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Timestamp: 2019-04-23 16:38:17+00:00

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I have received several calls regarding how to receive the $250 tax credit.
It appears that Weston Volunteer Fire & Rescue has created and shared an example that your dept. can use.
There is also one that was developed in Word format that I also found on the Nebraska State Fire Fighter’s Association website.
For more specific information please consider reaching out to the association.
Citizens who serve on a governmental board generally have a desire to serve the public interest. In small communities, some agree to serve due to realization that there are a lack of volunteers agreeing to do so, and a vast amount of work to be done. These volunteers rarely have an over abundance of additional time to serve on these boards. This makes it imperative that the time spent be as productive as possible. How can this be accomplished? Your entity needs a Strategic Plan! It will help you have unity prioritizing the challenges the board will be handling. It will also help set the course for new board members who fill vacating positions. This will save time and help give confidence to new board members, as well as give a clear way to measure the progress of a government.
Strengths and Weaknesses: Review the strengths and weaknesses of the jurisdiction, and develop a preliminary understanding as to where the county or city should concentrate efforts to address its deficiencies and build upon its strengths. This presentation should be delivered by the chief administrative officer of the jurisdiction; the chair of the board of county commissioners or the mayor.
Stakeholder Input: Receive a summary of the input from the citizenry or major stakeholders regarding their perceptions relating to the future directions of the county or city. This will validate the importance of the role of these groups as well as reinforce the connection between the elected officials and their constituencies.
Mission Statement: Most counties and larger cities have a mission statement that reads something like “it is the mission of XYZ County to provide a safe and secure environment, encourage balanced economic growth, protect the environment, and nurture the provision of responsive services so as to ensure a high quality of life for its citizenry,” or a variation thereof. The mission statement outlines and defines the aspirations of the jurisdiction in the context of its overall responsibilities. It is basically a statement of priorities for addressing the needs of its constituents. The mission statement sets the frame of reference for establishing the county or city’s vision for the future as well as its goals and objectives. While the mission statement can be altered over time, it is in fact the jurisdiction’s statement of purpose.
Vision: A major strategic planning element of a retreat is to define a vision for the future. That vision normally reflects the strengths and weaknesses of the county or city, changing conditions, and evolving constituent/stakeholder expectations. Examples of vision elements might include, the desire for a more economically diverse population; reduced congestion and single occupant vehicle usage; increased commercial and economic activity; increased financial sustainability, and encouragement of more healthy lifestyles. The vision basically defines the character of the jurisdiction that the elected officials and its stakeholders feel should be achieved at some point in the future. Each of those elements feed back to the mission statement and reflects the consensus of the elected officials regarding their jurisdiction’s future.
Goals: For each element of the vision, the elected officials should develop specific goals. If, for example, the vision is to encourage a more economically diverse population, addressing the needs of those with a more moderate incomes, then a number of specific goals can be defined. Those goals might include incentives for lower cost housing, encouragement of increased lower wage employment opportunities, increased availability of social services, etc. Each of these goals taken separately contribute to achieving a specific element of the vision. Individually they may not encourage the desired outcome, but collectively they can, if achieved, bring about the end result.
Objectives: The objectives are those elements that bring about achievement of the goal. If for instance the goal is to encourage an increased supply of affordable housing, the objective might be achieved by zoning changes that allow higher level multi-family housing in exchange for a given percentage of affordable housing units, or smaller lot residential developments to accommodate smaller and more affordable homes, zoning for mobile home parks, or even taxation concessions.
If you have questions or want help getting started, please feel free to give me a call.
I get questions often about coverages on insurance policies. Often times the answer is simple. Especially if the question has to do with Property Coverage. There are details clearly spelled out in the policy that explain the terms of coverage. Such as, the deductible, limits, causes of loss etc. However, the questions that I get most often have to do with liability. These questions are not as cut and dry. 1st off, just because there is a claimant who says an entity is responsible, does not mean that they public entity IS responsible. Who decides? Not the carrier, not the insured, the courts decide. A general liability policy normally promises to pay DAMAGES for bodily injury or property damage that the named insured is legally liable for. That is determined by a court.
Laws give additional protections to public entities above and beyond what are offered to a private citizen or business. Please see an outline of those protections below.
For claims Against State: State Tort Claims Act, Neb. Rev. Stat. § 81-8,209 et seq.
The State is liable in the same manner and to the same extent as a private individual. Neb. Rev. Stat. § 81-8,215.
Limitations on State liability are listed at Neb. Rev. Stat. § 81-8,219.
For claims Against Political Subdivisions: Political Subdivisions Tort Act, Neb. Rev.Stat § 13-901 et seq.
Subdivisions are liable in the same manner and to the same extent as a private individual. Neb. Rev. Stat § 13-908.
Limitations on Political Subdivision liability are listed in Neb. Rev. Stat. § 13-910.
All tort claims filed with the Risk Manager as prescribed by the State Claims Board. Neb.. Rev. Stat. § 81-8,212.
No suit shall be permitted unless the Risk Manager or State Claims Board has made final disposition of the claim, except that if the Risk Manager or board does not make final disposition of a claim within 6 months after the claim is made in writing and filed with the Risk Manager in the manner prescribed by the board, the claimant may, by notice in writing, withdraw the claim from consideration of the Risk Manager or board and begin suit under such act. Neb. Rev. Stat. § 81-8,213.
Claims must be to the Risk Manager within 2 years of accrual. The time to begin suit is extended by 6 months from the date of mailing of notice to the claimant by the Risk Manager or State Claims Board as to the final disposition of the claim or from the date of withdrawal of the claim under section 81-8,213 if the time to begin suit would otherwise expire before the end of such period. Neb. Rev. Stat. § 81-8,227.
Notice of claim to governing body within 1 year of accrual. Suit filed within 2 years of accrual. The time to file suit is extended 6 months from the date of mailing of notice to the claimant by the governing body as to the final disposition of the claim or from the date of withdrawal of the claim from the governing body under section 13- 906 if the time to begin suit would otherwise expire before the end of such period. Neb. Rev. Stat. § 13-919.
No suit shall be permitted under the Political Subdivisions Tort Claims Act unless the governing body of the political subdivision has made final disposition of the claim, except that if the governing body does not make final disposition of a claim within six months after it is filed, the claimant may, by notice in writing, withdraw the claim from consideration of the governing body and begin suit under such act and sections. Neb. Rev. Stat. § 13-906.
For claims against Political Subdivisions: $1,000,000 per person and $5,000,000 per occurrence. Neb. Rev. Stat. § 13-926.
and property in their communities. Whether fighting to extinguish a fire or responding to an emergency call such as an automobile accident, hazmat situation or other emergency, firefighters are exposed to a number of health and safety hazards. Being aware of these hazards and knowing how to mitigate them can help reduce the frequency and severity of injuries, as well as save lives.
injuries are minor; however, a significant number can be debilitating or career-ending.
how to reduce injuries, minimize the severity, and provide effective post-injury management.
As a member of the Rural Fire Protection District Board of Directors, you are one of five people responsible for providing district residents with the best fire protection the district can afford. It is the board’s responsibility to see that members of your volunteer fire department(s) have the proper equipment and training necessary to serve district residents.
The Rural Fire Protection District Board of Directors was created by Nebraska State Statutes 35-501 through 35-536 RRS 1943. Statute 35-506 states that the district will be governed by a board of five members, all residents of the district. The board will consist of a president, vice-president, secretary/treasurer and two directors. These offices are re-organized annually. Board members serve four-year terms.
To perform their duties effectively, board members should understand the two forms of management practiced by many boards.
Under a reactive management style, a board acts impulsively and does not consider the long-term consequences of its actions. Reactive boards usually fail to make the best use of its resources and meet the desires of the taxpayers.
Operating under a proactive management style, a board takes the needs and desires of its district’s residents very seriously. A proactive board develops long-range plans that consider the implications of their actions. It chooses priorities and makes decisions very carefully. Proactive management is the most successful and cost-effective form of management.
Fire district budgets must be approved by the county board, so it is imperative that the board has a long-range plan in place for future district needs. This is accomplished by developing a Fire Protection Master Plan.
The best type of fire protection is fire prevention. An effective fire prevention program can accomplish this. An effective fire prevention program can decrease annual fire losses, so these types of programs are a wise investment.
Fire prevention will only eliminate a portion of fires, so each district must have the necessary fire suppression equipment. A fire department, regardless of the amount of training, cannot perform at 100 percent without adequate equipment. It is the responsibility of the board to see that the fire fighters have the equipment necessary to do their job. This equipment benefits everyone who lives in and passes through the district, not just the firefighters.
35-1001. Death or disability as a result of cancer; death or disability as a result of certain diseases; prima facie evidence.
For a firefighter or firefighter-paramedic who is a member of a paid fire department of a municipality or a rural or suburban fire protection district in this state, including a municipality having a home rule charter or a municipal authority created pursuant to a home rule charter that has its own paid fire department, and who suffers death or disability as a result of cancer, including, but not limited to, cancer affecting the skin or the central nervous, lymphatic, digestive, hematological, urinary, skeletal, oral, or prostate systems, evidence which demonstrates that (a) such firefighter or firefighter-paramedic successfully passed a physical examination upon entry into such service or subsequent to such entry, which examination failed to reveal any evidence of cancer, (b) such firefighter or firefighter-paramedic was exposed to a known carcinogen, as defined on July 19, 1996, by the International Agency for Research on Cancer, while in the service of the fire department, and (c) such carcinogen is reported by the agency to be a suspected or known cause of the type of cancer the firefighter or firefighter-paramedic has, shall be prima facie evidence that such death or disability resulted from injuries, accident, or other cause while in the line of duty for the purposes of sections 16-1020 to 16-1042, a firefighter’s pension plan established pursuant to a home rule charter, and a firefighter’s pension or disability plan established by a rural or suburban fire protection district.
For a firefighter or firefighter-paramedic who is a member of a paid fire department of a municipality or a rural or suburban fire protection district in this state, including a municipality having a home rule charter or a municipal authority created pursuant to a home rule charter that has its own paid fire department, and who suffers death or disability as a result of a blood-borne infectious disease, tuberculosis, meningococcal meningitis, or methicillin-resistant Staphylococcus aureus, evidence which demonstrates that (a) such firefighter or firefighter-paramedic successfully passed a physical examination upon entry into such service or subsequent to such entry, which examination failed to reveal any evidence of such blood-borne infectious disease, tuberculosis, meningococcal meningitis, or methicillin-resistant Staphylococcus aureus, and (b) such firefighter or firefighter-paramedic has engaged in the service of the fire department within ten years before the onset of the disease, shall be prima facie evidence that such death or disability resulted from injuries, accident, or other cause while in the line of duty for the purposes of sections 16-1020 to 16-1042, a firefighter’s pension plan established pursuant to a home rule charter, and a firefighter’s pension or disability plan established by a rural or suburban fire protection district.
The prima facie evidence presumed under this section shall extend to death or disability as a result of cancer as described in this section, a blood-borne infectious disease, tuberculosis, meningococcal meningitis, or methicillin-resistant Staphylococcus aureus after the firefighter or firefighter-paramedic separates from his or her service to the fire department if the death or disability occurs within three months after such separation.
For purposes of this section, blood-borne infectious disease means human immunodeficiency virus, acquired immunodeficiency syndrome, and all strains of hepatitis.
18-1723. Firefighter; police officer; presumption of death or disability; rebuttable.
Whenever any firefighter who has served a total of five years as a member of a paid fire department of any city in this state or any police officer of any city or village, including any city having a home rule charter, shall suffer death or disability as a result of hypertension or heart or respiratory defect or disease, there shall be a rebuttable presumption that such death or disability resulted from accident or other cause while in the line of duty for all purposes of Chapter 15, article 10, sections 16-1001 to 16-1042, and any firefighter’s or police officer’s pension plan established pursuant to any home rule charter, the Legislature specifically finding the subject of this section to be a matter of general statewide concern. The rebuttable presumption shall apply to death or disability as a result of hypertension or heart or respiratory defect or disease after the firefighter or police officer separates from his or her applicable employment if the death or disability occurs within three months after such separation. Such rebuttable presumption shall apply in any action or proceeding arising out of death or disability incurred prior to December 25, 1969, and which has not been processed to final administrative or judicial conclusion prior to such date.
A strategic plan is a management tool help a department to perform efficiently, safely and consider all potential pitfalls. The plan focuses the energy, resources, and time of everyone on the department in the on a common goal. The best plans are reviewed and amended on a regular basis.
The plan can be as simple or as complex as you wish to make it. It can always be altered by further leadership. Start with a Strengths, Weaknesses, Opportunities and Threats or SWOT Analysis. The more you revise and the more everyone is on board with the common, prioritized goals, the department should work more smoothly. You may event end the arguments about how “this is how we always do it” with a reference to such in the strategic plan.
Create one and/or review on a regular basis before its too late!
Here is a Youtube video showing a strategic plan working though the thought process.
Here are some examples of other departments strategic plans.
Both Agents and Insured need to be VERY CLEAR about who is the NAMED INSURED on a policy. This often requires tedious research. Even if the board members are confident they know their official name or whether or not a partnership exists, sometimes they find out later they don’t. Generally, this is not a big deal until there is a BIG CLAIM. Better to be safe than sorry!
Below are statements I hear all the time, and I believe they are potential examples of shared liability exposures.
Are the other two entities who are not named covered for their own actions relating to Fire Service on their own policy?
If they are not listed as named insured, DO THEY HAVE A General Liability and Errors and Omission policy?
If there other two entities not named have no to General Liability or Errors and Omission policy, could they be ordered to cut the damages check from their own funds?
If they are not a public entity, such as a VOLUNTEER FIRE DEPT. created as a not for profit, and do not have a General Liability and Errors and Omission policy, are they PERSONALLY EXPOSED for actions taken on behalf of the public entity?
Could a carrier still subrogate for a Named Insured. VS Department if the department was listed as a ADDITIONAL INSURED?
Is this a potential E&O claim for an AGENT? If all members of this interlocal agreement are not listed as Named or Additional Insured?
Would it stop subrogation of a interlocal partner if they are listed as a Named or Additional named insured? If so that is a pretty expensive error.
Are you sure all additional insured are named if they are not actually listed as named insured?
Curt Varone has over 40 years of fire service experience and 30 as a practicing attorney licensed in both Rhode Island and Maine. Recently wrote about the importance for Fire Law Blog.
So, take some time to look at your policy(ies) to determine if accurate and that all operations and entities you are intending to cover are indeed covered.
If you an insured, ask your agent for guidance or you are welcome to ask us to walk though a few things with you. We welcome questions from agents as well.
“ Saving Our Own ” Taking Action Against Occupational Cancer In The Fire Service Presented by Lieutenant Jennifer Chadwick and Lieutenant.

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