Strong relationships with neighboring agencies • Consistent and timely regional salary comparison surveys • Anticipate potential annexations to WSFR • Financially sound with excellent financial service area management • Response/dispatch alignment with mutual aid • Good operational relationship with UC Health companies in need of improvement to ensure closest unit responds • New ladder company • Mental health resources and their use by members needs to continue to be " normalized " 22 Windsor Severance Fire Rescue 2022-2024 Strategic Plan 23 I I I . it r 1 , i strategic Focus Areas - I , Focus areas were developed during the SWOT analysis and strategic issue identification process . TI�4 I k t � i r-Irn 4 p- d ,a ilfr 8 1 / • PLANNING AND READINECC ;. lil s. . . • • f - di a t. WSFR's service area is experiencing rapid growth . As a result, planning for ' • J. irr . . : 1 maintaining current service levels and operational readiness with the anticipated x • r, , IOW f increase in service demands will be a primary area of focus during the period of the -_- r � i 1 strategic plan . _ ? iHj ' I it s CI‘ 4IA *I 1 \ H "'al 4\ 't ' r r l P ORGANIZATIONAL DEVELOPMENT �r, - — 1_ = _ : '_ WSFR recognizes that its most important resource is its people . Core areas' of .444 � � .Y y • 'Sr ; concentration for VIlSFR will be providing a positive value -centered culture , clearlit l� . a career advancement paths , a means to strengthen all members ' knowledge , skills , aka tut 1. rt and abilities in their current positions , along with competitive salaries and benefits . tai l -a te u 1 IlLwilkulaaIr . . 1 -40 _ L' it • -aer. -ill I_ .� -1 �I I i [171 , ,,,,. . 1 'N. '• . \ 1� HEALTH AND WELLNESS Ir '' _ I lisp _ External and internal stakeholders in the strategic planning process identified health _ , �r r '� i g _ C .9. in is and wellness as a high priority for WSFR . It is WSFR's intent to ensure the emotional ti t k I and psychological well - being of WSFR members , so they are physically and mentally ` _ ;; - A Al* • 10 ! II i 1 is14111:11) reared toperform theirjobs each day.prepared l 1 Y. x ant {}r' r A • : Ls -. a • •I i. girCOMMUNITY RISK REDUCTION +j '. - �;'�� a . `5 I ' +- r ._.� PE , J Community risk reduction is primary to preventing risks from becoming emergencies . ,I ,. � � rJ N , as‘ .. i — ' . . p rY g .0 li Y 4 1 ,�, i _ ,. Besides saving lives and an effec icommunity risk reduction program . effectivep g Kt � _ - hel s reduce emergency service call volume . This allows for a higher reliability that O -- = .4 p g J g 4 I I - - _ • EIL a s . r e. the closest most appropriate unit(s ) respond . aw ti , •i iii I L . V`` l` ?; IItrIA 1 Y • & f A ir 4 .c. _ , PARTNFRSHIPe h14D RE ! 'tTIoh" ON " a 1 jai Ir r As an all -hazards fire and rescue district , WSFR recognizes that future success ' r4. P. �` r a ii • of its mission relies heavily on partnerships and relationships . Developing new ti sL •grill , a �}�r J� 9 a 1 '9 41 •':•• Fh' r V , I g a and building upon existing partnerships and relationships are key elements of the � ' . ' • - �_ ��.,� r ' ' .�.� h r 4 . I, ',;. , - TM d _ I I. 1 ,y, .�.•strategic plan . r ; I ,,� • ' � , � � � � i ��; � � .Ii I NAN: ` r , ,'r 'qty.. ,� F F I r ' r/ h • `F ' r _ � � �� , .� '1.' • i 5 �` . l 1 ' `• ` r •'AAA' •� _4,'I' ! 'a7r r' ' I 'r - ' a _ I . ; , 4 _ rr tr ti is 5 / a i G 1 * • -• ��' `! Y '- ' . � - ai-- . l _r 1a zN .I ', ia• r. ., $y, , i- ' , . I ,, , I Au Y r ' ' " y '� -r- � 24 , ) 4 - - - - ' S f! R le V`._, •- �.•I ,l . • y' n 1 ,, f'1 . • h ,_ • - � � ,�-�. � - }T-, , /. ! I . ,, i' Y • I a � Y, � �d- r ° 1 - r y c �' � • ( i-7 • ,� I� � . f. F ' - -TA i k 'E 1 a • i ` h, ,, , OIL , t ', I r. ' \ , i _ '1 .,Y -h TECHNOLOGY AND DATA • aT 6 ,� � C r q , . , . , :, 1 i - WI - � d ' F •1 Y A i i i - ,• •D.# I , . � . -S} ;It c. �: ;.1.. I,,, 4 .S - �''.1,.' • 1 r . •/. , - 4a _ �Se r. - .,r +.{. e - '9'- t ''- I - I - V y ! t 'i . a ' ! I• I . � 1 t1 �,i ' 1 r ' , d, V} , 4^ i ,. � .• �V /: 4l _ ' • .14 �I . 1 rt. I' / � 'I, lint } } . �'i � Y. : i . .y,�: ' rS �!I• jr t � 4 i� 1 Win I i ' !• ��• %4 I 1 ,4. i ` k 1a'Y • 5 . Y 'h.'. I �' '• �• ' �:� r - 1 , � 1 •,} 'n ' I ' J , } , ,�� I 1 .1II�F �. ' 9J1 a r , , I Now, and in the future , technology will play an increasingly important role in the way k,k ' , Ni, I T.?. } , KO rd.. ,. ; : , . ` : 1 internal .r • , r - �!: tea ., : Ir a '�°°" a:•. l I , Lr ' •. . WS FR operates , not only for services provided to the community but also for i ': I . el., � , ` 14t� ti ES = a FatqI M rf h -� :' ¢ ,r ��`.a : .,. / ' � : . ., aII. ry.i ; :I r , i _ y support services . This focus area is critical to all operational and support services :,-, e; '' &,,I. Iv, �,, , k '; r, a , -. �' K;�� , functions and will have high priority during the period of this strategic plan . = 'tY , , ; :� I 77 t, . , i . � , . , p. • � , . ., I - I p r '�I i , 1 ,. ii;..,1. . i r .v 4�y1 a , _ ' i. , 1 T,M: i ':� r �� a ,7y, ■ 1 fy+ ' ,T[` '�:;�+ , w . ' :v a y .k '4 -,L 1 i�. F. - r oi• �I 1 ,rut, ;?� 5' Y' - i� a �-7+ i1'.•Y I it K SJ1 n- r ,'• . s• - .� l a . r : , r, ,' _ , .i 5 ' ! ,f� , , I Yrr r_ . .. . '4dd�A• lV_4.'_ IrI� i Y i� R� . ``r � t l F I ' - , ° I I. I M1 • : �I . ' y •' i ' -.n . t I ., :'�, 1, 1 • ii i riyr ii s •44 +� Y ' . , Ike..- ,\ .+ �J, 7i YJ t • l L[ • ti' I. �•, , - • n.�• • , li r w '.•+}. i•:f'�rt�: ' ', • Y i 1� ' •: . J_4.�1e+ ' a•r � -0. 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J J ' IJ _�► t- �1 v J .ka.•:- . - y - s' the strategltl•rF'If .r'.• I :� ' mot , _ f :r 11__ • • • 0 „ _ - _ - - ,• } i .1 �� V• 4i - �,r i - • . _ _ - r �. _ _ �.a J1rt � _---T I _ •J __�a? - r-Att} C Z Goal 1A - Ensure adequate and appropriate staffing to maintain Leader : Goal 1C - Ensure that requiredphysical /capital assets will be inplace Leader ict current service levels that are commensurate with Human fF , : . to meet the anticipated increased service demand resulting - Fire Chief CL anticipated growth . Resources ,_ F from the rapid growth of the WSFR community. " _; f CD % �! Projected ' , Projected — CD iiirObjective Objective ' Start • ma IN. It r - - r7 , -, : � 1 - � , ., - _, 1 . , r ` - �- v . ' - 1 i ='9442 S ` • , r'� • , err" , ..: , �' - `..r r- - . rI r , r , r r . r.. �, r r 4r r.y , fir.., r- , , fit- ti' r_i: u r- r !1 . .L' %:' " [Flit')- r^ rl L•. _ rl • rl r• _ _ flr [ Fri - y: r Z. :� IML l I I r I. Ir— J I ! 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' 1 ^ In - - " 1 F- r n a r• _ I •T ' * . 0 . - ' ' • . .'l, . -�1 ' ' ■ -,ra : ne f . 1 .-Y; '� * h .I .I .1, . Acr .r . I, . . -�. . .'fir r p. - .I « 1w `� [ i'I"�' I �` e - - �. Ltir sv ¢ r . (r, . .L.• 1-.� 'L�. . J}1 (r 22.42 ` i,. lr .L.,Q,_ in. .,I. Mr:' � .c:An l : tiov cJ �:1, ',t .n. .�. Irl • . r"l .� % r, ./51.1:1•1/r�, '. -' + r`ii ii i0 id ' r'rn I` .I All; .• I. •-' '9 21.,-X 11 - ,� I lir Ir 2 iri`. Tr '- .n • y ': •. 0 •' :J - - } �- - f �r-J J [ ; - a -es - • 1. . ..'z% Ili• , (r :I - I 1 II - - IiIII ill�� _ . I k•� ' • ••r }� " _1. . `r r- ''r - r-- r :r ,f r-. r-- l� r r - ' r- Nrr` ru•', r- , . r :- r r-, - ,r *�.r {< rrL•. ' rL•. r`-L !• f1 f• .-}rc'. rfl r ' .L. C'. '} e r-I . , -i -'I( a • Ir I. r, r- I . Ir 11- r lr , i. -I. ` I. Ir- Ii LL 1A. 3 Evaluate tai' rl . _,..r ._ r I r ,_-..rr ,�rr� r : : r. r _, ri � , . - I � , . .�.Ir ._ ri ; . L : r . J � , I :fir . . a . .. ; >• A '-',I .._.r -.� . I I -_7 I . � r :v;rlr , .• ;r� •-• •- Irr� ._ f:1. . r . . a II al I :� i r� . 1 r � 2r r ` J L J t )!, ` T. J "--1 - �-\S - • a. _ 'r.+ • AI t J ,-„ L• �--. _ J f ,-+ t '`. J •_ ,..: J 4 )J ` J J • L Jy�`�� r 1141.. 1 _ .1, .I ki . R 'It �;:,Q' J ,, }ri - - I. _ _ ,J f "S `• Ir ' ,�I in -z �` 4r_ - _ _ 'r� _ 1 y_ 'le'. l`• 'L r ti - 'u' L r i I f f >. r. ₹ r '1 I • or a,n � atiOna . '. .`L. kr. L, _i ,'I � . '..r�y •. - r —'+ ,�� - -- f.'� •,l/r '�� :{ ' _ 1 i � 1•' �. 7t '._ I:_l :r_r rile) '':r gym . -Y : Ke �r„'• I - XII • "s �- 'J::.k+ y '�r•y .`. .' Z': ° •t _ "P ''I �a�l' I - - 7�, y .. - ._ - J �r r Y -r._I 1 b - -I, ,f 4f r s .-' �'i L �, rP- _1. h• Th • •1 'tlt L 'K- r'- y . : " r_-' M `L' 'L, "\ !l 'L, .[ Yf r4 '- �,[:. •'I r T 'i4! - f�' Ta . - •d r r. r��.• ]' zig r - I I ; , ^. • - I ' r1 ' -g7 ' i ice : I i (' -.i I. _I . •_ 'pi II.. . . L:� • I _i I IV ,,, : l. i! '. { t '1 . r, { i� r Ili 1A. pEvalu I .:e n r r� �r , . r � r �s. ' # ,� rr « _ , - - i •L - .. , Y ' , � a t- "-R- - - _ - . - r1 • i▪ t " fi ` . � • ., r}.l Ft F. ., , ¢-1 • r :. ,, r.�.. , .,. r , � F. -, , r ., r- `rrl r r.‘, .,..: :., r-t , �l' .�- ' �r.., � - ��• •- i _• ' ti` -. 4 _ . 4•-'r L• � L _ L L• - - - r - _ LAoki- t r rJ! �, .s : F _� « _ - ] • h_f' r— JII r.T �i:ilr— I ,�I Lf, CJ Iti} 1 Ir- 1� I • cJ I CJ • I .'I J. ,J I. _ I . J .T I cJ I � r'3 II I • - a,, � ..• • 4 ]�. rl � ` rr�[ Frill: r � I : r7 .J �. l �. , r7 � �rr - .-rrl J ;. f, s y, J r r l .:�7 �7 �7 r•�'v M1� ti r _1 ':�7 r v r r CD I ' r+ .. a a a6 4:. ,• ,_ - I •'l.'r.t r:.l . r�'� f• _ ..ice"• •� . � r .: Jrr - r-� 1 $ 'h - I -J J� .. r- n �71. } �. + _• »"''Ir I j} �} 11 1 • 1 1 1 11 ' � , 1 ,.;: rJ !� - f l ' ;.• _ r tett CI �+ _ �+ /} r ,r}I ' • II �J{a. *SA E CO * _'r' , •-, C ! T ' • •,- _ - _ N' - C -1 r • f1 - iy. — -� 1 -1 -I - , �` I _ lltT lr � r �, - • •- . 3' is , Y I i� r-;, -, i r. p T_;, rr r- :,- r.-, r-, � r-_.; r- e r_-; ,:.r- - i`� , i . r- 0 .. r-;, r r� r l 7 r- - , _ 1 ; .ham. . ..'t. r �, r ' . r a a t_� s �p .�, r • .i ,.. ., r r ' - ,ra.. t.F' ., t-': : ,� y_�.r_ r` r t` r - 112 ;1 r l r1 i1s7� pp I �. ryr1Jl r4 "11 =.J re- 4 - 1 �Lp41, r * ' cJ 11�r grilssoy, _ ,. . _ r rti� ti n 7 .JIr r ,J :_rr_ J r IJ tl �� lc� tl rr',: 7 �.� rr r � r - v � • f rn 1.j r , �h r I I - -1 I - 1 1 y P [ r ' • Ps Co . I .-. c•# _ _ .ti l r�r r-n^y � • -., JT , .-..v�. nr`4T r , Fn r-, r �n :r r-n r-. - . ' . .'.'-"L, r -� .- ., ., r , 11•-n 'Ll .`� :, r-, r -I F 1' •P }1 :} a' 4. + _ r. - Ir•. L' L' iL•. in- L' !1 _ J L L" rL •l L. rLIL. isr' L. 6i 1 _ r r rir I��. . rrir Irr:�. : � : .� : Irl '�r :�r71 : r ��.r71: r7 �1 _ 'irr .�r�rr :�r rl � :� l rr `r :� .�r .r ' ; �, ,rfl '` T '�' • Ir. Di .~. ''-r a, L•I. = - n • • r/ts+r • 'r I, ,,, {r • _ ` f - ' y j,^1, _ • 'l q„t� ' •1�-- r - •r' 1. .^ - �"` - ` - - i'. 1'-"' . - �t - -J ,f -: w:' :'r: l' • - _rl}� di . [j�/4l. -₹'1. _ L.. l:N}r'•,rm�•: ,f. . .Y, • ',T M , : �. .Fwas Ili i Goal 1 B Ensure that best financial practices are in place ' - Ji , fr • _ �." a *' �, v it . r �'' � ` ' "' " that account for long -term financial stability and Leader : • � Th. PP � .. Ar " ''I. F , . r , Goal 1D - Utilize the District's accreditation Community Risk Assessment/ ~. g Fire Chief "J . : `', „ ` .g Standards of Cover ( CRA- SOC ) and Self-Assessment Manual `■ sustainability. _# Leader: 4 . as a tool to anticipate needed resources for growth and the Fire Chief r Objective Projected e t � � • ` � ..i ) increase in demand for proactive and emergency services • . 4.4., • Start • d rV r Projected }� leariPlaf 1 B . 1 Evaluate and implement bestpractice _ f ° .�. �I . ,, ,,' 7 , 'f4 �;I ' ► �� - ' Objective p rr, r7 , P 2nd quarter ▪ y , le ifsai ..- 4. 1 I ' {/ — r a • f • r • • •-, �, • - _ . _' } _- rf+ _ 'L 0 22 i ' Jr*" ,�if + - i,, - — . - - Start T Illio ' .r. '. J •: ''1fi-r •� ,R 1 } s L _ _ V. . : F� a'i .pti 1'" - Id-. . r t d A 1. fr:- 1' .l: .,�,�yI .,t ' -j • • , ._7`' _l .ry .c . . _ t ,. _ r• ._1ST . r l • 1 _ 1 r 4I,ki: • _ � :.1 + 1B . 2 Explore retaining athird - party consultant fora m 'ILy . ,r r,�R t el.IP- r . i Ir i A ,�. .i rI �.__:: ,, ,r , r, -, r , Irlr� r7' , pi. �'. J� In I s analysis of economic forecast the impact of growth assa -a-rated- 3rd quarter �k : • ' r it „gF 42-. , _ u _ ` r4'. I . , r ' f_, .� (r.l ••::2.-• •y . (r: r,'.Y`` '1' Ir • I_lrr , .y:-jP l ?C.^,' •:4rrr�ier rs`r' ti r1 �1 r•1 • : r- ..-�' C1 r to r1 j ''-v Gem -i : • , ,r , = . III _ �_� I II I .; (L .l r-:� vlh� (l. �rr� l ) 1-• I i Ii f L,..'.. . y)'1 „, ' , IL., r.roa �l ,> _'I ?r , ' •_- c, 1J r service delivery impact , and the need. for a 10 to 20 -year master 2022 _ ter Y � f :,J -r _� r , � L r :ti fa 4 - r , rr-. '''' ( .I } •,•if l' :r • . . 1 rr1 • ‘ ( •I r,r-{ r;- :11. ' p � }r. tr "_ «: - 'alp •t. s'.}!J' 5z..f ' •T — 3 �f • 1 plan . + - - m s - _ _ �L . _ 0e . II, rl I. .21X _ 1 - �_� . r ll �l rI'V� 1�.r� Ir :i tilr—r '::, rl �lr— I rl J ,r� l.�,l :: � t �� _ J P , , - , f, f ' l . iss .1 I r -� � .- t '+ - y rte, 'lr. ,lf '� - ' •i'i, v. / ,- I�'. I i+J Ivrr, `L—Iri l.-:r `I�~'Ir�� •r � � Ir,J U ..I '..y Y'+ ' _ �`'L , ' IrL-.. ,i�1 7 • _ . nirn_'- so `i - 1 � r . , :.I r . �. rr . � rr-'.r , rLS i Is r si416 . 3 Establish a regular � ntery Igor evaluating and implementing 2nd quarter - - - r • ems . rf- rf- • I. )•.. - ' adjustment to service fees . 2022 - inciu • {i. J y r #I• � 11. 1�} r 1 :.:mac} r : � ' R .I, � "I •r W 16 . 4 Complete an Annual Compliance Financial Report and submit to 3rd quarter t s _ �,� ' , r d p p raging through the , � _ I 1 q _ '� �} ,S d ,g • r {Y` ' �� 4n' , . III> . 1 - _y r .. • a Government Finance Officers AssociationSI II "-I " . 2022 s � ,� , f A IA { � . r . 16 . 5 Seek out rant opportunities to assist in the funding of operational 2nd Quarter g PP g P ,>�, ( 10. iiii ._. . II__ - ill and organizational needs . 2022 * - .J pg • • * Ongoing through the period of the strategic Plan itiste4 %%i • 1 • , i.,_ .. %AC le ;,_ - kr • Sir I a sr •I_ _ - a - -' - •AIL . •_ .`a AiiiL "' • .r . ' 2411 �, r4 II— 21,1 ' 1J . '�i1 f� ln C2 •(;1 ` 26 ■,�fII .� "1r .4, ais •r r r r Jr L— .` ��. 1 tliLe 1 H ORGANIZATIONAL DEVELOPMENT I GOALS & OBJECTIVES Cn Z W View video a* , .9 2 about this IL focus area. I el 1i omit O WSFR recognizes that its most important resource is its people . Core areas of CD Ct w concentration for WSFR will be providing a positive value-centered culture , clear _ . > career advancement paths, a means to strengthen all members ' knowledge , skills , O umi ❑ and abilities in their current positions , along with competitive salaries and benefits . 1'I O J c C 2 V) 0it Leader: Goal 2A - Provide members with education and trainin to Leader : Ng Operations Goal 2C - Faster a culture that reflects VIISFR s mission , vision , Training CD E maximize their performance within the organization . Chief and values , and Human su < Resources reProjected Projected Objective Start Objective I Start O 2A . 1 Complete a comprehensive review of Department Standard > p p p M 2nd quarter 2C . 1 Establish and implement a mentor program . 2nd quarter z CD Operating Procedures , Positional Task Books , and Fire Company 2024 — i 2022 RI Manuals .ICC 1st quarter 4th quarter 2C . 2 Enhance culture of diversity and inclusivity. 2023 0 2A . 2 Establish performance standards for each rank . 2022 z 2C . 3 Continually utilize SOPs , Positional Task Books , and Fire Company D C 2A . 3 Evaluate members to determine baseline performance and compare 3rd quarter Manuals to ensure the operational philosophy of the organization is 1st quarter r O to bestpractices and consensus national standards . 2023 2022 m LL consistent with all personnel . rn o 2A . 4 Enhance education and training programs to close any gaps 1st quarter 2C .4 Ensure WSFR training staff have a consistent presence at the Front 4th carter rn ' 0 identified in objective 2A . 3 . 2024 Range Fire Consortium Fire Academy to ensure early engagement q r O 2A . 5 Establish educational guidelines/recommendations that work in with WSFR recruits . 2022 0 CCI partnership with a WSFR mentor program to assist members 3rd quarter E rn isi pursuing higher education tracks . 2024 z I!Goal 2D - Enhance the employee life cycle to have a fulfilled and Leader : engaged workforce in a competitive market . Human Goal 2B - Provide members with opportunities to gain the Resources necessary education and training to reach their Leader : professional goals . Training Projected Objective Start Objective Projected 2D . 1 Evaluate current hiring process to ensure WSFR is hiring the best 2nd quarter Start candidates available . 2023 2B . 1 Develop a structured plan for the professional development and 4th quarter 2D . 2 Implement post-employment retirement health care funding plan and 1st quarter growth of all members . 2023 opportunities for possible implementation . 2022 2B . 2 Establish education standards for each position to assist in career 1st quarter 2D . 3 Establish a standard method that includes the process and frequency 3rd quarter planning . 2023 for comparing "total compensation " in the region . 2022 2B . 3 Explore new opportunities forprofessional development . 1st quarter 4th quarter p pp 2023 2D .4 Promote financial planning resources to all members . 2022 28 Windsor Severance Fire Rescue 2022-2024 Strategic Plan 29 . I ,,is. r'�a HEALTH WELLNESS I GoALtC31 ES c :i@:,;:,. video �r-r „ �l^11 U lam, il' 1`= le j III&A ID W - J a L U A .. • T 11 � µ ri - I I ` I- II rh J External and internal stakeholders in the strategic ;4::11 .}m r� rrc r,: r1 , f-rcz-:, _:, MI:v, lr ntified health w and •wellness as a high priority for WSFR . It is WS - 1 -:'''.J,7 rir '= =,ry:r,.: = :1r�; ,r�.•r,-..«, r� rrIL, the emotional ry, i . . •• • CO JLl .1�1 �l andpsychological of WSFR members s, � . I � 'I ti , �, I,.I � ; � : ir'�a} I nd mentally };.f . C. well-being r y oa prepared to perform their jobs each day. , , 2 H O ictyIlli r . 7 .__ .. ..0 ,,. ._,..L .7.,.._.. . .. .. .. .ri .w Goal 3A - Improve existing behavioral health practices by Leader : - Leader : i Goal 3C - Review and enhance the firefighter cancer risk > formalizing a behavioral health program that follows Peer Support F . reductionHealth program . 03 NFPA 1500 , Chapter 12 . 1 , Behavioral Health Program . Coordinator • and Safety Ca CD Projected Projected — Objective Start Objective Start I •f�l I I I _ lie r . r . r.'�,�}, i`"�r " ,r I. rtr ' • ri J'L}. s� �} ql ti. '�C. rFyrF} �3 �3 -��.` •L}� r� C �'L}� :; }r - Fr}t i }. , _r�; r JI �r .IQ ILO, 6 �'6.Fl I'0a: r� rrrrti k r t— . I. -.3.`c c r i.S�_ L61, r i"2- Hili'l: ,(. ,r •r� tr : J � r_ � r , r1' rl Irl Ir � .�, 3A . 1 Evaluate the 1ypotential of �r :l � � F� C ' �. .err e . •i cr.:;�, , ,r ., I rr_1 �'r -02- 1 _ /� �' .� f f 1[.�] 1/y_ ' 1..rr 11 r.} T " Lv Lv: .r " ".'r, }r' } ' } ti " } r r " r'�l rr Th Jr': if": "� ' - I r 1 p ra ct Ice : .r 1 © rl I&•'I f !• f� L ! L L F\ F. ! ! `L r r . , f1 f} f} T"S,S 1 l_ � ,; v J , I I 1' Irl rl . F1'P: _ rl r' Fl'1 F1'P: _ rl'I�� J � r��;ri' + _ .� Irr racer' •J J Jt. J J'i 1, 1. /J': J/'• . , . 1 _ _ ( i•:,)l d ". T } t-4 ! - _ Imo', rF\� rFl : rF}rr.^ r 7r,} y a - � it r.,� r � I 11 ll � redkrl �.�rl'v�ri' �_:rll� r � rl it 3A . 2 Enhance the current pee _jrl, r,:je progr `Ir'IrWIIIIIW J1'.r .�'_ r' -- ' LL 1 c r+},ri 5 5rr � •'� .� t I I �. 'c Cr ' I Jr _'�•• f f 1/� ', r} - -1 .1,k,-?, �' r�ti .�} rr P 'r},r. Fr" 'u}. Lti FrC r r r L "rr" ti. r r "' �. ¢ r �'' .� - 30 . 2 Based on enha c me ' [ Q i ri' .II II _ irl.�r ` �rKL1 lr- r•�� I. � r'�. I �' r �r•L?: rri' rr� ulj - --='; I ' ,J � Irr. ,, r,. cancer red uctio i' • r ',rir 2022 3A . 3 Establish a regular me , t � >�rl.l��:',I ��da � a��i` `a=- r7 I�:� F7' � �� I:� Fi�II�: �:�rJ` :I;,::.� �I � j �,'. �i . ,.� I, � r�<<�.rr �I•�r r=- � r I Cir) dedicated program m . 7 � © r� ' a f7l �� - ulmP LiVt� 3A .4 Establish a mental p ` rirY1 19 � r1i,flik 'fik lit • , r= r,r r `r '. r'1 rWrc% 1 Goal 3D - Establish a health and safety committee to review new research , Leader : z #' ; � industry best practices , and make recommendations regarding Healthcn 4 c ' I matters of occupational health and safety within the District . and Safety in . . Leader : 0 Projected Goal 3B - Ensure the WSFR workforce is physically prepared to i :` = iv p y y Health _- a Objective Start perform their job responsibilities . 4 -_ ' p and Safety . ' � - 3D . 1 Ensure the ma p Or tii. (...e, n' �In - - tibia=l r�r' (..±4;u & ', I:211 rit lr � r .: } r.: -.t• i } r• a r- 1 ' - r t -� ' . } .I I' r- �7 r ,l l',��7 r , e �.L , i� r �.. .L �aM1rl r,. .L. • ft rl� ` "L� Projected management and labor . : :� 1I �: , r� �r , rrl�.ri � , 1 �' � .' � � Ir � I :� f;,, ,r,, Objective Start District' s divisions . rl.,r �}I�rl . qq •L•.t= r:-• r• r '; 4-del rra r F if s3. ' ' ' 3D . 2 Develop a SO ) for the com -nr L � y��.; � 1= i' �'..� I,-J, ; • Ir- 1: Thri 1 1(a I rri Ire L I • to r .1 3B . 1 Establis I r .Jr�'I: ass 7 . 707... A- for all a - ra Ir • are: • r� { ; - i � :. r . .'I r , r �.. . : . : } : . r �.. ;) I(;/ r._r li Cr;) h' - L M1 rrt rtl r� L. L. + /� L• r� L. 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'7ii, I I ,:t � �- I �, � ' � � 4 ., .fJ Iv J Iv I` II..S J•._,� ; 1 J � lyi J }' J II- � . rr l :; -t • r r r '� r ' rL r. .f rF N. r rt} rr.^ .� .' .J .J J _ J r : r•-` t r 36 . 3 Deve� � . lid art r'. _ d function � :< Ir �r-i' I _ ss grogrr1 id I.�, , } r_r .�.,,, t:.� I.z1 r_. :1;r pr,, l .,,,,r,, i} rII �I ; ti firitf /ri r.:), = J� Health and Wisllri' I: p -;r`�, r�l•- gram 202 He iJal- 1��.ri' r personas I - r,!,-)7f , , ml r� r. ., : rr.l r.., r..•- . a1 � .: • � >< rr ` r lrrl r ., rr �` r�'2 r rr.` r.y �. J: r 1„ D . 4 Develop • ie ° , 1iii n' tiara plan a ri '. rrl 1 i . liii.&4; It; rnr. 11 . 10 .17 I�; rrl� su- �.r.II:,� � Ir .ff�. .-: J 1J v J'-: . -,: I . � ' ; v ', `r'r r -� r.F. •:I , - IT y. ! I r�n.J.. ',: Lai: e . .' ' .tea , ,) ,;,-,. „- ,), ,i 3B .4 Provi • I.,. aunseling an • I � ,rr ' ing . y � I ,, , ,,, ,, a ti r _� 1 .1 t .r 7 T -illiAs .. - v. )hil\�_- �' iti - _ - . _ ` - _ _ ir 4 . ......r. _ :. .. . 1116, ..e R.:.. .,,.. .: Tv .r .L.. . .;. .... , . 'Xis'I! ' „y ,..t 1 *73/44au, -_ zr ' ALA - .. . . .. l - � k 41 1 ' 1%.11‘. is .., i , . _ . .. , • . ___ , . _. , . las a,r F ,. _ dr .- l'O. _ ' :fir* ; h ~'` - + r . . . - - 'I - I .*i. ______ 30 :- - ' _ 1 4� { �1 (^ "��+ e� IC'. everance Fire Rescue ,� "' .�-,�c. - .�:fi ::Ifir�.�� r I 31 + r I - ` ' . . 1 .. . . - - ' ' a - ■ l T- z COMMUNITY RISK REDUCTION I GOALS & OBJECTIVES O View video 44;,1/2es- l= about this + •.i o focus area. Ca r Community risk reduction is primary to preventing risks from becoming emergencies . p w Besides saving lives and property, an effective community risk reduction program CO — • ce helps reduce emergency service call volume . This allows for a higher reliability that O the closest most appropriate unit(s ) respond . ii nco 0 C Goal 4A - Create and implement a sustainable and effective Leader: - Evaluate and enhance the current fire inspection Leader : o Community Risk Reduction ( CRR) plan that is reviewed Goal 4C p Fire Marshal � program . Fire Marshal 2 and measured on a regular basis . O Projected Projected o Objective Start Objective Start ") O CI 4A . 1 Determine resources needed and method/standard to be utilized for 1st quarter 4C . 1 Verify and adjust frequencies of when annual inspections are being 2nd quarter E CD the development of the CRR plan . 2022 performed . 2022 g 3rd quarter 4C . 2 Establish expectations , training standards , and certifications for 4th quarter z 4A . 2 Develop the CRR plan . 2022 those tasked with performing inspections . 2022 -1 = 1st quarter t 4A. 3 Evaluate staffing needs and implement the new CRR plan . X O 2023 LL 4A.4 Once in place , measure , evaluate and modify the CRR plan as 1st quarter X Leader : C.) necessary. 2023 Goal 4D - Enhance the fire investigation team . Fire Marshal • — m 0) 4A . 5 Tie the CRR plan into hazard mitigation planning . 3rd quarter c AsP 2022 Projected Objective Start 0 di- CO 4D . 1 Develop new and update existing SOGs to provide for a successful 4th quarter z Leader : fire investigation team program . 2022 Goal 4B - Utilize data to develop focused outreach programs . Life Safety 4D . 2 Ensure all fire investigation team members receive training and Educator certifications based on NFPA 921 , Guide for Fire and Explosion 3rd quarter 2023 Projected Investigations . Objective Start 4D . 3 Establish fire cause tracking capabilities to identify trends that help 1st quarter 1st quarter guide community risk reduction programs . 2022 4B . 1 Determine what data is needed to collect and analyze . 2022 4B . 2 Based on the analyzed data , develop and deliver focused outreach 1st quarter programs to the community. 2023 4B . 3 Identify and pursue funding sources such as grants for the 1st quarter development and delivery of outreach programs . 2022 * *Ongoing through the period of the Strategic Plan 32 Windsor Severance Fire Rescue 2022-2024 Strategic Plan 33 co Y PARTNERSHIPS & RELATIONSHIPS I GOALS & OBJECTIVESmili CO View video A) Z about this 0 CD focus area. I La 4 As an all-hazards fire and rescue district, WSFR recognizes that future success - • 0 of its mission relies heavily on partnerships and relationships . Developing new w 'II IX and building upon existing partnerships and relationships are key elements of the 0 oa strategic plan . 0 C 0 Y > to Goal 5A - Evaluate opportunities for enhancement of Leader: Goal 5B - Evaluate opportunities for new and enhancement of w partnerships/relationships related to emergency Operations existing partnerships and relationships related to Leader :. mi Chief administrative and support services . Fire Chief _ operations . pp 13 41 Projected _ Projected > CL Objective Start Objective Start Xl 5A . 1 Explore and implement opportunities for regional special operations 3rd quarter 51B . 1 Explore opportunities for WSFR to integrate Geographic Information 2nd quarter rn response . 2023 System (GIS ) needs . 2023 CIA 5A. 2 Work with neighboring agencies ( Fire & EMS) to ensure an effective 2nd quarter 5B .2 Evaluate information technology ( IT ) needs and implement 2nd quarter r response matrix . 2022 improvements with consideration of a regionalization concept . 2023 -a M reo 5A . 3 Establish After Action Review (AAR� processes for mutual aid 1st quarter 58 . 3 Evaluate effectiveness of the re Tonal fleet services model . 2nd quarter responses . 202g 202 3 71 LL 5A.4 Evaluate and potentially develop regional training with a focus on 4th quarter 5B .4 Evaluate potential opportunities for shared administrative workspace 4th quarter rn o mutual aid training . 2022 with external stakeholders . 2023 r DI 5A . 5 Explore and potentially implement interoperability through closest 3rd quarter 5B . 5 Evaluate effectiveness of current shared services agreements . 2nd quarter 0 CD unit dispatch . 20222023* CO 5A . 6 Work in conjunction with the Weld County Regional Communication . . 3rd quarter co Center to analyze , maintain , and evaluate the operations of the 4th quarter 5B . 6 Explore opportunities for new shared services opportunities . 2022 * -a dispatch center, including implementation of the new Computer Aided 2023 0 . .e b ., -' I� .� : Dispatch ( CAD ) system . j �. *Ongoing through the period of the Strategic Plan at• ..__ % 1 • 4 _ F . me ' - RIt • 1 1 T ri j ! • da al , • ik-,- % lie Si 0 ' - IL - lir 0 ,1 -Ir - 7; ri 1 - :sm . ' : * iri 45 4454"5/1ft I ST j." - 4 A ill I _ k 0. IL A n. li t IA. . .: r , 4, 1 1 i p i I m j,.1*. " it 1 c e :4;D Hi le I "el . t ""' "' a , , I d IS:. ri 4 id, . / \ .111 F1 4 1. I.a!'t P . I. i a. i -1110. 1,9 ri,--,a le_ -? \ .III,-[ ti .115 � ' -+R .,mow . - ! r� "l4 I. - i �� :� - - I _ 1 it 7 r r R I Li kise Met 4 tif . __, f , _ •` M _ T� • Y� r in. ��.� .e v� P I' e a - ' d _ c _ _. ' ! g �. Y 7 ill 'C l '4. 1 all 1 ' . ' �, rw d 764 "0 86 1 ; 6 • . - • . . 46 PI - : illit ' • °{ ja . Station Groundbreaking - June 2021 z e - t •. ' .. c '• • ` -� •� - „r- - __ �. '`'tea c -• o fl .i li 'Ill jp _ ,Windsor Severance Fire Rescue _ t �`; r. I ti y r e _ IL " 2022-2024 Strategic Plan 35 - _ -:::t.- r111i11 • d I r — .�� I a TECHNOLOGY & DATA I GOALS & OBJECTIVES 44 CA I— View video can omit I about this " ❑ Now, and in the future, technology will play an increasingly important role in the focus area. lD • CO oa way WSFR operates , not only for services provided to the community but also for CD internal support services . This focus area is critical to all operational and support • 0 services functions and will have high priority during the period of this strategic plan . 0 71 0 0 = Goal 6A - Maximize the digital experience by ensuring that Leader : 2 w efficient and effective systems are in place for internal Admin . I and external users . Services Projected CD CO Objective 0 Start Satin ,6A. 1 Enhance the District website to include additional end user 4th quarter = _- _ - —I opportunities and a possible redesign . 2022 = rn = 6A . 2 Evaluate effectiveness of current software and hardware applications 3rd quarter • I . . . . . . . . Wit / for maximizing end user efficiencies and capabilities . 2022 r 0 , zi:401 IN Z L,L 6A . 3 Implement Vector Solutions ® learning management platform to its 4th quarter c maximum potential for WSFR . 2022 �- G ■ . °ilk I- I . 7 / it / . i 4 Goal 6B - Develop a three-year information technology ( IT) plan that Leader: ;- - ILU _ CO includes forecasting needs for the acquisition of new and _ 0 L. Admin . , 4 � �_ > — replacement hardware, software , associated IT management r _ -I 0 requirements , and system security. Services • > Projected . - — \ Objective - j Start F Ars- j - - 2nd quarter - = ! 6B . 1 Determine if the plan will be developed in house or b a third party. ��-_. -- - - Allailirale - pby p ]� 2023 e F si. , 4� - . , - 6B . 2 Adopt and begin implementation of the three -year IT plan . a.3rd quarter -f 4. - 2023 � � -. se -S. 4 _ Or _ -- - - I mat •_ ,a k . - „ - L Goal 6C - Use data to help create a culture of continuous Leader : improvement within WSFR that emphasizes performance Operations ---7 and focuses on the customer. Chief Objective Projected Start 6C . 1 Develop a training program for WSFR members to better understand 4th quarter - L the need for data and how we can better use data to make decisions . 2022 q i 6C . 2 Establish a system to internally publish relevant data to all staff to s a - provide a regular " status report" and emphasize the value and impact 3rd quarter } itiLamsbilehafil that can be made using data . (Turnout times , number of responses , 2022 time of day, etc . ) 6C . 3 Create/enhance data entry standards to ensure quality data entry for 3rd quarter 10 maximum benefit to the District . 2022 6C .4 Review and enhance as necessary the current quality assurance 1st quarter process for reviewing incident reports . 2022 36 Windsor Severance ire - esc 2022-2024 Strategic Plan 37 _ Plan Implementation I Performance Measurement This Strategic Plan is the result of many hours of work by members of Windsor Severance Fire Rescue . Key to the success of this effort is having an implementation and performance measurement system in place that ensures the plan remains contemporary and exercised . The overall management of the Strategic Plan is the Fire chief's responsibility. The Fire Chief has identified goal leaders for each of the Strategic Plan's goals , whose responsibility will be to ensure that all objectives for their goals are achieved . Goal leaders in turn may develop their own teams to accomplish the associated objectives . The goal leaders will work together to balance human , physical , and financial resources as the District moves forward with the plan . Progress and performance measurement of the Plan will be reviewed by the Strategic Plan Team at quarterly meetings . These meetings will cover each of the goals and provide a forum to recognize progress and determine if timelines for any objectives need to be adjusted . The Strategic Plan Team will perform an annual formal review of the Strategic Plan and subsequently develop an annual report for the previous year that will be submitted to the Fire Board . The review will include a progress assessment of the goals that may result in re-prioritization if necessary due to budget concerns and other significant factors that may require an adjustment to the Plan . The review and report will be a tool for the Fire Chief in creating an annual operational plan that follows the Strategic Plan priorities . This process ensures the Strategic Plan will be used as the foundation for annual operating budget development , capital improvement plan (CIP ) development , and equipment and staffing planning . The ultimate success of the Plan will require support from the Fire Board , all members of the organization , and the community as a whole . Development of annual - Ensure all members have Strategic Plan report and t. g p �. access to the Plan and M1. any necessary adjustments / In �� uothePlan . understand their role in it . Annual review ; �Communicationi , & adjustment ' of the Plan ' , si , . I . ■ `., -- r.-.. - `a -_ r.-.. - `, -_' r.- .-r , re r•-.- - ..r. t.•-.- - ..-" - .s ti' �.. • ..q'jE I l• � •, S Performance Implementation ;; measurement 1 i Strategic Plan team Goal leaders ensure work '. . members meet regularly to completed on objectives lir review of goals within required timelines . _ progress -� and objectives ■ 38 Windsor Severance Fire Rescue ` ' r 1 1 IA' I . - I i . dy - tt 7 - - ------- 17 Aillifla. 4 h r' t 5 I. 1 ■ fry- ..rte—n-c`�` i l ' ,r I.:„L — I RBI l yi5FR ! I1; à'! mingo 1. - v a1 WIWI , • ,. Jai, — .. i 1 r. Ilk iy rt _ dl J lb s n 1 a ditialliata a n I ill A — h d AdIr ilLas}} 7L� ,r lc' • Irc — k .n.t^ Yh: rr-s, -A.M. 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Cv tL f '� S F r _ de .. r - .` _ ,T.4...-_'v- aa. fir ,F. „. _ 2022 •• -R ar • 1r 1 I _ .� I ,r. - _ _ __ _ _ r 1• - 6 • .f I: - .., ' ,-.' . v _ i -- _ - - - fd' .). a.•={Y . r' .',Y_ R.� h r ° -~ •p • i¢.-q, . _ - This strategic plan is dedicated to the memory of a mentor, fire service leader, and a friend. "'Then things are toughy always remember to breathe and see the trees.' n memory of Fire Chief Jeff Piech ura sli I f •µ ,t ii 1 - ir 1 i a 5 II\ IL i IL • \ a • A. ti I ' i 'ai ri ° • _ i 1 • e, -- L 1 ,• ti' sr dpi I L! • - . •_., ` n _ _ y tr O tli ° o • ■ .. :- . r _ - ° 4 - - a �.. L z - L I a4 6 4 P fr ti { . e nin.rike• f', "Tit tr, I. ••. �. -tom e - e , sr* i _ . .... it_ . .. _.., . 4 ...... , .•qj -.. .- aarijirli iisi . 2... .. . , . ht nye, S E'die, _ me 40 rail_ In a le a pc_ tesif Mirel idllIllhL_amjmmmao ki, St 190 s fr. us Hello