HomeMy WebLinkAboutOshkosh_Fire_Department_Strategic_Plan_2022_2027Facilitated by
OSHKOSH FIRE DEPARTMENT
2022-2027
STRATEGIC PLAN
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Message from the Fire Chief
It is my privilege to present the Oshkosh Fire Department’s 2022-2027 strategic plan. Since 1856 our
firefighters have been protecting the community and leading in times of crisis. Over the years, we have
evolved from providing only fire protection to the full-service, all-hazards organization we are today.
This plan is our pledge that our highly trained team will continue providing a wide range of emergency
services with skill and compassion to add value to the community. It is a living document that will guide
our actions, decisions, and efficient use of City resources. It provides a road map as we continue to evolve
and change to meet the dynamic emergency service needs of those we serve. Our creative and innovative
members will strive to achieve the goals, objectives, and tasks in the plan with an understanding of the
complexities of having finite resources.
I want to thank the dedicated members of the department, our elected officials, and our stakeholders for
their support and input during this process. They came to the planning sessions with open minds,
prepared to drive change, ready to start new traditions, and recognized that their work would help chart
our future. That feedback led to the development of nine strategic initiatives. By taking action on these
initiatives, we will be able to develop and implement visionary programs and projects that will
continuously improve our department and its services, fulfill the organization's mission, and
demonstrate our values.
On behalf of the men and women of the Oshkosh Fire Department, we are grateful for the trust you place
in us. It allows us the opportunity to make a difference in people’s lives each and every day.
Respectfully,
Michael Stanley
Fire Chief
Introduction
The Oshkosh Fire Department (OFD) provides an all-hazards approach in the protection of the lives
and property of the residents, businesses, and visitors of Oshkosh, Wisconsin. OFD is consistently
working to achieve and/or maintain the highest level of professionalism and efficiency on behalf of
those it serves, and thus, contracted with the Center for Public Safety Excellence® (CPSE) to facilitate a
method to document the department’s path into the future via a “Community-Driven Strategic Plan.”
The following strategic plan was written with a basis in the Commission on Fire Accreditation
International’s® (CFAI) fire and emergency service accreditation model and is intended to guide the
organization within established parameters set forth by the authority having jurisdiction.
The CPSE utilized the community-driven strategic planning process to go beyond just the development
of a document. It challenged the department’s members to critically examine paradigms, values,
philosophies, beliefs, and desires and challenged individuals to work in the best interest of the “team.”
It further provided the department with an opportunity to participate in the development of their
organization’s long-term direction and focus. Members of the organization’s community and agency
stakeholders’ groups demonstrated commitment to this important project and remain committed to the
document’s completion and plan execution.
OSHKOSH FIRE DEPARTMENT
STRATEGIC PLAN
Table of Contents
Organizational Background ..................................................................................................................... 1
Organizational Structure ........................................................................................................................... 2
Community-Driven Strategic Planning .................................................................................................. 2
Process and Acknowledgements ............................................................................................................. 4
Community Group Findings .................................................................................................................... 5
Community Priorities ........................................................................................................................... 5
Agency Stakeholder Group Findings ...................................................................................................... 6
Mission......................................................................................................................................................... 7
Values .......................................................................................................................................................... 7
Programs and Services .............................................................................................................................. 8
SWOT Analysis .......................................................................................................................................... 8
Critical Issues and Service Gaps .............................................................................................................. 9
Strategic Initiatives ..................................................................................................................................... 9
Goals and Objectives ............................................................................................................................... 10
Vision ......................................................................................................................................................... 37
Performance Measurement ..................................................................................................................... 38
The Success of the Strategic Plan ........................................................................................................... 39
Glossary of Terms, Acronyms, and Initialisms .................................................................................... 40
Appendix 1 – Community Comments .................................................................................................. 43
Community Expectations ................................................................................................................... 43
Areas of Community Concern ........................................................................................................... 45
Positive Community Feedback .......................................................................................................... 48
Other Thoughts and Comments ........................................................................................................ 54
Appendix 2 - SWOT ................................................................................................................................. 56
Strengths ............................................................................................................................................... 56
Weaknesses ........................................................................................................................................... 57
Opportunities ....................................................................................................................................... 58
Threats ................................................................................................................................................... 59
Appendix 3 – Critical and Service Gap Issues ..................................................................................... 60
Page 1
Organizational Background
The City of Oshkosh was incorporated in 1853 after
years of growth and establishment in Winnebago
County, Wisconsin. Development within the city
began with the establishment and growth of the
lumber industry that sparked greater industrial and
manufacturing growth. The city’s location on Lake
Winnebago and the Fox Rivers contributed to the
growth that created population increases and more
residential and business settling.
Today, the City of Oshkosh boasts a population
approximated at nearly 67,000 residents within the
city’s 26.91 square miles. While the city has modernized over the years, its history is still evident in
many of its historic districts, as preservation of historic structures and areas is important to the Oshkosh
community.
The Oshkosh Fire Department (OFD) has a long history of providing progressive services to its
community. The genesis of the department dates back to around 1854 due to the increased need for
protection from the hazards caused within the lumber industry. In 1856, the Pioneer Engine Company
Number One was formally organized as the first fire company. The department found its most
significant challenge in 1859 when 125 buildings caught fire and were lost. As demand continued to
grow and fire service technology continued to change, the department continued to evolve to meet the
community’s needs and mitigate the varied risks. This included becoming a fully paid career
organization in 1877.
Today, OFD is a mission-focused professional
department that serves the Oshkosh community with a
highly trained, skilled, and compassionate team. The
OFD provides its services from six fire stations with
resources strategically located throughout its coverage
area to provide its wide range of emergency services. The
department remains dedicated to the advocacy of risk
reduction through prevention and education while also
providing leadership in times of crisis.
Page 2
Organizational Structure
Community-Driven Strategic Planning
For many successful organizations, the community's voice drives their operations and charts the course
for their future. A community-driven emergency service organization seeks to gather and utilize the
needs and expectations of its community in the development and/or improvement of the services
provided. A community-driven strategic planning process was used to develop this strategic plan to
ensure that the community remains a focus of our direction.
A strategic plan is a living management tool that provides short-term direction, builds a shared vision,
documents goals and objectives, and optimizes the use of resources. Effective strategic planning
benefits from a consistent and cohesively structured process employed across all levels of the
organization. Planning is a continuous process with no clear beginning and no defined end. While plans
can be developed regularly, it is the process of planning that is important, not the publication of the
plan itself. Most importantly, strategic planning can be an opportunity to unify the management,
employees, and stakeholders
through a shared understanding
of where the organization is going,
how everyone involved can work
to that common purpose, and how
progression and success will be
measured.
Community Stakeholders Work Session
Page 3
The Community–Driven Strategic Planning Process Outline
1. Define the programs provided to the community.
2. Establish the community’s service program priorities and expectations of the organization.
3. Identify any concerns the community may have about the organization and aspects that the
community views positively.
4. Revisit the mission statement, giving careful attention to the current services and programs
which logically can be provided in the future.
5. Revisit the values of the organization’s membership.
6. Identify the internal strengths and weaknesses of the organization.
7. Identify areas of opportunity or potential threats to the organization.
8. Identify the organization’s critical issues and service gaps.
9. Determine strategic initiatives for organizational improvement.
10. Establish a realistic goal and objectives for each initiative.
11. Identify implementation tasks for the accomplishment of each objective.
12. Determine the vision of the future.
13. Develop organizational and community commitment to accomplishing the plan.
Community Stakeholders Work Session
Page 4
Process and Acknowledgements
The Center for Public Safety Excellence (CPSE) acknowledges and thanks the community and agency
stakeholders for their participation and input into this community-driven strategic planning process.
The CPSE also recognizes Fire Chief Mike Stanley and the team of professionals that participated for
their leadership and commitment to this process.
This strategic plan was developed in November 2021, beginning with a meeting hosted by a
representative from the CPSE for community members (as named below). The department identified
community stakeholders to ensure broad representation. The community stakeholders were comprised
of individuals who either reside or work within the Oshkosh Fire Department’s coverage area; some
were recipients of OFD’s service(s).
Oshkosh Fire Department’s Community Stakeholders
• Steve Ahrens • Cheryl Hentz • Angie Lee • John Schorse
• Ken Arneson • Barb Herzog • Matt Mugerauer • Jennifer Skolaski
• Michelle Behnke • Travis Hildebrandt • Brian Nagler • Kathy Snell
• Mark Boettcher • Dani Hoeper • Zach Newton • Mike Stanley
• Molly Butz • Karena Jolin • Kelly Nieforth • Sandy Toland
• Mary Ann Dilling • David Jones • Brian Noe • Bob Vajgrt
• Elliott Garb • Phil Karsnia • Lori Palmeri • Russ Van Gompel
• Fran Garb • Kevin Kloehn • James Rabe • Lara Vendola-Messer
• Doug Gieryn • John Kriz • Beth Roberts • Gretchen Withers
• Brenda Haines • Karen Kryzaniak • Mark Rohloff • Bill Wyman
• Rich Heath • Linda Kutchenriter • Karen Schneider • Mee Yang
• Kathi Hegranes
Community Stakeholders Work Session
Page 5
Community Group Findings
A key element of the Oshkosh Fire Department’s organizational philosophy is having a high level of
commitment to the community and recognizing the importance of community satisfaction. Thus, the
department invited community representatives to provide feedback on services provided by the
department. Respondents were asked to provide a prioritized perspective of the programs and services
provided by the department. Additionally, input was gathered during the meeting that revolved
around community expectations, concerns, and other feedback about the organization. Specific findings
of the community stakeholders are provided in the appendix of this document. The agency stakeholders
utilized the full feedback from the community stakeholders in understanding the current challenges
encountered within the organization. Additionally, the community stakeholders’ feedback provided a
process to ensure alignment with the work completed on the organizational mission, values, vision,
and goals for improvement.
Community Priorities
To best dedicate time, energy, and resources to services most desired by its community, the Oshkosh
Fire Department needs to understand what the customers consider to be their priorities. With that, the
community stakeholders were asked to prioritize the programs offered by the department through a
process of direct comparison. The results were as follows:
Programs Ranking Score
Emergency Medical Services 1 356
Fire Suppression 2 300
Technical Rescue 3 239
Water Rescue 4 214
Emergency Preparedness 5 184
Fire Prevention 6 176
Hazardous Materials Mitigation 7 161
Aviation Rescue and Firefighting 8 125
Public Fire Safety Education 9 117
Fire Investigation 10 63
See Appendix 1 for a complete list of the community findings, including expectations, areas of concern, positive
feedback, and other thoughts and comments.
Page 6
Agency Stakeholder Group Findings
The department stakeholder work sessions were conducted over three days. These sessions served to
discuss the organization’s approach to community-driven strategic planning, focusing on the
department’s mission, values, core programs, and support services. Additionally, focus was given to
the organization’s perceived strengths, weaknesses, opportunities, and threats. The work sessions
involved a stakeholder group that represented a broad cross-section of the department, as named and
pictured below.
Oshkosh Fire Department’s Agency Stakeholders
• Dr. Kerry Ahrens
Medical Director
• Tim Heiman
Training Division Chief
• Dan Mrochek
Battalion Chief
• Greg Stelter
Battalion Chief
• Brian Bending
Assistant Chief
• John Holland
Public Information Officer
• Dave Neuber
Lieutenant
• Mike Stephens
Lieutenant
• Mike Bryan
Captain
• Ryan Homman
EMS Coordinator
• Kevin Putzer
Firefighter/Paramedic
• MJ Van Gompel
Management Analyst
• Kyle Christiansen
Firefighter/Paramedic
• Drew Jaeger
Lieutenant
• Mike Rutter
Battalion Chief
• Kim Wallmuller
Administrative Assistant
• Paul Friday
Firefighter/Paramedic
• Andrew Knoll
EMS Coordinator
• Jason Shikoski
Captain
• Mike Wos
Equipment Operator
• Jim Gentry
Lieutenant
• Bret Krajnik
Equipment Operator
• Matt Sommerfeldt
Firefighter/Paramedic
• John Ziemer
Assistant Chief
• Chuck Hable
EMS Division Chief
• Steven Kraus
Equipment Operator
• Mike Stanley, CFO
Fire Chief
Agency Stakeholders
Page 7
Mission
The mission statement is the purpose for the existence of an organization and empowers department
members. The mission statement should answer these questions:
• Who are we?
• Why do we exist?
• What do we do?
• Why do we do it?
• For whom?
A workgroup met to revisit the existing mission and, after ensuring it answered the questions, the
following mission statement was created, discussed, and accepted by the entire group:
The City of Oshkosh Fire Department is a highly trained team
that adds value to our community by providing a wide range of emergency
services with skill and compassion. We advocate risk reduction through
prevention and education, and we provide leadership in times of crisis.
Values
Values embraced by all members of an organization are extremely
important, as they recognize the features that make up the personality and
culture of the organization. A workgroup met to formally establish and
document values that were agreed upon by the entire group.
The mission and values are the foundation of this organization. Thus,
every effort will be made to keep these current and meaningful to guide
the individuals who make up the Oshkosh Fire Department to accomplish
their goals, objectives, and day-to-day tasks.
OFD
I nte grity
S afety
R espect
E mpathy
S ervice
P rofessionalism
E fficient
Community -focus
T eamwork
Page 8
Programs and Services
To ensure a deeper focus exists in determining issues and gaps within an organization, there must be a
delineation between core programs and support services. Core programs are those deliverables
provided by the department. Supporting services are all the internal and external programs and
services that help the OFD deliver its core programs.
The importance of understanding the difference is
that issues and gaps may exist in core programs
or supporting services. The department’s
strategic approach may bring forth different
considerations for improvement. Additionally,
supporting services may be internal or external to
the organization and requires understanding how
the difference impacts their location within the
analysis of strengths, weaknesses, opportunities,
and threats. Finally, the agency stakeholders must understand that many local, state, and national
services support its delivery of the identified core programs.
Through a facilitated brainstorming session, the agency stakeholders agreed upon the core programs
provided to the community and many of the supporting services that support the programs. This
session provided an understanding of the differences and the important elements of the delineation.
SWOT Analysis
Through a SWOT analysis (strengths, weaknesses,
opportunities, and threats), an organization candidly identifies
its positive and negative attributes. The SWOT analysis also
provides an opportunity to evaluate the operating environment
for areas in which it can capitalize and those that pose a danger.
Agency stakeholders participated in this activity to record
OFD’s strengths and weaknesses and the possible opportunities
and potential threats. Information gathered through this
analysis guides the larger issues and gaps within the agency.
The information gleaned will assist us in finding our broader
critical issues and service gaps.
Appendix 2 consists of the SWOT data and analysis collected by the
agency stakeholders.
Agency Stakeholders Work Session
Agency Stakeholders Work Session
Page 9
Critical Issues and Service Gaps
Following the identification and review of the department’s SWOT, two separate groups of agency
stakeholders met to identify themes as primary critical issues and service gaps (found in Appendix 3).
The stakeholders' critical issues and services gaps provide further guidance toward identifying the
strategic initiatives, which will ultimately lead to the development of goals, objectives, critical tasks,
and timelines.
Agency Stakeholders Work Session
Strategic Initiatives
Based upon all previously captured information and the determination of critical issues and service
gaps, the following strategic initiatives were identified as the foundation for developing goals and
objectives. As part of the community-driven strategic planning process, OFD agency stakeholders also
considered the city’s strategic plan and its goals and objectives. The department understood that its
strategic initiatives should align with the overall strategies set forth by the City of Oshkosh.
Oshkosh Fire Department’s Strategic Initiatives
• Staffing • Recruitment and Retention • Succession Planning
• Technology • Physical Resources • Communications
• Health and Wellness • Training • Accreditation
Page 10
Goals and Objectives
To continuously achieve the mission of the Oshkosh Fire Department, realistic goals and objectives with
timelines for completion must be established. These will enhance strengths, address identified
weaknesses, provide a clear direction, and address the community's concerns. These should become a
focus of the department’s efforts, as they will direct the organization to its desired future while reducing
the obstacles and distractions along the way. As presented, each initiative-based goal correlates with
one or more of the objectives established in the city’s strategic plan.
Leadership-established workgroups should meet and manage progress toward accomplishing these
goals and objectives and adjust timelines as needs and the environment change. Regular reports of
progress and changes should be shared.
GOAL 1 The Oshkosh Fire Department will achieve and maintain effective
staffing to safely serve our community.
City Objective: Provide Well Trained, Effective, and Equipped Public Safety Professionals
City Objective: Recruit, Retain, Engage, and Recognize Employees
Objective 1A Review and analyze processes identified in the most recent staffing study to
determine what additional resources are needed.
Timeframe Assigned to:
Critical Tasks
Form a committee to establish guidelines to conduct the analysis.
Provide resources that are critical to the analysis.
Obtain results of the analysis from the committee so a report of findings can be
completed.
Once completed, disseminate the report of findings.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 11
Objective 1B Conduct an internal needs assessment to determine what additional resources
are needed.
Timeframe Assigned to:
Critical Tasks
Establish parameters to conduct the needs assessment.
Collect data from the end of the most recent study until the present, including but
not limited to operations, prevention, training, and administration that includes data
such as:
o Call volume
o Unit utilization hours and commitment factors
o Staffing coefficients
o Training hours
o Prevention – percentage of inspectable properties completed.
o Community Risk Reduction
o Administrative staff efficiency
Conduct the analysis.
Compare and contrast the results for the two studies to perform a gap analysis.
Develop and deliver a report of findings and recommendations to the leadership
team for further consideration and direction.
Develop recommendations to achieve performance standards.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 1C Create a staffing model based upon the department’s needs assessment and
realign duties and responsibilities with the staffing model.
Timeframe Assigned to:
Critical Tasks
Reconvene the committee to analyze the data from Objectives 1A and 1B.
Develop a staffing model based on data for current and future needs.
Prioritize the identified needs.
Identify processes, procedures, and resources needed to implement the staffing
model that includes but is not limited to:
o Human resources
o Labor/management
o Job descriptions
o Roles and responsibilities.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate
Page 12
Objective 1D Develop and deliver training relative to the identified position needs to ensure
member success in the created model.
Timeframe Assigned to:
Critical Tasks
Reconvene a committee to identify the critical objectives of the new staffing model.
Provide resources to develop training that will encompass the new objectives.
Deliver the new training.
Evaluate the newly developed training to ensure it is meeting the identified
Funding
Estimate
Objective 1E Implement the developed staffing model to ensure effective safety and staffing
is met.
Timeframe 1 month Assigned to:
Critical Tasks
Collaborate with human resources to create a process for filling positions identified
in the created staffing model.
Use current department processes to create applicable hiring and promotional
testing procedures.
Analyze the results of testing procedures to establish a list of eligible candidates to
Funding
Estimate
Objective 1F Evaluate the developed staffing model to ensure effective staffing is
established.
Timeframe 1 year, Ongoing Assigned to:
Critical Tasks
Review the staffing model to ensure it meets the department's needs to effectively
and safely serve our community.
Analyze interventions against data used to determine needs.
Develop and deliver a report of findings and recommendations to the leadership
team for further consideration and direction.
Make adjustments as needed and approved.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 13
GOAL 2 Develop and implement a comprehensive plan to increase employee
recruitment and maximize employee retention.
City Objective: Recruit, Retain, Engage, and Recognize Employees
Objective 2A Collect data to establish workplace desirability.
6 months
Critical Tasks
Convene a committee to develop internal and external surveys.
Reach out to colleges for data rated to workplace desirability.
Benchmark against other fire departments relative to benefits, schedule, wages, etc.
Evaluate existing employee entry requirements.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Conduct the surveys.
Gather the data for future use.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 2B Conduct data analysis to identify gaps in the recruitment and retention process.
3 – 6 months
Critical
Tasks
Review the data from Objective 2A and put it into a usable format.
Evaluate the results to identify and prioritize future initiatives.
Identify any current gaps.
Develop and deliver a report of findings and recommendations to the leadership team
Funding
Estimate
Objective 2C Develop comprehensive recruiting initiatives aimed at increasing the number of
qualified candidates.
Timeframe 12 – 18 months Assigned to:
Critical Tasks
Review all current recruitment initiatives.
Identify additional opportunities.
Prioritize the recruitment opportunities identified.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Amend any existing employment requirements if necessary and as directed.
Develop recruitment materials to support the prioritized initiatives and opportunities.
Develop any new recruitment initiatives as directed.
Implement the new recruitment initiatives.
Analyze the effectiveness and revise if needed.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 14
Objective 2D Develop and implement initiatives to increase retention and employee
engagement.
Timeframe Assigned to:
Critical Tasks
Review the report with employee retention recommendations.
Identify additional employee retention opportunities.
Prioritize the retention opportunities identified.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Develop any new retention initiatives as directed.
Implement the new recruitment initiatives.
Analyze the effectiveness and revise if needed.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 2E Create an evaluation process to determine the success of the programs.
Ongoing
Critical
Tasks
Review the recruitment and retention data to create a baseline.
Review the data annually to compare and identify trends.
Based on review outcomes, create a list of recommended program(s) changes for
consideration.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Take approved changes and make program(s) adjustments.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 15
GOAL 3 Create a standardized outline for career advancement and succession
planning at the OFD for increased leadership engagement.
City Objective: Provide Well Trained, Effective, and Equipped Public Safety Professionals
City Objective: Recruit, Retain, Engage, and Recognize Employees
Objective 3A
Analyze the current OFD promotional process and succession planning to
identify strengths and weaknesses, and develop recommendations for
Timeframe 2 years Assigned to:
Critical Tasks
Compare the OFD processes to other like size and scope departments and determine
the best practices for evaluation.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
As directed, develop processes based on the best practices found in the analysis.
Implement the developed processes.
Funding
Estimate
Objective 3B Redevelop the current employee evaluation process to mirror job descriptions and
department core values.
Timeframe 1 year Assigned to:
Critical Tasks
Evaluate job descriptions to determine currency, accuracy, and core value alignment.
Recommend any determined updates.
Evaluate the current employee review process for strengths and weaknesses.
Research evaluation instruments.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
As directed, design an employee evaluation process and instrument.
Implement the new employee evaluation process and instrument.
Funding
Estimate
Page 16
Objective 3C Eliminate wage compression to encourage employees to promote.
2 years
Critical Tasks
Gather all rank and pay scales used for the department.
Gather rank and pay information from like size and scope departments within the state.
Conduct a comparative analysis.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
As directed, develop recommended methods to eliminate compression between
equipment operator and lieutenant.
Conduct any revisions within the collective bargaining agreement.
Implement the recommended methods to eliminate compression.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 3D Develop a clear and concise career ladder from firefighter to fire chief.
Timeframe 6 months Assigned to:
Critical Tasks
Evaluate and update job descriptions to ensure currency.
Develop an updated organizational chart.
Research police and fire commission rules for promotion.
Evaluate, update, and publish desired standards and qualifications for rank
Funding
Estimate
Objective 3E Develop a mentorship program for all positions.
12 months
Critical Tasks
Develop position task books based on job descriptions.
Determine the desired qualifications for mentor candidates.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Design and publish a departmental mentorship policy.
Funding
Estimate
Page 17
Objective 3F Examine opportunities for company officers to maintain their paramedic license
to increase interest in career advancement.
Timeframe Assigned to:
Critical Tasks
Develop proposed options for conditions of voluntarily maintaining paramedic
licensing for officers.
Examine costs associated with suggested changes.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
As directed, implement change in the collective bargaining agreement.
Implement changes to the policy.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 3G Develop evaluative measure of goal completion for career advancement
initiatives and succession plan.
Timeframe 24 months Assigned to:
Critical Tasks
Establish all relevant policies and SOGs.
Examine if changes have occurred in the collective bargaining agreements.
Develop, utilize, and analyze a survey of OFD personnel to determine if goals
Funding
Estimate
Page 18
GOAL 4 Evaluate available technology to determine capabilities and abilities for
growth to improve efficiency.
City Objective: Update and Maintain Our Technology
Objective 4A Identify capabilities of current software utilized in the department.
2 months
Critical Tasks
Schedule meetings with software vendors to fully understand the capabilities of their
software, including but not limited to: Image Trend, Aladtec, Vector Solutions,
Pulsara, Active 911, Premier 1 MDC software, Dragon Dictation, MSA breathing
apparatus.
Evaluate how the department uses each software in relation to the potential
capabilities
Develop and deliver a report of findings to the leadership team for further
Funding
Estimate
Objective 4B Identify capabilities of current hardware utilized in the department.
1 month
Critical Tasks
Meet with information technology personnel to discuss full capabilities of hardware
used in the department to include but not limited to:
o Desktop computers
o Laptop computers
o MDCs
o Tablets
o Smartphones
Evaluate how the department uses each in relation to the possible use of each
software.
Develop and deliver a report of findings to the leadership team for further
Funding
Estimate
Page 19
Objective 4C Conduct a needs assessment to determine what areas software and hardware will
be utilized.
Timeframe Assigned to:
Critical Tasks
Create a committee to conduct the needs assessment.
Assign specific software programs to groups within the committee.
Assign specific software tasks to groups within the committee.
Query outside agencies to determine their usage and satisfaction with their software
packages.
Use results from Objectives 4A and 4B to determine the best software programs and
hardware to fulfill the department’s needs.
Develop and deliver a report of findings to the leadership team for further
Funding
Estimate
Objective 4D Collect data, capabilities, and needs to perform a gap analysis.
6 months
Critical Tasks
Determine current software and hardware efficiencies.
Determine if other unowned software and hardware might accomplish similar or
multiple tasks more efficiently.
Identify desired outcomes not currently obtainable from current software packages.
Conduct the gap analysis.
Develop and deliver a report of findings to the leadership team for further
Funding
Estimate
Objective 4E Examine current and available hardware and software to meet needs identified
in gap analysis.
Timeframe Assigned to:
Critical Tasks
Meet with groups in the committee.
Utilize all reports of findings and recommendations or guidance by the leadership
team to determine what software and hardware are needed.
Perform cost, benefit, time, and feasibility analyses to determine the
integration.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 20
Objective 4F As directed, procure the software and hardware options.
12 – 24 months
Critical Tasks
Solicit bids or quotes for desired software and hardware packages in conjunction
with purchasing and information technology.
Work with the fire chief to include desired changes in the operational budget in
conjunction with purchasing and information technology.
Procure necessary software and hardware in conjunction with purchasing and
information technology.
Liaison with information technology and vendors to configure the new products for
Funding
Estimate
Objective 4G Train personnel on new or enhanced software and hardware.
3 months
Critical Tasks
Determine what required training program(s) from vendor(s) exist and are
appropriate for the department personnel.
Conduct a train-the-trainer program for better success of departmental training.
Develop guidelines and policies for the integration and implementation of new
programs.
Schedule the department for software and hardware training.
Conduct the departmental training and collect feedback for potential training
Funding
Estimate
Objective 4H Evaluate the combined and new technology integration to determine if the needs
identified in the gap analysis are met.
Timeframe Assigned to:
Critical Tasks
Develop a survey tool to collect information.
Determine lessons learned and if any issues exist.
Identify a list of priorities based on the feedback.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Formally assign an SME as approved.
Conduct the ongoing evaluation.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 21
GOAL 5
Develop a fiscally responsible plan to manage, maintain, and replace
capital assets in compliance with established laws, regulations, and best
City Objective: Improve Our City Facilities
City Objective: Update and Improve our City Equipment
Objective 5A Develop an accurate inventory of fire department equipment to include age,
condition, quantity, and location, utilizing a records management system.
Timeframe Assigned to:
Critical Tasks
Set up Vector Solutions to accept inventory data, including purchase date, cost,
condition, and anticipated replacement date.
Training division personnel to complete a physical inventory, including barcode
labeling and apparatus assignment/location.
Enter data into Vector Solutions.
Educate personnel in maintaining an up-to-date database.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 5B Identify and compile regulations and best practices to manage, maintain, and
replace equipment.
Timeframe Assigned to:
Critical Tasks
Review owner’s manuals to identify recommended maintenance schedules.
Audit NFPA standards to identify applicable maintenances and replacement
schedules.
Apply information to develop an SOG/SOP.
Develop and deliver a report of findings and recommendations to the leadership
team for further consideration and direction.
Remove equipment not meeting standards.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 22
Objective 5C Establish a preventative maintenance program and replacement schedule for
equipment.
Timeframe Assigned to:
Critical Tasks
In collaboration with Central Garage, schedule preventative maintenance in Vector
Solutions.
Ensure maintenance tracking/work order progress is being captured in Vector
Solutions.
Develop an economic lifecycle analysis to determine breakover point between repair
and replacement.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate
Objective 5D Develop a preventative maintenance program to reduce out-of-service time
caused by minor repairs.
Timeframe 12 months Assigned to:
Critical Tasks
Work with Central Garage to identify minor maintenance/preventative maintenance
issues appropriate for in-house completion.
Develop an SOG and training program for in-house maintenance.
Identify the proper tools, equipment, and inventory needed to complete in-house
maintenance.
Purchase all identified items.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 5E Create a replacement schedule for staff and utility vehicles.
3 months
Critical Tasks
Inventory staff and utility vehicles, recording date of purchase, mileage, condition, and
assigned use.
Perform a needs assessment to ensure assigned use is appropriate for each vehicle.
Use life cycle analysis to determine breakover point between repair and replacement.
Develop a preventative maintenance schedule for staff and utility vehicles in Vector
Funding
Estimate
Page 23
Objective 5F Reduce out-of-service time of fire companies secondary to changeover from
primary to reserve apparatus.
Timeframe Assigned to:
Critical Tasks
Inventory spare apparatus to determine equipment needs.
Purchase equipment needed to make spare apparatus as “response ready” as
possible.
Create a standard changeover list.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 5G Work with Winnebago County to establish a replacement plan for ARFF station.
16 months
Critical Tasks
Schedule a meeting with county and city stakeholders to discuss needs assessment
and develop a replacement timeline.
Present details from station study to stakeholder group.
Develop budget and proposal for submission to county CIP.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 5H
Conduct a station location assessment to ensure response time goals are met.
Develop a plan for the replacement, renovation, and maintenance of fire
24 months
Critical Tasks
Develop a prioritized list for station renovations to be completed with the current CIP.
Complete a CRA/SOC to determine station location.
Implement a station inspection program to identify continued maintenance and
housekeeping.
Develop an appropriate budget for station captains to complete repairs/maintenance.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 24
GOAL 6 The Oshkosh Fire Department will establish and maintain
communications to have a well-informed department and community.
City Objective: Improve Our Internal and External Communications
Objective 6A Identify pathways and processes of internal and external communications to
determine the current scope of use.
Timeframe Assigned to:
Critical Tasks
Create a committee of internal and external stakeholders to successfully identify
pathways and processes of internal and external communications to determine the
current scope of use.
Convene committee to successfully identify pathways and processes of internal and
external communications to determine the current scope of use.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Funding
Estimate
Objective 6B Determine the effectiveness of identified pathways and internal and external
communications processes to establish a baseline for comparison.
Timeframe 1 month Assigned to:
Critical Tasks
Create a committee to successfully determine the effectiveness of identified pathways
and internal and external communications processes to establish a baseline for
comparison.
Establish a list of internal and external stakeholders affected by OFD communications.
Identify processes, framework, and resources needed to successfully determine the
effectiveness of identified pathways and internal and external communications
processes to establish a baseline for comparison.
Gather identified resources and data needed through recognized processes and
framework from sources including stakeholders and other distinguished sources.
Develop and deliver a report of findings and recommendations to the leadership team
Funding
Estimate
Capital Costs:
Personnel Costs: Contract Services Costs:
Page 25
Objective 6C Compare the results, pathways, and processes against their effectiveness to
determine improvement needs.
Timeframe Assigned to:
Critical Tasks
Create a committee to compare the reports of identified results, pathways, and
processes against their determined effectiveness to ascertain improvement needs.
Establish a methodology to determine needs to improve internal and external
communication.
Apply methodology to determine the need to improve internal and external
communication.
Analyze the results and determine communication needs to improve internal and
external communications.
Develop and deliver a report of findings and recommendations to the leadership team
Funding
Estimate
Objective 6D Prioritize identified needs to plan processes and procedures to improve internal
and external communications.
Timeframe Assigned to:
Critical
Tasks
Create a committee to review the OFD communication needs assessment report and
prioritize findings according to our goal to establish and maintain communications to
have a well-informed department and community.
Establish a methodology to determine the priority of needs to improve internal and
external communications.
Apply the methodology to determine the priority of needs to improve internal and
external communications.
Analyze the results and determine the priority of communication needs to improve
department and community information.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Funding
Estimate
Page 26
Objective 6E Plan to implement identified processes, procedures, and actions needed to
determine resources required to enhance internal and external communication.
Timeframe Assigned to:
Critical Tasks
Create a committee to identify the resources required to implement the identified
processes, procedures, and actions needed to enhance internal and external
communication.
Identify resources needed to support identified actions to improve communications
to include, but not limited to, logistical resources, technological resources,
administrative, and human capital.
Create a procurement plan for resources to support identified actions to improve
communications.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate
Objective 6F Implement identified processes, procedures, and actions required for successful
communications.
Timeframe Assigned to:
Critical Tasks
Update and create policies and procedures required before implementation following
current department processes.
Test policies and procedures before full-scale implementation and/or rollout.
Make any policy and procedure changes as identified in testing.
Determine next steps to implementation (retest vs. training).
Create training curriculum and deliver.
Rollout.
Funding
Estimate
Objective 6G
Evaluate enacted processes, procedures, and actions by repeating processes used
to determine needs to continuously work to improve communications of the
1 month
Critical Tasks
Review process that identified needs.
Review actions implemented to address identified needs.
Determine success by comparing identified needs against actions implemented.
Adjust as needed by identifying and implementing additional actions needed for
success.
Funding
Estimate
Page 27
GOAL 7 Improve the current and life-long wellness of department employees to
ensure long-term, higher quality of life.
City Objective: Provide Well Trained, Effective, and Equipped Public Safety Professionals
City Objective: Recruit, Retain, Engage, and Recognize Employees
Objective 7A Identify the current funding mechanisms for the systems and processes already
in place for personnel health and wellness.
Timeframe 3 – 6 months Assigned to:
Critical Tasks
Analyze all current health and wellness programs for cost and efficacy.
Research all potential funding sources such as budget allocations, grants, and city
provisions.
Develop and deliver a report of findings and recommendations to the leadership team
Funding
Estimate
Objective 7B Acquire baselines of all department members of current health and quality of
life.
Timeframe Assigned to:
Critical Tasks
Analyze the occurrences of sick leave usage for three years to establish an average.
Create a “culture survey” to determine the mental and physical grade of wellness for
each person.
Conduct the survey.
Conduct a baseline annual fitness test.
Access (blinded) workers’ compensation claims from the city’s safety and risk
manager to determine the average claims and severity of injuries.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate
Objective 7C Develop a plan to provide annual industry “best practice” physicals and
screening to all departmental members.
Timeframe 24 months Assigned to:
Critical Tasks
Research current best practices from all practical, industry-based sources.
Research providers to obtain quotes/bids for services.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Select the determined provider(s).
Incentivize, through policy, the completion of the physicals with HIPAA assurances
Funding
Estimate
Page 28
Objective 7D Provide and enhance awareness of mental health resources.
4 months
Critical Tasks
Continue to support CAPS and EAP.
Research additional funding sources and available programs to support the mental
health of department members.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
As directed, use the department’s information dissemination processes to create initial
Funding
Estimate
Objective 7E Incentivize achieving and maintaining physical fitness to build upon current
participation levels.
Timeframe 24 months Assigned to:
Critical Tasks
Assess current levels of member fitness participation through a survey.
Research department fitness incentive programs from like size and scope
departments.
Develop a cost analysis and recommendation for the department’s fitness program.
Develop and deliver a report of findings and recommendations to the leadership
team for further consideration and direction.
Create incentive options for department consideration.
Use the department’s budget and bargaining processes to seek approval for the
incentive program implementation.
Implement the program as approved.
Monitor the program for an additional revision.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 7F Create a cost analysis for fitness initiatives and equipment and their
sustainability.
Timeframe Assigned to:
Critical Tasks
Transition from member oversight to department oversight.
Research funding options such as community grants.
Obtain an inventory of each station’s fitness equipment.
Develop a maintenance and replacement schedule for current equipment.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction relative to new station design and equipment
Funding
Estimate
Page 29
Objective 7G Assess the cost and feasibility of facility improvements to enhance health and
wellness.
Timeframe Assigned to:
Critical Tasks
Research current recommended design practices.
Assess the current station design element.
Determine the costs to upgrade existing buildings.
Develop a prioritized list of proposed changes.
Follow the recommendations of the station study in a timely manner.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate
Objective 7H Build and implement an evaluation method for current and retired department
members to report work-related physical and mental health outcomes.
Timeframe 6 months, Ongoing Assigned to:
Critical Tasks
Research options for community or department sources to expertise in survey design.
Design an evaluation instrument.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Educate all applicable department members about the use of the evaluation
instrument.
Conduct the evaluation.
Capture and analyze the data.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Funding
Estimate
Page 30
GOAL 8 Provide a comprehensive, standards-based training program to support
and enhance the knowledge, skills, and abilities of OFD members.
City Objective: Provide Well Trained, Effective, and Equipped Public Safety Professionals
Objective 8A Complete an audit of industry standards to identify required training topics
and hours.
Timeframe Assigned to:
Critical Tasks
Review NFPA, SPS 330 annually to determine training topics and hours.
Review FAA Part 139 and ISO annually to determine training topics and hours.
Review DHS and AHA annually to determine training topics and hours.
Review OSHA and DOT standards annually to determine training topics and hours.
Develop and deliver a report of findings and recommendations to the leadership
team for further consideration and direction.
Develop a schedule and curriculum based on the findings
Funding
Estimate
Objective 8B Complete an internal audit of OFD training standards, and compare it with
Industry standards audit to identify gaps.
Timeframe 3 months Assigned to:
Critical Tasks
Assign internal audit to the OFD Training Division.
Determine the parameters for the audit.
Conduct the internal audit.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate Personnel Costs: Contract Services Costs:
Objective 8C Develop a process to identify and utilize internal and external Subject Matter
Experts to conduct training.
Timeframe Assigned to:
Critical Tasks
Define what certifications, experience, or qualifications are required to be an SME.
Identify opportunities where the use of an SME will enhance the training curriculum.
Determine financial obligations in the use of SMEs.
Utilize SMEs in training in accordance with developed plan/SOP.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 31
Objective 8D Identify logistical and financial barriers to the development of efficient
training opportunities.
Timeframe Assigned to:
Critical Tasks
Review training records to identify potential gaps.
Explore ways in which a shift in the staffing model may improve the availability of
units.
Develop and deliver a report of findings and recommendations to the leadership
team for further consideration and direction.
Develop a budget to accommodate offline training for specialized subjects such as
Funding
Estimate
Objective 8E Identify logistical barriers to conducting multi-company training operations.
Timeframe 12 months Assigned to:
Critical Tasks
Review current staffing model to find ways to improve unit availability for training.
Explore cooperative agreements with surrounding agencies.
Explore financial input of hiring additional units for multi-company training.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate
Objective 8F Identify opportunities for shared services with surrounding communities to
provide instruction or coverage.
Timeframe Assigned to:
Critical Tasks
Meet with surrounding agencies to identify common barriers to conducting training
or providing coverage.
Secure funding for a shared services study.
Identify a cooperative agreement that is mutually beneficial.
Develop and deliver a report of findings and recommendations to the leadership
Funding
Estimate
Page 32
Objective 8G Develop an accurate training report to identify gaps secondary to staffing levels
and call volume.
Timeframe Assigned to:
Critical Tasks
Perform workload analysis to determine the optimal method to deliver training.
Review instances where Fire/EMS units have missed scheduled department training
due to incidents.
Reinforce the importance of accurately documenting training and activities which can
be included in training.
Run staffing, call volume, and training data from the previous two years to identify
reliability correlation.
Develop and deliver a report of findings and recommendations to the leadership team
Funding
Estimate
Objective 8H
Review and edit SOPs/SOGs to ensure they are relevant and consistent with the
current training curriculum and operational practices. Create an easily
24 months
Critical Tasks
Utilize current template when updating and developing SOPs/SOGs.
Perform a committee review of all SOP/SOG to ensure they are relevant and
consistent with current best practices, laws, and regulations.
Conduct review on a defined schedule.
Compile SOPs/SOGs in a central database with searchable tags.
Make any necessary edits to SOGs/SOPs in accordance with OFD/city policy, CBAs,
Funding
Estimate
Objective 8I Conduct annual evaluation of standards compliance as established in 8A.
1 month
Critical Tasks
Conduct an annual review of training records and materials to determine compliance
with the standards in 8A.
Develop and deliver a report of findings and recommendations to the leadership team
for further consideration and direction.
Modify training schedules and/or curriculums to resolve any gaps found.
Funding
Estimate
Page 33
GOAL 9 Prepare for, pursue, achieve, and maintain international accreditation to
better serve our community and embrace excellence.
City Objective: Enhance Community Trust in Public Safety
City Objective: Implement Strategies and Solutions for Community Risk Reduction
City Objective: Improve our Performance and Outcome Measures including Benchmarks
Objective 9A Form team or committee structures with management components as needed to
pursue and maintain accreditation.
Timeframe Assigned to:
Critical Tasks
Identify the needed team or committee structure(s) for the various components of the
accreditation process.
Create the management oversight positions to lead the teams or committees and the
process overall.
Establish team or committee member criteria.
Determine the composition of the teams or committees.
Solicit participation to meet the composition of the teams or committees.
Develop and complete the work group selection process.
Provide the needed educational components available through the Commission on Fire
Accreditation International to ensure the relevant members have the needed training.
Guide the established team or committee to construct a work plan and associated
Funding
Estimate
Objective 9B Develop a community-driven strategic plan.
3 months and on-going
Critical Tasks
Hold an external stakeholder meeting where community members provide feedback
on program priorities, service expectations, concerns, and strengths perceived about
the department or agency.
Provide agency stakeholder work sessions to evaluate (and update if necessary) the
mission, vision, and values; determine internal strengths and weaknesses, external
opportunities, and threats.
Identify any critical issues and service gaps that exist. Determine specific strategic
initiatives around the uncovered gaps.
Develop goals, objectives, critical tasks, and appropriate timelines, including
measurability levels, to achieve improvement over five years.
Create a department or agency vision statement from the developed strategic plan.
Publish and distribute the formal strategic plan to stakeholders, including the
Funding
Estimate
Page 34
Objective 9C Implement the community-driven strategic plan.
3 months, on-going
Critical Tasks
Create a strategic planning subcommittee to review the draft strategic plan.
Provide internal stakeholder work sessions to evaluate (and update if necessary) the
draft mission, vision, and values; finalize internal strengths and weaknesses, external
opportunities, and threats; establish critical issues and service gaps.
Evaluate goals and objectives within the draft plan and further define objectives and
critical tasks as needed to ensure clarity with each goal.
Determine a work plan to accomplish each goal and implement the plan.
Continuously evaluate and revise the objectives and tasking as implementation
occurs within the plan.
Report annual plan progress to community and agency stakeholders.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Objective 9D Conduct a comprehensive community hazards and risk assessment and
document findings to develop standards of cover.
Timeframe Assigned to:
Critical Tasks
Gather and consider geophysical characteristics data of the jurisdictional
responsibilities.
Gather and evaluate population, population demographics, area economics, and
socioeconomic data of the jurisdiction.
Gather and consider physical asset development, service, and transportation
infrastructure types in the jurisdiction.
Describe the department’s programs, services, core deliverables, human and physical
resources to establish baseline information.
Determine an appropriate methodology for dividing the area of responsibility into
geographical planning zones.
Build a methodology that identifies, assesses, classifies, and categorizes risk in the
jurisdiction’s response areas.
Document the information collected and the results of the applied methodologies in
Funding
Estimate
Page 35
Objective 9E
Develop standards of cover based on community hazards and risk assessment
results and combine results to complete the community risk and standards of
3 - 6 months
Critical Tasks
Evaluate historical jurisdictional emergency response performance and coverage to
produce baseline data.
Establish benchmark and baseline emergency response service level and performance
objectives.
Develop methodologies and policies for qualifying and validating data sets.
Conduct a gap analysis of performance across classes, categories of risk in each of the
established planning zones to illuminate opportunities for improvement.
Build a compliance methodology for monitoring, evaluating, and reporting the
performance of the delivery system.
Utilize the overall system performance data to create short- and long-term plans for
maintaining and improving the system’s response capabilities.
Combine and publish the community risk assessment and standards of cover study
information, performance data, established objectives, and gap analysis results and
Maintain and annually update the community risk assessment-standards of cover
document.
Present the CRA/SOC study results as updated annually to the authority having
Funding
Estimate
Objective 9F Achieve agency accreditation by the CFAI.
Timeframe 4 months Assigned to:
Critical Tasks
Apply for “Candidate Agency” status with the CFAI.
Prepare for CFAI peer assessment team visit.
Upload strategic plan, community risk assessment-standards of cover, and self-
assessment documentation for review and comment by CFAI peer assessment team.
Host the CFAI peer assessment team site visit for accreditation review.
Receive the CFAI peer assessment team recommendation to CFAI for Accredited
status.
Review the peer assessment team’s recommendations to determine applicability to
agency processes or systems to determine the scope of the annual compliance report
process.
Receive vote during the CFAI hearings in favor of accredited status.
Funding
Estimate
Capital Costs:
Personnel Costs:
Consumable Costs:
Contract Services Costs:
Page 36
Objective 9G Maintain accreditation with the CFAI.
Ongoing
Critical Tasks
Continue to collect and evaluate all relevant data to determine continuous
improvement opportunities.
Submit initial required annual compliance reports.
Participate in as many offerings from CPSE as possible for continued education.
Participate in the accreditation process by providing “peer assessors” for external
department review and identification of possible best practices.
Participate in the annual CPSE Excellence Conference for continued education and
networking with other accreditation teams and accredited agencies.
Submit annual compliance reports as required by CFAI policies.
Establish succession development of internal accreditation team in preparation for
Funding
Estimate
Page 37
Vision
On the final day of the process, the CPSE presented a strategic plan
vision of where the organization will be in the future if the strategic
plan is accomplished. This is not to override the department’s
global vision but rather to confirm the futurity of the work that the
agency stakeholders designed. This vision is intended as a target of
excellence to strive toward and provides a basis for its goals and
objectives.
The Oshkosh Fire Department’s 2027 vision is to be known as an
internationally accredited agency that supports the pursuit of a safe and
vibrant community.
This will be accomplished by honoring our history and those we serve by
investing in our greatest asset, our members. We will strive to recruit and
retain an efficient, trained, diverse, and healthy workforce while
understanding that we must always plan for the future. Enhanced
management of physical resources and greater use of technology will
deliver efficacies so that we can continue to be there for those who live,
work, and play in Oshkosh. As a progressive department, we will assemble
and apply communication processes that deliver contemporary,
transparent, and beneficial value to our members and ever-changing
community.
We will be an initiative-focused department responsible for building a
collaborative environment of excellence and service through individual
and organizational accountability to deliver our mission, live our values,
and make this vision a reality.
“Vision is knowing who you are,
where you’re going, and what
will guide your journey.”
Ken Blanchard
Page 38
Performance Measurement
To assess and ensure that an organization is
delivering on the promises made in its strategic
plan, leaders must determine performance
measures for which they are fully accountable. As
output measurement can be challenging, the
organization must focus on assessing progress
toward achieving improved output.
Organizations must further be prepared to revisit
and revise their goals, objectives, and
performance measures to keep up with
accomplishments and environmental changes.
Performance measurement data will be implemented and integrated as part of the plan to establish that
the department's strategic plan is achieving results. An integrated process, known as “Managing for
Results,” will be utilized, which is based upon:
• The identification of strategic goals and objectives;
• The determination of resources necessary to achieve them;
• The analyzing and evaluation of performance data; and
• The use of that data to drive continuous improvement in the organization.
A “family of measures” typically utilized to indicate and measure performance includes:
• Inputs - Value of resource used to produce an output.
• Outputs – Quantifiable units produced which are activity-oriented and measurable.
• Efficiency - Inputs used per output (or outputs per input).
• Service Quality - The degree to which customers are satisfied with a program or how accurately
or timely a service is provided.
• Outcome - Qualitative consequences associated with a program/service, i.e., the ultimate benefit
to the customer. Focused on the “why” of providing a service.
• If you don’t measure the results of your plan, you
can’t tell success from failure.
• If you can’t see success, you can’t reward it.
• If you can’t reward success, you’re probably
rewarding failure.
• If you can’t see success, you can’t learn from it.
• If you can’t recognize failure, you can’t correct it.
• If you can demonstrate results, you can win
public support.
Reinventing Government
Page 39
The Success of the Strategic Plan
The department has approached its desire to develop and implement a strategic plan by asking for and
receiving input from the community and organization members during the development stage of the
planning process. To assist in developing this plan, the department used professional guidance to
conduct a community-driven strategic planning process. The success of this strategic plan will not
depend upon the implementation of goals and related objectives but on support received from the
authority having jurisdiction, the members of the organization, and the community-at-large.
Provided the community-driven strategic planning process is kept dynamic and supported by effective
leadership and active participation, it will be a considerable opportunity to unify department and
community stakeholders. This can be accomplished through a jointly developed understanding of
organizational direction, focusing on all vested parties working to achieve the mission, goals, and
vision. Further consideration must be made on how the organization will measure and be accountable
for its progress and successes.
Page 40
Glossary of Terms, Acronyms, and Initialisms
Accreditation A process by which an association or agency evaluates and recognizes a program
of study or an institution as meeting certain predetermined standards or
qualifications. It applies only to institutions or agencies and their programs of
study or their services. Accreditation ensures a basic level of quality in the
services received from an agency.
ADRC Aging and Disability Resource Center of Winnebago County
AED Automatic External Defibrillator
AFFF Aqueous Film Forming Foam
ARFF Aviation Rescue and Firefighting
CERT Community Emergency Response Team
CFAI Commission on Fire Accreditation International
CIP Capital Improvement Plan
CPR Cardiopulmonary Resuscitation
CPSE Center for Public Safety Excellence
Customer(s) The person or group who establishes the requirement of a process and receives
or uses the outputs of that process; or the person or entity directly served by the
department or agency.
DEI Diversity, Equity, and Inclusion
DNR Do Not Resuscitate
EAP Employee Assistance Program
Efficiency A performance indication where inputs are measured per unit of output (or vice
versa).
EMD Emergency Medical Dispatch
EMS Emergency Medical Services
EMT Emergency Medical Technician
Environment Circumstances and conditions that interact with and affect an organization.
These can include economic, political, cultural, and physical conditions inside or
outside the organization's boundaries.
EOC Emergency Operations Center
FVTC Fox Valley Technical College
Page 41
GIS Geographic Information System
HVAC Heating, Ventilation, and Air Conditioning
Input A performance indication where the value of resources is used to produce an
output.
ISO Insurance Services Office
MABAS Mutual Aid Box Alarm System
MDA Muscular Dystrophy Association
MDC Mobile Data Computer
Mission An enduring statement of purpose; the organization's reason for existence.
Describes what the organization does, for whom it does it, and how.
NFPA National Fire Protection Association
NIOSH National Institute for Occupational Safety and Health
OPD Oshkosh Police Department
OSHA Occupational Safety and Health Administration
Outcome A performance indication where qualitative consequences are associated with a
program/service, i.e., the ultimate benefit to the customer.
Output A performance indication where a quality or number of units produced is
identified.
PFAS Perfluoroalkyl and Polyfluoroalkyl Substances
PPE Personal Protective Equipment
SCBA Self-Contained Breathing Apparatus
SME Subject Matter Expert
SOG Standard Operating Guideline
SOP Standard Operating Procedure
Stakeholder Any person, group, or organization that can place a claim on, or influence the
organization's resources or outputs, is affected by those outputs, or has an
interest in or expectation of the organization.
Strategic Goal A broad target that defines how the agency will carry out its mission over a
specific period. An aim. The final result of an action. Something to accomplish
in assisting the agency in moving forward.
Strategic Objective A specific, measurable accomplishment required to realize the successful
completion of a strategic goal.
Page 42
Strategic Plan A long-range planning document that defines the agency's mission and broadly
identifies how it will be accomplished and that provides the framework for more
detailed annual and operational plans.
Strategic Planning The continuous and systematic process whereby guiding members of an
organization make decisions about its future, develop procedures and operations
to achieve that future, and determine how success is measured.
Strategy A description of how a strategic objective will be achieved. A possibility. A plan
or methodology for achieving a goal.
SWOT Strengths, Weaknesses, Opportunities, and Threats
UWO University of Wisconsin Oshkosh
Vision An idealized view of a desirable and potentially achievable future state - where
or what an organization would like to be in the future.
VNA Visiting Nurse Association
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Appendix 1 – Community Comments
Community Expectations
Understanding what the community expects of its fire service organization is critically important to
developing a long-range perspective. With this knowledge, internal emphasis may need to be changed
or bolstered to fulfill the community's needs.
Respondents were asked to list, in priority order, up to five subjects relative to their expectations for
the Oshkosh Fire Department. Responses were then analyzed for themes and weighted. The weighting
of the prioritized responses was as follows: if it was the respondent’s first entry, it received five
weighted points. Weighting gradually decreased so that if it was the respondent’s fifth entry, it received
one weighted point. The weighted themes were sorted from the highest cumulative weight to the lowest
cumulative weight and listed below. The numbers in the parentheses are the cumulative weighted
value that correlated with the theme identified. While the themes are listed in prioritized, weighted
order, all responses were important in the planning process. The following are the expectation
responses of the community stakeholders (in priority order):
1. Quick response times to emergencies. Quick and adequate response to calls. Response times to calls.
Arrive to scene in a timely fashion. Rapid response to fire. Response < 5 minutes maximum, 2
minutes ideally. (104)
2. Properly trained staff. Well-trained emergency responders. Competent staff responding to calls.
Trained and competent personnel. Adequate training for rendering first aid to fire injuries. (75)
3. Safe and efficient response. Efficient fire suppression. Being responsive to community needs. Serve
our community. Respond to emergencies. Be available for consult/direction during business hours.
Use of staff time efficiently. (45)
4. Visible fire safety education. Public safety education. Education to the community. General
information on safety. Community education on risks and risk management. Educate community
on safety issues. Educators' ability to educate community members to decrease calls. (37)
5. Emergency preparedness. Public/community safety. Prepare the greater Oshkosh community to
respond to next threats-emergent issues. Engage in and support emergent needs of the community
upstream, those things that lead to response incidents. (34)
6. To be able to get new updated equipment. Equipment to respond adequately. Operable equipment.
Appropriate amount of equipment and personnel. (26)
7. To give more fire prevention programs. Fire prevention. Being proactive in fire safety with the
community. In general, community issues prevention (data from EMS, etc.). When not responding,
be working on prevention. Community initiatives -prevention opportunities and awareness.
working to mitigate the risk in the community. (25)
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8. Having a caring staff. Kind and compassionate care of people. Response in a way that is respectful.
Courteous and friendly staff. (22)
9. Competent medical services. Serve EMS issues. Emergency medical services. (20)
10. Partnerships with community organizations. Partner to provide ambulance services. Partnerships
with smaller local municipalities Partner with key stakeholder audience to prevent consequences.
Work with the sheriff's department and other law enforcement agencies to handle all calls. Assist
other local volunteer departments. (20)
11. To serve the community as well or better. Being community-minded or oriented. Participate in
community events. Community involvement, continuing to stay involved. Engaged and invested
in the community. (19)
12. Prevent and address fires. Fire suppression support to entire community and surrounding areas.
Put out fires. (13)
13. Willingness to continually improve processes and procedures. Always learning/working for ways
to improve processes. Assisting in identifying ways to improve organizations. Commitment of
leadership to high performance. Always be invested in improvement. (13)
14. To be able to get new firefighters. Hiring the most qualified individuals from a diverse backgrounds
to reflect the changing face of the community. Reflect the growing diversity of our community
through recruitment and engagement. (12)
15. Professional - following proper procedures, responsible. Be professional and knowledgeable.
Engage the public in a professional manner. Honest/integrity (serve from the heart). (12)
16. Transparency in budget. Solid financial planning, CIP projects. Be fiscally responsible. Cost-
effective. (12)
17. Protect firefighters' health and well-being by investing in training and health protection measures
for who serves on the department. Public safety of the men and women. (8)
18. Transparency in data. Provide information to the community about what you do. Accurate data
analysis. (8)
19. Adequate staffing needs to serve the community. Staff capacity needed. (8)
20. Equity in services. Treat people with dignity and respect. (6)
21. Continued improvement or maintaining the ISO Class 1 score, this one really levels out all the
different areas. (5)
22. Fire investigation. (4)
23. To get increases in pay. (3)
24. Having the public's trust. (2)
25. Maintaining resources. (1)
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26. Quality facilities for staff. (1)
27. Water rescue, given all of our waterways. (1)
28. Diversity training. (1)
29. Work with staff to solve issues. (1)
30. Great communication among staff, crews, stations, etc. (1)
Areas of Community Concern
The planning process would be incomplete without an expression from the community stakeholders
regarding concerns about the organization. Some areas of concern may be a weakness within the
delivery system, while some weaknesses may also be misperceptions based upon a lack of information,
understanding, or incorrect information.
Respondents were asked to list, in priority order, up to five concerns they have about or for the
department. Responses were then analyzed for themes and weighted. The weighting of the prioritized
concerns was as follows: if it was the respondent’s first entry, it received five weighted points.
Weighting gradually decreased so that if it was the respondent’s fifth entry, it received one weighted
point. The weighted themes were sorted from the highest cumulative weight to the lowest cumulative
weight and listed below. The numbers in the parentheses are the cumulative weighted value that
correlated with the theme identified. While the themes are listed in prioritized, weighted order, all
responses were important in the planning process. The following are the concerns of the community
stakeholders prioritized and weighted accordingly (verbatim, in priority order):
1. Proper staffing. Sufficient staffing. Education of the force/staff. Not having enough resources,
staffing and time. Future staffing shortages. Personnel numbers and salaries appropriate. Staff is
stretched thin. Not enough staff. (73)
2. Recruitment and retention of qualified workforce. Hard to get people to apply for the job.
Recruitment and retention of firefighters to serve the community due to the labor shortage.
Turnover? The shifts finding frontline workers make it more difficult to recruit in some
departments. ability to attract good community-minded talent. (58)
3. Fees associated with getting help. Lack of resources/financial constraints. Sufficient budgets. The
budget for equipment may be low for scheduled replacement. Not having enough funding from
city budgets to keep equipment/vehicles/gear up to date. Ability to continue operations due to lack
of funding. Increasing costs and associated budget constraints. (52)
4. Well-trained fire safety staff. Not enough training to deal with issues outside of typical job.
Continuing education and training. Appropriate training time is available to keep staff current.
Development of future leaders. (43)
5. Operate with consistent equipment and technology. Caliber of their equipment. Difficulty in getting
equipment with today's shortages. Is equipment up to date/reliable/sufficient? (33)
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6. Not spending enough time on prevention of issues that increase burnout of staff. Mental health of
their team. Burnout. Burnout and health overall. (22)
7. Personnel safety. Well-being of staff (mental and physical) to deal with and respond to calls. (19)
8. Appropriately visible in the community. Lack of community engagement/knowledge and trust.
Visibility of/perception of how time is spent. Community awareness programs. Ability to do
outreach, more community interaction. (16)
9. Are activities/responses/etc., best use of training and personnel; that is, are you doing what you do
best for the community, or are you doing things that others with different training and skills could
do better? Utilization of staffing and equipment with community partners, do you charge for
services that are already paid for? concern that we are providing services in an effective and efficient
manner. (15)
10. Morale for new programs by staff, extra duties may seem like just another thing I've got to do.
Bandwidth of team. Being asked to take on a wide variety of safety issues. Morale - employee
engagement - ability of employees to feel heard and valued. (15)
11. Response times. Ability to respond in a timely manner, especially to outlying areas. Covering too
much geography with increasing response times. (15)
12. Effective communication within and outside of department. Communication with area
communities. Communication and collaboration are essential to any organizational success today,
ensure the department is building these capabilities. Communicating with the community - I think
this is lost since the general public gets theirs in different ways. (14)
13. Collaboration with other areas. Ability to continue shared services to area communities.
Contracting with towns to the detriment of the city - resources spread too thin. (14)
14. Number of calls routed through 911 that human services, social workers could manage. Repeat calls
for service that may take away from real emergencies. (13)
15. Always having to be reactive instead of proactive due to job constraints. Over committed.
Sidetracked - calls that are not necessary. (12)
16. Diversity of staff. Diversity in personnel. Too male-centered. Organizations are strongest when they
reflect the communities they serve. (12)
17. Equity in services. DEI, staff trained and cognizant of various cultural and diverse beliefs/needs of
the community. (12)
18. COVID-19. Operating during Covid/other health problems. Covid impacts. Covid has reduced
community education and outreach initiatives. (11)
19. Employee culture - are they there to serve? Buy-in to changes by front-line staff. Buy-in from staff.
(10)
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20. Understanding of businesses they respond to reducing the likelihood of conflict. Inspections of
commercial space - education here is important. (10)
21. Technology use or failure to use as designed. That the department is not fully utilizing the
technology they have available. (10)
22. Impact of surrounding areas growth on our ability to serve. The city is growing - is the department
growing enough to keep up? (10)
23. As climate changes occur, Wisconsin will face new challenges to the environment in which the
department operates. Climate crisis preparedness. (8)
24. In the event of a catastrophic situation, are they prepared? Preparedness. (8)
25. Ensure that they have the tools to do their jobs. (7)
26. Lack of public education. Ability to engage people in prevention practices. (6)
27. Adequate emergency medical services. Make sure paramedics have updated equipment. (5)
28. Increasing age of people being served by our EMS and our ability to address corresponding increase
in calls. (5)
29. Building structures. (4)
30. Facilities are aging (like most of city facilities) and do not provide or meet needs. (4)
31. With the railroad tracks splitting the city in two, I am concerned about the department’s ability to
get patients to the hospital. (4)
32. Not having enough community support for the work they do. Fire department emergency
responders do not get enough credit for their contributions to our community. (4)
33. That the fire department does not have an engaged online presence. (4)
34. PFAS and handling /storage /discharge of AFFF impact on drinking water. (4)
35. Constant need to fundraise for equipment as a community on water with an airport. (4)
36. Fire station locations. (3)
37. Dated website content. (3)
38. Promote personnel based on qualifications, not length of service. (3)
39. Change in leadership negatively impacting direction of the department. (3)
40. Is treatment of equipment and staff appropriate for the service area. (2)
41. Lack of regional approach to fire/EMS. (2)
42. Apparatus replacement cycle. (2)
43. Traffic problems. (1)
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44. How does the shift in homeownership in our city affect fire prevention efforts? Do we need policies
that protect, given the high volume of rental housing to ensure renters are safe? (1)
45. 24/48-hour shifts, is that outdated? 12-hour shifts more efficient? (1)
46. Knapp Street infrastructure. (1)
Positive Community Feedback
The CPSE promotes the belief that the community’s view on the organization’s strengths must be
established for a strategic plan to be valid. Needless efforts are often put forth in over-developing areas
that are already successful. However, proper utilization and promotion of the strengths may often help
the organization overcome or offset some identified weaknesses (verbatim, in no particular order).
• Professionalism.
• Well-trained.
• Positive image with the public.
• Well-respected department around the state.
• Strong and visionary leadership.
• Well-staffed and good response times.
• Good relationships with residents and neighboring departments.
• Investment in training and equipment.
• Willing to work towards solutions, i.e., perhaps creating a “Oshkosh Area Fire Department or
District.”
• Leadership is strong.
• Seem to do plenty of training.
• Willing to look for improvements even when things seem to be going well.
• They seem to be out in the community promoting public awareness.
• They have partnered with other non-profits, i.e., American Red Cross, to promote public awareness.
• Enjoy the working relationship that we have formed over the past years!
• Chief Stanley has definitely moved this department in the right direction; great leadership.
• OFD has formed many partnerships in the Oshkosh community over the last few years. These
partnerships continue to help improve OFD, i.e., United Way.
• Chief Stanley has been a breath of fresh air to the fire department.
• Our fire department does an amazing job with community service and outreach.
• They provide fast, reliable service with compassionate employees.
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• They help solve problems in crisis situations.
• They respond to community needs in a timely manner.
• Do a good job connecting to the community and citizens through outreach events.
• From what I have witnessed – training for emergencies is very available and our fire department is
above average, keeping our staffing ahead of the curve.
• Courteous and kind responders – well admired by public – especially elders and youth.
• Multi-cross training skill level – firefighting and EMS.
• Response time.
• Great leaders.
• Haven’t heard of any major issues – great responses.
• Great services
• Friendly staff.
• Great culture.
• Visible – community events – farmer’s market.
• This meeting – open and receptive to community input.
• Range of services.
• Friendliness.
• Transparency – dialoguing with the community.
• Easy to work with.
• Willingness to engage and collaborate.
• Actively involved in the community.
• Professional with a commonsense approach.
• Cross-trained in EMS. Not all communities do that. Provides a higher level of service to Oshkosh.
• Well-managed and a younger middle management team preparing to lead.
• OFD does so much for our community outside of “work” – very supportive.
• Collaboration with OPD, Winnebago County, and other fire departments around us.
• I’m proud the chief was honored by his peers in Wisconsin for his leadership abilities. Too bad there
wasn’t more publicity of this issue. We were wise to hire him.
• I think the department has a good image in the community.
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• I have the impression that there is a strong feeling of membership support for each other and for the
chief. Morale seems to be quite high.
• A good drive to improve the service they provide.
• A professional attitude in all interactions.
• Response times better than national standards.
• Response time to emergency calls.
• Community involvement – toy drive is awesome!
• Professionalism exhibited by emergency responders.
• Inviting community members to this event – community input is key.
• Strong EMS coverage.
• Department does well in reaching out for education and prevention activities.
• Works well with other city departments to serve the community.
• Well-respected department within the region.
• High level of community support.
• High level of competency.
• Well-integrated into the community.
• I feel our department has very good equipment.
• Top quality firefighters/first responders.
• Great public education officer.
• Well-organized.
• It is like one big family.
• Partnership with community organizations.
• Respect for people service – very compassionate care!
• Interest in engaging with the community.
• Interest in improvement.
• Good leadership.
• Strong community ties.
• Many interested partners.
• Quality of fire department leadership – including our fire chief.
• Responsiveness to emergency medical services.
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• Responsiveness to fire prevention.
• Education component through John Holland.
• Believe and commitment to continuous quality improvement.
• Progressive leadership from chief and management staff to change processes that are not working.
• Willingness of chief and upper management to partner with other community agencies on planning
and solutions.
• Ability to recognize and change as a department on the fly to adapt.
• Chief has brought new and fresh ideas and possibilities.
• Has a good reputation in the city with a proven track record of management and response.
• Continues to strive for accreditation to show commitment to excellence.
• Has good relationships with citizens and businesses in the city.
• Historically has been managed well.
• Leadership and staff are outstanding.
• Appreciate that they take time to acknowledge they can do things differently.
• Take time to research new ideas.
• Great community relations.
• Image – well-liked, helpful, serve, etc.
• Efficiency – pulled in a lot of directions.
• Collaboration in our community to make change.
• Visibility is our community.
• Change – looking to make change and be a part of it to have a better community.
• High level of expertise.
• Quick response time.
• Staff that works well with other departments/trains.
• Stations strategically placed to enhance response times.
• Department works hard to provide excellent service despite declining revenues.
• Staff work with organizations versus being only way is the department’s way, e.g., inspections.
• Very good at responding to questions.
• Work done to improve communication with the community is ongoing.
• Well regarded in the community.
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• Rapid response to no-fire emergencies.
• I would like to be able to provide responses here – I do not have sufficient experience with the
department and am not aware of all that they do. So – based on very little….
• Generally viewed as a top-notch provider.
• Commander staff have always been good to work with.
• Recent ISO upgrade demonstrates quality department and support of entire organization.
• Effective communication with other departments.
• Very good community image.
• Community-focused, out in the community.
• They bought a bike for a kid who had his stolen. They care, and they take action.
• Dedicated to role of public servants.
• Good community partner.
• Responsiveness has been great! Thank you.
• Supportive when/as needed with questions or any education (for businesses).
• Involved and visible in the community – United Way involvement, etc.
• You are engaging the community in strategic planning…kudos for that.
• The OFD has been involved (under Chief Stanley’s leadership) in community partnerships on key
issues, such as the opioid epidemic.
• I believe the department’s response times is pretty good.
• I like the department seeking input from community leaders, as it is today.
• The department seems to be community-focused, such as doing child car seat checks, etc., and
collecting things for those in need during the holidays.
• Well-trained personnel.
• Good customer services – dedicated staff with public service orientation.
• Prompt and responsive.
• Well-equipped.
• Ability/willingness to provide EMS to surrounding municipalities.
• Enjoys a good community perception.
• Leadership’s interest in working on/addressing community needs.
• Leadership is engaged in city management.
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• Reduction of the ISO rate. This affects or benefits the community with positive impact with reduced
insurance rates.
• I like seeing the upgrade of equipment and the donation made with the ambulance.
• Recognizing the efforts of the department on an individual basis. I understand this want done prior.
• Kindness – anywhere, anytime encountered in community, staff are friendly and engaged.
• PIO – Firefighter John’s education in the community and schools eliminates any apprehension from
kids in encountering a firefighter.
• Training and community involvement/profile has increased (at least perceived) under new
management.
• Forward-thinking – from HERO Program to Leaders are Readers – being proactive in engaging future
generations.
• Social media – I always see things that the department is doing within the community.
• Education/prevention.
• Professionalism.
• My interaction with everyone at the department has been extremely positive.
• Today’s strategic planning – great idea!
• Planning/vision – welcome input and opportunities.
• Well-organized for large event responses.
• Data-driven reflection.
• Reputation – high quality, professional employees
• Location – fire stations located well across the community.
• Knowledge – employees trained as both firefighters and EMTs.
• Approachable – seen in the community – involved in community.
• Sold staff – retention seems to be strong area – or maybe I’m mistaken.
• Promotion from within.
• Modern equipment.
• High-level training – overall philosophy of agency.
• Quality of fire personnel.
• Ability to purchase needed equipment.
• Ability to respond in a timely manner.
• Strong member of the community and an active participant.
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• Building community partnerships.
• Being progressive and forward-thinking.
• Good response time/service.
• Positive image in the community.
• Good city and community coverage.
• Good working relationship with nearby fire departments.
Other Thoughts and Comments
The community was asked to share any other comments they had about the department or its services.
The following written comments were received (verbatim, in no particular order):
• Very much appreciate the quality of services at an affordable rate for our residents.
• I think the story of how the department is rated and accredited and how that affects the community
in a positive financial way needs to be told more often
• I have never had to call on the OFD for service. Comments that I have heard about the department
have always been favorable.
• Please continue to look for ways to work with neighboring fire departments and being able to share
with them in the future.
• Share = equipment, training, purchasing, staffing, etc.
• I feel it is important in emergencies (fire at home) to call an appropriate business in the community
to connect homeowners to reliable companies. Often in times of crises people are vulnerable, and
there are many organizations that prey on that (i.e., ambulance chasers) vulnerability.
• Does OFD need housing or building code support for responding to emergencies, i.e., universal
design – wider hallways/doors to improve rescue and response access?
• If the fire department can come out sometimes and share to the community some of their duties on a
daily basis.
• Thank you for always waving to me and my children when you’re out in the fire trucks. 😊😊
• Overall good reputation in the Oshkosh community and willing to work through any issues and
concerns.
• I wonder how broad a profile the department has in the community. Do we know much about what
it does and how it does it?
• The fire department should continue to leverage the data they have into actionable items. Particularly
in utilizing GIS to help with the visualization of that data.
• Thank you for the opportunity to provide input.
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• I appreciate the quality of leadership provided by Chief Stanley and his well-deserved award for his
leadership this year.
• I am hopeful for our community with the present leadership.
• Thank you for allowing me to provide this input!
• Doing a great job and would like to see them focus efforts outside fire since this is where most of their
calls are. Focus on staff training to be prepared for opportunities to change the work they are doing
and changing of systems to reflect change of work.
• The fire department is very outward-facing, making sure they are one within the community they
serve. They care about their community.
• Thank you for including the community in this event and for all that you do for all of us!
• It is interesting to do this exercise as it makes me realize how little I interact with OFD. Maybe a
question to consider is how often OFD wants to interact with a community member over a five-year
period. Is zero interactions good? Or would you like to ensure there are some interactions?
• Lots of organizations are going through digital transformation. Where is OFD on that continuum? Is
OFD equipped to use data for its efforts? Artificial intelligence? Other digital tools?
• Workforce issues – does Oshkosh need to change/restructure requirements to recruit more
firefighters/EMTs and do more on-the-job training to maintain enough staff to avoid burnout?
• Four-six weeks ago, I had to call 911 for a medical emergency at our business. Everyone who came to
the aid of the elderly person was outstanding. Very impressed! Thank you!
• Opportunity to raise provide donations for special programs and services.
• I hope employee input will be an important part of this process – buy-in from the front-line employees
is important to success.
• This meeting was great in inciting feedback. I wish I saw some youth participate today!
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Appendix 2 - SWOT
Strengths
It is important for any organization to identify its strengths to ensure that it can provide the services
requested by the community and that strengths are consistent with the issues facing the organization.
Often, identifying organizational strengths leads to channeling efforts toward primary community
needs that match those strengths. Programs that do not match organizational strengths, or the
organization's primary function, should be seriously reviewed to evaluate the rate of return on staff
time and allocated funds.
Through a consensus process, the agency stakeholders identified the department’s strengths as follows:
Service-oriented people – above and beyond Medical director – approachable, knowledgeable
Updated software Improved personal protective equipment
Emergency scene communication – blue card Improved employee recognition – improves morale
Air-conditioned trucks – firefighter safety Power cots/loader – less injury
Improved relationship with community stakeholders Gear wash program
Community support Internal EMS training
Firefighters’ interpersonal relations Integrity – we do the right thing
Cancer prevention study and upgrades Tuition reimbursement
Accurate data collection Standards-based training
Staffing study Facilities study in progress
CARES – cardiac arrest survival numbers What the name Oshkosh brings to the organization
Learning from history – established 1856 – name
recognition, experience
Fitness equipment has improved – city has helped fund
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Us – our people
Weaknesses
For any organization to either begin or continue to move progressively forward, it must identify its
strengths and those areas where it functions poorly or not at all. These areas of needed enhancements
are not the same as threats to be identified later in this document, but rather those day-to-day issues
and concerns that may slow or inhibit progress. The following items were identified by the agency
stakeholders as weaknesses:
Culture – toxic, negative, contagious, historical events,
attitude towards ambulance and continuing education –
exposed to interns and students also
Policy, procedures, serial memos – out of date, difficult
to reference, contradictions of practice – policy – EMS
reports have a lot of importance placed upon them, but
Promotional process – incentive, education, seniority Confines of the duty day schedule that causes missed
Unreliable reserve apparatus and impact on the Capacity – staff does not have enough time for assigned
Recruitment/retention – employees and interns Comparable time off/benefits/pay package – with other
Lack of involvement across the total organization –
core group
C15 staffing process in absence of regular shift battalion
chief
Primary HazMat apparatus has no generator and has 56/40-hour BC – needs to be defined - fractured
Lack of mentorship Negative perception of EMS – ambulance
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Not utilizing all paramedic certified staff in forced Health and wellness program does not include annual
Too much skill diversity for training- mission creep –
fire, EMS, ARFF, technical rescue HazMat, water/dive,
administrative training
Overtime rotation – only bottom five firefighters
Incomplete community engagement and education Not enough organizational structure – span of control
Opportunities
The opportunities for an organization depend on identifying strengths and weaknesses and how they
can be enhanced. The focus of opportunities is not solely on existing service but on expanding and
developing new possibilities inside and beyond the traditional service area. The agency stakeholders
identified the following potential opportunities:
Legislative –
• Update of Fair Labor Standards Act to reflect increased
call volume and duties – forced overtime
• Shared revenue
• Expenditure restraint
• Medicare age – public safety
Partnerships with other community organizations –
• Grants, fundraisers
• Technical college system – recruitment
• High schools – careers in EMS and firefighting
• Educational advancement for current employees
• Vendors – Pierce
• Networking with other departments –
training/instructor swaps, shared services
• Non-profits – Red Cross, ADRC
• Hospitals
• Transportation services – Running, Inc, Cabulance,
etc.; wheelchair transports
•
PSAP/911 – quality assurance call taking, dispatch times
– renew 911 EMD quality assurance of calls/messages,
Facilities – assistance from other city departments, i.e.,
snow removal, grass cutting, preventative maintenance
of garage doors, HVAC, generators, capital
improvements
Technology – integration with external providers – Accounts payable – invoice support/process to increase
City garage – increased ability to quickly service Budget – grant opportunities, community
Equipment – service, maintenance, and testing ladders Incorporating external opportunities like ThedaCare in
Clarifying/producing community paramedic care –
state-funded monies with lobbyists
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Training with responding departments – MABAS before Purchasing – work with city hall to
Develop incentives for residency Revenue generated from a city sales tax
Threats
By recognizing possible threats, an organization can reduce the potential for loss. Fundamental to the
success of any strategic plan is the understanding that threats are not entirely and/or directly controlled
by the organization. Some of the current and potential threats identified by the agency stakeholders
were as follows:
Mental health/overdose/substance abuse increasing Increasing call volume
Socioeconomics – homelessness, poverty, hunger, Lack of city resources to meet needs – fleet,
Inflation causing wage and budget gaps Civil unrest – disturbances
Privatization of services Planned and unplanned events
Social media/mainstream media Increasing cost of benefits
Generational differences – work versus family priorities, Special events – stress on workforce/personnel,
Inability to communicate directly with the police
department via radio
Lack of DNR order management at state EMS office -
confusing
Public perception for not having a community risk
assessment – community risk reduction plan
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Appendix 3 – Critical and Service Gap Issues
The following information is the raw data comprised from the deliberation of the two workgroups of
department stakeholders. The information in each table is linked to a strategic initiative that the overall
group, by consensus, determined was something that the department should pursue for change and
continuous improvement.
Initiative Link Group 1 Group 2
St
a
f
f
i
n
g
o Unfilled positions – long term
vacancies
o Excessive specialties
o Increased call volume
o Mission creep
o Too much time to top pay
o Site time use
o No paid time off options
o Unbalanced workloads
- 40-hour versus 56-hour chiefs
- Fire stations/units
o Inadequate staffing/positions
o Burnout
o Lack of qualified applicants
o Minimum qualifications
o Pandemic
o Generational
o Act 10
o Poor education nearby
o Lack of desire and ability to promote
o Local recruitment
o Internship program
o Alternative career option
o Diversity
o Negative culture
o Collective bargaining agreement
o Scholarship/tuition assistance
o Work schedule
o Onboarding
o Special events
o Leave usage
o Stations
o Lack of inspectors/investigators
o
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Initiative Link Group 1 Group 2
Re
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i
t
m
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t
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n
d
R
e
t
e
n
t
i
o
n
o Lack of opportunity – not
invited
o Lack of training about
recruitment
o Lack of different entry
paths
o Technical College
pathways limit other
options
o Too much time to top pay
o Lateral moves difficult
o Paramedic requirement
o Culture – OFD or fire
service
o Forced overtime
o Faculties outdated
o Entry-level – tech, high
schools, middle schools,
explorer program
o Lateral transfer
o Pay and benefits – time off
o Qualified candidates – job
requirements
o Interest in field
o
o Ability of member to
determine career path
o Evolving nature of team
building
o Culture – vocal minority,
retiree influence
o Burnout
o All employees feeling
valued/contribute
o Shift schedule
o Residency
o Med rotation
o Lack of administrative
process understanding
o Visible committee/internal
commitment
o Too many missions?
o Family commitments –
OFD member not primary
earner
o Generation differences
o Evaluations system
o History of promotion
process
N/A
Initiative Link Group 1 Group 2
Su
c
c
e
s
s
i
o
n
P
l
a
n
n
i
n
g
o Wage compression
o Lack of pathway to leadership roles
o Promotional process
o Organizational structure
o Positions desirable
o Opportunities for advancement
o Value/compensation external
training
o Leadership training
o Monetary incentive
o Inconsistency with testing
o Staffing/forced overtime
o Desire
o Uncertainty of job position
o Less trading opportunities
o Lack of a merit-based process
o Lack of efficient evaluations
o Qualifications – years of service
o Lack of succession plan
o
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Initiative Link Group 1 Group 2
Te
c
h
n
o
l
o
g
y
N/A
o Hardware not meeting needs
o Using software to its fullest extent
o Implementation of software with SMEs
o Station alerting
o Improve processes – paperless
o LTE connectivity to tablets
o Information technology/OFD disconnect
o
Initiative Link Group 1 Group 2
Ph
y
s
i
c
a
l
R
e
s
o
u
r
c
e
s
o Funding for repairs
o Time to prioritize and
administer work orders
o Equipment replace/life cycle –
fire tools, personal protective
equipment, apparatus
o Supply chain
o Limitations of shared services at
central garage
o Reserve equipment – fire trucks
without equipment
o Excess property at stations
o Study – current
o Additional
support from the
city
o Updating
o Living quarters
promote diversity
o Work with the
county for 14s
o Cancer
prevention
o Space for growth
– drive-through
o Security
o Preventative
maintenance plan
o
o Number and
quality of reserves
o Change over
o Preventative
maintenance
o Reliability
o Work order flow
o Staff vehicle
o Check sheets –
updates to make
relevant
o Define in-house
maintenance
o Replacement plan
for miscellaneous
equipment
o
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Initiative Link Group 1 Group 2
Co
m
m
u
n
i
c
a
t
i
o
n
s
o Lack of closed-
loop – confirm
messages
received
o Cognitive
confinement
o Labor/managem
ent
o Expectation of
career ladder
o Outdated SOGs
and policies
o Information
overload –
multiple sources
o Need to know
o Prioritizing
o Serial memos –
ability to search by
typic, update to
SOGs/policies
o Multiple platforms
o Using all
capabilities of
systems
o Rotating schedule –
continuity of
message
o Pace of change
o Multiple
disciplines/roles
o Tasking via the
o Messaging to candidates
o Improving labor management
relations
o Social media/website
management
o Hospital patient outcome data
o Evaluations/feedback
o Streamline internal messaging
– archiving, ability to
reference
o Rumor control
o Meeting requirements – hours
o Mentor – formal
o Practice what we preach
Initiative Link Group 1 Group 2
He
a
l
t
h
a
n
d
W
e
l
l
n
e
s
s
N/A
o Lack of annual physicals
o Lack of prioritization of exercise
o Lack of technology – station alerting
o Sleep/fatigue management
o Stigma
o Fear of repercussion/outcome
o Lack of data
o Single set of gear
o Burnout
o Mandatory incident stress debriefing
o Personal accountability
o Promote available resources
o Staffing structure – E/O off
o Fitness facilities/equipment
o Access to/promotion of fitness programs
o Sick leave
o Health safety officer
o
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Initiative Link Group 1 Group 2
Tr
a
i
n
i
n
g
o Employee attitude/value
training
o Multiple disciplines
o Time constraints
o Funding
o Proper equipment
o Med crew availability
o Electronic versus hands-on
o Facility – in progress
o Quantity versus quality
o Optimization of learning
o Non-utilization of training
resources
o Cost of local training options
o Monitoring training
completion
o Quantity versus quality
o Amount of subjects per year
o Budget
o Continuity/consistent use of SOGs put into
practice
o Utilization of inter/external SMEs
o Logistics to make company training easier
o Training facility
o Training with other departments
o Rotation makes training difficult
o Officers don’t want to train
o Mass casualty/disaster planning
o Balance between training and everything else
o Truck operations
o REO training
o Keeping proficiency with special operations
o Driver/driving training
o More funding for ARFF training
o
The following information is the raw data comprised from the deliberation of the two workgroups. The
information in each table does not rise to that of a strategic initiative but does, in most cases, link directly
or indirectly to a strategic initiative, and it is important to ensure this data exists in this strategic plan.
The department is best served to understand and embrace this other information as it moves forward
for deliberative purposes and consideration of support of the strategic initiatives.
Topic Group 1 Group 2
Ri
s
k
N/A
o Community assessment
o Agency assessment
o Methodologies
o Benchmark establishment
o Performance monitoring
o
Ad
m
i
n
i
s
t
r
a
t
i
o
n
N/A
o SOGs/SOPs
o Lack of easy reference for SOG/SOP
o Inadequate administrative staffing
o Technological support
o Succession planning
o Prioritize/delegate duties
o Executive development
o Visibility of data
o Streamlining of processes
o
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