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HEBER OVERGAARD FIRE DISTRICT

STRATEGIC PLAN

2015-2016

Richard Upham
Fire Chief
Heber-Overgaard Fire District
2061 Lumber Valley Road
PO Box 1010
Overgaard, AZ 85933
Tel: 928-535-4346
Fax: 928-535-3175

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Table of Contents
Mission and Vision Statement3
2013 Year-end report..4
District Demographics and Service Levels .. 5
2013 Heber-Overgaard Fire District Accomplishments . 6
SWOT Analysis.. ....7
Strategic Goals and Objectives Defined 8
Strategic Goal 1 . 9
Strategic Goal 2 .10
Strategic Goal 3 .11
Strategic Goal 4 .12
Strategic Goal 5 .13
Strategic Plan Implementation.16

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Mission Statement:
The mission of the Heber-Overgaard Fire District is to serve
people and to protect lives and property by providing fire,
rescue and emergency medical services.

Vision Statement:
The vision of the Heber-Overgaard Fire District is to be a
diverse team of professionals committed to the highest level
of service that meets the current and future needs of the
communities in which we serve.

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HOFD 2013 Year End Report

ALS TRANSPORTS: 334

Vehicle Lockouts - 83

BLS TRANSPORTS: 50

Wildland/Brush Fire - 18

REFUSALS: 125

Service Calls / Public Assist - 54

WALK-IN REFUSALS: 47

Structure/Dwelling Fires - 6

HELICOPTERS: 19

False Alarms 55

DOA : 7

Hazardous Condition - 12
Unauthorized Burning - 14
Technical Rescue - 1
Vehicle Fires 3
Motor Vehicle Accident no injuries-14

TOTAL EMS Response: 582

TOTAL FIRE Response: 260

2013 TOTAL RESPONSE = 842

2010 First Arriving Unit Response Times

2013 First Arriving Unit Response Times

57.7% = 4 minutes or less

54.5% = 4 minutes or less

79.1% = 6 minutes or less

75.5% = 6 minutes or less

92.5% = 10 minutes or less

90.7% = 10 minutes or less

97.1% = 15 minutes or less

96.3% = 15 minutes or less

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District Demographics
And
Service Levels
Fire District Size

102 square miles

Ambulance Transport Service Area

200 square miles

Full Time Resident Population

3428

Part Time Seasonal Population

20,000

Suppression Staffing (Full Time)

12

Suppression Staffing (Reserve)

17

EMS Volunteers

Administrative Staffing

3 (including Chief Officers)

Budget 2014-15

2,234,685.00

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2013-2014 Heber-Overgaard Fire District

Accomplishments
Purchased 2013 Dodge Wheeled Coach ambulance and placed it in
service
Purchased 2007 Rosenbauer 1500 gpm Engine from Ak Chin
Indian Community for our main Engine
Created Engineer position job description, completed testing
process and promoted 3 Firefighters to Engineer
The district was awarded an Assistance to Firefighters grant from
FEMA to purchase new nozzles $8898
Used SAFER grant funding to send 6 volunteer firefighters through
Firefighter I&II training at NPC and purchased turnouts for the
volunteers with $12,000 of grant funding.
Hired financial manager to meet new financial reporting
requirements and created HOFD Financial Policy manual.
Partnered with Senior Center and Meals on Wheels with HOFD
ambulance to do checkups for seniors
Replaced radio repeater to bring all radio equipment up to 2013
narrow band standards and reprogrammed all radios through
grant funding from Navajo County
Heber Overgaard Fire participated in community events, July 4th
parade, fireworks show, Oktoberfest, Trunk or Treat, Community
Cleanup day and Winterfest
Approved IGA with Navajo County to participate in Regional
Dispatch Center
Board created HOFD-FLFD joint services feasibility committee to
look at merger options with FLFD.
Purchased Zoll X series heart monitor, trained crews and placed in
service.

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SWOT Analysis
Strengths
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

Professional
Technology
EMS Care
Public Image
Public Service
Equipment
Training
Public Education
Financial Stability
People our Employees
Versatility
Mutual Aid Partnerships
Ambulance CON

Weaknesses
1.
2.
3.
4.
5.
6.
7.

Staffing
Volunteer Retention and Engagement
No Promotional Opportunities
Proficiency Training
Fitness Program and Testing
Training
Training crew commitment

Opportunities
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Partnerships
Potential Annexations
Grant Funding
Regional Dispatch
Proactive
Expanding EMS (Community Paramedicine)
Community Education
Interagency Collaboration (Sheriff)
Reserve Program
Wildland program (Brush clean up)
Program Incentives (Full and Part time)

Threats
1.
2.
3.
4.

Economy
Stagnant Community Growth
Employee Retention
Restrictive Progression

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Strategic
Goals and Objectives
Strategic Goals
The strategic goals were developed through a process of analysis looking
at past history, present situation, and future needs. This analysis
included input from all levels of the organization and considered
customer comments and the needs of the community. The staff was
tasked with developing objectives that address each of these goals.

Strategic Objectives
The objectives outline the actions which will be taken to address the
issues identified in the strategic goals. In some cases, these objectives
are broad and need further research by the staff and members. In other
cases, the information in the objectives is more specific and addresses
fiscal issues and timelines.

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Strategic Goal 1
Improve recruitment and retention of employees and
volunteers within the Heber-Overgaard Fire District
Description of Goal
The people that work for the Heber-Overgaard Fire District are our core
and provide the services. We need to recruit and retain the best people
for the District

Strategic Objectives
Strategic Objective

Timeline for Completion

1.1

Benchmark the District pay and

benefits against other Districts of
similar size and in the region.

July 2015

1.2

Review volunteer benefits

July 2015 and Ongoing

1.3

Update job descriptions for the

District

July 2016

1.4

Develop 360 feedback program for

supervisors. Reviews from the bottom
up

December 2015

1.5

Provide quarterly staff meetings for

employee feedback

January 2015 and

Ongoing

1.6

Assess feasibility of an Operations

Chief position for consistency with
training, EMS and Operations

July 2015

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Strategic Goal 2
Improve the wildland safety for the Heber-Overgaard Fire
District
Description of Goal
The Heber-Overgaard Fire District is located in an area considered to be
at high risk for future wildland interface fires. The risk of a catastrophic
wildfire could be reduced by reducing the fuels in and around the Fire
District.

Strategic Objectives
Strategic Objective

Timeline for Completion

2.1

Research grant opportunities and

apply for grant funding for fuels
reduction

July 2015 and Ongoing

2.2

Partner with USFS Black Mesa Ranger

District for fuel reduction projects on
USFS land that borders the Fire
District

July 2015 and Ongoing

2.3

Assess the feasibility of creating a

Heber Overgaard Fire fuels reduction
crew

December 2015

2.4

Hold public education meetings at the

fire station or at community groups
for wildfire safety and fuels reduction
using the Ready-Set-Go curriculum

December 2015

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Strategic Goal 3
Develop a Health and Wellness program for the members of the
Heber-Overgaard Fire District
Description of Goal
Firefighting is a physically strenuous job and firefighters need to be in
top physical shape. The Heber-Overgaard Fire District is in a remote
rural area and mutual aid would take 25-30 minutes to assist. Our
workforce is expected to provide service at a high level, which can take a
toll if the firefighters are not fit.

Strategic Objectives
Strategic Objective

Timeline for Completion

3.1

Develop a formal health and wellness

program for the Fire District

July 2015

3.2

Assign a firefighter as the health and

wellness coordinator

December 2015

3.3

Assess each firefighters fitness level

annually

December 2015 and

ongoing

3.4

Review annual employee physical

program with Summit Healthcare to
ensure compliance with NFPA 1582

December 2015

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Strategic Goal 4
Improve the Professional Standards and Credentialing for the
Heber-Overgaard Fire District.
Description of Goal
The Heber-Overgaard Fire District strives to be a professional
organization with high standards.

Strategic Objectives
Strategic Objective

Timeline for Completion

4.1

Complete a cost-benefit analysis for

the Fire District obtaining
accreditation

July 2016

4.2

Work with Arizona Department of

Health Services to obtain the
designation of Premier EMS agency

December 2016

4.3

Improve data collection through

improved use of Health EMS and
Firehouse Records Management
systems

July 2015 and ongoing

4.4

Develop and Emergency plan for the

Fire District

July 2016

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Strategic Goal 5
Maintain facility and equipment to meet the needs of the
Heber-Overgaard Fire District
Description of Goal
The Heber-Overgaard Fire District has 12 vehicles in the fleet with a
replacement cost of an estimated 2 million dollars. The district must
adopt and implement a plan for long term replacement of these vehicles
to ensure we can meet our service and fiscal responsibilities. The Fire
District has a large capital investment in the Fire Station. The station and
equipment need to be assessed to ensure that the long term needs of the
District are met.

Strategic Objectives
Strategic Objective

Timeline for Completion

5.1

Update the equipment replacement

plan for the Fire District and ensure
funding is in place for refurbishment
or replacement of vehicles.

July 2015

5.2

Develop plans for an onsite training

prop to improve training
opportunities for on duty crews

July 2016

5.3

Research and apply for grant funding

opportunities for vehicle replacement
and facility improvements.

July 2015 and ongoing

5.4

Replace the current Heart

Monitor/Defibrillators with Zoll X
series

July 2016

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Strategic Plan Implementation

The implementation of this plan begins January 1, 2015. The

Fire District staff and Fire Board will use this plan for planning
and budgeting for the Fire District. The goals and objectives
within the plan will be assigned to officers of the HeberOvergaard Fire District for implementation. The plan will be
reviewed annually by the Fire Chief and the Fire Board prior to
the budget preparation for the next fiscal year. The plan should
be updated annually to meet the on-going and dynamic changes
of the community and the District.