Lee's Summit Fire Department Strategic Plan 2023-2028 by City of Lees Summit

The Center for Public Safety Excellence® (CPSE®) acknowledges and thanks the community and agency stakeholders for their participation and input into this community-driven strategic planning process. The CPSE also recognizes Fire Chief Snider and all who participated for their commitment to this process. This community-driven strategic plan was developed in February 2023, beginning with a meeting facilitated by representatives from the CPSE for community members, as named below. The community stakeholders’ feedback considered by agency stakeholders in developing this strategic plan can be found in Appendix A. Community Stakeholders Mitch Armer

Ryan Elam

Geral Malotte

Ilene Shehan

Joel Arrington

Chris Hahn

LeeAnn Moore

Steve Shelton

Dom Bennett

Laurel Houge

Bill Morrow

Bruce Trammell

Kelsea Cox

Anastasia Jenkins

Brian Page

David Vest

Ryan Crider

Bob Jerome

Vince Piccinini

Janet Waddell

Kevin Driskell

Randy Johnson

Michelle Rennolds

Mike Eaton

Corey Koca

Matt Sanning

The agency stakeholder work sessions, conducted over three days, involved a group representing a broad crosssection of the LSFD, as named below. Agency Stakeholders Jonathan Abbott

Myles Collins

Carla Krska

Kasey Smith

Jacob Andes

Laura DeCourcy

Kevin McCaw

Mike Snider

Dave Bell

Jeromy Geib

Mike Mohrman

James Stephens

Wes Blanscet

Ben Gray

Chauncey Packard

Arby Todd

Jeremy Blunt

Dan Grieve

Derek Peterman

Jacob Wiemann

Doug Boucher

Tyler Hartman

Steve Pottberg

Caroline Wiggins

Bryce Buchanan

Craig Hill

Mike Robb

Dave York

Kolin Burgess

Message from the Fire Chief It is my privilege to present the Lee’s Summit Fire Department’s 2023-2028 Community Driven Strategic Plan. The Lee’s Summit Fire Department has a rich history of traditions, leadership, a high level of customer service, and a focus on continuous improvement that can be seen throughout this document. The Strategic Plan will guide us through the next five years, focusing on the expectations of our citizens and the efficient use of city resources. This plan began with re-assessing our community’s expectations, concerns, and priorities. Community leaders, business and non-profit representatives, partners from the hospital systems, members of homeowners’ associations, and several nursing/long-term care facilities in our community participated to ensure we received information from throughout our community. The members of the Lee’s Summit Fire Department were also an essential part of this process. Members participated for three days, openly discussing and collaborating to ensure the conversations and ideas presented would help us chart and prepare to navigate our future. This dynamic group of our personnel represented a diverse group of multiple generations, backgrounds, ranks, and years of service. I believe they accomplished more than simply creating a Strategic Plan to maintain what is already expected—they created the new expectations for our future while ensuring we do not lose what has been created before us. While we have taken this look into the future by establishing new objectives over the next five years, we also recognize that as our city and workforce evolve, we will have to make progressive modifications to stay competitive in the constantly changing fire service. We will make any needed modifications by reflecting upon these community recommendations, our mission, values, and vision. This Strategic Plan is a great example of our community’s support and expectations. It also reminds us of why we exist and for whom we exist. We are committed to meeting and exceeding these expectations of those we serve through prevention, preparedness, and response with PRIDE!

Mike Snider Fire Chief

Table of Contents Introduction.................................................................................................................................................. 1 Process .......................................................................................................................................................... 1 Agency Background ..................................................................................................................................... 3 Organizational Chart .................................................................................................................................... 4 Mission .......................................................................................................................................................... 5 Values............................................................................................................................................................ 5 Vision ............................................................................................................................................................ 6 Goals ............................................................................................................................................................. 7 Conclusion .................................................................................................................................................... 8 Appendices ................................................................................................................................................... 9 A.

Community Stakeholder Findings ................................................................................................... 9

Agency Stakeholder Work.............................................................................................................. 16

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STRATEGIC PLAN 2023-2028

Introduction The community served by the Lee’s Summit Fire Department (LSFD) receives high levels of professionalism and efficiency from the agency’s proactive approach to risk reduction and emergency mitigation. As such, the LSFD contracted with the CPSE to facilitate a community-driven strategic plan. The process utilized by the CPSE aligns with the fire and emergency services accreditation model from the Commission on Fire Accreditation International® (CFAI®) but also considers all parameters prescribed by the authority having jurisdiction. The CPSE’s approach to community-driven strategic planning gathers feedback and input from community and agency stakeholders while focusing on future change beyond the status quo. Beliefs, concepts, current processes, and values were among the many pieces considered and questioned to bring this planning document to reality. The LSFD exhibited a commitment to the implementation and execution of this plan to become more efficient and effective in alignment with its community.

Process Understanding what the customer desires is vital to the success of any organization. In this case, the customer is the community served by the Lee’s Summit Fire Department. This applies even if the service organization is a governmental entity. Community-driven strategic planning ensures the community remains a focus of the organization’s direction, and community feedback is at the heart of all deliberations and development of this strategic plan. The process of community-driven strategic planning and the plan represents the embrace of transition away from how an organization has always done things, seeking to find efficacies and outcomes based on change. The community-driven strategic plan provides a management roadmap built on a shared vision and structured for measurable results. With the involvement of a diverse group of agency stakeholders, the Lee’s Summit Fire Department’s community-driven strategic plan encompasses various experiences, perceptions, and perspectives that can also work to build more internal organizational symbiosis. For the desired, measurable results to be realized, the process and the strategic plan must focus on substance, not form. Only then can the LSFD truly benefit from the process and realize its ultimate vision.

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Community Stakeholder Findings  Identify, from the community perspective, things the agency should and should not change.  Identify the community’s expectations for the agency, concerns about or for the agency, and aspects the community views as strengths or positives.  Define the programs provided to the community.  Establish the community’s prioritized view of the programs and services provided by the agency.

Community Stakeholders

Agency Stakeholder Work  Identify the agency’s strengths, opportunities, aspirations, and results.  Revisit the mission statement, giving careful attention to the services and programs currently provided and which can be provided in the future.  Revisit the values of the agency’s membership.  Revisit the agency’s current vision considering the consensus built from the strengths, opportunities, aspirations, and desired results.  Identify the agency’s challenges, service gaps, and causal effects through a thematic sifting process.  Determine, by consensus, strategic initiatives for outcome-based organizational improvement.  Develop strategic goals, SMART objectives with relative timelines, and comprehensive critical task concepts focusing on outcomes.

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Agency Background Over a hundred years ago, the small 11-block Town of

residential. The city is one of only ten cities in the

Strother straddled the Missouri Pacific Railroad tracks.

nation to hold four national-level accreditations in its

Today, that small town consists of 65.87 square miles

organization: Parks and Recreation, Public Works,

and is known as the City of Lee’s Summit. In the late

Police, and Fire.

1800s, a man by the name of William B. Howard was drawn to this fertile, gently rolling prairie land with the dream of building a city. Today, over 103,000 residents have been enticed to this progressive yet restful and family-oriented community atmosphere, with a unified dream to create a dynamic, vital city. The stories of this once-small town have been filled with the courage, dedication, and quiet determination of its citizens, making Lee’s Summit an ideal city in which to live and work.

The Lee’s Summit Fire Department has seven fire stations, which provide emergency services to nearly 109,000 people, including over 6,000 residents in the neighboring communities of Greenwood and Unity Village. The personnel of LSFD respond to over 12,000 calls for service annually, delivering traditional fire suppression, advanced life support, emergency medical transport, hazardous material mitigation, technical rescue, and emergency management services. The

LSFD

underwent

Public

Protection

Classification (PPC) survey by the Insurance Services Office (ISO) in early 2017 and achieved a rating of “Class 2/2X” from a previous rating of “Class 3.” The rating also includes the City of Greenwood and Unity Village.

And

accreditation

the from

department’s the

most

Commission

recent Fire

Accreditation International in December 2021 is indicative of its standard of excellence for service delivery and performance. Lee’s Summit is in the southeast portion of the Kansas City metropolitan area. The city was incorporated in 1865 and included the 70 acres of land surrounding the railroad depot. The city has grown steadily for 153 years, and as of 2018, has annexed land 25 different times. Lee’s Summit has grown to be the sixth-largest city in Missouri. In recent years, the city has experienced accelerated development and investment in all sectors, including commercial, industrial, and

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Organizational Chart

Agency Stakeholder Work Session Participants

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STRATEGIC PLAN 2023-2028

Mission The mission provides an internal aspect of the existence of an organization and, to a degree, an empowering consideration for all LSFD members. The purpose of the mission is to answer the questions: •

Who are we?

•

Why do we exist?

•

What do we do?

•

Why do we do it?

•

For whom?

A workgroup met to revisit the existing mission and, after ensuring it answered the questions, the following mission statement was discussed and accepted by the entire group:

The Lee’s Summit Fire Department is dedicated to serving our community through prevention, preparedness, and response with PRIDE.

Values Values embraced by all members of an organization are extremely important, as they recognize the features that make up the personality and culture of the organization. A workgroup met to revisit and update the existing values agreed upon by the entire group.

Professionalism

A commitment to consistently achieve high standards through training and personnel development.

Respect

Compassion and empathy for our community and each other.

Integrity

An uncompromised commitment to trust, honesty, and ethical services to our community and each other.

Duty

A commitment to carry out the mission of the department.

Excellence

Continually striving to be the best.

The mission and values are the foundation of this agency. Thus, every effort will be made to keep these current and meaningful to guide the individuals who make up the Lee’s Summit Fire Department to accomplish their goals, objectives, and day-to-day tasks. 5

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Vision An organizational vision exists to keep all agency members focused on the successful future of the Lee’s Summit Fire Department and to guide quality change and improvement in alignment with the community. In support of the futurity created within the community-driven strategic planning process, the current LSFD vision was reviewed and agreed upon by the agency stakeholders. The agency will support the reality of this vision through successful plan implementation and goal achievement. The Lee’s Summit Fire Department’s vision:

To be strategically moving forward so others view our department as the premier example.

Agency Stakeholders Work Sessions

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Goals Community feedback and the SOAR process led to the determination of strategic initiatives representing the highlevel issues the agency stakeholders developed into goals. The LSFD must now make these goals a focus of efforts that will direct the agency to its desired future. Goals with complete objectives, tasks, timelines, and assignments are included in a separate Management and Implementation Guide.

Improve the existing workforce planning process to maintain an effective and efficient workforce. Establish and implement a comprehensive community relations program to enrich the relationship between the fire department and those we serve. Evaluate and enhance all physical assets of the department to continually improve our quality of service. Enhance the training program to ensure all members perform safely with a high level of competency. Improve the health and wellness of all employees, thus creating a more resilient workforce to better serve the community. Create and enhance service programs to better meet the needs of our community.

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Conclusion Working with community and department members from all levels, this strategic plan was developed…but the work is truly just beginning. Agency stakeholders must now execute and institutionalize the plan to ensure the community’s expectations and

the

department’s

vision

remain

congruent.

The

accompanying Management and Implementation Guide will assist the LSFD in the mechanics of implementation. The guide is not intended to be all-inclusive; rather, it provides flexibility to ensure future success. “…we will chase perfection, and we will chase it relentlessly, knowing all the while we can never attain it. But along the way, we shall catch excellence.” Vince Lombardi

It must be remembered that during this journey of regeneration through change and improvement, recalculation may need to occur to find the success desired. This strategic plan is a roadmap to help the Lee’s Summit Fire Department navigate that change and futurity. The ability to pivot to meet the current environment as institutionalization and implementation occur provides a greater likelihood that the desired outcomes and efficacies will be realized as envisioned.

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Appendices A.

Community Stakeholder Findings

The Lee’s Summit Fire Department (LSFD) demonstrates a commitment to its community via a focus on community input and satisfaction. A community stakeholder session was held to gather feedback from the respondents on the agency and its various services delivered. The information gathered from the community stakeholder feedback provided understanding to the agency stakeholders of any misalignment with its organizational foundation and performance or values-based expectations or concerns from which new improvement strategies and processes may be created. Community stakeholders were identified by the agency to ensure broad representation. The breakdown of groups represented is presented here: Business, 3, 11% Community Group, 2, 8% Other, 11, 42%

Education, 5, 19%

Public Safety, 3, 12%

Healthcare, 2, 8%

Respondents were asked to list, in priority order, up to three subjects relative to expectations, concerns, and strengths or positives for the LSFD. Expectations and concerns were then analyzed for themes and weighted. The numbers are the cumulative weighted value that correlate with the themes identified. While the themes are listed in prioritized, weighted order, all responses were important in the planning process. Strengths or positives are listed verbatim and may be repeated based on different respondents.

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The specific data and findings from the community stakeholder respondents are provided to follow.

Community Expectations of the Lee’s Summit Fire Department (in priority order) 1.

Response Times. Quick response times. Low response times. Timely response. Reducing emergency response time as much as possible. Quick response time. Respond to emergencies in the shortest time possible. Timely arrival. Quick response times to an emergency. Fast, effective response. (71)

Training. Well-trained and educated team members. Capable/knowledgeable/well trained. Continued education and support for all responders. Ongoing training. Trained and experienced staff. Proper training. To remain current with training. Well-trained employees. Consistency - ability to perform what is needed. (44)

Public Safety. Public safety. Emergency response. Safety and security of residents and business/organizational stakeholders. Quality care of residents in need of assistance. (20)

Community Involvement. Community education. Partnerships in the community. Partner with other stakeholders to better serve the community. Community outreach. Great communication with stakeholders. Community engagement. (16)

Fulfill the needs of the community. Resolve the issue. Meet the emergency needs of the community. (13)

Proper healthcare of patients. High-quality patient care. Quality care. Stay up-to-date on best lifesaving procedures. (12)

Preventative inspections/maintenance in community facilities. Protective focus on fire prevention of all structures in the community. Prevention. Consultation on safety, code, and building management. (10)

Responsiveness. Responsive. (10)

Professionalism.[shared twice] Be professional. (8)

10. Integrity. (3) 11. Maintain high standards for both accreditation as well as hiring process. (3) 12. Prioritize safety. (3) 13. Well-equipped for each situation as well as gear to protect firefighter. Updated fire equipment. (2) 14. Limit loss due to fire. (1) 15. Be visible and present in communities served. (1) 16. To train and plan for the future of Lee’s Summit and surrounding communities. (1) 17. Follow-up. (1) 18. Turnaround time data. (1) 19. Develop community paramedic program to serve high risk and frequent calls. (1) 20. Service-oriented. (1) 21. Advocate in the community for the community. (1) 22. Continue to identify and correct problems. (1) 23. Fiscally responsible. (1) 24. Forestry advice for fire safety. (1)

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Areas of Community Concern about the Lee’s Summit Fire Department (verbatim, in priority order) 1.

Staffing. Employee attraction and retention. The ability to recruit and hire staff with the current workforce demands. Staff shortages concerns. Fully staffed. Understaffed. Are we truly competitive to hire and retain the right talent? Are they the right size for the size of the city? Are they appropriately staffed? Ability to hire medical professionals. (35)

City Growth. City and surrounding area are growing quickly - can they keep up with growth? Keeping up with population growth. Growth at the rate we are growing as a community and the fire department ability to keep up. Does the size of the community match the size of the department? As they grow, are they becoming scattered and maybe need to evaluate how they are set up, such as location of HQ and dispatch. (19)

Funding. To continue seeking grants and federal funding for department. Ability to get the funding required to adequately serve the public. Adequate funding to maintain high expectations. (11)

Labor Relations. Labor relations. Sometimes it is difficult to differentiate union activity versus LSFD roles. During election cycles this becomes muddled. (10)

Fire department to present training to the village cooperative – do’s and don’ts to keep safe. Work with our safety committee in training our members. Do they have the time or resources for a robust community education program? Community education. (6)

Support training for front line personnel. Do you have the required and necessary training and resources? (6)

Do they have updated equipment? (5)

Need to have emergency training for our village cooperative members in the event of a fire or storm damage. (5)

For them to be safe. (5)

10. I do not think the fire department is managing their assets. (5) 11. Response times. (5) 12. Response during Colbern Road construction. (5) 13. Is it cost-effective to send a fire truck with an ambulance for a transfer? (5) 14. Professionalism of crews in hospital. (5) 15. Maintaining/increasing level of support for fire department from city and citizens. (5) 16. Homelessness - what positive role can the fire department play? (5) 17. Outdated facilities. (3) 18. Find, train, and retain resources to perform the work. (3) 19. Communication challenges during leadership changes. (3) 20. To help in any situation. (3) 21. Succession planning. (3) 22. Are policies and procedures directed for the city’s best interest? (3) 23. Adequate coverage of large geographical area. (3) 24. Sometimes the only press/media from LS is one that focuses on negativity rather than providing all the wonderful things that LSFD does all the time. (3) 25. Non-emergency turnaround time. (3) 26. Meeting time critical diagnosis requirements/regulations. (3)

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27. Be kind. (1) 28. Why do some addresses have two fire departments covering? For example - LS and Prairie respond to one call. (1) 29. Flexibility and creative thinking towards problem-solving at the community scale. (1)

Positive Community Comments about the Lee’s Summit Fire Department (verbatim, in no order) •

Provide rapid response and good service.

•

Professionals.

•

They’re efficient.

•

Their role.

•

There has been a culture change since the new chief has come on board and it is evident.

•

Building new stations (larger) to better serve the community.

•

Well trained.

•

Very competent.

•

Positive interactions with me as a school leader.

•

Alignment/supportive of LSPD and LSFD.

•

“This is your department.”

•

On a recent call to the house, the fire department personnel were professional yet lighthearted in their disposition, making a very stressful situation less stressful. It appeared as though they enjoyed their profession and company.

•

Solid reputation in the community.

•

Who doesn’t love their firefighters?

•

Leadership is focused on the right things.

•

Community support.

•

Regional reputation.

•

Strategic planning.

•

Professional equals demeanor, trainers, respect, results.

•

Resources proactively and reactively produce support and resources.

•

Very transparent about apparatus, constantly educating the public.

•

Proactively work with community stakeholders and other public interest groups.

•

Excellent service in working with utility providers.

•

Open communication with hospitals.

•

Responsiveness of leadership team.

•

Excellent care of critical patients.

•

Great partnership.

•

Continued growth.

•

Very professional when you see them, especially when not an active incident (like grocery store since this may be where most people interact with them).

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•

Accreditation.

•

Continued support of growing staff and resources.

•

Very professional staff.

•

Relationship with our community is strong.

•

Quality care for those in our organization.

•

An obvious willingness to improve themselves and break free of the status quo.

•

Timely arrival.

•

A good partnership is established with local utilities.

•

Excellent command staff.

•

Excellent labor relations.

•

Great response time to our emergency events at the Village Cooperative.

•

Polite and orderly.

•

They are seen in the community.

•

Have lots of avenues to reach folks.

•

Lifesaving.

•

Quick to respond.

•

Friendly and compassionate.

•

They work really well with us and our residents.

•

Call times.

•

Presence.

•

Great leadership.

•

Well equipped.

•

Professional.

•

Resources well distributed.

•

There seems to be a good variety of locations to make quick response easier to accomplish.

•

Any and all interactions with the fire department have been professional and kind.

•

I have also witnessed lots of fire department community support/involvement.

•

Professional workforce at all levels.

•

Facilities and equipment look favorable from outside organization.

•

Strong community and civic engagement in the area.

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Other Community Comments about the Lee’s Summit Fire Department (verbatim, in no particular order)

•

What I have seen of their professionalism. They are always on call. Their arrival time is very good.

•

Why yellow equipment?

•

LSFD is top-notch in the region and Midwest. Continue to fund the department and support staff is crucial to training and development of other departments.

•

We need a better process to return facility supplies back to facilities after transfers.

•

Need for transfer services to get patients to homeless shelters/inner city when requested.

•

Station 5- is the transport for SLEH? If so, what is the plan for an ambulance out? If 5 is out, closest next ambulance is Station 3, that’s far. Should Station 7 ambulance move back?

•

I appreciate being invited/included in the conversation to foster improvement.

•

What other ways could services be provided? What can be added to what is being done to get services to people. Example- fire responds on multiple different calls. Can they be trained on domestic violence and connect people with services on calls like suicide attempts?

•

I have gotten to know and interact with Chief Snider off and on for two years. He has a mind for the customer and pride of an owner. He has pursuit of excellence in everything he does.

Things the Community Feels the Lee’s Summit Fire Department Should Change (verbatim, in priority order)

None.

Should have more water rescue efforts.

Procedures that would reduce some overtime.

Mental health response time/team.

Marketing and public relations would share more great things happening.

Hospital response for critical patients.

Continue to add and grow, not stay the same.

Match the response to the event. Don’t bring a pumper truck to a broken arm in the park. A single ambulance or something small would-be better resource management.

Combine dispatch service with the city.

10. Love and respect for all of our community. 11. Upgrade dated facilities. 12. Improve partnership with police.

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Things the Community Feels the Lee’s Summit Fire Department Should NOT Change (verbatim, in priority order)

Their reaction time.

The people-focused approach on leadership.

Continue to be accredited.

Continuous improvement mindset.

Their motivation to provide high level of skill and care for our hometown.

Spirit and behavior of service.

Growing and adding resources (staff/stations).

Training.

Community involvement.

10. Community relationships. 11. New firefighter training as well as routine ongoing training once qualified.

Community-Prioritized Programs Understanding how the community prioritizes the agency’s programs and services allows the Lee’s Summit Fire Department to ensure its focus on resource allocation aligns. With that, prioritization feedback was garnered with an instrument that compared the prioritization of the programs and services offered by the LSFD. The results were as follows: 160

145

140

125

120 100 80

73 40

20 0 Fire Prevention

Public Education

Fire Investigation

Emergency Management

Fire Suppression

EMS

Technical Rescue

HazMat Mitigation

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Agency Stakeholder Work

A group of agency stakeholders representing the various segments of the LSFD attended a three-day work session to review the community feedback, develop or revise the agency’s mission and values, and establish a quality focus on the way forward in developing this community-driven strategic plan. Additionally, the process included an environmental scan in the form of a strengths, opportunities, aspirations, and results (SOAR) analysis to better understand the current situational aspects impacting the agency.

SOAR The agency stakeholders utilized a strategic environmental analytic method known as SOAR: where members consider the organization’s current strengths, opportunities, future aspirations, and strategic results to formulate a path for continuous improvement. The SOAR process was conducted for reflection, focus, and alignment with the organization’s set of values, its vision, and its mission. This appreciative inquiry process provided environmental scanning for strategic direction, associated plans through the application of innovative ideas, and a positive strategic framework that brings clarity to the agency’s vision for leadership in day-to-day functions.

Strengths Dedicated people focused on serving the citizens

Ability to recruit and retain motivated individuals

Quality equipment with processes to evaluate and replace

Input is allowed from any level within the department to help drive change

Strong labor-management relationship dedicated to continuous improvement

Incorporating and evaluating new training concepts to stay current

Managing data for the betterment of the department

Looking for ways to stay relevant internally and externally

Efficient utilization of resources to meet the department’s mission

The willingness of tenured employees to help prepare newer employees for the future

Resilient organization committed to reaching goals within a changing environment

Community support allows us to fill gaps in our shortcomings to continue to grow in the future

The department continues to focus on improvement (accreditation) to meet the expectations of internal and external stakeholders. Take PRIDE in the unique tradition of yellow fire trucks

The ability to provide resources to our internal stakeholders through our health and wellness initiatives, along with our mentoring program and peer support, which has resulted in higher morale in our organization

Willingness to change appropriately based on after-action evaluations

Continually strive for department growth to keep up with the growing needs of the community

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Opportunities Develop a multi-dimensional leadership program to enhance all levels of career development

Work towards meeting turnout times by identifying opportunities to improve

Increase funding to improve initial and ongoing training opportunities

Identify opportunities to improve public outreach and community involvement

Develop department staffing/resources that match with city growth and expansion

Utilize community education to inform the public about the fire department and labor goals

Implement a community paramedic program to better serve target demographics that are underserved

Continue open lines of communication with community partners to improve relationships

Explore ways of implementing a tiered response to improve resiliency

Establish public outreach programs, i.e., CPR, AED, extinguisher, etc.

Utilize data and data tools to better identify future service needs

Conduct an analysis of each division’s functions to ensure it is meeting community expectations

Utilize known resources to provide training opportunities, i.e., police department training room

Evaluate the overall organizational structure to ensure it continues to meet the needs of today and into the future

Seek continual input from internal and external customers through surveys

Encourage participation of a greater number of department members in all activities

Identify and develop ways to better implement horizontal and vertical career development

Increase opportunities and resources for training via external training and bringing in external resources

Follow legal trends affecting fire and EMS personnel nationally

Education and training program to teach nonstandard fire service skills

Review and establish future expectations of specialty teams

Expand social media presence to educate stakeholders

Continue to focus on the basics of technical rescue (auto extrication/water and ice rescue) while seeking opportunities to expand capabilities

Review and improve community involvement through community events and social media/website to make relevant

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Aspirations Be a premier department in the Midwest by enhancing and exceeding the current and future needs of the internal and external stakeholders

Develop a special operations division able to provide lowfrequency, high-risk situational training and services

Continue to grow our regional footprint as a premier communications center to grow funding to retain and attract quality personnel

Utilize technological advances and innovation throughout all aspects of the department to improve safety and operations

Implement a mobile communications center

To attract and retain highly trained individuals

Develop a financial health program beginning with new hires through eligible retirement to prepare all personnel for their future

To have four personnel pumpers and five personnel trucks to increase staffing throughout the organization to meet the needs of the city

Prepare members for opportunities to respond with state and federal organizations to large-scale events

Attract and retain motivated individuals through department culture, training, and compensation

Increase staffing in the training division to meet current and future needs

Alternative staffing options to enhance the prevention division, i.e., use retirees to improve the division

Allow lateral transition between communications and operations

Focus on providing real-time data analysis for decision making

Implement and establish an EMS membership fee program to streamline the billing process for our customers

Develop a special operations division for EMS as well as fire

Continue to prioritize the health and wellness needs of all to become the example for others

Alternative staffing/resources for non-emergency transports if service is continued to be provided

To become a regional training destination provider in the Midwest for fire, EMS, and communications

Membership and active participation on industry relevant initiatives

To have a comprehensive health clinic for members, families, and retirees of the city to meet healthcare needs

Results -

Group 1 To continue to enhance our overall service delivery Continued community support for our organization Improved and increased information sharing to increase community support

Successful recruit retention

Keeping pace with trends in equipment, technology, and training

Increased participation in department wellness programs

Maintaining and improving a positive employee culture

Group 2 Improve overall system resiliency

Improved community relations and knowledge

Have a highly qualified and diverse workforce

Ability to provide regional resources and specialized assistance

Better quality of life for employees and retirees regarding health and wellness

Group 3 Full staffing and tenured employees

Rate increase of applications

By establishing a special operations division, we can meet the needs for the community and other surrounding departments (technical rescue, hazmat)

Leave all stakeholders better than found

Better resiliency due to increased minimum staffing

Reaching benchmarks that were met 90% of the time

LEE’S SUMMIT FIRE DEPARTMENT

Group 1 Higher level of certifications for a greater number of personnel, with the creation of specialty teams

Capitalizing on our strengths to meet community expectations

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Group 2 Members have the ability to respond to national incidents

Group 3 and more efficient use of resources -

Continued community support allowing us to maintain funding needed for a sustainable workforce

More adaptable workforce willing to make changes using self-evaluation or after-action evaluations to make necessary changes in operations and safety

Strong labor management relationship to allow buy-in and involvement

High level of care for department equipment, which increases equipment longevity

More diverse input of ideas

Needed resources will be identified to meet community expectations

Increased social media followers and posts

External stakeholders better served through the implementation of Community Paramedic Program for more specified care and maintaining resiliency

Decrease liability of personnel and the organization as a whole

Highly educated and trained employees

Achieve and maintain adopted standard benchmark times for turnout

Completion and training of career development for all members of the department

Expanded levels of participation by all levels and team

Increased exposure to potential new hires

Better educated and more informed public State-of-the-art facilities for better training

Improved resource utilization

Sustained funding to augment EMS delivery and other related programs

Better trained workforce that understands multiple divisional tasks

Real-time data readily available to enhance decision-making and transparency in all organizational aspects

Overall cost savings on health insurance to help expand other health and wellness programs

To have a healthier, more resilient employee able to deal with known stressors of the profession to minimize potential disciplinary events

Keeping LSFD tradition with yellow trucks

Improved decision-making skills with knowledge regarding the legality

Internal stakeholder support systems in place leading to a better quality of life

LEE’S SUMMIT FIRE DEPARTMENT

STRATEGIC PLAN 2023-2028

Programs and Services It is imperative that agency stakeholders distinguish between the core deliverables (programs and services) provided by the Lee’s Summit Fire Department and those supporting services that help the agency provide the core programs and services. With this understanding, the agency stakeholders can further define where the issues and gaps exist within the organization and provide more basis for the environmental scan that is conducted. To bring this understanding to fruition, the CPSE provided guidance and gained consensus understanding with the entire group so that the difference between the deliverables and the supporting functions were understood. After sifting through data and feedback provided by the community stakeholders and the internal environmental scan conducted, the agency stakeholders, by consensus and group effort, determined that the following challenges and service gaps exist within the Lee’s Summit Fire Department. Each challenge or gap listed is accompanied by the causal effects determined by the two groups. They are then linked to the strategic initiative identified by the agency stakeholders. Group 1 Workforce Planning o

Recruitment from a smaller pool

Retention - lack of post-retirement and

Expansion- city outgrowing fire

Benefits

healthcare department resources

Group 2 o

Remain in the top percentile in pay and benefits to

Continue to improve employee benefits to maintain a

Monitor current trends to enhance recruitment

Staffing to match city growth and NFPA standards

enhance recruitment high level of retention processes

and horizontal level

External Communications

Public perception

Dedicated staff to improve public relations

Community confusion on separation

Implement public feedback outlet

Lack of external communications

Physical presence between LSFD/IAFF 2195

Funding

Improve technology to include social media outreach

Physical Resources

Physical Assets

Equipment replacement program

Additional apparatus for resiliency

Lack of dedicated mechanic/repair

Upgrade technology to stay current

Outdated facilities

Additional facilities and apparatus facility

Workforce Planning

Enhancing career development program on a vertical

Community Relations o

Initiative Link

Workforce

Additional stations to cover service gaps

Technology to capture and process data

Create an innovation group to assess and evaluate

Community Relations

Physical Assets

equipment and trends to obtain cutting-edge technology

Training o

Internal program development

Expand service-level credentialing

Lack of division personnel Communications Center- lack of training resources and dedicated time

Training

LEE’S SUMMIT FIRE DEPARTMENT

STRATEGIC PLAN 2023-2028

Group 1 Health and Safety o

Nutritional education

Employment and post-retirement

Reducing injury and creating a healthier

Group 2

Initiative Link

Lack of dedicated time and facilities

Health and Safety

healthcare workforce

Service Delivery o

Implementation of a community paramedic program

Research a need for special operations division for fire

Create a more robust community education and

Explore reinvestment of the Community Emergency

Expand the role of the public information officer

and EMS outreach program

Service Delivery

Response Team Program

Strategic Initiatives Based on all previously captured information and determining critical issues and service gaps, the following strategic initiatives were identified as the foundation for developing goals and objectives.

Workforce Planning

Community Relations

Physical Assets

Training

Health and Safety

Service Delivery

LEE’S SUMMIT FIRE DEPARTMENT

STRATEGIC PLAN 2023-2028