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Item #06 Approval of the Fire Department’s 2017-2021 Strategic Plan ocoee florida 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 2 i J.7::'‘ 1 :u. 6 J '' ' �— _ .� ��' �►S y �!l,mow:? fah` ' e` ' 'W 4' • sue T y� ''' ' - ' aoEE • = caEEri op 38 � 41 f- OCOEE. ,`' '^� Oa ! r l + � ' ` • p 0 F ,I rn liury o , . . . ..,. ,,,..,_ ..,,, , Li— FIRE DEPATM :, :, F�R /F --- /z- :- - hi .... , ,,,\ 0 C,—_, 0 .ua toii,, ......„......000 S.,,,,,,,,,j . ., 4' 44'. c �r f �, • A..: „.,. . .. o '-� .. `� GIS....._ _ t r �1 I t e.;. cs-, _,........::t.....: ,.... .... 11::_, .____ ' '\ ' 1 . .1',.,+. 5,_7 lY: 1 i-l-- , - \ ' I' e r 1')' ■ , C 1 1 1 1 E DEPAR f17'NT 1 1 1 ;GiC PLAN 201 . ? 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. 1 Page CPSE OCOO 1 1 1 11 1 , 1 Al 1\,111 STRATEGIC PLAN CQ 'i, '/ Intentionally Left Blank 2 1 P -_ CPSE OCOEE j 1_\_ . j 1 j % , ,,.� �� STRATEGIC PLAN o 17 202 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 3 1 :' CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017-2021 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. ocoee florida 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. weer e 1, • L 7117 L . 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. Wage CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017-2021 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) 5 IP ; CPSE 1 _1 1 1 klE ) 1 `1A :' I l;/1 1 =1, I 1_ S' 1 /tTEC I.C PLA N 20 1 / (-) 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. Wage CPSE TRATEGIC PL/ l 1 ` ,. 1) r.. 'i 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. 7 ' Page CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017202 / . ,. .: 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. j "0/,/ r 12! 4i CITY OF OCOEE x. r 1 '•` FIRE DEPARTMENT -� - Y ii i 1 pi ,1‘ a 2 Goodstein,Nolan, &Pfeiffer(1997, February). Federal Benchmarking Consortium. Serving the American Public: Best Practices in Customer-Driven Strategic Planning. Wage CPSE 4 OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017-2021 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 ILI 4 r lit I' ` :4,_ ..y. rr a2`�„ 4 %:ice: r i ,4r N / i Wage CPSE 4 OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017-2021 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 - 10IPage CPSE O (=( 1 1 1 11 :. 1 ; 1 1 '1,> 1 1 1 1 . 1 ; ' 1 1 .._`tz f DI_ I ( () rj ' r ( ) ( ) , 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 11 I Page CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 201 72021 CITY OF rug DtpUn E _ 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 12 I Page CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 201 7-2021 I ._. ._. UP _- • IL.Al ' - fro 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 13 I Page CPSE 4 OCOEE FIRE DEPARTMENT STRATEGIC PLAN 201 72021 bird • External Stakeholders Luncheon 14 I Page CPSE ) 1 1 II 1 1 1 '/\, 1 ; 1 101 1\i ' J � 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 15 I Page CPSE 1) 1 ( ) 1 - -1 1 I I 4E DLI ' /\, l H J 1 Yi I 1 tii ,i 1 / , 1- 1-TGIC PL 1. ,I :C. ' / , ,-- ,i 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 16jPage I CPSE 4 OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017-2021 SE s ■ I _ vil i ` 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 17 I Page CPSE -4 OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017-2021 PG h`* r s 4 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: 18IPage CPSE STRATEGIC PU/', 1\ 1 ; r MINNOW 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 19 I Page CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017-2021 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 20IPage CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017.2021 ''f *c* l ri„ :., w 1 al 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 21IPage CPSE 4 \..„._, OCOEE 1 1 )1, 1 , ' 1 l ' STRAT �� ?�' ' ' 2 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 22 ( P a g e CPSE OCOEE FIRE DEPARTMENT STRATEGIC PLAN 2017.2021 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. 231 Page CPSE C 1 ) 1 1 1 11 /, 1 i ECOC 1 /\, I l 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) 24IPage CPSE I : ( J i l � i i ) 1 1 {' i `/I1 -1 1 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 25IPage CPSE 4 .,.._,,z, CTS l I l 1 itE D I % 1 ` J 1 Ala l -i ,PT r: j -).-�1�, 1. 1 �.�=� _C PL L:-,O. 'i., 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) 26 I Page CPSE 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 27 ( P a g e CPSE ( ) 1C) LL1 1J11 - i - Li 1 /\, 1 ' i1 /J1 _,j- 'L 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 28IPage CPSE 4 , , /�,J ' 1 5,/i 1.n 11 J 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 29IPage CPSE 111- 1 11. 1=_1 '%\> 1 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. " 30 1 P a g e CPSE T J1 II - /, 1 I III 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. 31 Page CPSE 1 I 1. ) 1=1-/\ 1 1 1\1i 1 -1 F 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 32 1 P a g e CPSE 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. 331Page CPSE %\, l '' J 1 ,/i 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. 34 P a g e CPSE 11J1. l� 1J1J% 1r l ! —/, 1c> f4 is 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. 35IPage CPSE