Over 40 years' experience in public safety with almost 14 years as the chief executive officer. Coaching and executive education for adaptive leadership, innovation, mobile integrated healthcare (community paramedicine), and other topics related to organizational development with an emphasis on public safety subjects.

Fire Programs Outreach and Education

Instructor

Hired in 2011 to rebuild trust and mend the fractured relationship between labor and management. Accountable for 249 full-time employees, 3 Assistant Chiefs, 1 Executive Assistant, and annual Fire Department Operations and Maintenance (O&M) Budget (most recent FY23 - $39MM) and Capital Improvements Projects, currently ~$50MM. Led organization to: ➣ ISO 1 Public Protection Classification in 2014; regraded and maintained in 2018. Texas Fire Chiefs Association Best Practice Recognized Department since 2017. In 2017, MFD was only the 8th department recognized in Texas. ➣ Comprehensive EMS medical direction package.➣ Led the organization through 4 Meet & Confer processes.Implemented ➣ Novel Telemedicine Program as part of Mobile Integrated Health (MIH). novel Community Healthcare Program (MIH) to improve the quality of life for citizens, and reduce the total number of EMS responses to cohort. Novel self-inspection fire prevention program for low-risk commercial and residential occupancies. ➣ Priority system for fire and EMS response - Lights and siren only for high acuity or life threats. ➣ Multiple firefighter occupational cancer prevention programs/policies, and secured funding for NFPA 1582 physicals for all. ➣ Organizational development and improvement program with a new strategic direction of innovation using an evidence-based, critical thinking, and continual search for a better way.➣ Opened state of the art Fire Station #9, #10, and #11. Secured sites for Station #12, and #13. ➣ Championed new Fire Department Headquarters, and the new campus will include Fire HQ, Logistics Building, and relocated Fire Station #2. Design is complete.

➣ At my appointment, I closed one fire station and reallocated personnel to enhance apparatus staffing, and established EMS Consortium of local medical community to advance Fire-based EMS.➣ Changed methodology for paramedic initial instruction and certification resulting in savings to the City of $100K+. ➣ Secured a donation of 5 LifePak 15’s from the local medical community, valued at over $150K.➣ Received TIFMAS grant for Type VI Engine (wildland fire apparatus) valued at $150K. ➣ Completed RFP for the lease purchase of PPE on 5-year rotation, resulting in annual savings of ~$40K.➣ Established Citizen’s Fire Academy to assist the public in a better understanding of the Fire Department role.➣ Established a mutual aid response plan for suppression, hazardous materials response, and technical rescue between Lufkin and Nacogdoches Fire Departments. ➣ Created a Fire Advisory and Paramedic Advisory Board to solicit firefighter input in the decision-making process. ➣ Lobbied Texas Commission on Fire Protection to pass firefighter safety education mandate.

➣ Streamlined efficiency and effectiveness of the Fire Marshal’s Office through strategic planning, cross training and certification of personnel, establishing interdepartmental partnerships, eliminating redundancies, and the development of sustainable programs to promote life safety.➣ Developed amendments to the 2006 International Fire Code in anticipation of formal adoption fostering agreement and cooperation among Building and Engineering departments.➣ Promoted municipal development and sustainability through participation in the multi-disciplinary cross-functional team that was comprised of representatives from the City Manager’s Office, Building, Engineering, Planning, Power Utility, and Transportation. This team reported to City Council.➣ Enhanced operational ability of information technology services through the development of a 5-member professional public safety IT team, adding redundancies to prevent critical member dependability. ➣ Streamlined project schedules through planning, tracking, accountability, and efficiency/effectiveness in the EMS Division through implementation of a quality system style of management, adoption of grand rounds concept, and peer review on critical incidents.➣ Maintained oversight of programs such as mobile data computers, wireless reporting, automatic vehicle locators, communications, computer-aided dispatch, and Nextel re-banding. ➣ Created an IT Advisory Board consisting of members from shift and staff to assist with planning and troubleshooting.➣ Enhanced Hazardous Materials response by shattering traditional fire-only response paradigms and instead capture the synergy created by a joint Health/Fire/Police response resulting in efficiency and cost savings through sharing of equipment and personnel.➣ Developed/implemented a Communications Division quality improvement program, developed and implemented a Fire Training strategic plan, including an annual audit of core competency skill set.