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ATTACHMENT C <br />system space, technical support, <br />computer network, phone <br />system) <br />Equipment replacement fund for props, tools, training fire $25,000/yr <br />engines, various fuels <br />Additional staff vehicle Stated $3000.00/yr <br />maintenance <br />Proprietary Web-based training Enhance training delivery to $20,000/yr <br />system remote sites without having <br />(not currently in use by Eugene) crews leave their area <br />Human Resource support Hiring processes, promotional Unknown <br />processes, personnel needs, <br />specialty training <br />Future Battalion specific Currently Battalion 2 and 3 have Unknown <br />dedicated drill areas inadequate drill ground space <br />owned by the Fire department. <br />Crews have to use inadequate <br />(too small) drill fields or off site <br />public areas which are unsecure <br />and create safety hazards to the <br />public at times. <br />Purchase/Training of EXO To provide and train in uniform $10,000 <br />escape system safety equipment <br /> <br />? <br /> Identify cost avoidance opportunities: <br /> <br />Without a merger, Springfield would have to identify strategies to fund a multi-use drill field <br />nd <br />with associated fixed props. Within a potential merger, the established assets at the 2 and <br />Chambers drill site would be utilized system-wide, thus precluding a similar facility need in <br />Springfield. <br /> <br />? <br /> Consider long term economies of scale: <br /> <br />Economies of scale would be gained in the area of increased staffing and redistribution of <br />responsibilities. A redistribution of responsibilities would allow more focus in specific <br />functional areas that are currently underutilized. Examples of this are: <br />? <br /> <br />Development of on-going curriculum for development programs. These programs are <br />updated on an ad-hoc basis and need constant attention to employ current policy and <br />standards in the evaluation and training of candidates. <br />? <br /> <br />Maintenance of an in-house training manual that is utilized as the basis for our standards <br />of operation. This is a program reference vital to our operations which is updated on an <br />ad-hoc basis. Consistent maintenance of this reference would facilitate standardization of <br />performance for all employees and allow for elevation of standards across the <br />organization, consistent with industry benchmarks. <br />? <br /> <br />A single hiring process and Recruit academy would decrease competition for premier <br />candidates and thus lead to a higher quality workforce overall. <br />38 <br /> <br />ATTACHMENT 3 <br /> <br />