HomeMy WebLinkAboutItem #06 Approval of the Fire Department’s 2017-2021 Strategic Plan ocoee
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AGENDA ITEM COVER SHEET
Meeting Date: March 7, 2017
Item # �p
Reviewed By: / ,/�
Contact Name: John Miller, Fire Chief Department Director: ,
Contact Number: 407-905-3140 City Manager: Mr/r���
Subject: Approval of the Fire Department's 2017-2021 Strategic Plan
Background Summary:
As part of the Ocoee Fire Departments effort for continuous improvement, the organization has
completed a strategic plan for the years 2017-2021. The Strategic Plan not only provides clear
direction for the organization and it members, but also satisfies a major requirement in the Fire
Department accreditation process.
Issue:
As part of the accreditation process the Ocoee Fire Department must create a strategic plan, which is
then submitted and approved by the City of Ocoee Commission. Once approved, the 2017-2021
Strategic Plan would then be published on the Ocoee Fire Department website.
Recommendations
Staff recommends approving the Ocoee Fire Departments 2017-2021 Strategic Plan.
Attachments:
Ocoee Fire Departments Strategic Plan 2017-2021
Financial Impact:
There is no financial impact.
Type of Item: (please mark with an x')
Public Hearing For Clerk's Dept Use:
Ordinance First Reading Consent Agenda
Ordinance Second Reading Public Hearing
Resolution Regular Agenda
Commission Approval
Discussion&Direction
Original Document/Contract Attached for Execution by City Clerk
Original Document/Contract Held by Department for Execution
Reviewed by City Attorney N/A
Reviewed by Finance Dept. N/A
Reviewed by 0 N/A
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Introduction
The Ocoee Fire Department is a City fire department which provides emergency services and
hazard mitigation in the form of fire suppression, advanced life support, operation and
technical-level rescue, and awareness level hazardous materials response. In addition to
traditional emergency response services the Ocoee Fire Department also provides fire
prevention, public education, disaster preparedness, and emergency management. The Ocoee
Fire Department strives to maintain the high level of professionalism and be recognized as a
premier organization. As part of a continuous evaluation of the services that the Ocoee Fire
Department provides to the community, the organization is pursing accreditation through the
Commission on Fire Accreditation International (CFAI).
When developing this strategic plan the Ocoee Fire Department is committed to having a
community-driven strategic plan based on both internal and external stakeholder input.
Internal input is gathered through department member surveys, meetings, and SWOT analyses
and external input is gathered through leadership meetings with city officials, citizens,
businesses, faith based organizations, and surveys. This plan was written in accordance with the
guidelines set forth in the CFAI Fire & Emergency Service Self-Assessment Manual (9th ed.) and
is intended to serve as a guide for the organization.
Center for Public Safety Excellence (CPSE) utilizes a community-driven strategic planning
process to accomplish more than just the development of a document. The process has
challenged the Ocoee Fire Department to evaluate critical aspects of the organization which
had been overlook or neglected for many years including the mission, core values, and future
vision. In addition to providing members with an opportunity to participate in the development
of long-term goals, the process has create and visible improvement in the personnel's pride in
the organization. The participants of the department's External and Internal Stakeholders
Groups showed excellent teamwork and professionalism in committing to this important
process.
The Ocoee Fire Department's mission clearly identifies revised mission and core values based
on the input from external and internal stakeholders. Further, a renewed vision for the
department has been established which clearly identifies obtainable goals, objective, and
strategies that will allow the Ocoee Fire Department to realize its vision.
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Contents
Organizational Background 4
Organizational Structure 5
Definition of a Community Driven Strategic Plan 6
What is a Strategic Plan? 6
The Community-Driven Strategic Planning Process Outline 7
Where Does the Community Fit into the Strategic Planning Process? 8
Process &Acknowledgements 9
Community Group Findings 10
Community Priorities 10
Community Expectations 11
Areas of Community Concern 12
Mission 15
Values 15
Programs & Services 16
Internal Stakeholders Group Findings 17
S.W.O.T Analysis 18
Strengths 19
Weaknesses 19
Opportunities 20
Threats 21
Critical Issues& Service Gaps 22
Goals & Objectives 23
Vision 30
Performance Measures 31
Success of the Strategic Plan 32
Glossary of Terms, Acronyms, & Initialisms 33
Work Cited 35
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Organizational Background
The City of Ocoee is a municipal corporation of the State of Florida operating under a
commission/manager form of government. Located in Central Florida, approximately 2 miles
west of Orlando,the City of Ocoee encompasses approximately 15 square miles. Ocoee is the
home of approximately 40,170 residents.
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The Ocoee Fire Department was established in 1925 by community volunteers. The first fire
station built in Ocoee opened in 1957 and was located on W. McKey Street. The fire department
consisted of local volunteers with "Frog" Vandergrift as Fire Chief. The first fire engine was
built by Harold Maguire, a local resident. The engine was an open cab with a front bumper-
mounted pump on a Chevrolet chassis. The unit remained in service until 1960 when the first
commercial fire engine was purchased.
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Just as the City has seen a steady growth in development and population so have the fire
departments call load. Currently the Ocoee Fire Department will respond to over 6,000 calls for
service annually. Today, fire department has 50 uniformed personnel who operate out of four fire
stations strategically located throughout city to provide the community with the fastest and safest
emergency response. Housed in the four stations are three Advanced Life Support(ALS) engine
companies, one ALS Rescue Unit, one Battalion Chief, Marine Rescue Unit, Brush Truck, Water
Tanker, along with a compliment of reserve apparatus.
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Organizational Structure
City of Ocoee Fire Department
Organizational Chart
Fire Chief oRE
John Miller
Chief Administrative
Assistant RBSC6
IDeputy Fire Chief I
Fire Marshal I Administrative
IFire Inspector I EMS/Training Officer
Battalion Chief Battalion Chief Battalion Chief
A-Shift B-Shift C-Shift
Lieutenant(4) I Lieutenant(4) I Lieutenant(4) I
Engineers (3) Engineers (3) Engineers(3)
Firefighters(13) Firefighters (13) Firefighters(13)
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Definition of a Community Driven Strategic Plan
The modern fire service has had to face an increase in demand for service while at the same time
competing for shrinking resources. Fire service organizations must be creative in accomplishing
the public demands of specific goals, objectives, and services through a more effective and
efficient services.
What is a Strategic Plan?
• Provides short-term direction
• Builds a shared vision
• Sets goals and objectives
• Optimizes use of resources.
Strategic planning is essential for any organization striving to excel. The strategic planning
process should be a consistent and cohesively structured process employed across all levels of
the organization. The strategic plan should be a living document which serves as an active
management tool to guide the process by which an organization envisions its short-term future
and conducts the necessary analysis to effectively plan for that future. The strategic planning
process should be flexible to new ideas while at the same time ensuring that the document is
operationally feasible.
The US Federal Consortium Benchmarking Study Team goes on to explain that,to fully
understand strategic planning, it is necessary to look at a few key words in the strategic planning
definition:
A continuous and systematic process where the guiding members of an organization make
decisions about its future, develop the necessary procedures and operations to achieve that
future, and determine how success is to be measured.'
Continuous refers to the view that strategic planning must be an ongoing process, not merely an
event to produce a plan;
Systematic recognizes that strategic planning must be a structured and deliberate effort, not
something that happens on its own;
1 Goodstein,Nolan, &Pfeiffer(1997, February). Federal Benchmarking Consortium. Serving
the American Public: Best Practices in Customer-Driven Strategic Planning.
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Process recognizes that one of the benefits of strategic planning is to undertake thinking
strategically about the future and how to get there, which is much more than production of a
document;
Guiding members identifies not only senior unit executives, but also employees. (It also
considers all stakeholders and community members who may not make these decisions, but who
affect the decisions being made);
Procedures and operations means the full spectrum of actions and activities from aligning the
organization behind clear long-term goals to putting in place organizational and personal
incentives, allocating resources, and developing the workforce to achieve the desired outcomes;
and
How success is to be measured recognizes that strategic planning must use appropriate measures
to determine whether the organization has achieved success.
The Community-Driven Strategic Planning Process Outline
1. Define the services/programs provided to the community.
2. Establish the community's program and service priorities.
3. Establish the community's expectations of the agency.
4. Identify concerns the community may have about or for the agency and its service/programs
5. Identify agency aspects and service/programs which the community views as positive.
6. Develop a current agency Mission Statement,giving careful attention to the services/programs
currently provided and which logically can or should be provided in the future.
7. Establish Values to guide agency personnel behavior which are consistent with community
expectations.
8. Identify agency Strengths.
9. Identify agency Weaknesses.
10. Identify areas of Opportunity for the agency.
11. Identify potential Threats to the agency.
12. Determine the Critical Issues and Service Gaps identified from the aforementioned SWOT
(Strengths. Weaknesses, Opportunities,threats) analysis and from community feedback.
13. Develop strategic initiatives to solve the Critical Issue and Service Gaps, and which initiatives
become realistic goals and objectives for the future.
14. Identify the timeline and critical tasks for each objective.
15. Develop a statement summarizing the agency's strategic planning vision for the future.
16. Develop agency and community commitment to the plan.
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Where Does the Community Fit into the Strategic Planning Process?
The Ocoee Fire Department is committed to having a community-driven strategic plan based on
both internal and external stakeholder input. Internal input is gathered through department
member surveys, meetings, and SWOT analysis. External input is gathered through meetings like
this with city officials, citizens, surveys, businesses, and faith based organizations.
A community-driven organization is defined as one that maintains a focus on the needs and
expectations, both spoken and unspoken, of customers, both present and future, in the creation
and/or improvement of the product or services provided.2
Again, it will be useful to use the US Federal Consortium Benchmarking Study Team's
definitions of the specific terms used in the above definition:
• Focus means that the organization actively seeks to examine it products, services, and
processes through the eyes of the customer;
• Needs and expectations means that customers' preferences and requirements, as well as
their standards for performance,timeliness, and cost, are all input to the planning for the
products and services of the organization;
• Spoken and unspoken means that not only must the expressed needs and expectations of
the customers be listened to, but also that information developed independently"about"
customers and their preferences, standards, and industry will be used as input to the
organizational planning; and
• Present and future recognizes that customers drive planning and operations, both to
serve current customers and those who will be customers in the future.
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2 Goodstein,Nolan, &Pfeiffer(1997, February). Federal Benchmarking Consortium. Serving
the American Public: Best Practices in Customer-Driven Strategic Planning.
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Process &Acknowledgements
The initial development of this edition of the strategic plan began in July 2016. The first order of
business was the development of the strategic planning team. Once established the Ocoee Fire
Department hosted a meeting of external stakeholders from the community. Input received from
the meeting focused on the"community-driven"expectations, concerns, and the organizations
strengths and opportunities for improvement.
Ocoee Fire Department External Stakeholders
Chris Gerard Linda Peters Mike Mansour Mark Scalzo Cheryl Nasea
Jan Manson Ken Lasseter Rodney Stogsdill Tom Henig Jon Haun
Johnny Hedge Mitzi Turchiano Jerry Lamitie Barry Haynes Henold Mondelus
Jim McNicol Lonne Peek Charles Lawrie Keri Heffrin Andrew DeClercq
Jackie Titus Susan Thompson Joel Haelbacher Joe Turchiano JoRee Haelbacher
Brett E.Taylor Jean Celestia Rosemary Wilsen Joy Rees Alan Vance
Wayne Vaughn Barry Draper Beth Otts Dave Ogden Margaret Marquis
Micheal Gladden Scott Kennedy Kristina Smith Delaine Bender Warren Channell
Ben Buckner Ana Gonzalez Sam Davis Damita Faulk Rodger Wunderlich
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Community Group Findings
Community Priorities
In an effort to ensure that the appropriate time, effort, and resources are dedicated to the service
that are most desired by the community,the fire department needs to understand what the
community considers a priority. As part of the organizations external stakeholder meeting
stakeholders were asked to rank service in order of importance.
Services flanking Score
Emergency Medical Services (EMS) 1 87
Fire Suppression(Firefighting) 2 78
Technical Rescue 3 78
Public Education Programs 4 64
Hazardous Materials (HAZMAT) 5 63
Emergency Management 6 62
Fire Inspections &Prevention 7 61
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Community Expectations
Determining the community expectations of the fire department is crucial to the development of
long-range goals and the direction of the organization. With the understanding of what is
expected the Ocoee Fire Department can adapt to fulfill the community needs. The following
input was provided by community during the 2016 stakeholders meeting.
Community Expectations of the Ocoee Fire Department
1. Quick response times
2. Adequate, or above adequate training of personnel
3. Strong fire suppression capability
4. Possessing the most current equipment and tools necessary to perform the job
5. Effective, calm emergency response
6. Technically competent personnel in technical rescue practices
7. State of art training
8. Adequate personnel
9. Top rated equipment and facilities
10. Sensitivity to the customer's situation
11. Best in class Emergency Medical Services
12. To be polite and courteous in interactions with the public
13. Personnel properly trained for terrorist actions/attacks
14. Visibility in the community—personnel involved in community activities
15. Educated citizens on proper storage of hazardous materials
16. To be fair in building inspections and building reviews
17. To be professional at all times
18. A customer focused department
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External Stakeholders Luncheon
Areas of Community Concern
Areas of Community Concern aboutthe Ocoee Fire Department
• Growth within the Community
• Continue to identify community needs
• Emergency Medical Transportation of Patients
• Fire Station for NW Ocoee
• Ladder Truck
• More community activities
• School-based training
• More community disaster preparedness training
• New fire house in growing areas
• Continue to maintain state and national goals for quality improvement
• Continue transparency to the community
• Better prepared for increasing population
• Make inspection and training opportunities better know
• Like to see Ocoee (fire/police)have its own dispatch
• More community relations with education and outreach
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External Stakeholders Luncheon
Positive Community Comments about the Ocoee Fire Department
• Prompt response times
• Well trained, experienced personnel
• Updated equipment
• Very visible in the community
• Great on-site training facilities
• Strong community partnerships
• Willingness to work with community/companies for understanding
• Great team
• Professional& caring
• Positive community involvement
• Always looking forward to improve
• Willingness to involve community in growth plan
• Great community presence
• Dedication& Loyalty
• Great focus on increasing standards (ISO rating)
• Willingness to be open to input and feedback
• High quality of service
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External Stakeholders Luncheon
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Mission
The purpose of the mission is to answer the following questions:
• What do we do?
• How do we do it?
• Whom do we do it for?
• What value are we bringing?
As part of both the external and internal stakeholders meetings the Ocoee Fire Department
revisited the existing mission and after considering feedback a new mission statement was
developed.
"Protecting Lives and Property Through Professional Service."
Values
The Ocoee Fire Departments core values are important, as it is the foundation on which we
perform work and conduct ourselves. The organizations core values are constant and highlight
how we interact with each other in an effort to fulfill our mission. The core values will be put in
to practice every day in everything that we do.
P- Professional
R - Respectful
I - Integrity
D - Dedication
E - Education
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Programs & Services
Ocoee Fire Department Core Services
Emergency Medical Services (EMS) Fire Suppression
Fire Preventions Fire Inspections
Emergency Management Public Education
Hazardous Materials Mitigation Technical Rescue —Operational & Technical
Supporting Services of Ocoee Fire Department
Fleet Maintenance Medical Direction (OCEMS) Vendors
Human Resources Auto/Mutual Aid Agreements IAFF Local 3623
Information Technology Communications Center Red Cross
(OCFRD)
Finance Hospitals Valencia College Public Safety
Institute
Facilities Schools (K-12) Law Enforcement
State Agencies (Fire Marshal) Federal Agencies (FEMA, NFA) Faith Based Organizations
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Organizations Internal Stakeholders
Internal Stakeholders Group Findings
Ocoee Fire Department Internal Stakeholders
John Miller Tim Hoover Earl Youman Dave Whitaker Yancy Cleveland
Fire Chief Deputy Chief Battalion Chief Battalion Chief Battalion Chief
Shawn Sorenson Stosh Kuczynski Corey Bowles Tom Smothers Colin McCormick
Fire Marshal Fire Inspector Training Officer Lieutenant Lieutenant
Cameron Outland Ron Howard Sheila Rodriguez David Sprague Bronson Fernandez
Engineer Firefighter Firefighter Engineer Firefighter
Joe Ponzini Wil Mendoza Steve Ellis Jillian Sabat
Firefighter Firefighter Lieutenant Firefighter
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Organizations Internal Stakeholders
S.W.O.T Analysis
SWOT Analysis can be defined as "an analysis of the internal and external environmental
factors performed as part of developing the organizational strategy. SWOT as an acronym
stands for"strengths, weaknesses, opportunities and threats"(Laidre).
Strengths and weaknesses can be identified by monitoring resources, the present
strategy, and performance. Opportunities and challenges usually are more about the future
than the present; strengths and weaknesses are more about the present than the future
(Bryson, 2011, p. 52-53). Going through this process can help the organization identify its core
competencies and strongest abilities (Bryson, 2011, p.55). The SWOT analysis for the Ocoee
Fire Department is detailed in the tables below:
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Strengths
It is critical for any organization to identify their strengths in order to assure that they are
capable of providing the services requested by the community and to ensure that strengths are
consistent with the issues facing the organization. Identification of organizational strengths can assist in
channeling efforts toward programs which match the community's needs. Programs do not align with
organizational strengths should be reviewed to evaluate the effectiveness and value.Through a
consensus process,the Internal Stakeholders identified the following strengths of the Ocoee Fire
Department.
Strengths of Ocoee Fire Department
Dedicated Service Flexibility
Small Department Education
Motivation Technology
Public Support
Weaknesses
Performance issues can typically be directly related to organizational weaknesses. These
performance issues must be identified and confronted in order to begin resolving core
organizational problems.
Recognizing the organizations weaknesses is just as important as understanding the
strengths when trying to be progressive. Weaknesses should not be confused with Threats,
which will be addressed further in the document. Weakness can be identified on a more day-to-
day basis and just hinder progress enough to have a negative effect on the organization forward
progress.
Weaknesses of Ocoee Fire Department
Communication Consistency
Age of Department Lack of Specialized Resources
Education Maintaining Current Technology
Lack of Fire-Based Emergency Transportation
Limited Standard Operating Procedures
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Organizations Internal Stakeholders
Opportunities
The identification of the organizations strengths and weaknesses and how they can be
enhanced leads to opportunities for improvement. Opportunities push past the limits of current
services and identify areas where the organization can expand and develop new services. The
Internal Stakeholders identified the following opportunities.
Opportunities of Ocoee Fire Department
ISO Class International Accreditation
Promotions Training
Social Media/Public Information Officer City Growth
Dive Team Fire Department Expansion
Improving on Automatic & mutual Aid Relationships
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Organizations Internal Stakeholders
Threats
Organizations may not always have complete control over threats. Identifying and
understanding the risk associated with the threats can help an organization greatly reduce the
potential for losses. Some of the threats to the Ocoee Fire Department are listed below.
Threats of Ocoee Fire Department
Consolidation Lack of Resources
Falling Behind City Growth Losing Windermere Service Contract
Dependency on Rural Metro Ambulance Reliance on Outside Agencies
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Critical Issues &Service Gaps
"Strategic issue identification is the central core of the strategic planning process. A
strategic issue is a fundamental policy question or challenge affecting an organization's
mandates, mission and values, product or service level and mix, clients or users, cost,
financing, organization or management" (Bryon, 2011, p.185).
Once issues have been identified, an agency must be able to create a clear strategy to
deal with those issues. A strategy is defined as a "pattern of purposes, policies, programs,
projects, actions, decisions, or resource allocations that define what an organization is, what it
does and why it does it" (Bryson, 2011, p.60). The purpose of issues management is to develop
strategies to achieve goals, objectives, or to respond to strategic issues (Bryson, 2011, p. 223).
After reviewing the Ocoee Fire Department's core services, the organizational strengths
and weaknesses, and the opportunities and threats posed by industry and the community
environment in which the agency operates, the Internal Stakeholders identified the primary
critical issues that face the organization. By participating in the Strength, Weaknesses,
Opportunities, and Threats (SWOT Analysis, the agency was able to produce an attainable list of
critical issues that provide a starting point for the accomplishment of goals and objectives.
The following lists of critical issues were identified by the Internal Stakeholders as
having the greatest risk to the department's ability to progress forward. In addition, service
gaps that the organization must fill in order to provide the levels of services promised to the
community.
Critical Issues
Service Gaps
• Enforcement of Fire Safety Code •Utilization of Fire Inspections Technology Taking over EMS Transport
• ecti gY • Additional Personnel for new Apparatus
• Make Prefire Plans accessible to •
Emergency Crews Providing Fire suppression Services in
Update Outdated Standard Operating Growth Areas
• dd eratin p g • Training Facility in lieu of Fire Academy
Procedures
• Expand Training Opportunities
• Reduce Response Times
• Expansion of Emergency Management
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Goals & Objectives
The Ocoee Fire Department
OCOEE DEPARTMENT GOALS
goals are based on the established
mission of the organization and also
focus on forward progress. The goals
and objectives identified in this ''-
document relate directly to the
communities expectations and
performance expectation goals.
The Ocoee Fire Departments goals
and objectives were developed
utilizing the SMART format.
• Specific 111•1111
• Measurable
• Attainable
• Realistic/Results-Oriented
• Time-Bound
Leadership will establish workgroups assigned to meet periodically and manage progress
towards accomplishing these goals and objectives.
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Goal 1 Obtain an ISO "Class 1" Rating
Objective 1A - Monitoring NFPA 1710
Requirements for Call Times for ISO Re-
evaluation
Time Frame 12 Months Assigned to: Lt Steve Ellis/Alicia Peiffer
Critical Tasks—Create Data
Spreadsheet/Dashboard to capture Fire/EMS
Responses (Excel/First Watch)
Objective 1B - Purchase and Develop
Software to Document Training, Public
Education/Outreach Programs
Time Frame - 12 Months Assigned to: Lt Steve Ellis/Lt Corey Bowles
Critical Tasks— Develop Software or program
to accurately document required annual
Training (Target Solutions)
Objective 1C - Preparing Documentation for
ISO Re-evaluation
Time Frame - 12 Months Assigned to: Lt Steve Ellis
Critical Tasks - Organizing all required ISO
documents for last 12 months (Hydrant
Testing, Hose Testing, Pump Test, Ladder
Testing, Training, Etc...)
Objective 1D - ISO Site Visit
Time Frame - 12 Months Assigned to: Lt Steve Ellis
Critical Tasks - Schedule/Prepare for Site
Visit from ISO (Completed Pre-Evaluation
Worksheet)
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Goal 2 Recognized as an Internationally Accredited
Objective 2A—Registered/Applicant Status
with the CPSE
Time Frame - 18 Months Assigned to: - Lt Corey Bowles
Critical Tasks - Attain Applicant Status After
Completing Strategic Plan, Community Risk
Assessment, and Standard of Cover
Objective 2B - Identify and Provide Training
for Department's Accreditation Manager
Time Frame 6 Months Assigned to: - Lt Corey Bowles
Critical Tasks - Select Accreditation Manager
and provide 3 day CFAI pre-requisite Course
Objective 2C - Peer Assessor's Site Visit
Time Frame - 18 Months Assigned to: - Lt Corey Bowles
Critical Tasks - All Documentation of
Agency's Standard of Cover, Self-Assessment
Manual, Strategic Plan, and Associated
Documents
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Goal 3 Deployment of Engine 38
Objective 3A - Retain Fully Stocked Reserve
Fire Apparatus
Time Frame - 12 Months Assigned to: Deputy Chief Tim Hoover
Critical Tasks - Working with the City
Manager, Elected Officials, and Finance, to
retain Depreciated Apparatus
Objective 3B - Hire/Promote Needed
Personnel (3 Engineers & 9 FF's)
Time Frame - 12 Months Assigned to: Deputy Chief Tim Hoover
Critical Tasks - Obtain Funding Via City
Budgeting Process or Attaining a FEMA Safer
Grant for Needed Personnel
Objective 3C - Renovations to Station 38
Time Frame - 12 Months Assigned to: Deputy Chief Tim Hoover
Critical Tasks - Secure Funding and Make
Needed Improvements to House Four
Firefighters at Station 38 (Currently Two)
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Goal 4 Fire Station 38
Objective 4A - City Council Approval to Build
New Fire Station in NW Area of the City
Time Frame - 24 Months Assigned to: Deputy Chief Tim Hoover
Critical Tasks - Presentations to Justify the
Need for a New Station
Objective 4B - Secure Architect/Contractor
For Project
Time Frame - 12 Months Assigned to: Deputy Chief Tim Hoover
Critical Tasks - Have Building Designed to
Meet the Needs of the City's growth over the
Next 50 Years
Objective 4C - Build-Out of New Fire Station
38
Time Frame - 24 Months Assigned to: Deputy Chief Tim Hoover
Critical Tasks -Selection of Contractor. Build-
out of facility
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Goal 5 Fire Based EMS Transport
Objective 6A - Approval from City
Manager/City Council
Time Frame - 18-24 Months Assigned to: Fire Chief John Miller
Critical Tasks - Present Fire Based EMS
Transport Plan to City Council for Approval
Objective 6B - Hire 6 Additional Firefighters
for Second Rescue
Time Frame - 18-24 Months Assigned to: Fire Chief John Miller
Critical Tasks - Obtain Funding Via City
Budgeting Process
Objective 6C - Patient Billing
Time Frame - 18-24 Months Assigned to: Fire Chief John Miller
Critical Tasks - Secure Contract to Billing for
Patient Transports
Objective 6D - Develop
Policies/Procedures/Training for Fire Based
EMS Transport
Time Frame - 18-24 Months Assigned to: Lt Tom Smothers
Critical Tasks - Development of needed
Policies/Training for Fire Based EMS
Transport
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Goal 6 Truck Company
Objective 5A - Purchase
Apparatus/Equipment
Time Frame - 24-36 Months Assigned to: Deputy Chief Tim Hoover
Critical Tasks - Obtain Quotes for Purchase
of New Aerial Truck Company, Purchase
Vehicle and Needed Equipment
Objective 5B - Hire Personnel
Time Frame - 24-36 Months Assigned to: Fire Chief John Miller
Critical Tasks - Obtain Funding Via City
Budgeting Process (Possibly via CRA Funding)
Objective 5C -Training
Time Frame - 24-36 Months Assigned to: Lt Corey Bowles
Critical Tasks - Train Assigned Personnel in
Aerial Operations, Rope Ops, VMR,
Hazardous Materials
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Vision
Based on the feedback from stakeholders and the goals and objectives that were established,
this vision statement was developed as a target of excellence for the organization to strive
towards. The vision for the Ocoee Fire Department should answer the following questions:
• Where do we want to go?
• What do we want to become?
• What do we want to accomplish?
"It is the vision of the Ocoee Fire Department to be recognized as an
Internationally Accredited emergency service, providing the community with
prompt services, prevention, and education through exceptionally trained
personnel and efficiency in self-sustaining operations. "
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Performance Measures
"Managing for Results"
As output measurement can be challenging, the organization must focus on the assessment of
progress toward achieving improved output. Collins states, "What matters is not finding the perfect
indicator, but settling upon a consistent and intelligent method of assessing your output results, and
then tracking your trajectory with rigor.i3 We must further be prepared to revisit and revise our goals,
objectives, and performance measures to keep up with accomplishments and environmental changes. It
has been stated that:
...successful strategic planning requires continuing review of actual accomplishments in
comparison with the plan...periodic or continuous environmental scanning to assure that unforeseen
developments do not sabotage the adopted plan or that emerging opportunities are not overlooked. 4
Why Measure Performance?
It has been said that:
• If you don't measure the results of your plan, you can't tell success from failure.
• If you can't see success, you can't reward it.
• If you can't reward success, you're probably rewarding failure.
• If you can't see success, you can't learn from it.
• If you can't recognize failure, you can't correct it.
• If you can demonstrate results, you can win public support.
Reinventing Government
David Osborn and Ted Gaebler
In order to establish that the OFD's strategic plan is achieving results, performance measurement data
will be implemented and integrated as part of the plan. An integrated process, known as "Managing for
Results," will be utilized, which is based upon the following:
•The identification of strategic goals and objectives;
•The determination of resources necessary to achieve them;
• The analyzing and evaluation of performance data; and
• The use of that data to drive continuous improvement in the organization.
s Collns. Good to Great and the Social Sectors. Boulder, 2009.
4Sorkin, Ferris& Hudak. Strategis for Cities and Counties. Public Technology, 1984.
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A "family of measures" that is typically utilized to indicate and measure performance includes the
following:
•Inputs:Value of resource used to produce an output.
•Outputs:Quantity or number of units produced which are activity oriented and measurable.
•Efficiency: Inputs used per output (or outputs per input).
•Service Quality: The degree to which customers are satisfied with a program, or how
accurately or timely a service is provided.
•Outcome: Qualitative consequences associated with a program/service; i.e.,the ultimate
benefit to the customer. Outcome focuses on the ultimate "why" of providing a service.
Success of the Strategic Plan
The Ocoee Fire Department has approached its desire to develop and implement a
strategic plan by asking for and receiving input from the community and members of the
agency during the development stage of the planning process. The agency utilized professional
guidance and the community-driven strategic planning process to compile this document. The
success of the organizations strategic plan will not depend upon implementation of the goals
and their related objectives, but from support received from the authority having jurisdiction,
membership of the agency, and the community at-large.
"No matter how much you have achieved, you will always be merely good
relative to what you can become. Greatness is an inherently dynamic process,
not an end point."
Good to Great and the Social Sectors
Jim Collins
Provided the community-driven strategic planning process is kept dynamic and
supported by effective leadership and active participation, it will be a considerable opportunity
to unify internal and external stakeholders through a jointly developed understanding of
organizational direction; how all vested parties will work to achieve the mission, goals, and
vision; and how the organization will measure and be accountable for its progress and
successes.5
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Glossary of Terms,Acronyms, & Initialisms
Accreditation A process by which an association or agency evaluates and recognizes a program of
study or an institution as meeting certain predetermined standards or qualifications. It
applies only to institutions or agencies and their programs of study or their services.
Accreditation ensures a basic level of quality in the service received from an agency.
CERT Community Emergency Response Team
CQI Continuous Quality Improvement
Customer(s) The person or group who establishes the requirement of a process and receives or uses
the outputs of that process; or the person or entity directly served by the department or
agency.
Efficiency A performance indication where inputs are measured per unit of output (or vice versa)
EMS Emergency Medical Services
EMT Emergency Medical Technician
Environment Circumstances and conditions that interact with and affect an organization.These can
include economic, political, cultural, and physical conditions inside or outside the
boundaries of the organization.
FEMA Federal Emergency Management Agency
FSFM Florida State Fire Marshal
Input A performance indication where the value of resources are used to produce an output
ISO Insurance Service Office
Mission An enduring statement of purpose;the organization's reason for existence. Describes
What the organization does, for whom it does it, and how it does it.
NFA National Fire Academy
NFPA National Fire Protection Association
NIST National Institute of Standards and Technology
OSHA Occupational Safety and Health Administration
Outcome A performance indication where qualitative consequences are associated with a
program/service; i.e., the ultimate benefit to the customer.
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Output A performance indication where a quality or number of units produced is identified.
Performance A specific measurable result for each goal and/or program that indicates achievement.
Measure
PIO Public Information Officer
QA/QI Quality Assurance/Quality Improvement
Stakeholder Any person, group, o organization that can place a claim on, or influence the
organization's resources or outputs, is affected by those outputs, or has an interest in or
expectation of the organization.
Strategic Goal A broad target that defines how the agency will carry out its mission over a specific
period of time. An aim; the final result of action. Something to accomplish in assisting
the agency to move forward.
Strategic A specific, measurable accomplishment required to realize the successful completion of
Objective a strategic goal.
Strategic Plan A long-range planning document that defines the mission of the agency, how it will be
accomplished, and the framework for more detailed annual and operational plans.
Strategic
Planning The continuous and systematic process whereby guiding members of an organizations
make decision about its future, develop the necessary procedures and operations to
achieve that future, and determine how success is to be measured.
Strategy A description of how a strategic objective will be achieved.A possibility.A plan or
methodology for achieving a goal.
Vision An idealized view of a desirable and potentially achievable future state—where or what
an organization would like to be in the future.
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Work Cited
Bryson,J.M. (2004). Strategic Planning for Public and Nonprogfit Organizations (3rd Ed.). San
Francisco: Jossey- Bass.
Collns. Good to Great and the Social Sectors. Boulder, 2009.
Commission on Fire Accreditation International. (2009). Fire & Emergency Service Self-
Assessment Manual. (9th Ed.)
Goodstein, N & Pfeiffer (1997, September). Federal Benchmarking Consortium. Serving the
American Public: Best Practices in Customer-Driven Strategic Planning. From Govinfo:
http://govinfo.library.unt.edu/npr/library/papers/benchmrk/nprbook.html
Matthews (2005). Strategic Planning and Management for Library Managers
Sorkin, Ferris & Hudak. Strategis for Cities and Counties. Public Technology, 1984.
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