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1A, Lake Johanna Fire Budget, Capital Facilities Need Study
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1A, Lake Johanna Fire Budget, Capital Facilities Need Study
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3/18/2008 12:18:06 PM
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3/18/2008 12:16:18 PM
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Lake Johanna Fire Budget
General - Type
Agenda Item
Date
3/17/2008
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<br />Saint Cloud Fire Department, MN <br /> <br />Fire Protection Master Plan- Executive Summary Document <br /> <br />Short and Mid-Term Strategies <br />The full report contains a large collection of short and mid-term improvement strategies for the St. <br />Cloud Fire Department. Among these were many recommendations that were operational in nature, <br />directed to the decision makers within the agency itself. However, several recommendations touch on <br />issues of policy that would be of particular interest to elected policymakers and others involve the <br />potential for observable impact to operating budgets. For this reason, we have elected to include a <br />collection of these short and mid-term strategies that address issues likely to be of particular interest <br />to elected and appointed officials of the city of St. Cloud. The recommendations are arranged by <br />category for easier reference. <br /> <br /> <br />For a full review of all recommendations, see Section IV of the full report. <br /> <br />Administrative and Management Strategies <br /> <br />After completing the ten-objective evaluation of the Saint Cloud Fire Department, the following short <br />and mid-term strategies are offered as recommendations for improving the administration and <br />management functions of the agency. Individual narrative text describing the issues associated with <br />these recommendations may be found in the appropriate sections of this report. <br /> <br />. The organizational structure between the career and paid-on-call elements of the department, as <br />designed by the 1995 merger agreement, is counterproductive and promotes a culture of <br />divisiveness. The organizational structure, to be effective, must be overhauled to reflect a truly <br />unified organization and must be supported by efforts to develop an accepted culture of trust, <br />loyalty, and camaraderie. <br />· The fire department should complete a customer-centered strategic planning process within the <br />organization involving stakeholders from various levels of the department. <br />. The department should develop a truly progressive website with improved access to public <br />information and services. <br /> <br />. The department should consider establishing a citizen's advisory group to meet at least twice <br />annually, providing the customer perspective on service delivery, planning and budgeting. <br />. The department should update it records management software to enhance the ability to conduct <br />in-depth performance analysis. In addition, the agency should seek to enhance its ability to work <br />with and utilize Geographic Information Software in deployment, performance, workload, and <br />prevention analysis. <br /> <br />18 <br />
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