development
3. Prioritize our training funds to affect the highest priority dimensions
4. Continuously maintain and improve our training in areas that we excel
5. Utilize our firefighter’s strong expertise to develop mentoring and supplemental training opportunities for those in academies
6. Emphasize the importance of developing and testing regional response capabilities for large scale events using our relationships with our response partners.
7. Explore alternative fire academies for future firefighters with emphasis on quality and value.
8. Leverage our cooperative relationships and aspiring new officers to develop and provide training on a clearly defined scope of practice for specialized rescue calls.
9. Explore opportunities for our firefighters to capitalize on our cooperative relationship with TVEMS to play larger roles in EMS calls.
10. Remove communication hurdles impacting specialized rescue operations by clearly defining our scope of practice and providing training within those boundaries.
11. Offer opportunities for entry level professional development in firefighter skills with special attention to EMS skill and leadership development.
12. Continue to pursue opportunities for regional conversations working towards earnest, large scale, multi- disciplinary drills
Figure 3 . Using information from a traditional "SWOT" analysis to create action-oriented strategies and objectives through a "TOWS" assessment.
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