Fire Strategic Plan revised July 2002

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• Continue to dcvelop and impletnent officer training programs that reinforce our expectation that officers act as leaders, and thus, serve as role models for appropriatc, professionai, and courteous behavior.._ always and in all ways. • Continue to develop and implernent progzams that encou�rage our leaders to clearly communicale speci�c perfonnance expectations to all the members who work under their command. • Continue to develop and implement programs that our leaders to be intolerant of incompetence anywhere in our department. We shall hold all of our mcmbers accountable for their actions, their inactions, and their ability to achieve established performance startdards. • Continue to develop and implemcnt policics and procedures that provide direction to the membership that is systematic, orderly, rnanaged and not left to chance. By using established procedures, our leaders can positively influence how all members in tne departmcnt behave and perform. • Continue to develop and implement programs that reinforce our expectation tk�at our leaders continually display enthusiasrn toward excellent self-performance and professional behavior. Maintaining organizational growth and learning requires that leaders display high and continuous energy output. Proactive leaders improve the probahility of our organizational success, vvhere a laissez-faire, or negative approachcs, will damage our department. • Continue to develop and imp3em.e.n.t programs that requue our leaders to be decision makers anci avoid excessive efforts to gain consensus or compromise. Good leaders are decisive and accept responsibility for the tough decisions. • Continue to develop and implement programs whereby our leaders dispiay effective interpersonal skills for coaching rnembers (officers and non-officers} by gently, yet relentlessly, reinforcing our department's high standards of performance. • Continue to develop and impiement programs to ensure our leaders trcat members fairly. Equity is crucial for trust and morale in our department. Our icadcrs shall nat play favorites. They shall practice a high degree of objectivity and fairness in all thezr actions with all memhers. • Continue to develop and implement programs to ensure our leaders placc a vcry high priority on open, timely and valid communications throughout our department... and work very hard to ensure that quality communications is always a priority. Act�on Plan AP 2.18 The Administration Division shall design and irnplcmcnt a member performance evaluation and reward system to be used as a communications tool to rccognize and improve the perfortnance of our members. PRIORiTY 2. AP 219 The Training Division shall conduct a training session for officers on hor�v to conduct effective performance evaluations of inembers. PRIORITY 2. 17