FY2022

• Assistance with data collection, analysis and modeling allows the organization to continue the transition of the Deputy Fire Chief role from a historically administrative and accreditation-focused position to include the duties of Operations Division oversight. • In 2020, the ICFD was again designated a safety-certified department by the City of Iowa City. • Injury reduction continues to be an important part of the department’s improvement process. The department has continued a substantial years-long downward trend in injury and lost-day rates. This can be attributed to an enhanced health and safety framework, as well as a robust wellness-fitness initiative. • The Deputy Fire Chief remains a certified Accreditation Manager through the Center for Public Safety Excellence. • The Fire Chief and Deputy Fire Chief remain certified Peer Assessors for international accreditation site-visit teams. Involvement in assessing other candidate agencies enhances ICFD leadership’s perspective on international best practices. • The ICFD has been a leader in the response to COVID-19 in Johnson County. Senior staff have assisted with leadership of the community health response and helped serve as architects of the city’s sustained response. Members at all levels have provided courageous and exemplary service to the community.

Recent Accomplishments: • Acquisition of commercial washing and drying equipment to more adequately remove toxins and carcinogens from PPE following fires. • Deputy Fire Chief graduated from the 2019 Community Leadership Program (CLP). • Created and instituted several general policies and operational guidelines to protect the City of Iowa City from the pervasive effects of COVID-19. Iowa City’s response protocols were subsequently used as models throughout the Midwest. • Added washing and drying machines to all stations to deal with biohazard issues related to COVID-19 response.

Upcoming Challenges: • Sustained response to COVID-19 has significantly disrupted strategic planning, accreditation and other administrative efforts • Both the department’s Strategic Plan and Community Risk Assessment – Standard of Cover will be reformed in the coming months to guide the department’s continuous quality improvement over the next three years. • Impending retirements will require a greater focus on succession planning. • LEED HVAC technologies require ongoing updates which is having a negative impact on the department’s budget. • Station 1 facilities are aging and provide insufficient space to support desired level of operation.

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