HomeMy WebLinkAbout1995-1030 SS MINCITY OF ASHLAND
Council Special Session
October 30, 1995
Minutes
Meeting called to order at 7:00 p.m.
Attendance: Mayor Golden and Councilors Thompson, Hauck, Wheeldon and Hagen;
Budget Committee Members Regina Stepahin, Martin Levine and Roy Bashaw. Department
Heads attending Lovrovich, Brown, Turner; Staff members Olson, Barnts and Wanderschied;
Firefighter Ken Frentress City Administrator Almquist, Asst. City Administrator Christiansen
and City Recorder Christensen.
FIRE DEPARTMENT STRATEGIC PLANNING
PRESENTATION BY FIRE DEPARTMENT: Chief Woodley; Fare Chief Don Paul; F'u'e
Captains Dan White and Walt Anders; Fwefighters Curt Furmolo, Robert Cockell,
Greg Case, Derek Rosenlund, Wes Eaton and Dan White; Secretary Diane Burnette.
Film was shown using the Oklahoma disaster as an example of unity and the brotherhood of
firefighters.
Report on State of the Organization which was a process of determining "where we are".
The committee directed its attention to the existing state of affairs within the Fire
Department, using these guidelines issues/trends were identified.
The committee decided to develop the strategic plan to address a time period of three years,
which they felt was an important foundation in establishing future plans. It was determined
that it was critical that the Fire Department "link" department-level strategic plans together to
form an "Ashland Strategic Plan."
Community assessment was made as it was felt that the strategic planning process involves
the identification and measurements of significant trends that are occurring in the community,
and which affect the present and future of the organization. Four key external environments
were identified: 1) Service Population; 2) Regulators; 3) Competitors and 4) Resource
Providers.
Worse case scenario; best case scenario and most likely scenario was examined which assist
in the accurate prediction of the future state of the organization.
An assessment of the organization following the visioning phase of the strategic planning.
The assessment involved identifying the programs and services currently provided by the
department, and determining if any of those activities can be eliminated, consolidated, or
contracted out to increase efficiency and reduce cost. Public perception was used as basis of
evaluation along with organizational strengths and weaknesses.
The committee utilized a "voting" process to develop a master list for focused consideration
of issues. These priorifized issues for the Fire Department are as follows: 1) Acquire
ambulance transportation service for the greater Ashland area to ensure quality control; 2)
Construct Fire Department facilities that support adequate public service delivery
requirements; 3) Develop a comprehensive training program for department personnel; 4)
Improve inter-department communications, both laterally and vertically within the
organization; 5) Establish a successful format for consensus building and decision-making
within the department; 6) Develop employee pride in performance and a focus on excellence
in the workplace; 7) Focus employees on a commonly held set of values that will serve to
drive the organization; 8) Establish standard operating guidelines and procedures for
department operations; 9) Improve the Union/City Administration relationship; 10) Manage
public perception of the Fire Department; 1 l) Review, and re, distribute as necessary, work
responsibilities among employees and 12) Commit the organization to a regular review, and
updating, of the department's strategic plan.
The mission statement of the Ashland Fire Department is a commitment to excellence in
service to people in our community, through the efficient and effective delivery of Fire
Department services. The driving values motivating our personnel are teamwork, a
spirit of cooperation, loyalty to organization and community, professionalism, respect
for others, mental and physical preparedness and positive outlook toward the future of
our department and community.
Our strong commitment to the reduction of human misery and suffering due to
emergencies and their effects, the corresponding damage to our environment, and
improving the quality of life in our community, will be promoted and maintained
through a process of constant adaptation to the changing needs of the community. We
will strive to maintain the confidence of our citizenry through leadership in emergency
management, enlightenment of our residents, and our commitment to an attitude that
the service needs of the community come first, the needs of the department second and
needs of individuals within our organization third.
We will pursue attainment of our status as the premier Fire Department within the
Rogue Valley, and strive to provide enthusiasm and leadership to aH f'we service
agencies with whom we labor. We will participate as a full partner in the activities and
efforts of area fire and EMS agencies in our unified goal of protecting the quality of life
for citizens in our beautiful valley. To enhance the strength of the internal foundation
of our organization, we will teach correct principles and then allow our employees to
govern themselves. We will encourage an attitude of teamwork, tolerance for diversity
and a mutual concern for the success in our interpersonal relationships in the
organization.
We, as members of the Ashland Fire Department, will provide our belief that our
employees want to do a good job and be associated with success, and will do so, if they
are provided with adequate facilities, equipment, procedures, materials, knowledge and
management that leads. As an emergency services organization, we will substantially
contribute to the high quality of life in our community.
The strategic planing process provided a logical and orderly framework for establishing key
action plans to enhance organizational development. The committee identified the following
action plans as vital elements in future efforts to improve the Fire Department: 1) Improve
facilities; 2) Comprehensive training program; 3) Inter-Department communications 4)
Consensus building/decision-making framework; 5) Pride in performance/focus on
excellence; 6) Identify values of the organization; 7) Establish department standards; 8)
Improve union/city administration relationship; 9) Public perception of the Fire Department;
I0) Establish equity in employee responsibility; 11) Plan update/review.
Mayor Golden commented that it was hopeful that the media would find the opportunity to
view this presentation for comment as the Fire Department is an important factor in the City
of Ashland. Also noted the frustration and disappointment on the sale of the Ashland Life
Support to Mercy flights.
Questions and clarification by Chief Wooalley to Council and Budget committee members. It
was reminded to all that communication goes both ways and is very important.
Council and Budget committee members praised the Fire Department for the effort and
commitment made towards the strategic planning.
Meeting adjourned 9 p.m.
Barbara Christensen, City Recorder