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Strategic Long Range Planning
Relevance to the customer's changing needs is vital to the
organization's effectiveness in the future.
Relevance to the customer's changing needs is vital to the
organization's effectiveness in the future. The
administrative staff of the Rogers Fire Department must not
only support efficient functioning of the Operations and
Training Divisions, but must continually monitor the
community's ever changing characteristics to help ensure
that the Department will meet those needs. Long-range
planning, therefore, receives equal attention to
administrative and logistical support.
To be effective RFD management must look beyond the
day-to-day support that keeps the organization functional. A
view of the future provides the long-range element to help
evaluate Departmental directional options. Among these tasks
are:
*Strengthen neighborhood crisis intervention/community
service by establishing the neighborhood fire station as the
focal point for delivery of specialized "products".
*Monitor and react appropriately as needed to National,
State, and local regulatory and policy changes that
influence RFD’s delivery of neighborhood crisis
management/intervention services.
*Review continuously changing technology that may effect the
delivery of fire suppression and emergency medical field
care service with more effective and efficient results.
*Continuously assess opportunities for automatic and/or
other mutual-aid relationships that will yield improved
customer service.
*Review community growth policy and development trends for
potential urbanization patterns to determine Rapid
Deployment Force requirements to serve that emerging
community sector.
*Maintain infrastructure—buildings, apparatus /vehicles,
equipment—at reasonable current "standards" levels to
properly deliver the assigned service tasks to the customer.
*Assess service fee structures in view of cost containment
trends/guidelines/requirements from both the public and
private sectors and watch for opportunities to establish
linkages, where appropriate, for assuring containing sound
service delivery.
*Review and extend annually the RFD Emergency Training
Center (ETC) three year calendar to assure a strong program
is maintained—both in terms of product and support.
*Continue to monitor RFD’s presence on the internet to
evaluate opportunities to become more customer interactive
in areas of public education, electronic funds transfer
(ambulance fee payments), and communications (e-mail).
*Establish strengthened "intranet" capabilities including
expanded data transfer, training opportunities, document
access, and others within the RFD structure as well as
"extranet" links with other elements of the City of Rogers
electronic information system.
Results of this planning process will be seen in revised or
expanded Departmental policies and procedures and perhaps
the annual budgeting process if special funding
considerations must be enacted. |
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