Ellis County

Fire Chiefs
Strategic Plan

2014

Table of Contents
Introduction, Priorities, Mission and Value
Statements

Core Function

Organizational Chart

Training

Emergency Management

Prevention / Public Relations

Legislative

10

EMS

11

General Administration

12

Mutual Aid

14

Financial Support

15

Plan Management

16

Leadership Message

Dear Friends and Colleagues,

I believe it can be generally agreed that all fire and emergency service personnel
share two objectives: We are all dedicated to protecting the lives and property of
those we serve, and we are equally dedicated to ensuring that at the end of the day
everyone goes home. We are all experiencing challenges in our perspective
organizations. Those challenges range from an erosion of staff and resources to
keeping up with new growth and development of our communities with limited
financial support.
Our departments may differ drastically in size, structure, resources, location,
services offered, and financial capabilities. The bottom line is that despite our
challenges and organizational differences, every day our departments find a way to
get the job done. Working together in a collaborative effort will only make our
organizations more effective in providing quality services to our communities.
We are now ready to launch our plan with specific goals to be addressed during the
next few years. We intend this to be a beginning of a new era of responsibility,
expertise and professionalism with the ultimate goal of assuring that our
organizations are the best they can be. This plan is a starting point, not a
culmination. We know that further dedication and commitment will be required to
implement the goals, but we believe we can achieve this with your participation.
The process of arriving at consensus and determining the best method of
implementation is challenging, but we hope this document will set the pace for
future and will serve as a roadmap to the future for all of us.
Thank you for all the members who have supported these efforts and participated in
the process. Most important is a thank you to our departments who continue to
serve their communities with pride, duty, and commitment.
Respectfully,

Fire Chief, Eric Thompson

Red Oak Fire Rescue
President, Ellis County Fire Chiefs Association

Ellis County Fire Chiefs Association

Introduction
The Ellis county Fire Chiefs Association would like to present our Strategic
Plan. This plan is more than a blueprint for coordination and cooperation
within the association. It represents the ideas and critical that our members
have identified. This Strategic Plan is intended to be used as a guide for the
executive board, committee chairs, and members of the association, as we
attempt to meet the current and future challenges of our service.

Strategic Priorities
1.
2.
3.
4.

Care for, train, and ensure the safety of our firefighters

Be progressive leaders in the fire service
Deploy and manage our resources effectively
Reach out to our communities, instill professionalism, and be inclusive.

Mission Statement
The mission of the Ellis County Fire Chiefs Association is to provide
visionary leadership and cooperation through progressive planning while
reducing risk to our communities and personnel.

Value Statement
1. Our firefighters are our most valuable resource.
2. Relationships with internal and external stakeholders is essential for our
success.
3. We embrace character, integrity and ethical behavior

Core Functions
Risk / Threat Assessment-Each jurisdiction measures the probability
and severity of adverse effects that result from an exposure to a
hazard, nature disaster, and potential act of terrorism.

Resource Management-Identify the apparatus, equipment, and

manpower needs for Ellis County based on the results from an ongoing
risk / threat assessment process and identify and seek various funding
for such resources. Develop deployment concepts that utilize our
resources to increase our response capabilities and safety of our
responders.

Emergency Operations-Improve the quality of life to our citizens by

delivery of premier services of EMS, Fire Suppression, Technical Rescue,
and Emergency Management to our communities.

Professional Career Development Training-Deliver quality training

opportunities to our members through cooperative training programs,
establish common policies and procedures, conduct regular
performance evaluations through combined drills from jurisdictions.

Administrative leadership-Provide leadership and visionary

direction to our member departments. Ensure practices are in
compliance of current regulations, standards, and issues of liability.

Organizational Chart

Training
6

GOAL: To identify areas of need and develop training programs to

assist our members to become more proficient in personnel
management, professional leadership, emergency service delivery,
fireground operations, and incident management.

Critical Task
Critical Task: Develop a training plan
A. System for regular evaluation of training needs and deficiencies
B. Adopt a common teaching curriculum for programs, and ID available
programs ready for delivery.
C. Include a wide spectrum of topics including: Fire Suppression, Incident
Management, Driver Operator, Officer Development, Wildland Urban
Interface, and special operations
D. Develop on-line content to assist with the consistent distribution of
material
E. Create high stress simulation opportunities to include real-world skills
and scenarios
F. Performance standards
G. Utilize NFPA 1410, standard on training for initial emergency scene
operations
H. Identify qualified instructors willing to participate, and partner with
educational institutions
Performance Indicators:
a. Number of programs developed and delivered
b. Percentage of members participating in programs
c. Percentage of increase in credentials / certifications
Desirable Outcome:
Quality training that is readily available in form and format that
increases the knowledge and skill levels of our responders.

Emergency Management
7

GOAL: To ensure that appropriate steps have been taken to prevent

disasters from occurring, minimizing the impact of those that do occur,
and prepare the county and municipalities in the management of
response and recovery operations for large scale emergencies.

Critical Task
A. Provide awareness of pertinent information pertaining to Emergency
Management issues on the local, state, and federal level
B.
C.
D.
E.

Encourage NIMS compliance

Assist facilitate annual functional and or table-top exercises
Inter-action and assist each other on EMP maintenance
Regular evaluation of communication capabilities between EOCs via radio,
video conferencing, and telephone

Performance Indicators:
a.
b.
c.
d.

Increase percentage of NIMS compliance

Actual number of annual exercises
Exercises testing EOC functions / Capabilities
Increase participation with EMP activities

Desirable Outcome:
Increase the level of preparedness initiatives, and increase the understanding on
process and procedures to manage and mitigate large scale incidents.

Prevention / Public Relations

GOAL: To prevent community and Firefighter risk, through the
creation, implementation, and management of modern codes, and
8

effective community education programs.

Critical Task: Reduce firefighter and community risk

A. Promote the adoption of current model codes
B. Promote public safety, and community relations initiatives
C. Promote and support safety initiatives published by the fallen firefighter
foundation
D. Encourage Adoption of practices from NFPA 921, 1033 standards
E. Seek opportunities to partner with other fire service organizations,
stakeholders, and associations
Performance Indicators:
a.
b.
c.
d.

Actual number community programs and contacts made

Observe adopted code editions
Recognize partnering initiatives with stakeholder groups
Identify programs to reduce risk

Desirable Outcome:
Department leaders have the knowledge and tools they need to develop
effective risk reduction and awareness programs to their communities.

Legislative
GOAL: To provide a mechanism for monitoring and reporting new
standards, regulations, and issues of liability to the management of
our member departments.
9

Regulatory agencies and associations to monitor

Texas Commission on fire Protection

State Firemen and Fire Marshals Association
National Fire Protection Association
National Institute occupational Safety Health
Occupational Safety Health Association
Fair Labor Standard Act

Critical Task

Critical Task: Exert a positive influence on the legislative and

regulatory process
A. Establish communication with our legislators
B. Participate in legislative day at the Capital, partnering with TFCA, SFFMA,
and regional associations on topics
C. Participate in TCFP, SFFMA advisory and commission board meetings
D. Partner with TFCA , SFFMA and TML legislative committee members
Performance Indicators:
a. Number of contacts with legislative members and stakeholders
b. Participation with legislative day
c. Number of issues identified for resolution
d. Number of issues resolved by legislative advocacy
Desirable outcome:
Fire service organizations are supported by consistent laws and regulations
at the Federal, State, and local level.

EMS
GOAL: Increase the patient survivability rate, reduce suffering, and
speed the recovery from injury and illness, by delivering progressive
basic and advanced life support services to our communities.

10

Critical Task: Evaluate the EMS service delivery system; submit

recommendations that that provide for positive impact on our EMS
service delivery.
A. Review contract conditions and terms with private providers
B. Evaluate response time compliance; identify service gaps.
C. Quality Assurance program, documentation practices, communicates
documented areas of concern
D. Determine Survival Rate during emergencies involving cardiac arrest.
E. Continually evaluate the current system / practices.
F. Ratio between transfers to emergency incidents
G. Evaluate first responder programs, urban and rural departments
H. Establish performance standards / measurements for provider and
FROs
I. Partner with TFCA EMS Committee
Performance Indicators:
a. Percentage of response time compliance and reduction of service gaps
b. Percentage of positive outcome on critical patients
c. Results of performance measures and protocol compliance
Desirable outcome:
To deliver consistent quality services and measure the impact on the patient
outcome.

General Administration
Policy, Procedures, and Practices

11

1. Critical Task: Establish a dynamic process to establish / review

regional SOPs
A. Develop / Review selected policies and implement
B. Ensure policies are reviewed by all stakeholders before bringing for
approval
C. Develop implementation process for new procedures
Performance indicators:
a. Identify a working committee
b. Identify the process for implementation and review
Desirable Outcome:
To have a dynamic work group to evaluate the needs, establish, and
recommend the implementation of regional procedures for consistent
practices.
2. Critical Task: Develop, adopt and train on common regional SOPs
A. Mayday
B. RIT
C. ICS
D. Communication / Terminology
E. Accountability
F. Special Operations procedures, Rescue, Haz Mat
Performance indicators:
a. Number of policy and procedures adopted regionally
b. Number of training opportunities for adopted policy and procedures

Desirable outcome:
To adopt common operational practices for consistent practices that will
increase fireground effectiveness and safety.
12

3. Critical Task: Provide effective communication and an inclusive

professional image.
A. Produce a quarterly newsletter
B. Speak with executive board and committee chairs monthly
C. Meet with the entire membership quarterly
D. Publish agendas in advance for all formal meetings
E. Establish a strategic plan and utilize as a guide
F. Partner with other fire protection professionals, and organizations
that will further the ECFCA strategic goals and objectives.
G. Continue to pursue interoperability
Performance Indicators:
a. Number of meetings and general information provided to the
membership
b. Strategic plan adoption and implementation
c. Adoption of interoperability plan
Desirable Outcome:
Establish a means of consistent effective communication to all member
departments, and meet with membership to distribute pertinent information
on initiatives and activities.

Mutual Aid
Critical Task: Establish response models and common alarm levels;
utilize NFPA 1710, and 1720 as reference tools.
13

A. Structure Fires, urban and rural department models

B. Wildland Urban Interface, urban and rural department models
C. Grass Fires
D. Special operation responses, technical rescue, hazardous materials
E. Collaborate with Fire Departments on mutual aid, automatic aid or other
working opportunities
F. Explore MOU opportunities with surrounding regional resources
Performance indicators:
a. Mutual aid agreements adopted
b. Response plans developed and implemented
c. Standardized responses
Desirable Outcome:
Departments are able to develop quality mutual / automatic aid agreements
with neighboring departments that encourage sharing of resources.

Financial Planning
GOAL: Develop and provide model financial tools that assist fire
service leaders plan and determine the funding required for providing
services at the level desired by their community.
14

Critical Task:
a. Identify best-practice case studies, and resources
b. Develop a tool or processes to assist departments identify revenue
sources to meet funding needs.
c. Develop tools to assist the leadership to develop financial plans and
conduct long-term financial forecasting.
d. Develop tools that support defining the level of benefit (return on
investment) to be received from incremental improvements in
service to the public.
Desirable Outcome:
Identify resources that will assist develop financial plans, and identify
revenue opportunities to fund the delivery of quality services.

15

Plan Management
GOAL: To provide a mechanism for moving the Association forward
with a common understanding of goals and objectives.

Successful implementation of the plan includes the need to track the

progress and completion of the identified goals and critical task. These goals
will not be achieved by a single player but by the membership working
together as team.
The executive board and committee chairs should assume responsibility for
monitoring the implementation through the development of a targeted work
plan for each task. This work plan will be centered on the plan but will have
additional value; it will allow an easy view and accountability tracking to task
assigned to various committees and members. Having the ability to view
progress allows participants, members, and stakeholders to be informed on
what is going on within the association and to view status on particular
projects. The transparency provided by the strategic plan and our tracking
tools will make the association as a whole more accountable for both
performance and outcomes.

Critical Task
A. facilitate regular committee meetings
B. Develop a work plan
C. Facilitate regular membership meetings
Desirable Outcome:
Establish transparency in the process and have the ability to measure our progress
towards achieving our goals.

16