silver bluff volunteer fire...

Silver Bluff Volunteer Fire Department

Strategic Plan

of 21

Revision 0

Date: May 1, 2008

Adopted June 1, 2007

Kerry Green Date Linda Bradley Date Fire Operations, Chief Board of Commissioners, Chairperson

Next Revision no later than January 2009

Silver Bluff Volunteer Fire Department STRATEGIC PLAN Adopted June 1, 2007 of 21

Date: 5/1/08 Revision: 0

List of Revisions

Rev. Date Description of Change

0 5/1/2008 Initial Signature Issue



TABLE OF CONTENTS

EXECUTIVE SUMMARY.....................................................................................................................4 Mission, Vision, and Values ..................................................................................................................................................4 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis ..............................................................................4 Goals, Objectives, Performance Measures and Targets.......................................................................................................5

THE STRATEGIC PLANNING PROCESS .........................................................................................5 ORGANIZATIONAL BACKGROUND................................................................................................6 THE MISSION STATEMENT ..............................................................................................................6 THE VISION STATEMENTS ...............................................................................................................6 VALUES..................................................................................................................................................7 STRENGTHS..........................................................................................................................................7 WEAKNESSES.......................................................................................................................................8 OPPORTUNITIES .................................................................................................................................8 THREATS...............................................................................................................................................9 Statement from the Board of Fire Commissioners ................................................................................9 GOALS AND OBJECTIVES .................................................................................................................9

Goal 1 – Develop effective community outreach and involvement ................................................................................. 11 Goal 2 – Improve organizational effectiveness ................................................................................................................. 12 Goal 3 – Provide quality and continually improving services to the community ........................................................... 15 Goal 4 – Provide and maintain quality equipment and facilities...................................................................................... 17 Goal 5 – Be fiscally pro-active and responsible ................................................................................................................ 18

PERFORMANCE OBJECTIVES AND TARGETS...........................................................................19 First Responder .................................................................................................................................................................... 19 Fire Emergency.................................................................................................................................................................... 19 Other Emergencies .............................................................................................................................................................. 19

ATTACHMENT 1 – SUMMARY OF GOALS/OBJECTIVES..........................................................20



EXECUTIVE SUMMARY The Silver Bluff Volunteer Fire Department Officers continue to look critically at its paradigms, values, philosophies, beliefs, and desires. Their goal is to challenge individuals to work in the best interest of the “team.” The Silver Bluff Volunteer Fire Department Officers have developed a strategic plan, which outlines long-term direction and focus for the development of the department.

Mission, Vision, and Values Clearly stated and intentionally simplistic, Silver Bluff Volunteer Fire Department’s Mission accurately describes the organizations general purpose.

Dedicated to the protection of life, property, and our environment Building on this mission, the officers, thus established targets of excellence for the future. The following are among the identified Vision statements:

Continually exceed our community’s expectations to protect life, property, and the environment. Provide our team members with the skills, tools, and equipment to protect our community. Maintain a respectful and compassionate environment among all members.

Recognizing that its collective personality and the values of its members enhance the organization, the Silver Bluff Volunteer Fire Department declared a set of Values that included such statements as: We Value:

Safety first Community involvement Open communications within the team and with the community Working hard and having fun

Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis The SWOT Analysis required Silver Bluff Volunteer Fire Department to look candidly at its strengths and weaknesses to identify opportunities and threats facing the Department. Some of the organizational strengths identified include:

Community support Commitment to be successful Open communication Talented, diverse members

Some of the areas identified as weaknesses or needing enhancement include:

Lack of pre-incident plans Lack of consistent rapid response at all hours Time requirements for training exceed time available from volunteer personnel Funding and Annual Operating Budget process



Many opportunities exist for Silver Bluff Volunteer Fire Department, some of which include:

Continue to form partnerships and share resources Increase the organization’s sense of “family” Foster public involvement Utilize technological advancements to enhance our services

Fundamental to the success of any strategic plan is the understanding that threats are not completely and/or directly controlled by the organization. Some of the current and future threats to Silver Bluff Volunteer Fire Department include:

Annexation of Aiken City into the District boundary Unfunded federal and state mandates Lack of water for fire suppression

Goals, Objectives, Performance Measures and Targets Armed with the mission, vision, values, SWOT analysis, and customer priorities, expectations and concerns, the officers of Silver Bluff Volunteer Fire Department have developed realistic strategic goals and objectives designed to guide the district into the future. The following departmental goals are identified:

Goal One - Develop effective community outreach and involvement Goal Two - Improve organizational effectiveness Goal Three - Provide quality and continually improving services to the community Goal Four - Maintain quality equipment and facilities Goal Five - Be fiscally pro-active and responsible

This strategic plan provides a detailed roadmap into the future. It is a living, working document, and a “tool” to be used at all levels of the department. Constant evaluation of outcomes is critical to determining the success of the department’s efforts and direction. A set of performance objectives has been developed to provide a quantitative method to monitor performance. In addition, they include targets for maintenance or improvement of the specific measures.

THE STRATEGIC PLANNING PROCESS The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase while dollars, and other resources, continue to shrink. These trends place increased pressure on the modern fire service manager, policy makers, and volunteer staff, to come up with ways to be more efficient and more effective. In many cases, the public is demanding the accomplishment of specific goals, objectives, and services, with fewer resources. To do a more efficient job with the available resources organizations must set objectives based on constructive efforts, while eliminating programs that do not serve the customer. The specific steps of the process are as follows:

1. Develop the Mission Statement, giving careful attention to the services currently provided and which logically can be provided in the future.

2. Develop a Vision of the future. 3. Establish the Values of the members of the organization. 4. Identify the Strengths of the organization. 5. Identify any Weaknesses of the organization. 6. Identify areas of Opportunity for the organization. 7. Identify potential Threats to the organization. 8. Define the Services provided to the community. 9. Establish the community’s expectations of the organization. 10. Identify any concerns the community may have about the organization and its services.



11. Identify those aspects of the organization and its services the community views positively. 12. Establish realistic goals and objectives for the future. 13. Identify implementation tasks for each objective. 14. Define service outcomes in the form of measurable performance objectives and targets. 15. Develop organizational and community commitment to the plan.

ORGANIZATIONAL BACKGROUND Silver Bluff Volunteer Fire Department, (a.k.a. District 17), is a fire protection district operating under the laws of the state of South Carolina as a special purpose tax district. SBVFD serves a population of approximately 4,000 people and covers an area of 25 square miles. SBVFD provides service from a headquarters station and one substation. The District’s fleet consists of two first-out fire engines, one auxiliary pumper/service truck, one water tanker, and two wildland vehicles The District carries an insurance rating, assigned by the Insurance Service Organization, of Class 5/9. This rating was assigned based on a review conducted in 2005. The SBVFD is a 100% volunteer department and is a qualified IRS 501 (c) 3 Non-profit Organization. Volunteer staffing levels are between 18 and 22 volunteers and resident personnel. The District also sponsors a Learning for Life ®, Fire Service, Explorer Post (Post 17) with a current membership of five. The District’s fee-based structure is designed to provide the best possible return on investment for the district residents with the Board of Commissioners, independent of department personnel, responsible for setting the fee amount. Currently, this $80 fee for residential dwellings provides a reasonable revenue source to just cover the estimated annual Operations and Maintenance (O&M) expenses and is based on historical data that considers the revenue source population density, followed by fire suppression requirements (structural/brush/auto/etc), equipment needs, and department operational and maintenance requirements assessed value to support District operations. District 17 is comprised mostly of residential properties, equestrian farms, agricultural farms, and small commercial operations with no manufacturing. Silver Bluff Volunteer Fire Department provides a variety of services including fire suppression, emergency medical first responder service, and public safety education. The Aiken County Hazardous-Materials Team provides hazardous materials emergency response. The Aiken County Sheriff’s Office provides fire dispatch, answers emergency calls for Fire, emergency medical, and other requests for fire department services. The Aiken County Sheriff’s Office also provides fire investigation service upon request.

THE MISSION STATEMENT The mission statement of an organization is intended to describe, in succinct terms, the purpose for the organization’s existence. It articulates the principal reason for the organization’s presence within the community. The Silver Bluff Volunteer Fire Department officers developed the mission statement below. Silver Bluff Volunteer Fire Department Mission Statement

Dedicated to the protection of life, property, and our environment

THE VISION STATEMENTS In addition to knowing who they are and understanding their beliefs, all successful organizations need to define where they expect to be in the future. After having established the organizations mission the next logical step is to establish a vision of what the organization should be in the future. Vision statements provide targets of excellence that the organization will strive towards and provide a basis for their goals and objectives. The following vision statements were developed by the Silver Bluff Volunteer Fire Department.



Silver Bluff Volunteer Fire Department Vision Statements

Continually exceed our community’s expectations to protect life, property, and the environment. Be recognized by our community, peers, and neighboring agencies as an enthusiastic organization capable of

providing effective protection of life, property, and the environment. Provide our team members with the skills, tools, and equipment to protect our community. Continue to effectively and enthusiastically provide public education. Provide our community with an agency that, through teamwork, communication, and education, embraces change. Maintain a respectful and compassionate environment among all members.

VALUES Establishing values embraced by all members of an organization is extremely important. Values define those features and considerations that make up the personality of the organization. The Silver Bluff Volunteer Fire Department felt it absolutely necessary to declare the following statements of values for the department. Silver Bluff Volunteer Fire Department Values We value:

Safety first Diversity Community involvement Open communication within the team and with the community Providing quality service Continuous improvement Working hard and having fun The importance of balancing the needs of the individual, family, and the organization Fiscal responsibility Trust, integrity, and ethical behavior Professionalism Dedicated teamwork

With the completion of the mission, vision and values, the Silver Bluff Volunteer Fire Department established the operation of the department. The mission, vision, and values are the foundation of any successful organization. Every effort should be made to keep these current and meaningful so that the individuals who make up the organization are well guided by them in the accomplishment of the goals, objectives, and day-to-day tasks.

STRENGTHS It is important for any organization to identify their strengths in order to assure they are capable of providing the services requested by customers and to ensure that strengths are consistent with the issues facing the organization. Often, identification of organizational strengths leads to the channeling of efforts toward primary community needs that match those strengths. Programs that do not match organizational strengths or the primary function of the business should be seriously reviewed to evaluate the rate of return on precious staff time. The strengths of the Silver Bluff Volunteer Fire Department are identified below. Strengths of Silver Bluff Volunteer Fire Department

Commitment to longevity of members Commitment to acquire state of the art equipment Commitment to training Commitment to be successful Open communication Talented, diverse members Explorer program Donations and grants



WEAKNESSES Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization’s overall problems, it is unusual for organizations to be able to identify and deal with these issues effectively on their own. For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it does not function well or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day-to-day issues and concerns that may slow or inhibit progress. Weaknesses of Silver Bluff Volunteer Fire Department

Lack of pre-incident plans Lack of consistent rapid response at all hours Need to develop additional trust and further refinement of internal communications systems Lack of a clear long-range sense of direction Time requirements for SC Fire Academy training exceed time available from volunteer personnel Lack of practical experience contributes to a lack of proficiency Lack of personnel precludes compliance with NFPA 1720 and the 10-minute response times Selective response by personnel to different types of emergencies Lack of understanding of and adherence to some S.O.Ps/S.O.Gs Lack of a budget process that ensures funding matches growth.

OPPORTUNITIES The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area. Many opportunities exist for Silver Bluff Volunteer Fire Department. Opportunities for Silver Bluff Volunteer Fire Department

Continue to form partnerships and share resources with: o Mutual Aid agencies o Silver Bluff High School o Community/Religious groups

Increase the organization’s sense of “family” Foster relations with the media

o Local o Regional o National

Foster public involvement in: o Public forums – broader public involvement, board member recruitment o CPR and first aid training

Utilize technological advancements to enhance our services Develop a Department Web site Enhance records management systems Enhance revenue Grants Wildland funding Promote involvement in County Government



THREATS To draw strength and gain full benefit of any opportunity, the threats to the organization, with their new risks and challenges, must also be identified. By recognizing possible threats, an organization can greatly reduce the potential for loss. Threats to Silver Bluff Volunteer Fire Department include:

Annexation of a portion of the District by Aiken City. Countywide re-zoning to require a less dense population in the district. Unfunded federal and state mandates and their impact on the budget Increasing training requirements and how that impacts members time Natural disasters (earthquake, wildland fires, storms) Major incidents (multiple casualty incidents, hazardous materials, etc) Socio-economic changes in the Aiken County and the district. Lack of water for fire suppression Change in the composition of the Board of Commissioners A split in department opinion over our future direction Work related fatalities and injuries Major equipment loss Loss of public support Limited public utility support and response capability

STATEMENT FROM THE BOARD OF FIRE COMMISSIONERS The primary purpose of the Silver Bluff Volunteer Fire Department is to provide life, property, and environmental protection within a reasonable time and at an acceptable cost to the taxpayers. The Board of Commissioners continues to emphasize their commitment to maintaining a strong community oriented emergency services department. Silver Bluff Volunteer Fire Department has a longstanding volunteer tradition and believes the best way of providing emergency services is based on the philosophy of “ neighbor serving neighbor.” As a result of this philosophy, emergency services on in the district will continue to be provided by a Department staffed by community volunteers. The primary role of the Board regarding this strategic plan is to review the Mission, Vision and Values of the Department as developed and then to adopt Goals and Objectives that will be used to achieve them, as well as the Performance Objectives and Targets by which we will measure our success. This finalized Strategic Plan is an attempt by the Board to chart a course for the future and to outline proposed actions for the Board of Fire Commissioners to take. These future actions by the Board will be driven by revenue, levels of service needs and input from citizens of the District including possible future tax levies. The Board of Fire Commissioners will address specific implementation of the Goals and Objectives outlined in the Plan through annual adoption of the Silver Bluff Volunteer Fire Department budget in open public meetings. Periodic review and updating of this entire Plan will be necessary to keep up with changes in community needs, demographics and departmental resources.

GOALS AND OBJECTIVES The Strategic Planning process, to this point, has dealt with establishing the mission, vision, and values of the organization. In addition, identification of strengths, weaknesses and needs of both the organization and customer was accomplished. In order to achieve the mission of Silver Bluff Volunteer Fire Department, realistic goals and objectives must be established. Goals and objectives are imperative to provide the individual members with clear direction. In order to establish the goals and objectives the officers met a number of times to complete this critical process. As goals and objectives are management tools, they should be updated on an ongoing basis to identify what has been accomplished and to note changes within the organization and the community. The attainment of a performance target should be recognized and celebrated to provide a sense of organizational accomplishment.



The goals and objectives (as well as the performance objectives included later in this document) should now become the focus of the efforts of Silver Bluff Volunteer Fire Department. Great care was taken to ensure that the critical needs and areas of needed enhancement previously identified were addressed within the goals and objectives. By following these goals and objectives carefully, the organization will be guided into the future. They should also greatly reduce the number of obstacles and distractions for the organization and its members. The officers set priorities (designated by an “A”, “B” or “C”) for the accomplishment of specific objectives, with “A” being the highest and “C” being the lowest. Those that carried higher priorities are scheduled for completion first and lower priority objectives scheduled later. The assigned priorities are indicated in parentheses prior to the timelines in the goals and objectives that follow. Overall these goals and objectives provide very specific timelines for the next two years and more general timelines beyond that. The leadership of Silver Bluff Volunteer Fire Department should meet periodically to review progress towards these goals and objectives and adjust timelines and specific targets as needs and the environment change.



Goal 1 – Develop effective community outreach and involvement

Objective 1-A Maintain positive relations with local, regional and national media through the use of a Public Information Officer position Timelines (C) Immediately Estimated Cost $0 Critical Tasks:

Identify and establish a public information officer position Seek opportunities to provide information to the media (current program) Provide articles to the local newspaper Prepare a fire department fact sheet for distribution to the press Provide media relations training to staff

Objective 1-B Encourage active public involvement in the department Timelines (B) January 2007 and Ongoing Estimated Cost $1000-2000 annually starting in FY

2007 Critical Tasks:

Provide open communication with the community through the use of meetings and publications Conduct bi-annual public discussion forums Produce a periodic community newsletter Conduct holiday or special events at the fire department Develop and maintain a department web site Provide “flash” notices to the public of important issues facing the department Conduct an annual community survey Produce and distribute an annual report of department activities and accomplishments. Increase the department’s participation with the County Council, particularly through the public safety committee Increase the amount of public education presented to the community, fire prevention, Emergency Planning, CPR, and

First Aid



Goal 2 – Improve organizational effectiveness

Objective 2-A Define the policy role of the Board in relationship to the operational management role of the fire chief Timelines (B) June 2007 – June 2008 Estimated Cost $0 Critical Tasks:

Review existing policies for clarity of role Draft revisions to policies Present revisions to the Board for approval

Objective 2-B Review, reorganize and revise the Policy and Operating Guidelines Timelines (B) June 2007 – June 2008 Estimated Cost $500 one-time in FY 2008 Critical Tasks:

Review policies and guidelines for consistency and currency (ongoing) Revise policies and guidelines as needed (ongoing) Reorganize the document into Policies, Rules and Standard Operating Guidelines Present the revised document for adoptions Improve and communicate the department harassment and discrimination policy

Objective 2-C Develop desk manuals for critical functions Timelines (B) Immediately – June 2008 Estimated Cost $500 Critical Tasks:

Identify critical functions Draft step by step procedures to accomplish critical functions Publish and maintain desk manuals for critical functions

Objective 2-D Investigate the need for Employee Assistance Program to all members Timelines (B) June 2007 – June 2008 Estimated Cost $0 Critical Tasks:

Determine the need for an EAP within the department Review employee assistance program options if required Include funds for program in budget if required Implement the program and ensure all personnel are aware of how to access it if required



Objective 2-E Improve entry level qualifications review and ongoing medical and fitness monitoring of members Timelines (A) Immediate – Ongoing Estimated Cost $5,000 annually starting FY 2001 Critical Tasks:

Include qualifications, background, and reference checks in the member selection process Establish a policy for physical fitness testing of all emergency service personnel Establish a policy for medical evaluation of all emergency service personnel meeting the standards of NFPA 1500

Objective 2-F Develop a guideline for access to Critical Incident Stress debriefing (CISD) services Timelines (A) Immediate – Ongoing Estimated Cost $500 Critical Tasks:

Identify sources for CISD Draft and adopt a guideline describing when and how to access CISD services Train all personnel in use of the system

Objective 2-G Develop a competency evaluation system Timelines (B) Ongoing Estimated Cost $0 Critical Tasks:

Identify required skill sets by department position Establish performance criteria for the various skill sets Develop a schedule for competency evaluation Conduct competency evaluations

Objective 2-H Manage the increasing training requirement impacts on members time Timelines (A) Immediate Estimated Cost $500 annually starting in FY 2007 Critical Tasks:

Identify the specific training needs of individual members Offer training opportunities on a more flexible schedule within the district Implement a training program evaluation system Ensure good communications of changes in upcoming training offerings Improve the quality of training facilities and resources



Objective 2-I Establish and annually update an Accident Prevention Plan. Timelines (A) Immediately – June 2008 Estimated Cost To be determined during FY 2008

budget deliberations Critical Tasks:

Establish an accident prevention plan with the assistance of the District risk carrier Train department members in the accident prevention plan Research and purchase safety equipment as appropriate

Objective 2-J Create a more experiential approach to training Timelines (B) June 2007 – December 2009 Estimated Cost $2000 annually starting in FY 2007 Critical Tasks:

Increase the use of simulations in the training program Increase the number of multi-company, scenario based, training sessions Use in-station duty assignments as an experience gaining opportunity Balance the amount of classroom based training in lieu of hands-on training

Objective 2-K Improve response times to achieve established targets Timelines (A) June 2007 – June 2008 Estimated Cost (See Objectives 3-B, M) Critical Tasks: (Critical tasks are contained in Objectives 3-B, M)

Objective 2-L Create an organizational environment that will promote member commitment and loyalty, and improve participation Timelines (A) Immediate - Ongoing Estimated Cost $5000 annually starting FY 2007 Critical Tasks:

Review and revise the recognition program Explore new incentives such as:

o A meaningful pension program (LOSAP) o Recognition and rewards (i.e. logo garments) o Health and life insurance benefits o Supplemental disability insurance

Host more social activities Develop an internal newsletter



Goal 3 – Provide quality and continually improving services to the community

Objective 3-A Prepare for and request a re-evaluation of the current insurance rating of the District Timelines (C) June 2007 – Ongoing Estimated Cost To Be Determined Critical Tasks:

Gather required information Identify improvement opportunities Implement improvements in advance of the rating visit Request and support the rating visit

Objective 3-B Develop pre-incident plans for District target hazards and quality District maps Timelines (A) Current and Ongoing Estimated Cost $500 annually starting FY 2007 Critical Tasks:

Identify target hazards Assign responsibility to do surveys and develop maps Provide training to those assigned to do surveys and produce maps Conduct pre-incident plan surveys Develop pre-incident plans Provide training to personnel on target hazard features Update pre-incident plans annually Produce and distribute map books and pre-incident plans

Objective 3-C Develop a comprehensive emergency plan annex with Aiken Coutny that includes all phases of emergency planning Timelines (B) Immediate – Ongoing Estimated Cost $0 Critical Tasks:

Identify and coordinate with ADPS Fire Division Develop and deliver training as required Participate in exercises with Aiken County including training in the Emergency Operations Center (EOC)

Objective 3-D Conduct inspections of new construction Timelines (C) Immediate - Ongoing Estimated Cost $0 Critical Tasks:

Participate in new construction inspections with the county planning staff Develop pre-incident plans on new buildings as a result of participating in the inspection



Objective 3-E Work with other governmental agencies to improve the firefighting water delivery system Timelines (B) June 2007 – December 2009 Estimated Cost $2500 one time Critical Tasks:

Encourage the county to develop a AHJ signature on development planning documents and permits Lead efforts to develop a more unified approach to water system delivery amongst the many water providers Evaluate alternative fire suppression techniques and equipment

Objective 3-F Provide a strong First Responder system Timelines (A) Immediate – Ongoing Estimated Cost $5000 one time Critical Tasks:

Provide complete First Responder kits to selected First Responders Maintain the quality of equipment and supplies to all First Responders Maintain at least one active kit responders (24 hours per day, 7 days a week)

Objective 3-G Utilize special skills and talents of department members Timelines (B) Immediate – Ongoing Estimated Cost $0 Critical Tasks:

Create a skills inventory Recruit responding and “non-responding” members who can provide specialized skills to the department

Objective 3-H Maintain and enhance the quality of the Explorer program Timelines (B) Immediately – Ongoing Estimated Cost $2000 annually starting in FY 2007 Critical Tasks:

Continue to expand the program with additional funding and support Develop a recruitment partnership with the high school Eliminate the need for fundraising

Objective 3-I Provide good post-emergency victim support Timelines (B) June 2007 – June 2008 Estimated Cost $100 Critical Tasks:

Establish District Chaplain service Provide basic training for district members on victim support Provide post event handouts and surveys



Goal 4 – Provide and maintain quality equipment and facilities

Objective 4-A Develop a comprehensive apparatus needs assessment Timelines (B) June 2007 – Ongoing Estimated Cost $0 - $150,000 Critical Tasks:

Develop a comprehensive financial payoff plan for each apparatus Establish and fund an Apparatus Reserve Fund Develop a comprehensive end of life apparatus replacement plan Explore and use alternative financing options when appropriate

Objective 4-B Conduct a comprehensive facilities assessment Timelines (A) Immediate – December, 2007 Estimated Cost $0 - $30,000 Critical Tasks:

Develop a comprehensive facilities assessment Identify improvements needed at each facility Develop a schedule and funding plan to complete the improvements

Objective 4-C Continue to provide quality maintenance for facilities, apparatus and equipment Timelines (A) Current and Ongoing Estimated Cost $0 Critical Tasks:

Ensure adequate funding for Facilities, Apparatus & Equipment program Streamline and improve the daily/weekly equipment check sheet maintenance requests



Goal 5 – Be fiscally pro-active and responsible

Objective 5-A Explore and implement partnerships with other emergency response agencies and other service providers. Timelines (B) Current and Ongoing Estimated Cost $0 Critical Tasks:

Review and update mutual aid agreements Develop programs to share training resources Identify joint purchasing opportunities Establish an information sharing system Identify opportunities to share physical resources such as equipment and facilities

Objective 5-B Explore and implement partnerships with Silver Bluff High School Timelines (B) Current and Ongoing Estimated Cost $500 Critical Tasks:

Deliver fire safety education Identify opportunities to share facilities Develop an event standby capability Conduct career days at the schools Assist schools develop disaster management plans

Objective 5-C Continually explore revenue enhancement opportunities Timelines (B) Current and Ongoing Estimated Cost $1000 Critical Tasks:

Apply for grants as available and appropriate Utilize the state surplus program as appropriate Continue to explore other revenue opportunities

Objective 5-D Provide an effective risk management program to ensure a major equipment loss does not adversely affect the District Timelines (B) Current and Ongoing Estimated Cost $0 Critical Tasks:

Ensure capital assets are adequately insured Develop a station and apparatus security system Maintain quality reserve apparatus



PERFORMANCE OBJECTIVES AND TARGETS The ability to define “great service” requires a set of tools that can be used to measure the performance of an organization. These tools allow an organization to evaluate its performance through observation of changes in key performance indicators. They also allow an organization to compare itself with other similar organizations to identify opportunities for improvement. Silver Bluff Volunteer Fire Department selected the following Performance Objectives and established targets where improvement from current performance was desired. Only response time objectives have been identified thus far.

First Responder Provide for the arrival of at least one properly equipped First Responder to provide scene size up and basic life support to the scene of a medical emergency within 12 minutes of the receipt of the call dispatched from Aiken County Sheriff’s Office, 90% of the time. Current performance: Unknown

Fire Emergency Provide for the arrival of sufficient resources to initiate attack on a fire (first application of an extinguishing agent) within 10 minutes from receipt of the call from Aiken County Sheriff’s Office dispatch, 90% of the time. Current performance: Unknown

Other Emergencies Provide for the arrival of sufficient resources to initiate an evaluation of the emergency within 15 minutes from the receipt of the call from Aiken County Sheriff’s Office dispatch, 90% of the time. Current performance: Unknown

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