Siuslaw Valley Fire and Rescue Oregon...Siuslaw Valley Fire and Rescue Strategic Plan 2015 2 Local...

Siuslaw Valley Fire and Rescue

Oregon

Strategic Plan 2015 – 2020


Strategic Plan 2015

i

Table of Contents

Acknowledgements............................................................................................................................1

A Brief History ...................................................................................................................................2

Planning ............................................................................................................................................3 Focus Group Meetings .............................................................................................................................. 5 Customer Appreciation ............................................................................................................................. 9 Customer Expectations ........................................................................................................................... 10 Customer Concerns ................................................................................................................................. 11 Other Thoughts and Comments .............................................................................................................. 12

Strengths, Weaknesses, Opportunities, and Challenges ..................................................................... 13 Strengths ................................................................................................................................................. 13 Weaknesses............................................................................................................................................. 14 Opportunities .......................................................................................................................................... 16 Challenges ............................................................................................................................................... 17

Strategic Plan ................................................................................................................................... 18

Definition of Terms .......................................................................................................................... 19

Strategic Initiatives, Goals, and Objectives ........................................................................................ 20

Implementation Methodology ......................................................................................................... 30

Timeline .......................................................................................................................................... 31

Appendix A – Quarterly Score Card and Update Worksheet............................................................... 35

Appendix B – Committee Objective Weighting Tool .......................................................................... 36

Appendix C – Operational Plan Worksheet ....................................................................................... 37

Appendix D – Exception Report ........................................................................................................ 38


Strategic Plan 2015

1

Acknowledgements

Board of Directors

John Scott, President Lori Gates, Vice President Rob Ward, Secretary/Treasurer Cindy Spinner, Board Member Steve Olienyk, Board Member

Internal Strategic Planning Team

Jim Langborg, Fire Chief Brian Jagoe, Senior Captain Marvin Tipler, Operations Division Chief Pablo Crescioni, Firefighter

Sean Barrett, Prevention Division/Fire Marshall Andy Gray, Firefighter John Carnahan, Recruitment/Retention Battalion Chief Julie Brown, Finance/Human Resources

Volunteer Strategic Planning Team

Doug Barrett, Captain Mike Barrett, Captain David Beck, Captain Liz Iabichello, Captain Cris Holden, Captain Terry Madden, Captain

Mike Spinner, Captain Pete Warren, Captain Robert Evans, Firefighter Chadd Ficcadenti, Firefighter

Levi Green, Firefighter Tyler Marler, Firefighter Tony Miller, Firefighter Kyle Orozco, Firefighter

Megan Stronegger, Firefighter Trisha Wymore, Firefighter Ned Hickson, Firefighter Ted Martin, Firefighter

Paul Meldrum, Firefighter Tim Snapp, Firefighter Tim Teel, Firefighter Craig Spomer, Firefighter

Crystal Farnsworth, Firefighter Mike Heindel, Firefighter Shannon Curry, Firefighter Mary Dimon, Firefighter Keith Garvey, Firefighter Ken Pesnell, Firefighter Darrell Murphy, Chaplain Jory Oakley, Explorer Firefighter

Citizen Strategic Planning Group

Rick Cox, Peace Health Board Chair and Canary Road Resident

Woody Woodbury, Local Business Owner

Jamie Mills, Dunes City Council Member Robin E. Mills, Dunes City Resident and

Retired Law Enforcement

Frank Nulty, CERT Coordinator and Local Resident Connie Bradley, Sutton Lake Area Resident

Tony Phillips, Local Business Owner Kevin McMullen – Local Business Owner and

Former SVFR Board Member Chantelle Meyer, Siuslaw News Paper and

Local Resident Ave Bernard – Local Business Owner and

Florentine Home Owner Bill Brown, Clear Lake Road Resident and

Retired Fire Service Cal Applebee, Florence Chamber of

Commerce Director

Mike Webb, WLA Board President Rebecca Ruede, Dunes City Mayor

Matt House, WLA Supervisor Fred Hilden, Dune City Administrator and


Strategic Plan 2015

2

Local Business Owner

A Brief History

Siuslaw Valley Fire and Rescue (SVFR) is an all hazards fire and emergency service response District that

was originally formed in 1949. Over the years, the District has consolidated with several surrounding fire

service organizations and now protects the coastal portion of Lane County. The geographic response area

of SVFR includes a 120 square mile area extending north to mile post 181 on Highway 101, south to mile

post 198.5 near the Douglas County line, and east to mile post nine on Highway 126. Included in this area

are the City of Florence, Dunes City, the Three Rivers Casino, and an approximate permanent population

of 17,500 people.

We protect our community with six fire stations, which are staffed with 40 dedicated volunteers who are

supported by eight full-time employees including three line personnel, two division chiefs, two

administrative staff, and a fire chief. SVFR has a long history of excellence and progressive thinking, which

is the result of the high quality people who have served the District throughout its history. Much of our

success has centered on planning and preparing for the future. This Strategic Plan is another example of

the forward thinking that has made our District the quality organization it has become and will continue

to be in the future.


Strategic Plan 2015

3

Planning

In order for any organization, public or private, to reach its full potential, it must have a plan. An

organization that knows where it is going, knows the environment in which it must operate, and identifies

how to get there, will have the best chance of meeting the needs of the community and achieving its

goals. The planning process that the members of SVFR engaged in has served to refresh the organization’s

commitment to excellence and set the path to future success.

The strategic planning process is more than the creation of a document. It challenges the members of the

organization to look critically at paradigms, values, philosophies, beliefs, and desires, and it inspires

individuals to work together in the best interest of the organization. Furthermore, the planning process

provides the paid/staff, volunteers, and the community with an opportunity to have a voice in the

development of the organization’s long-term direction and future focus.

With these issues in mind, planning teams need to have a clear understanding of their organization’s

direction, the community’s expectations, and the impact of limited resources to accomplish specific goals

and objectives. In order to make the most

efficient use of available resources,

organizations must set goals and

objectives based on constructive efforts

while eliminating programs that do not

serve the customer.

This process does not end with the

production of a report or with the simple

establishment of goals and objectives. By

nature, the plan must become elemental

in the day-to-day operations of the

District. Implementation pulls a plan apart and disseminates it throughout the organization. Each

organizational unit and member must function in concert to effectively and efficiently implement the plan.

Successful implementation requires constant review and adjustment to assure continued relevance and

focus.


Strategic Plan 2015

4

Strategic Planning Process

• Review organizational background

• Define services provided to the community

• Establish community service priorities

• Identify community expectations and concerns

• Develop a vision for the future

• Develop a mission statement

• Establish the organization’s guiding principles (values)

• Perform an environmental scan using external and internal feedback

Assess organizational strengths and weaknesses

Identify external opportunities and potential challenges to the organization

• Identify the major categories affecting the organizations’ potential to achieve success

• Create goals that address the strategic initiatives

• Create objectives that accomplish the goals

• Establish timelines for each objective

• Develop organizational performance measures to gauge progress and desired outcomes

Vision

To assist our community and

visitors with a situation they are

unable to handle on their own

with a team that is well trained,

equipped, and caring.

Mission

We proudly serve our

community and visitors through

safe, efficient, and effective

delivery of emergency services

supported by aggressive fire

prevention and public education.

Guiding Principles

Open and Honest Communication

• Respect of Community and Members

• Teamwork

• Fiscally Responsible


Strategic Plan 2015

5

Focus Group Meetings

In order to dedicate time, energy, and resources on the functions that are most desired by its customers,

SVFR needs to understand the customers’ priorities and expectations. A facilitated citizen forum was

utilized to obtain community perspective regarding SVFR.

Feedback was solicited regarding:

• A discussion of taxes, resource deployment, response times, service demand trends, and customer service

• Expectations, concerns, and organizational strengths

• Current services were prioritized

• Cost, staffing, and response performance were surveyed

Forum participants were asked to fill out several survey instruments pertaining to how they think SVFR

should plan for the future. The citizens represented were also asked to identify the most important

functions and services the Fire District provides based on the list of services currently provided, and rank

level of priority for those services. The following figure describes the forum participants’ service priorities.

The service priorities are depicted below as an average of the level of priority each service has among the

community.


Strategic Plan 2015

6

Figure 1: Citizen Service Priorities

Finally, the citizens group was asked to rate and compare the cost of service, response performance,

and staffing. The following figures describe the results.

Figure 2: Citizen Priority of Services

Figure 3: Citizen Ranking of Staffing Levels

7.81

5.38

5.25

5.00

4.88

4.00

3.50

3.38

2.88

1.81

0 1 2 3 4 5 6 7 8 9

Fire Suppression

Search and Rescue

Disaster Preparedness

Emergency Medical Response

Fire Prevention

Hazardous Materials Mitigation

Water Rescue

Public Assistance

Community Education

Code Compliance

Low Priority High Priority

0

16

0

0 5 10 15 20

Too Much Emphasis

Appropriate Emphasis

Too Little Emphasis


Strategic Plan 2015

7

0

9

7

0 2 4 6 8 10

Overstaffed

Appropriate

Understaffed


Strategic Plan 2015

8

Figure 4: Citizen Ranking of Response Levels

Figure 5: Citizen Ranking of Response Levels

2

14

0

0 5 10 15

Too Slow/Light

Appropriate

Too Heavy

0

16

0

0 5 10 15 20

Expensive

Appropriate

Adopt New Fiscal Tools


Strategic Plan 2015

9

Customer Appreciation

Customer views on the strengths and image of emergency service organizations must inform and impact

any effective strategic plan. Needless efforts are often put into over-developing areas that are already

successful. However, using and promoting customer-identified strengths may often help the organization

overcome or offset some of the identified weaknesses. The citizens group identified the following

strengths.

Figure 6: Customer – Fire District Strengths

16

14

14

14

13

10

10

9

9

8

5

0 2 4 6 8 10 12 14 16 18

New Chief Moving Dept. Forward in Positive Direction

Current Volunteers

Quality Board of Directors

Community Involvement

Condition of Existing Equipment

Support of Fire Dept. by Community

GMRS Radio Net

Professionalism of All Staff

Good Response Time

Quality of Education Programs for Community

Strong Tax Base


Strategic Plan 2015

10

Customer Expectations

Understanding what the community expects of its fire and emergency medical services organization is

critical to developing an effective long-range perspective. Armed with this knowledge, the SVFR internal

emphasis can be adjusted to better fulfill customer needs. The citizens group identified the following

expectations

Figure 7: Customer Expectations

16

15

15

14

14

13

12

0 2 4 6 8 10 12 14 16 18

Disaster Preparedness

Quick Response/Put out the Fire

Adequate Services Funding/Responsible w/TaxRevenue

Safe, Professional, Well Trained, & Equipped

Fire Prevention, Education, Community Safety &Involvement

Maintain Coverage of Fire District

Rescue


Strategic Plan 2015

11

Customer Concerns

The Customer Centered Strategic Planning process would be incomplete without expression from the

customers of their concerns about the organization. Some concerns, in fact, identify weaknesses within

the delivery system; however, others may be perceptions based on limited knowledge and customer

expectations. For instance, the citizen’s group identified funds management not as a concern of current

practices, but as an expectation that the District will continue to be fiscally responsible and use their tax

dollars wisely. The citizens group identified the following concerns.

Figure 8: Customer Concerns

16

16

12

10

0 2 4 6 8 10 12 14 16 18

Recruit and Maintain Volunteers

Funds Management

Structured Integrity of Station and Equip.

Training to Highest Level


Strategic Plan 2015

12

Other Thoughts and Comments

• “Appreciate the community involvement”

• “Good Department – it will get better”

• “Work on long-term disaster plan updates”

• “Volunteer recruitment opportunity at Wings and Wheels – not just an equipment

or apparatus display”

• “Research additional funding”

• “Well done – thanks for asking me to be involved”


Strategic Plan 2015

13

Strengths, Weaknesses, Opportunities, and Challenges

In order to properly formulate strategic initiatives, the internal planning teams had to evaluate the

external and internal organizational environment. The internal planning teams combined feedback and

their collective knowledge of the organization to assess the environment the District operates within.

Analyzing the organization’s strengths, weaknesses, opportunities, and challenges (SWOC) is the first step

in identifying actionable strategies for the future.

Strengths

The identification of organizational strengths is the first step in the environment scan. An organization’s

strengths identify its capability of providing the services requested by its customers. The organization

needs to make certain that its strengths are consistent with the issues it faces. Programs that do not match

organizational strengths or primary functions should be reviewed to evaluate the rate of return on

precious members’ time. The internal planning teams identified the following as District strengths.

Figure 9: Paid/Staff Ranked Strengths

7

7

6

6

5

0 1 2 3 4 5 6 7 8

Dedicated, Hardworking, Quality People

Well Maintained Facility and Equipment

Collective Experience of Staff

Community Support

Financial Stability


Strategic Plan 2015

14

Figure 10: Volunteers’ Ranked Strengths

Weaknesses

Organizational weaknesses, or lack of performance, are an important environmental scan element. In

order to move forward, the organization must honestly identify the issues that have created barriers to

success in the past. Weak areas needing improvement are not the same as challenges, which will be

identified later, but rather those day-to-day issues and concerns that may slow or inhibit progress. Internal

organizational issues, as identified by the internal planning teams, are typically issues that are at the heart

of an organization’s problems, which are identified as the following.

Figure 11: Paid/Staff Ranked Weaknesses

7

7

7

6

5

5

0 1 2 3 4 5 6 7 8

Lack of Planning

Lack of Volunteers

Volunteer Retention

Communication

Training

Internal Controversy/Change Acceptance

30

30

30

29

22

10

0 5 10 15 20 25 30 35

Personnel (Like Family, Wide Variety of Knowledge)

Budget (Well Financed)

Community Support

Apparatus

Variety of Calls (Sand, Water, Medical)

Training (types, opportunities)


Strategic Plan 2015

15

Figure 12: Volunteers’ Ranked Weaknesses

30

29

28

26

25

12

0 5 10 15 20 25 30 35

Communication

Morale/Trust/Credibility

Expectation Beyond Volunteer's Scope

Resistance to Change/Too Fast

Leadership Consistency

Micromanagement


Strategic Plan 2015

16

Opportunities

An organization’s opportunities and challenges are generally derived from the external environment.

Opportunities are focused on existing services and on expanding and developing new possibilities inside

and beyond the traditional service area. The internal planning teams identified the following as District

opportunities.

Figure 13: Paid/Staff Ranked Opportunities

Figure 14: Volunteers’ Ranked Opportunities

7

7

7

5

3

0 1 2 3 4 5 6 7 8

Technology/Innovation

Training Facilities Expansion

Career Advancement/Dev.

Strategic Partnerships/Coop. Efforts

Increase Operations Staff

25

23

21

21

19

15

0 5 10 15 20 25 30

Ability to Direct Career Advancement

Paid/Staff & Volunteer (Redefine Roles/Responsibility)

Training - Community

Training - In House

Regain Trust

Input on Continuing Basis


Strategic Plan 2015

17

Challenges

There are conditions in the external environment that are not under the organization’s control. The

identification of these conditions allows the organization to develop plans to mitigate or respond when a

challenge becomes an obstacle. By recognizing these challenges, an organization can greatly reduce the

potential for loss. The internal planning teams identified the following challenges.

Figure 15: Paid/Staff Ranked Challenges

Figure 16: Volunteers’ Ranked Challenges

30

29

22

19

19

17

16

10

9

0 5 10 15 20 25 30 35

Retention

Response (Number of Crew)

Educate Community of Services Provided/Not Provided)

Communication

GPS vs Maps

Fun/Trust Between Members

Junior & Senior Firefighters/Officer (Succession…

Balance of Paid Staff/Vol. to Meet Response Needs

Training and Performance Standards (Fun/Trust)

7

7

7

6

4

4

3

0 1 2 3 4 5 6 7 8

Not Enough Volunteers to Respond

New Leadership/Change Acceptance

Wild Fire

Communication at all Levels

Moving Past Internal Strife

Apparatus, Equip. Replace/Station Location & Funding

Retirement (Key People)


Strategic Plan 2015

18

Strategic Plan

Strategic initiatives fulfill the mission of the organization and provide individual members with clear

direction. Strategic goals and objectives are management tools that need to be updated on an ongoing

basis to identify accomplishments and to note changes within the organization and the community.

Strategic goals and objectives should become the focus of the organization’s efforts. By following these

initiatives and objectives carefully, the organization will be guided into the future and should benefit from

reduced obstacles and distractions.

Using the array of internal and external input collected, the SVFR Strategic Planning Team combined the

information gained with its collective knowledge of the

organization and the internal and external factors that

influence the outcome of the organization’s services.

The team developed a specific set of strategic

initiatives that will serve as the focus for the

organization’s strategic plan:

• Services

• Funding and Finance

• Planning

• Craftsmanship and Leadership

• Staffing

Goals and objectives were established to accomplish

each identified initiative. Each objective was assigned

a priority to correspond with a recommended timeframe for completion. Assigning someone responsible

to lead the goal and the associated timeline provides a consistent manner in which objectives can be

prioritized and accomplished within the administrative, financial, and political realities of the organization.

Strategic initiatives, goals, objectives, and outcomes become an important part of the organization’s

efforts. By following these components carefully, the organization will be guided into the future and

should benefit from reduced obstacles and distractions. Each of the initiatives, goals, and objectives were

identified in a two-day planning workshop facilitated by ESCI with the internal planning team.


Strategic Plan 2015

19

Definition of Terms

There are four main components to a strategic plan; initiatives, short, medium, and long-range goals, and

objectives. For purposes of this strategic plan, they are defined as follows:

Initiative – The largest overarching element of a strategic plan, an initiative is a broad enterprise where

the District may have multiple areas of focus.

Goal – A smaller component of and subordinate to an initiative, a goal is focused on one particular area,

but is still general in nature. If all of the goals under an initiative have been accomplished, the initiative

will be considered achieved.

Objective – A smaller component of and subordinate to a goal, an objective is usually defined as specific,

measurable, action-oriented, realistic, and time-sensitive. If all objectives under a goal are accomplished,

the goal will have been accomplished.

Short-Term Objective – An important component that needs to be accomplished within the first year to

address a significant issue or provide a foundation for additional objectives, commonly stated in months.

Medium-Term Objective – A significantly complex objective that will take one to three years to implement

and obtain the necessary resources, commonly stated in months.

Long-Term Objective – A complex task requiring planning, funding, and policy development that will take

from two to five years for completion, commonly stated in months.

Outcome – The desired consequence of an initiative once accomplished.

The following are tables of those initiatives with their subordinate goals, and goals with the subordinate

objectives.


Strategic Plan 2015

20

Strategic Initiatives, Goals, and Objectives

Initiative 1 – Services Service delivery will address the immediate and long-term needs of the communities served. These resources shall be allocated in a manner that ensures transparency and maximum effectiveness and efficiency.

Goal: 1A

Develop an SOC and Deployment Plan

Ob

ject

ive

s

1. Develop the ability to obtain and utilize reliable data

Responsible: Fire Marshal and West-Com Timeline: 12 –24 months

2. Utilize data and best practices to establish response time goals and standards

Responsible: Fire Chief, Operations Division Chief, and Staff

Timeline: 24 – 36 months

3. Utilize data and best practices to determine appropriate staffing levels

Responsible: Fire Chief and Operations Division Chief

Timeline: 24 – 36 month

4. Utilize data and industry best practices to determine optimum station locations



5. Utilize industry best practices to establish and update appropriate mutual aid, automatic aid, and cooperative service agreements to meet adopted response goals and standards

Responsible: Fire Chief Timeline: 12 – 18 months

6. Budget necessary funds to hire expertise to assist the development of the SOC and Deployment Plan

Responsible: Fire Chief and Board Timeline: 24 – 36 months

7. Develop, adopt, publish, and implement the SOC and Deployment Plan

Responsible: Staff/Consultant Timeline: 24 –36 months


Strategic Plan 2015

21

Goal: 1B

Create, adopt, and implement Emergency Operations Plan (EOP) O

bje

ctiv

es

1. Hire expertise to assist in the development of an EOP

Responsible: Fire Chief and WLEOG Timeline: 1 – 12 months

2. Continued participation in the regional process

Responsible: Fire Chief and WLEOG Timeline: 1 –12 months

3. Support the facilitator’s efforts


4. Review draft plan

Responsible: Fire Chief and WLEOG Timeline: 1 –12 months

5. Adopt regional disaster plan

Responsible: Fire Chief and Staff Timeline: 1 – 12 months

Goal: 1C

Update, Adopt and Implement the Regional Natural Hazards Mitigation Plan

Ob

ject

ive

s

1. Begin the update process with the County Emergency Manager

Responsible: Fire Chief and WLEOG Timeline 0 –12 months

2. Continued participation in the regional process

Responsible: Fire Chief and WLEOG Timeline 12 – 24 months

3. Support the Lane County Emergency Manager’s efforts


4. Review draft plan update


5. Adopt Updated Plan



Strategic Plan 2015

22

Goal: 1D

Maximize Strategic Partnerships O

bje

ctiv

es

1. Enhance the working relationship with West Lane Ambulance (WLA and other local EMS providers) through coordinated joint training and shared volunteers

Responsible: Operations Division Chief Training Officer

Timeline: 12 –24 months

2. Enhance the current CERT program (review current components, and provide regular training and education)

Responsible: Cert. Coordinator and Fire Marshal


3. Improve mutual aid efforts with surrounding fire departments by identifying need and functions and provide periodic training and exercises

Responsible: Operations Division Chief and Training Officer


4. Continue working with surrounding agencies to improve current performance (WLEOG, ARIS/RACIES, U.S. Coast Guard, ODF, USFS, Lane County, Sheriff’s Department, City of Florence, OSP, and ODOT)


Timeline: 0 – 60 (Ongoing)

Goal: 1E

Fire Prevention/Public Education

Ob

ject

ive

s

1. Continue current programs (code enforcement, public education, fire investigations, and plan review)

Responsible: Fire Marshal and Staff Timeline: 0 – 60 months (Ongoing)

2. Integrate technology to enhance emergency and support operations

Responsible: Operations Division Chief, Training Officer, and Staff

Timeline: 0 – 60 months (Ongoing)

3. Preparation for utilization of large diameter hose

Responsible: Operations Division Chief, Fire Chief, and Training Officer


4. Develop comprehensive set of pre-fire plans

Responsible: Fire Marshall and Staff Timeline: 24 – 60 months


Strategic Plan 2015

23

Goal: 1F

Collect data and make appropriate changes to positively affect the District’s ISO rating. O

bje

ctiv

es

1. Review the previous ISO Rating Summary Reports to identify opportunities to increase credits received

Responsible: Fire Chief, Operations Division Chief, and Fire Marshal


2. Determine which improvement opportunities can be implemented

Responsible: Fire Chief, Operations Division Chief, and Fire Marshal


3. Conduct a cost/benefit analysis for each of the improvement opportunities

Responsible: Fire Chief and Finance Manager


4. Implement improvement opportunities that will provide community benefit

Responsible: Fire Chief, Operations Division Chief, and Staff


5. Contact ISO to schedule a pre-rating discussion and set date for review


Desired Outcomes:

• Calls to the 911 center for instruction or direction from the public during times of emergency shall be reduced

• External assistance from other emergency service agencies shall be seamless from the time resources are dispatched until the time of post emergency when they are sent back to their jurisdiction

• Building inspections shall be performed on all identified target hazards in the jurisdiction

• The number of citations issued shall be reduced annually

• The number of people being exposed to public education shall increase annually


Strategic Plan 2015

24

Initiative 2 – Funding and Finance Financial services shall be provided in a manner that is in accordance with local, state, and federal requirements. These services will be benchmarked with industry best practices to ensure preferred business practices and economies of scale are maintained. The finance function should be completely transparent to internal and external customers.

Goal: 2A

Establish a Capital Improvement and Capital Replacement Plan to prepare for the future financial needs of the District, while maintaining transparency and fiscal responsibility.

Ob

ject

ives

1. Appoint Capital Replacement Committee


2. Appoint Capital Improvement Committee


3. Reflect recommendations in budget

Responsible: Finance Manager and Fire Chief


4. Develop financial forecasting tools to align with Strategic Plan

Responsible: CFO and Fire Chief Timeline: 24 – 60 months

Desired Outcomes:

• Planning and advisory input process will be developed to ensure annual budget planning includes internal and external stakeholder input

• The process shall meet public expectations, industry audit best practices, and the organization’s needs

• Capital items shall be purchased and put into service according to the plan and in a timely manner

• The life expectancy of the apparatus in the fleet will increase due to having a comprehensive capital replacement plan that is managed and monitored


Strategic Plan 2015

25

Initiative 3 – Planning Develop planning documents and tools that ensure the District has clear direction in the way they conduct the District’s business and deliver service to the community. Goal:

3A Establish the Strategic Planning document as a “living document” through proper adoption, implementation, and utilization

Ob

ject

ives

1. Board adoption of the Strategic Plan

Responsible: Fire Chief and Board of Directors


2. Review and discuss the intent of content of the plan with all internal stakeholders and the community through various means


3. Implement, utilize, and conduct periodic review of the Strategic Plan

Responsible: Fire Chief and Staff Timeline: 0 – 60 (Ongoing)

Goal: 3B

Develop an effective communication plan that meets the needs of all the internal and external stakeholders

Ob

ject

ive

s

1. Develop and adopt a process and policy for dissemination of information to internal and external stakeholders

Responsible: Fire Chief and Board of Directors


2. Identify appropriate means of communicating both formal and informal communications to internal and external stakeholders


Desired Outcomes:

• The strategic plan shall be adopted by the Board of Directors

• The strategic plan should be a working document that is discussed regularly at Board of Directors’ meetings, staff meetings, and during performance appraisal processes

• Through survey, the identification of “communication in the organization” should diminish as a weakness in the organization


Strategic Plan 2015

26

Initiative 4 – Craftsmanship and Leadership The Fire District will operate in a manner that will recognize clear standards of performance for all positions in the organization. Standards will be reasonable and developed in collaboration with the appropriate stakeholders. The organization shall encourage innovation and creativity in the manner they perform their duties.

Goal: 4A

Provide a comprehensive career development plan for career and volunteer members

Ob

ject

ives

1. Adopt and implement recruitment and retention task force recommendations

Responsible: Fire Chief, Operations Division Chief, and Volunteer Coordinator


2. Develop personalized training plan (with options) for all members

Responsible: Training Officer Timeline: 12 – 36 months

Goal: 4B

Enhance existing training program to ensure it meets the needs of the organization and the individual. The training must be needed, interesting , and fun, where practical

Ob

ject

ive

s

1. Evaluate the current training curriculum and schedule


2. Survey the membership to determined individual and group needs


3. Assess the status of each members’ training


4. Establish training plan for the organization and individuals



Strategic Plan 2015

27

Goal: 4C

Embrace organizational diversity by respecting the background, history, and tradition of the community and its demographics, while at the same time, acknowledging the need to make necessary change

Ob

ject

ives

1. Provide opportunities for people to be heard, which might include, but not necessarily be limited to, an organizational survey and individual and/or group interviews


2. Formerly review and discuss the Strategic Plan

Responsible: Fire Chief and All Members Timeline: 0 – 12 months

3. Develop a process to implement and review changes made in the organization for effectiveness and/or modification


Goal: 4D

Review current staff meeting practices and assess the possibility for more inclusion

Ob

ject

ive

s

1. Identify opportunities to include additional District members in team meetings on a trial basis


2. Develop a formal means of inviting members to participate in select portions of staff meetings on a trial basis


3. Evaluate the results of inclusion of select members participating in staff meetings and make a determination on future inclusion of specific personnel

Responsible: Fire Chief Timeline: 6 –9 months

Desired Outcomes:

• Establish regular formal and informal opportunities for the sharing of information and feedback from the membership

• Expand the staff meetings to include additional persons

• The satisfaction level of training within the organization shall improve within one year


Strategic Plan 2015

28

Initiative 5 – Staffing

Address the immediate and long-term staffing needs of the District. These resources will be allocated in a manner that ensures transparency, maximum effectiveness, and efficiency.

Goal: 5A

Develop and implement an effective plan for the recruitment and retention of volunteers

Ob

ject

ives

1. Establish an internal recruitment and retention committee

Responsible: Fire Chief, Operations Division Chief, and Volunteer Coordinator


2. Establish minimum/maximum volunteer levels for the District, based on state law and industry best practices



3. Identify effective means of contacting potential target pools in the community

Responsible: Volunteer Coordinator Timeline: 24 – 36 months

4. Utilize technologies including social media/networks to increase community outreach

Responsible: Volunteer Coordinator Timeline: 0 – 60 (Ongoing)

5. Develop partnerships with local, state, and national organizations to increase awareness of methods and best practices utilized to enhance recruitment efforts

Responsible: Volunteer Coordinator Timeline: 0 – 60 (Ongoing)

Goal: 5B

Identify alternative roles for volunteer members that allow them to contribute and be successful in areas they have a passion for, and are trained and capable of doing

Ob

ject

ive

s

1. Appoint a committee to identify alternative roles and responsibilities that volunteers could be utilized to perform

Responsible: Operations Division Chief and Volunteer Coordinator


2. Develop plan to implement the recommendations of the committee

Responsible: Operations Division Chief and Volunteer Coordinator


3. Review, approve, and implement the plan




Strategic Plan 2015

29

Goal: 5C

Ensure that the functional organizational structure of the Fire District is set appropriately to meet the needs of the organization and community

Ob

ject

ives

1. Review and update the roles and responsibilities for each position in the District

Responsible: Fire Chief and Human Resources Manager


2. Review and update all job descriptions

Responsible: Fire Chief and Human Resources Manager


Goal: 5D

Prepare District personnel for future leadership needs

Ob

ject

ive

s

1. Identify and develop internal people with the potential to fill key leadership positions in the District

Responsible: Fire Chief and Staff Timeline: 24 – 36 months

2. Create a formal officer development program

Responsible: Operations Division Chief and Training Officer


Desired Outcomes:

• A staffing plan shall be developed that identifies the number and qualifications of personnel needed, by position, to deliver services in accordance with adopted performance standards

• Special functions for non-combat volunteers shall be identified to ensure there is a “place and function” for all those who have a desire to contribute to the organization

• The staffing plan will be implemented to maximize the use of human resources in the organization

• All members will have a working understanding of their current role in the organization as well as what might be their future potential opportunities


Strategic Plan 2015

30

Implementation Methodology

“The three major keys to successful strategic planning and implementation are commitment, credibility,

and communication.”1 These three critical elements are best addressed by appropriate prioritization and

completion of objectives, consistently seeking and utilizing input from SVFR members, and

communicating the plan’s status on a consistent basis, while measuring compliance for the established

timelines.

1 Ahoy, Chris, Associate Vice President of Facilities Planning & Management, Iowa State University, September 1998.

Siuslaw Valley Fire and Rescue Strategic Plan 2015

31

Timeline

This timeline is a visible representation of our work over the next three to five years.

Objective 0 to 3

months 0 to 6

months 6 to 9

months 0 to 12 months

12 to 18 months

12 to 24 months

24 to 36 months

24 to 48 months

24 to 60 months

Objective 1A.1 – Develop the ability to obtain and utilize reliable data

Objective 1A.2 – Utilize data and best practices to establish response time goals and standards

Objective 1A.3 – Utilize data and best practices to determine appropriate staffing levels

Objective 1A.4 – Utilize data and industry best practices to determine optimum station locations

Objective 1A.5 – Utilize industry best practices to establish and update appropriate mutual aid, automatic aid, and cooperative service agreements to meet adopted response goals and standards

Objective 1A.6 – Budget necessary funds to hire expertise to assist the development of the SOC and Deployment Plan

Objective 1A.7 – Develop, adopt, publish, and implement the SOC and Deployment Plan

Objective 1B.1 – Hire expertise to assist in the development of an EOP

Objective 1B.2 – Continue participation in the regional process

Objective 1B.3 – Support the facilitator’s efforts

Objective 1B.4 – Review draft plan

Objective 1B.5 – Adopt regional disaster plan

Objective 1C.1 – Begin the update process with County Emergency Manager

Objective 1C.2 – Continued participation in the regional process

Objective 1C.3 – Support the Lane County Emergency Manager’s efforts

Objective 1C.4 – Review draft plan update

Objective 1C.5 – Adopt updated plan

Objective 1D.1 – Enhance the working relationship with West Lane Ambulance (WLA and other local EMS providers) through coordinated joint training and shared volunteers


32

Objective 0 to 3

months 0 to 6

months 6 to 9


12 to 18 months

12 to 24 months

24 to 36 months

24 to 48 months

24 to 60 months

Objective 1D.2 – Enhance the current CERT program (review current components, and provide regular training and education)

Objective 1D.3 – Improve mutual aid efforts with surrounding fire departments by identifying need and functions and provide periodic training and exercises

Objective 1D.4 – Continue working with surrounding agencies to improve current performance (WLEOG, ARIS/RACIES, U.S. Coast Guard, ODF, USFS, Lane County, Sheriff’s Department, City of Florence, OSP, and ODOT)

Ongoing

Objective 1E.1 – Continue current programs (code enforcement, public education, fire investigations, and plan review)

Ongoing

Objective 1E.2 – Integrate technology to enhance emergency and support operations Ongoing

Objective 1E.3 – Preparation for utilization of large diameter hose

Objective 1E.4 – Develop comprehensive set of pre-fire plans

Objective 1F.1 – Review the previous ISO Rating Summary Reports to identify opportunities to increase credits received

Objective 1F.2 – Determine which improvement opportunities can be implemented

Objective 1F.3 – Conduct a cost/benefit analysis for each of the improvement opportunities

Objective 1F.4 – Implement improvement opportunities that will provide community benefit

Objective 1F.5 – Contact ISO to schedule a pre-rating discussion and set date for review

Objective 2A.1 – Appoint Capital Replacement Committee

Objective 2A.2 – Appoint Capital Improvement Committee

Objective 2A.3 – Reflect recommendations in budget

Objective 2A.4 – Develop financial forecasting tools to align with Strategic Plan

Objective 3A.1 – Board adoption of Strategic Plan

Objective 3A.2 – Review and discuss the intent of content of the plan with all internal stakeholders and the community through various means

Objective 3A.3 – Implement, utilize, and conduct periodic review of the Strategic Plan Ongoing

Objective 3B.1 – Develop and adopt a process and policy for dissemination of information to internal and external stakeholders


33

Objective 0 to 3

months 0 to 6

months 6 to 9


12 to 18 months

12 to 24 months

24 to 36 months

24 to 48 months

24 to 60 months

Objective 3B.2 – Identify appropriate means of communicating both formal and informal communications to internal and external stakeholders

Objective 4A.1 – Adopt and implement recruitment and retention task force recommendations

Objective 4A.2 – Develop personalized training plan (with options) for all members

Objective 4B.1 – Evaluate the current training curriculum and schedule

Objective 4B.2 – Survey the membership to determine individual and group needs

Objective 4B.3 – Assess the status of each members’ training

Objective 4B.4 – Establish training plan for the organization and individuals

Objective 4C.1 – Provide opportunities for people to be heard, which might include, but not necessarily be limited to, an organizational survey and individual and/or group interviews

Objective 4C.2 – Formerly review and discuss the Strategic Plan

Objective 4C.3 – Develop a process to implement and review changes made in the organization for effectiveness and/or modification

Objective 4D.1 – Identify opportunities to include additional District members in team meetings on a trial basis

Objective 4D.2 – Develop a formal means of inviting members to participate in select portions of staff meetings on a trial basis

Objective 4D.3 – Evaluate the results of inclusion of select members participating in staff meetings and make a determination on future inclusion of specific personnel

Objective 5A.1 – Establish an internal recruitment and retention committee

Objective 5A.2 –Establish minimum/maximum volunteer levels for the District, based on state law and industry best practices

Objective 5A.3 – Identify effective means of contacting potential target pools in the community

Objective 5A.4 – Utilize technologies including social media/networks to increase community outreach

Ongoing

Objective 5A.5 – Develop partnerships with local, state, and national organizations to increase awareness of methods and best practices to enhance recruitment efforts

Ongoing

Objective 5B.1 – Appoint a committee to identify alternative roles and responsibilities that volunteers could be utilized to perform

Objective 5B.2 – Develop plan to implement the recommendations of the committee


34

Objective 0 to 3

months 0 to 6

months 6 to 9


12 to 18 months

12 to 24 months

24 to 36 months

24 to 48 months

24 to 60 months

Objective 5B.3 – Review, approve, and implement the plan

Objective 5C.1 – Review and update the roles and responsibilities for each position in the District

Objective 5C.2 – Review and update all job descriptions

Objective 5D.1 – Identify and develop internal people with the potential to fill key leadership positions in the District

Objective 5D.2 – Create a formal officer development program


35

Strategic Initiative Explanation Objective Who’s Responsible? Timeline Status

Appendix A – Quarterly Score Card and Update Worksheet

Siuslaw Valley Fire and Rescue Strategic Business Plan Implementation Quarterly Score Card and Update

Implementation Timeline Status: On Target– Delayed or Deferred – Not Currently On Target

Fiscal Year 20__/__ Month Year (Q__)


36

Appendix B – Committee Objective Weighting Tool

Objectives Notes

Benefit To SVFR

1 = No Clear Benefit

2 = Possible Benefit

3 = Clear Benefit

4 = Absolute Benefit

Feasibility

1 = Not Sure It Can Be Done

2 = Can Be Done, but Need Resources/Staff

3 = Have Resources, but Not Staff

4 = Have Staff, but Not Resources

5 = Have Resources and Staff

6 = Already Started/Will be Done

Perceived Need

1 = Little or No Need

2 = Some Need

3 = Nominal Need

4 = Strong Need

5 = Absolute Need

Fiscal/Funding

1 = No Funds Identified

2 = Need Substantial Funds

3 = Realign Budget to Find Funding

4 = Currently Funded

5 = Saves District Money

Total:

Comments:


Strategic Plan 2015

37

Appendix C – Operational Plan Worksheet

Initiative: Managing Chief: Committee Lead:

District Program: District Program Manager:

Goal:

Objective:

# Task Responsible

Party Start Date

Completion Date

Cost Estimate

Comments

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15


Strategic Plan 2015

38

Appendix D – Exception Report

Initiative: Managing Chief:

Committee Lead:

District Program:

District Program Manager:

Goal:

Objective:

# Task Responsible

Party Start Date

Completion Date

Comments/Update Reason for Non-Completion

1

2

3

4

5

6

7

8

9

10

11

12

13

14


Strategic Plan 2015

39

15

Siuslaw Valley Fire and Rescue Oregon...Siuslaw Valley Fire and Rescue Strategic Plan 2015 2 Local...

Documents

Transcript of Siuslaw Valley Fire and Rescue Oregon...Siuslaw Valley Fire and Rescue Strategic Plan 2015 2 Local...