Laserfiche WebLink
' T Everett Fire Department Strategic Plan—2013 <br /> Figure 17:On a scale of 1 to 10,where 1 is poor and 10 is excellent, how would you rate the following <br /> internal services and processes provided by the department? <br /> Facility Maintenance 6.23 <br /> ' Equipment and Apparatus Maintenance 6.71 <br /> ' Dispatch/Communications 5.08 <br /> Employee Benefits 6.50 <br /> Administrative Support 3.89 <br /> Wellness/Fitness Program 4.20 <br /> Safety Programs 5.48 <br /> Organizational Planning 3.35 <br /> 0.00 2.00 4.00 6.00 8.00 10.00 <br /> ■Rating Average <br /> The dimensions receiving the lowest rating are for organizational planning, administrative support, and <br /> wellness/fitness of the employees. ESCI assumes that this strategic plan at least begins to address the <br /> ' concerns for organizational planning (as long as there is follow-through). Administrative support is <br /> viewed by a majority of the respondents as a lack of administrative backing to the line. In many cases, <br /> ' this is viewed as financial support or fighting city hall on behalf of the organization to secure more <br /> funding. While the fire chief has the responsibility to be the professional executive who provides <br /> ' expertise to the elected officials, the fire chief does not have the authority or responsibility to direct or <br /> coerce the elected officials to allocate funding as the chief deems appropriate. The fire chief must <br /> balance the needs of the community to receive services with the ability of the city to sustainably afford <br /> to provide them along with the rest of the services the city provides. Being direct and transparent both <br /> ' with the elected officials and the work force helps maintain a realistic understanding of the costs for <br /> services and the impact on service delivery when the costs are out of balance. Finally, the <br /> Page 21 <br /> t <br />