HomeMy WebLinkAbout2024-07-10 Special City Council Meeting Packet1
COTTAGE GROVE CITY COUNCIL July 10, 2024
12800 RAVINE PARKWAY SOUTH
COTTAGE GROVE, MINNESOTA 55016
TRAINING ROOM- 6:00 PM
1 Call to Order
2 Roll Call
3 Agenda Item
A Fire Department - 5-year Strategic Plan
Staff Recommendation: Receive the 5-year Strategic Plan and provide feedback and support.
4 Adjournment
1
City Council Action Request
3.A.
Meeting Date 7/10/2024
Department Public Safety
Agenda Category Action Item
Title Fire Department - 5-year Strategic Plan
Staff Recommendation Receive the 5-year Strategic Plan and provide feedback and
support.
Budget Implication N/A
Attachments 1. Council Workshop - Fire 5-year plan
2. CGFD 2024 Strategic Plan Council Workshp Packet
To:Honorable Mayor and City Council Members
Jennifer Levitt, City Administrator
From:Peter J Koerner, Director of Public Safety
Date:July 2, 2024
Subject: COUNCIL WORKSHOP FIRE 5-YEAR-STRATEGIC PLAN
Introduction
In 2024, The Cottage Grove Public Safety Department (CGPS) embarked on an ambitious and
visionary endeavor to develop a 5-year strategic plan for both police and fire/EMS. The fire
department command team collaborated with our employees throughout the process creating
a plan that is rooted in best practices. We started the process with our fire leadership team and
then introduced it at a department meeting. We have had numerous opportunities for feedback
from our team. We also received input and feedback from our local IAFF 2570. A draft was
presented to the Public Service Commission and received support.
This plan will be our roadmap to success as Cottage Grove continues to grow and change.
Our plan stresses the importance of community-wide cooperation to accomplish our goals. It
demonstrates how deeply committed we are to our residents, businesses, organizations, and
employees. It ensures Cottage Grove Public Safety – Fire/EMS will continue to deliver
excellent service with professionalism, transparency, and accountability.
The strategic plan includes a new vision statement, core values, strategic goals and initiatives,
performance measures, and branding which will guide us through the next five years and into
the future. Additionally, our strategic plan includes supplemental plans that address staffing,
fleet replacement plan, Fire Station 4 planning, recruiting and retention, and wellness
initiatives.
Our proposed staffing plan presents our vision for growth as CGPS expands along with our
community and continues to meet the needs of the public.
Recommendation
Receive the fire 5-year Strategic Plan and provide feedback and support.
5-Year Strategic Plan
Cottage Grove Fire Department
July 2024
CottageGroveMN.gov/Public Safety
Welcome and
Introductions
Thank you, City Council and Cottage Grove!
The City Council has demonstrated great support for the department!
•Central Fire Station
•24/7 on-duty staffing with 12 full-time firefighters starting in 2017
•Top of the line Aerial Ladder Truck (2020)
•Full-time Fire Marshal
•Initiated Phase 1 of strategic staffing plan (2024)
•Increased to 15 full-time firefighters
•20-25 part-time firefighters with top percentile wages in the metro
•Much more!
City Administrator
•City council direction to
create strategic plan
•Fire Leadership Team
•Department Meeting
•Local IAFF 2570
•Public Services
Commission
•Directors’ Feedback and
Input
•Council presentation
•Approval and
implementation
•Measure, review, revise
Strategic Plan Process
Mission
The Cottage Grove Fire
Department proudly serves the
community compassionately
providing protection of life and
property. We do this with honor,
professionalism, empathy, and
community partnerships.
City Administrator
•Fire Suppression
•Emergency Medical Services
•Community risk reduction
•Specialized response/rescue
•Department culture
•Firefighter wellness
•Financial and resource
stewardship
Mission Areas
Services/Missions Overview
Fire
Structural Fire Suppression
Wildland Firefighting
Fire Training
Hazardous Materials
Response
Vehicle Extrication
Vehicle
Accident Response
Fire Fleet/Equipment
Management
Firefighter Wellness
and Fitness
Emergency Management
NFPA Standards
OSHA Compliance
ISO Rating
Credentialing
EMS
Emergency Medical
Services - Transport
Critical Care
EMS Quality
Improvement/Assurance
EMS Training and Education
Emergency Management
Community
Paramedic Programs
EMS Training Program
(EMR/EMT)
Tactical Medical Response
Credentialing
Event Staffing/Stand-by
EMS Fleet/Equipment
Management
Firefighter Wellness
and Fitness
Community
Risk Reduction
Code Enforcement
(inspections)
Plan Review
New Construction
Inspections
Life Safety Inspections
Fire Investigations
Public Education
Home Safety Programs
Youth Fire Prevention
and Intervention
CPR and First Aid Training
Public Outreach
Car Seat Safety
School Visits
Community Events
(e.g., Open House)
Specialized Response
Water/Ice Rescue
Rope Rescue (high/low angle)
Confined Space
Technical Rescue
Mobile Field Force
Radiological Emergency
Preparedness
Vision
The Cottage Grove Fire Department will
be an elite fire department that lives our
mission to provide exceptional fire,
emergency medical services, specialized
response and community risk reduction
services to our customers.
Vision Statement – Fire Suppression
Provide fire suppression services through assertive, strategic and tactically
wise approaches that provide positive outcomes for those we serve while
preserving firefighter health and safety.
Vision Statement- EMS
Provide EMS services that deliver high-quality care through a team of highly
trained and skilled EMS Professionals dedicated to delivering exceptional
outcomes for those we serve.
Vision Statement- Specialized Response
Be an all-hazards response fire department that can “solve the problem” anytime we
are called for assistance.
Vision Statement-Community Risk Reduction
Be a department dedicated to holistic community risk reduction through genuine
engagement with programs for all ages and backgrounds in our community. The
department will do this in a meaningful way with unique attention to reducing
outcome disparities.
Vision Statement – Workplace Culture
Be a fire department of choice represented by a diverse workforce that
represents our community where professional development, genuine
engagement and inclusivity of our team members are the foundation of
our culture.
Vision Statement – Firefighter Health and Wellness
Be a department where health, wellness and safety are embedded in our culture.
Firefighters embrace a holistic view of wellness including physical health, fitness,
mental health, resiliency and nutrition while supporting personal growth for
themselves and their team.
Vision Statement- Stewardship
Be a department that wisely uses resources and manages department growth to
support and respond to a growing community. Be prudent stewards of financial,
capital and human resources provided to the department. Leverage community
and regional partnerships to accomplish shared goals. Create a sustainable fire
department to support a community with competing needs.
Organization Overview
Director of Public
Safety
Fire Chief
Deputy Fire Chief
Operations
Shift Captain
Firefighters
Shift Captain
Firefighters
Shift Captain
Firefighters
Deputy Fire Chief
Training, Development, Safety and
Professional Standards
(Proposed)
Fire/EMS
Instructors*
Field Training
Officers*
Live Burn Team*
Fire Marshal
Fire Inspectors*
(Proposed)
*specialty positions (not additional positions)
Core Values
Individual
Competence
Integrity
Ownership
Professionalism
Service
Team
Collaborative
Communication
Outcomes-focused
Supportive
Community
Accountability
Empathy
Partnership
Transparency
Trust
Organization
Adaptive
Excellence
Inclusive
Progressive
Safe
Strategic
Strategic Goals, 2025-2030
Emergency
Service Excellence
Fire Suppression
Emergency
Medical Services
Specialized Response
Community Risk
Reduction and Outreach
Fire Inspection
and Code Enforcement
Fire Investigation
Public Education
and Fire Prevention
Community
Paramedicine
Branding and
Communication
People
Culture
Recruiting, Retention and
Diversity
Training and
Career Development
Health and Wellness
Safety
Recognition
Technology
and Innovation
Technology
Equipment
Practice and Policy
Growth
Growth Trends
Workload and Services
Adaptability
and Innovation
Strategic Planning
and Budgeting
Key Outcomes
1.1.1 Respond to all emergency fire incidents with
a travel time (enroute to on scene) within six
minutes at least 90% of the time.
1.1.2 Over 75% of structure fires are contained to
the room of origin.
1.1.3.1 On-shift staffing meets or exceeds the
staffing levels of comparable departments
1.1.3.2 At least four firefighters arrive on-scene of
structures fires within six minutes at least 90% of
the time
1.1.3.3 Effective response force arrives on-scene
within eight minutes at least 90% of the time
1.1.4 Obtain and maintain an ISO rating of three or
better
1.1.5 Become a credentialed fire department
Emergency Services Excellence: Fire Suppression
Strategic Objectives
1.1.1 Provide prompt response to fire incidents
1.1.2 Provide outcome-based fire suppression
1.1.3 Increase on-shift staffing to optimize
service delivery
1.1.4 Maintain or improve Insurance Services
Office (ISO) rating
1.1.5 Obtain department credentialing
Key Outcomes
1.2.1 Respond to all emergency EMS incidents with a travel
time (enroute to on scene) of 5 minutes or less, 90% of the
time
1.2.2.1 Over 15% of all cardiac arrests have a good outcome
(CPC 1 or 2)
1.2.2.2 Over 75% of select cardiac arrest victims have a good
outcome (witnessed with shockable first rhythm)
1.2.3.1 On-shift staffing meets or exceeds staffing levels of
comparable departments
1.2.3.2 Respond to cardiac arrests with at least five EMS
providers within six minutes at least 90% of time.
1.2.4 Maintain American Heart Association Silver EMS award
or better for heart and stroke care
1.2.5 At least 90% of EMS customers respond with agree or
strongly agree that they received quality services and were
treated with respect through EMS experience surveys.
1.2.6 Obtain CAMTS credential
1.2.7 At least 50% of Paramedics are certified as Critical Care
Paramedics
1.2.8.1 Continue peer-driven quality improvement program
1.2.8.2 Build peer review commitment based upon principles
of just culture
Emergency Services Excellence: EMS
Strategic Objectives
1.2.1 Provide prompt response to EMS incidents
1.2.2 Provide outcome-based EMS care
1.2.3 Increase on-shift staffing to optimize service
delivery
1.2.4 Maintain national recognition for stroke and
heart care
1.2.5 Deliver customer-centered EMS care
1.2.6 Obtain EMS credentialling
1.2.7 Paramedics are highly trained to deliver the
highest level of pre-hospital critical care
1.2.8 Utilize a robust quality improvement and
peer review program
Key Outcomes
1.3.1.1 75% or more of firefighters are trained and
certified at the Rope Rescue operations level or higher
1.3.1.2 75% or more of firefighters are trained and
certified at the rescue swimmer/ice rescue operations
level or higher
1.3.1.3 75% or more of firefighters are trained and
certified at the confined rescue operations level or higher
1.3.1.4 All firefighters are trained and certified at the level
of hazardous materials operations responder or higher.
1.3.1.5 75% or more of firefighters are trained and
certified at the hazardous materials technician level or
higher
1.3.2.1 Become a department member of regional special
operations team
1.3.2.2 Maintain at least three firefighters on the
Washington County Mobile Field Force
1.3.31 Obtain equipment to effectively and safely respond
to water, rope rescue, water rescue, confined space,
hazardous materials and other specialized response
incidents
Emergency Services Excellence: Specialized Response
Strategic Objectives
1.3.1 Develop capacity to respond to technical and
specialized response incidents
1.3.2 Seek and maintain partnerships in regional
special operations teams
1.3.3 Obtain necessary equipment and technology
to respond to special operations incidents
Key Outcomes
2.1.1 Perform life safety inspections in 90% or
more of non-residential occupancies annually
2.1.2 Perform life safety inspections in all
multi-family buildings annually
2.1.3 Perform fire inspection, plan review and
permitting of all new construction
2.1.4 Implement improved fire inspection fee
schedule including annual life safety
inspections
2.1.5 Maintain Fire Marshal position and add
three, shift-based promoted fire inspector
specialty positions
Community Risk Reduction: Fire Inspection and Code
Enforcement
Strategic Objectives
2.1.1 Provide proactive fire prevention in all non-
residential occupancies
2.1.2 Provide proactive fire prevention in all multi-
family buildings
2.1.3 Provide proactive fire prevention in new
construction
2.1.4 Optimize fee structure to support
comprehensive fire inspection and code
enforcement
2.1.5 Staff appropriate positions and personnel to
support comprehensive fire inspection and code
enforcement
Key Outcomes
2.1.1 All fires are investigated for origin and
cause
2.2.1 Maintain a roster of at least four
certified fire investigators (CFIT or higher)
2.2.3 Purchase appropriate equipment, PPE
and technology to safely and effectively
investigate all fires
2.2.4 Explore regional partnerships for fire
investigation team formation
Community Risk Reduction: Fire Investigation
Strategic Objectives
2.2.1 Provide fire investigation services to promote
fire prevention and arson investigation
2.2.2 Fire investigations are supported by qualified,
trained and certified fire investigators
2.2.3 Support high-quality and safe fire
investigations with the appropriate technology and
equipment
2.2.4 Leverage partnerships to improve the quality
of fire investigations
Key Outcomes
2.3.1.1 Participate in at least six public events
annually
2.3.1.2 Provide school fire prevention visits to at
least one grade level to all Cottage Grove
elementary schools annually
2.3.1.3 Perform at least five older adult fire
prevention and safety program visits annually
2.3.1.4 Continue fire prevention and safety
training for scouts and other community groups
2.3.1.5 Maintain a roster of at least four certified
Fire and Life Safety Educators
2.3.1.6 Maintain a roster of at least three Certified
Child Passenger Safety Technicians
2.3.1.7 Host at least one car seat safety clinic
annually
Community Risk Reduction: Public Education and Engagement
Strategic Objectives
2.3.1 Provide genuine and engaging fire and injury
prevention education to the community with a
focus on target audiences and unique hazards
2.3.2 Establish and maintain a home fire safety
program
2.3.3 Continue youth fire prevention intervention
program
2.3.4 Provide high-quality CPR, first aid and EMS
training to the community
Key Outcomes
2.3.2.1 Successfully complete FEMA Home Fire Safety
Grant
2.3.2.2 Perform at least 10 home fire safety visits
annually (after grant completion)
2.3.3.1 Maintain Youth Fire Prevention Intervention
(YFPI) program in partnership with the Youth Service
Bureau
2.3.3.2 Maintain at least two certified YFPI intervention
specialists
2.3.4.1 Maintain at least four certified CPR and first aid
instructors
2.3.4.2 Train at least 100 people annually on CPR and
first aid
2.3.4.3 Offer at least two public CPR certification
courses per year
2.3.4.4 Offer at least four CPR training sessions at
Middle and High Schools in Cottage Grove/Southern
Washington County
2.3.4.5 Maintain State EMS education license
Community Risk Reduction: Public Education and
Engagement (continued)
Strategic Objectives
2.3.1 Provide genuine and engaging fire and injury
prevention education to the community with a
focus on target audiences and unique hazards
2.3.2 Establish and maintain a home fire safety
program
2.3.3 Continue Youth Fire Prevention Intervention
program
2.3.4 Provide high-quality CPR, first aid and EMS
training to the community
Key Outcomes
2.4.1.1 Maintain at least four trained and
certified Community Paramedics
2.4.1.2 Maintain at least one chief officer
certified as a Community Paramedic
2.4.2.1 Perform at least five older adult fall
and fire prevention visits annually
2.4.2.2 Embed Community Paramedic into
Case Management Unit to provide holistic
mental health promotion and response
2.4.2.3 Create Community Paramedic referral
process for Public Safety Team members
2.4.3 Develop and implement community
health fair to include health promotion,
education and disease screening
Community Risk Reduction: Community Paramedicine and
Health Promotion
Strategic Objectives
2.4.1 Community Paramedicine program is
supported by qualified, trained and certified
Community Paramedics
2.4.2 Develop, sustain and implement Community
Paramedic programs based upon community needs
2.4.3 Engage in proactive health promotion and
disease prevention
Key Outcomes
2.5.1.1 Create an impactful brand and
communication campaign for the fire department
2.5.1.2 Educate the public on the purpose, mission
and functions of the fire department
2.5.2 Demonstrate 10% increase in social media
views and engagement across Public Safety
Department social media platforms
2.5.3.1 Implement a community facing dashboard
2.5.3.2 Identify opportunities for improvement for
the fire department website
2.5.4 Develop sustaining relationships with
community groups that promote partnership with
diverse and traditionally underserved populations
2.5.5 Designate a Fire Department Public
Information Officer to partner with the
communications team to promote timely, effective
and impactful information to to the public during
emergencies and critical incidents
Community Risk Reduction: Branding and Communications
Strategic Objectives
2.5.1 Employ an effective branding and
communication campaign
2.5.2 Amplify and leverage online communications
through multiple media platforms
2.5.3 Develop and maintain a fire department
website that promotes transparency and
accountability
2.5.4 Partner and communicate with diverse and
traditionally underserved people and groups
throughout the community
2.5.5 Provide timely, effective and impactful
communications to the community when
emergencies and critical incidents happen
Key Outcomes
3.1.1.1 Team members identify and role model
the department’s core values
3.1.1.2 Publish, implement and maintain a set
of core values
3.2.1 Publish, implement and maintain a
shared mission, vision and strategic plan
3.1.3 Employee engagement surveys
demonstrate an engaged team
People: Workplace Culture
Strategic Objectives
3.1.1 Develop and maintain a set of core values
3.1.2 Develop and maintain a shared mission,
vision and strategic plan
3.1.3 Create a culture of excellence in which team
members are valued and motivated to deliver
excellence service
Key Outcomes
3.2.1 Firefighter pay and benefits will be
competitive with comparable departments
3.2.2.1 Firefighters will have equipment and PPE
that conforms to up-to-date best practices and
industry standards
3.2.2.2 Policies and procedures comply with
evidenced-based practices, industry standards,
codes, regulations and laws
3.2.3.1 Establish a fire department recruitment,
retention and recognition team (formally known as
Roundtable)
3.2.3.2 Reduce avoidable annual turn-over below
7% for full-time staff and below 20% for part-time
staff
3.2.5.1 Develop a cadet program to promote
access to Fire/EMS careers
3.2.5.2 Develop a paramedic pathway/scholarship
program
People: Recruitment and Retention
Strategic Objectives
3.2.1 Collaborate with city leaders to ensure
department pay and benefits are attractive
3.2.2 Build a culture of excellence and equip
firefighters with the best equipment and PPE
supported by innovative practices and policies
3.2.3 Develop a recruiting team to identify and
operationalize strategies and incentives to recruit
talent and diverse candidates
3.2.4 Recruit and develop talent through
innovative and inclusive approaches
Key Outcomes
3.3.1.1 Continue field training with quality and qualified
Field Training Officers (FTO)
3.3.1.2 Maintain a roster of at least three trained and
qualified FTOs
3.3.2.1 All full-time firefighters will have at least 100
hours of training annually including OSHA and NFPA
required training requirements
3.3.2.2 All part-time firefighters will meet OSHA and
NFPA required training requirements annually
3.3.3.1 All firefighters will obtain and maintain their
Firefighter 1, 2 and Hazardous Materials Operations
certification
3.3.3.2 All firefighters will obtain and maintain their
Minnesota Firefighter License
3.3.3.3 All fire officers will obtain and maintain Fire
Officer 2 and Fire Instructor 2 certification or higher
3.3.3.4 All specialty positions and roles will be certified
to the appropriate level
3.3.3.5 All firefighters will maintain EMS certification
People: Training and Development
Strategic Objectives
3.3.1 Utilize effective field training and on-boarding to
provide quality on the job training
3.3.2 Maintain an effective and compliant internal
training program
3.3.3 Train and certify firefighters to the positions they
work
3.3.4 Offer access to external training, certification
courses and conferences
3.3.5 Assess the current and future needs of the
organization to invest in succession planning
3.3.6 Provide career development specialty assignments
to promote professional growth
3.3.7 Provide regular career development counseling
3.3.8 Maintain membership at the East Metro Training
Facility (EMTF) to support live fire training needs
3.3.9 Continue training partnerships with neighboring
and regional mutual aid partners
Key Outcomes
3.3.4 At least 25% of firefighters will attend an
external training course or conference annually
3.3.5 Implement and maintain career paths for
effective and intentional succession planning
3.3.6 Develop specialty assignments and
promotional positions to promote career
development and skillset development (e.g.
Investigator, Instructor, Live Burn Team)
3.3.7 Career development is discussed and is the
foundation of yearly performance evaluations
3.3.8.1 Offer at least six live fire training sessions
at the EMTF annually
3.3.8.2 All firefighters will attend at least one live
fire training per year
3.3.9 Participate in at least four multi-agency
training sessions per year
People: Training and Development (continued)
Strategic Objectives
3.3.1 Utilize effective field training and on-boarding to
provide quality on the job training
3.3.2 Maintain an effective and compliant internal
training program
3.3.3 Train and certify firefighters to the positions they
work
3.3.4 Offer access to external training, certification
courses and conferences
3.3.5 Assess the current and future needs of the
organization to invest in succession planning
3.3.6 Provide career development specialty assignments
to promote professional growth
3.3.7 Provide regular career development counseling
3.3.8 Maintain membership at the East Metro Training
Facility (EMTF) to support live fire training needs
3.3.9 Continue training partnerships with neighboring
and regional mutual aid partners
Key Outcomes
3.4.1.1 Injured on-duty and lost-time are below
historical trends
3.4.1.2 Employee surveys indicate firefighters have
meaningful access to wellness resources
3.4.1.3 Firefighters receive training to address
firefighter specific health risks including mental health,
cancer prevention and heart/vascular disease
3.4.1.4 Establish therapy/support K-9 program
3.4.2 Establish and maintain a peer support team with
at least three peer support team members
3.4.3.1 Continue annual medical assessments that
follow NFPA standards, OSHA requirements and best
practices for all firefighters
3.4.3.2 All firefighters have access to annual ”neck-up”
checks and pathways to appropriate follow-up care
3.4.4 Offer employee benefits that offer holistic
wellness opportunities and benefits
People: Wellness
Strategic Objectives
3.4.1 Employ effective and engaging programs that
promote wellness
3.4.2 Firefighters have ready access to peer
support
3.4.3 Provide annual mental and general health
assessments
3.4.4 Benefits package is competitive and
addresses the needs of holistic wellness
3.4.5 Promote work-life balance
3.4.6 Maintain a healthy organizational culture
with a positive workplace environment
Key Outcomes
3.4.5.1 Over 75% of full-time firefighter annual
leave (PTO) requests are approved
3.4.5.2 Optimize off-shift requirements for
firefighters
3.4.5.3 Offer a variety of opportunities to fulfill
annual training and engagement requirements
3.4.5.4 Maintain part-time self-scheduling process
3.4.6.1 Firefighters have access to high-quality
fitness equipment
3.4.6.2 Firefighters are incentivized to engage in
fitness and wellness activities
3.4.6.3 Firefighters have access to PPE, equipment
and facilities that promote cancer risk reduction
3.4.6.4 Firefighters have access to opportunities
for team building and effective team
communications
People: Wellness (continued)
Strategic Objectives
3.4.1 Employ effective and engaging programs that
promote wellness
3.4.2 Firefighters have ready access to peer
support
3.4.3 Provide annual mental and general health
assessments
3.4.4 Benefits package is competitive and
addresses the needs of holistic wellness
3.4.5 Promote work-life balance
3.4.6 Maintain a healthy organizational culture
with a positive workplace environment
Key Outcomes
3.5.1 Maintain a culture where safety is the foundation
of training and on-boarding
3.5.2 All firefighters complete department, state and
federally mandated safety training to support a safe
work environment
3.5.3.1 Update fire department procedure manual
3.5.3.2 Create fire department policy and procedure
manual review schedule
3.5.4.1 Develop and implement a sustainable and
evidenced-based equipment replacement plan
3.5.4.2 Establish budget flexibility to incorporate new
technology and critical upgrades to equipment
3.5.5 Develop and implement a safety recognition
program
3.5.6.1 Perform after action reviews (AAR) at least 90%
of the time on structure fires and significant incidents
3.5.7 Firefighters receive training on Just Culture
principles and process
People: Safety
Strategic Objectives
3.5.1 Maintain effective training programs that
emphasize safety
3.5.2 Provide annual OSHA and required safety
training
3.5.3 Utilize evidenced based policies and
procedures
3.5.4 Utilize and maintain apparatus (fleet),
equipment and technology that promotes
firefighter safety
3.5.5 Develop and maintain a safety recognition
program
3.5.6 Utilize evidenced-based practices to review
incidents to drive policy, practices and equipment
changes
3.5.7 Utilize Just Culture principles to evaluate
near-misses and accidents to improve safety
Key Outcomes
3.6.1 Recognize firefighters for performance
that exemplifies the mission, vision and values
of the Cottage Grove Fire Department
3.6.2.1 Host an annual awards program for fire
department staff
3.6.2.2 Create a ”caught in the act” program to
recognize smaller but impactful positive
workplace performance
3.6.3 Select firefighters for promotion and
opportunities based upon merit, readiness,
experience, training and education
People: Recognition
Strategic Objectives
3.6.1 Utilize desirable traits and behaviors to
recognize team members
3.6.2 Utilize an impactful awards/recognition
program
3.6.3 Promote firefighters based on merit
Key Outcomes
4.1.1 Develop recognition program for innovative
approaches develop by team members
4.1.2.1 Maintain and leverage memberships in
local, state and national fire and ems organizations
4.1.2.2 Maintain continuous improvement culture
to identify and implement innovative approaches
and equipment
4.1.3 Establish and follow equipment replacement
plans
4.1.4 Create process for policy and procedures
review
4.1.5.1 Equip all fire and EMS apparatus with CAD
computers
4.1.5.2 Equip all in-vehicle computers with critical
software tools and technology to support
emergency operations including access to pre-
incident plans
Technology and Innovation: Equipment, Technology and
Practice
Strategic Objectives
4.1.1 Encourage innovation
4.1.2 Review and implement emerging
technologies to improve efficiency, effectiveness
and safety
4.1.3 Equip firefighters with the best PPE, tools,
control devices and apparatus to promote
effectiveness and safety
4.1.4 Develop and maintain best practices, policies
and procedures
4.1.5 Provide needed information to emergency
responders to effective respond to incidents
Key Outcomes
5.1.1.1 Implement fire department staffing
study recommendations
5.1.1.2 Complete a formal Standards of Cover
for the community (includes long-term facility
needs)
5.1.2.1 Create and maintain partnerships with
community groups and people
5.1.2.2 Offer second-language training to
firefighters
5.1.3 Provide cultural humility training to all
firefighters
Growth: Growth Trends
Strategic Objectives
5.1.1 Utilize metrics and quality data to determine
future resource demands for staffing, equipment
and facilities
5.1.2 Optimize connections with all in the
community especially among traditionally
underserved and new to our community
populations
5.1.3 Develop a culturally curious workforce
prepared to welcome and work with all in the
community
Key Outcomes
5.2.1.1 Provide monthly reports, response
times and operational metrics
5.2.1.2 Public annual report on operational
metrics and department activity
5.2.2.1 Implement 2023 Fire Department
staffing study recommendations
5.2.2.2 Prepare and implement five-year
staffing plan cycles
5.2.2.3 Staff appropriate number of
supervisor, chief and administrative positions
to provide proactive leadership and support
for firefighters
Growth: Workload and services
Strategic Objectives
5.2.1 Analyze and publish call volume, response
times, staffing levels and impact metrics to
determine workload efficiencies and needs
5.2.2 Secure staffing levels to meet the demands
for service
Key Outcomes
5.3.1 Establish a 25% relief factor to shift-
based staffing levels
5.3.2 Maintain and grow partnerships to share
specialized resources
5.3.3 Create internal and public facing
dashboards and information sharing to inform
stakeholders
5.3.4 Drive participation from firefighters,
supervisors and chief officers in external
organizations to develop partnerships
5.3.5 Offer annual resiliency training to all
firefighters
Growth: Organizational Resiliency
Strategic Objectives
5.3.1 Utilize a shift relief factor to support
organizational resiliency and work-life balance
5.3.2 Optimize local and regional fire/EMS
partnerships
5.3.3 Utilize proactive and transparent
communication with stakeholders
5.3.4 Engage in professional stewardship to
encourage growth and partnerships
5.3.5 Provide tools to support individual firefighter
resiliency
Key Outcomes
5.4.1.1 Review strategic plan annually
5.4.1.2 Create and maintain a strategic plan
scorecard to measure progress toward key
outcomes
5.4.2 Update training plans annually to reflect
firefighter career paths
5.4.3 Publish and employ career paths
5.4.4.1 Continue and annually review EMS supply
PAR system
5.4.4.2 Optimize asset management plan for
department equipment and vehicles
5.4.5.1 Use strategic goals to prioritize budget
needs
5.4.5.2 Partner with city leaders and city council to
message department needs to the community
5.4.5.3 Identify and prioritize long-term budget
needs
Growth: Budget and Planning
Strategic Objectives
5.4.1 Utilize five year strategic plan to guide
department priorities and work
5.4.2 Develop and maintain annual training plans
5.4.3 Utilize succession planning
5.4.4 Utilize an asset management plan for
maintenance, replacement and upgrades of
vehicles, equipment and technology
5.4.5 Utilize annual budget process and conduct
long-rage budget planning
Appendices
Staffing Plan
Fleet Replacement Plan
Station 4 Plan
Appendix A: Strategic Staffing Study
•2019 Organizational Study
•Leadership positions
•2023 Staffing Study
•Shift and front-line staff
Strategic Staffing Plan
The goal of the fire department staffing plan is to
have a reliable, sustainable and professionally staffed
fire department to deliver exceptional service.
Reliable, Sustainable, Professional
Organizational study completed in 2019 recommended Fire Department leadership organization and structure
•Recommended two Deputy Chiefs:
•One Operations/EMS Chief
•One Training Chief
•Added Deputy Chief would be responsible for Professional Standards, Training, Development and Safety:
•Fire and EMS Training
•Policy and procedures
•Health and Safety
•Quality improvmeent
•Initial academies and firefighter training (firefighter 1 and 2)
•Consistent to leadership structure throughout American Fire Service
•Lack of second Deputy Chief has had negative effects on the fire department:
•Pushed down to shift Captains (Captains acting as Chief Officers)
•Difficult to optimize training and development (in-house firefighter certificaiton training)
Recommendation
•Fire Department recommends adding Deputy Chief as soon as possible if
funding allows
•Utilize partial piece of Public Safety aid to fund ASAP start
•Reserving approximately $80,000-$100,000 in SCBA savings from right-
sizing fleet from original Minnesota Public Safety Aid
•FY25 budget add proposed
Shift Staffing
Recommendations
Reliable, Sustainable, Professional
•Identify, plan and implement front-line shift-based staffing that meets the demands
of the community
•Address all mission areas of the fire department
•Completed staffing plan and recommendations with Ethical Leaders in Action in July
2023
•Three phase plan:
•Stabilization
•Improvement (options for service excellence vs. cost containment)
•Sustainment
•Population based staffing is based on Cottage Grove population only
Reliable, Sustainable, Professional
•Current state does not meet demands for emergency services or overall
missions evidenced by:
•Exponential call growth without matching staffing increases
•High percentage of EMS mutual aid
•Need more aid than we can provide to other communities
•Excessive ”out of service time” (overlapping calls)
•Concerning fire ground staffing
•No effective response force for any fires since 2019
•Frequent response with fewer than four firefighters
•Understaffed response to cardiac arrests and high needs medical calls
•Cardiac arrest ERF is 13% (12 of 95 cardiac arrests since 2000)
•Difficulty completing all missions including public education, fire inspections and
specialized response
•Missing annual life safety inspection goals
Reliable, Sustainable, Professional
3442
3326
4135
4518 4603
4861
5133
5420
2500
3000
3500
4000
4500
5000
5500
6000
FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Projected Call Volume, 2024-2026*
3070
3221
3442
3326
4135 4518
4603
2500
3000
3500
4000
4500
5000
5500
6000
FY17 FY18 FY19 FY20 FY21 FY22 FY23
Fire Department Call Volume, 2017-2023
*Estimate 5.6% call increase per year
2024 YTD is: 8.3% (through May 31st)
Current (2024) shift staffing levels established
Reliable, Sustainable, Professional
Call volume growth factors
•Cottage Grove population increase
•21.6% since 2010 (2010-2023, US Census and US Census estimates)
•Cottage Grove EMS call demand increased 64% 2019-2023 (almost 1,200 EMS
calls)
•Higher Fire/EMS call utilization per 1,000 people in Cottage Grove has increased by 14%
since 2019
•63 calls per 1,000 to 73 calls per 1,000
•Increasing utilization factors
•Cottage Grove aging population: 2010 to 2020 – increase of 3.5% (approximately 2,000 more older
adults)
•People over 50 account for 61% of EMS calls nationwide
•Aging infrastructure and housing
•Non-Cottage Grove PSA call volumes have not grown exponentially
Reliable, Sustainable, Professional
409
604
475
512
342
423
496 480
10 22 38 35
0
100
200
300
400
500
600
700
FY2020 FY2021 FY2022 FY2023
EMS PSA Call Volumes, 2020-2023
Newport Saint Paul Park Grey Cloud Township
Reliable, Sustainable, Professional
Cottage Grove EMS Response times
•Cottage Grove has good response times when units are available
•From time department is “paged” to arrival on-scene
•Response time for “emergent” calls in the City of Cottage Grove
•When mutual aid is needed, it can increase response times by 2-3 times
•Due to EMS mutual aid response times and other factors, response time
increased from 7:16 in 2020 to 7:50 in 2022
•In 2023, we changed how units are time stamped to arrival which showed
improvement in response times from 2022
•Mutual aid needs still increased overall response time by 37 seconds
Reliable, Sustainable, Professional
EMS Mutual Aid
•We could not respond
•Overlapping calls
•Significantly increases response
time from mutual aid
•Goal is < 1%
•Lost revenue
2024 Year to Date (through May): 7.7%
Reliable, Sustainable, Professional
EMS Mutual Aid Given EMS Mutual Aid Received
263
217
282
254
217
0
100
200
300
400
FY2019 FY2020 FY2021 FY2022 FY2023
47
71
150
183
226
0
100
200
300
400
FY2019 FY2020 FY2021 FY2022 FY2023
Reliable, Sustainable, Professional
Financial Impact –Mutual Aid
Opportunities
Financial Impact- Lost Calls in Cottage
Grove
$197,384
$162,861
$211,644
$190,630
$162,861
$50,000
$100,000
$150,000
$200,000
$250,000
FY2019 FY2020 FY2021 FY2022 FY2023
EMS Mututal Aid Revenue
($35,274)
($53,286)
($112,577)
($137,343)
($169,615)
($180,000)
($160,000)
($140,000)
($120,000)
($100,000)
($80,000)
($60,000)
($40,000)
($20,000)
$0
FY2019 FY2020 FY2021 FY2022 FY2023
EMS Calls Lost Revenue
Reliable, Sustainable, Professional
Out of Service time
•Measured when we do not have
another crew staffed at the station
•Overlapping calls
•Significant incident (house fire,
cardiac arrest)
•Indicator of shift staffing ability to
handle call volume
•2023 equivalent to 16 days out of
service
72
120
320
382
401
0
50
100
150
200
250
300
350
400
450
FY2019 FY2020 FY2021 FY2022 FY2023
Out of Service Time (hours)
2024 Year to Date (through May): 359 hours
Reliable, Sustainable, Professional
Fire Staffing
Effective Response Force (ERF)
•NFPA 1710
•Adequate staffing to put out fire,
rescue people and keeping
firefighters safe
•16 firefighters on-scene within
eight minutes (90% of time)
•Includes mutual aid
•Number of firefighters +
response time = outcome
Cottage Grove Outcome data
•Zero incidents with ERF since
2017*
•58% of fires contained to room
of origin
•National average is 75%
•When not confided to room
•Deaths increase 800%
•Injuries increase 164%
•Loss increases 775%
Reliable, Sustainable, Professional
Metro Comparable departments
•ALS Transporting Fire
Departments Population 25,000
– 65,000
•Plan/approved additions
•On-shift firefighters only (does
not include Chief/admin staff)
•All share EMS revenue issues
1 1 1
0.69
0.79 0.82
0.44 0.44 0.44
0
0.2
0.4
0.6
0.8
1
1.2
FY2024 FY2025 FY2026
Comparable Staffing Levels, per 1,000 people
Midwest Comparable Twin Cities Metro Cottage Grove
Reliable, Sustainable, Professional
0.4
0.5
0.6
0.7
0.8
0.9
1
FY2024 FY2025 FY2026
Comparable Department Shift Staffing, per 1,000 People
2024-2026
Burnsville Cottage Grove Edina Maplewood Oakdale White Bear Lake
Reliable, Sustainable, Professional
Phase 1
•Converted 20-25 part-time positions to 3 full-time positions
•It requires at least 7 part-time firefighters to fill one full-time position
•Focus on efficiency
•Optimize current shift staffing numbers
•Does not increase firefighters per shift
•Does offer more reliable coverage in long term with conversion
•5 full-time firefighters and 1 part-time firefighter (24/7)
•Dissolution of part-time relief association helped fund
•Maintain staff of 20-25 part-time firefighters to staff part-time shift positions and call-
back response
•Strategizing with Union to go from 2,756 hours per year to 2,912 hours per year (gains
a 0.8 FTE (~2300 hours of coverage) for fraction of cost)
•2 ambulances with rarely cross-staffed engine
Reliable, Sustainable, Professional
Part-time stabilization
•Part-time listening sessions and surveys in 2023
•Increased pay to match highest wages in Twin Cities Metro
•Coordinated PERA plan with three-year vestment (vs. five-year vestment)
•Decreased hour requirements to the lowest level to maintain basic competence
and department coverage
•Decrease training requirements to lowest level to maintain basic competence
and to maintain fire and EMS certifications
•Flexible training opportunities
•Increased access to training, uniforms and equipment
•Flexible scheduling
•Bonuses for exceeding call-back requirements (up to $1,000 per year)
Reliable, Sustainable, Professional
Phase 2
•Increase on-shift staffing
•Recommended over five to seven years to reach goals
•Offers options on what level of service is desired by the community
•Emergency Services Excellence
•Cost containment that limits full mission attainment
•Population based formula to plan for future needs (Cottage Grove
population only)
Reliable, Sustainable, Professional
Phase 2: Emergency Excellence
•Consistent with the brand and image of Cottage Grove
•Accomplish the strategic plan and goals
•Allows for staffing to accomplish a holistic mission
•Allows more “daily” accomplishment of work instead of relying on
overtime and increasing part-time off-shift requirements
•Staffed and dedicated ALS engine with three ambulances
•Fire Captain (Shift Supervisor)
•Firefighter/Community Paramedic
•Fire Inspector/Fire Apparatus Operator
Reliable, Sustainable, Professional
Firefighters per shift (24/7)
Population: 42,000
•Eight full-time
•One part-time
Population: 46,000
•Nine full-time
•One part-time
Population 50,000
•Ten full-time
• One part-time
24
27
30
21
12
15
18
21
24
27
30
33
36
42000 46000 50000
Population-Based Firefighter Staffing
Service Excellence
Total Firefighters
Full-time Part-time
Reliable, Sustainable, Professional
Phase 2: Cost containment
•Focus on emergency response (respond but detrimental effect on
outcomes)
•Higher mutual aid needs (more lost calls)
•Sacrifice parts of strategic plan
•Rely on overtime and off-shift staffing for public events, fire prevention
and health promotion
•Higher and increasing burden on part-time staff
•Minimally cross-staffed ALS engine and 2 ambulances
Reliable, Sustainable, Professional
Firefighters per shift (24/7)
Population: 42,000
•Seven full-time
•One part-time
Population: 46,000
•Eight full-time
•One part-time
Population 50,000
•Nine full-time
•One part-time
21
24
27
21
12
15
18
21
24
27
30
33
36
42000 46000 50000
Population-based Firefighter Staffing
Cost Containment
Full-time Part-time
Reliable, Sustainable, Professional
Phase 3: Sustainment
•Forecasting for future additions to allow for financial smoothing
•Maintain levels of service – allows for choices to maintain level of service
•Address shift-based staffing optimization long-term
•Relief factors (20-30% of shift staffing)
•Specialty positions
•Revenue generation
•Aware of community characteristic changes may require changing staffing
ratios per 1,000 people
•More multifamily housing
•Unique risks (specialized industry/business)
Reliable, Sustainable, Professional
Financial Impacts and Options
•Develop five-to-seven-year implementation plan to reach staffing goals:
•Currently in stabilization phase
•Strategize for future work
•SAFER Grant would help take 100% of costs for three years (allow for financial smoothing) if awarded:
•Highly competitive and application must have meaningful and demonstrable impact on operations
•We have a major benefit as we staff ambulances and utilize firefighters for more than “just responding
to fires”
•Our history of stretching our staff and efficiencies will be attractive in application
•EMS revenue remains an issue:
•Driven by mismatch of Medicare/Medicaid reimbursements
•Large volume of EMS transports are Medicare/Medicaid (increasing with aging population)
•Significant work at state and national level to address
•Long term relief – increase Medicare/Medicaid reimbursement at federal level
•Municipalities shifting costs from ambulance fund to general fund to maintain adequate level of service
Reliable, Sustainable, Professional
Financial Impacts and Options
Consider developing a “fire district” (non-taxing district) with neighboring
department(s):
•Staffing needs would remain (population-based staffing) but may allow sharing more costs
•Less control of fire department – part of Joint Powers Board structure
•Unless contracted services
•Likely partners have EMS transport licenses (beneficial for developing district)
EMS Service Changes (fire department does not recommend this)
•Would still require response to EMS calls as first response
•Longer wait times for EMS transport
•Emergency response and EMS services would be negatively affected
•Staffing increases would still be required
•Could lose control of EMS license
•Would have to make-up EMS revenue with general fund
Fleet
Replacement
Plan
Fleet Replacement Plan
Develop a response-ready fleet that is
reliable, sustainable and meets industry
standards and best practices to support
emergency services excellence.
Fire Apparatus Terminology: Engine
Initial response vehicle designed
to pump and carry water to
support initial fire suppression
operations.
Engines serve as an all-purpose
response vehicle to respond to a
variety of emergencies including
EMS, hazardous materials, vehicle
accidents and other emergencies.
Fire Apparatus Terminology: Aerial Ladder
Highly specialized units that carry
assortment of ground ladders, saws,
forcible entry tools and other items
to support fire ground operations.
Aerial trucks include a large
integrated ladder (75 or 100 feet for
Cottage Grove) with a water pump
and water tank.
Aerial trucks allow for access to tall-
buildings or buildings a long distance
from a roadway.
Fire Apparatus Terminology: Tender
Tenders (sometimes with water
pumps) serves areas without fire
hydrants to transport water to the
scene to support fire suppression.
The current Cottage Grove tender
holds 2,000 gallons of water.
Tenders with a water pump may
serve as a secondary engine.
Fire Apparatus Terminology: Brush Truck
Brush trucks hold specialized
equipment and a small fire pump
to respond to wildland fire
incidents.
Right-sizing Fleet
•“Right-sizing” the fleet has allowed for better apparatus utilization:
•Selling Engine 1 will save in maintenance and equipment needs and costs
•Required Engine 1 because of paid on-call model
•Paid on-call models require more fleet and stations traditionally
•Replacing Ladder 2 with an engine (vs. ladder) will save $300,000+
•Improved mutual aid plans (box alarms and auto-aid)
•Transferred Brush Truck, UTV and utility truck to Public Works:
•Still have 1 brush truck and UTV to respond to wildland/brush fires
•Required these additional trucks due to paid on-call model
•Fleet optimization allows for reduced equipment needs:
•Reduced SCBA replacement costs by $100,000
•Reduced radio costs by $30,000 plus decreased yearly costs (~$3,000)
•Other equipment savings of over $50,000 per truck
Current Fire Fleet Replacement Schedule
Vehicle Mfg. Date Purchase Cost Replacement Cost Replacement Cycle Proposed Replacement
Engine 4 2012 $454,300 $900,000 25 years 2037
Ladder 1 2018 $1,300,000 $1,500,000 30 years 2048
Ladder 2 2003 $499,897 $1,200,000 30 years 2033
Engine/Tender 3 1996 $333,123 $700,000 25 years 2021
Brush 2/UTV 1 2014 $100,000 15 years 2029
Fire Fleet Replacement Update Needed
•As response model has changed with trend to increased efficiencies, need for less
equipment has become apparent:
•Decreased number of trucks
•Increased use per truck which will need more frequent replacement
•Overall net savings
•Only need for one ladder truck
•Decreased replacement price tag to replace current ladder 2 with an engine
•Overall goal for current situation:
•One Front-line Engine
•One Ladder truck
•One Tender
•One reserve engine/call-back truck
•One brush truck/UTV
•Staffing increases to recommended levels would not require more fire fleet based on
this plan:
•Staff would “hard-staff” current apparatus
Fire Fleet Replacement Schedule Update
Vehicle Mfg. Date Purchase Cost Replacement Cost Replacement Cycle Proposed Replacement
Engine 4 2012 $454,300 $900,000 15 Years 2027
Ladder 1 2018 $1,300,000 $1,500,000 20 Years 2038
Ladder 2: Change to
Engine 2003 $499,897 $900,000 15 Years 2023
Engine/Tender 3 1996 $333,123 $700,000 15 Years 2016
Brush 2/UTV 1 2014 $100,000 15 years 2029
EMS Fleet Replacement
•EMS fleet efficiencies and optimization have supplemented right-sizing
•EMS fleet now supports firefighters to carry gear, SCBA and basic fire
equipment:
•Decreases need for large fire vehicles “to carry” firefighters
•Allows reliable EMS response to all incidents
•Cornerstone of fire-based EMS efficiency and superiority over single-role EMS
•Require fleet of three ambulances on six years rotation
•4th ambulance may be needed in distant future (10-15 years), but current
projections support three ambulances
EMS Fleet Optimization
Vehicle Mfg. Date Purchase Cost Replacement Cost Replacement Cycle Proposed Replacement
Ambulance 1 2020 $454,300 $300,000 6 Years 2028*
Ambulance 2
(remount)2018 $62,943 $300,000 6 Years ~2025
Ambulance 3 2018 $333,123 $300,000 6 Years 2026
*Due in 2026 but goal is to create cycle to purchase new ambulance every two years to get to six-year cycle overall
EMS Fleet Optimization
•Converting back to van chassis from truck chassis
•Allows for most maintenance work to be completed at public works vs.
outsourcing
•Next ambulance will be back to van chassis
•Significantly lower initial cost with van chassis
Fleet Financial Options and Impacts
•Truck prices and lead times have increased exponentially
•Purchasing requires dedicated plan to anticipate lead times and price
increases
•Replacement at 15-20 years
•Less maintenance costs over life of the vehicle
•Less down time
•Better resale value
•Financial options to afford
•Cash payment (no interest payments over 2-3 installments
•Traditional lease or lease to purchase
•Fire department plans to lease chief and administrative vehicles
•Public works is utilizing this strategy
Station 4
Evaluation
Station 4 Evaluation
•Station 4 is located at Jamaica Avenue and 95th Street
•Built in 1994
•Essential response station for previous paid on-call model
•With transition to shift-based staffing, the need as a response station
diminished
•Station 4 is currently used to hold reserve apparatus and equipment
•No responders utilize station 4 currently
Station 4 Evaluation
•Annual maintenance cost of station 4 is $30,545
•Includes utilities, maintenance labor, lawn/landscaping services, cleaning/waste
management
•As building ages, it will require more costly repairs and maintenance
•Difficult to quantify costs: fire team labor time for station checks, basic
maintenance, upkeep of station
•If needed for response use (overnight staffing), it would require significant
costs to convert
•Location may not be optimal for future growth
•Land has potential value to sell
Station 4 Recommendations
•Complete a Standards of Cover study by external party
•Overall coverage analysis
•Future fire facility needs
•Defer significant maintenance and repairs until study is complete
•Continue needed maintenance and repairs for current operations
•If study supports station is no longer valuable to response model,
consider other use or selling land
•Funds gained by sale of station 4 can be used to support funding Central
Fire Station apparatus bay addition and remodel to allow for more on-
shift staffing (to meet staffing increases long term)
Station 4 Recommendations
Central Fire Station Modifications
3 Additional Dorm Rooms
Additional Apparatus Bay
Discussion
Thank You
Cottage Grove Fire Department
651-458-2850 | CottageGroveMN.gov/Public Safety
12800 Ravine Parkway South, Cottage Grove, MN 55016
www.CottageGroveMN.gov