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Published byNora Alexander Modified over 9 years ago
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Strategic Plan December 10, 2008 CONTINUOUS IMPROVEMENT…CUSTOMER SERVICE
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How well are we doing it?
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Challenges Population – Increasing Assessed Value – Increasing Number of Structures – Increasing Response Times – Increasing ISO Rating – Deteriorated Staffing – Same number of crews 5 of 11 required positions for a sixth Engine Company were added in 2007
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Medford 1975 vs. 2007 19752007 Assessed Value342.5 Million6.3 B illion (Not Including Land Value) Population45,00088,641 (City & Rural) Structures – City 9,627 (1971) 30,990 Calls for Service 85610,367 Engine Companies 5 5 Full Time Employees 75 79
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Other Impacts OSHA and other regulations –2 In / 2 Out and Rapid Intervention –Requires Additional Personnel on every working Fire Traffic and geographic disbursement Today’s Fires Burn Hotter & Quicker –Lighter weight construction –Quicker burning fuels Plastics, Polyurethane, Foams, Laminates
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Current Service Level 55.7% : Percent of time Medford Fire Rescue arrives on scene of an emergency Incident within 5 minutes (2007) –National Guideline is 90% (NFPA 1710)
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Current Service Level 13.1%: Percent of time an emergency incident is dispatched but the first due unit is unavailable (Unit Failure Rate) –Causes an Engine to be dispatched from outside the response zone
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Current Service Level 25% : Percent of time all first alarm units (4 Engines and the Battalion Chief) arrive on scene at a working structure fire within 8 minutes (2007) –National Guideline is 90% (NFPA 1710)
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Current Service Level 54.5% : Percentage of required Commercial Occupancy inspections completed each year. –MFD Goal is 100%
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Current Service Level ISO Class 4 : Rating given to Medford Fire Rescue by the Insurance Services Office (ISO) –Downgraded from a Class 3 in Jan. 2007
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Strategic Plan December 10, 2008 CONTINUOUS IMPROVEMENT…CUSTOMER SERVICE
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