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Siuslaw Valley Fire and Rescue
Oregon
Strategic Plan 2015 – 2020
Siuslaw Valley Fire and Rescue
Strategic Plan 2015
i
Table of Contents
Acknowledgements............................................................................................................................1
A Brief History ...................................................................................................................................2
Planning ............................................................................................................................................3 Focus Group Meetings .............................................................................................................................. 5 Customer Appreciation ............................................................................................................................. 9 Customer Expectations ........................................................................................................................... 10 Customer Concerns ................................................................................................................................. 11 Other Thoughts and Comments .............................................................................................................. 12
Strengths, Weaknesses, Opportunities, and Challenges ..................................................................... 13 Strengths ................................................................................................................................................. 13 Weaknesses............................................................................................................................................. 14 Opportunities .......................................................................................................................................... 16 Challenges ............................................................................................................................................... 17
Strategic Plan ................................................................................................................................... 18
Definition of Terms .......................................................................................................................... 19
Strategic Initiatives, Goals, and Objectives ........................................................................................ 20
Implementation Methodology ......................................................................................................... 30
Timeline .......................................................................................................................................... 31
Appendix A – Quarterly Score Card and Update Worksheet............................................................... 35
Appendix B – Committee Objective Weighting Tool .......................................................................... 36
Appendix C – Operational Plan Worksheet ....................................................................................... 37
Appendix D – Exception Report ........................................................................................................ 38
Siuslaw Valley Fire and Rescue
Strategic Plan 2015
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Acknowledgements
Board of Directors
John Scott, President Lori Gates, Vice President Rob Ward, Secretary/Treasurer Cindy Spinner, Board Member Steve Olienyk, Board Member
Internal Strategic Planning Team
Jim Langborg, Fire Chief Brian Jagoe, Senior Captain Marvin Tipler, Operations Division Chief Pablo Crescioni, Firefighter
Sean Barrett, Prevention Division/Fire Marshall Andy Gray, Firefighter John Carnahan, Recruitment/Retention Battalion Chief Julie Brown, Finance/Human Resources
Volunteer Strategic Planning Team
Doug Barrett, Captain Mike Barrett, Captain David Beck, Captain Liz Iabichello, Captain Cris Holden, Captain Terry Madden, Captain
Mike Spinner, Captain Pete Warren, Captain Robert Evans, Firefighter Chadd Ficcadenti, Firefighter
Levi Green, Firefighter Tyler Marler, Firefighter Tony Miller, Firefighter Kyle Orozco, Firefighter
Megan Stronegger, Firefighter Trisha Wymore, Firefighter Ned Hickson, Firefighter Ted Martin, Firefighter
Paul Meldrum, Firefighter Tim Snapp, Firefighter Tim Teel, Firefighter Craig Spomer, Firefighter
Crystal Farnsworth, Firefighter Mike Heindel, Firefighter Shannon Curry, Firefighter Mary Dimon, Firefighter Keith Garvey, Firefighter Ken Pesnell, Firefighter Darrell Murphy, Chaplain Jory Oakley, Explorer Firefighter
Citizen Strategic Planning Group
Rick Cox, Peace Health Board Chair and Canary Road Resident
Woody Woodbury, Local Business Owner
Jamie Mills, Dunes City Council Member Robin E. Mills, Dunes City Resident and
Retired Law Enforcement
Frank Nulty, CERT Coordinator and Local Resident Connie Bradley, Sutton Lake Area Resident
Tony Phillips, Local Business Owner Kevin McMullen – Local Business Owner and
Former SVFR Board Member Chantelle Meyer, Siuslaw News Paper and
Local Resident Ave Bernard – Local Business Owner and
Florentine Home Owner Bill Brown, Clear Lake Road Resident and
Retired Fire Service Cal Applebee, Florence Chamber of
Commerce Director
Mike Webb, WLA Board President Rebecca Ruede, Dunes City Mayor
Matt House, WLA Supervisor Fred Hilden, Dune City Administrator and
Siuslaw Valley Fire and Rescue
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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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Strategic Plan 2015
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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
• Define services provided to the community
• Establish community service priorities
• Identify community expectations and concerns
• Develop a vision for the future
• Develop a mission statement
• Establish the organization’s guiding principles (values)
• Perform an environmental scan using external and internal feedback
Assess organizational strengths and weaknesses
Identify external opportunities and potential challenges to the organization
• Identify the major categories affecting the organizations’ potential to achieve success
• Create goals that address the strategic initiatives
• Create objectives that accomplish the goals
• Establish timelines for each objective
• Develop organizational performance measures to gauge progress and desired outcomes
Vision
To assist our community and
visitors with a situation they are
unable to handle on their own
with a team that is well trained,
equipped, and caring.
Mission
We proudly serve our
community and visitors through
safe, efficient, and effective
delivery of emergency services
supported by aggressive fire
prevention and public education.
Guiding Principles
Open and Honest Communication
• Respect of Community and Members
• Teamwork
• Fiscally Responsible
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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
Finally, the citizens group was asked to rate and compare the cost of service, response performance,
and staffing. The following figures describe the results.
Figure 2: Citizen Priority of Services
Figure 3: Citizen Ranking of Staffing Levels
7.81
5.38
5.25
5.00
4.88
4.00
3.50
3.38
2.88
1.81
0 1 2 3 4 5 6 7 8 9
Fire Suppression
Search and Rescue
Disaster Preparedness
Emergency Medical Response
Fire Prevention
Hazardous Materials Mitigation
Water Rescue
Public Assistance
Community Education
Code Compliance
Low Priority High Priority
0
16
0
0 5 10 15 20
Too Much Emphasis
Appropriate Emphasis
Too Little Emphasis
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0
9
7
0 2 4 6 8 10
Overstaffed
Appropriate
Understaffed
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Figure 4: Citizen Ranking of Response Levels
Figure 5: Citizen Ranking of Response Levels
2
14
0
0 5 10 15
Too Slow/Light
Appropriate
Too Heavy
0
16
0
0 5 10 15 20
Expensive
Appropriate
Adopt New Fiscal Tools
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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
16
14
14
14
13
10
10
9
9
8
5
0 2 4 6 8 10 12 14 16 18
New Chief Moving Dept. Forward in Positive Direction
Current Volunteers
Quality Board of Directors
Community Involvement
Condition of Existing Equipment
Support of Fire Dept. by Community
GMRS Radio Net
Professionalism of All Staff
Good Response Time
Quality of Education Programs for Community
Strong Tax Base
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Customer Expectations
Understanding what the community expects of its fire and emergency medical services organization is
critical to developing an effective long-range perspective. Armed with this knowledge, the SVFR internal
emphasis can be adjusted to better fulfill customer needs. The citizens group identified the following
expectations
Figure 7: Customer Expectations
16
15
15
14
14
13
12
0 2 4 6 8 10 12 14 16 18
Disaster Preparedness
Quick Response/Put out the Fire
Adequate Services Funding/Responsible w/TaxRevenue
Safe, Professional, Well Trained, & Equipped
Fire Prevention, Education, Community Safety &Involvement
Maintain Coverage of Fire District
Rescue
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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
16
16
12
10
0 2 4 6 8 10 12 14 16 18
Recruit and Maintain Volunteers
Funds Management
Structured Integrity of Station and Equip.
Training to Highest Level
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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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Strengths, Weaknesses, Opportunities, and Challenges
In order to properly formulate strategic initiatives, the internal planning teams had to evaluate the
external and internal organizational environment. The internal planning teams combined feedback and
their collective knowledge of the organization to assess the environment the District operates within.
Analyzing the organization’s strengths, weaknesses, opportunities, and challenges (SWOC) is the first step
in identifying actionable strategies for the future.
Strengths
The identification of organizational strengths is the first step in the environment scan. An organization’s
strengths identify its capability of providing the services requested by its customers. The organization
needs to make certain that its strengths are consistent with the issues it faces. Programs that do not match
organizational strengths or primary functions should be reviewed to evaluate the rate of return on
precious members’ time. The internal planning teams identified the following as District strengths.
Figure 9: Paid/Staff Ranked Strengths
7
7
6
6
5
0 1 2 3 4 5 6 7 8
Dedicated, Hardworking, Quality People
Well Maintained Facility and Equipment
Collective Experience of Staff
Community Support
Financial Stability
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Figure 10: Volunteers’ Ranked Strengths
Weaknesses
Organizational weaknesses, or lack of performance, are an important environmental scan element. In
order to move forward, the organization must honestly identify the issues that have created barriers to
success in the past. Weak areas needing improvement are not the same as challenges, which will be
identified later, but rather those day-to-day issues and concerns that may slow or inhibit progress. Internal
organizational issues, as identified by the internal planning teams, are typically issues that are at the heart
of an organization’s problems, which are identified as the following.
Figure 11: Paid/Staff Ranked Weaknesses
7
7
7
6
5
5
0 1 2 3 4 5 6 7 8
Lack of Planning
Lack of Volunteers
Volunteer Retention
Communication
Training
Internal Controversy/Change Acceptance
30
30
30
29
22
10
0 5 10 15 20 25 30 35
Personnel (Like Family, Wide Variety of Knowledge)
Budget (Well Financed)
Community Support
Apparatus
Variety of Calls (Sand, Water, Medical)
Training (types, opportunities)
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Figure 12: Volunteers’ Ranked Weaknesses
30
29
28
26
25
12
0 5 10 15 20 25 30 35
Communication
Morale/Trust/Credibility
Expectation Beyond Volunteer's Scope
Resistance to Change/Too Fast
Leadership Consistency
Micromanagement
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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
Figure 14: Volunteers’ Ranked Opportunities
7
7
7
5
3
0 1 2 3 4 5 6 7 8
Technology/Innovation
Training Facilities Expansion
Career Advancement/Dev.
Strategic Partnerships/Coop. Efforts
Increase Operations Staff
25
23
21
21
19
15
0 5 10 15 20 25 30
Ability to Direct Career Advancement
Paid/Staff & Volunteer (Redefine Roles/Responsibility)
Training - Community
Training - In House
Regain Trust
Input on Continuing Basis
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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
Figure 16: Volunteers’ Ranked Challenges
30
29
22
19
19
17
16
10
9
0 5 10 15 20 25 30 35
Retention
Response (Number of Crew)
Educate Community of Services Provided/Not Provided)
Communication
GPS vs Maps
Fun/Trust Between Members
Junior & Senior Firefighters/Officer (Succession…
Balance of Paid Staff/Vol. to Meet Response Needs
Training and Performance Standards (Fun/Trust)
7
7
7
6
4
4
3
0 1 2 3 4 5 6 7 8
Not Enough Volunteers to Respond
New Leadership/Change Acceptance
Wild Fire
Communication at all Levels
Moving Past Internal Strife
Apparatus, Equip. Replace/Station Location & Funding
Retirement (Key People)
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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: 1A
Develop an SOC and Deployment Plan
Ob
ject
ive
s
1. Develop the ability to obtain and utilize reliable data
Responsible: Fire Marshal and West-Com Timeline: 12 –24 months
2. Utilize data and best practices to establish response time goals and standards
Responsible: Fire Chief, Operations Division Chief, and Staff
Timeline: 24 – 36 months
3. Utilize data and best practices to determine appropriate staffing levels
Responsible: Fire Chief and Operations Division Chief
Timeline: 24 – 36 month
4. Utilize data and industry best practices to determine optimum station locations
Responsible: Fire Chief and Operations Division Chief
Timeline: 24 – 36 months
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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Goal: 1B
Create, adopt, and implement Emergency Operations Plan (EOP) O
bje
ctiv
es
1. Hire expertise to assist in the development of an EOP
Responsible: Fire Chief and WLEOG Timeline: 1 – 12 months
2. Continued participation in the regional process
Responsible: Fire Chief and WLEOG Timeline: 1 –12 months
3. Support the facilitator’s efforts
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: 1C
Update, Adopt and Implement the Regional Natural Hazards Mitigation Plan
Ob
ject
ive
s
1. Begin the update process with the County Emergency Manager
Responsible: Fire Chief and WLEOG Timeline 0 –12 months
2. Continued participation in the regional process
Responsible: Fire Chief and WLEOG Timeline 12 – 24 months
3. Support the Lane County Emergency Manager’s efforts
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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Goal: 1D
Maximize Strategic Partnerships O
bje
ctiv
es
1. Enhance the working relationship with West Lane Ambulance (WLA and other local EMS providers) through coordinated joint training and shared volunteers
Responsible: Operations Division Chief Training Officer
Timeline: 12 –24 months
2. Enhance the current CERT program (review current components, and provide regular training and education)
Responsible: Cert. Coordinator and Fire Marshal
Timeline: 12 –24 months
3. Improve mutual aid efforts with surrounding fire departments by identifying need and functions and provide periodic training and exercises
Responsible: Operations Division Chief and Training Officer
Timeline: 24 – 48 months
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 Division Chief
Timeline: 0 – 60 (Ongoing)
Goal: 1E
Fire Prevention/Public Education
Ob
ject
ive
s
1. Continue current programs (code enforcement, public education, fire investigations, and plan review)
Responsible: Fire Marshal and Staff Timeline: 0 – 60 months (Ongoing)
2. Integrate technology to enhance emergency and support operations
Responsible: Operations Division Chief, Training Officer, and Staff
Timeline: 0 – 60 months (Ongoing)
3. Preparation for utilization of large diameter hose
Responsible: Operations Division Chief, Fire Chief, and Training Officer
Timeline: 24 – 60 months
4. Develop comprehensive set of pre-fire plans
Responsible: Fire Marshall and Staff Timeline: 24 – 60 months
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Goal: 1F
Collect data and make appropriate changes to positively affect the District’s ISO rating. O
bje
ctiv
es
1. Review the previous ISO Rating Summary Reports to identify opportunities to increase credits received
Responsible: Fire Chief, Operations Division Chief, and Fire Marshal
Timeline: 0 –12 months
2. Determine which improvement opportunities can be implemented
Responsible: Fire Chief, Operations Division Chief, and Fire Marshal
Timeline: 0 – 12 months
3. Conduct a cost/benefit analysis for each of the improvement opportunities
Responsible: Fire Chief and Finance Manager
Timeline: 0 – 12 months
4. Implement improvement opportunities that will provide community benefit
Responsible: Fire Chief, Operations Division Chief, and Staff
Timeline: 12 – 24 months
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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Initiative 2 – Funding and Finance Financial services shall be provided in a manner that is in accordance with local, state, and federal requirements. These services will be benchmarked with industry best practices to ensure preferred business practices and economies of scale are maintained. The finance function should be completely transparent to internal and external customers.
Goal: 2A
Establish a Capital Improvement and Capital Replacement Plan to prepare for the future financial needs of the District, while maintaining transparency and fiscal responsibility.
Ob
ject
ives
1. Appoint Capital Replacement Committee
Responsible: Fire Chief Timeline: 0 – 12 months
2. Appoint Capital Improvement Committee
Responsible: Fire Chief Timeline: 0 – 12 months
3. Reflect recommendations in budget
Responsible: Finance Manager and Fire Chief
Timeline: 12 – 24 months
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
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Initiative 3 – Planning Develop planning documents and tools that ensure the District has clear direction in the way they conduct the District’s business and deliver service to the community. Goal:
3A Establish the Strategic Planning document as a “living document” through proper adoption, implementation, and utilization
Ob
ject
ives
1. Board adoption of the Strategic Plan
Responsible: Fire Chief and Board of Directors
Timeline: 0 – 3 months
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: 3B
Develop an effective communication plan that meets the needs of all the internal and external stakeholders
Ob
ject
ive
s
1. Develop and adopt a process and policy for dissemination of information to internal and external stakeholders
Responsible: Fire Chief and Board of Directors
Timeline: 0 – 12 months
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
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Initiative 4 – Craftsmanship and Leadership The Fire District will operate in a manner that will recognize clear standards of performance for all positions in the organization. Standards will be reasonable and developed in collaboration with the appropriate stakeholders. The organization shall encourage innovation and creativity in the manner they perform their duties.
Goal: 4A
Provide a comprehensive career development plan for career and volunteer members
Ob
ject
ives
1. Adopt and implement recruitment and retention task force recommendations
Responsible: Fire Chief, Operations Division Chief, and Volunteer Coordinator
Timeline: 0 – 12 months
2. Develop personalized training plan (with options) for all members
Responsible: Training Officer Timeline: 12 – 36 months
Goal: 4B
Enhance existing training program to ensure it meets the needs of the organization and the individual. The training must be needed, interesting , and fun, where practical
Ob
ject
ive
s
1. Evaluate the current training curriculum and schedule
Responsible: Training Officer Timeline: 12 – 24 months
2. Survey the membership to determined individual and group needs
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
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Goal: 4C
Embrace organizational diversity by respecting the background, history, and tradition of the community and its demographics, while at the same time, acknowledging the need to make necessary change
Ob
ject
ives
1. Provide opportunities for people to be heard, which might include, but not necessarily be limited to, an organizational survey and individual and/or group interviews
Responsible: Fire Chief Timeline: 0 – 12 months
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: 4D
Review current staff meeting practices and assess the possibility for more inclusion
Ob
ject
ive
s
1. Identify opportunities to include additional District members in team meetings on a trial basis
Responsible: Fire Chief Timeline: 0 – 6 months
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
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Initiative 5 – Staffing
Address the immediate and long-term staffing needs of the District. These resources will be allocated in a manner that ensures transparency, maximum effectiveness, and efficiency.
Goal: 5A
Develop and implement an effective plan for the recruitment and retention of volunteers
Ob
ject
ives
1. Establish an internal recruitment and retention committee
Responsible: Fire Chief, Operations Division Chief, and Volunteer Coordinator
Timeline: 12 – 24 months
2. Establish minimum/maximum volunteer levels for the District, based on state law and industry best practices
Responsible: Fire Chief and Operations Division Chief
Timeline: 12 – 24 months
3. Identify effective means of contacting potential target pools in the community
Responsible: Volunteer Coordinator Timeline: 24 – 36 months
4. Utilize technologies including social media/networks to increase community outreach
Responsible: Volunteer Coordinator Timeline: 0 – 60 (Ongoing)
5. Develop partnerships with local, state, and national organizations to increase awareness of methods and best practices utilized to enhance recruitment efforts
Responsible: Volunteer Coordinator Timeline: 0 – 60 (Ongoing)
Goal: 5B
Identify alternative roles for volunteer members that allow them to contribute and be successful in areas they have a passion for, and are trained and capable of doing
Ob
ject
ive
s
1. Appoint a committee to identify alternative roles and responsibilities that volunteers could be utilized to perform
Responsible: Operations Division Chief and Volunteer Coordinator
Timeline: 0 – 12 months
2. Develop plan to implement the recommendations of the committee
Responsible: Operations Division Chief and Volunteer Coordinator
Timeline: 12 – 24 months
3. Review, approve, and implement the plan
Responsible: Fire Chief and Operations Division Chief
Timeline: 24 – 60 months
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Goal: 5C
Ensure that the functional organizational structure of the Fire District is set appropriately to meet the needs of the organization and community
Ob
ject
ives
1. Review and update the roles and responsibilities for each position in the District
Responsible: Fire Chief and Human Resources Manager
Timeline: 12 – 24 months
2. Review and update all job descriptions
Responsible: Fire Chief and Human Resources Manager
Timeline: 12 – 24 months
Goal: 5D
Prepare District personnel for future leadership needs
Ob
ject
ive
s
1. Identify and develop internal people with the potential to fill key leadership positions in the District
Responsible: Fire Chief and Staff Timeline: 24 – 36 months
2. Create a formal officer development program
Responsible: Operations Division Chief and Training Officer
Timeline: 24 – 48 months
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
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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.
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Timeline
This timeline is a visible representation of our work over the next three to five years.
Objective 0 to 3
months 0 to 6
months 6 to 9
months 0 to 12 months
12 to 18 months
12 to 24 months
24 to 36 months
24 to 48 months
24 to 60 months
Objective 1A.1 – Develop the ability to obtain and utilize reliable data
Objective 1A.2 – Utilize data and best practices to establish response time goals and standards
Objective 1A.3 – Utilize data and best practices to determine appropriate staffing levels
Objective 1A.4 – Utilize data and industry best practices to determine optimum station locations
Objective 1A.5 – Utilize industry best practices to establish and update appropriate mutual aid, automatic aid, and cooperative service agreements to meet adopted response goals and standards
Objective 1A.6 – Budget necessary funds to hire expertise to assist the development of the SOC and Deployment Plan
Objective 1A.7 – Develop, adopt, publish, and implement the SOC and Deployment Plan
Objective 1B.1 – Hire expertise to assist in the development of an EOP
Objective 1B.2 – Continue participation in the regional process
Objective 1B.3 – Support the facilitator’s efforts
Objective 1B.4 – Review draft plan
Objective 1B.5 – Adopt regional disaster plan
Objective 1C.1 – Begin the update process with County Emergency Manager
Objective 1C.2 – Continued participation in the regional process
Objective 1C.3 – Support the Lane County Emergency Manager’s efforts
Objective 1C.4 – Review draft plan update
Objective 1C.5 – Adopt updated plan
Objective 1D.1 – Enhance the working relationship with West Lane Ambulance (WLA and other local EMS providers) through coordinated joint training and shared volunteers
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Objective 0 to 3
months 0 to 6
months 6 to 9
months 0 to 12 months
12 to 18 months
12 to 24 months
24 to 36 months
24 to 48 months
24 to 60 months
Objective 1D.2 – Enhance the current CERT program (review current components, and provide regular training and education)
Objective 1D.3 – Improve mutual aid efforts with surrounding fire departments by identifying need and functions and provide periodic training and exercises
Objective 1D.4 – Continue working with surrounding agencies to improve current performance (WLEOG, ARIS/RACIES, U.S. Coast Guard, ODF, USFS, Lane County, Sheriff’s Department, City of Florence, OSP, and ODOT)
Ongoing
Objective 1E.1 – Continue current programs (code enforcement, public education, fire investigations, and plan review)
Ongoing
Objective 1E.2 – Integrate technology to enhance emergency and support operations Ongoing
Objective 1E.3 – Preparation for utilization of large diameter hose
Objective 1E.4 – Develop comprehensive set of pre-fire plans
Objective 1F.1 – Review the previous ISO Rating Summary Reports to identify opportunities to increase credits received
Objective 1F.2 – Determine which improvement opportunities can be implemented
Objective 1F.3 – Conduct a cost/benefit analysis for each of the improvement opportunities
Objective 1F.4 – Implement improvement opportunities that will provide community benefit
Objective 1F.5 – Contact ISO to schedule a pre-rating discussion and set date for review
Objective 2A.1 – Appoint Capital Replacement Committee
Objective 2A.2 – Appoint Capital Improvement Committee
Objective 2A.3 – Reflect recommendations in budget
Objective 2A.4 – Develop financial forecasting tools to align with Strategic Plan
Objective 3A.1 – Board adoption of Strategic Plan
Objective 3A.2 – Review and discuss the intent of content of the plan with all internal stakeholders and the community through various means
Objective 3A.3 – Implement, utilize, and conduct periodic review of the Strategic Plan Ongoing
Objective 3B.1 – Develop and adopt a process and policy for dissemination of information to internal and external stakeholders
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Objective 0 to 3
months 0 to 6
months 6 to 9
months 0 to 12 months
12 to 18 months
12 to 24 months
24 to 36 months
24 to 48 months
24 to 60 months
Objective 3B.2 – Identify appropriate means of communicating both formal and informal communications to internal and external stakeholders
Objective 4A.1 – Adopt and implement recruitment and retention task force recommendations
Objective 4A.2 – Develop personalized training plan (with options) for all members
Objective 4B.1 – Evaluate the current training curriculum and schedule
Objective 4B.2 – Survey the membership to determine individual and group needs
Objective 4B.3 – Assess the status of each members’ training
Objective 4B.4 – Establish training plan for the organization and individuals
Objective 4C.1 – Provide opportunities for people to be heard, which might include, but not necessarily be limited to, an organizational survey and individual and/or group interviews
Objective 4C.2 – Formerly review and discuss the Strategic Plan
Objective 4C.3 – Develop a process to implement and review changes made in the organization for effectiveness and/or modification
Objective 4D.1 – Identify opportunities to include additional District members in team meetings on a trial basis
Objective 4D.2 – Develop a formal means of inviting members to participate in select portions of staff meetings on a trial basis
Objective 4D.3 – Evaluate the results of inclusion of select members participating in staff meetings and make a determination on future inclusion of specific personnel
Objective 5A.1 – Establish an internal recruitment and retention committee
Objective 5A.2 –Establish minimum/maximum volunteer levels for the District, based on state law and industry best practices
Objective 5A.3 – Identify effective means of contacting potential target pools in the community
Objective 5A.4 – Utilize technologies including social media/networks to increase community outreach
Ongoing
Objective 5A.5 – Develop partnerships with local, state, and national organizations to increase awareness of methods and best practices to enhance recruitment efforts
Ongoing
Objective 5B.1 – Appoint a committee to identify alternative roles and responsibilities that volunteers could be utilized to perform
Objective 5B.2 – Develop plan to implement the recommendations of the committee
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Objective 0 to 3
months 0 to 6
months 6 to 9
months 0 to 12 months
12 to 18 months
12 to 24 months
24 to 36 months
24 to 48 months
24 to 60 months
Objective 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
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Strategic Initiative Explanation Objective Who’s Responsible? Timeline Status
Appendix A – Quarterly Score Card and Update Worksheet
Siuslaw Valley Fire and Rescue Strategic Business Plan Implementation Quarterly Score Card and Update
Implementation Timeline Status: On Target– Delayed or Deferred – Not Currently On Target
Fiscal Year 20__/__ Month Year (Q__)
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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:
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Appendix C – Operational Plan Worksheet
Initiative: Managing Chief: Committee Lead:
District Program: District Program Manager:
Goal:
Objective:
# Task Responsible
Party Start Date
Completion Date
Cost Estimate
Comments
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
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Appendix D – Exception Report
Initiative: Managing Chief:
Committee Lead:
District Program:
District Program Manager:
Goal:
Objective:
# Task Responsible
Party Start Date
Completion Date
Comments/Update Reason for Non-Completion
1
2
3
4
5
6
7
8
9
10
11
12
13
14
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