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' Everett Fire Department Strategic Plan—2013 <br /> Communication Initiative <br /> ' 1. Provide regular,timely, and effective multi-modal communication internally between all levels <br /> of the organization. <br /> a. Conduct administrative staff visits at fire stations. Critical Task <br /> 111 b. Fire chief/executive staff conducts small (no more than two chief officers at a time) <br /> quarterly face-to-face meetings with the crews. Critical Task <br /> c. Rewrite the EFD administrative policy manual and standard operation procedures <br /> ' through a labor-management committee. Long-term <br /> d. Develop uniform and consistent information routing systems and procedures that <br /> disseminates timely and accurate information to department members and their <br /> ' families.Short-term <br /> e. Design and implement an inclusive participation and decision-making process for <br /> organizational policy and procedure development.Short-term <br /> ' 2. Provide regular,timely, cross-cultural effective multi-modal external communication between <br /> the department and the public. <br /> a. Schedule regular fire station open houses. Mid-term <br /> ' b. Assign liaisons to attend neighborhood association meetings.Short-term <br /> c. Create an outreach marketing plan about who we are and what we do. Mid-term <br /> d. Develop and implement a social media policy and practice.Mid-term <br /> ' e. Develop and implement post-incident community interaction, education, and feedback. <br /> Mid-term <br /> 3. Provide timely and relevant unified (between labor-management) information to the policy- <br /> makers on issues of shared interests. <br /> a. Invite individual policy-makers to join the existing, informal local 46/fire chief leadership <br /> meetings.Short-term <br /> b. Jointly present the strategic plan to policy-makers and deliver periodic updates.Short- <br /> ' term <br /> c. Coordinate labor-management messaging on agreed-upon shared interests. Critical <br /> Task <br /> ' Community-based Service Delivery Initiative <br /> ' 1. Increase community identification with and knowledge of their local fire station and resources. <br /> a. Develop and implement community activities for individual fire stations. Long-term <br /> b. Identification of stations and fire apparatus connecting to their local community.Long- <br /> term <br /> c. Develop and implement frequent neighborhood communication systems (e.g., message <br /> boards, local mailings). Long-term <br /> 2. Increase our outreach in public education. <br /> ' a. Develop and implement a community outreach plan. Long-term <br /> 3. Reduce non-emergent utilization of 9-1-1 resources. <br /> a. Implement and sustain "FD Cares." Long-term <br /> ' b. Assign a liaison to work with SNOPAC to explore implementation of"Omega" and refine <br /> response matrix. Critical Task <br /> c. Create a "System of Care"committee made up of social services health care, mental <br /> ' health, and public safety representatives.Long-term <br /> d. Establish non-suppression, non-emergent response alternatives.Short-term <br /> e. Implement and sustain "Make the Right Call." Critical Task <br /> Page 33 <br />