2017-2021 strategic plan - gig harbor fire & medic...

Gig Harbor Fire & Medic One 2017-2021 Strategic Plan

Scott Duncan Chairman, Board of Commissioners

Bryce Nelson Vice Chairman, Board of Commissioners

Kevin Entze, Fire Commissioner Zachary Smith, Fire Commissioner Tom Sutich, Fire Commissioner

John Burgess

Fire Chief

Dan Bjurstrom Assistant Chief of Administration

Steve Nixon Assistant Chief of Operations

Eric Watson Assistant Chief of Safety & Support Services

Gig Harbor Fire & Medic One Strategic Plan • 2017-2021 2

Contents

From the Fire Chief ................................................................................................................................................ 3

Board of Commissioners ..................................................................................................................................... 4

Our Past, Present, and Future ........................................................................................................................... 5

Mission, Vision, & Values ..................................................................................................................................... 6

The Strategic Planning Process ........................................................................................................................ 7

Plan Requirements ................................................................................................................................................ 7

Strategic Goals ......................................................................................................................................................... 8

Goal: Training .............................................................................................................................. 9

Goal: District Division, Group Efficiency, and Effectiveness ................................ 11

Goal: Process Efficiency and Effectiveness .................................................................. 12

Goal: Communication ............................................................................................................ 13

Goal: Community Relations ................................................................................................ 15

Goal: Collaboration ................................................................................................................ 17

Goal: Funding............................................................................................................................ 18

Goal: Diversity .......................................................................................................................... 19

Goal: Planning .......................................................................................................................... 20

Goal: Resource Deployment ............................................................................................... 21

Goal: Capital Management .................................................................................................. 22

Goal: Financial, Support, and Technology Services .................................................. 23

Plan Implementation ......................................................................................................................................... 24


From the Fire Chief

Welcome to the Gig Harbor Fire & Medic One 2017-2021 Strategic Plan. This plan sets forth our strategic goals and objectives for the next five years. Furthermore, it provides a creative, dynamic, and inclusive approach to advancing the District’s mission of providing exceptional service to our citizens and our members with dedication, compassion, and respect while continually striving for improvement.

While the Plan provides a vision to guide our priorities, it asks the individuals responsible for implementing the solutions to help design them. I strongly believe that the best solutions come from those closest to the situation.

I look forward to working with our members and our community to enhance our ability to respond quickly, act compassionately, and perform superbly. It is an honor and a privilege to serve this amazing community. Sincerely,

John Burgess

John Burgess, Fire Chief


Board of Commissioners

“Everyone has a plan ‘til they get punched in the mouth.” - Mike Tyson

I rarely quote Mike, but he is profoundly right about this. A punch in the mouth can shake up our lives and render our plans for the day useless. Our Fire District understands this, and yet we continue to plan and work so that we are able to take that punch and continue fighting; fighting fire, fighting for the lives of our neighbors, and fighting to maintain an organization that our community calls on for help on the worst days of their lives.

In the end though, it’s not about the plan. It’s about the resilience and strength we build through planning. The resilience that allow us to continue to provide quality emergency services to our community regardless of the challenges and difficulties we face. This plan is designed to ensure that we can continue to pursue our mission when the inevitable punches come our way.

Dan Bjurstrom

Dan Bjurstrom, Assistant Chief of Administration

Scott Duncan Bryce Nelson Kevin Entze Zachary Smith Tom Sutich


Our Past, Present, and Future

The history of our Fire District is marked by growth; growth in the community we serve and the corresponding growth of the Fire District that protects it. When Pierce County Fire District #5 was established in 1945, it served the unincorporated portion of the Gig Harbor Peninsula and contracted to serve the City of Gig Harbor. Fox Island officially joined the district in 1964 after the Fox Island Bridge allowed PCFD #5 equipment and personnel access to the island. Service to Raft Island began in 1958 when the Raft Island Bridge was completed. The City of Gig Harbor merged with the District by a vote of its citizens in 1986. Other areas protected by the District include the eastbound Tacoma Narrows Bridge, added when it was completed in 2007, and the Tacoma Narrows Airport, added in 2008, when ownership of the airport was transferred from the City of Tacoma to Pierce County. From a population of approximately 2,000 people in 1960, the Fire District has grown to serve over 46,000 people on the 54 square mile Gig Harbor Peninsula. These citizens are served from nine fire stations and an administrative headquarters. In addition to growth in the area and population served, there has been growth in the types of services offered by the District. When the District was established, its sole purpose was to provide fire protection. The District began providing Basic Life Support (BLS) medical service in 1973, when our first EMTs completed their training. The first Advanced Life Support (ALS) Paramedics were hired in 1989. In the 1990s, technical rescue, hazardous material, and wildland fire suppression services were added.

Just as our history is a story of growth and change, our future will also be one of growth and change. Over 1,000 homes are scheduled to be built within the city limits in the next two years. Commercial development continues at a significant rate. Call volumes continue to rise. This strategic plan lays out a framework that allows us to meet the challenges, prepare for changing demographics, and remain ready to answer when our community calls for help.


Vision [Draft]

Gig Harbor Fire & Medic One will be an innovative leader in providing emergency medical services, fire suppression, and injury reduction and prevention services. We will lead by responding quickly to our community’s needs, acting compassionately, and performing superbly.

Mission

Gig Harbor Fire & Medic One will provide exceptional service to our citizens and our members with dedication, compassion, and respect, while continually striving for improvement.

Mission, Vision, & Values

Core Values

Accountability Personal accountability is an integral part of professional growth. Organizational accountability is equally important to effectively and efficiently respond to the needs of our community.

Continuous Improvement We recognize and understand that the constancy of change in our community and industry impacts our business daily. We are committed to continuous improvement and progressive thinking to effectively address change to efficiently benefit those we serve.

Customer Service Our responsibility is to protect life, property, and the environment. We are committed to fulfilling our responsibility and no request or inquiry will go unanswered.

Excellence We believe the pursuit of peak performance and demonstrated high professional standards are critical to our work. To ensure the best possible service to our community, the fire district supports continuous training and encourages professional development.

Integrity We understand the trust placed in us by the public and our colleagues is integral to the performance of our duties. We are committed to honest and ethical behavior and will hold ourselves accountable to these values.

Safety We believe our health and safety are essential to fulfilling the fire district’s mission. We are committed to providing the best health and safety programs for our members’ well -being and operational readiness.

Teamwork We know working together is more effective than individuals working separately; our lives depend on it. We believe that our members have the capacity to work in effective teams and our organization values teamwork at all levels.


The Strategic Planning Process

Development of the strategic plan began with gathering information from internal and external stakeholder groups. First, a community survey was sent randomly to members of our community. This survey ranked their satisfaction with the services offered by the Fire District and the relative importance of Fire District funding, service levels, response times, customer service, and community presence. Second, a survey was sent to members of the community who had received an emergency response from the District. The second survey asked recipients to rank their satisfaction with the service they received. The next step was to gather information about the District’s strengths, weaknesses, opportunities, and threats, also called a SWOT analysis, from our department members. The SWOT analysis was performed by meeting with nearly all of our firefighters, paramedics, support services, the prevention division, training division, Fire Chiefs, local representatives, shop personnel, and our volunteer members. Over 350 individual pieces of information were gathered over a period of several months.

Information gathered in the SWOT analysis was reviewed by a workgroup consisting of members from a variety of stakeholder groups. The workgroup then identified key themes to be addressed. Next, the Chief and Assistant Chiefs added legal and other core responsibilities to the themes to develop the final list of goals and objectives. This list of goals was then taken back to a cross section of our members to identify solutions and outcomes that would improve service.

Plan Requirements It is our goal to ensure that this plan remains an effective guiding force in the development of our Fire District. In order to meet this goal the Strategic Plan must: 1. Advance our mission. 2. Drive continuous improvement. 3. Be achievable within current and expected budget. 4. Be sustainable by our personnel. 5. Be developed inclusively. 6. Focus on a 5-year period while laying a foundation for longer term success. 7. Be reviewed annually by the Fire Chief. 8. Require a minimum of one status report to the Board of Fire Commissioners per year.

“Strategic Planning is worthless unless there is first a strategic vision.”

- John Naisbitt


Strategic Goals

The following are not listed in order of priority

Goal: Training Provide relevant high-quality training that prepares our members to provide excellent service to our community while protecting member health and safety.

Goal: District Division and Group Efficiency and Effectiveness Ensure that all programs have clearly stated mission driven objectives and operate in a cost effective manner.

Goal: District Processes Ensure that internal processes have clearly stated mission driven objectives and operate in a cost effective manner.

Goal: Communication Promote communication pathways that enhance the flow of information through the organization.

Goal: Community Relations Enhance the relationship between the Fire District and the community we serve.

Goal: Collaboration Improve service and efficiency by seeking out and collaborating with partners who share our interests.

Goal: Funding Develop long term stable funding streams that allow the District to keep pace with community growth and service demands.

Goal: Diversity Promote an internal diversity that reflects the community we serve.

Goal: Planning Protect our ability to meet our mission through planning.

Goal: Capital Management Ensure that capital items are developed and maintained to meet the present and future needs of the community.

Goal: Resource Deployment Ensure that response resources are deployed in a manner that best serves the community.

Goal: Financial, Support, and Technology Services Improve the resilience and efficiency of our internal financial, support, and technology services.

“Planning is bringing the future into the present so that you can do something about it now.”

- Alan Lakein


Goal: Training

Provide relevant high-quality training that prepares our members to provide excellent service to our community, while protecting their health and safety.

Action Steps 1. Identify training required by law or regulation, including the sources below, for each

District member category (Firefighter, Paramedic, Lieutenant, Chief Officers, Technical Rescue Operations, Hazardous Materials Operations, Volunteers, Support, Administration, Maintenance, and Prevention).

a. Revised Code of Washington b. Washington Administrative Code c. Code of Federal Regulations d. Occupational Safety and Health Administration e. Washington State Department of Health f. Washington State Department of Labor & Industries

2. Identify other standards for each category of employee. a. National Fire Protection Association b. Washington Survey and Ratings Bureau c. Training recommended by the training division, instructors, and shift

representatives. d. After Action Report (AAR) recommended training. e. Regional best practices.

3. Meet all training requirements identified in Action Step 1 and determine which standards in Action Step 2 will be adopted by the District.

4. Communicate departmental training standards. 5. Develop process to meet all departmental training standards.

STRATEGY 1: IDENTIFY AND COMMUNICATE DEPARTMENT TRAINING STANDARDS.

STRATEGY 2: PRODUCE IDENTIFIED TRAINING TRACKS FOR EACH CATEGORY OF EMPLOYEE.

STRATEGY 3: PREPARE UPDATED REQUIRED TRAINING EXPECTATIONS FOR SUCCESSION FOR ALL LEADERSHIP POSITIONS.

STRATEGY 4: ENSURE TRAINING RESOURCES ARE FOCUSED ON PRIORITIZED NEEDS AND GROUPS.


Action Step 1. Identify funding to allow for training program instructors to meet with the Training Division at least annually.

STRATEGY 5: ENSURE THAT INSTRUCTORS RECEIVE CLEAR GOALS FOR INSTRUCTION THAT ARE TIED TO OVERALL DISTRICT TRAINING PRIORITIES THAT ARE REFLECTED IN PROPOSED LESSON PLANS.

Action Step 1. Review probationary task books and training delivery methods.

STRATEGY 6: REVISE AND STANDARDIZE NEW HIRE TRAINING PROGRAMS TO INCREASE EFFICIENCY AND QUALITY OF TRAINING.

STRATEGY 7: DEVELOP TRAINING CURRICULUM FOR IT PRODUCTS APPROPRIATE TO THE VARIOUS USER GROUPS.

Intranet posting of position appropriate training opportunities. Focused training to prepare for target hazards. Include instructors in development of online training content, probationary training

requirements, and target hazard preparedness that is related to their subject matter expertise.

Ensure that the training division regularly evaluates and/or participates in training events. Intentionally seek broad input on choosing outside instructors brought into the District. When appropriate, provide video training that supplements, but does not replace, hands-on

training offered to prepare for hands-on work. State whether techniques demonstrated in training are optional or a change in operating

procedure.

STRATEGY 8: IMPROVE OUR ABILITY TO PROVIDE THE FOLLOWING MEMBER REQUESTED TRAINING SERVICES:


Goal: District Division, Group Efficiency, and Effectiveness

Ensure that all department subdivisions have clearly stated mission driven objectives and operate in a cost-effective manner.

Action Steps 1. Develop objectives for each of the following:

a. Volunteers/Residents b. Special Teams (Wildland, Technical Rescue,

Hazardous Materials) c. Prevention d. Training e. EMS

2. Identify costs related to each subdivision. 3. Ensure that resources are allocated based on District

priorities.

STRATEGY 1: ENSURE THAT EACH DEPARTMENT SUBDIVISION HAS CLEARLY STATED OBJECTIVES.

Action Steps 1. Perform gap analysis to identify areas of deficiencies. 2. Develop plan to remove deficiencies noted above.

STRATEGY 2: ENSURE THAT SUBDIVISIONS ARE MEETING PERFORMANCE OBJECTIVES.

Action Step 1. Improve services related to retirement, Labor and Industry rules, insurance

(disability, medical), and deferred compensation.

STRATEGY 3: ENSURE THAT MEMBERS ARE PROVIDED HIGH-QUALITY HUMAN RELATIONS INFORMATION AND SERVICES.

Improvement in pre-planning functions.

STRATEGY 4: IMPROVE OUR ABILITY TO PROVIDE THE FOLLOWING MEMBER REQUESTED SERVICES:


Goal: Process Efficiency and Effectiveness

Ensure that internal processes advance our mission and operate in a cost effective and efficient manner.

Action Step 1. Workgroup to review internal processes and recommend improvements:

a. Specific areas noted for review include accounting, timecards, burn permits, mapping, health and wellness, registration for department classes, and performance management.

STRATEGY 1: IDENTIFY PROCESSES USED WITH FIRE DEPARTMENT.

Action Steps 1. Remove paper production whenever reasonable. 2. Ensure that paperless systems are searchable/retrievable with supported report

functions. 3. Ensure that all data is managed in accordance with state and/or federal regulations. 4. Purge all data that is not required by state and/or federal regulation or necessary to

District operations. 5. Develop plan for continued removal of unneeded data at the end of archival periods. 6. Enhance tracking and reporting capability for minor injuries, NFIRS, House Bill,

post-investigation fire cause, fire loss, and property saved.

STRATEGY 2: LEVERAGE THE USE OF TECHNOLOGY TO IMPROVE WORKFLOW.

STRATEGY 3: IDENTIFY PAPER AND ELECTRONIC MAPPING OBJECTIVES AND STANDARDS.

STRATEGY 4: DEVELOP AND COMMUNICATE A STANDARDIZED PROJECT MANAGEMENT PLAN TEMPLATE THAT INCLUDES BROAD USER INPUT.

STRATEGY 5: ENSURE THAT MAJOR INCIDENT (AAR) DATA IS GATHERED, ANALYZED, AND COMMUNICATED IN AN EFFECTIVE AND TIMELY MANNER.


Goal: Communication

Promote communication pathways that enhance the flow of information through the organization.

Action Steps 1. Create an expectation that every

communication will receive an answer and follow-up, as appropriate.

2. Develop organizational pathways to encourage input on improvement and efficiency.

3. Review communication pathways to ensure thoroughness:

a. Written (Policy, SOG, Operational Memos, Safety Memos, Email, Target Solutions).

b. Face-to-face (officers meeting, PM meeting, operations meeting).

c. Reduce reliance on indirect communications pathways.

Examples: Using run reviews to inform EMTs, officer meetings to inform Acting Lieutenants.

STRATEGY 1: DEVELOP AN INCLUSIVE COMMUNICATION PROTOCOL.

Action Steps 1. All pilot programs will have stated objectives, a clear start and end date, and

reported findings at the end of the program. 2. Explore opportunities to enhance stakeholder input.

STRATEGY 2: ENSURE THAT INTENT, OBJECTIVES, AND TIMELINES ARE CLEARLY STATED FOR ALL DEPARTMENT ACTIVITIES.


STRATEGY 3: BUILD ABILITY TO HOLD TWO-WAY VIDEO CONFERENCING BETWEEN FACILITIES.

Action Step 1. Improve and implement communications pathways based on the diagram 4.1 below:

Fire Chief determines operational strategy.

Operations Chief, informed by training (EMS and Training Division) and shift representatives, creates objectives to meet strategic goals.

Appropriate Division, EMS or Training, develops and monitors training to meet objectives.

Battalion Chiefs as shift representatives inform Divisions and Operations Chief about perceived training needs.

STRATEGY 4: ENHANCE OPERATIONS COMMUNICATION PATHWAYS.

Action Step 1. Combine Operations Memorandums and Shop Memos, where applicable.

STRATEGY 5: IMPROVE ACCESS AND UPDATING PROCESS FOR POLICY, STANDARD OPERATING GUIDELINES, OPERATIONAL MEMORANDUMS, AND JOB DESCRIPTIONS.


Goal: Community Relations

Enhance the relationship between the Fire District and the community we serve.

Visible: The department units and personnel must be visible in the neighborhoods in nonemergency roles. This visibility should be informal and face-to-face with the citizens.

Interactive: The firefighters must interact with the residents in the neighborhoods. Again, the interaction should be personal and face-to-face.

Participative: Fire department staff, leaders and officers — especially the EFOs — must actively and frequently participate in community organizations and events.

Responsive to citizen needs: The companies and department as a whole must be willing to respond to nonemergency and nontraditional requests for assistance. In addition, Company Officers (COs) must be given the authority to be responsive.

STRATEGY 1: MODEL THE TRAITS OF SUCCESSFUL COMMUNITY RELATIONS.

STRATEGY 2: ENHANCE COLLABORATION WITH THE CITY OF GIG HARBOR.


Action Step 1. Identify best uses of communication methods, to include social media, website, face-

to-face, newspapers, and telephone in a community communication strategy.

STRATEGY 4: LEGALLY ADOPT A NAME THAT IDENTIFIES WITH THE COMMUNITY WE SERVE.

STRATEGY 3: DEVELOP A COMMUNITY COMMUNICATIONS PLAN THAT ENHANCES BOTH THE COMMUNITY’S AWARENESS OF FIRE DISTRICT SERVICES AND THE DISTRICT’S UNDERSTANDING OF COMMUNITY NEEDS.


Goal: Collaboration

Improve service and efficiency by seeking out and collaborating with partners who share our interests.

STRATEGY 1: IDENTIFY ORGANIZATIONS WITH SHARED INTERESTS.

Benchmarks for collaboration would be the ability to improve service for a similar cost or provide existing service at a reduced cost.

STRATEGY 2: FORM COALITIONS TO OBTAIN ECONOMIES OF SCALE AND/OR REDUCE COST BY REMOVING DUPLICATION OF EFFORT.

“Gig Harbor Fire & Medic One and the City of Gig Harbor are partners in the work of keeping our citizens safe. I am grateful to the leadership of the Fire District for their commitment to protecting this great community.”

- Jill Guernsey, Mayor of Gig Harbor


Goal: Funding

Develop long-term stable funding streams that allow the Fire District to keep pace with community growth and service demands.

Action Step 1. Include cost projections to meet standard of

cover requirements in forecasting.

STRATEGY 1: PERFORM LONG-TERM COST AND REVENUE PROJECTIONS TO FORECAST FUNDING NEEDS.

Action Step 1. Explore legislative changes to allow funding alternatives that include SEPA mitigation funds and development impact fees.

STRATEGY 2: IDENTIFY AND PRIORITIZE POSSIBLE FUNDING STREAMS.

STRATEGY 3: DEFINE FUNDING STREAMS TO BE USED FOR CAPITAL EXPENSES IN CAPITAL FACILITIES PLAN.

STRATEGY 4: ENSURE THAT OUR DEPARTMENT PROGRAMS ARE COST EFFECTIVE, EFFICIENT AND THAT RESOURCES ARE ALLOCATED BY SERVICE PRIORITY.

“Planning is an unnatural process; it is much more fun to do something. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression.”

- John Jones


Goal: Diversity

Promote an internal diversity that reflects the community we serve.

STRATEGY 1: REVIEW OUR HIRING AND PROMOTIONAL PROCESSES TO ENSURE THEY DO NOT IMPEDE DIVERSITY.

STRATEGY 2: INFORM DIVERSE GROUPS ABOUT THE OPPORTUNITIES AVAILABLE AT GIG HARBOR FIRE & MEDIC ONE.


Goal: Planning

Develop and maintain ability to carry out mission through long range planning.

STRATEGY 1: IMPLEMENT AND CONTINUOUSLY UPDATE STRATEGIC PLAN.

STRATEGY 2: PERFORM A COMPREHENSIVE COMMUNITY RISK ASSESSMENT.

STRATEGY 3: UPDATE CAPITAL FACILITY PLAN IDENTIFYING FUTURE CAPITAL NEEDS AND IDENTIFYING FUNDING SOURCES FOR CAPITAL NEEDS AS STATED IN SECTION 11.

STRATEGY 4: IDENTIFY EXPECTED CHANGES IN COMMUNITY DEMOGRAPHICS AND INFRASTRUCTURE.

STRATEGY 5: PREPARE LONG-TERM REVENUE AND COST PROJECTIONS.

STRATEGY 6: CONSIDER CPSE CERTIFICATION TO BUILD GREATER RESILIENCE.

STRATEGY 8: ENSURE THAT OUR MISSION, VISION, AND VALUE STATEMENTS ACCURATELY GUIDE OUR DISTRICT.

Action Steps 1. Include information on preferred knowledge, skills, and abilities. 2. Add discussion of succession to performance reviews.

STRATEGY 7: DEVELOP A SUCCESSION PLAN FOR ASSISTANT CHIEF, DEPUTY CHIEF, AND FIRE CHIEF POSITIONS.


Goal: Resource Deployment

Ensure that response resources are deployed in a manner that best serves the community.

STRATEGY 1: UPDATE AND ADOPT STANDARD OF COVER REQUIREMENTS.

Action Steps 1. Include distribution of personnel and fixed/mobile resources with projections for 5

and 10-year resource needs. 2. Identify staffing required to meet adopted standard of cover requirements.

STRATEGY 2: DEVELOP DEPLOYMENT MODEL TO MEET STANDARD OF COVER REQUIREMENTS.

STRATEGY 3: CONDUCT DEPLOYMENT PLAN REVIEW ANNUALLY WITH A FORMAL UPDATE EVERY 3 YEARS.


Goal: Capital Management

Ensure that capital items are developed and maintained to meet the present and future needs of the community.

Action Step 1. Prioritize proposed capital needs.

STRATEGY 1: CONDUCT CAPITAL FACILITY PLAN (CFP) REVIEW ANNUALLY WITH FORMAL UPDATE EVERY THREE YEARS.

STRATEGY 2: REVISE CFP TO INCLUDE FUNDING RESOURCES.

STRATEGY 3: INCLUDE ALL CFP COSTS INTO LONG-TERM COST/REVENUE PROJECTIONS.

STRATEGY 4: INTEGRATE FINDINGS FROM SERVICE NEED PROJECTIONS INTO CFP.

STRATEGY 5: PROVIDE DISTRICT MEMBERS WITH A TRAINING FACILITY APPROPRIATE FOR FIRE OPERATIONS TRAINING.


Goal: Financial, Support, and Technology Services

Improve the resilience and efficiency of our internal financial, support, and technology services.

STRATEGY 1: IDENTIFY NEEDED SUPPORT, FINANCIAL, AND TECHNOLOGICAL SERVICES.

STRATEGY 2: REORGANIZE SUPPORT AND FINANCIAL SERVICES TO MEET IDENTIFIED NEEDS.

STRATEGY 3: DEVELOP A LONG-TERM TECHNOLOGY SERVICES PLAN THAT BALANCES RESILIENCE, EFFICIENCY, AND STABILITY.

STRATEGY 4: REPLACE UNSUPPORTED FINANCIAL SOFTWARE.


Plan Implementation The plan will be implemented through administrative team members and workgroups that reflect stakeholders. The Fire Chief will prioritize goals and assign plan areas to a specific administrative team member. That member will be responsible for creating a working group made up of representative of stakeholders affected by the project. Each working group will have at least one member assigned to ensure that the project is coordinated and compatible with other strategic planning projects. Workgroups will complete a written project plan with SMART (specific, measurable, achievable, realistic, time framed) objectives to meet the stated goal. Whenever appropriate, a pilot program will be developed to “test drive” the project before full implementation. Working group members are expected to solicit input from the groups they represent. Local 3390 will be included as a valuable part of the strategic planning process.

The administrative team member will regularly report back to the administrative team on progress. Administrative Team meetings will include regular progress reports on the plan. This includes acknowledgement of any problems that may arise and a willingness on the part of leadership to help resolve those problems. Employees will receive informational updates about the progress of the plan and how it relates to any changes and operational decisions.

This plan will be reviewed annually by the Fire Chief. This review will allow for input from stakeholders, identify progress made, make changes to improve effectiveness, and identify future actions. A Strategic Planning progress report will be made to the Board of Fire Commissioners and stakeholders annually. Photographs of Gig Harbor on the Cover Page and Page 3 were taken by photographer Tom Woltjer

2017-2021 strategic plan - gig harbor fire & medic...

Documents