Executive Staff Meeting

Monthly Business Report

September 2021

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Mission Statement

OUR MISSION: PROTECTING LIVES, PROPERTY AND THE ENVIRONMENT WHILE SERVING OUR COMMUNITY WITH COURAGE, COMMITMENT AND COMPASSION

• Chief Wheeler’s Presentation
• Goals
• KPIs

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Agenda

Chief Wheeler’s Presentation

HEALTH & SAFETY DIVISION�MISSION

“We will provide an appropriate safe and professional response to fire, medical and environmental emergencies. We are dedicated to minimizing the loss of life and property through fire suppression, rescue, education, code enforcement, investigation and other innovative programs.”

HEALTH & SAFETY DIVISION �STAFF MEMBERS

• Chief Frank Wheeler-Division Chief
• Raymonda Howard-Health and Safety Coordinator for Occupational Health
• Kim Wiesmann-Public Health Specialist
• Chief Doug Abernathy-BC of Wellness and Support
• Cpt. Brandon Dreiman-Wellness and Support Coordinator
• Chief Bob Cesnik-BC of Health and Wellness Center
• Cpt. John Magee-Physical Fitness Coordinator
• Cpt. Chris Moran-Exercise Specialist
• Cpt. Carlos Wood-Nutrition Specialist

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HEALTH & SAFETY DIVISION �ADMINISTRATIVE RUN CAR PERSONNEL

• There are 31 participants who comprise the ARC staff.
• These participants are sworn firefighters who are assigned to Administrative positions and are on-call for 24 hours during a rotating weekly schedule.
• The ARC is responsible for relieving Safety Chief’s at Emergency Rooms and/or clinics when necessary.
• Responsible for the firefighter until return to station, admitted to hospital or family arrival.
• Ensures that the firefighter is aware of discharge instructions.

HEALTH & SAFETY DIVISION �PEER FITNESS TRAINERS

• There are 21 PFTs, seven assigned per shift.
• PFTs assist the Fitness Coordinator in delivering and administering PT prescriptions to firefighters.
• Also responsible for assisting HWC staff during WPE and CPAT activity.
• The PFTs are initially certified with a 5-day certification course sanctioned by the IAFF and must complete 12 hours (1.2 CEU) every two years to maintain certification.
• The IAFF currently offers virtual PFT certification due to Covid. Currently have six firefighters registered for the virtual course.

HEALTH & SAFETY DIVISION �PEER SUPPORT SPECIALISTS

• There are nine Peer Support Specialists with three assigned to each shift.
• The PSS are responsible for reaching out to individual firefighters and/or stations after highly stressful incidents.
• The PSS also serve as liaisons between the Wellness and Support Specialist and the Behavioral Health Specialist with members of the department.
• With over 2000 firefighter contacts for 2021, the PSS play an integral role within the Peer Support program.

HEALTH & SAFETY DIVISION �PEER SUPPORT SPECIALISTS

• Chief Abernathy-317-327-6837 (O), 317-716-0649 (C)
• Cpt. Dreiman-317-327-6581 (O), 317-371-2325 (C)
• Chief Wheeler- 317-327-6102 (O), 317-519-9956 (C), 317-701-6199 (C)

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• A Shift B Shift C Shift
• Capt. Billy Macleod BC Ben Coe Cpt. Tracy Badgley
• Pvt. Amanda Geryak Pvt. Qing Wang Pvt. Reid Latimer
• Lt. Tom Beckner Pvt. Ronnie Saunders Pvt. Chris Strait

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HEALTH & SAFETY DIVISION�OCCUPATIONAL HEALTH SPECIALIST

• The Occupational Health Specialist (OHS) of the Health & Safety Division is responsible for administrating the Worker’s Compensation Plan for the department.
• Once an injury/illness/exposure is determined to be line-of-duty (LOD), then the coordinator aligns with the TPA (Broadspire) to assist in coordinating care to meet the health needs of the individual.

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HEALTH & SAFETY DIVISION�PUBLIC HEALTH SPECIALIST

• Responsible for developing, coordinating and analyzing the Health and Safety Division policies.
• Make recommendations to improve firefighter health and safety by designing, implementing and evaluating health promotion and disease prevention programs that will increase firefighter wellness and support.
• Serve as a Public Health subject matter expert to investigate, research, analyze, and present evidence-based health and safety information during designated health emergencies.

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HEALTH & SAFETY DIVISION�HEALTH AND FITNESS

• Delivers programs to incumbent firefighters to help prevent injuries.
• Designs programs for individuals/groups to achieve specific fitness goals.
• Assists firefighters with work conditioning that may be outside the normal LOD injuries.
• Coordinates with ProTeam Tactical Performance (PTP) to assist specific firefighters in returning to duty using a sports medicine approach (LOD)
• Delivers:
1. New recruit fitness training.
2. Administers the Work Performance Evaluations (WPE).
3. Administers the CPAT for candidates going through the hiring process.
4. Develops and implements nutrition programs.

HEALTH & SAFETY DIVISION�BEHAVIORAL HEALTH

The Wellness & Support Section works to identify factors that can enhance a firefighters resilience.

Resilience is the ability to:

• Cope effectively with stressful events.
• Flex or stretch in the face of a traumatic event, then return to normal or typical function.
• Become strong, healthy and successful again after something bad happens.
• Integrate the event and make meaning from it (See the big picture).
• And finally, adapt to the “new normal” if necessary.

HEALTH & SAFETY DIVISION�BEHAVIORAL HEALTH

Resources used by the Behavior Health section includes:

• Peer Support
• Employee Assistance Program (EAP)
• Cognitive Behavioral Treatment Providers
• Community-based self-help programs
• Psychological First Aid & Resilience Training
• Leadership Coaching to Break Down Stigma
• Education about facts vs fiction

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HEALTH & SAFETY DIVISION�ACCIDENT REVIEW BOARD

• The Accident Review Board (ARB) conducts a monthly review of all departmental vehicle accidents from the previous month.
• The Board is made up of the Chief of Health & Safety, Chief Wisehart, and the on-duty Shift Commander.
• Variables that are reviewed include:
1. Determining whether the accident was preventable/non-preventable (most important factor)
2. Cost estimate to repair the department vehicle and/or civilian vehicle.
3. Determining whether the accident involved backing (with or w/o spotters), if an object was struck or if an overhead door involved.

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HEALTH & SAFETY DIVISION�SIIT & PIRT INVESTIGATIONS

• Purpose – These two forms of investigations/reviews are used by the department to learn from activities and occurrences that shaped a specific outcome. This in turn, provides insight into how the department can improve upon certain practices through policy, training and practice.
• Significant Incident Investigation Team (SIIT) – Is responsible for investigating line-of-duty death and serious injuries to members.
• Post-Incident Review Team (PIRT) – Is responsible for reviewing incidents that are deemed of interest by someone in the rank of Battalion Chief or higher and for all cases of transported firefighters that have sustained a non-serious burn or that resulted in a LODD.

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HEALTH & SAFETY DIVISION�SIIT & PIRT INVESTIGATIONS

• A SIIT is composed of 12 members with a senior group leader being selected by the Chief of Fire.
• A PIRT is composed of 9 members with a senior group leader being selected by the Division Chief of Safety.
• Team selection for each investigation will be made in coordination between the Deputy Chief of Operations, Division Chief of Health and Safety, and the senior group leader.

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HEALTH & SAFETY DIVISION�SAFETY CHIEFS

The role and responsibilities of the Safety Chief includes:

1. Manage firefighter injuries.
2. Investigate department vehicle accidents.
3. Assist Incident Command by managing safety issues on the fire ground.
4. Manage and coordinate individual/mass exposure incidents.
5. Coordinate all reporting with the Health and Safety Division.

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HEALTH & SAFETY DIVISION

• Sleep Study, Diabetes Prevention and Mental Health-Complete Program Design to improve long term health of firefighters in a holistic perspective.
• Creation of a Records Management of recruit physical fitness data to help improve physical fitness once the recruits transition into suppression.
• Improve Records Management of all LOD injuries and department vehicle accidents to help in identifying trends to aid in prevention. Improve health and safety communication to department members by utilizing relevant media channels.
• Provide increased support to Office of Wellness & Support via additional staff to assist in creation of new programs for firefighter health and wellness.

HEALTH & SAFETY DIVISION

• Questions?

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2021

Annual Business Plan�Goals

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2021

Annual Business Plan�KPIs

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NEW ESM GOALS PROGRESS FORM FORMAT

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Same month as the day you are filling the form out

What have you done since the last time you filled this out?

What are you committing to do over the next four weeks?

NEW EXECUTIVE STAFF MEETING FORMAT

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• Full goal slide is up first – Say when to advance
• Update slide is next – Briefly elaborate
• CRR and Logistics – Friday before first ESM
• Admin, Health/Safety, Ops – Friday after first ESM

Community Risk Reduction

Goal 1.1 - By Q4 of 2021, the agency will achieve a Public Protection Classification rating of Class 1/1Y from the Insurance Services Office and Verisk.

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• Gather and share data
• Host kickoff meeting
• Host John Beard’s visit

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Annual Commitment – The department will provide all the requested documents before and during the scheduled assessment.

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Expected Outcome – The department will reach Class 1/1Y status, lowering insurance rates for the community’s property owners.

Goal 1.1 – ISO Class 1

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Last Month’s Commitment

Answer any requests from John Beard

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Last Month’s Action

No new news.

Next Month’s Commitment

Hoping to hear the results in November

Goal 6.9 - By Q4 of 2024, the Planning Office will perform a unit hourly utilization study for all frontline emergency apparatus.

• Define the methodology
• Gather data

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Annual Commitment – The planning office will create a formal methodology and begin the process of conducting the first UHU by the end of 2021.

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Expected outcomes – The UHU will allow the department to identify the different demands placed on its apparatuses around the city, including run loads, trainings, and details. This information can be used to “spread the wealth” and help determine where new stations or apparatuses should be placed.

Goal 6.9 – Unit Hourly Utilization

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Last Month’s Commitment

We will also identify the key data points to be tracked regarding training and details.

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Last Month’s Action

Met with ESMs from other departments to discuss key data points and philosophies regarding UHU

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Next Month’s Commitment

Will produce the first round of reports for responses, training, and details

Goal 6.10 - By Q4 of 2024, each bureau will develop a sustainability and succession plan.

• Define critical elements of each bureau.
• Create measures to share institutional knowledge including mentoring

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Annual Commitment – Documents will be created for every position on the department detailing its action and resource responsibilities, other responsibilities the holder has been cross-trained in, and the positions that have been cross-trained to fill the positions responsibilities.

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Expected Outcome – The department will develop its employees, prepare them for continued advancement, and ensure institutional knowledge is tied to positions and not people.

Goal 6.10 – Sustainability and succession plan

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Last Month’s Commitment

Each CRR position will review its COOP form and the SWOT report will be finished.

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Last Month’s Action

Met with CRR; waiting on each position to verify their COOP forms and to receive their SWOT

Next Month’s Commitment

Will begin meeting with Administration to vet the current positions against the library of job descriptions

Goal 6.11 - By Q4 of 2024, the Planning Office will develop an asset location evaluation methodology

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• Develop the methodology
• Gather data

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Annual Commitment – The planning office will develop a formal methodology and begin gathering data regarding asset location.

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Expected Outcome – This methodology will provide a data-driven approach to determining changes to asset location with an eye towards future resource demands.

Goal 6.11 - Asset location evaluation methodology

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Last Month’s Commitment

The Planning Office will continue to isolate the data points that need to be tracked regarding resource placement and software solutions that can help the department in this regard.

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Last Month’s Action

Exercised a basic plan to help inform the placement of two station rebuilds

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Next Month’s Commitment

Will reach out to SMEs from other departments regarding best software solutions and factors to consider

Goal 6.13 - By Q1 of 2023, the agency will reevaluate and update save/loss and performance benchmarks for all programs.

• Brainstorm possible measures for each program
• Weigh the feasibility and utility of the chosen metrics
• Set benchmarks

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Annual Commitment – The planning office will develop a list of at least three metrics for each program in the department.

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Expected Outcome – Reporting on quality assessment metrics will provide the department with feedback on its service levels and opportunities for improvement.

Goal 6.13 - Save/loss and performance benchmarks

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Last Month’s Commitment

Captain Banner will begin formulating his approach to creating outcomes-based assessment measures for the department's various Operations programs.

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Last Month’s Action

Articles on outcomes-based assessments were reviewed

Next Month’s Commitment

Will reach out to accredited departments to ask about their methods and assessment measures

Goal 6.15 - By Q4 of 2024, the agency will have a documented and adopted Continuity of Operations Plan to ensure essential operations are maintained.

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• Identify essential assets, resources, infrastructure, and services to be addressed
• Cogitate alternative resources, methods, and resource placements to ensure service provision continues

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Annual Commitment - Documents will be created for every position on the department detailing its action and resource responsibilities, other responsibilities the holder has been cross-trained in, and the positions that have been cross-trained to fill the positions responsibilities. These documents will then be used to identify the essential assets, resources, infrastructure, and services of the department.

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Expected Outcomes – IFD will be able to absorb significantly negative events and continue operations at a satisfactory level.

Goal 6.15 - Continuity of Operations Plan

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Last Month’s Commitment

Each CRR position will review its COOP form and the SWOT report will be finished.

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Last Month’s Action

Met with CRR; waiting on each position to verify their COOP forms and to receive their SWOT

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Next Month’s Commitment

Will begin meeting with Administration to vet the current positions against the library of job descriptions

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*NEW GOAL* Goal PL.21.1 – By Q4 of 2021, NFORS will be operational.

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• Finalize contract negotiations and purchase NFORS
• Provision NFORS

(IT) Ensure ISA is not blocking IP addresses

(IT) Coordinate link to data warehouse

• Train the trainers
• Identify and train general users

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Annual Commitment – NFORS will be in full use by the end of 2021.

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Expected Outcome – Opportunities for improvement will be easily identified through the data-driven automated reporting and mapping provided by NFORS.

Goal PL.21.1 – NFORS

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Last Month’s Commitment

The Planning Office will complete the data worksheets provided by Joel Custer.

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Last Month’s Action

Began working on the data worksheets

Next Month’s Commitment

Will finish the data worksheets and return them to Joel Custer

Goal 6.16 - By Q4 of 2021, the agency will create and implement a documented plan, which is reviewed and tested annually, to ensure continuity of communication during any partial or total disruption or failure of a communications facility or system.

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• Identify key components
• Develop contingency plans for each component
• Develop formal plan and testing schedule
• Implement test annually
• Review policy annually

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Annual Commitment – A documented continuity of communications plan will be in place and utilized by the end of 2021.

Expected outcome - Communication interruptions will be minimized

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Goal 6.16 - Implement a documented plan

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Last Month’s Commitment

Review potential options and possibilities with PSC. Work towards plan suggestions in preparation for introduction to regional PSAPs.

Last Month’s Action

Had meeting with PSC to determine our ability to back up and hardware failure. We identified that these redundancies were already in place.

Next Month’s Commitment

Working on documenting, approving, training, and sharing the process with team leaders. We are discussing if any strategy change is needed due to agency change (MESA).

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Goal 6.2 - By Q4 of 2024, the agency will reduce its fire loss total by 5% as compared to 2016-18 baseline data.

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• Determine significant data

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Annual Commitment – F&LSD will produce a list of the data points to be tracked by the end of 2021.

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Expected Outcome – The negative impacts of fire incidents will be decreased for the community.

Goal 6.2 - Reduce its fire loss total by 5%

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Last Month’s Commitment

We will develop the goals that we hope to achieve through this initiative. Next comes the process of planning the necessary actions to deploy our resources and document the results

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Last Month’s Action

Focused on completing the final planning and execution of the 1st IFD Showcase Festival.

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Next Month’s Commitment

We are addressing the reduction of fire loss through public education early detection, example smoke detectors, inspections of commercial buildings and taking actions to trends and forecasting through fire investigation. While we don't know if we have prevented a fire, we should expect to see a reduction in fire loss.

Goal 6.3 - By Q4 of 2024, the agency will reduce its number of working fires by 5% as compared to 2016-18 baseline data.

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• Determine significant data

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Annual Commitment – F&LSD will produce a list of the data points to be tracked by the end of 2021.

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Intended Outcome – The community will be safer due to less fire incidents.

Goal 6.3 - Reduce the number of working fires by 5%

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Last Month’s Commitment

We will develop the goals that we hope to achieve through this initiative. Next comes the process of planning the necessary actions to deploy our resources and document the results.

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Last Month’s Action

Focused on completing the final planning and execution of the 1st IFD Showcase Festival.

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Next Month’s Commitment

In an effort to reduce the number of fires, we rely on our inspection program, our focused education programs. thorough plan review, and the knowledge gained by O&C investigations.

Goal 8.2 - By Q1 2022, the private contractor inspection program (PCI) will allow the department’s inspection cycle to advance to a 1-2-3 system based on NFPA 1730.

Update the inspection lists for high, moderate, and low-risk occupancies

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• Evaluate program and adjust specifics as needed

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Annual Commitment – Occupancy risk scores will be used to create an appropriate inspection cycle.

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Expected Outcomes – IFD’s resources will be properly utilized to inspect all occupancies in a timely manner, thus improving health and safety.

Goal 8.2 - PCI program to new inspection cycle

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Last Month’s Commitment

The self-inspections that fail to be returned their forms have been relabeled as a PI. A list of PI that have not been inspected in 2021 or 2020 will be generated and sent to the PCI Coordinator to add to the private inspection list.

Last Month’s Action

A new list of 2,800 inspectable occupants were generated and sent to the PCI Administrator. There have been a few PCI Inspectors that have reached out to the District Deputy Fire Marshals for assistance or questions.

Next Month’s Commitment

Will generate a list of all high, medium and low risk occupancies from Mobile-Eyes. The data will then be reviewed and the list will be adjusted for the PCI program based on the matrix. Adjustments will be added to the matrix based on feedback from the PCI Program.

COMPLETED

Goal INV.21.1 – By Q4 of 2021, the Fire Investigations Unit will create and implement a training curriculum aligned with NFPA 921 (2021).

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• Create curriculum
• Implement curriculum

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Annual Commitment – The full NFPA 921 compliant training program will be implemented by the end of 2021.

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Expected Outcome – The FIU’s inspectors work will remain admissible in judicial proceedings.

Goal INV.21.1 – New NFPA 921 training curriculum

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Last Month’s Commitment

We look forward to making the necessary corrections to our O&C so we can begin the process of peer reviewing these documents

Last Month’s Action

We have made zero progress towards completing our O&C since this time last month.

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Next Month’s Commitment

Capt. McClara and I have not yet had a chance to sit and work on fixing the O&C template for distribution. Rob begins a backup rotation on Saturday and that will be our primary admin focus.

Goal INV.21.2 – By Q4 of 2024, the FIU will fully adopt the Certified Fire Investigator training program.

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• Document which course are needed
• Determine the timelines involved
• Track progress
• Annually assess each investigator’s progress

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Annual Commitment – The FIU will document the time estimated to finish each part of the CFI curriculum.

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Expected Outcome – FIU investigators’ skills and credibility will be significantly enhanced, allowing for increased success across all facets of the fire investigation program.

Goal INV.21.2 – Certified Fire Investigator training program

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Last Month’s Commitment

Draft of Risk Reduction program along with recommendation to be reviewed by Chief Beard. Final document will be utilized to augment our unit SOPs and G.O.s

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Last Month’s Action

Still formalizing the Risk Reduction document. I will forward it this week to Chief Beard for review and discusion. .

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Next Month’s Commitment

A discussion needs to take place for how we fund some of the needs in order to comply with any Risk Reduction policy. exp. vehicles.

COMPLETED

Goal 4.1 - By Q4 of 2024, the Community Risk Reduction Bureau will have reached 100% of the community each year.

• Develop a plan to capitalize on internal and external community event partner relationships
• Identify opportunities to leverage and develop external partner relationships
• Develop a targeted traditional media approach
• Create a plan for coordinated social media efforts

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Annual Commitment – The Public Education program will provide a variety of safety and fire education content to the various demographic and population subsets of the department’s service area.

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Expected Outcome – Improving community awareness and preparedness will reduce the number and impact of emergency incidents.

Goal 4.1 – Reach each district

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Last Month’s Commitment

Will continue to identify churches willing to provide monthly or quarterly safety messages to their parishioners.

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Last Month’s Action

Met with planning division to evaluate how information can be compiled and organized.

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Next Month’s Commitment

We are presently working with planning to compile data for each neighborhood and what risks have the greatest impact. Once this information is compiled, we will develop individual public education programs for each neighborhood based on their needs.

Goal 6.5 By Q4 of 2022, the Community Risk Reduction Bureau will have a documented and approved methodology for selecting, developing, implementing and evaluating public education programs.

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• Develop and document the methodology for selecting or creating public education programs

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Annual Commitment – The department will identify the data points pertinent in determining the most needed types of public safety programs, also considering the target audiences and locations.

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Expected Outcome – The most pressing safety needs of the community will be addressed, resulting in a safer, healthier city.

Goal 6.5 – Methodology for selecting public education programs

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Last Month’s Commitment

Once each staff member completes their list, the lists will be merged. This will give us the complete list of High-Risk occupancies by business type.

Last Month’s Action

Focused on completing the final planning and execution of the 1st IFD Showcase Festival.

Next Month’s Commitment

We are presently working with planning to compile data for each neighborhood and what risks have the greatest impact. Once this information is compiled, we will develop individual public education programs for each neighborhood based on their needs.

Administration

Goal 1.8 - By Q4 of 2021, the agency will implement a formal procedure for monitoring changes in applicable regulations and legislation.

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Objectives

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• Determine the areas to be monitored
• Develop plan covering the who, when, and how of monitoring
• Implement plan
• Assess plan’s success and update the plan as needed

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Annual Commitment – The department will development and implement a plan to monitor changes in applicable regulations and legislation.

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Expected Outcome – The department will not find itself out of compliance with local, state, or federal regulations due to negligence or ignorance of changes and updates.

Goal 1.8 – Monitoring regulation and legislation changes

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Last Month’s Commitment

Still documenting

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Last Month’s Action

Met with HR Manager to develop a plan to complete this goal.

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Next Month’s Commitment

Will complete this goal in 4th quarter 2021.

Goal 2.2 - By Q4 of 2022, the Recruitment Office will develop a database allowing for the evaluation of recruitment efforts in terms of the resulting number of applicants and new hires.

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Objectives

• Identify recruitment modalities and metrics to be tracked
• Develop a database capable of producing recruitment reports

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Annual Commitment – A database will be created that will allow the department to capture the recruitment information pertinent to ensuring the agency’s demographics are trending towards meeting those of the service area.

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Expected Outcome – The department will be able to tailor its recruiting efforts in such a way that its diversity significantly improves.

Goal 2.2 - Recruitment database

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Last Month’s Commitment

Updating database

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Last Month’s Action

Updating database

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Next Month’s Commitment

Updating database

*NEW GOAL* Goal HR.21.1 –By Q4 of 2024, the Human Resources division will create or update job descriptions for all department positions.

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Objectives

• Design a job description template
• Identify every position and which ones need job descriptions
• Create a process for identifying when updates need to occur

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Annual Commitment – HR will complete a full assessment of current positions and create a job description template for internal use by year’s end.

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Expected Outcome – Utilizing a uniform job description template will aid the department in succession planning and cross-training efforts.

Goal HR.21.1 – Job descriptions

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Last Month’s Commitment

HR will continue to update the job descriptions

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Last Month’s Action

Continuing to update job descriptions.

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Next Month’s Commitment

Continuing to update job descriptions.

*NEW GOAL* Goal HR.21.2 – By Q4 of 2022, the Human Resources division will develop or identify a new software to simplify the promotion process.

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• Identify other city agencies utilizing a technology for the same purpose
• Research other internal and external options
• Choose and/or purchase a software solution
• Provision the system
• Train on the system
• Utilize the system

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Annual Commitment – The agency will reach out to other city agencies to learn with software solutions they are employing to track certifications and credentials.

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Expected Outcomes – Automating the promotion packet scoring process will significantly reduce the time and workforce needed as compared to the current methodology.

Goal HR.21.2 – Software to simplify the promotion process.

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Last Month’s Commitment

Will continue discussions and exploration of current technologies to meet the department’s needs

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Last Month’s Action

Discussed at the Labor/Management meeting the part of the promotion process that needs attention; explored the capabilities of NEOGOV

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Next Month’s Commitment

Meet again with Labor to discuss solutions for the problematic areas of the process

*NEW GOAL* Goal HR.21.3 – By Q4 of 2021, the department will develop, staff, and implement the IFD Cadet program.

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• Contact IMPD about their cadet program
• Develop the program’s structure, objectives, and prerequisites
• Determine how the program will be funded beyond 2021
• Develop job description and gain City HR approval of project
• Post the position, interview, and hire cadets
• On-board new hires

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Annual Commitment – The IFD Cadet program will be fully operational by the end of the year.

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Expected Outcome – The IFD Cadet program will serve as a bridge between 18-21 years of age for the potential candidates the Recruitment Office has worked with while they were in high school, thus improving the department’s diversity.

Goal HR.21.3 – IFD Cadet program

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Last Month’s Commitment

Cadet program will not happen in 2022.

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Last Month’s Action

Postponed to at least 2023

Next Month’s Commitment

Postponed to at least 2023

Goal 1.4 - By Q4 of 2021, the agency will perform an audit of IT capabilities and a needs assessment.

• Analyze and audit current IT capabilities
• Perform a current and future needs assessment
• Ensure systems are integrated and policies are in place addressing data governance, data accuracy, and data analysis

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Annual Commitment – The IT Office will continue to monitor its needs on an annual basis and act upon these findings when appropriate and feasible.

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Expected Outcome – Continued diligence will allow the department to acknowledge areas where it is falling behind and recognize opportunities for growth and improvement.

Goal 1.4 - IT capabilities and a needs assessment

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Last Month’s Commitment

Working with vendors to have IT installed at Training Facility.

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Last Month’s Action

Training Facility installs in progress. Always monitoring current and future I.T. needs.

Next Month’s Commitment

Continue working with vendors at Training Facilty. Continue monitoring department I.T. needs

*NEW GOAL* Goal IT.21.1 – By Q4 of 2024, the IT office will increase its staffing to better meet the various IT needs of the department.

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• Enterprise reviews and posts the IT Systems – Data Analyst position and job description
• Create an interview panel and questions
• Interview candidates
• Recommend an applicant to the city
• On-board the new hire

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Annual Commitment – The department will fill the vacant civilian position within the IT Office.

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Expected Outcome – The IT Office will be to reduce the turnaround time on closing tickets and addressing system issues, as well gain valuable new data to improve the performance of all IT systems.

Goal IT.21.1 – IT office staffing

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Last Month’s Commitment

Civilian I.T. position will be posted in 1st quarter of 2022

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Last Month’s Action

Will have Beech Grove I.T. firefighter assisting IFD I.T. beginning October 2021.

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Next Month’s Commitment

Civilian I.T. position will be posted in 1st qtr of 2022

*NEW GOAL* Goal. IT.21.2 - By Q4 of 2021, the COMVAN will be fully outfitted with all technical needs.

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• Develop a list of the equipment needed
• Request quotes for the items through ISA
• Requests requisitions
• Send PO to vendor
• Invoice is sent to Finance and ISA
• Remit payment
• Install new items in the COMVAN

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Annual Commitment – The COMVAN will be fully outfitted by the end of 2021.

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Expected Outcome – The COMVAN will be able to serve as a fully self-encapsulated incident command center or as a remote resource capable of utilizing satellite and drone technologies in instances where conventional communication and drone operations are impractical or impossible.

Goal. IT.21.2 - COMVAN

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Last Month’s Commitment

Put on hold due to budget constraints.

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Last Month’s Action

Put on hold due to budget constraints.

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Next Month’s Commitment

Put on hold due to budget constraints.

Training

Goal 2.3 - By Q4 2021, the agency will create a three-year incumbent training cycle covering fire suppression and special operations.

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• Implement career development training cycle

Annual Commitment

Complete the first year of the three year training cycle.

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Intended Outcome

All personnel will have the ability to stay on track for promotion.

Goal 2.3 - Create a three-year incumbent training cycle

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Last Month’s Commitment

Incumbent facility training

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Last Month’s Action

Goal complete.

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Next Month’s Commitment

COMPLETED

Goal 2.4 - By Q4 2022, the agency will propose, plan, and facilitate a joint training curriculum and schedule involving members of the Marion County Fire and Emergency Response Agreement.

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• Identify training partners
• Develop training program

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Annual Commitment

A joint training curriculum will be created in conjunction with IFD’s neighboring departments.

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Intended Outcome

Joint training will lead to better outcomes and improved firefighter safety.

Goal 2.4 – Propose, plan, and facilitate a joint training curriculum

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Last Month’s Commitment

Put on hold until after Recruit Class 87

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Last Month’s Action

Put on hold until after Recruit Class 87

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Next Month’s Commitment

Put on hold until after Recruit Class 87

Health and Safety

Goal 7.2 – By Q4 of 2022, the Health and Safety Division will create and implement a complete risk management program.

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• Research other department’s policies
• Identify affected areas of the department
• Conduct a needs assessment of those areas identified.

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Annual Commitment – The Health and Safety Division will have completed all necessary research to begin designing IFD’s risk management plan.

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Expected Outcome – The department’s firefighters will enjoy longer and healthier careers, while reducing the financial burden of job-related injuries and illness.

Goal 7.2 – Create and implement a complete risk management program.

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Last Month’s Commitment

Assessing needs with EMS, Special Ops and Training. Developing policy to incorporate all levels of the organization; continue to identify risks/needs assessment

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Last Month’s Action

Assessed needs with EMS and Special Ops. Continued to develop policy to incorporate all levels of IFD. Completed NFA course on H&S and Risk Management.

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Next Month’s Commitment

Create risk outline for Special Ops and review total worker health as it applies to Risk Management. Review drafted policy and meet with Training to discuss Risk Management.

Goal 7.3 – By Q4 of 2021, the Health and Safety Division will revise the Office of Wellness & Support Manual that is used to provide guidance for firefighter behavioral health needs. The Division will also develop additional plans at PEER Support fundraising efforts to assist firefighters/families during crisis periods.

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• Update and publish the Wellness and Support Manual
• Aid fundraising efforts

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Annual Commitment – The Division will review/revise the current Wellness and Support Manual to better support behavioral health needs of firefighters and to compliment disciplinary reduction measures. The reevaluation will provide further guidance and support to all Peer Support Specialists.

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Expected Outcome – The department will be better suited to meet the mental-health and psychological needs of its membership.

Goal 7.3 – Update Peer Support Manual and aid fundraising

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Last Month’s Commitment

Have set additional meetings in order to establish guidelines for continuing education of the PSS.

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Last Month’s Action

Worked towards create another position to aid with the increased PSS workload, particularly CE

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Next Month’s Commitment

Meeting with PSS leadership to discuss the specifics of the new position and ways to continue forward with current projects

Goal 7.4 – By Q3 of 2022, the Health and Safety Division will continue to improve the physical fitness program to help reduce job-related injuries by an average of 10% as compared to the 2019 baseline.

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Certify the Work Performance Evaluation (WPE) course Further steps will include

Re-evaluate the Peer Fitness trainers and the current physical fitness program

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Annual Commitment – The department will certify the WPE course and begin the reevaluation process for the Peer Fitness trainers and physical fitness programs.

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Expected Outcomes – The department will improve firefighter health and safety while reducing costs.

Goal 7.4 – Improve the physical fitness

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Last Month’s Commitment

Will establish timeline for the completion of the WPE for the remainder of the department. Will provide the SOP and available video of the WPE to the entire department for review.

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Last Month’s Action

SOP has been updated with the new times; the video has been completed and uploaded; halfway through the remaining WPEs

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Next Month’s Commitment

Working with the PFTs to establish a system for creating a video library for fitness and nutrition information (still in the planning stages)

Goal HS.21.1 – By Q1 of 2022, the Health and Safety Division will create and begin implementation of a Driver Enhancement Course program to help reduce the number of department vehicle accidents.

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Annual Commitment – The Division will create a two-part Driver Enhancement Course that will include classroom and hands-on training components to reduce the number of department vehicle accidents. This goal will further reduce the risk of injuries to firefighters and civilians and compliment other measures used by the department to reduce department vehicle accidents.

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Expected Outcomes – By reducing the number of accidents, the department will save money on repairs and discipline-related staffing costs while improving the safety of the community.

HS.21.1 – Implementation of a Driver Enhancement Course program to help reduce the number of department vehicle accidents.

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Last Month’s Commitment

Will conduct a committee meeting and review the oral presentation portion of the Driver Enhancement Course.

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Last Month’s Action

The National Safety Committee updated their program, removing bugs

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Next Month’s Commitment

Reviewing the new NSC program and will share it with the engineers committee

Logistics

Quartermaster

Goal 7.1 - By Q4 of 2022, the Logistics Bureau will implement three programs that support cancer prevention initiatives in the areas of improved air quality in the fire stations, the washing of bunker gear, and a self-contained breathing apparatus (SCBA) harness cleaning and exchange program.

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• Finalize Plymovent installations
• On-board and train new sworn and civilian personnel
• Design harness exchange system
• Implement harness exchange system

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Annual Commitment – All three programs will be fully functional by 2023.

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Expected Outcome – Frontline personnel will face a reduced cancer risk due to the reduction and elimination of carcinogen exposures.

Goal 7.1 - Implement three programs that support cancer prevention

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Last Month’s Commitment

The policy will be revised and retested

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Last Month’s Action

Policy was beta-tested and deficiencies were identified

Next Month’s Commitment

The policy will be revised and retested

COMPLETED

Goal 8.3 - By Q4 of 2024, the Logistics Bureau’s inventory system will be implemented, with the ability to track identified critical priorities.

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• Place QR codes on 100% of inventory
• Assess impact of inventory program on inventory costs and loss due to theft, mismanagement and repair

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Annual Commitment – The department will finish the application of all QR codes.

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Expected Outcome – The inventory system will reduce costs, allow for faster repairs, and ensure adequate inventories.

Goal 8.3 – Inventory system will be implemented.

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Last Month’s Commitment

Work will continue on QR coding with the goal of full implementation by June

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Last Month’s Action

Air management is completed. Met with vendors during FDIC.

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Next Month’s Commitment

Working to determine the best software solutions for Support Services

COMPLETED

Air Management

Goal 7.1 - By Q4 of 2022, the Logistics Bureau will implement three programs that support cancer prevention initiatives in the areas of improved air quality in the fire stations, the washing of bunker gear, and a self-contained breathing apparatus (SCBA) harness cleaning and exchange program.

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• Work with Scott/3M to create a washing protocol for SCBA straps
• Implement the SCBA harness exchange system

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Annual Commitment – Design the washing protocols and SCBA harness exchange system by the end of 2021.

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Expected Outcome – Firefighters will reduce their exposure to the carcinogens present on their breathing apparatus, increasing firefighter wellness.

Goal 7.1 - Implement three programs that support cancer prevention

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Last Month’s Commitment

Evaluation of the harness exchange process to refine the program

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Last Month’s Action

Policy was beta-tested and deficiencies were identified

Next Month’s Commitment

The policy will be revised and retested

COMPLETED

Goal 8.3 - By Q4 of 2024, the Logistics Bureau’s inventory system will be implemented, with the ability to track identified critical priorities.

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• Place QR codes on 100% of inventory
• Assess impact of inventory program on inventory costs and loss due to theft, mismanagement and repair

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Annual Commitment – The department will finish the application of all QR codes.

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Expected Outcome – The inventory system will reduce costs, allow for faster repairs, and ensure adequate inventories.

Goal 8.3 – Inventory system will be implemented.

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Last Month’s Commitment

Working to determine the best software solutions for Support Services

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Last Month’s Action

Demos have been scheduled for several software systems

Next Month’s Commitment

Software vendors will demo their products and efforts will be made to secure funding

Support Services

Goal 3.1 - By Q4 of 2022, the agency will construct a training facility.

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• Identify an appropriate location
• Purchase property
• Finalize construction/modification plans
• Open location

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Annual Commitment – An appropriate location will be identified and purchased. Construction and modification plans will be finalized, and work will begin by the end of 2021.

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Expected Outcome – The department will be able to provide the highest level of training without relying on outside agencies’ training facilities. IFD will also be able to host outside agencies’ trainings.

Goal 3.1 - Construct a training facility.

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Last Month’s Commitment

Awaiting approval from the city regarding bids

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Last Month’s Action

City purchasing reviewed and returned several contracts to IFD

Next Month’s Commitment

Proposed contracts will be reviewed and resubmitted

Goal 3.2 - By Q4 2024, all the agency’s frontline apparatus will be under 10 years of age, and all reserve apparatus will be under 15 years of age.

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• Receive 6 engines and 4 ladders from 2020 order
• Ensure funding for 2021 order
• Review specifications
• Place order for Engines (6), Ladders (4)

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Annual Commitment – The department will order six engines and four ladders in 2021.

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Expected Outcome – The department’s fleet will be more reliable, improving performance and lowering maintenance costs.

Goal 3.2 - Frontline apparatus under 10 years

Reserve apparatus will be under 15 years

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Last Month’s Commitment

Engines coming in October and Ladders in November

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Last Month’s Action

Visited Pierce to check on the new apparatus and the forthcoming order; apparatus committee continued to develop new specs

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Next Month’s Commitment

Receiving 6 engines in October and 4 ladders in November; new order is being prepared

Goal 3.3 – By Q4 of 2024, the agency will remain on pace with the 2018 Station Replacement Plan, which calls for 20 stations to be built in 20 years.

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• Work to secure funding
• Procure land
• Select architect
• Finalize the architect’s design
• Oversee construction
• Open location

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Annual Commitment – When funding is secured to purchase and begin construction on the next IFD fire station, the department will be ready to quickly move forward.

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Expected Outcome – The community and the department’s firefighters will be better served by the strategic location of new fire stations.

Goal 3.3 – Remain on pace with the 2018 Station Replacement Plan

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Last Month’s Commitment

Identify land and begin the acquisition process

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Last Month’s Action

The council's finance committee approved funding for Station 32

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Next Month’s Commitment

The full council will vote on funding for Station 32 at their next meeting

Operations

Suppression

Goal 6.1 - By Q4 of 2024, the agency will reduce its total response times by 5% as compared to 2016-18 baseline data.

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• Determine areas where turnout times need improvement
• Develop plan to improve turnout times
• Implement plan
• Assess plan’s success and update the plan as needed

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Annual Commitment – By the end of 2021, Operations will develop and test at least one plan for improving turnout times.

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Intended Outcome – IFD will improve emergency incident outcomes through arriving on-scene more quickly.

Goal 6.1 - Reduce total response times by 5%

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Last Month’s Commitment

Schedule meeting with PSC / Stephenson about dispatch procedures / look into total response time

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Last Month’s Action

Talks concerning MESA heated up; things were put on hold

Next Month’s Commitment

Will revisit after MESA is made official

Goal 6.2 - By Q4 of 2024, the agency will reduce its fire loss total by 5% as compared to 2016-18 baseline data.

• Retro fit all baseline/save loss data to percentage and residential vs non-residential incidents
• Design QI/QA plan for Incident Reports to ensure erroneous reports are corrected
• Implement and assess QI/QA plan
• Compare 2021 save/loss percentages to baselines

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Annual Commitment – Operations will design and begin testing a QI/QA plan for incident reports.

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Intended Outcome – Improving the quality of the department’s incident reporting will provide better data from which to identify strengths and weaknesses of its firefighting operations.

Goal 6.2 - Reduce fire loss total by 5%

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Last Month’s Commitment

Turn on Mandatory re-incident values for fire incidents

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Last Month’s Action

Contacted ESO and they said they would get back with us

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Next Month’s Commitment

Planning Office will reach out to follow up with ESO

Goal 6.6 - By Q4 of 2023, the agency will create a pre-incident planning program for high-life hazard occupancies and sites posing unique challenges, e.g., construction, access, hazardous materials, specific fire, etc.

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• Identify the content to be included in a pre-incident plan
• Determine where the content can be stored and accessed
• Ensure software compliance and availability
• Build a training program for conducting and entering pre-incident plan
• Roll-out program for a beta testing period

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Annual Commitment – Operations will lead a committee to determine the specific contents of a pre-incident plan.

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Intended Outcome – Developing a formal pre-incident planning methodology will provide IFD’s firefighters with the best chances for success while improving the safety of all involved in emergency incidents in the response area’s highest risk occupancies.

Goal 6.6 – Create a pre-incident planning

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Last Month’s Commitment

Exploring software options to satisfy department needs

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Last Month’s Action

Vetted a few different options, prepared a presentation for the Battalion Chiefs

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Next Month’s Commitment

Will finalize BC presentation and set date

Goal 6.14 - By Q4 of 2024, the agency will have a documented formal agreement with Greenwood, White River, and Fishers Fire Departments.

​

• Form a committee to head this process
• Review IFD’s formal agreement with Carmel and determine what changes, if any, should be made when creating a “boiler plate” mutual aid agreement
• Initiate contact with Greenwood, White River, and Carmel

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Annual Commitment – IFD will form a committee that will approve the initial language in a boiler plate mutual aid agreement and will contact at least one external department regarding said agreement.

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Intended Outcome – IFD will have formal agreements will all surrounding career departments explicitly stating the expectations and rules of services provided.

​

​

Goal 6.14 - Documented formal agreement with Greenwood, White River, and Fishers Fire Departments.

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Last Month’s Commitment

In holding pattern until Template s cleared by city legal

​

Last Month’s Action

Template is still being reviewed by OCC

​

Next Month’s Commitment

In holding pattern until Template s cleared by city legal

Emergency Medical Services

Goal 6.7 - By Q1 of 2021, the agency will develop a full emergency health record (EHR) quality assurance (QA) and continuous quality improvement (CQI) program.

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• Ensuring consistent and reliable closure rate of 90%
• Assessing quality of the EHRs for accuracy and compliance

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Annual Commitment – The EMS Division will identify and begin assessing the most valuable data captured in the reports to provide direction to the division’s focus and training.

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Expected Outcome – The department will be in compliance with state regulations and will improve EMS care through identifying data-driven areas of concern.

Goal 6.7 - Develop a full emergency health record (EHR) quality assurance (QA) and continuous quality improvement (CQI) program.

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Last Month’s Commitment

Results of beta testing will be reviewed to see if any changes need to be made before department wide roll out

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Last Month’s Action

ESO EHR compliance rates remain in the upper 80s. We are consulting with the IT division charged with deploying tablet devices to ensure we work collectively to meet EHR needs.

Next Month’s Commitment

Preparing an EHR presentation for BC and Officer's CE

Goal 6.17 - By Q4 of 2021, the agency will create and implement a policy regarding the management of patient care records bilaterally between the agency and its partner health care agencies.

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• Addressing technical and legal issues regarding record sharing agreement between IEMS and IFD
• Formalize policy concerning IFD and IEMS sharing of patient care records

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Annual Commitment – The department will formalize policy with IEMS covering the sharing of patient care records.

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Expected Outcome – The department will gain valuable information about the efficacy of its efforts that can be used to drive the division’s focus and training. 

Goal 6.17 - Implement a policy regarding the management of patient care records

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Last Month’s Commitment

Continue with negotiations

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Last Month’s Action

Negotiations re: formal inclusion of patient data exchange are ongoing. However, records are being shared openly in a manual manner at this time.

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Next Month’s Commitment

Negotiations will continue with IEMS in an effort to finalize the new contract

Goal EMS.20.1 - By the end of April 2021, the agency will field new cardiac monitors and AEDs department-wide.

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• Depalletize, assemble, and update monitors
• Provisioning
• Prepare, plan, and disseminate virtual training
• On-station training
• Disperse product

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Annual Commitment – The new monitors will be in full use by the end of the year.

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Expected Outcome – The department’s EMS efforts will be improved through the use of new, reliable AEDs and monitors.

Goal EMS.20.1 - Field new cardiac monitors and AEDs department-wide.

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Last Month’s Commitment

We need Stryker to come get the old monitors and will continue to push them to do so

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Last Month’s Action

Stryker collected the last of the old equipment

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Next Month’s Commitment

Goal is complete

COMPLETED

Special Operations

Goal SPO.21.1 – By Q4 of 2022, the agency will have developed a formal proposal to transition to dedicated, all-encompassing special operations teams.

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• Define the roles and responsibilities of the new teams
• Identify the training and certification needs of the new teams
• Study the impact of the new teams on staffing levels
• Develop a curriculum for team membership

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Annual Commitment – The Special Operations division will define the roles, responsibilities, training, and certification needs of dedicated special operations teams.

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Expected Outcome – Dedicated Special Operations teams would alleviate staffing and training issues while leading to better service for the community.

Goal SPO.21.1 – Develop a formal proposal to transition to dedicated, all-encompassing special operations teams.

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Last Month’s Commitment

Meeting with Special Operations to discuss future developments

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Last Month’s Action

Continuing to evaluate research.

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Next Month’s Commitment

Drafting proposal.

Goal SPO.21.2 – By Q4 of 2022, the agency will develop a billing system for HAZMAT services.

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• Identify project team members
• Research similar systems around the region and country
• Determine which services will be billed and the costs
• Explore and choose software options to facilitate billing
• Present plan to appropriate authorities for approval
• Enact the program

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Annual Commitment – The agency will identify team members and research similar systems from around the region and country.

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Expected Outcome – Funds generated from HAZMAT billing will be used to replace and purchase new HAZMAT equipment.

Goal SPO.21.2 – Develop a billing system for HAZMAT services.

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Last Month’s Commitment

Chief Malone is awaiting approval from city legal to move forward

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Last Month’s Action

Proposal is being reviewed by OCC

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Next Month’s Commitment

Chief Malone is awaiting approval from city legal to move forward

Goal SPO.21.3 – By Q4 of 2022, the agency will develop a system to track the location, calibration, and service records of its thermal imaging cameras and gas meters.

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• Identify the items and data points to track
• Explore software solutions
• Choose a software solution and obtain funding
• Install the system
• Train on and implement the tracking system

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Annual Commitment – The agency will identify the items and data points HAZMAT wishes to track and will explore different software solutions that can meet the department’s needs.

​

Expected Outcomes – Tracking the location and service records of the TICs and gas meters will improve reliability and reduce cost. 

Goal SPO.21.3 – Develop a system to track thermal imaging cameras and gas meters.

​

Last Month’s Commitment

Rough Draft will continue to be developed over the next month for rotation and routine maintenance

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Last Month’s Action

Rough draft for the rotation process was created

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Next Month’s Commitment

Need to meet with IT to discuss options now that Tupper has left the program.

July KPI’s

Reported March Data

Total WPE = 386 (33% of Department)

A = 119 B = 105 C = 132 Admin = 30

Total YTD Accidents=107

Total YTD P=68

Total YTD NP=39

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COMPLETED

Note:

​

7 FF Long-term

Detailed

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55 Recruits

Administration

Human Resources

Recruitment Contacts

Not Updated

Not Updated

Not Updated

Not Updated

Community Risk Reduction

Emergency Management/Communications

ISO Call Processing

Downtown Indy Fireworks July 4^th, 2021

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Battalions Affected: Battalion 7

Street Closure’s: 2000 – 2300

Estimated Attendance: 50,000

Public Safety Assets Assigned: IFD, IMPD, IEMS

Command Post: IFD Dezelan Operations Center

IFD Event Management: 2 Chiefs, possibly EDO

IFD Assets Assigned: TBD, 2 Engines and crews for fireworks and possibly 1 engine for EMS

Estimated Personnel Cost: $2,500.00

Estimated Equipment Cost: $1,000.00

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Community Risk Reduction

Fire Safety Inspections

Inspections

Sample / In Progress

Sample / In Progress

Sample / In Progress

Community Risk Reduction

Public Education

Population Reached

Sample / In Progress

Community Risk Reduction

Public Education

Programs for

High Risk/Large Loss Properties

Sample / In Progress

Not Updated

Not Updated

Unable to Track

These graphs show the number of days there were no reserves available by apparatus type.

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The red and blue lines compare 2021 to 2020.

These graphs show the top 10 most costly apparatus in the fleet.

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The apparatus number is reflected here. Though, the data is tracked by asset tag.

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The line illustrates the cost since 2019.

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The bar illustrates the number of days out of service since 2019.

“Our Family Serving

Your Family”

Administration

Training

Fire Department Goal for ISO

ISO Goals Not Updated

Goal Complete

Not Updated

All Events Cancelled-Covid 19