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Lakeville Fire Department
9465 185th Street West
Lakeville, MN 55044
Lakeville Fire Department Strategic Plan 2019-2024
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Lakeville Fire Department
Strategic Plan
2019-2024
“The Lakeville Fire Department is dedicated to serving
the community through the protection of lives and
property by providing public safety education and
professional emergency response.”
Lakeville Fire Department
9465 185th Street W
Lakeville, MN 55044
Effective Date: January 1, 2019
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TABLE OF CONTENTS
EXECUTIVE SUMMARY…………………………………………………………………………………….5
VISION………………………………………………………………………………………………………...6
CORE VALUES……………………………………………………………………………………………….6
COMMUNITY PROFILE……………………………………………………………………………………..7
LAND AND REAL ESTATE CHARACTERISTICS………………………………………………………..7
Economic Characteristics
Community Risks
BACKGROUND………………………………………………………………………………………………8
Why we are here
Mission, Focus Areas & Principles of the Fire Department
ORGANIZATION ANALYSIS (S.W.O.T.) ………………………………………………………………..10
Internal Strengths
Internal Weaknesses
External Opportunities
External Threats
GOALS & OBJECTIVES…………………………………………………………………………………….12
LFD BUDGET ANALYSIS…………………………………………………………………………….......17
EVALUATION OF EXISTING INTERAGENCY AGREEMENTS……………………………………….17
CAPITAL IMPROVEMENT PROGRAM…………………………………………………………………...17
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EXECUTIVE SUMMARY
THE PROCESS OF DEVELOPING AND WORKING A STRATEGIC PLAN
Strategic planning is about change. It is a dynamic process in which an organization honestly assesses its
current state; identifies the areas on which it must focus (our mission); creates a vision of a future, better
version of itself (our vision); and defines targets it must hit to realize its vision (defines goals and
objectives). The challenge then becomes having all members of the organization know the
Mission and operate in alignment with the organization's core values and focus energy and resources on
achieving the goals and objectives. All this must be accomplished while being fiscally responsible and
while continually adjusting to account for changes in the operating environment.
LFD STRATEGIC PLAN 2019-2024
To paint a realistic picture of what Lakeville Fire Department (hereafter referred to as Fire Department or
LFD) aspires to become, it is necessary to first understand the current state of LFD and its constituents.
This is discussed in the "Introduction/Background," "Community Profile," and "Land and Real Estate
Characteristics" sections of this LFD Strategic Plan 2019-2024. In the "Organizational Analysis" section
of this document we discuss the strengths, weaknesses, opportunities and threats of the LFD.
This LFD Strategic Plan 2019-2024 outlines our LFD vision and core values in those respective sections.
The " Objectives and Ongoing Goals " section focuses on the activities necessary to meet our mission
more effectively over the next five years. This LFD Strategic Plan 2019-2024 also delineates those
activities that will better prepare us for challenges beyond that horizon, into 2025 and beyond. It provides
a foundation to meet our challenges, recognizing that it is a living document that will be evaluated and
updated as needed and re-written every five years.
This document serves multiple functions. It is a planning tool to ensure that our department will provide
emergency services to our community in a fiscally sound basis now and in the future. It serves to inform
the members of our Fire Department of the necessary preparation and action to realize our vision. It
serves to inform the City Council and to address the budget process.
This LFD Strategic Plan 2019-2024 represents the efforts of all members of LFD to honestly evaluate
our department, to anticipate future community needs and resources required to meet those
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needs, to focus on the LFD mission and vision, to formulate a plan to be successful in providing a
professional and effective response to our community. Thanks go to all members of LFD
in our collaborative effort to produce, edit and refine this document; and for the effort we must now make
to act upon this plan.
VISION
To be an innovative all-risk provider in our region by providing a predictable, reliable,
professional response.
CORE VALUES
Accountability – Being responsible for your decisions and actions.
Loyalty - Individual and collective dedication from firefighters to their jobs and to the
organization.
Competency – The ability to perform you job successfully and effectively.
Communication - The honest exchange and processing of ideas and information with the public,
co-workers, staff, other departments and administration.
Image/Character - The individual promoting honesty, respect, pride, positive self-image and
team effort by adhering to a high standard of ethical conduct, competence and innovation
which acknowledges criticism, accepts responsibility and strives for occupational growth.
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COMMUNITY PROFILE
POPULATION
The number of people within Lakeville fluctuates with the hours of a normal work day and seasonal
activities such as Pan-O-Prog, softball and soccer tournaments or Taste of Lakeville. The actual population
of Lakeville is 63,748 (July 2017) people. The city’s population has increased over 13% since 2010, the
continued growth has played a role in our rank as the 14th largest city in Minnesota. LFD also provides fire
and EMS services to Eureka Township, which has a population of 1,463 (July 2017). Lakeville continues to
outnumber all other cities in Minnesota with building permits which plays a vital role in the future
population growth estimate, predictions show the increase to be more than 83,000.
(Statistics found on worldpopulationreview.com and metrocouncil.org).
AGE
Many people in the City are families, retirees, working members in Lakeville, with the median age of our
residents is 35.6 years old.
LAND AND REAL ESTATE CHARACTERISTICS
LFD covers the City of Lakeville, which is 37.83 square miles and approximately 50% of Eureka Township
which is a total of 35.9 square miles. The Fire Department protects industrial, commercial, retail and
residential properties valued at over $924 million. Hazards w ithin our response area include:
A wide range of hazardous materials transported on Interstate 35, Highway 23 and Railway
Motor vehicle accidents and fires
Airlake Industrial Park
Airlake Airport
Underground pipelines
Emergency medical services
Ice and water rescues
The City is at the western edge of Dakota County. Lake Marion and Orchard Lake are two recreational
waters within the city and contribute to the 1.77 square miles of water. There are numerous holding ponds
and tributaries that have potential flooding risks in the spring and summer runoff periods. These
characteristics present our Fire Department with very diverse responsibilities and challenges to prepare
for.
The major transportation arteries through Lakeville are Interstate 35, Highway 23 (Cedar Ave), County
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Roads 9, 50 and 70. In addition to the major arteries Lakeville has Airlake Airport and a railway.
ECONOMIC CHARACTERISTICS
Lakeville is a suburb of Minneapolis and St. Paul. The city is one of the fastest growing cities in the state
of Minnesota. There are 21,000+ households and Airlake Industrial Park has over 200 companies
providing over 17,000 jobs. There are more than 1100 businesses within Lakeville. Lakeville’s median
household income is $98,864 and the mean household income is $116,272.
COMMUNITY RISKS
Although our Fire Department is a full-service emergency response department, the predominant risks
faced by LFD are in the low- and moderate-risk categories. EMS responses, which are a moderate risk are
the primary response-type, followed by alarms, automobile accidents, fires, hazardous conditions and
service responses. The Fire Department consists of four stations providing support in auto and mutual aid
agreements to all Dakota County communities. The number and type of apparatus dispatched is
determined by the type of incident and travel times from the stations. Response requirements are
established in accordance with Insurance Services Organization (ISO). LFD is an ISO (Insurance Services
Organization) class 3 and were last rated in 2017. Eureka Township has a split rating of 4 /6.
Organizational Risk – staffing, response,
BACKGROUND
WHY WE ARE HERE
Each year throughout the United States, fires kill thousands, injure hundreds of thousands and destroy
billions of dollars in property. Heart attacks, car accidents, hazardous materials spills, acts of terrorism and
catastrophes such as flooding, and storm damage are responsible for deaths, injuries and destruction.
Lakeville Fire Department is an all-hazard response and customer service agency. LFD was established in
1884 as a volunteer organization to provide fire protection for Lakeville and the surrounding area.
MISSION, FOCUS AREAS & PRINCIPLES OF THE FIRE DEPARTMENT
The LFD Mission Statement is - “The Lakeville Fire Department is dedicated to serving the
community through the protection of lives and property by providing public safety education and
professional emergency response.”
LFD provides programs designed to protect the lives and property of the residents and visitors to Lakeville
from the adverse effects of fires, medical emergencies, and exposure to hazardous conditions created by man
or nature. We will uphold our responsibility to employ our specialized knowledge and skills specific to protecting
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everyone in Lakeville. Our efforts to minimize fire incidents at LFD will be achieved through aggressive fire
prevention inspections and public education.
We are a dedicated team of paid on-call firefighters, acting in partnership with the community to accomplish our
mission which results in a mitigation and reduction of loss of life and property due to fire, accident, or disaster.
We are ready, willing, and able to provide quality fire protection services through education, prevention,
engineering, and firefighting activities.
LFD upholds certain ideals – core values that are the heart and soul of our proud heritage and essential to our
future success. These core values – accountability, loyalty, competency, communication, image/character – are
essential characteristics that will help in our daily operations and building for our future. LFD embraces these
values for on- and off-duty behavior through the following values:
Integrity Professionalism
Customer Service Commitment
Inspiration Teamwork
LFD has three focus areas that serve as our general doctrine. These focus areas are listed in priority:
➢ Fire Fighter Safety
➢ Effective Operations
➢ Professional Behavior
To Support our mission and focus areas, our Fire Department has prioritized four key
organizational principles:
➢ Support a safe, healthy and diverse workplace.
➢ Establish and maintain the highest quality fire suppression and EMS programs.
➢ Establish a strong community relations program, particularly in the area of fire
prevention and public education.
➢ Promote lifelong learning with an emphasis on high, professional standards and
higher education.
ORGANIZATION SWOT ANALYSIS
(Strengths, Weaknesses, Opportunities and Threats)
INTERNAL STRENGTHS
Professionalism drives and defines our Fire Department. Our firefighters, excellent equipment and
outstanding training program encompass a thorough, hands-on learning environment. Our firefighters are
experienced in structural firefighting, auto extrication, EMS, Hazardous Materials (HazMat), ice rescue,
water rescue, and search and rescue. Our Department embraces professional credentialing, as evidenced by
the fact that all firefighters are certified at the standard firefighting requirements and are certified as
emergency medical responders or technicians (EMR/EMT). In recent years we have acquired new
certifications/license with drone pilots and rescue swimmers. Our commitment to excellence provides a
quality service to our customers.
INTERNAL WEAKNESSES
Volunteer, pay-per-call and pay-per-hour fire departments in large suburban cities continue to struggle
with recruitment and retention of firefighters. Estimated cost to hire and initially train a firefighter is
$10,000. The average time a firefighter stays on LFD is 5-6 years.
The department has eight-five (85) personnel currently. Fire apparatus on the department are in need of a
replacement program to include replacing some apparatus over the next five (5) years.
We will also pursue adding one additional Fire Inspector. Minnesota State Fire Code require inspections of
all businesses within our jurisdiction. We shall continue to advocate the importance of this position to the
City Council and local leadership at every opportunity. Lastly, we do not have a ladder apparatus in all
stations. Without a ladder company apparatus located in all areas of the city, we are limited in effecting
rescue or fire operations in multi-level apartment buildings that continue to be built. Additionally, we
expect an ISO review within the next 60 months, and our ISO rating may drop without additional aerial
apparatus. This would adversely affect homeowners' and business owners' fire insurance rates.
Fire station 2 is our oldest station located at Dodd Boulevard and Flagstaff Avenue, the station was
built in 1976 as a three-bay station protecting the North East area of Lakeville. The station was added on
to in 1991 to accommodate a newer apparatus, the original three bays are limited in size to accommodate
new apparatus. Firefighter gear lockers are located on long the back wall of station and is a hazard to any
staff while a vehicle is backing into these bay areas. In the near future station will require a remodel or
rebuild to meet the future needs of the community.
All fire stations were built with a volunteer/paid on call staffing model where firefighters are not
staffed at any station. As our community continues to grow and we as department shift to a more reliable
and predictable response of a duty crew program will need to consider remodel of station(s) to
accommodate a staffed station(s).
EXTERNAL OPPORTUNITIES
We participate in training (classroom and live burn) at the ABLE Training Center. This Fire Department
takes pride in the solid partnerships it has formed with other agencies through our mutual/auto aid
agreements. We have proven to be a reliable organization for emergency responses to assist our neighbors.
EXTERNAL THREATS
Population growth, with Lakeville currently the 14th largest city in Minnesota and an estimated population
over 80,000 by 2040 will put our city in the top 10 largest, possibly top 5. All the top 10 cities have either
full-time fire department or a mandatory duty crew 24/7.
Most likely threats to Lakeville are structural fires, EMS, auto accidents, or hazardous material incidents.
Fire Department exercises focus on these situations and our preparations for these events are continually
addressed in our department. During these events the fire department provides fire suppression/fire
response and HazMat response support, including preventing, controlling, and extinguishing wild land and
all other types of fire; and performs related rescue, first-aid and property conservation due to the effects of
fire. Incident management will be in accordance with NIMS and the Incident Command System. Within
this system the Incident Commander (IC) is a trained and experienced responder who provides on-scene
tactical control using subject matter experts (SME) and support from other departments. LFD recognizes
the criticality of highly trained ICs and is training and certifying members that may fill this roll.
OBJECTIVES & ONGOING GOALS
Objective #1 Minimize death, injury and property losses in our community
The primary LFD priority is life safety. We expect the Fire Department and its members to make every
effort to prevent injury and the loss of life within the community. The Fire Department is organized,
trained and equipped to provide aggressive, offensive firefighting tactics. Furthermore, this endeavor will
be accomplished through a sound, diverse fire prevention/education program that enhances safety by
conveying a better understanding of fire prevention and safety techniques.
Objective #2 Provide an effective, timely, and efficient emergency response capability to all
LFD first due areas.
In regard to the delivery of emergency services, there are three key elements that affect life safety and
the economic impact to a community. They are distribution of responding personnel, equipment, and
proper staffing.
Distribution concerns the station and resource locations needed to assure rapid response deployment to
minimize and terminate emergencies. Concentration is the spacing of multiple resources arranged so that
an initial and effective response force can arrive on-scene within sufficient time frames to stop the
escalation of an emergency. Staffing levels are the minimum numbers of personnel assigned to each
company to initiate the critical tasks. The goal of the Fire Department is to apply all three elements in our
response objectives to all areas of LFD.
Objective #3 Provide the absolute safest possible environment for our firefighters.
This organization is absolutely committed to our goal of eliminating all preventable firefighter injuries. This
goal is achievable and will be implemented through the use of personal and organizational operational risk
management, implementing sound business practices in everything we do, and through the use of
technology. Firefighters will be provided the latest in safety equipment and fire apparatus will be
appropriately staffed to meet our standard of cover. Safety will be incorporated into everything we do.
Objective #4 Ensure employees are appropriately trained to meet mission requirements.
Providing world-class fire-fighting skills to the LFD fire fighters is no accident, and it begins with timely
and professional training. This Fire Department will provide to its members the training needed to acquire
psychomotor skills they need to respond to the assortment of different emergency situations they may
encounter. Internal training classes will be supplemented with outside agency courses to ensure a wide
variety of training avenues to maintain the skill levels of all employees.
Objective #5 Provide timely and professional fire inspection enforcement, public fire education
and fire protection engineering services to our community.
A professional fire prevention and public fire education program is the cornerstone of the mitigation of
risk at LFD. Extraordinary efforts recently with the Duty Crew have resulted in upgrades for fire service
response. Through our outstanding education and prevention program, LFD has realized a very minimal
fire loss rate over the past five years approximately $7.5 million. Public fire education programs are as
diverse as they are comprehensive. Fire inspections are instructional versus punitive. This organization is
committed to maintaining our gains and continuing to pursue innovative methods to enhance the
community risk- reduction program at L FD.
Objective #6 Maintain positive relationships with surrounding communities to ensure continued
cooperation during incidents that exceed our capability.
Our fire department relies on its neighbors to assist in executing this mission. The fact is that during large
scale operations, any agency can become quickly overwhelmed. We will continue to foster great relations
with our neighbors through a variety of methods, including joint training, participation in local firefighting
community events and participation in mutual aid meetings. Mutual/Auto Aid Agreements will be
reviewed, and support will be provided to requests for assistance when our department fire protection
coverage permits it.
Objective #7 Promote a high degree of professional behavior for all members of the L FD.
A three-tier approach to promoting professional behavior in our department will include communications,
recognition and employee input. While regular staff meetings are important, monthly updates and
performance briefings through both verbal and written communication(s) to the operations’ shifts will be
used as a primary communications medium. Finally, employee input will continue to be sought, not only
in the budget and acquisition process, but also in the development of policies that shape this Fire
Department, with the final decision resting with the Fire Chief.
Objective #8 Predictable-Professional-Reliable Response
The customers of LFD deserve a response from all firefighters in a professional, ethical and reliable
response. Using data collected from department incident reports, we will develop and continue to monitor
the response times. The objective is to have the first truck capable of mitigating the situation on scene
within 10:00 minutes, 90% of the time.
Goal #1 Conduct a space needs study.
Contract to provide a space needs study to identify the number of fire stations needed, effective
locations of fire stations, necessary equipment and personnel. Work with City Administration
(Subject to City Council approval)
Goal #2 Hire additional Fire Inspector which will allow the Fire Department to conduct
inspections in a timely, effective manner and help fulfil the duty crew shifts Monday - Friday.
(Goal of completion by July 1, 2021; Subject to City Council approval.)
The current Fire Inspector position was started in 2001, the continued growth of our community has
put a burden on the fire department. The addition of every business requires additional inspections
on an annual basis. The addition of a second Fire Inspector would enable the fire department to
conduct high occupancy inspections annually and low occupancies every 2 years. Inspections are a
requirement of Minnesota State Fire Code. The Fire Inspector positions will also help fulfil open
duty crew shifts which will add additional training of our firefighters on how to conduct an effective
fire inspection.
Goal #3 Replace our current SCBA packs, bottles and masks.
The SCBA life expectancy is regulated by NFPA, our current SCBA system was purchased in 2010.
Replacement of this system is scheduled for 2022. With the obsolescence of parts for the current
SCBA’s we have formulated a committee to research the latest developments in SCBA systems and
decide which system best suits LFD.
Goal #4 Implement project to replace 2 existing engines apparatus within 12-month period.
Our goal is to replace 2 existing engines with new engines that are smaller in size and are capable to
meeting the future needs of our community. The engines will be able to fill the role of responding to
emergency incident and serve as a duty crew apparatus. The replacement of Engine 22 and Engine 44
will go a very long way in providing proper fire protection to the City. Both trucks are aging and have
higher than average maintenance costs. The goal is to make the purchase by or before December 2020,
with delivery within 12 months after that decision and approval. (Subject to City Council approval)
Goal #5 Fire Relief Benefit level.
Continue to work with City Administration and City Council to increase LFD Relief Benefit to meet
and maintain the State of Minnesota maximum relief amount. The continued support and growth of
the relief benefit will aid in the retention of our experienced firefighters. (Subject to City Council
approval)
Goal #6 Create an employee evaluation process that helps firefighters understand how to
better succeed, with completion by January 1, 2020.
• Provide proper training to employees conducting evaluations
• Conduct competency evaluations
• Develop and implement performance standards (fire and EMS)
• Develop a training and education plan for each position
Goal #7 Develop and implement a new firefighter orientation/training program/schedule to
be implemented starting March 1, 2020.
This program should include a workbook with vital skills as well as department tradition and
history, to be studied by the new employee (firefighter) and overseen and checked-off by an
officer for both first- and second-year Fire Department employees.
First-year handbook to be completed by 3/1/20.
Second-year handbook to be completed by 8/1/20.
Goal #8 Conduct a study on the benefit of the Duty Crew Program and how to
expand the days and times to deliver on the Department’s Vision.
The Duty Crew program has improved LFD’s response and proficiency substantially since the
implementation in 2015. Define the hours and days that will benefit our call response the most,
identify the hours and frequency each firefighter will need to work.
Phased expansion of duty crews shifts to required duty crew hours versus call %
Investment on medical training that is a direct benefit to our community
Goal #9 Develop and implement a more appropriate and rigorous physical fitness test and
program to include not only evaluation of where a firefighter currently is, but goal setting for
improvement, as well as documentation of those goals and achievement benchmarks, to be
implemented by January 1, 2020.
This program should include a workbook for each firefighter with last physical
evaluation, goals, and a worksheet to track improvements toward those goals.
This program will also include research on a more appropriate yearly physical test in
accordance with the duties associated with being a firefighter.
Goal #10 Develop a plan to train more firefighters in the art of fire investigation. With the
retirement of the police officer that was trained in fire investigation our department has a
need for fire investigation.
Goal #11 Rebuild / Remodel Fire Station 2
To meet the current and future needs of LFD and the City of Lakeville the rebuild / remodel of station
two will need to be completed. The current station was built in 1978 and was added onto with an
additional bay to accommodate the size of a new engine in 1990. The current station was design
features restrict the current operational needs of LFD. There is a partnership opportunity with Allina
to provide an operational base for their needs and also meet the future needs of LFD and City of
Lakeville.
Goal #12 Remodel Fire Station(s) to accommodate Duty Crew Staffing
All fire stations were built with a volunteer/paid on call staffing model where firefighters are not
staffed at any station. In the near future there will be a need to modify station to accommodate
staffing of duty crews. As our community continues to grow and we as department shift to a more
reliable and predictable response of a duty crew program. The stations that are modify will be
selected to provide appropriate location and response for our community. Complete a draft and
preliminary costs January 1, 2020.
Goal #13 Define Chief Officer and Administrative responsibilities
LFD BUDGET ANALYSIS
The fire department budget for 2019 is $2,046,858. Common expenditures include protective
clothing/equipment/supplies for firefighters, firefighting agent, training materials, training schools, fire
prevention materials, and fire vehicle upkeep.
In relation to the goals of this department we intend to continue funding the health and safety requirements
such as Personal Protective Equipment (PPE), physical screenings and ensure equipment maintenance is at
the forefront in providing our firefighters with safe operational equipment.
EVALUATION OF EXISTING INTERAGENCY AGREEMENTS
Agreements with the following agencies have a significant impact on the mission of the Department:
Apple Valley Fire
Burnsville Fire
Eureka Township
Farmington Fire
Dakota County (Remaining cities)
The purpose for each of these agreements is clearly defined within the terms of the agreements. As part of
our review of the Strategic Plan, the effectiveness of interagency agreements is evaluated and alternatives
to improve service delivery are examined. Interagency relationships have provided the Department and the
community with cost-effective methods of maintaining adequate emergency services.
CAPITAL IMPROVEMENTS PROGRAM (CIP)
The fire department in conjunction with the finance department have put in place an
equipment CIP replacement schedule that projects life of equipment and potential costs for
replacement.
Completed Goals
Implement project to pay firefighters an hourly wage.
Our firefighters deserve to be paid on an hourly basis, the current position of firefighter with
LFD requires a significant amount of time required for training and emergency calls. With
recruitment and retention becoming a greater challenge with volunteer/paid-per-call fire
departments, the change to an hourly pay structure will help LFD avoid additional full-time
positions for the life of this 5-year plan. LFD is one of the last fire departments in the
metropolitan area to receive pay per call. Using data collected from other fire departments in the
metropolitan area we will define the hourly pay (See salary data at the end of the Strategic Plan).
(Completed January 2019)
Form a small committee of firefighters to evaluate and choose a new helmet.
As the life expectancy of our current helmet (10 years) nears, we will form a committee to
conduct a thorough and effective evaluation of fire helmets available. The test will consist of
firefighter skills used during but not limited to auto extrication, search, fire scenes, and agility
activities.
Lakeville, Minnesota—Positioned to Thrive
MISSION STATEMENT
“The Lakeville Fire Department is dedicated
to serving the community
through the protection of lives and property
by providing public safety education
and professional emergency response.”
Lakeville Fire Department
Strategic Plan
Lakeville, Minnesota—Positioned to Thrive
Executive Summary
•The document serves multiple functions
•Planning tool to provide emergency services into the future
•Communicates to the firefighters the preparation and actions to realize our
vision
•Communicates to the City Council and address the budget process
•Outlines our Vision and Core Values
•To be an innovative all-risk provider in our region by providing a predictable,
reliable, professional response.
•Accountability, Loyalty, Competency, Communication & Image/Character
Lakeville, Minnesota—Positioned to Thrive
Executive Summary
•Areas referenced in the document
•Community Profile
•16% increase in population since 2010, 12th largest city in MN
•Age –Median age 35.6
•Land Characteristics
•37.839 square miles plus 17.9 square miles of Eureka Township (Fire
Protection)
•$924 million properties
•Economic Characteristics
•Fastest growing city
•Community Risks
•Accountability, Loyalty, Competency, Communication & Image/Character
Lakeville, Minnesota—Positioned to Thrive
Executive Summary
•Economic Characteristics
•Fastest growing city
•21,000+ households, 1100 businesses providing 17,000 jobs
•Median Household Income -$102,943
•Community Risks
•Our Fire Department is a full-service emergency response department; the
predominant risks faced by LFD are in the low-and moderate -risk categories
•LFD is an ISO (Insurance Services Organization) class 3 and were last rated in 2017.
Eureka Township has a split rating of 4 /6
•Organizational Risk –staffing & predictable response
Lakeville, Minnesota—Positioned to Thrive
Executive Summary
•LFD has three focus areas that serve as our general doctrine
•Fire Fighter Safety
•Effective Operations
•Professional Behavior
•The Fire Department has prioritized four key organizational principles:
•Support a safe, healthy and diverse workplace.
•Establish and maintain the highest quality fire suppression and EMS programs.
•Establish a strong community relations program, particularly in the area of fire prevention and public education.
•Promote lifelong learning with an emphasis on high, professional standards and higher education.
Lakeville, Minnesota—Positioned to Thrive
Organization SWOT
•Internal Strengths
•All FFs are credentialed Firefighter 2, Hazmat Operations
•All FFs are certified as EMR (64)or EMT (27)
•Additional credentialed or licensed drone pilots (10) and rescue swimmer (12)
•Internal Weaknesses
•Recruitment and Retention
•Cost to hire and train a FF $10,000
•Average time FF remains with LFD 5 to 6 years
•Staffing
•Facilities
•Age of facilities and limited to accommodate apparatus
•Designed for volunteer/paid on call staffing
Lakeville, Minnesota—Positioned to Thrive
External Opportunities/Threats
•Opportunities (Partnerships)
•ABLE Training Facility
•ALF Training Academy
•Auto/Mutual Aid Agreement (Partnerships)
•External Threats
•Population Growth
Lakeville, Minnesota—Positioned to Thrive
Objectives
•Objective #1 Minimize death, injury and property losses in our community.
•Objective #2 Provide an effective, timely, and efficient emergency response capability to all LFD first due areas.
•Objective #3 Provide the absolute safest possible environment for our firefighters.
•Objective #4 Ensure employees are appropriately trained to meet mission requirements.
•Objective #5 Provide timely and professional fire inspection enforcement, public fire education and fire protection engineering services to our community.
•Objective #6 Maintain positive relationships with surrounding communities to ensure continued cooperation during incidents that exceed our capability.
•Objective #7 Promote a high degree of professional behavior for all members of the LFD.
•Objective #8 Ensure a Predictable -Professional-Reliable Response.
Lakeville, Minnesota—Positioned to Thrive
Goals
•Goal #1 Conduct a space needs study.
•Goal #2 Hire additional Fire Inspector which will allow the Fire Department to conduct inspections in a timely, effective manner and help fulfil the duty crew shifts Monday -Friday.
•Goal #3 Replace our current SCBA packs, bottles and masks.
•Goal #4 Implement project to replace two existing engines apparatus within 12-month period. (Subject to City Council approval)
•Goal #5 Fire Relief Benefit level.
•Goal #6 Create an employee evaluation process that helps firefighters understand how to better succeed, with completion by 1st Quarter 2020.
Lakeville, Minnesota—Positioned to Thrive
Goals
•Goal #7 Develop and implement a new firefighter orientation/training program/schedule.
•Goal #8 Conduct a study on the benefit of the Duty Crew Program and how to expand the days and times to deliver on the Department’s Vision.
•Goal #9 Develop and implement a more appropriate and rigorous physical fitness test and program to include not only evaluation of where a firefighter currently is, but goal setting for improvement, as well as documentation of those goals and achievement benchmarks, to be implemented by 1st Quarter 2020.
•Goal #10 Develop a plan to train more firefighters in the art of fire investigation. With the retirement of the police officer that was trained in fire investigation our department has a need for fire investigation.
•
•Goal #11 Rebuild / Remodel Fire Station 2
•Goal #12 Remodel Fire Station(s) to accommodate Duty Crew Staffing
•Goal #13 Define Chief Officer and Administrative responsibilities