1. Strategic Plan December 10, 2008 CONTINUOUS IMPROVEMENT…CUSTOMER SERVICE

2. How well are we doing it?

3. Challenges Population – Increasing Assessed Value – Increasing Number of Structures – Increasing Response Times – Increasing ISO Rating – Deteriorated Staffing – Same number of crews 5 of 11 required positions for a sixth Engine Company were added in 2007

4. Medford 1975 vs. 2007 19752007 Assessed Value342.5 Million6.3 B illion (Not Including Land Value) Population45,00088,641 (City & Rural) Structures – City 9,627 (1971) 30,990 Calls for Service 85610,367 Engine Companies 5 5 Full Time Employees 75 79

5. Other Impacts OSHA and other regulations –2 In / 2 Out and Rapid Intervention –Requires Additional Personnel on every working Fire Traffic and geographic disbursement Today’s Fires Burn Hotter & Quicker –Lighter weight construction –Quicker burning fuels Plastics, Polyurethane, Foams, Laminates

6. Current Service Level 55.7% : Percent of time Medford Fire Rescue arrives on scene of an emergency Incident within 5 minutes (2007) –National Guideline is 90% (NFPA 1710)

7. Current Service Level 13.1%: Percent of time an emergency incident is dispatched but the first due unit is unavailable (Unit Failure Rate) –Causes an Engine to be dispatched from outside the response zone

8. Current Service Level 25% : Percent of time all first alarm units (4 Engines and the Battalion Chief) arrive on scene at a working structure fire within 8 minutes (2007) –National Guideline is 90% (NFPA 1710)

9. Current Service Level 54.5% : Percentage of required Commercial Occupancy inspections completed each year. –MFD Goal is 100%

10. Current Service Level ISO Class 4 : Rating given to Medford Fire Rescue by the Insurance Services Office (ISO) –Downgraded from a Class 3 in Jan. 2007

11. Strategic Plan December 10, 2008 CONTINUOUS IMPROVEMENT…CUSTOMER SERVICE