ORGANIZATIONAL PURPOSE, PHILOSOPHY & COMMITMENT PLAN
FOR
THE CITY OF SHREVEPORT FIRE DEPARTMENT

Fire Chief Kelvin J. Cochran’s purpose, philosophy and commitment plan of the Shreveport Fire Department shall serve as the foundation for all actions and decisions made by the organization and its members.

This purpose, philosophy and commitment plan will serve as a photograph of how others see us and as a mirror of how we see ourselves. This communication shall depict our vision, mission and values and their influence on our organizational goals, objectives and action planning.

Purpose:

The Vision: "The Shreveport Fire Department shall be committed to seeking opportunities to enhance the quality of life and create an atmosphere of respect for the values and diversity of those we serve and those within our organization." Our vision statement is the focal point. Through continuous "environmental scanning" of emergency services and non-emergency service organizations, we will analyze trends, programs and services that can be rendered to our external customers and our internal customers.

The Mission: "The Shreveport Fire Department will deliver the highest level of emergency and non-emergency services to our community by protecting and preserving life, property, and the environment while providing support, encouragement, and motivation through professional development of the individuals within our organization." We exist as an organization to serve the citizens of Shreveport as directed by the Fire Chief. Ultimately, our customers decide the services we deliver. Our personnel have an obligation to provide those services in the most professional and efficient manner at a cost whereas the value of service received is significantly higher than the tax dollars used to pay for them.

Philosophy:

The Shreveport Fire Department is organized to provide the community with the resources necessary to meet their needs at the highest level of proficiency and quality attainable. Responsive, high quality public information, public education and public relations programs builds "community equity". Community equity determines the community’s trust in fire service leadership to make those decisions for them. We must become intimately involved with our customers. We must seek to establish continuous strong relationships with them. We must listen to their needs and develop a reputation for responsiveness. Our customers are our only source of job security. The Shreveport Fire Department should be marketed as a supercenter for emergency and other community services. The fire problem is a community problem and it’s the people affected who are the victims. Therefore, they should be a part of the solutions.

The Shreveport Fire Department offers a diversity of programs to meet the personal fulfillment and professional development needs of its personnel. Continued efforts to provide motivation and incentives for participation will strengthen morale, self-worth and individual confidence in contributing to the departments’ vision and mission.

Organizational values determine our image. The image of the department is determined by each individual. Our collective professionalism determines the structural integrity of our organization. Membership within the Shreveport Fire Department means that each member must value the personal needs and aspirations of others and recognize the need for:

A. Preserving the integrity, respect and personal honor of its members.
B. Self development, including the development of ones ability to improve their living and working conditions.
C. Increasing the knowledge and involving the experience of each member.
D. Supporting interests, safety and welfare of our fellow human beings of persons of equal value.
E. Providing a fellowship and loyalty which promotes the common good of all; and
F. Providing for the economic welfare of the departments’ members.

Commitment:

The Shreveport Fire Department’s commitment is to anticipate, understand and meet or exceed the expectations of our external and internal customers in order to keep them loyal and pleased with the services they are receiving.

Each individual can and does make a difference. Every employee is expected to accomplish their own tasks with a sense of duty, respect and honor to the department and their fellow members as they pertain to the organizational vision, mission, goals and objectives.

Teamwork is expected and every member is a part of the team. By working in teams, through effective communication, we must strive to maximize our capabilities, thus allowing us to provide quality service to each other and fulfilling our citizens expectations. Quality improvement will only be achieved when it is a goal of all personnel. Active participation and support by all Shreveport Fire Department employees is essential to the successful pursuit of our vision and the successful accomplishment of our mission.

Personal values required to assure commitment:

A. An atmosphere of openness, trust and respect.
B. Willingness of the individual to interact with each other for the common good.
C. Acceptance of change as organizational culture.
D. Willingness to set aside personal interests on behalf of the department as a whole.
E. Individual preference for team participation over individual contribution.
F. A strong organizational development program in which all levels of managers and employees participate.
G. Treat the Fire Service as a Profession, not as a job.

The Shreveport Fire Department provides an exciting, challenging and rewarding work setting. The Fire Chief and management have an obligation, personal and legal, to insure employees have the facilities, equipment and training needed to fulfill the mission of the department; therefore providing the basis for personal and professional growth. The primary responsibility for
personal growth rests with each member. Additional opportunities exist for those who are motivated and for those whose personal goals are in line with the organizational purpose, philosophy and commitment. Each member shall be empowered to take any actions supported by these principles as long as those actions are reported through regular channels of organizational communication with respect to departmental divisions of labor.

The greatest obligation of the Fire Department is emergency response. When our customers call, we will go. Every program, activity, and services is purposed to provide support for the emergency response. Our budget, in every facet, should be justified to support our emergency services needs. When questions arise related to other departmental activities and priorities, all answers should more than satisfy the enquirer. Activities related to training, maintenance, fire prevention, communications, safety, human resources and other support services comprise a systems approach to the overall organizational priorities. A lack of understanding of the priorities and their relativity to the departments mission can lead to frustration or apathy among elected leadership, appointed leadership, fire administration and fire personnel. Our systems approach to the accomplishment of our vision and mission includes:

I. Human Resource Management
II. Professional Knowledge & Skills
III. Customer Service Programs
IV. Emergency Response Readiness
V. Equipment, Facilities & Supplies
VI. Public Information, Education & Relations

A literal approach to these priorities is not always practical. Continuous assessment of our strengths, weaknesses, opportunities and threats will dictate emphasis in specific financial and strategic planning. Understanding the principles contained in the Organizational Purpose, Philosophy, and Commitment should foster discernment in this area.

It is an absolute priority to deliver the highest quality service attainable in the most cost-effective manner. The Fire Chief will need to evaluate each and every operation in the department and ensure that each makes the best use of appropriated funds. Where there is inefficiency or duplication, changes will have to be made to make better use of resources. Value added service, "getting more use out of current resources for the benefit of the customer" will be the purpose of this initiative.

How can the purpose, philosophy and commitment statement be utilized as a guideline for organizational priorities? By providing departmental direction in establishing and attaining our stated goals and objectives. The Fire Department is not a private business selling a product for a profit; however, we do merchandise human services and resources which make the human aspect a first priority. Everything we do should be measured against our Purpose, Philosophy and Commitment Statement.

Our Strategic Planning shall address:

I. Human Resource Management Programs

A. Recruit the best possible persons;
B. Provide equal opportunity regardless of sex, race, color, religion, national origin, age, and political affiliation;
C. Provide wellness programs consistent with the health care needs specific with occupational health risks of the fire service;
D. Promptly address employee concerns;
E. Promote good faith labor/management relations;
F. Assure personnel safety is an important part of the work environment; and
G. Provide career development guidance and opportunities.
H. Establish a Human Resource Management Division to centralize all human resource programs and needs of personnel;

Members must have faith in the leadership to guide their efforts to a successful outcome. They must trust in the judgment and actions of other members. Members must be able to count on their partners to back them even when faced with the risk of making the supreme sacrifice. It is the knowledge of our own uniquely heroic character which produces faith and trust in each other and causes us to so highly value our personal integrity, honor and respect. When we neglect that duty, we fail our citizens, damage our image, and become a liability to our city government.

II. Professional Knowledge & Skills

A. Officer training, supervision, management, planning skills appropriate to each rank;
B. Emergency scene management with regard to the Incident Command System; pre-incident planning and post-incident analysis;
C. Emergency operations efficiency in accordance with NFPA Standards and departmental standard operating guidelines and protocols;
D. Driver/Operator training adaptive to all emergency response vehicles and their specific functions;
E. Verbal and written communication skills; administrative and technical skills appropriate to each rank;
F. Certification/recertification of emergency medical technicians, hazardous materials technicians, and other technical specialists;
G. Probationary check-off records during employee working test periods;
H. Quality customer service skills.

These important measures will assure that individuals and the department as a whole have the knowledge, skills and abilities necessary to deliver required services. Company level training must be strengthened. Our current rate of attrition does not allow the Fire Academy to keep pace with the training needs of the department. Training is our edge against failure. We cannot afford to be anything less than excellent. Taking a chance or guessing in an emergency situation can mean the difference between life and death. Our greatest insurance for optimum performance on the emergency scene is training. We must make and take the time to be sharp.

III. Customer Service Programs & Initiatives

A. Always do more than our customers expect;
B. Develop processes that reduce or eliminate inconveniences to business owners and developers during inspection and plans review initiatives;
C. Identify objectives common to other city departments relative to life safety and property safety needs of our customers and develop cooperative agreements to meet those needs;
D. Establish community partnership programs with organizations that address health and life safety needs of our customers;
E. Implement formal post-emergency programs that provide counseling, shelter, food, clothing and other needs common to the loss of a loved one and/or property.

In the future, every fire service organization will have to work to identify customer needs, and then do everything possible to meet those needs. This will not be simply a fad and then fade; it will become an expected level of performance. Anything less will not be accepted by the customer. Serving the community through effective customer service will be an essential part of the fire service. In addition, responding directly to the needs of the citizens is probably the best way to gain the support of the local elected and appointed leadership-the decision makers and controllers of the resources. By gaining the trust of the citizens and the decision makers, the Fire Chief will be able to bring forward new programs and needs that are considered objectively. The public will trust the judgment of the Fire Chief, and will be willing to help facilitate the needed change.

IV. Emergency Response Readiness

A. Strengthen the Quick-Assess Pre-Fire Survey Program;
B. Reduce the inspector/building ratio to improve program efficiency;
C. Develop company level inspection program;
D. Conduct a formal Community Risk Assessment and Resource Capability Assessment;
E. Revise the Integrated Emergency Response Plan to comply with the results of the assessments;
F. Provide technical and logistical supports services.

An efficient pre-fire survey and inspection plan not only secures our property insurance rating, but also increases emergency management efficiency through having prior knowledge of buildings prior to their involvement in fires. A fire hazard noticed and corrected during a fire inspection can mean the difference between having a fire and not having one. Community risks assessments and resource capability assessments identify and rank potential disasters and determine resource availability at the local, state, and federal levels. The decision must be made at the local level if the local resource capability is adequate. The issue is balancing risks versus resources. The question must be posed, "What is the acceptable level of risk of which our citizens are willing to pay for?" This is the time for the entire organization, the community, elected and appointed leadership to be involved in becoming change agents. Through this process the overall emergency response needs for the City of Shreveport can be met.

V. Equipment, Facilities & Supplies

A. Ensure that all emergency equipment used to protect personnel and serve citizens meet OSHA, CFR 1910.120, FAA, DOT and NFPA Standards, state and local regulations and protocols;
B. Maintain thorough fire apparatus and medic unit equipment inspection programs;
C. Provide timely apparatus and equipment maintenance and replacement in accordance with standards and regulations;
D. Maintain an adequate level of supplies for emergency operations and environmental needs of personnel;
E. Maintain state-of-the-art communications equipment and systems;
F. Maintain fire stations, maintenance garage, fire academy and other fire facilities in an operative, safe, sanitary, and pleasing condition;
G. Test all fire, medical, hazardous material, and rescue equipment in accordance with standards and regulations.

All equipment used in the delivery of emergency services must be of the highest quality and must always perform when needed. Without our equipment, all we have are good intentions. Our equipment is vital to the success of our services. We must know how to properly deploy and use our equipment to give our customers maximum benefit. Most issues relative to equipment, facilities and supplies can be planned and scheduled for thorough attention.

VI. Public Information, Education, & Relations Programs

A. Establish a comprehensive community education program with a strong focus on injury prevention, heart attack, and stroke prevention;
B. Fine-tune fire prevention and fire survival programs to target children and elderly citizens;
C. Develop community wellness programs in cooperation with local health care systems;
D. Adopt more effective life safety codes;
E. Use operational personnel to conduct neighborhood education and presentations;
F. Develop a more effective relationship with the media;
G. Provide better information to elected and appointed leadership;
H. Enhance public education in schools, nursing homes, and independent living communities for the elderly.

An informed public is the best way to secure support for fire and emergency services. It is important to look at the relationship of public information, public education, and public relations functions and their role in fire departments, both today and in the future. They are the keys to effective prevention programs.

Public information is the process of informing the public about the operations of and actions taken by the Fire Department during emergencies. The public has a right to know about these operations, and public information ensures public awareness about the emergency services provided by the department.

Public education is the process of changing people’s attitudes and behavior related to safety, as most fires and injuries can be prevented with changed behavior. The top three causes of fire are men, women and children. Most incidents are due to careless or inappropriate behavior. Public education seeks to change a person’s attitude about his or her personal safety and wellness, resulting in a change in behavior.

Public relations is the process of developing a positive public perception about the Fire Department, its members, its programs, and its services. Public relations programs will encompass methods such as news shows, public service announcements, newspaper articles, fact sheets, presentations to the public and programs at community events. Collectively PIER PROGRAMS (Public Information Education & Relations) help decision makers understand that the customers are pleased with the Fire Department.

Conclusion:

The future of the fire service is being and will continue to be driven by changes in society. These changes include new expectations of the citizens served by the fire service–such as greater accountability for the use of public resources and improving the overall efficiency of programs and services. Members of the fire service have new expectations also. The Shreveport Fire Department will continue to become more diverse, in both members and services. To keep pace with society, the Fire Department must review its current mission and determine if that mission will indeed meet the demands of the next century. What will the Shreveport Fire Department of the 21^st century look like? It will be a Fire Department filled with opportunities and challenges.