Siuslaw Valley Fire and Rescue Oregon - Strategic Plan 2015 2020 - Siuslaw Valley Fire & Rescue

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Siuslaw Valley Fire and Rescue Oregon - Strategic Plan 2015 2020 - Siuslaw Valley Fire & Rescue
Siuslaw Valley Fire and Rescue
                       Oregon

     Strategic Plan 2015 – 2020
Siuslaw Valley Fire and Rescue Oregon - Strategic Plan 2015 2020 - Siuslaw Valley Fire & Rescue
Siuslaw                Valley              Fire             and              Rescue

                                                                                                                                     Strategic Plan 2015
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

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Siuslaw Valley Fire and Rescue Oregon - Strategic Plan 2015 2020 - Siuslaw Valley Fire & Rescue
Siuslaw         Valley       Fire       and           Rescue

                                                                                          Strategic Plan 2015
  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
                                                             Woody Woodbury, Local Business Owner
                Canary Road Resident
                                                               Robin E. Mills, Dunes City Resident and
       Jamie Mills, Dunes City Council Member
                                                                     Retired Law Enforcement
  Frank Nulty, CERT Coordinator and Local Resident           Connie Bradley, Sutton Lake Area Resident
                                                            Kevin McMullen – Local Business Owner and
         Tony Phillips, Local Business Owner
                                                                   Former SVFR Board Member
      Chantelle Meyer, Siuslaw News Paper and                 Ave Bernard – Local Business Owner and
                    Local Resident                                    Florentine Home Owner
      Bill Brown, Clear Lake Road Resident and                  Cal Applebee, Florence Chamber of
                 Retired Fire Service                                   Commerce Director
           Mike Webb, WLA Board President                        Rebecca Ruede, Dunes City Mayor
            Matt House, WLA Supervisor                       Fred Hilden, Dune City Administrator and

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Siuslaw Valley Fire and Rescue Oregon - Strategic Plan 2015 2020 - Siuslaw Valley Fire & Rescue
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                                                                                          Strategic Plan 2015
                                                                          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.

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Siuslaw Valley Fire and Rescue Oregon - Strategic Plan 2015 2020 - Siuslaw Valley Fire & Rescue
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                                                                                        Strategic Plan 2015
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.

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                        Strategic Planning Process
               •   Review organizational background
                                                                                        Vision
               •   Define services provided to the community
               •   Establish community service priorities                    To assist our community and
               •   Identify community expectations and                     visitors with a situation they are
                   concerns                                                 unable to handle on their own
               •   Develop a vision for the future                         with a team that is well trained,
               •   Develop a mission statement                                   equipped, and caring.
               •   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                                  Mission
                          organization
               •   Identify the major categories affecting the
                                                                                 We proudly serve our
                   organizations’ potential to achieve success             community and visitors through
               •   Create goals that address the strategic                   safe, efficient, and effective
                   initiatives
                                                                            delivery of emergency services
               •   Create objectives that accomplish the goals
                                                                             supported by aggressive fire
               •   Establish timelines for each objective
                                                                           prevention and public education.
               •   Develop organizational performance
                   measures to gauge progress and desired
                   outcomes

    Guiding Principles
                   • Respect of Community and
munication           Members
                   • Teamwork
                   • Fiscally Responsible

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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.

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                                      Figure 1: Citizen Service Priorities

                                       Low Priority                                                  High Priority
                                          0    1        2         3      4           5          6    7          8        9

                    Fire Suppression                                                                            7.81
                  Search and Rescue                                                        5.38
              Disaster Preparedness                                                       5.25
      Emergency Medical Response                                                         5.00
                     Fire Prevention                                                 4.88
    Hazardous Materials Mitigation                                            4.00
                       Water Rescue                                   3.50
                   Public Assistance                                  3.38
              Community Education                                 2.88
                   Code Compliance                         1.81

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

                                      0                5                 10                     15                  20

              Too Much Emphasis           0

            Appropriate Emphasis                                                                     16

               Too Little Emphasis        0

                                Figure 3: Citizen Ranking of Staffing Levels

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               0       2             4            6          8         10

 Overstaffed       0

 Appropriate                                                       9

Understaffed                                           7

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                  Figure 4: Citizen Ranking of Response Levels

                         0                 5                10                      15

       Too Slow/Light            2

          Appropriate                                                              14

            Too Heavy        0

                  Figure 5: Citizen Ranking of Response Levels

                         0            5           10               15               20

            Expensive        0

          Appropriate                                                   16

Adopt New Fiscal Tools       0

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    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
                                                         0    2   4        6     8       10        12    14        16        18

New Chief Moving Dept. Forward in Positive Direction                                                                    16

                                  Current Volunteers                                                          14

                           Quality Board of Directors                                                         14

                            Community Involvement                                                             14

                     Condition of Existing Equipment                                                     13

                 Support of Fire Dept. by Community                                           10

                                    GMRS Radio Net                                            10

                          Professionalism of All Staff                                   9

                                Good Response Time                                       9

       Quality of Education Programs for Community                                   8

                                     Strong Tax Base                       5

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                                                                                           Strategic Plan 2015
   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

                                                   0       2     4      6     8      10   12        14        16        18

                         Disaster Preparedness                                                                     16

               Quick Response/Put out the Fire                                                                15

 Adequate Services Funding/Responsible w/Tax
                                                                                                              15
                   Revenue

   Safe, Professional, Well Trained, & Equipped                                                          14

Fire Prevention, Education, Community Safety &
                                                                                                         14
                  Involvement

              Maintain Coverage of Fire District                                                    13

                                        Rescue                                                 12

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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

                                                   0     2   4     6      8   10        12        14     16        18

               Recruit and Maintain Volunteers                                                                16

                            Funds Management                                                                  16

      Structured Integrity of Station and Equip.                                             12

                       Training to Highest Level                                   10

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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”

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                                                                                               Strategic Plan 2015
 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

                                             0     1          2    3        4          5       6        7        8

Dedicated, Hardworking, Quality People                                                                      7

Well Maintained Facility and Equipment                                                                      7

          Collective Experience of Staff                                                           6

                    Community Support                                                              6

                       Financial Stability                                                 5

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                                  Figure 10: Volunteers’ Ranked Strengths

                                                        0       5      10         15          20       25            30        35

Personnel (Like Family, Wide Variety of Knowledge)                                                                        30
                             Budget (Well Financed)                                                                       30
                                Community Support                                                                         30
                                           Apparatus                                                                 29
             Variety of Calls (Sand, Water, Medical)                                               22
                     Training (types, opportunities)                         10

 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
                                                    0       1   2      3          4       5        6         7        8

                                Lack of Planning                                                                 7
                              Lack of Volunteers                                                                 7
                            Volunteer Retention                                                                  7
                                Communication                                                          6
                                         Training                                             5
      Internal Controversy/Change Acceptance                                                  5

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                        Figure 12: Volunteers’ Ranked Weaknesses
                                        0       5     10       15   20      25         30        35

                     Communication                                                          30
             Morale/Trust/Credibility                                                    29
Expectation Beyond Volunteer's Scope                                                   28
       Resistance to Change/Too Fast                                              26
              Leadership Consistency                                             25
                  Micromanagement                            12

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    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
                                       0       1          2      3            4       5         6          7              8

            Technology/Innovation                                                                               7

       Training Facilities Expansion                                                                            7

         Career Advancement/Dev.                                                                                7

Strategic Partnerships/Coop. Efforts                                                      5

          Increase Operations Staff                                  3

                                 Figure 14: Volunteers’ Ranked Opportunities
                                                          0      5            10     15        20         25             30

                 Ability to Direct Career Advancement                                                          25
Paid/Staff & Volunteer (Redefine Roles/Responsibility)                                                    23
                                Training - Community                                                 21
                                   Training - In House                                               21
                                           Regain Trust                                        19
                            Input on Continuing Basis                                     15

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   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
                                                            0   1      2            3          4             5          6        7             8

                   Not Enough Volunteers to Respond                                                                                   7
                 New Leadership/Change Acceptance                                                                                     7
                                              Wild Fire                                                                               7
                          Communication at all Levels                                                                       6
                            Moving Past Internal Strife                                             4
Apparatus, Equip. Replace/Station Location & Funding                                                4
                              Retirement (Key People)                                   3

                                   Figure 16: Volunteers’ Ranked Challenges
                                                          0     5      10               15          20             25           30             35

                                             Retention                                                                               30
                          Response (Number of Crew)                                                                             29
Educate Community of Services Provided/Not Provided)                                                             22
                                       Communication                                                    19
                                          GPS vs Maps                                                   19
                         Fun/Trust Between Members                                                 17
        Junior & Senior Firefighters/Officer (Succession…                                     16
    Balance of Paid Staff/Vol. to Meet Response Needs                          10
      Training and Performance Standards (Fun/Trust)                       9

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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.

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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.

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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:
           Develop an SOC and Deployment Plan
   1A

                    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
                                                                 Timeline: 24 – 36 months
                             Chief, and Staff

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

                Responsible: Fire Chief and Operations
                                                                 Timeline: 24 – 36 month
                             Division Chief
   Objectives

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

                Responsible: Fire Chief and Operations
                                                                 Timeline: 24 – 36 months
                             Division Chief
                    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

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                                                                                                Strategic Plan 2015
Goal:
              Create, adopt, and implement Emergency Operations Plan (EOP)
 1B
                  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
 Objectives

                  3.   Support the facilitator’s efforts

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

                  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:
              Update, Adopt and Implement the Regional Natural Hazards Mitigation Plan
 1C
                  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
 Objectives

                  3.   Support the Lane County Emergency Manager’s efforts

              Responsible: Fire Chief and WLEOG                Timeline 12 – 24 months

                  4.   Review draft plan update

              Responsible: Fire Chief and WLEOG                Timeline 12 – 24 months

                  5.   Adopt Updated Plan

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

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                                                                                                   Strategic Plan 2015
Goal:
              Maximize Strategic Partnerships
 1D
                  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
                                                             Timeline: 12 –24 months
                           Training Officer
                  2. Enhance the current CERT program (review current components, and provide regular training
                      and education)
              Responsible: Cert. Coordinator and Fire
 Objectives

                                                             Timeline: 12 –24 months
                           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
                                                             Timeline: 24 – 48 months
                           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)
              Responsible: Fire Chief and Operations
                                                             Timeline: 0 – 60 (Ongoing)
                           Division Chief
Goal:
              Fire Prevention/Public Education
 1E
                  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
 Objectives

              Responsible: Operations Division Chief,
                                                              Timeline: 0 – 60 months (Ongoing)
                           Training Officer, and Staff
                  3.   Preparation for utilization of large diameter hose
              Responsible: Operations Division Chief, Fire
                                                              Timeline: 24 – 60 months
                           Chief, and Training Officer
                  4.   Develop comprehensive set of pre-fire plans

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

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                                                                                                    Strategic Plan 2015

Goal:
               Collect data and make appropriate changes to positively affect the District’s ISO rating.
 1F
                   1.  Review the previous ISO Rating Summary Reports to identify opportunities to increase credits
                       received
               Responsible: Fire Chief, Operations Division
                                                            Timeline: 0 –12 months
                            Chief, and Fire Marshal
                   2.   Determine which improvement opportunities can be implemented
               Responsible: Fire Chief, Operations Division
                                                              Timeline: 0 – 12 months
                            Chief, and Fire Marshal
  Objectives

                   3.   Conduct a cost/benefit analysis for each of the improvement opportunities
               Responsible: Fire Chief and Finance
                                                              Timeline: 0 – 12 months
                            Manager
                   4.   Implement improvement opportunities that will provide community benefit
               Responsible: Fire Chief, Operations Division
                                                              Timeline: 12 – 24 months
                            Chief, and Staff
                   5.   Contact ISO to schedule a pre-rating discussion and set date for review

               Responsible: Fire Chief                        Timeline: 24 – 36 months
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

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                                                                                                  Strategic Plan 2015

                                            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: Establish a Capital Improvement and Capital Replacement Plan to prepare for the future financial
  2A     needs of the District, while maintaining transparency and fiscal responsibility.
                   1.   Appoint Capital Replacement Committee

               Responsible: Fire Chief                         Timeline: 0 – 12 months

                   2.   Appoint Capital Improvement Committee
  Objectives

               Responsible: Fire Chief                         Timeline: 0 – 12 months

                   3.   Reflect recommendations in budget
               Responsible: Finance Manager and Fire
                                                               Timeline: 12 – 24 months
                            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

                                                                                                                  24
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                                                                                                    Strategic Plan 2015
                                                   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: Establish the Strategic Planning document as a “living document” through proper adoption,
  3A      implementation, and utilization
                   1.   Board adoption of the Strategic Plan
               Responsible: Fire Chief and Board of
                                                            Timeline: 0 – 3 months
                            Directors
  Objectives

                   2. Review and discuss the intent of content of the plan with all internal stakeholders and the
                       community through various means
               Responsible: Fire Chief                         Timeline: 0 – 12 months

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

               Responsible: Fire Chief and Staff               Timeline: 0 – 60 (Ongoing)
Goal:          Develop an effective communication plan that meets the needs of all the internal and external
 3B            stakeholders
                   1. Develop and adopt a process and policy for dissemination of information to internal and
                       external stakeholders
  Objectives

               Responsible: Fire Chief and Board of
                                                           Timeline: 0 – 12 months
                            Directors
                   2. Identify appropriate means of communicating both formal and informal communications to
                       internal and external stakeholders
               Responsible: Fire Chief                         Timeline: 12 – 24 months
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

                                                                                                                    25
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                                                                                                 Strategic Plan 2015
                                      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:
               Provide a comprehensive career development plan for career and volunteer members
 4A
                   1.   Adopt and implement recruitment and retention task force recommendations
               Responsible: Fire Chief, Operations Division
  Objectives

                            Chief, and Volunteer               Timeline: 0 – 12 months
                            Coordinator
                   2.   Develop personalized training plan (with options) for all members

               Responsible: Training Officer                   Timeline: 12 – 36 months
Goal:          Enhance existing training program to ensure it meets the needs of the organization and the
 4B            individual. The training must be needed, interesting , and fun, where practical
                   1.   Evaluate the current training curriculum and schedule

               Responsible: Training Officer                   Timeline: 12 – 24 months

                   2.   Survey the membership to determined individual and group needs
  Objectives

               Responsible: Training Officer                   Timeline: 12 – 24 months

                   3.   Assess the status of each members’ training

               Responsible: Training Officer                   Timeline: 12 – 36 months

                   4.   Establish training plan for the organization and individuals

               Responsible: Training Officer                   Timeline: 24 – 36 months

                                                                                                                  26
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                                                                                                      Strategic Plan 2015
               Embrace organizational diversity by respecting the background, history, and tradition of the
Goal:
               community and its demographics, while at the same time, acknowledging the need to make
 4C
               necessary change
                   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
               Responsible: Fire Chief                        Timeline: 0 – 12 months
  Objectives

                   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
               Responsible: Fire Chief                        Timeline: 12 – 24 months
Goal:
               Review current staff meeting practices and assess the possibility for more inclusion
 4D
                   1.   Identify opportunities to include additional District members in team meetings on a trial basis

               Responsible: Fire Chief                        Timeline: 0 – 6 months
  Objectives

                   2.   Develop a formal means of inviting members to participate in select portions of staff meetings
                        on a trial basis
               Responsible: Fire Chief                        Timeline: 0 – 6 months
                   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

                                                                                                                          27
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                                                                                                   Strategic Plan 2015
                                                 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:
       Develop and implement an effective plan for the recruitment and retention of volunteers
 5A

                  1.   Establish an internal recruitment and retention committee
              Responsible: Fire Chief, Operations Division
                           Chief, and Volunteer            Timeline: 12 – 24 months
                           Coordinator
                  2. Establish minimum/maximum volunteer levels for the District, based on state law and industry
                      best practices
              Responsible: Fire Chief and Operations
                                                           Timeline: 12 – 24 months
                           Division Chief
 Objectives

                  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:         Identify alternative roles for volunteer members that allow them to contribute and be successful in
 5B           areas they have a passion for, and are trained and capable of doing
                  1. Appoint a committee to identify alternative roles and responsibilities that volunteers could be
                       utilized to perform
              Responsible: Operations Division Chief and
                                                             Timeline: 0 – 12 months
                            Volunteer Coordinator
 Objectives

                  2.   Develop plan to implement the recommendations of the committee
              Responsible: Operations Division Chief and
                                                             Timeline: 12 – 24 months
                           Volunteer Coordinator
                  3.   Review, approve, and implement the plan
              Responsible: Fire Chief and Operations
                                                             Timeline: 24 – 60 months
                           Division Chief

                                                                                                                       28
Siuslaw          Valley         Fire         and          Rescue

                                                                                                        Strategic Plan 2015
Goal:          Ensure that the functional organizational structure of the Fire District is set appropriately to meet
 5C            the needs of the organization and community

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

               Responsible: Fire Chief and Human
  Objectives

                                                                Timeline: 12 – 24 months
                            Resources Manager

                   2.   Review and update all job descriptions

               Responsible: Fire Chief and Human
                                                                Timeline: 12 – 24 months
                            Resources Manager
Goal:
               Prepare District personnel for future leadership needs
 5D
                   1.   Identify and develop internal people with the potential to fill key leadership positions in the
                        District
  Objectives

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

                   2.   Create a formal officer development program

               Responsible: Operations Division Chief and
                                                                Timeline: 24 – 48 months
                            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

                                                                                                                          29
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                                                                                                  Strategic Plan 2015
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.

                                                                                                                  30
Siuslaw Valley Fire and Rescue
                                                                                                                                                                                           Strategic Plan 2015

Timeline
This timeline is a visible representation of our work over the next three to five years.
                                                                                                       0 to 3    0 to 6    6 to 9   0 to 12   12 to 18   12 to 24   24 to 36   24 to 48        24 to 60
                                                  Objective
                                                                                                       months   months    months    months    months     months     months     months          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

                                                                                                                                                                                                            31
Siuslaw Valley Fire and Rescue
                                                                                                                                                                                           Strategic Plan 2015

                                                                                                       0 to 3    0 to 6    6 to 9   0 to 12   12 to 18   12 to 24   24 to 36   24 to 48        24 to 60
                                               Objective
                                                                                                       months   months    months    months    months     months     months     months          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                                                  Ongoing
Florence, OSP, and ODOT)
Objective 1E.1 – Continue current programs (code enforcement, public education, fire investigations,                                          Ongoing
and plan review)
                                                                                                                                              Ongoing
Objective 1E.2 – Integrate technology to enhance emergency and support operations

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

                                                                                                                                                                                                            32
Siuslaw Valley Fire and Rescue
                                                                                                                                                                                             Strategic Plan 2015

                                                                                                         0 to 3    0 to 6    6 to 9   0 to 12   12 to 18   12 to 24   24 to 36   24 to 48        24 to 60
                                               Objective
                                                                                                         months   months    months    months    months     months     months     months          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
                                                                                                                                                Ongoing
outreach
Objective 5A.5 – Develop partnerships with local, state, and national organizations to increase
                                                                                                                                                Ongoing
awareness of methods and best practices to enhance recruitment efforts
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

                                                                                                                                                                                                              33
Siuslaw Valley Fire and Rescue
                                                                                                                                                                                          Strategic Plan 2015

                                                                                                      0 to 3    0 to 6    6 to 9   0 to 12   12 to 18   12 to 24   24 to 36   24 to 48        24 to 60
                                              Objective
                                                                                                      months   months    months    months    months     months     months     months          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

                                                                                                                                                                                                           34
Siuslaw Valley Fire and Rescue
                                                                                                                                                                                          Strategic Plan 2015

Appendix A – Quarterly Score Card and Update Worksheet                                                                                                                              Fiscal Year 20__/__
                                                                                                                                                                                     Month Year (Q__)
                                                                                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
            Strategic Initiative                         Explanation                                               Objective                              Who’s Responsible?   Timeline Status

                                                                                                                                                                                                           35
Siuslaw Valley Fire and Rescue
                                                             Strategic Plan 2015

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:

                                                                              36
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                                                                                                                         Strategic Plan 2015
Appendix C – Operational Plan Worksheet
Initiative:                                  Managing Chief:                                     District Program:

                                             Committee Lead:                                     District Program Manager:

Goal:

Objective:

                                       Responsible              Start   Completion            Cost
 #              Task                                                                                                 Comments
                                          Party                 Date      Date              Estimate
 1
 2
 3
 4
 5
 6
 7
 8
 9
 10
 11
 12
 13
 14
 15

                                                                                                                                         37
Siuslaw                       Valley                Fire                and                      Rescue

                                                                                                                     Strategic Plan 2015
Appendix D – Exception Report
Initiative:                               Managing Chief:                                  District Program:

                                          Committee Lead:                                  District Program Manager:
Goal:

Objective:

                                Responsible           Start            Completion
 #              Task                                                                Comments/Update           Reason for Non-Completion
                                   Party              Date               Date
 1

 2

 3

 4

 5

 6

 7

 8

 9

 10

 11

 12

 13

 14

                                                                                                                                     38
Siuslaw   Valley   Fire   and               Rescue

                                     Strategic Plan 2015
15

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