Documents and Resources
Mission Statement: Gig Harbor Fire & Medic One will provide exceptional service to our citizens and our members with dedication, compassion, and respect, while continually striving for improvement.
Vision Statement (draft): Gig Harbor Fire & Medic One will be an innovative leader in providing emergency medical services, fire suppression, and injury reduction and prevention services. We will lead by responding quickly to our community’s needs, acting compassionately, and performing superbly.
Accountability: Personal accountability is an integral part of professional growth. Organizational accountability is equally important to effectively and efficiently respond to the needs of our community.
Continuous Improvement: We recognize and understand that the constancy of change in our community and industry impacts our business daily. We are committed to continuous improvement and progressive thinking to effectively address change to efficiently benefit those we serve.
Customer Service: Our responsibility is to protect life, property, and the environment. We are committed to fulfilling our responsibility and no request or inquiry will go unanswered.
Excellence: We believe the pursuit of peak performance and demonstrated high professional standards are critical to our work. To ensure the best possible service to our community, the fire district supports continuous training and encourages professional development.
Integrity: We understand the trust placed in us by the public and our colleagues is integral to the performance of our duties. We are committed to honest and ethical behavior and will hold ourselves accountable to these values.
Safety: We believe our health and safety are essential to fulfilling the fire district’s mission. We are committed to providing the best health and safety programs for our members’ well-being and operational readiness.
Teamwork: We know working together is more effective than individuals working separately; our lives depend on it. We believe that our members have the capacity to work in effective teams and our organization values teamwork at all levels.
Gig Harbor Fire & Medic One was created in 1945 as a volunteer Fire Department, with the first paid personnel being hired in 1973. A five-member Board of Commissioners governs the District, each representing the entire District. Today, 116 career firefighter/paramedics staff Gig Harbor Fire & Medic One, with career staff operating from five locations across the District and four additional non-staffed stations. Gig Harbor offers a myriad of services such as fire suppression, emergency medical services,
wildland firefighting, community risk reduction, and public education. Additionally, the department provides fire prevention, hazardous materials response, and is the lead agency for the Pierce County Special Operations Response Team. Gig Harbor Fire & Medic One serves approximately 54 square miles in suburban and rural areas. The district serves an estimated population of 51,677, with 11,317 of its residents living within the City of Gig Harbor.
The intent of this project is to produce a CRA: SOC document that is based on industry best practices, including recognized National Fire Protection Association (NFPA) standards; the methodology described in the “Community Risk Assessment: Standards of Cover, 6th Edition,” published by the Center for Public Safety Excellence (CPSE); and any federal and state mandates relative to emergency services.
The CRA: SOC will assess where the fire department and its capabilities as they are today. The project takes a “snapshot in time” of Gig Harbor Fire & Medic One and its response area, reviews the configuration, programs, service delivery, and response performance in detail, and compares the conditions found to national standards, best practices, and the experience of the consultants.
The Capital Facilities Plan (CFP) for Gig Harbor Fire & Medic One includes in-depth, district-wide, examinations of all existing stations to better assess which stations should be renovated, and which should be replaced. In the case of new and remodeled structures, floor plans have been prepared to indicate what the facilities might look like. In addition, this Capital Facilities Plan includes the proposed improvements for both the Training Campus and Shop Building. For all improvement projects, detailed cost estimates have been prepared for likely costs.
The planning process has taken place over the past 2+ years, incorporating input from a diverse cross-section of fire district personnel. While it is difficult to predict what the future may hold, district needs were evaluated from a 20-year perspective. To this end, the conclusions reached in this report ensure improvements that will serve the needs of the district and its citizens far into the future.
With the help of our community and fire department members, we were able to put together a 5-Year Strategic Plan. It is our goal to ensure that this plan remains an effective guiding force in the development of our Fire District.
Goal: Training: Provide relevant high-quality training that prepares our members to provide excellent service to our community while protecting member health and safety.
Goal: District Division and Group Efficiency and Effectiveness: Ensure that all programs have clearly stated mission driven objectives and operate in a cost effective manner.
Goal: District Processes: Ensure that internal processes have clearly stated mission driven objectives and operate in a cost effective manner.
Goal: Communication: Promote communication pathways that enhance the flow of information through the organization.
Goal: Community Relations: Enhance the relationship between the Fire District and the community we serve.
Goal: Collaboration: Improve service and efficiency by seeking out and collaborating with partners who share our interests.
Goal: Funding: Develop long term stable funding streams that allow the District to keep pace with community growth and service demands.
Goal: Diversity: Promote an internal diversity that reflects the community we serve.
Goal: Planning: Protect our ability to meet our mission through planning.
Goal: Capital Management: Ensure that capital items are developed and maintained to meet the present and future needs of the community.
Goal: Resource Deployment: Ensure that response resources are deployed in a manner that best serves the community.
Goal: Financial, Support, and Technology Services: Improve the resilience and efficiency of our internal financial, support, and technology services