2014 2nd Quarter Report - Jackson County Fire District 3

Transcription

2014 QUARTERLY
PERFORMANCE REPORT
April – June
TABLE OF CONTENTS
FIRE CHIEF’S REPORT: Fire Chief Dan Petersen ............................................................................................ 1
FIRE DISTRICT INFORMATION: ........................................................................................................................... 2
STRATEGIC PLAN (2012-2014): ......................................................................................................................... 3
FINANCE: Chief Financial Officer Stacy Maxwell ....................................................................................... 4
FIRE & LIFE SAFETY: Fire Marshal John Patterson ......................................................................................... 5
INCIDENT RESPONSE: Interim Ops Chief Rod Edwards ............................................................................... 8
Central Point Community .............................................................................................................................. 16
White City Community ................................................................................................................................... 17
Eagle Point Community ................................................................................................................................. 18
Agate Lake Community ................................................................................................................................ 19
Dodge Bridge Community ............................................................................................................................ 20
Gold Hill Community ....................................................................................................................................... 21
Sams Valley Community ................................................................................................................................ 22
VOLUNTEERS AND THE RURAL COMMUNITY: Division Chief Dave Blakely ............................................ 23
TRAINING: Division Chief Dave Blakely ....................................................................................................... 26
STRATEGIC PLAN PROGRESS REPORT………………………………………………….….………………..… 28
FIRE CHIEF’S REPORT: Fire Chief Dan Petersen
District Patrons,
Staff is pleased to present the second quarter performance report for 2014.
I am proud to announce that our Chief Finance Officer Stacy Maxwell has again received the
Distinguished Budget Presentation Award from the Government Finance Officers Association.
CFO Maxwell has received this award each year since 2004. The GFOA established the awards
program to encourage and assist state and local governments to prepare budget documents
of the very highest quality that reflect best practices on budgeting and then to recognize
individual governments that succeed in achieving that goal.
The District took delivery of two new structural engines for service to our District. These new
engines have a shorter wheelbase and 30 percent more compartment storage space due to a
newer pump design by Pierce Fire Equipment. These engines will be placed at our Central Point
and Eagle Point stations and will serve our District for the next 25 years.
The District will be addressing the discussions on cooperative services with Medford during this
next quarter. The consultant study is available on our web site and you are encouraged to post
your comments. A staff report will be presented to the Board of Directors on July 17; this will also
be posted on the web site.
The following table represents a few highlights of the activities and performance during the last
quarter:
1,733
Total incidents responded to this quarter
6,675
Total incidents responded to over the last 12 months
8.5%
Percentage increase in incident response the last 12 months when compared
to the previous 12 months
6:37
In urban areas, the District is on scene within this time 80% of the time over the
last 12 months
12:36
In suburban areas, the District is on scene within this time 80% of the time over
the last 12 months
12:41
In rural areas, the District is on scene within this time 80% of the time over the
last 12 months
352
2369
Calls for service in the Fire and Life Safety Department this quarter
Total man-hours of training delivered by the Training Department this quarter
Please take time to review this performance report. We invite you to stop by our stations or
make contact with our staff if you have any questions regarding the activities of the District. My
door is almost always open and I am especially proud of the work our people are doing for the
community.
Respectfully,
Dan Petersen
Fire Chief, Jackson County Fire District 3
Jackson County Fire District 3 | SECOND QUARTER PERFORMANCE REPORT - 2014
1
FIRE DISTRICT INFORMATION:
The District’s vision is to reduce or eliminate the risk from fire, rescue, and medical events in the
communities we serve. This vision is intended to make sure that you, our customer, receive the
best possible service for your tax dollars. We strive to meet this vision in everything we do.
The District provides fire suppression, emergency medical, and rescue services to the 48,000
residents living in the communities of Central Point, White City, Eagle Point, Gold Hill, Sams Valley,
Dodge Bridge, and Agate Lake. The District’s 61 full-time employees and 30 volunteers work
from three career stations and four volunteer stations to provide coverage to the 167 square
miles that encompass the District. The District responded to 6,674 emergency incidents over the
last 12 months.
The District provides technical rescue services for those who are trapped or hurt on the river or
when climbing or hiking in the rugged environment and is authorized by the State of Oregon to
provide medical transport when Mercy Flights Ambulance is delayed.
HOW WE STAFF…
The three career fire stations are located in Central Point, White City, and Eagle Point. Central
Point staffs two engine companies and White City and Eagle Point each staff one engine
company. The three career stations are supervised by a Battalion Chief working from the White
City station 24/7.
The four volunteer fire stations are located in Gold Hill, Sams Valley, Dodge Bridge, and Agate
Lake. The Gold Hill Fire station is staffed with three advanced intern Firefighters each day. The
remaining three are staffed with resident volunteers and volunteers who have signed up for shift
blocks. Community volunteers respond from their personal residence. The four volunteer
stations are supervised by a Division Chief working Monday through Friday each week.
The Fire Prevention department is staffed with a Fire Marshal and two Deputy Fire Marshals, who
inspect commercial occupancies, conduct plans review for commercial construction,
investigate all fires, and provide public education. The department works closely with business
and industry to promote growth and to assist them with meeting the requirements of the fire
code.
GOVERNANCE AND BUDGET…
Jackson County Fire District 3 is organized as a Special District under ORS Chapter 478. It was
originally formed as the Central Point Rural Fire Protection District on July 28, 1952. The District is
governed by an elected five-member Board of Directors which meets on the third Thursday of
every month at the Administration Building in White City.
The District has a permanent tax rate of $3.1194 per $1,000 of assessed value. Total budget
revenue from taxes collected for fiscal year 2014/15 is $19,741,900. The District maintains a
minimum of 9% of property tax revenue for contingency and 24% in ending fund balance. This
provides the cash necessary to cover expenses at the beginning of the fiscal year until the first
tax payments are collected and distributed by the County.
The District contributes to a Capital Fund to allow the purchase of apparatus, major equipment,
and the construction of facilities. A minimum of $300,000 is transferred into this fund each year.
Capital projects for the 2014/15 fiscal year include a simulation training house, 4 manufactured
homes for rural stations, mobile data computers, financial software upgrade, drainage
conversation for the training grounds and automatic external defibrillators.
2
STRATEGIC PLAN (2012-2014):
The Strategic Plan for Fire District 3 is designed to guide the District for 3-5 years. This plan is vision
driven and focused on the work that we see as necessary to advance that vision. The plan is
based on community and organizational planning sessions that identified the strengths and
weaknesses of the organization and the opportunities and challenges the organization faces.
The plan is scheduled for the next formal revision during the fall of 2014. The community will
again be invited to participate in a process that ensures we have an effective work plan.
This plan describes our vision, mission, values, guiding principles, prevention targets, emergency
response targets, and the goals that are designed to make improvements in our service delivery.
Each goal identifies the outcomes expected, the current quality of performance, the challenges
and opportunities related to achieving this goal, and strategies designed to achieve the goal.
Goals, outcomes, and strategies are adopted by the Board of Directors and considered valid for
the life of the plan; objectives are dynamic and provide a living action plan for the
Management Team to identify, track, and report on the progress toward the adopted strategies.
Vision – What do we really want?
“To reduce and eliminate risk from fire, rescue, and
medical events in the communities we serve”
Mission – What is our purpose?
“To protect life and property through public
education, prevention activities, and emergency
response services”
Strategic Goals
1. Minimize the direct and indirect impacts associated with fire, EMS, and
rescue emergencies
2. Ensure sustainability of service delivery (people, facilities, fleet, and finance)
3. Promote, develop, and support craftsmanship, innovation, and excellence
throughout the organization
4. Promote community involvement and satisfaction
5. Develop and strengthen collaborative strategic partnerships
3
FINANCE: Chief Financial Officer Stacy Maxwell
The financial information presented in this report is for the 4th quarter of the 2013/14 fiscal year,
although it is presented in the 2014 2nd Quarter Performance Report. Performance Quarterly
Reports are based on a rolling year.
Summary of Revenues
General Fund revenues totaled
$1,455,176 for the period April
Interest
through June; an overall increase of
$9,606
$881,407 from the same period last
Property Taxes;
year. The reason for the significant
Prior
increase is due to Jackson County
$71,660
releasing remaining WCURA funds.
Contract revenue represents
payments from Fire District 4 for
management and financial services.
The category “All Other Income”
included reimbursements from
workers compensation claims. The
Capital Fund received proceeds of
$8,460 from the sale of equipment sold at auction.
Materials and
Services
$436,799
Debt Service
$0
General Fund
Expenditures
April 2014 - June 2014
Contracts
$36,000
All Other Income
$12,464
General Fund
Revenue Received
April 2014 - June 2014
Property Taxes;
Current $1,325,446
Summary of Expenditures
General Fund expenditures totaled
$2,463,979 for the period April
Personnel Services
through June. This equates to 22%
Materials and Services
expended for the quarter in
Debt Service
relation to the total operating
budget. At June 30th fiscal year
end, 92.34% of the operating
Personnel Services
$2,057,164
budget had been expended. The
majority of this quarter’s
expenditures (79%) consisted of
salaries and benefits in Personnel Services. In the Capital Fund, expenditures equated to $80,485
for the down payment of the Battalion Chief command vehicle, change orders on the Pierce
engines, and expenditures related to the Central Point station kitchen remodel.
Cash Position
The District’s cash position at June 30, 2014 was $6,687,737. Of this amount $6,056,029 was
invested in the Local Government Investment Pool (LGIP) and backed by the Oregon State
Treasurer. The remaining amount was held in checking with Wells Fargo Bank.
Debt Service Obligations
No debt service payments were required to be made this quarter.
Budget Changes
The District brought forth to the Board of Directors one Resolution for budget adjustment. On
June 16th the Board adopted Resolution No. 14-07 which authorized the transfer of $20,800 from
Contingency the Administration Department for unanticipated unemployment charges and the
Maintenance Department for additional apparatus repair costs.
4
FIRE & LIFE SAFETY: Fire Marshal John Patterson
Table 1
It is great to see the difference our
F&LS Department is making in the
Calls for Service
communities we serve. Table 1
demonstrates the total calls for
service completed by F&LS during
this quarter. Our focus this year is
268 Q2 2013
directed at educating facilities on
what fire & life safety success
encompasses. We have instituted a binder concept that helps ensure specific information is
provided for each fire code requirement based upon the specific occupancy we are
inspecting. Assisted Living Facilities have a number of specific requirements they have to meet
while factories have some, but not all of the same requirements plus extras. Fire code
enforcement is best achieved when we foster an environment of safety success by not only
pointing out violations but also through abating hazards and educating building
maintenance/engineering staff.
2014 Q2
Last Twelve
Months
352
Previous 12
Months
1695
731
Table 2
All occupancies are categorized into one
of three groups: High Hazard, Moderate
Hazard, and Regular (Low) Hazard. This
187 High Hazard
allows us to more efficiently conduct
257 Moderate Hazard
inspections where they are needed based
1004 Regular (Low) Hazard
upon critical measures. Without a reliable
inventory it is difficult to schedule inspections, forecast how many inspections should be
completed, and/or plan adequate staffing levels to complete our stated goals.
1514
Total Occupancy Inventory
Commercial occupancy fire inspections include all of those listed in F&LS Table 3. Commercial
fire inspection targets as outlined in the Strategic Plan are to inspect: Low Hazard Occupancies
on a three year rotation, Moderate Hazard on a two-year basis and High Hazard Occupancies
every year.
Table 3
158
15
19
17
49
31
7
20
COMMERCIAL FIRE INSPECTIONS
1,514 Commercial Occupancies
Low Hazard Occupancy Inspections
Moderate Hazard Occupancy Inspections
High Hazard Occupancy Inspections
Re-Inspections
Fire Protection Systems
Engine Company Referrals
State Fire Marshal Referrals
Annual
Target
321
123
206
100%
100%
100%
100%
Last 12
Months
157
34
460
215
140
11
31
Previous 12
Months
88
34
32
78
56
4
32
5
Table 4 outlines new construction and community development activities. The overall numbers
increased from 241 in 2012 to 389 in 2013 mainly due to the increase volume of consultations.
Table 4
NEW CONSTRUCTION, COMMUNITY DEVELOPMENT & MISC.
139
15
50
3
11
21
9
20
8
2
Fire Protection System Installation Plan Review
Consultations
Complaints
Construction Permit Inspections
Home fire safety
WUI Fuels reduction
Expo and Special Events
Land Development Projects
Annexations
Annual
Target
100%
100%
100%
100%
100%
100%
100%
100%
100%
Last 12
Months
40
141
17
29
53
20
64
21
2
Previous 12
Months
35
109
7
76
12
17
48
2
NA
With the suspension of engine company fire inspections in 2013, F&LS began facilitating tours of
the high hazard facilities located in our District. The intent of this new program is to ensure base
level knowledge and awareness of what fire suppression crews will encounter when responding
to an emergency at these target hazards (see table 5). Every crew from every station is guided
through the target hazard totaling 6 tours of each facility.
Table 5
12
FIRE FIGHTER SAFETY AND HAZARD AWARENESS
12 Target Hazard Familiarization Tours
Annual
Target
Last 12
Months
48 Tours
63
Previous
12
Months
8
Public Education includes: fire station tours with safety talk, community club presentations, annual
newsletter, PIO messages and TV news special interviews, team teaching with Smoky Bear and CPR
Anytime. We continue to reach beyond our borders with team teaching and CPR Anytime to provide
training to the communities of Shady Cove, Butte Falls, Trail, Prospect, Rogue River and Lake Creek.
This quarter we participated in a number of television news specials for multiple stations in the area.
Here is a short list of how we got our messages to the public:
FF Kelly Harrington discussed the future of EMS on Jefferson Public Radio
FF Andy Cardinal shared info on KDRV 12 about preparing for wildfire season
DFM Mark Northrop shared info on KDRV 12 about wildfire awareness month
BC Mike Hussey discussed earthquake preparedness on KDRV 12
Capt. Don Manning discussed multi agency training exercises on KTVL 10
FF Tom Kerley shared BBQ safety tips on KDRV morning and afternoon news
DFM Northrop hit on firework safety a number of times on KDRV KOBI morning news
Rogue River Press ran articles on fireworks safety
FF Kelly Harrington talked on KTVL about the arrival of new fire engines
BC Greg Winfrey discussed firework rules enforcement on KDRV
6
Table 6
PUBLIC EDUCATION & COMMUNITY OUTREACH
Suburban/Rural Households Contacted
by news letter
16,580
19 Events
Community Events/Pub Ed
Annual
Target
Last 12
Months
Previous 12
Months
30%/total
30 Events
75 Events
All 7th Grade
Students
New
program
39 Events
People Reached with Safety Message
14 Events CPR Anytime
Students Trained Hands Only CPR
25
Media messages (News stories, news
specials, print media interviews)
Take
advantage of
each
opportunity
RVFPC Food Pantry pamphlets 2800/mo
Table 7
Last 12
Months
Previous
12 Months
YTD
72 Operations Staff- Form 10
233
227
100
18 F&LS Staff- Supplemental
70
37
30
8 Fire Setter Intervention
28
9
12
44
FIRE INVESTIGATIONS
Oregon Statute requires all unwanted/hostile fires be investigated to determine at least three
provable details: the fire’s origin, the fire’s cause, and the circumstances leading to the ignition of the
fire. Table 7 demonstrates the total number of fires and investigations completed. Table 8 is a high
level breakdown of loss due to fire in comparison to the assessed value in the fire district.
Table 8
Year
Protected Property
Assessed Value
Number of Fires
Pre-Fire Property
Value
Total Dollars Lost
Percent of Protected
Property Lost to Fire
2012
$3.654B
2013
$3.557B
189
2014- YTD
$3.656B
237
100
$8,320,604
$32,042,055
$8,503,570
$1,508,119
$ 2,645,135
$ 698,225
.000723%
.000754%
7
INCIDENT RESPONSE: Interim Ops Chief Rod Edwards
The Operations Department responds to solve your problems related to fire, medical, hazardous
materials, and rescue. The District operates seven fire stations; three are staffed 24/7 with career
firefighters and four rely upon volunteer and/or resident firefighters for response.
The following maps, charts, and graphs will provide you with a snapshot of the activities in the
Operations Department. A map on the back of this report shows the District boundaries and the
locations of fire stations. The map also indicates what has been designated as urban, suburban, and
rural per NFPA 1720.
Historical Responses:
The following graph displays the total incident responses over the last 10 years and the last eight
quarters. These responses include all types of incidents where our citizens call 911 for help.
Incidents Over the Last 10 Calendar Years
7,000
6,517
6,675
6,500
6,000
5,500
5,000
4,611
4,754
2005
2006
5,030
5,001
2007
2008
5,451
5,215
5,074
2009
2010
5,735
4,500
4,000
3,500
3,000
2012
1,714
Last 12
Months
1,640
1,733
1,588
1,600
1,500
2013
Total Incidents by Quarter
1,800
1,700
2011
1,701
1,591
1,462
1,400
1,399
1,300
1,200
Jul-Sep
Oct-Dec
7/1/12 - 6/30/13
Jan-Mar
Apr-Jun
7/1/13 - 6/30/14
8
Type of responses:
The following chart shows incident responses by type of incident over the last 12 months.
Incidents by type
False
alarm/Other
3.2%
Good Intent
18.4%
Haz Condition /
Haz Mat
1.2%
Fire
3.3%
Less than
Emergent
Medical
18.3%
Service call
8.0%
Emergent
Medical
42.5%
MVC / Rescue
5.1%
Fire: All calls concerned with actual burning or explosions. This category includes fires in buildings
and vehicles as well as brush fires, refuse fires and fires in spilled fuel.
Less than emergent medical: An incident where seconds will not significantly impact the outcome of
the call. Crews will normally respond “code 1” to these calls.
Emergent medical: This type of call is one where timeliness of the medical intervention has an impact
on the positive outcome of the patient. Some examples of this type of call are chest pain,
cardiac arrest, stroke, and difficulty breathing. Crews normally respond “code 3” (lights and
sirens) to these calls.
MVC/Rescue: Any motor vehicle collision or calls related to removing people from dangerous
situations including extrication from crushed vehicles or machinery, removal from the water or
ice, searching for lost persons.
Haz Condition / Haz Mat: Any call involving hazardous materials or a reported hazardous condition
that requires involvement of a fire crew. This type of call can range from single engine
responses to a carbon monoxide alarm or multi-jurisdictional hazardous chemical releases.
Service: Any call for assistance that does not involve a medical emergency, hazardous condition, or
fire. An example could be a malfunctioning sprinkler system or some type of water flow where
fire crews assist in water removal.
9
When responses occur:
The three charts below show all incident responses classified by month, day and time of day. This
data is expressed in percentages to allow for a comparison between the previous two 12 month
periods. This information assists the District in planning non-emergent activities.
Percentage of Incidents by Month
11.00%
10.00%
9.00%
8.00%
7.00%
6.00%
5.00%
4.00%
Jul
Aug
Sep
Oct
Nov
Dec
Jan
7/1/12 - 6/30/13
Feb
Mar
Apr
May
Jun
7/1/13 - 6/30/14
Percentage of Incidents by Day of Week
15.5%
15.0%
14.5%
14.0%
13.5%
13.0%
12.5%
12.0%
S
M
Tu
7/1/12 - 6/30/13
W
Th
7/1/13 - 6/30/14
F
S
Percentage of Incidents by Time of Day
7/1/12 - 6/30/13
23:00
22:00
21:00
20:00
19:00
18:00
17:00
16:00
15:00
14:00
13:00
12:00
11:00
10:00
9:00
8:00
7:00
6:00
5:00
4:00
3:00
2:00
1:00
0:00
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
7/1/13 - 6/30/14
10
Incidents by location:
The following two charts display where emergency incidents have occurred over the last 12 months.
The first shows the total incidents in each fire station area. These are shown on a map in the
communities section of the report. The second shows the calls managed by each of the four career
engine companies. While we respond volunteer companies from volunteer stations, we also
guarantee a response from the career crews. These four engine companies may respond anywhere
in the District based on call activity and positioning of the crew.
7/1/12 - 6/30/13
All Incidents by Fire Station Response
Agate Lake
Dodge
Bridge
Sams Valley
Gold Hill
Eagle Point
White City
7/1/13 - 6/30/14
39
33
160
135
240
232
383
389
1110
1205
1564
1647
2283
Central Point
7/1/12 - 6/30/13
7/1/13 - 6/30/14
All Incidents by Career Engine Company
7711 CP
7706 EP
7701 CP
7702 WC
2485
1,135
1,235
1,283
1,355
1,321
1,507
1,551
1,504
11
Response times:
The three charts below show the response times for emergent calls in the urban, suburban, and rural
zones over the last 12 months and preceding 12 months. These charts show the percentage of time
the District is on scene within that time period. Each area has a goal to meet where we arrive 80% at
a designated time. In addition, each area has a baseline measurement that can be defined as the
hard deck. The community should expect this “baseline” as a minimum.
Response time is calculated from the moment the crew is notified to their arrival on scene. Emergent
calls are those calls that require a “Code 3” response. The Engine Company Captain makes the
determination to respond “Code 3” or “Code 1” based on the information provided by the
informant. Those calls that fit the criteria for a “Code 3” response are used to evaluate the response
times for the District.
Prior quarterly reports used the final determination of call type to evaluate response times. During the
first quarter of 2014 it was determined that evaluating response times based on the actual response
mode would provide more accurate data for the District’s planning purposes. This data will have
limitations looking back due to an inconsistent interpretation of reporting on the response mode. The
clarification of this issue will provide improved consistency and include a greater number of calls that
are receiving an emergency response but not included in past reports.
Urban Response Times (Code 3)
7/1/12 - 6/30/13
7/1/13 - 6/30/14
12/13: 80% = 6:48 min (1407 Incidents)
13/14: 80% = 6:34 min (1560)Incidents)
87.3%
92.2%
79.5%
66.5%
26.3%
91.4%
94.6%
94.5%
95.3%
95.4%
95.9%
95.5%
96.0%
96.1%
96.3%
BASELINE:
BASELINE:90%
90%
49.3%
25.0%
68.2%
GOAL:
GOAL: 80%
80%
45.0%
81.2%
88.0%
93.7%
Urban response times do not indicate a significant change between 2012, 2013, and 2014. The
<4 Min
<5
<6
<7
<8
<9
<10
<11
<12
<13
<14
District continues to fall short of the goal of responding to 80% of the emergency incidents within 6
minutes although there is a steady improvement. However, the baseline of 90% of the calls within 9
minutes was achieved in 2012, 2013, and 2014. The first half of 2014 is reflecting a positive change
and we are continuing to see an improvement in our compliance.
The District received grant funding for a station alerting system that was installed in 2012. This is now
fully operational and we are seeing an earlier warning to the engine companies, thereby reducing
the call processing time at the dispatch center. An emphasis on improved turnout time (the time it
takes for the crew to begin responding once notified) should improve response times. This information
is provided later in the report.
12
7/1/12 - 6/30/13
Suburban Response Times (Code 3)
7/1/13 - 6/30/14
72.9%
76.4%
80.4%
GOAL: 80%
57.8%
44.2%
34.7%
84.4%
BASELINE: 90%
66.3%
82.4%
24.1%
15.1%
10.2%
<4 Min
18.0%
30.5%
43.1%
53.9%
64.1%
67.1%
70.1%
74.9%
80.8%
83.8%
<5
<6
<7
<8
<9
<10
<11
<12
<13
<14
The District did not meet our goal or the baseline standards for the suburban area in the second
quarter of 2014. This area immediately surrounds the urban area and includes the city of Gold Hill.
During data analysis it is important to identify that with only 161 incidents for the 12 month period, a
small number of extended response times can create large swings in statistical analysis.
The Strategic Plan identified placing three student firefighters on duty each day in the Gold Hill
station. Beginning January 2014, nine student firefighters were assigned to Gold Hill (3 per day). This
was very helpful in improving response times in the suburban area; however, all nine student
firefighters are extremely talented individuals who are seeking full time work as career firefighters or in
other emergency service occupations. As a result, by the end of June 2014, only four of the nine
student firefighters remain in Gold Hill.
7/1/12 - 6/30/13
7/1/13 - 6/30/14
Rural Response Times (Code 3)
65.6%
58.6%
41.4%
19.3%
8.0%
<4 Min
52.9%
30.6%
15.8%
10.3%
72.9%
GOAL: 80%
32.0%
23.4%
61.6%
67.0%
79.2%
77.6%
82.7%
BASELINE: 75%
50.2%
42.0%
70.8%
76.1%
10.9%
<5
<6
<7
<8
<9
<10
<11
<12
<13
<14
The District is meeting the baseline standard of responding to 75% of the incidents within 13 minutes,
but has yet to achieve the goal of responding to 80% of the incidents within 12 minutes.
Plans have been implemented to install manufactured homes that can accommodate six resident
firefighters at the three rural volunteer stations. Two of the homes have been installed at Sams Valley
and Dodge Bridge Stations. The District is currently experiencing a shortage of volunteer personnel
able to occupy these manufactured homes. Efforts will be focused in the months ahead to remedy
this situation. Volunteers occupying the manufactured homes will yield an improvement in response
reliability and response times.
13
Processing and Turnout Times:
Processing and turnout times are descriptions to determine the length of time to receive, process,
and respond to an incident. The following table depicts the information for code 3 (emergent
responses). The table below demonstrates the first reported data for turnout times. As we continue to
collect, analyze, and report this information, we will have comparisons and begin to chart previous
quarter versus current quarter to ensure accurate analysis and identify any negative trends.
Compliance
Report
This Quarter
%
Compliance
Code 3
Data
Calls
Responses
<1:00
629
88.24%
<1:30
629
71.70%
Previous 12 Months
80th
Percentile
%
Compliance
80th
Percentile
AVG
Responses
AVG
:16
:25
2323
86.18%
:22
:31
1:42
1:10
2316
69.14%
1:45
1:11
Process
Time
Turnout
Time
14
Closest Forces/Mutual Aid Response:
The closest forces agreement between the District and Medford Fire-Rescue continues to ensure the
closest resource is responding to the incident regardless of jurisdictional boundaries. We continue to
analyze response data to ensure accurate information is being reported and to refine the
information. The following chart reflects the response of both agencies in assistance of the other. This
information reflects data gathered through the regional dispatch center over the last 12 months.

Total responses from District 3 to Medford Fire Rescue
=
337

Total responses from Medford Fire Rescue to District 3
=
277

Total unit hours from District 3 to Medford Fire Rescue
=
161.65

Total unit hours from Medford Fire Rescue to District 3
=
127.29
Number of Calls
60
50
40
30
20
10
0
Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14
JCFD3 to MFR
MFR to JCFD3
Hours
30.00
25.00
20.00
15.00
10.00
5.00
0.00
Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14
JCFD3 to MFR
MFR to JCFD3
15
Central Point Community
Initial response to this area is provided by two staffed career engine companies from the District’s fire
station located at 600 South Front Street. The kitchen remodel is completed - the renovation created
more space and a more efficient means of cooking for two engine companies. A new Pierce
engine will arrive soon to replace 7701.
646
2485
2058
5:00
6:22
5:34
Total incidents over the
last three months
Total incidents over the
last 12 months (See map
below)
Total incidents in the City
of Central Point (last 12
months)
Average response time
code 3 in Central Point
(last 12 months)
80% of emergent calls
have this response time
or better in this station’s
response area
Average response time
for this station’s response
area
16
White City Community
Initial response to this area is provided by one staffed career engine company and a Battalion Chief
from the District’s fire station located at 8333 Agate Road in White City. Specialized apparatus are
housed here such as the ladder truck and the technical rescue vehicle and raft. The Administrative
Office and the Training Center are also located on the White City Campus.
420
1647
7:45
6:09
Total incidents over the last
three months
Total incidents over the last 12
months (See map below)
80% of emergent calls have
this response time or better in
this station’s response area
Average response time for
17
Eagle Point Community
Initial response to this area is provided by one staffed career engine company from the District’s Fire
Station located at 213 Loto Street. The Eagle Point engine also responds to fires and significant alarm
events in the City of Shady Cove, along with the District’s Battalion Chief. A new Pierce engine will
be arriving at this station soon to replace 7706.
300
1205
1047
5:08
7:40
5:27
three months
12 months (See map
below)
Total incidents in Eagle
Point over the last 12
months
Average response time in
the City of Eagle Point over
the last 12 months
80% of emergent calls
have this response time or
better in this station’s
response area
18
Agate Lake Community
Initial response to this area is provided by resident firefighters and volunteers from the District’s fire
station located at 880 East Antelope Road. Career stations are also dispatched to all calls for service
in the Agate Lake area. The engine in this picture has been sold as surplus at an auction recently. It
will be replaced by a newer Type 1 engine that will transfer out from Sams Valley Station.
8
33
11:18
8:23
three months
12 months (See map below)
this response time or better
in this station’s response
area
19
Dodge Bridge Community
Initial response to this area is provided by volunteers from the District’s fire station located at 60
Rogue River Drive. Career stations are also dispatched to all calls for service in the Dodge Bridge
area. This station is also programmed to assist Shady Cove when needed.
37
135
13:56
10:28
Total Incidents over the last
three months
Total Incidents over the last 12
80% of emergent calls have this
response time or better in this
station’s response area
Average response time for this
20
Gold Hill Community
Initial response to this area is provided by resident Firefighters and Volunteers from the District’s fire
station located at 299 Access Road. Career stations are also dispatched to all calls for service in the
Gold Hill area. A Tactical Tender has recently been assigned to this station.
100
389
183
10:39
14:29
10:08
three months
Total incidents in the City of
Gold Hill over the last 12
months
Average response time in the
City of Gold Hill over the last 12
months
this stations response area
stations response area
21
Sams Valley Community
Initial response to this area is provided by resident firefighters and volunteers from the District’s fire
station located at 3333 Tresham Lane. Career stations are also dispatched to all calls for service in
the Sams Valley area. The engine in this picture will be reassigned to the Agate Lake Station soon,
and a newer model Pierce engine will take
its place.
71
232
15:24
11:32
three months
22
VOLUNTEERS AND THE RURAL COMMUNITY: Division Chief Dave Blakely
The goal of the Volunteer Department is to actively support the District’s mission of protecting life and
property through public education, prevention activities, and emergency response services. The
Volunteer Department strives to attain this goal through the efforts of 34 motivated and communityminded individuals who play a critical role in achieving the District’s newly established prevention
and response targets in the rural communities.
Below are highlights of the Volunteer Department during the second quarter of 2014.

Two volunteers completed entry level wildland training hosted by Applegate Fire District #9.

Five new volunteer candidates were interviewed and are continuing in the entry process to
become a member of the District.

Two student firefighters have completed the “Student Firefighter” program and have
transitioned to volunteer firefighters.

Volunteer training continues to be successful and personnel are on track with core
competencies.

Three volunteers have achieved full time employment in emergency services; many others
continue toward professional advancement in emergency services.

The chaplain continues to visit with the crews and participates regularly with the Rogue Valley
Chaplain’s Association.

The District collaborated with the City of Grants Pass Department of Public Safety Fire-Rescue
in a joint recruitment process for Student Firefighters. The process attracted 31 candidates
that participated in a written exam, physical agility test, and oral interview; 17 candidates
remain on the list.

The District is concerned with the ability to adequately fill vacancies in the Resident Firefighter
program at Sams Valley, Agate Lake, and Dodge Bridge stations. Purchasing of additional
homes will be placed on hold until these concerns are addressed.

Due to the vacancy of the Rural Battalion Chief position, the volunteer and student firefighter
programs have suffered. Members have assumed responsibilities to ensure critical
components of the programs continue to move forward.
The following tables and charts illustrate volunteer and student firefighter activities during the second
quarter.
433.25
1185
Total training hours (man hours) by volunteers and students
Responses included a volunteer and/or student firefighter as
part of the response (out of 1733 total incidents)
23
Total Training Hours - 433.25
Suppression
284.25
Administration
38.5
EMS 62
Haz-Mat 6.5
Prevention 42
Individual Training Hours:
The following charts illustrate volunteer and student firefighter training hours for the quarter based on
the DPSST maintenance recertification requirements of 60 hours per year; this does not include
continuing education requirements for EMT licensure. Members can utilize a combination of training
hours and task performance evaluations to meet these requirements. Members are identified by
employee number in both charts.
Volunteer Training Hours
35
30
25
20
15
10
5
3703
3548
3168
3150
3608
3549
3582
3553
3713
3721
3122
3726
3531
3537
3719
3532
3717
0
24
Student Firefighter Training Hours
60
50
40
30
20
10
3729
3731
3711
3728
3727
3700
3733
3712
3730
3725
3732
3611
3709
0
Volunteer Response:
The volunteer roster of 34 includes 12 student firefighters, 14 volunteer firefighters, 2 rescue volunteers,
5 support volunteers, and 1 chaplain. These motivated individuals provide initial response when
available to our rural communities. Over the next quarter we will evaluate existing reporting
practices to produce response statistics.
25
TRAINING: Division Chief Dave Blakely
During the 2nd quarter, the Training & Safety Department focused on wildland operations and
medical emergencies. The District was able to participate in a multi-agency Hazardous Materials
training with the City of Medford during the quarter; crews also capitalized on training with Oregon
Department of Forestry in preparation for the upcoming wildland season.
During the 2nd quarter, the District implemented the use of a new online learning management tool
called LearnFire. The new platform was launched by CentreLearn in February of 2014 and the
training department along with the training committee supported the transition from “CentreLearn
Classic” to LearnFire due to the flexibility and ease of creating/posting assignments by the end user.
Functionality along with practicality helped in the decision-making process and there was no
increase in fees to make the transition.
The Safety Committee continues to strive to provide a safe working environment. The committee
reviewed two injury reports for the quarter and made recommendations to District members to
potentially reduce similar events in the future. The committee is looking forward to being involved
with potential upcoming projects in the 3rd quarter.
The Health & Wellness team identified three members to become trained and certified as a “trainer”.
Two members achieved initial certification in a crossfit discipline and the other in a general fitness
trainer; all three have completed the training and have passed the exam to become certified. This
places a trained member on all three shifts as a resource for them to use in planning their physical
fitness.
This table provides a few facts about the training activities over the last quarter…
2369.25
531.50
345
6
153
60%
23
2
100%
2
Man hours of training delivered to the Firefighters during the
last three months (24.93 hours per member).
Total training hours for the quarter.
Courses were coordinated by the Training Department.
Average number of topics covered per day.
Different topics were covered throughout the quarter.
Of the training was delivered by District members (324) and
accounted for a total of 468 hours.
Courses were delivered by an outside instructor or
conducted on-line. These courses accounted for 67.25 hours.
Task performance evaluations for probationary employees
were conducted focusing on individual knowledge and
technical skill.
Of OR-OSHA Workplace Safety Inspections were completed.
Injury reports were reviewed and recommendations were
provided.
26
Total Training Hours - 531.50
Tech. Rescue
31.25
Suppression
152.25
Wildland 48
Administration
68.75
Prevention 49
Instructional 0
Haz-Mat 4.25
Fire Officer 18.5
Apparatus 105
EMS 54.5
27
Jackson County Fire District 3 Strategic Plan - SECOND QUARTER REPORT FOR 2014
GOAL STATEMENT #1: Minimize the direct and indirect impacts associated with fire, EMS, and rescue emergencies.
NEW OUTCOMES:
Progress
Rate of survivability for EMS calls with measurable outcomes are at or above best practices.
Working with the local EMS community to establish methods to
meet the best practices and to measure the outcomes.
99% of viable victims are rescued with no injuries to firefighters.
100% of victims have been rescued with no injuries. Establishing
a tracking tool to verify this outcome.
Completion Date
SUSTAINING OUTCOMES:
Emergency response and prevention targets are met or exceeded.
Prevention targets are being met. Revised the demand zones
through public meetings and final review with the Board of
Directors. The third quarter report reflects our performance
over the last two years with the new demand zones. The District
is within a few percentage of achieving the targets, with
significant improvement in the Suburban area attributed to the
improved response reliability in Gold Hill.
Community risk assessment, prevention standards, deployment standards, and response standards
are revised and adopted by the Board of Directors.
Current set has been adopted; revised set is in progress.
Civilian deaths and injuries from fires are below the State average.
The District experienced a Fire Death in the first quarter. This
will place us twice the state per capita average for 2012,
however, the District has been significantly below the state
average for the last four years.
Firefighter deaths or de ilitati g i juries are at zero.
Zero deaths or debilitating injuries.
Firefighter injuries at emergency incidents are less than the State average.
The state average for workers compensation insurance
comparison is rated at 1. The District is enjoying a rating of .84
which translates into injuries are below state average.
Incidence and severity of fires are below the State average.
Fires per capita are significantly less than the state average
(274.6 statewide compared with 110.4 in the District).
Validating our data for dollar loss statistics to determine
severity.
Page 1 of 14
GOAL STATEMENT #1: Minimize the direct and indirect impacts associated with fire, EMS, and rescue emergencies
Strategy
Dept.
Assigned to:
Target Date
Strategy Description
Progress
1.01
Admin
Fire Chief
7/1/2014
Increase of minimum staffing was accomplished during the
Explore and secure funding to increase minimum
12/13 fiscal year. A new facility has been placed on hold to
staffing and relocate the second crew in Central Pont to
further evaluate response times and accumulate additional
a new facility in a more advantageous location.
capital funds.
1.02
F&LS
FM Patterson
Ongoing
Support efforts to require or encourage installation of
residential sprinkler systems.
1.03
F&LS
FM Patterson
Ongoing
Provide and/or promote education and training to
residents on self- sufficiency, fire prevention, reduction
of fire spread, safe exiting, CPR and first aid, and child
safety restraint system.
1.04
F&LS
FM Patterson
Ongoing
Explore and implement methods to improve code
enforcement and fire investigation practices and
reporting.
Installing residential sprinklers in the new manufactured homes
being placed at the volunteer stations. These installs would
serve as examples to homeowners and developers.
Live morning news information on firework safety and Wildland
home preparedness.
CP Rotary presentation on FD3.
SA Darnell designing child safety growth chart.
EP fire hydrant adoption.
FLSD utilizing laptop computers to enter inspection and
investigation information "real time" in the field, this reduces
duplication of work.
FI trailer up and running.
E pa d the BC of Volu teer’s role to a Rural Battalio
Chief positio that de elops a d i ple e ts o je ti es
Strategy complete.
that meet the response and prevention targets in the
rural communities.
1.05
Ops
DC Operations
Revised 7/23/2012
Previous 7/1/2012
1.06
Ops
BC Edwards
Ongoing
The EMS committee is actively engaged in the EMS community.
Review and implement EMS protocols and systems that
Training programs are directly related to protocol to ensure
will maximize patient survivability.
compliance and high quality care.
1.07
Training
DC Blakely
Ongoing
Provide training to all emergency response personnel to
During the 2nd quarter, training was focused on wildland
improve performance, minimize firefighter injury, and
operations and medical emergencies for EMS.
eliminate firefighter death.
1.08
F&LS
FM Patterson
12/1/2013
Establish an inspection program for apartment and
mobile home parks to provide increased safety for
residents.
Completion
Date
7/23/2012
Ongoing
We have identified all trailer parks and apartment complexes
using GIS information and County records. Occupancy inventory
has been updated. Inspections have begun.
Page 2 of 14
GOAL STATEMENT #1: Minimize the direct and indirect impacts associated with fire, EMS, and rescue emergencies
Strategy
1.09
1.10
Dept.
F&LS
Training
Assigned to:
FM Patterson
DC Blakely
Target Date
Progress
Completion
Date
Received 100 donated smoke alarms from Kidde Fire.
Reinforcing smoke alarm checks while inside private residences
for medical calls.
ER tracking of installed smoke alarms implemented.
1/1/2014
Re-establish the smoke alarm program to ensure a
working smoke detector in all residences.
7/14/2014
The District is pursuing a collaborative effort with the Rogue
Interagency Training Association to create model guidelines/best
Establish fire rescue protocols for use in the Rogue
practices for the Rogue Valley. Additionally, the District is
Valley to maximize effectiveness and efficiency in service
pursuing a joint Performance Manual with Medford Fire; this will
delivery.
insure both agencies are training and deploying on incidents in a
similar manner.
Page 3 of 14
GOAL STATEMENT #2: Ensure sustainability of service delivery (people, facilities, fleet, and finance).
NEW OUTCOMES:
Progress
Completion Date
The District has registers for Engineer and Captain.
Development in progress for Battalion Chief with a plan to
conduct an exam in the first quarter of next year.
Pool of personnel ready for promotion for all positions.
Forecast collectible revenue within 1.5% accuracy for the ensuing fiscal year and within 5% accuracy For Fiscal Year 11/12 our one year forecast was 1.05% accurate,
our three year projection was 1.81% accurate.
for fiscal years three to five in the future.
Maintain a general fund contingency of no less than 6% of operating revenues.
Contingency is budgeted at 9%.
Maintain a general fund unappropriated ending fund balance of 24% of budgeted personnel services
Ending Fund Balance is budgeted at 24% of operating revenue.
and materials and services.
Fund the capital replacement plan at a minimum of $300,000 each year to provide a fund that
maintains a contemporary fleet or emergency apparatus.
FY 12/13 funded the Capital Fund at $1.64 million. Projected to
have $2,330,900 in reserve for capital projects by the end of
fiscal year 2012/13.
Delays of emergency responses due to facility or fleet breakdowns are at zero.
No reported delays, need to create a clear expectation of how to
report any delays.
Uninterrupted services of ambulance transport and emergency dispatch.
No service interruptions.
Strategy
Dept.
Assigned to:
Target Date
2.01
Admin
Fire Chief
Ongoing
2.02
Admin
Fire Chief
6/1/2013
Progress
Work collaboratively with Labor to ensure financial
stability.
Continue to discuss all labor issues during a monthly
labor/management breakfast. Consistent respectful
communication continues to define our relationship.
Develop realistic performance targets that are
sustainable.
The District established targets for the urban, suburban, and
rural areas. The evaluation of achieving the urban targets will be
done during strategic planning in 2014. Baseline times
consistent with the 2008 standard of cover document were
adopted by the Board of Directors in December 2013.
Completion
Date
Page 4 of 14
Strategy
Dept.
Assigned to:
Target Date
2.03
Finance
CFO Maxwell
Ongoing
2.04
2.05
2.06
2.07
2.08
2.09
F&LS
F&LS
Ops
Vol
Ops
Ops
FM Patterson
FM Patterson
Ongoing
Ongoing
Progress
Maintain a firm commitment on our financial policies
and procedures.
Policies remain firm during the fiscal year.
Seek creative options to meet FLSD prevention targets.
(See also Admin. 2.02)
OCC. Recon. Completed. Analyzing inventory list, exploring
options. FLSD repurposed two laptops obtained from Central
Point and Eagle Point stations. These will be used to enter
inspection/investigation report information 'real time' while
units are in the field.
6/30/2014
FM attending meetings and participating in: SOREDI, Central
Point Chamber of Commerce, and Eagle Point/Upper Rogue
Foster industrial growth in the White City Industrial Park Chamber of Commerce.
by working collaboratively with stakeholders to create a SOREDI Site Selection Committee meeting with company reps.
safe industrial friendly environment.
9/20 Met with three well connected business/industry site
consultants from around the Country.
A comprehensive report outlining three viable options was
presented to the Board of Directors on July 19, 2012. On August
16, 2012 the Board of Directors selected Option 2, which
recommended outsourcing fleet maintenance to the City of
Medford (1-year test period), and reclassifying the Maintenance
Mechanic to the new position of Facility/Logistics Manager.
10/1/2012
Develop and implement a comprehensive fleet and
facilities maintenance program.
DC Blakely
2/1/2013
The District actively engaged the members of the rural
community on the topic of risk reduction, defensible space, the
Identify and develop a program that will reduce the risk need for self sufficiency, and the value of neighborly support.
in the rural community.
Development of monthly safety articles and community training
meetings has ensured broad delivery of our message and
activities.
DC Operations
Revised 7/1/2014
Previous
2/1/2012 & 7/1/2013
Develop contingency plans to prepare for possible
shortfall with Emergency Communications of Southern
Oregon.
Meeting with Jackson County Sherriff's office has been held to
review their communications plan and system. We are working
with them to develop a contingency plan to ensure adequate
communications.
DC Operations
Revised 7/1/2014
Previous
2/1/2012 & 7/1/2014
Develop contingency plans to prepare for the unlikely
event of Mercy Flights' inability to provide ambulance
service in our District.
Meetings with other entities providing transport services have
been held. EMS committee and operations are currently
developing the continuing plan and a sustainability study to
ensure consistent service delivery to citizens.
DC Operations
Completion
Date
8/16/2012
Page 5 of 14
Strategy
Dept.
Assigned to:
Target Date
2.10
Training
DC Blakely
Revised 1/1/2013
Previous 11/1/2012
Progress
Produce a development plan that prepares and
motivates personnel for promotion.
The Development Plan is complete and was implemented on
February 1, 2013.
2.11
Vol
DC Blakely
Ongoing
Improve reliability of response in rural community
through establishment of resident facilities and
expanded use of interns.
Resident facilities are in place at Dodge Bridge and Sams Valley
stations and we have one member residing at each facility. The
District is concerned about the Resident Firefighter program and
the inability to retain personnel to achieve this goal. Additional
homes will not be purchased until solutions are in place to
address the concerns.
2.12
Facilities
Maint
FLM Hoffman
Ongoing
Support the routine maintenance program of our
facilities (people and finances).
We are utilizing Mpulse and Emergency Reporting, in addition to
our periodic maintenance spread sheets, to track our routine
maintenance and on track.
Establish and support the routine in service inspection
program for District apparatus.
This strategy was added in March 2013. The engineer committee
has drafted a proposed document for review. The committee
has been tasked with creation of a daily and monthly apparatus
checklist to ensure an effective in service inspection form.
Operations is developing the needed procedures to guide the
implementation and continued management of the program.
Work has continued and we will be implementing this strategy
prior to the target date.
Optimize shift staffing to ensure an effective and
efficient delivery of service to our patrons.
The implementation of closest forces and our continued
evaluation of response times has given us the staffing levels and
service delivery. The staffing directive issued in June 2013 has
ensured adequate staffing and given options to staff key
apparatus during heavy staffing and high hazard situations.
The District implemented an Acting in Capacity Captain program
during the 2nd quarter. Currently there are five members
participating in preparation for the upcoming Captain
promotional exam in October. We are still exploring
opportunities for current Captains and Acting Captains to
participate in Ride-Alongs with outside agencies. The agencies
identified are Portland Fire & Rescue, Tualatin Valley Fire &
Rescue, Clackamas Fire District 1, and Eugene/Springfield Fire.
2.13
2.14
Fleet
Maint
Ops
DC Operations
DC Operations
7/1/2014
7/1/2014
2.15
Training
DC Blakely
Ongoing
Establish mentoring opportunities that build upon the
development plan to provide personnel additional
experience necessary to develop.
2.16
Finance
CFO Maxwell
Ongoing
Assisted Departments with budgeted spending for fiscal year
Provide support and leadership with other Departments
projects. Provided direction and support for the 2014/15 FY
to ensure effective budgeting and efficient spending.
budget development.
Completion
Date
2/1/2013
6/30/2014
Page 6 of 14
Strategy
Dept.
Assigned to:
Target Date
Progress
2.17
HR
CFO Maxwell
6/30/2015
Establish a Personnel Handbook that replaces the
Preliminary development has been started; anticipate
current Employment Standards to update language and
addressing this strategy in more detail in the new fiscal year.
provide improved communication to employees.
2.18
Finance
CFO Maxwell
6/30/2015
Update Public Contracting rules to ensure compliance
with ORS Chapter 279.
Completion
Date
Anticipate addressing this strategy in late 2014.
Page 7 of 14
GOAL STATEMENT #3: Promote, develop, and support craftsmanship, innovation, and excellence throughout the organization.
NEW OUTCOMES:
Progress
After Action Reviews reflect improvement in emergency scene performance.
After Action Reviews are conducted consistently with
improvement shown in rehabilitation methods, new equipment
orientation, thermal imaging cameras, and reprograming of
radios.
Performance manual is adopted and skills evaluations institutionalized.
Performance manual has been adopted and skills evaluations in
progress.
Lominger leadership competencies are implemented at all levels of the organization and utilized in
employee hiring, development, evaluation, and promotion.
Lominger competencies identified for all positions except
Training Chief and Fire Chief. These competencies are used in
hiring, evaluation, and employee development.
Innovative efforts that advance our vision are identified, developed, and institutionalized.
Continuing to determine methods to achieve this outcome,
several smaller initiatives have been placed in service.
OSHA Safety and Health Achievement Recognition Program (SHARP) are implemented.
Procedures and policies are being revised to prepare for the
OSHA evaluation.
Commission on Fire Accreditation International Fire Department Accreditation evaluated and gap
analysis is completed to determine value of re-accreditation.
No action on gap analysis, however, systems are in concert with
CFAI requirements.
Health and wellness program is in place.
Medical physicals are in place for employees, wellness program
in initial development phase with target implementation in FY
13/14.
Completion Date
Government Finance Officers Association recognition is maintained.
GFOA received for 2011/12 budget.
Office of State Fire Marshal exempt status is maintained.
OSFM exempt status current.
Effective data analysis and GIS efforts to evaluate our performance are in place.
Data analysis and GIS currently supporting quarterly reporting
and future planning.
Department of Public Safety Standards and Training accreditation is maintained.
DPSST accreditation is current.
Page 8 of 14
Strategy
Dept.
Assigned to:
Target Date
Progress
Align District practices with the Commission on Fire
Accreditation International and conduct a gap analysis
to determine the value of accreditation.
Continual review of CFAI standards and maintaining awareness
as we establish new targets. NFPA 1720's Demand Zones were
adopted along with compliance measurements consistent with
CFAI.
3.01
Admin
Fire Chief
12/1/2013
3.02
Finance
CFO Maxwell
Ongoing
Continue preparing budget document and annual
financial reports that comply with GFOA criteria for
recognition.
The District received notification that the comprehensive Annual
Financial Report for the fiscal year ended June 30, 2013 was
awarded the Certificate of Excellence in Financial Reporting.
3.03
F&LS
FM Patterson
Ongoing
Solidify activities that maintain exempt status with the
Office of State Fire Marshal.
Currently meeting exempt status requirements.
3.04
HR
CFO Maxwell
Revised 3/1/2014
Previous 12/1/2012
3.05
3.06
3.07
Ops
Training
Training
DC Operations
DC Blakely
DC Blakely
6/30/2014
Finalization of policies, forms, and job descriptions will occur
Develop and implement a performance appraisal system
after budget adoption and rollover into new fiscal year.
that encourages employees to achieve their potential.
Implementation and training to commence in third quarter.
Develop and promote recognition of activities that
support craftsmanship, innovation, and excellence.
This has been discussed but no significant action has been
implemented. Staff will re-visit this strategy after the
discussions with Medford on shared services. Commendation
process has been implemented to ensure this strategy is
complete.
Ongoing
Enhance the utilization of the Safety Committee to
promote safety of District personnel.
The Safety Committee remains focused on effective and efficient
processes that will enhance safety to all District members. The
committee reviewed two injuries to personnel during the
quarter. The District requested a courtesy safety evaluation
from Special Districts Association of Oregon for the following
facilities: Eagle Point, Dodge Bridge, Sams Valley, Central Point,
and Gold Hill. The District has addressed the four items
identified for follow up.
Ongoing
Provide After Action Reviews of emergency incidents
and employ the recommended action items.
The District has utilized the new concept of "lessons learned"
from recent alarms and training events. Items identified from
these are added and tracked until complete on the Action Item
List.
1/1/2013
Completion
Date
Page 9 of 14
Strategy
3.08
3.09
Dept.
Training
Training
Assigned to:
DC Blakely
DC Blakely
Target Date
Revised 12/31/14
Previous 12/31/13
11/30/2013
Progress
Institutionalize the Lominger process for organizational
and leadership competencies.
The District continues to seek opportunities to incorporate
leadership competencies into training events and
hiring/promotional processes. The card sort for Chief Finance
Officer is underway and should be completed during the 3rd
quarter of 2014. The Fire Chief is tentatively planned for the 4th
quarter of 2014.
Expand our accreditation agreement with Oregon
Department of Public Safety Standards and Training.
The District has identified NFPA Fire Officer II and NFPA
Vehicle/Machinery Rescue as a target to add to our accreditation
agreement with DPSST. The District's accreditation agreement
review has been scheduled on October 16, 2014.
Develop a health and wellness program for all District
Staff.
The Health & Wellness group completed their survey for
direction as it pertains to the program. The group proposed at
least three members become trained and certified to serve as a
fitness liaison for each shift to provide instruction on technique
and injury prevention during fitness and training activities; this
was accomplished and three members are now trained and
certified.
3.10
Training
DC Blakely
12/31/2013
3.11
F&LS
FM Patterson
7/1/2013
The time and money necessary for accreditation is not overcome
Evaluate feasibility of FLS becoming accredited through
by the benefit. Accreditation of FLSD is tabled until the need
I.A.S.
arises.
3.12
Facilities
Maint
FLM Hoffman
Ongoing
Promote an atmosphere of cooperation between station
Maintenance communicates regularly with District personnel to
personnel and facilities maintenance to ensure "pride of
ensure their facilities meet their expectations.
ownership".
3.13
Fleet
Maint
7/1/2014
Promote and develop a pride of ownership by all
apparatus operators and mechanics on the care and
maintenance of the District's apparatus.
The engineer committee has been tasked along with personnel
from Medford City Shops to determine the framework for this
program. Program is in place with supporting check sheets and
policies.
Ongoing
Utilize technological advancements to enhance the
delivery of various training topics.
The District collaborated with Medford Fire and has access to a
web-based video conferencing system to deliver training and
conduct various meetings. It may be necessary to evaluate other
systems in regards to interoperability and bandwidth.
3.14
Training
DC Operations
DC Blakely
Completion
Date
Jun-13
Page 10 of 14
GOAL STATEMENT #4: Promote community involvement and satisfaction.
NEW OUTCOMES:
Progress
“ur e ethod i ple e ted that aptures the le el of our patro s’ satisfa tio a d a are ess of
our services.
Samples of other agencies surveys have been collected and a
draft survey is ready for review by the Management Team.
Increased community oriented volunteerism.
A target for various levels of service for Volunteers has been
identified and recruitment is in progress.
Distri t staff i ol ed i lo al ser i e orga izatio s Rotar , Cha
er, Ki a is, et … .
Marketing plan developed and institutionalized.
Completion Date
Fire Chief engaged with Rotary and Upper Rogue Chamber; Fire
Marshal engaged with Central Point Chamber. Other
organizations are being evaluated for participation.
PIO Hickman has been assigned the task.
Quarterly performance reports completed.
Community members included in hiring, promotional, and strategic planning processes.
Strategy
4.01
4.02
Dept.
Admin
Admin
Assigned to:
Fire Chief
Fire Chief
Target Date
Reports are being completed and presented.
Community members are included.
Progress
3/1/2013
Develop a process where the District is responsive to
any deficiencies discovered through involvement with
the community.
The District has been responsive to all deficiencies identified.
Additional efforts are underway in the Fire and Life Safety
Department to reach more customers using our satisfaction
survey.
Ongoing
Continue to provide quarterly performance reports to
District patrons.
Quarterly reports are produced for the Board and the three
cities each quarter. The Fire Chief presents the report to each
Council, the Board of Directors, and it is posted on the District
website.
4.03
Admin
Fire Chief
12/1/2012
Staff is engaged with Central Point Rotary, Upper Rogue
Chamber, Central Point Chamber and Southern Oregon
Enhance staff participation in local service organizations.
Economic Development. Other organizations are being
evaluated for participation.
4.04
Admin
Fire Chief
12/1/2012
Develop a marketing plan that promotes the District's
vision.
12/1/2012
Completed. A link was added on our website which takes
Develop, implement, and advertise a "real time" survey
customers to a Survey Monkey website. While there individuals
tool that captures the level of our patron's satisfaction
are asked to respond to a number of customer service questions.
and awareness of our services.
The results are reviewed by the Fire Chief.
4.05
F&LS
SA Darnell
Completion
Date
First draft has been completed and is in review. Focus is on
establishing guidance for District employees to maximize
communication with our patrons.
12/1/2012
Page 11 of 14
GOAL STATEMENT #4: Promote community involvement and satisfaction.
Strategy
Dept.
Assigned to:
Target Date
Progress
4.06
Vol
DC Blakely
4/1/2013
Establish stratification of response personnel.
The stratification process has been submitted along with written
position descriptions for each level. The District will continue to
explore options that will address the challenge of volunteer
recruitment and retention.
4.07
Training
DC Blakely
Ongoing
Continue to attract and utilize community members in
hiring, promotion, and planning processes.
The District continues to utilize citizen members in all of our
hiring/promotional processes.
A process has been developed to quickly engage new volunteer
applicants. Staff assistants have assisted in the creation of flow
charts and related forms to effectively manage and move
applicants through a seamless entry level process.
Annual budget and financial report is posted on District website,
along with Board packets containing monthly financials.
4.08
Vol
DC Blakely
Ongoing
Establish a recruiting process that allows community
volunteers to quickly engage with the District.
4.09
Finance
CFO Maxwell
Ongoing
Maintain availability of budget documents for public
viewing and input.
Completion
Date
6/30/2014
Page 12 of 14
GOAL STATEMENT #5: Develop and strengthen collaborative strategic partnerships.
OUTCOMES: Meetings are held and agreements are made where appropriate that explore
opportunities to reduce redundancy and maximize effectiveness between partner agencies.
NEW: Oregon State Police; Oregon Department of Transportation, Jackson County Government,
School Districts 6 and 9, and Southern Oregon University
SUSTAINING: Emergency Communications of Southern Oregon, Mercy Flights, Oregon Department
of Forestry, Jackson County Sheriff, Office of State Fire Marshal, City of Gold Hill, City of Central
Point, City of Eagle Point, Rogue Community College, Medford Fire Department, Jacksonville Fire
Department, Applegate Fire Department, Rogue River Fire District, Lake Creek Fire District, Fire
District 4 (Shady Cove)
Strategy
Dept.
Assigned to:
Target Date
Progress
Meetings held during this quarter with Oregon Department of
Transportation, Jackson County, and School District 9.
Meetings held this quarter with ECSO, Mercy Flights, Sheriff,
Rogue Community College, Office of State Fire Marshal, Fire
Agencies and quarterly with the Cities in our District. Working
closely with Rogue Community College on a concept to share the
training facility.
Progress
5.01
Admin
Fire Chief
Ongoing
5.02
F&LS
FM Patterson
Ongoing
Actively involved in regional public education and fire prevention
Capitalize on opportunities that reduce redundancy and
efforts through RVFPC and SOFCO. Also active member of
maximize effectiveness in fire prevention and education.
regional fire investigation mutual aid plan.
DC Operations
Revised 1/1/2014
Previous 7/1/2013
Initiating a dropped border response with Medford that will help
Capitalize on opportunities that reduce redundancy and ensure the closest engine is dispatched to emergencies in our
maximize effectiveness in emergency response.
border areas. The IGA for two BC response and joint Duty
Officer have been signed and are in operation.
Ops
5.04
Fleet
Maint
DC Operations
5.05
Training
DC Blakely
On March 13, 2013 met with Medford City Shops (MCS) to
review fleet maintenance activities for January, February, and
March. Discussed quality and quantity of fleet maintenance, also
Revised 9/2013 Previous Capitalize on opportunities that reduce redundancy and reviewed progress on meeting the strategies identified last
10/1/2012; 7/1/2012 maximize effectiveness in fleet.
quarter; strategy 1 has been completed, strategy 2 is nearing
completion, strategy 3 is in progress. new controls in place are
reducing redundancy and reoccurring repair issues. All
strategies are now complete as of April 2014.
Ongoing
Completion
Date
ESCi study for cooperative services with Medford was initiated
during the fourth quarter of 2013, expect final report in April
2014. Management agreement with JC4 was implemented for a
trial period in response to their Board's request.
Continue working collaboratively with neighboring
agencies at an executive level.
5.03
Completion Date
Apr-14
The District is exploring opportunities to share technology and
Capitalize on opportunities that reduce redundancy and
pursue a single on-line learning system for various training
maximize effectiveness in Training.
modules.
Page 13 of 14
GOAL STATEMENT #5: Develop and strengthen collaborative strategic partnerships.
Strategy
Dept.
Assigned to:
Target Date
Progress
The District is assisting JCFD4 with policy and program
development and working with neighboring agencies to ensure
operational compatibility. The District entered into an IGA with
JCFD4 to provide response services and chief officer services.
We have set up a program with scheduled maintenance using
local vendors when possible to improve the quality of our
facilities.
5.06
Vol
DC Blakely
Ongoing
Build partnerships with neighboring volunteer agencies
to share volunteer response activities.
5.07
Facilities
Maint
FLM Hoffman
Ongoing
Incorporate partnerships with outside local vendors
where possible to ensure quality routine facilities
maintenance.
Ongoing
This project continues to build momentum; RCC has proposed
plans for a single story classroom facility that would add
additional classroom space at the White City campus. The
Pursue the co-location of RCC Emergency Services at the
planning will continue and a small group may visit other training
White City Campus to maximize our training
sites in the State to gather ideas for a final revision to the plan.
opportunities.
RCC continues to lease space for a fire engine, various
equipment, and training supplies in the District's maintenance
building.
5.08
Training
DC Blakely
Completion
Date
The District completed a joint recruitment for student
firefighters with the City of Grants Pass. 31 interested
candidates participated in a written exam, physical agility test,
and an oral interview; 17 candidates completed all phases and
the two agencies have begun background investigations to fill
current vacancies.
5.09
Vol
DC Blakely
Ongoing
Build partnerships with local educational facilities and
develop a joint student firefighter process with
neighboring agencies.
5.10
Finance
CFO Maxwell
Ongoing
Continue ongoing collaboration with partner agencies to
Fulfilled financial services agreement with Fire District 4.
share information and reduce duplication.
6/30/2014
Page 14 of 14

2014 2nd Quarter Report - Jackson County Fire District 3

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