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HomeMy WebLinkAboutPackets - Council Packets (1635) AGENDA ORO VALLEY TOWN COUNCIL STUDY SESSION NOVEMBER 9, 1998 ORO VALLEY TOWN COUNCIL CHAMBERS 11,000 N. LA CANADA DRIVE STUDY SESSION - AT OR AFTER 7:00 P.M. CALL TO ORDER ROLL CALL 1. DRAFT ORDINANCE NO. (0) 98-43 AMENDING TOWN CODE SECTION 6-8-2 OF THE CODE OF THE TOWN OF ORO VALLEY, ARIZONA, PERTAINING TO THE DESIGNATION OF THE TOWN FIRE MARSHAL - DISCUSSION 2. STRATEGIC PLAN FOR FIRE AND EMS SERVICES - DISCUSSION ADJOURNMENT POSTED: 11/06/98 4:00 p.m. rg TOWN OF ORO VALLEY STUDY SESSION COUNCIL COMMUNICATION MEETING DATE: 11/9/98 TO: HONORABLE MAYOR AND COUNCIL. FROM: Tobin Sidles, Town Attorney SUBJECT: Draft Ordinance (0) 98-43, amending Town Code Section 6-8-2, pertaining to the designation of a Town Fire Marshal- Discussion SUMMARY: At the Special Council meeting of September 9th,1998 the staff was directed by the Town Council to come up with a recommendation for amending the Town Code regarding the appointment of a fire marshal. This direction necessitates a change in the Town Code via an ordinance. At the meeting of October 7, 1998, the Council was presented with a list of four options in order to accomplish this amendment to the Town Code.That item,which is attached to this communication,was continued to a future study session so that the full Council could attend,debate the various proposals,and to allow time for the public to be notified of the meeting.This is that study session. At the October 7th meeting the staff had made the recommendation that a staff member(either existing or newly hired personnel) be designated as the Town Fire Marshal, and that the respective Fire Chiefs or appropriate personnel be designated as Assistant Fire Marshals.The reasoning of the staff at that time was in response to the Council indication of having a formal Request For Proposal(RFP)to prepare a strategic plan for Fire and Emergency Medical Services (EMS).It was felt that having an uninvolved staff member protected the agencies currently serving the Town and also preserved Town sovereignty.Regarding municipal sovereignty,the case of Drexel Heights v. City of Tucson,858 P.2d 488(1993)indicated that the City of Tucson was the sovereign authority within its borders.It was held by the courts that the City could operate a water treatment plant not in compliance with the Drexel Heights fire code but in compliance with state codes.From information received from the State Fire Marshals office,staff believes that legally only an existing state law can override a validly adopted Town ordinance. ATTACHMENTS: 1) Council Communication and attachments for the 10-7-98 meeting 2) Minutes of the 10-7-98 meeting FISCAL IMPACT: Unknown at this time RECOMMENDATIONS: Not Applicable SUGGESTED MOTION: Not applicable in a Study Session //// S'� e of Depa `ment Head Town Manag is Review ATTACHMENT 1 { TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: 10/07/98 TO: HONORABLE MAYOR AND COUNCIL FROM: Tobin Sidles, Town Attorney : Ordinance (0) 98- 43 , A ointment of a Town Fire Marshall SUP�JECT. PP SUMMARY: At the last Town Council meeting it was requested that that this matter return to the Council for the appointment of a Town Fire Marshall, to be someone other than the Chief of Police. As I have heard conflicting requests,I have provided the Council with four options. Option "A"—Designates the Chief or his delegate of the Golder Ranch Fire District as the Town Fire Marshall.Please note that although h this Ordinance would change the language of the Town Code,it will still require an intergovernmental agreement(IGA)which must still be prepared and brought back to the Council.As a fire district,Golder Ranch is another governmental body and an IGA is necessary between the parties.This has not been accomplished yet. g Option "B"- Designates the appropriate person at the Rural Metro Fire Department as the Town Fire Marshall. A contract should be prepared and signed between the parties for this service. Option"C"'—Allows for the appointment of another staff member to act as the Chief Fire Marshall,with the appropriate persons at both Rural metro and Golder Ranch designated as Assistant Fire Marshall's to assist this person.No staff person is specifically named at this time.An IGA with Golder Ranch will be necessary. Option"D"- Designates the appropriate persons at both Rural Metro and Golder Ranch as Town Fire Marshall's for those areas coveredy jurisdictional b their boundaries. Once again,an IGA with Golder Ranch will be necessary. ATTACHMENTS: 98- 4 3 O 1) Ordinances (0) , tions A,B, C and D.Options FISCAL IMPACT: None RECOMMENDATIONS: Staff recomme nds that a Chief Fire Marshall position be established immediately. Staff further recommends that a staff member serve as a Chief Fire Marshall and the appropriate persons with Golder Ranch and Rural Metro be designated as Assistant Fire Marshall's to assist this staff member.. An IGA will need to be prepared for Golder Ranch and a contract with Rural Metro for these services. SUGGESTED MOTION: I move that we approveMarshall. Ordinance(0)98- 4 3 , Option C. Fire is designated as the Chief Staff is hereby empowered to prepare and finalize an IGA with Golder Ranch Fire District to allow a representative to serve as an Assistant Fire Marshall,and to prepare a contract with Rural Metro to allow a representative to act as an Assistant Fire Marshall.Such agreements are to be brought before this Council for approval when ready. Or i Ii I r ance(0)98- 43 ,O tion . Staff is hereby directed to create the appropriate legal I move that we approve O din p agreements to be consistent with the Town Code revisions and to bring those agreements back to the Council when ready. or I move that we deny Ordinance(0) 98-43 Or I move that we continue this item to • 1 1 1 , , , / // . ii S'_ u of Do/ parts nt Head .d7/14tfA iI own Manage 's Review , „ A ORDINANCE NO. 98 - .43 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, AMENDING TOWN CODE SECTION 6-8-2 OF THE CODE OF THE TOWN OF ORO VALLEY, ARIZONA, PERTAINING TO THE DESIGNATION OF THE TOWN FIRE MARSHALL AND ENFORCING THE TOWN FIRE CODE. WHEREAS, the Mayor and Town Council of the Town of Oro Valley, upon review of the Town Code designating a Town Fire Marshall under section 6-8-2 which designates the Chief of Police as the appropriate official; and WHEREAS, the Town Council has determined that the increase of the population ulation requires that this position as fire marshall be taken over by the Golder Ranch Fire District or its successor and assigns, and to further provide for the public health, safety and welfare of the citizens of the Town of Oro Valley; NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA: SECTION 1 : That Section 6-8-2 of the Town Code be amended to read: 6-8-2-2 Enforcement of the Uniform Fire Code, Appointment of Town Fire Marshall The Uniform Fire Code, as adopted from time to time by resolution or ordinance, shall be enforced by the Town Fire Marshall or any of his\her delegates . The Fire Marshall, by an agreement between the parties and as approved by the Town Council, shall be appropriate person at the Golder Ranch Fire District or their successor.Such services shall be provided for at no cost to the Town of Oro Valley. SECTION 2: All ordinances and parts of ordinances in conflict withprovisions the of this ordinance are hereby repealed, effective as of the effective date of this ordinance. SECTION 3 : Repeal of all ordinances and parts of ordinances in P conflict with the provisions set forth herein does not affect rights hts and duties that have matured or penalties that were incurred andP roceedings that were begun before the effective date of the repeal. SECTION 4: If any section, subsection, sentence, clause, phrase or portion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdictiofli such decision shall not affect the validity of the remaining portions thereof . PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona this 7th day of OCTOBER , 1998. Paul H. Loomis , MAYOR ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM: Tobin Sidles , Town Attorney 3 • ORDINANCE NO. 98 -A3 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, AMENDING TOWN CODE SECTION 6-8-2 OF THE CODE OF THE TOWN OF ORO VALLEY, ARIZONA, PERTAINING TO THE DESIGNATION OF THE TOWN FIRE MARSHALL AND ENFORCING THE TOWN FIRE CODE. WHEREAS, the Mayor and Town Council of the Town of Oro Valley, upon review of the Town Code designating a Town Fire Marshall under section 6-8-2 which designates the Chief of Police as the appropriate official; and WHEREAS, the Town Council has determined that the increase of the population requires that this position as fire marshall be taken over by the Golder Ranch Fire District or its successor and assigns for the portion of the Town served by Rural Metro and by Rural Metro Fire Department or its successors and assigns for the portion of the Town served by that fire department; and to further provide for the public health, safety and welfare of the citizens of the Town of Oro Valley; NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA: SECTION 1 : That Section 6-8-2 of the Town Code be amended to read 6-8-2 Enforcement of the Uniform Fire Code, Appointment of Town Fire Marshall The Uniform Fire Code, as adopted from time to time by resolution or ordinance, shall be enforced by the Town Fire Marshall or any of his\her delegates . The Fire Marshall, by an agreement between the parties and as approved by the Town Council, g shall be the appropriate person of the Rural Metro Fire Department or their successor for that portion of the Town served by that District or Company. Such services shall be provided for at no cost to the Town. SECTION 2: All ordinances and parts of ordinances in conflict with the provisions of this ordinance are hereby repealed, effective as of the effective date of this ordinance. SECTION 3 : Repeal of all ordinances and parts of ordinances in conflict with the provisions set forth herein does not affect rights and duties that have matured or penalties that were incurred and proceedings that were begun before the effective date of the repeal. SECTION 4: If any section, subsection, sentence, clause, phrase invalid or portion of this ordinance is for any reason held to be or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions thereof . PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona this 7 th day of October , 1998 . Paul H. Loomis , MAYOR ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM: Tobin Sidles , Town Attorney , \\ 1 / C • ORDINANCE NO. 98 - 43 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA, AMENDING TOWN CODE SECTION 6-8-2 OF THE CODE OF THE TOWN OF ORO VALLEY, ARIZONA, PERTAINING TO THE DESIGNATION OF THE TOWN FIRE MARSHALL AND ENFORCING THE TOWN FIRE CODE. WHEREAS, the Mayor and Town Council of the Town of Oro Valley, upon review of the Town Code designating a Town Fire Marshall under section 6-8-2 which designates the Chief of Police as the appropriate official; and WHEREAS, the Town Council has determined that the increase of the population ulation requires that this position as fire marshall be taken over by some other person; and to further provide for the public health, safety and welfare of the citizens of the Town of Oro Valley; NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA: SECTION 1: That Section 6-8-2 of the Town Code be amended to read 6-8-2 Enforcement of the Uniform Fire Code, Appointment of Town Fire Marshall The Uniform Fire Code, as adopted from time to time by resolution or ordinance, shall be enforced by the Town Fire Marshall or any of his\her delegates . The Fire Marshall, by an agreement between the parties and as approved by the Town Council, shall be . The Town shall have two assistant Fire Marshall's, which shall be the Chief or presiding person of the Golder Ranch Fire District or their successor for that portion of the Town that is served by that District or Company, and the Chief orP residing person for the Rurual Metro Fire Department or their successor for that portion of the Town served by that District or Company. These assistants will report to . Such fire marshall related services provided by both Rural Metro and Golder Ranch shall be provided for at no cost to the Town. SECTION 2: All ordinances and parts of ordinances in conflict with the provisions of this ordinance are hereby repealed, effective as of the effective date of this ordinance. SECTION 3 : Repeal of all ordinances and parts of ordinances in conflict with the provisions set forth herein does not affect rights and duties that have matured or penalties that were incurred g and proceedings that were begun before the effective date of the repeal. SECTION 4: If any section, subsection, sentence, clause, phrase orp ortion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions thereof . PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona this 7th day of October , 1998 . Paul H. Loomis , MAYOR ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM: Tobin Sidles, Town Attorney 1/ • ORDINANCE NO. 98- 43 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARI ZONA, AMENDING TOWN CODE SECTION 6-8-2 OF THE CODE OF THE TOWN OF ORO VALLEY, ARIZONA, PERTAINING TO THE DESIGNATION OF THE TOWN FIRE MARSHALL AND ENFORCING THE TOWN FIRE CODE. WHEREAS, the Mayor and Town Council of the Town of Oro Valley, upon review of the Town Code designating a Town Fire Marshall under section 6-8-2 which designates the Chief of Police as the appropriate official; and WHEREAS, the Town Council has determined that the increase of the population requires that this position as fire marshall be taken over by the Golder Ranch Fire District or its successor and assigns for the portion of the Town served by Rural Metro and by Rural Metro Fire Department or its successors and assigns for the portion of the Town served by that fire department; and to further provide for the public health, safety and welfare of the citizens of the Town of Oro Valley; NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND TOWN COUNCIL OF THE TOWN OF ORO VALLEY, ARIZONA: SECTION 1 : That Section 6-8-2 o f the Town Code be amended to read 6-8-2 Enforcement of the Uniform Fire Code, Appointment of Town Fire Marshall The Uniform Fire Code, as adopted from time to time by resolution or ordinance, shall be enforced by the Town Fire Marshall or any of his\her delegates . The Fire Marshall, by an agreement between the parties and as approved by the Town Council, shall be the Chief or presiding person of the Golder Ranch Fire District or their successor for that portion of the Town that is served by that District or Company, and the Chief or presiding person for the Rurual Metro Fire Department or their successor for thatp ortion of the Town served by that District or Company. Such services shall be provided for at no cost to the Town. SECTION 2: All ordinances and parts of ordinances in conflict with the provisions of this ordinance are hereby repealed, effective as of the effective date of this ordinance. SECTION 3 : Repeal of all ordinances and parts of ordinances in conflict with the provisions set forth herein does not affect rights and duties that have matured or penalties that were incurred g and proceedings that were begun before the effective date of the repeal. SECTION 4: If any section, subsection, sentence, clause, phrase orP ortion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction1 such decision shall not affect the validity of the remaining portions thereof . PASSED AND ADOPTED by the Mayor and Town Council of the Town of Oro Valley, Arizona this 7th day of October , 1998 . Paul H. Loomis, MAYOR ATTEST: Kathryn Cuvelier, Town Clerk APPROVED AS TO FORM: Tobin Sidles, Town Attorney Y ATTACHMENT 2 10/07/98 Minutes, Council Regular Session 15 CALL FOR THE QUESTION: Motion failed, 2 —2 . (Council Member LaSala was not present for the vote.) MOTION: Vice Mayor Parisi MOVED to adopt the 1997 Uniform Fire Code. Council Member Johnson SECONDED the motion. Motion carried, 5 — 0. 8. PUBLIC HEARING - ORDINANCE NO. (0) 98-43_ AMENDING TOWN CODE SECTION 6-8-2 OF THE CODE OF THE TOWN OF ORO VALLEY, ARIZONA, PERTAINING TO THE DESIGNATION OF THE TOWN FIRE MARSHALL AND ENFORCING THE TOWN FIRE CODE Mayor Loomis opened the public hearing. There being no speakers, the public hearing was closed. MOTION: Vice Mayor Parisi MOVED to CONTINUE consideration of Ordinance No. (0)98-43 to a Study Session and that the date be coordinated so the full Council can attend and the public be notified of the meeting. Council Member LaSala SECONDED the motion. Motion carried, 5 —0. 4. PUBLIC HEARING - OV08-98-02 MIRAGE HOMES REQUEST FOR CONDITIONAL USE PERMIT TO ESTABLISH A LODGING HOUSE USE IN THE RANCHO VISTOSO PLANNED AREA DEVELOPMENT MEDIUM HIGH DENSITY RESIDENTIAL DISTRICT — BUILDINGS 1 THRU 17 AND COMMON ELEMENTS OF TRENDWEST RESORT, A PROPOSED TIMESHARE CONDOMINIUM (PROPERTY LOCATED SOUTH OF VISTOSO HIGHLANDS DRIVE WEST OF RANCHO VISTOSO BLVD.) Community Development Director Don Chatfield stated that Mirage Homes has requested a conditional use permit for the Trendwest Resort to provide for a time share condominium use with short term occupancy of a month or less. He stated that the proposed resort will provide 111 timeshare condominium units clustered within 14 one and two story buildings. He stated that the proposed project is located in Rancho Vistoso close to the Golf Course at Vistoso. Mr. Chatfield stated that the Planning and Zoning Commission recommended approval of the conditional use permit with conditions. He stated that the resort is in compliance with the General Plan and staff recommends approval with the conditions listed in Exhibit"A". Gary Martinson, President of Mirage Homes, requested that Condition #3 be changed to allow directional signage within Rancho Vistoso as is allowed to other developments. In answer to a question from Council Member LaSala regarding Condition #3, Mr. Chatfield stated that Mr. Martinson's request is one that staff can support as the Rancho Vistoso Sign Guidelines provide controls within the context of the Rancho Vistoso PAD. 2 TOWN OF ORO VALLEY COUNCIL COMMUNICATION MEETING DATE: November 9, 1998 TO: HONORABLE MAYOR & TOWN COUNCIL FROM: Chuck Sweet, Town Manager SUBJ: Strategic Plan for Fire and Emergency Medical Services SUMMARY: At a special meeting on September 9, 1998 the Town Council acknowledged and accepted a report of Emergency and Non-Emergency Services completed by the Emergency Services Consulting Group (ESCG). During that special meeting the Town Council approved a motion to develop a Strategic Plan for fire protection and emergency medical services that would include performance standards, response times, and staffing levels in accordance with NFPA standards. On October 7, 1998 the Town Council took action on a clarification of the September 9, 1998 motion to determine whether or not the preparation of this Strategic Plan would be completed by outside consultants or by in house resources. The verbatim motion of that agenda item is included as an attachment to this Council Communication. On October 28, 1998 the Fire Advisory Committee held a meeting and unanimously adopted the following motion with respect to the proposed Strategic Plan for Fire and Emergency Services: "....that a Strategic Plan needs to be designed by professionals for the best interest of the community and the citizens and that the Strategic Plan should be customer based. The committee is in agreement that Town Staff does not have the time or the expertise required for setting the standards, response time and so on. " ATTACHMENTS: 1. Verbatim motion of the October 7, 1998 Town Council Meeting (Item 21) 2. Draft Minutes of Fire Advisory Committee Meeting of October 28, 1998 3. Public Management Article - "Restructuring Fire and Emergency Medical Services", provided by the ICMA. STAFF RECOMMENDATION: The dynamics involved in developing a Strategic Plan for fire and emergency medical services for the Town of Oro Valley are varied and unique due to the fact that the Town has operated for 24 years of incorporation without deciding to supply Fire and EMS services, and now has two fire providers of these services. I have held an initial meeting with appropriate staff and we are continuing to research the concept of whether COUNCIL COMMUNICATION Page 2 or not sufficient resources existing to complete an in-house proposal of the Strategic Plan that would be ready for the public process within the next six month period. While doing research on the issue, I discovered a copy of an article from the International City Manager's Association (ICMA) which specifically discusses how the community of Roanoke Virginia developed a Strategic Plan to address the issues going on in their community. I have attached a copy of the article entitled "Restructuring Fire and Emergency Services". Although the entities involved in this situation in Virginia are not identical to the agencies that we are dealing with here in Oro Valley, I do believe there is valuable information contained in this article that is appropriate to our situation. I have underlined some of the areas which include the planning approach for the development of a Strategic Plan, the appointment of a project management team, and the twelve steps used to develop a Strategic Plan for public safety purposes. As of the drafting of this Council Communication it is my recommendation, for discussion purposes, at the upcoming Study Session on November 9th that we at least discuss a modified version of previous proposals to prepare a Strategic Plan. This modified version that I am suggesting would involve the following: 1) Consensus on goals and objectives of the Strategic Plan 2) Formation of a project management team consisting of: • Two (2) members of the Fire Advisory Committee • Town Manager • Community Development Director • Building Codes Administrator • Police Chief • Finance Director • Town Attorney • Council Liaison to the Fire Advisory Committee • A Consultant (Fire Expertise/Facilitator). This proposed project team would allow members of the Fire Advisory Committee to be involved in the process and still meet on a regular basis with the entire Committee to keep them informed of the progress of the Strategic Plan development. I look forward to discussing this subject with you at the Study Session on November gtn 1998. it/ / r r 1....----- Chuck S eet Town Manager Town Council Meeting October 7, 1998 21. CLARIFICATION OF SEPTEMBER 9, 1998 TOWN COUNCIL ACTION RELATING TO THE DEVELOPMENT OF A FIRE AND EMERGENCY MEDICAL SERVICES STRATEGIC PLAN Verbatim Motion by Council Member Skalsky: I'm going to make a motion that the outcome will be and my intent of the following motion is that we have staff and Fire advisory work together possibly together on parallel things in doing that, I make the motion to direct the Town Manager to organize a staff task force consisting of appropriate personnel as determined by the Town Manager and citizens as determined, as citizens with expertise in their area as determined by the Fire Advisory Board to be one person and including a representative, scratch that..... I make a motion to reiterate the motion of September 9th and direct the Town Manager to work with the Fire Advisory Committee to develop a request for proposal that could possibly be sent out to at least three Fire Consulting Firms including ESCG for the completion of a strategic plan addressing the fire and emergency service standards for the Town of Oro Valley and parallel to this the Fire Advisory Board working with staff will provide the council a recommendation if the proposal needs to go out and what timing, in other words the Fire Advisory Board and staff will sit down and analyze the material and information they have including that from the consultants other material the Fire Advisory Board may have if staff can show that they have the time or the Fire Advisory Board feels that they need some additional information to provide the Town with the best possible standards to go out to bid. Council Member LaSala SECONDED the motion. Mayor Loomis asked to add wherever standards are included that it also include the strategic plan such that the strategic plan is developed. Council Member Skalsky accepted the amendment of including "standards and strategic plan." For clarification, Council Member LaSala asked Council Member Skalsky if staff was going to work with the Fire Advisory Committee on two separate paths, running parallel, one is to develop the RFP and one is to develop standards and then they'll come back to us with a recommendation of either we don't need the RFP or we need more we're going with the RFP. Council Member Skalsky agreed and said "The RFP is only if they can't do it." CALL FOR THE QUESTION: Motion carried, 5 — 0. 016 MINUTES OF THE1;4%1 ORO VALLEY FIRE ADVISORY COMMITTEE OCTOBER 24, 1998 ORO VALLEY TOWN COUNCIL CHAMBERS CALL TO ORDER: 4:05 p.m. ROLL CALL PRESENT: Jan Kvancz, Chair Ron Koslowski, Vice Chair Fred McCulloch, Member J.J. Northam—arrived at 4:10 p.m. EXCUSED: Herb Rutt, Member STAFF PRESENT: Chuck Sweet, Town Manager Shannon Ritchie, Administrative Secretary MINUTES A MOTION was made by Ron Koslowski to approve the minutes of the September 24, 1998 meeting. Fred McCulloch SECONDED the motion. Motion carried 4-0. 1. ORO VALLEY'S MISSION STATEMENT AS OUTLINED IN FOCUS 2020, OF THE GENERAL PLAN. ALSO FOCUS AREA FIVE: PUBLIC SAFETY. COPIES ATTACHED. 2. RECOMMENDATION TO TOWN COUNCIL REGARDING STRATEGIC PLAN, PERFORMANCE STANDARDS RESPONSE TIME, ETC Chair Kvancz stated that it is the consensus of the Committee that a Strategic Plan needs to be designed by professionals for the best interest of the community and the citizens. Mrs. Kvancz emphasized that this is what the Committee is going to recommend to council. Member Koslowski added that he spent a lot of hours reading the consultant's book and it was difficult for him to come up with a comprehensive plan that would encompass everything that was required. Mr. Koslowski explained that by using consultants it would ensure that the best service would be provided for the citizens. Chair Kvancz clarified that the strategic plan should be customer based. The committee is in agreement that Town staff does not have the time or the expertise required for setting the standards, the response time and so on. Mrs. Kvancz reiterated that a Council Communication would be going to the Town Council to this effect. Mr. McCulloch went on record that he is in agreement with everything that has been said and previously discussed. October 28, 1998 MINUTES, FIRE ADVISORY COMMITTEE 2 Mrs. Kvancz conveyed that she would like to hear a motion that the committee will send a communication to the Town Council to that effect. MOTION Member Koslowski made that recommendation. Member McCulloch SECONDED the motion. Motion carried 4-0. 3. RURAL/METRO'S LETTER TO CHUCK SWEET DATED, OCTOBER 12, 1998 AND STATION 77 4. ON SCENE RESPONSE TO MEDS BY GOLDER RANCH FIRE DEPT., AND RURA/METRO, IS IT BEING DONE? 5. O.V. CHAMBER OF COMMERCE LETTER TO MAYOR LOOMIS DATED 9/25/98 AND NEWS ARTICLE 6. CIP SUBMITTED TO DAVID ANDREWS ON BEHALF OF THE FAC FOR INTERIM FIRE/EMS DISPATCHING ADJOURNMENT Respectfully submitted, Shannon Ritchie, Administrative Secretary iii v-s, tJ tJ 4.4 .4/4 .a_� v - . - _ _ .... - — 1 i structuring s and 111 i M • . ., . K 1 [ : ergeueyTh' d1Ca1SeHCeS esigning and implementing major change—always a chal- lcngc for government agencies—is particularly daunting y for public safety managers, as they must deal with strong "{ • traditional cultures that can be especially resistant to r ' change. Police, fire, and emergency medical services are paramilitary organizations that take great pride in their strict discipline, rigid rules and procedures, and hierar- • - -- chical command structures.AsS ood as these mechanisms are in coping with life-and-death situations, they can beIlk I - come significant barriers when dealing with the ambigui- ties of long-range planning. By definition, change disrupts the status quo and threatens tradition, triggering strong protective bonds Building from the station level to officers' ranks. The folklore of public management is rife with tales of disaster in which emergency personnel have closed ranks to oppose • Consensus change,especially when it was imposed from the outside_ This article describes a planning proccss during which With Strategic fire and emergency medical services personnel nel.were chal- , lenged to chart their own future course,design a specific Planning plan, implementing that plan. Essentially, andcommit to thisis a status report,as the participants just recently have started downth.e road toward implementation. Yet George C. Snead enough has been learned to share some valuable lessons and Robert Porter with those who are confronting similar issues. Roanoke,Virginia,takes pride in its recent successes in urban revitalization. Innovations in the general public safety arena, such as the shift to a community policing 1 model with bicycleand mounted patrols, have proven .4-4..-; • . ... II° i _ _ „.: „ . .. :.�. .. ...•.„,,,,;.;:1,,. February 1886 _ wwr� i tie::: ii• :.7... • effective. Ianag .t:'--.. .... . :▪ _::'. _ ......... both popular and = ....' • _- • ', .. and •.: .St1ructUre•of - •. 4: ingthe development of fire _ - F�g�Ir' '=� :' • .:...,,. : . :.._. medical services,however, :: .': ' = .' •::::,:.....:.:'::::.........**.:.,-.. ::• .....,. �f:.. ....... different challenges. •J:- :: _ --.:. : -==� haspresented ...."--.':-1,.....i:.;:,::::......:.:.:-.:-.,;:.-:;.4.:"J _ RC�ANO�'.EMERGENCY �.i;1•.t:z :=:y /,/ • _ __ - MEDICAL SFS -r .,...,,:,. ::,,,:,-,.....:.,...::...:4. -.......i:.;.:. .�• ' RVA�O . :. .. •S om••:•;.•l -.__ _ • i:=.: _• ;:-•.r_-v. .• V'rr_ .. .r.,,,-_.i._fr•i� '.4......::.:::-.7.....:::::::-::-....,..:...• .. rtment ..,`1►,••�•I.I.1,:'fir_ _ ':' - --•�...',•-?. '. w� ..- .. • • 82 the ..:•:. %t.r.. ,-A.,•. • : __ . .._.',-,..•• '• :r.,. ..J:•:::::.::::7...,......*::::.........-• .:.• .*...- Roanoke �•starting dons (8 - --•-. 1 V .•-! '•LSI• � � � •� '-..�•.•.�. .•T•,r�• .,. Fire Department has grown : 7,:•t: ,.•. 4_:;•: `i : •':•:.:•:.,......*:...:::, ..: • . ▪_ • _▪. complement of 248 lire- -47: i,:- City EMS ...._. ::• ::r_:':_ ▪ ;f , to• a total comhle ::�- - _ >.'' :.. el 14 -= DEPARTMENT _ .'' •::. ' '-• :.:: .▪ r• •: :.•: (T �' D ENT •• =,.r. •:. - •'. .. :. li hters and civilian personnel, -_ EPS ,:;•:.:7.:::: ::11......7:........,7::::.::''''''..7'.:' .. •• ▪ -'' •▪ •:: es.Though -it _ :, ._ :, .,▪ . :;.:.": •••:.'•11:::7:.. and 50 vehicl g �.:.� - _ • e stations, :Z...••.'. L,: =:: • _ fir •.,.:_ :: ,_ �:' _ •:; :T : � .'•.,- bcr of fire '�� �•�• ,'1- :7:;'•-",;.•::....;;; .=T :- �•;= d1e num pP _..• t.. . T•-. :. •'. -� : ._ .._... • "•�'�•. lased slightly " .: - has dee}' gh tly in recent yearn _ 1-'7...::.:::''''',7;-f;21 PAID STAB _ •. - VOL •.:. .: .': • �•-,:::+' PAID STAFF •�'�°►.. .�_, ;;:!--rt,:-.:..,.:.--:-........: �: ....' ... 4'=• overall activity has increased due to a a .•.- .: _-: :.' ....i, n hasis on fireng prevention -.:4.t_.:-is. :,- .. ..7;.�,.�. r_.71..- VJ ft_4�-. .• .:. :. . •. . _:: : : : - - , _. . .._ f•; _ :;: - .-▪ _ ... setviccs, xanaGe _ .. i;:: ..r4-,7:,-...:/Z: �,,t Y1_i:1.4*,, .:-.:.-77:. .. .. ` -Rijiu `► Rr iNC P TC ::..: wmarenals incidents, and emergency ;-�',. . . -,}= -•=�-,-�1.�._ii.z:_.•��.i--t. -.T.,:.., • :._.. . - ..V- . �•S � �C�"• ,SY 44� ..�, .�•.. . medical services (EMS) Bythe early '1:-:c,;:::::...:•: __• l,.,._ •��1•- fes.•1 r,-:,-!.�'l_•� _- -.� . -, :=:: LIvi ,a,• i::-- �::,•: -:: _ sF. _,. � . _ ' - , . r• i ;.7 •yr•`.. .•��_ m :. t � .. � Y, _ _ _v._ :.: _ .::•••,....,.,-...,,...-.........,:7 ..•,:r:-., 1 1990s, ii involvement in EMS through its First become a other initiatives as well. Clearly,long- more than two-thirds of EMS staffing - Responder program had . =. range planning for fire and emer- and 85 percent of expenditures. focal point of controversy. g In the early phases of.•mplcmenta- gencymedical services in Roanoke At the same time, overall EMS � would require an innovative ap- management was complicated by il tion, First Responders were improv- q p ing the overall performance of the roach,but could solutions be found friction between the city's EMS de- EMS system by bringing careto pa- that would reduce controversy rather partment, with paid personnel and bents quickly when an ambulance ce than add to it? managers, and the single remaining ' the Tire volunteer organization, Roanoke might be delayed.Yet wi sharply _ Emergency Medical Services,Inc.,lo- departmeizt, opinions were arp Y emergency.Medical . . were en- Cally known as REMS.Over the years. divided: some firefighters Services • of expand- the partnership had become increas- ingthusiasuc at the prospect p its ser- Roanoke is distinguished by its un- ingly uncomfortable, with two septi their mission of community whileadded usual historyof volunteerism in emer- rate cultures (paid and volunteer), vice, others resisted theas separate chains of command, difi'er- res responsibility and new training re- gency medical services- As earlyeP P 1928, the cityrecognized the first ing sets of protocols and procedures, quirements. Whether•firefighters � and inconsistent enforcement of should be paid an additional "EMS chartered lifesaving crew in the na- . . became an issue of public tion. Until the early 1980s,volunteer policies. stipend" debate involving the union, the city companies had sufficient resources to At the EMS station level, conflict council, and the local media. provide all the ambulances and was brewing as volunteers chafed 1 In addition to the compensation paramedics needed within the city.By under the heightened expectations depart- 1984, however, growing problems of the city's professional managers, issue, the future of the fire p while managers complained that mentis role in emergency medical with declining volunteerism, erratic .. were becoming more and was clouded bythe awkward response times, and uneven levels of unteers vol- services • serviceswithin the tr'ainin led topressures on city gov- more lax in theirperformance. structui a of EMS g Agreements that had been struck be- tween the growingschism be- eminent to support the struggling �e •s tion and A�? be city and by paidEMS per- volunteers. Personnel were hired, twCen city administration • twec:n and volunteer was purchased bythe board of directors were difficult to sonnei (see Figure 1). and equipmentP enforce, and)Dint planning commit As the EMS controversy heated city to supplement the volunteer or- often found themselves unable became ae distraction from gani:coons.Teo.years later,as service tees min problemsmselvein able ' of It within demands grew and the supply of vol- to resolve ongoing • other developmental needs per- dwindled, citygovernment's ations, finance, and policy. From a the fire department. Expansion of unteers the eincnt perspective, the ques- on FirstResponder program was put "supplemental"role had grown ton "Who's ct charge?"The the p gbars slowed on point where the city was supplying don became hold, and progress was Public Management ' _ v • upon to implement change. for considerable involvement of per.,increasingly,w-as"No one." P Pand olid sonnel at all levels of the organiza- theIn Short, the city was supplying 3. Eliminate divisivenesspoliti- yet cal manipulation. tion_ It requires open sharing of in- . lion's share of EMS resources was unable to exercise a cowmen - 4. Meet changing g suservice demands formation to a degree that is � � uncomfortable in public agencies. It rate de7-ee of management control. effectively and efficiently. h g also demands considerable "bottom- The volunteer organization, though proud historyup" input before any valid "top- andweaken ed, enjoyed a• D®elsion to Employ a down"decisions can be made. strong community support. A� —____ ®Bic Planning Model nits simplest definition,strategic the same time, the fire department's I P i4 First • Responder role had been di- The city's usual methods for opera- planning is the process of creating a g paid/vol-nurusI�ed by the on oin tional and budgetary planning were desired future. flitproactive rather untee. EMS conflict. Inconsistent not up to the task, as these planning than reactive; it seeks to build con- EMS onEMS r„spo rise times in some parts of tools could not deal with the broad senses on future direction; and its the city strongly suggested ested the need cultural, political, and leadership eventual success de ends entirely for an. expanded First Responder ca- challenges posed by these issues.The upon teamwork an a ongoing pabih.y. Clearly, the time had come concept of a strategicitment of key stakehoi�ers.`��e toclarify planning pro- commitment the ambiguous relation- cess was appealing, but would it cause of these strengths and despite ships andblurred lines ofauthority work? Personnel in these depart- the risks, this planning approach of- in EMS, so that cityresidents would inents had not been exposed to this fered the city its best hope for chart- enjoy concept, and there was some doubt ingthe future of fire and emergency equal service excellence from p , allP ublic safety agencies. whether it could be made to work in medical services. a situation that was multiorganiza- tional as well as multicultural. Choosing a Planning Project ManagementeMent Team Classically, planningshould Approach!' Four Criteria 'strategic" when any or all of the fol- An early decision was to involve key41- It should be emphasized here that lowing conditions are present 40, stakeholders closely from the outset of the project A broad-based Project service delivery generally was quite P J good in spite of these problems.The • External forces such as strong corn- Management Team (PMT) was con- city's's fire insurance rating had int petition, shrinking revenues, or vened and designated as the driving proved,oVed, ambulance response times , changing market demands are force for the overall plan. Its mis- were consistently faster than state seen as a threat to the organiza- sions were to oversee the planning and national norms, and citizens don. process,to develop consensus on the generally were pleased leased with the scar- • Rapid changes such as technologi- future direction for fire and cmer- vices provided- Still, the persistence cal developments or changes in gency medical services, and to issue of the management issues was trots- professional practice are intro- its final recommendations in a report g technology,Wingr e eciallin light of national duced in.the field. to city administration. The sixteen- ' trends chat forecast changes in fire- • Traditional ways of doing things member group consisted of the indi- fi htin technolo , continuing dc- are becoming less and less effec- viduals listed in Figure 2. g clines in fire suppression calls, and dye; heightened expectations for increasing demands for EMS services improved performance are not Consultants as Facilitato as the population aged. Overall, being met. Roanoke was not well positioned to • Existing structures and practices The first major task was to select a )4e deal with these un impending din changes. do not resolve problems, resulting consultant whose role would differ In charting nia future course for fire in a constant "churning" of old is- from the norm.Typically,consultants and EMS, it was determined that the sues. are seen as "hired guns" who come approach planninga roach had to achieve • There is no agreement on where into town with briefcases, slide fourg off; the organization is headed) shows, and prescriptions to solve problems.In Roanoke's case,the city I. Identify permanent, long-r e Clearly, many of these conditions did not want a prescriptive consul- solutions to the issues not cifcc- existed in Roanoke and needed ad- tans, as this approach might trigger Lively addressed by the current dressing. Yet true strategic planning the traditional opposition to solu lir ii5 structure. also implies some risks that govern- dons imposed from the outside. 2. Assure support by all internal con- merit often chooses not to take. For Rather, the request for proposals `, stituencies that would be relied example, the planning process eii1S Mi') specified a planning facilitator ;..,. ;..._ .. February 1806 ,i 1-"'1,7,;.i:, •.,•:.fid.—..."'"•.'7;:,.',•• . r ..:••.•••. S. :7:;',i)k.,/gr.;)•.'7:.: . ' . . '..J-7.4'1,...:.. ...$41, � r �• ..t O:,. PP"':310_,,:,,, i �:�. -: - Aasessmaart ark :..:... .•. .t:.Mana -ement Tea l Alternatives :.::,....:...:::.;::; :' -: :...•. ' ' issues were ideas After the critical l- •• Ci :Adn�tnisfiradon : : Fine ®partmentbe addressed•:��� ty. . .. ...•. - H . ..".-:_.. fled that had to dr in th s f•Public Safer :Fire.�Chief -, D�rcctor��o Y= - - �:� •�" •�; . ... ,. -.•• • . uoris=-. :_... future three options for a genes L 7 . . aic a er.'..Of ce of Managctnent•... . Deputy..Chief:of.Opera.... - ed: .•M g • •.:De.-tit�::Chicf of•I g: •':•.:.:.::•-.... .-. strategic direction were nam L. a4:. ' .'nd-13ud et�.•� -. � :..�.���.:;�...�''�... .:��• .._ P Y -.r . .. er::.•. :.District:Fire•.Chief. ...... .. :r� ;;:Pubilc:iilfor io�atioti: C . ,. _ . •• �' - ii'oit•Preside. • .: 1. Maintain the status quo. '�� 'r•':Communications Center..... nt :.`:. an a., �. , . . .:: •�i�., �;�.�� a� .. ..:1..- ;.; : : . . �._ ..=;: : . ,=_. .. .. •�;= Unify the two EMS a encic _ 1, _. ... 2. 0 fy g c untee•i .. .. .o anhzatiori ��- .:• :=�. .- - •:.: �• .�. ••1:: • :�'� �:: ei r:��ISl: _�`9. •. the fir ;a � �•�:�• �� ... - 7.-:::...'.....:.'.-'.....'•;.„--.:......:.•..:,...4,,,..•,••� � � .. . .. but separately from r :3y �• . •- --• -. • ..m®tit -: - ar : sident.:.•'-- .,..:....:.:..:.7......:•••••::...-.;•••••:-:•!: .. r ::a tractor:•of EMS.:.7....••••• Officer:.:..,-,..:.:;;;;....:-:.:::.:.:-...:!.......7:::::::::::i . • . :.O peratious; the fire az Y .. _ 3. bier a EMS with dap . .tY: _.. ... ., �•� . .._. - �,� �� �- structure. P ••'•'- meat into one unified �Ot e� _:::_: :3• iiiii . . .., = cal:Director,.F 'Syst • :e'n;-::-...:..::::;::-;:!.:: 1- : ' Within these general option :,;�. seven structural variations were co % - sidered (see Figure 4). e in a supportive role Threats posed by the external envi- � who would work pp t : PMT members were asked to . �. with the team, gaining its members ronmcnt (SWOT . Data to support Less the relative merits of these Rift the fundamental principles of this phase included analysis o na- y ; ,strategic planning, assisting themt i o n a l trends and i m end;n g natives. Several meetings were c • . in fire and EMS.Rvan.oke's voted to understanding how ear through a 12-ste rocess (see F� a changesapproach might be implement buil consensus on a pre- own recent experience with service pp 3)�and g and to sharingperceptions of ole on.From the be- demands, and focus group discus- A ep P erred course of acts - tial advantages and disadvantages. had to agree sions with field personnel and Com- g ginning,PMT members � _ Struc- seeking consensus, it was easier rules: munications Center staff. .t. on four ground were held with the outset to - options tr lured interviews also .t had little or no suppoz�. 11. AZ/min./Tat atio�t is gnoct, including manly indivicluals whose perspectives a first alternative to go v were considered im ortant:fire obi- Th T datmight not reflect post p Strategy 1, staining the stat ' tiv+el on a team member's own cers,EMS managers and volunteers, While some management pn y hospital representatives, and civic quo. 8 7 petfornian ce. leaders. Finally, considerable uzfor leets could be resolved within t P � Thoughion was compiled on current op- current structure, team mCIIlbi 2. Perceptions arc reality. an mat - quicklyagreed that the structL individual maydisagree with the crations,finances,and management to address the larger e nn � was too weak age attitudes and opinions of others, practices. t planningfacilitators eau- sues they faced. Strategy 2, unifyi those perceptions constitute reap- The EMS separately from fire, offer tics that the team must deal with. boned PMT members to give seriouspossibilities. There appeal �_ morepP consideration to all data, including waysin which isanecdotal information that might be to be at least four 3. Do not shoot the n�res�cr It crucial resolve the central problem of F? to react constructively to all infO1= critical of current management. fragmentation: • m ation and not criticize its source. Though many issues raised by the gm : permitted!a SWOT analysis were sensitive and '' '•f Defensiveness is not a • �.nonp,n�::�� �co: rsome caused discomfort, PMT mem- *1. Arm /i. . rwere rarelysurprised bythe ration. By res . grthe R 4. Harp'no hidden agendas. Informa- bets rP 'on and iuuoduCinf sorganization tion shared in team meetings data.By documenting and discussing rg ••. ....• ..:i c constructively in the "safe" at- prc�fessio�I..iriznagri�ent;•��•grc must not be used to further pri- issues construcuv y • � '. to direct a coinbiiied'•gdid%von mosphere of the. ?MT meetings, a . •. .. o vale agcndZs_ tier field st�£�.-a;:sn�lc::-ntinpr degree of objectivity was achieved :._ . :....n • possible ozganization'��witl '"'a•:•�co�iiinur. 1 that would not have been _ . ....:...... ..:r;•..,.. ..:..•.�. �.- to based.�t�oar�::could-.OVei'seC:• ill To SWOT Analysis otherwise:. (In fact, the ability •; - runcomfortable in- operations•i+vitliin,:;trig•:cz .: .... process, ?MT under- react positively start the roc• to :• � dissojve�:its:�EMS'pie. P became a prized quality.- Citywould. . c took a thorough examination of in- formation tit..: : n g •its.staff.to seemed g Strengths and weaknesses, as that most PMT membersme •. s ternal ons trate:! • .new orga • nization: . . the Opportunities and anxious to demonstrate!)r well as g public Management • • I • . ...imr- - _. _ - - _ . , , ..,,. 1 41..„ I : • . . :.......:Figure..3. i: � eato ��q�cPannng.dorui�� � • • • • • '• : . ' :• __•' • -� ••• •r _ _ 3. CONDUCT SWaT ANALYSIS. �-� i A SKILLED Z. ASSESS DRIVING FORCES IN , :. 1. DEVELOPWhat are our Strengths and PLANNING TEAM. PUBLIC SAFETY. Weaknesses? ' •National trends. What Oppor• tunities or Threats ' • keystakeholders. ` involve s do we face • •Changes in utilization, eratiorlal and financial history. •Define rote. Qp •Conduct trainingin the strate- technology,training. •Management and policy issues_ • gic planning process. •:•.•*: •Focus group data(station • i = personnel,citizens,community leaders). _ r.• ' _ :.' 6 ASSESS THE MERITS OF STATEMENTS OF 5. IDENTIFY ALTERNATIVE 4- DRAW UP ALTERNATIVE STRATEGIES. MISSION,VISION,AND •:• STRATEGIES THAT WILL: VALUES• •Build on strengths.• List potential advantages and • :' • l' • •Formulate concrete statements ,-sr, •Eliminate weaknesses. disadvantages of each option. .' direction, •Exploit opportunities. •Reserve decision making until of purpose, . ; futurethreats. the assessment is complete. , and ideals that will guide per Avoid formance. •,f: -:•;,-,.... •:..-• .:.;,; .411) , ..•-. '••• IMPLE�IIEIVTAT10I�i 9. BUILD CONSENSUS C�[+1 . SELECT A PREFERRED 8. IDENTIFY • • 7. - STRATEGIC DIRECTION. • STRATEGY. ISSUES. . •'• structural �r�• •Meetings with decisionmakers. �.•:••• '• • : Eliminate options with little or Organizational and •_ • P •' •Meetings with line staff. :. rill., needs. :.: no support. .. • • Peo 1e re uirements. •Public announcements• • •Seek consensus on preferred :, p q •-••:,.. �'r�- . •Facility requirements. option. • ,•.: Avoid decision making by ma- . •Budget requirements. .= • .: jority vote. :�.. ' . '•.':„.. •..'�i.♦ •.••.... � • '^ .' . .. .•:,.......:,.....:•:-...:.• •. .,• .'..1..›...::.,,:••::':'•*:• 2 �y •r• ,•. r♦ '.. Yom• : • • i � . � 11.MONITOR PROGRESS. �;�. 12.EVALUATE. '• • 10.DEVELOP AN ACTION PLAN. ••:. • - •Continue meetings of planning •Refine and revise overall plan • •Tasks. • • ry team. . • as necessa . • • •.; •Timelines. �:::• • .. Responsibilities. •Assign reporting responsibili- •_: - • • ••�•• ties to team members. -�•: • � -• •Plan for contingencies. • .. owner o er- vice." This option would expand -� :;2:-.......:.. Form• EMS authority. In would become the legal / p �: r��•:; ......*.:�.... citythe management authority of the ' cenr�o�city•government would ator of all city EMS services. - -,; paid city EMSdepartment, �:• _ 4! d ieii,,1:ii 2tza Ai authority to pro- assign 1:-.7,...; �'•.��••.�:•�. �::_.r,.P.. in it clear respon5ibility for di . :•e` .' '" t. Start a centralized EMS third ser- ..:,‘ ,...4,,,,,, er= $' ���;;,;t� :° r se ,ces�=:{Tli�;�:new'•entity . 1 �=,��•�,� 1,ef r. ..:' w:,,�, ►,',1-::.:,....:... Februs�y 19x6 ... '-.;,V•,,:•,1.,'',1 � 1.1 ��.1,1 ,� ,�l •,SII, , r.•\.' �•i[•�•'..::-moi:��,•:.�':'.:••:,•.:..�.»'.•.•• ..••:-.'li:ti.Ck'4,1, ....,!..i./ ,t,' ZE ,f1�� \ • IMT'h:-•t:v.4•:r. r:f, :z•:. •':•.',. .::•: •:4. '27 ' X11.�� .''1i': ,�fr ''•!i 1�`�� ���� 1 �{5/ /w . •.Irll'it:,.:4.:;:::::.:;...i. . . .. ': 1 1 �- •f 1 r/.1`1 hrl1• ` . '-'{• . ..i'�� :,rj.,l•:..1•lil..t�:.,14`y.��/U';�I,•.1(J�r�!]'1Tl�iflrih�•h�l'�i•'. .��� ',�` �i4 �' 11/06/98 15:42 FAX •202 962 3605 ICMA EJ 002 r 60. ll 1 ,' - -:" - �, •-''';''.. --•'"^:'' ::�':; of unifying all three recommendation of the Project Man- ,..,,,'...;;,::,...:..p..., an- J. 1;: .1 /, the realities y g �•.r,l,�:;p,,�•,N,',.::`I•,�•.i,.'.T•r,,•,h^1'r.1••.''.M'.1.^• .. �'�.L`.L+,....',,�».•�.:.-.1 • �.r••:,1,'.h ��1.1.'1...''•r'J I: r'' .,;;,.T.•,.;:.. �• %* • ;:,k:-�:F1 SII' ::i:+4:''Strategic.,.,,...,• - components-fire, paid EMS, and agement Team • •: •i;-'.a' Y. Alternatives=+.,• .7.•-:.•*--,...'; volunteer EMS-under a single Aman- Selection of this option hinged on •et, ' :.,......---,•••••,•:..-•:,;•••••':t • -.....:;•••••:-":-•::.•:;•.-.......-::,:''''..••• a•''•: •• :i' . Fi ure 5)• In three major advantages. First, the , _ :. •,1 •, - .••.-:1-.:1 agement structure (seeg '- •14.1N Maim -st us,quoi,.. •; ,^•_ .: , e c,bestmeans ' :...,•••••••• »'`.::.T: city depart- structure offered th• •,. .'T..,: ...lc •.r..._•'L_. '•-..r-r: .i Y 1 .,-•".•,. . • 'I N'.1 this model a combined new i 1 .. ..'3:.•.• F.':.• .' J.1•', •1:,ar_."r.:.,,:•• --1. Tom.i• ••+•-.r• '':,........:,.- ,•,...::-..-3 . - ,•.�'-�.:- ...., '1 ..fir ..,...+.. "r !.:1T �"':+" `: ``r. :,`:7.rr•�� mens would have two operational di- of unifying management and opera :,,e'!• � •r,",,((jj%%��... 1 , ...,..,...4:,,,.........,,,•,..:,.,, j�„11�IS���r�ay::�(� .;-....:.-.L.....::.,-..,,..;•,•••••••.-............icin$:,a�.Yr• '•, . . one see of p►o .l 1 -,:-r..."h.�,;,,•. :1••►•• ,1 .Y.,,,,rl,i I.n"'.•x E•..1.. visions: a fire service division and an tions into hcics, staan- .:::.--,:-........,.......,,,4.........:••••••, •'�f-j;.:x''•11:,,:,•.ti ••r.�•r�'-• :r �:is'' "'�»•�``A-j'^� •.r. 1.... .r•., • Pi' ' •' •+ dards, and protocols. Second, it ....,11: :•:'�. ,.�..r11•r+i::.l.▪ .+':...';.. emergency medical services division ,� :::,�.;''; :,,,..,. 'or.■■■/tjr L pnT• 1 •,�.r•., .,.� • wouldbe themost a Clcntuse :•..r ,••••••"1'�1 ' .,'i•1:.M Y;M.4 •-••••••k•••,..4:1-...t:,•: .. •'µ�� 1 For the most personnel ffi of ex- •'r• .,••': ,.,,�,,,. X11.. .,�,,, a..�Ihf:r. •,.1:.•' .+�• ,. .•r•?+11�»� part, field :!,: i T�:.' ::.:. :;r!''. 'ESauthari . (�•� tin resources-personnel,':,.1 • -1 ' 1'. Fir •,..' ':::''y' ...4..,:.,':,..n•-•••••• =„�}; -.;,i...........'...'•••lya� r.."L'::,r:r would be assigned duties in one area, isting resourc per onnel, facili- •,, ^••�_y,.-',"Y,:q1 N,' ,�, 'y':y�•.. k:' �•:��.11,�M LA f�1`" 1.'77-y�1r X,`1�N.riY.r+:.-•�." .+�+' �'r14.'. :�r,r,r'��'�1• - tics and equipment.And tl iiA d it Po- ,. � !. x;-::+. ,.:;-:4 ;., ' .: either fire or EMS, though fire per- � : '• •' ep�trdien�t):-w _�',;`i:: ..:74•,;.•;.:'.i': •. and EMS for future /1 t''•,,.. 1..I 4 J.' .'.• 1 1' sonnel would continue in the. First sitioncd both fire '•'�,'•�,.,..T..j�'••"�• •,;1.•r...,y'�'"•F l"!r•:•,,•,.••r, .�.,.•r•�'_I•�.:.• ..•^.T:k�./r tC w.::.;�1'-':'.''':oI.'• atizat�i - t cont et:;:�:-: - .�• _.•"_,IK'•....,...;1...,,.^-.� ........,:::,;:• E.,::;i.'.-:.�k�'..::�'•' Responder program Operationally, changes in service demands. . .,,.:•-i.C*r::{:'a1!1+l-''r' ',' ••.''',,...r'.:1•;;..,,•::F+..}1•.' ,I;'. +• 'r .r ,'.i,;i•;,..;1 1. ,• ,'!!".9..5,.:,;•:', i. ;.. EMS vehicles•.r.„j,,:,'.Mi ' ;.•:',..4i•-"• �,"1'1'^a::• • ••:1•;.•:,,•:r 'y,,:,. several would be lo- t •.irl"��='••,...•;.r."'• •�•AF ''',• • r ,'",.;:or,ii... rl '�.',♦..+•' ,"�..;.I,.N_'J, + i r.,",..'.+r,,.. '_, i.,.!. r.'_^IY: •'.;•'' cited in fire stations to enhance the i a� '+ •,,,! 1 a.,,�•1...•••t + ;-. ,•..Kir,^: • Approval of the City Council !�+• y•;•7••.:4:.•,;:,,,••::,•!,...:.-•rjMV•�•,'op.�V V•ry,., :�..1'+��,•A.'.•i'.•: :.,.h!,• �r • r •','••'..5''� �' .! !' `'x�':'.� medical response into all areas of the ,'4 •,, .,•5.,. ii : 1.:.a'`:'1.:•:t,1••••..:`:,".7?..�" i:iii:......' : : ,.I:.�..T �4,•: '..��'•)'�.-;.,'rl ^,!•••x •' ' �'�.'4'`•':a.•:•,',a:;.~• cit (Dubbed the "single service" Before the formal presentation of • 1' •..!••' • .rah"4.f.....)�i'• ;•, 1 •••' ,‘,",..7';:: r 1-r ..,t.a:.•-_a`.. .1.x • , . o tion was seen as much the recommended plan to city coun- •����=+;�',=�:-+.';.� '-�'���:��'�:�•��.,:'_• . .:R •,��1�1',:�;•;,,1 !•�.1.�,:,1 model, this F i..":,,• �is �se1: c ::_:. ;Y14'';,, ¢ ,I ,r � - radical cil council nembers were briefed in _• •�:�.. ••. ��� ��••�'.�;�•{.y•.., .r �' :•••••-• -7•`-'92;.".1i.:•;4''• ���.�'I' more practiccil than the, more v "firemedic" option, in which all per- dividually on the essential nature of recting the activities of volunteers. sonnel would be trained to perform the plan. This gave each member a double duty in both fire and EMS.) c ance to absorb the issues,ask ques- ••. Privatize EMS contract. The city Much discussion, focused on the 'ons,and discuss the implications of would issue an RFP, requesting complex changes that would be re- adopting the pan. appreciate lik 411111 ro osals from private F.MS COM- qudrecl to implement the model.To a the private review sessions, which proposals panies to provide emergency ser- significant extent, every stakeholder contributed to the unanimous en- vices under. the terms of an exclu- group would face fundamental dorsement of the plan when it was sive contract to be awarded to the changes in its essential mission and presented to council. successful bidder- In this model, culture. Yet this vas the structural Equally important was extensive both the volunteer organization model that emerged as a consensus internal communication with all and the city EMS department- would be dissolved. "".!,k M. i• ".r'i r: 7.71., •*r,�1^.1'r r...•" ■ +. ..f• vow„.:--Y..4,:,!-, ,i•"..i•S�',�•rv.Y.!l�.,....•ti.l•..:=:.+r•. .•'I �I '�' ,FJ;f/• r..-" +`:.r r•"�Y''"•.a - .,r r.:i 111'�1.• .11••"h.'r .'h _ : '�''•'.."1'.14 ti �i"' 1 ' r ,•,. •!''.4i'._ ,:l'!CY'-:+r`.. .is•..........•1.'_r.••.'r'J. :�•!+!'_•�;;a"r••:,• •�'.�71�''• �,r ,-:. Y�_.y:l� .�• ,i' •• '�• }'(,L,y 4 r 1- '.�•. .''+ S'���•r1Y �'�r��::;.��:M'. r •.]'ii��y'- '" .r' _ �.RIi� ,'Eql':'• ��+�'y �• •'',I��:'•i:.J'i�;r"i'^' 'I�'•� :�r"., .,�: '�'' ..•;," P 1^rs•�-:�'•,•*.....':!:' 2� (r•-' + 7:-.! :?1,-.N'i.;r..•...!.•-•• :''r.i..'C•:�,�._i•.r,';,,...;._ '..;(:�.- • .P',-r v.: • •' 'A.,�:`. ^��, :_iureFu!ure:1. fru e.:� 0rieyy mlp: •• ���t• '� '� � ,,�,,��,I�,Why_ r • c of these O tions ofi,-,...:.!•:::1-:-:14.,i...-...7."•7_, .?'.:r.•r .1'.if.,. •.^f •'..•ly#M!;•.,}I��ir'1». . r X'�: .:':..F4' i•.Ir,..l•i_ -' •f•-•,,1.....4,4 r.t.I I.� While c�Vh p . 1•..r. •''' ;' i.�'.•'�r�rt•• '1• 1.pi ti^F..�.^•_., , •�,' :4', � ,n .. :t.+�i •• }.•!�."._ { _ r•.�'.•,.,, ..L-1.'r-t:- .:. :'1.i 1' , r N',1'{' .,� .:r.],^,4 ,....4:, �•, .•71.�r'11. }+ I:'1 ': •..1 •!. :C. ._ :y• :T"N r}. 1' Ir':e ,. •. . .- , '. *;T1: '•I'i1 :I�i .� •". •'.F.•!':+1•'- '. -,''',,fir..�r;., - • :1:L'•'�•• :i.;1•••:....•;.'i I,'"•I• ,,*,�••7',.:.. •.�,'.'�:h'�•.,•.f•�.. fered distinct advantages, none ad- " tii•r,,,+-irk•!y:''Lr `NN••h.;.�l '�4 ,•-▪r::•w, ,,,7": .,•-'+:i..l ,•'I• '`.,.�.�''.!..1:.':• ?'.�.11'�.'11 4. '••y+ '4•'+F-'1�R.i Q'7t.. .4:, •�,.,. ...1•'.-f.":',,,1•::::::::1,. :';•'n:N .{.:;:i. r_ .. r�_+,5.1 .....'7 ITi•+ h.`+:'F,f:'�,,�,.i�, 1 issue of _ I�, ..:r �. .., � 1'. • dressed squarely the critics • -�t+:T• r *'.•,'.,^,•7!i••-',......•-•-•'.7.1•:....:.r•..,,.. +-:1',.4.••.JI'}.A•.".il =O 4...,•••,..:•,••.,.i.f.i •.,'+ i.rT 1,•. ..11•: ;r•'} y M1 _ �RI':*''rl�.,i.�iv•'r"+• .,!1'...,:;:,.111,..4..;.:.... ,' 'r' .M' '�?„ ;••;...7.'.1".1:::!....k:.,, •1'f,�.`i 1,4•V�G� i:,.i+.'�'• '�irr the interface between the fire depart- T.:,• ,.•:...: :': :••.:''._,.,• :F4',:_ •_ -,:� ROANOKE it'�•$': • •' •:c .. •;' .i �... r:{+t.•: :,.-T'j••,,.'� •�.,�.... r•.1 .7'1''1..'1.1",+ ,1`r F•' .'Y•y v,?.7r -�,h,.4 T^ii,r 1 .. 1 f _ ;"'••�'i+' 1 i+:•: 1 ,• r:11..Y.:. .,. 1 ri J.p• • i,I..l I-''A•+Ir r ' •+ ment ecial� 111 ,.he !..,.;,••,...i.+ .-' ..•-••,...,,,,........1,1-i.......,•,••••••••.,. . • r,- -• _ ,. .•t-.ti 1....-:.......': ' .•�••• +1•1 ',.....r..."- r r .., .`. 1 n and EMS a •• Ir•, •,' ,, T �, •.'Ik'.�'.:1:'...i.:,.!•• Y•i..h•"{ 1.1 •,ti, .� .r,-;•, ,.. 0:'..t,': * 4..•' '1_ '�. I.1. • ♦♦� t p •• ,•.1..'w lr 17!:•JI•''r.i..4: ...••, ''',..'."-t±.�•.'s -►.•J ..1.1,;•;11;44 +.ti• H fi��f: -•.I F .li,F,, •` �•;. is;, + 'L}:.:.7'1::J: , A•• areas of coordinating training, ual- ;.,,:••,:: :T..::.:7, ,,,,..t'..,,..`••,. • :-i '.'::�..t..2.--,:,;.. :-r •- ---, ^7 - ..a1 ,_. ..:t. �.: •'.. _. and operational roto- 7 ,l+w!,. r k._ Or ..: •r-'.7'?;::, . 1 Y.,vn�f 'Y ` ,�'"-.f 1: 1_al.r• + it assurance, r,.ti:' ,':�: -::r�.y :-'x,. ,. .. _ i vLPARTMENT j1 4 i•', 1��.;•,-.,....,:i...,;.•�2•+ , j�',1•: t yproto- '^Ci:r:.-.1 '• :r,- r•' ..1' ..,. ,.•' 7.,`..•••• •.r - •,.. ',..%-. 11.•P• • cols•Worse, the future role t ::'�:?]: -�'..t ll:::�':':, :r-;:�•,;•• FIRE AND ,-r,4,,--..,..:,;.....,..,..........• r••,•.i.-:•.`•!•::,,,,,..1.:,',.....,:.....7......'...•.. �+ ,e, n •';. ". ;�• '' k••.1. �Y.. J�iV '- ar;:!1 u'!' .'; 1 • n (�] As t.�-•l.,,r+.-w ;.[1'Y.M�L•d•�+�:•�,_••.'r ir_y i. ' -,. .......1...:..4:•:;:..:•••.----,,...1,14.:•:....-:.••••••,.;.-:, . ....+'y•�''r •.:7*r• 4,r!,•••.•r,.ti .I'q assured• /.••7 the - �.. •'41::^. ,y.'1-4• +. ....• !..''.!.....s:,-..c..,,,•••.,..„....,.........• .'-� -:-.,*I' + ..�, ';•,r}I...�ri...�::.4.••�. �..+::'1'`.1'-,• 'i teens could not be �''"•,�•��'•'�_�u•-���-• .a•�•::':.�.�::,;i �.1........,•:,-.......,....,: •�.� •. .+,'}y...l�.. .. ._ -.• �_; .r.T• �� - - 7'....:!:....,..,;.:-.:'.:::'...,.'. ' .11.1 1.v r'i. n•r r.•..'+" 1.."`.+'I:+:J./ - 'r.'.i nr• . - • =,.'47t j'Ny^�'ii..1....:: •ii.1.ti'.'••"•h';.1' +I�r:;r' •.,',•':..::i''M:.�r'•_I'•1• •■ V':'•r:;,..+:••..h:'':.4.,.,•.' `•• �'S'1'':'•'1' •-l•`i,•'_•Fi�I_,,-: ':• ..'' .;• t n was unanimous I n en- .,-.:.••,.:.....:-:-::•.,....r......!:...,-,:.•,•••••.. : • = .. _ ...,.,_ : •*:r:.;:•t:,,,:.'r;: planning team ,..„.........:•,••,.......,:-......,:.,;....--....;.--,......• .: � .,,,'�.�T�'i'+1.-• :r+'+.. �,.i...;:,.:. •�:" ^ ,1:.�. •S.'•+.• p .V.4 •.�c........ .::....:...77..::.:...: . -r ....."...*:::..*.!:-.;:....i: i•'"•: a•'1....� 'r.......t.!.::." .4:'•.. 11.':11/, ..1:::..7.7.1.:.:;;r;.; ' ''..N'•'••••:.:::•••;...;;",. • . •y' •'+1,{I•'}+'"-• }Y•'Fi'� ,r.i. .' '•,IR •" ..'};'a,i• ,w• - ,1�'',.•:� •%'•.iszi.:_� ,, �i.r•:•' dorsin both the expansion of the .� r 11 r-:.•-•••::',, r '`:.r -,.,' ,...z. '•f•'!.'il.;:r F'.s.,^ . �., • rV Wii���� ,T*'...,..': First FIRE - '+, •1'.'':•}• ,•'1..:.-.. .� .. EMS 'y, ,�,,,1, a.. First Responder. F gr an on- '.:;� ,'r r=, :.'rl. r' :'Y .'.:; :". '; • 1. �,; - OPERATIONS _...........,.......,•,•,...........,.......4,....^ : ;:yr•`'.��1 t)Fl!;rtATI I`T '; � '''-,r;-. • oin role for volunteers unifying ^�- -.! OPERATIONS •`••�. V „ r :+.• :.}' -Y,;,rl•y: '.from • the fire service, .. .... ► '- .. . .: -; _ :; 4..7...:,.!:_.:.:::...i.. .. EMS separately 1 • 1 +i. i_,`„ r.+• C r. . I■';,-..tis ;,......,..,....1::: :t. :,�:}.�' , � • 'r.i'.•�.'�:'.r�.•+r•.r� 'I'r'*11 Y'r;L 1:I.'•••7•...... ".. �.�,�r-�.r'. '+•+• 1_.'. .. ,'•�.t� :.. ,'::,:'., : was deemed a suboptimal strategy :•. . .,:�.t: _•7.. ,'.r•:;.•, •,.1.r.. .-c ••'� :; '. +••1 '•y.:.: .+,} _.•4•4-• ' ' .1.••r*•:':••• • . � i r_ i:'�'.......k•r .. " 1�.•1. .�J •�' •••.. . 0 .mow,►•' �.. PAID • • STAFF •:;:.• ..�.• ..: PAID STAFF -- VOLUNTEERS • :. iloc zea on a Preferred ........................„,......,.:..:.. �.y_ 1... .'.... .. -.:;�:. '' ._'1.1• ,•. :;: :.i: _ :, .:` 10 Option ,• ..rR`/!.J•r1;'\�i•.l/yI�TI)/1(��1��". ^..• ':' / 1.'T !AMBU CE/r' • 1a:1.1.: • • In consideringStrategy 3, merging ....•,..•. .•:-• . �' ...1'•. ...•r'. - :• :.• r. ::'r..; •• EMS, PMT members faced :, .' �' ... 1.. i.. .1.,, _ ! ' • •1:, -. fire and '- Public Management 13 • • 41; • stakeholders. Personal letters and with the more traditional fire service the private sector, the concept is well • e u ays v ngs at• c culture,while volunteers must adjust suited to an cra that demands height- MS stations,on each shift.were 10 the stricter,paramilitary discipline ened efficiency and effectiveness followed by a letajl _cl Dublie an- of the new service and its profes- from public agencies. Those who nouncenient. These efforts, though sional management. In fact, the voI- choose to embrace this planning time-consuming, paid off by sustain- untcer organization will face a major model would be well advised to fol- ing a consensus on all major ele- reorientation to a new mission. low these guidelines: .3k4(.... merits of the proposed plan. And practical operational issues must be faced, including potential • Place all keystakeholders in inn or- P ImplementationiA171 Test the changes in compensation, work rant planning roles. Comsien scheduling,staffing assignments,and • Select a consultant carefully, and location of equipment. define the role of facilitator at the With continuing consensus support These challenges notwithstand- outset. on the overall strategic direction, a ing, Roanoke's efforts at building • Obtain strict endorsement of rules key planning goal has been met. Yet consensus already have been re- such as open sharing of informa- majoi implementation challenges lie warded, as early implementation ini- tion and confidentiality of commit- ahead. datives arc going smoothly.The PMT tee deliberations. Significant cultural change will be continues to meet regularly to assure • Document all issues honestly. demanded of all parties, as distinct continuing progress. • Insist on objective analysis of all factions and traditions are melded feasible options before selecting a into a single organization. Fire de- preferred course of action. artmentpersonnel will face disrup- S�ma��� • P Recommendations • Carefully build consensus within tions in their normal station routines the planning group at each stage. as EMS units are integrated into Strategic planning is a powerful uni- • Keep key decisionmakers informed their operations. Paid EMS person- Eying tool for local governments. along the way. nel must adjust to close teamwork Used successfully for many years in • Build external consensus among decisionmakers (councilmembers, • community leaders) at each stage. •USC the process to create a vision that the planning group can"own." •- • Go the extra mile to communicate with internal constituencies as the process moves along. A final note: While this process may seem more time-consuming than top-down decision making, the extra time is well invested, as stakeholder • support helps to remove many trade tional barriers to change. IZEI 'For a concise introduction to models of stssLtegic planning, see Philip Kotler, Marketing Management:Analysis,Implemen- tation, and Control (Englewood Cliffs. N.J.:Prentice-Hal 1988),pp.33-64.Spe chic applications to public management may he found in Gcrald Barkdoll, "Mak- • ing Planning Relevant to Public Agency Management," Lang-Range Planning • (February 1976):8-17. George C. Snead is director ofpubis. safety, Roanoke, Virginia, and Robert Porter; Ph.D., is a planning consultant • .. based in Harrisburg Pennsylvania. FebeNary 1916