The NFD has developed and implemented a service model that reflects current and anticipated call load, ensuring all incidents are handled without imposing undue strain on personnel and resources. An organizational staffing analysis has been completed across all job families, including operations, administration, and MWPA. The entirety of the workforce is unified, and a culture of mutual respect and trust prevails. A formal succession plan, which includes an established mentorship program that ensures smooth transitions and staffing continuity within the District, has been developed and implemented.

Honest and transparent negotiations have been completed for all groups that lead to competitive salaries and benefits that keep pace with property taxes and inflation. Staffing levels have been restored to 100%, eliminating the need for mandatory overtime/call-backs in all but extreme circumstances. Administrative positions have been promptly filled, with candidates filling their roles within three months from their application date. Through optimal staffing and support programs, the District emphasizes and encourages all District employees to maintain a proper work-life balance.

The NFD Vision has been rewritten to reflect current and expected conditions and the District has adopted an operational value set that articulates and influences desired attitudes and behaviors. Representative examples of these desired behaviors have been written for each functional position throughout the entirety of the organization.

The mission and purpose of MWPA work has been clearly defined and shared with all employees. The demands of the program on regular District administrative and operational staff were identified and plans to mitigate those impacts were implemented.

Finally, all shifts and personnel consistently follow the same Standard Operating Procedures (SOPs), ensuring uniformity in verbiage, strategy, and tactics. The career development guide has been updated with accurate job descriptions and the administrative onboarding process has been defined and streamlined. Seamless integration of software and IT components and programs has further enhanced the overall efficiency and efficacy of the Novato Fire District.”

In order to make progress toward achieving the desired 3-year end state, “Lines of Effort” are being developed now and will become the accountable roadmap to ensure the Strategic Plan’s implementation. Those lines of effort include the following areas: Service Model and Delivery, Staffing and Professional Development, Vision, Values, & expectation, Compensation, Benefits & work life balance, the Marin Wildfire Prevention Authority, Documents and Doctrine, and IT Infrastructure.

Thank you for support of our organization and feel free to contact me directly.

Sincerely,

Bill Tyler, Fire Chief
Novato Fire Protection District