Operational Guide 2015-2016
Total Page：16
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City of Tempe Fire Medical Rescue Department July 2015 Operational Guide 2015-2016 City of Tempe P.O. Box 5002, 85280 Fire Medical Rescue Department Phone: (480) 858-7200 1400 East Apache Boulevard Fax: (480) 858-7214 Tempe, Arizona 85281 www.tempe.gov/fire TEMPE FIRE MEDICAL RESCUE DEPARTMENT OPERATIONAL GUIDE 2015 - 16 City of Tempe, Arizona July 1, 2015 MARK W. MITCHELL Mayor COREY WOODS LAUREN KUBY Vice Mayor Councilmember ROBIN ARREDONDO-SAVAGE JOEL NAVARRO Councilmember Councilmember KOLBY GRANVILLE DAVID SCHAPIRA Councilmember Councilmember KENNETH JONES STEVEN METHVIN Deputy City Manager, Chief Financial Deputy City Manager, Chief Operating Officer Officer ANDREW CHING City Manager GREG RUIZ Fire Medical Rescue Chief FIRE MEDICAL RESCUE DEPARTMENT PLANNING GROUP Greg Ruiz, Fire Medical Rescue Chief Phil Golosewski, Deputy Fire Chief Craig Fredricks, Assistant Fire Chief Tom Kiefer, Deputy Fire Chief Paul Nies, Assistant Fire Chief Don Jongewaard, Vice President Local 493 Hans Silberschlag, Assistant Fire Chief Jon Duffy, Fire Engineer Pat Bailey, Deputy Fire Chief Mike Scheidt, Firefighter Paramedic Mitch Bycura, Deputy Fire Chief Brad Whitley, Firefighter Darrell Duty, Deputy Fire Chief Eric Arias, Firefighter Paramedic Gary Ells, Deputy Fire Chief Debbie Bair, Fire Budget/Finance Supervisor Andrea Glass, Deputy Fire Chief Stefani Chaney, Office Assistant Page | 1 TEMPE FIRE MEDICAL RESCUE DEPARTMENT TABLE OF CONTENTS Table of Contents ....................................................................................................................................... 2 Introduction ................................................................................................................................................ 3 Strategic Plan ............................................................................................................................................. 4 Department Purpose and Values Statement ............................................................................................. 7 Assumptions for Planning .......................................................................................................................... 8 Section 1 – Personnel Requirements ...................................................................................................... 11 Section 2 – Health and Safety ................................................................................................................. 12 Section 3 – Recruitment ........................................................................................................................... 14 Section 4 – Labor/Management-Diversity Action Plan ............................................................................ 16 Section 5 – Community Risk Reduction .................................................................................................. 19 Section 6 – Public Safety Education ........................................................................................................ 23 Section 7 – Community Relations and Public Information ....................................................................... 24 Section 8 – Fiscal Management .............................................................................................................. 26 Section 9 – Training ................................................................................................................................. 29 Section 10 – Emergency Response ........................................................................................................ 31 Section 11 – Medical Services ................................................................................................................. 33 Section 12 – Emergency Management .................................................................................................... 36 Section 13 – Special Operations – Hazardous Materials ........................................................................ 39 Section 14 – Special Operations – Weapons of Mass Destruction ......................................................... 42 Section 15 – Special Operations – Technical Rescue ............................................................................. 44 Section 16 – Special Events .................................................................................................................... 45 Section 17 – Fire Medical Rescue Maintenance ..................................................................................... 47 Section 18 – Fire Medical Rescue Fleet .................................................................................................. 48 Section 19 – Computer Equipment and Information Systems ................................................................. 51 Section 20 – Equipment ........................................................................................................................... 53 Section 21 – Facilities .............................................................................................................................. 54 Section 22 – Continuous Improvement and Quality Management .......................................................... 57 Page | 2 TEMPE FIRE MEDICAL RESCUE DEPARTMENT INTRODUCTION The Tempe Fire Medical Rescue Department Strategic Plan and Operational Guide is the Department’s roadmap for the future. This document represents the efforts of many people in evaluating the Department and its mission in the delivery of quality of life services. An important aspect of this process includes anticipating the future. Our organization must respond to change, solve problems, collaborate on issues, assess community needs, identify resources required to meet those needs and formulate a plan to provide comprehensive and cost-effective services to our customers – the citizens of Tempe. Two key words in planning are focus and flexibility. This plan is intended to bring focus to a number of the Department’s most important services, programs, and issues. This focus allows us to identify and build on what the Department does as described in both the City and Department Mission and Value Statements, which serve as important reference points and decision guides in formulating this plan. Flexibility is an inherent requirement in a commitment to address new issues and opportunities that are not identified in the plan, and allows us to expect and absorb changes to the plan as necessary. While we are focused on this plan, we must continue to be open-minded enough to continually explore new ways to better serve our customers and protect our workforce. Additionally, long term cost containment strategies will be required going forward in terms of ensuring maximum efforts in the care of apparatus and equipment, energy conservation, cost recovery, revenue generation, and employee productivity. We will continue to be forward thinking, innovative, and resourceful so that we may sustain and improve our Department and its services to the community. Each section of the Operational Guide begins with a strategy statement followed by information on the program and resource requirements then concludes with action plan objectives for the year in support of the strategy. The Strategic Plan and Operational Guide are evaluated, revised, and refined annually, resulting in a current document always being in place. The first year identified in the plan is the most specific, in terms of issues to be addressed and resources required. Subsequent years will provide an increasingly generalized look at strategies, services, concerns, and needs for the future. More detailed and specific measurable goals will be required for many of the objectives identified in the plan. While modifications can be made at any time due to priority changes, budgetary constraints, and planning refinements, the plan provides an overview of anticipated activities and requirements. General economic conditions and the ability of the City to fund projects chosen for support will play a crucial role in determining the actual time that resources are secured and projects completed. The plan is intended to serve as a guide toward the maintenance and development of our Department over the next three years. It will serve to inform Department members of future preparation, while at the same time serve as a foundation document to inform policy makers, City leaders, and address the challenges of the budget process. Page | 3 TEMPE FIRE MEDICAL RESCUE DEPARTMENT 2014 STRATEGIC PLANNING UPDATE PROCESS This document summarizes the outcomes of the Tempe Fire Medical Rescue Department 2014 strategic planning process. The purpose of this process was to integrate the ideas of Department leaders through a participatory process. As part of this process, Command staff celebrated successes to close out the prior Strategic Plan. To open the new plan, they received feedback from the City Manager and other City leaders from Finance, Human Resources, Community Development, and Technology. From there, they conducted a SWOT analysis, identified a shared vision of success, and identified several strategic directions that would be accomplished by specific objectives and strategies over the next five years. Mission Statement The mission statement was modified in 2014 to reflect the Department’s name change. We, the members of the Tempe Fire Medical Rescue Department, dedicate our efforts to provide for the safety and welfare of the public through preservation of life, health,