Siuslaw Valley Fire and Rescue Oregon - Strategic Plan 2015 2020 - Siuslaw Valley Fire & Rescue
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Siuslaw Valley Fire and Rescue
Oregon
Strategic Plan 2015 – 2020
Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Table of Contents
Acknowledgements............................................................................................................................1
A Brief History ...................................................................................................................................2
Planning ............................................................................................................................................3
Focus Group Meetings .............................................................................................................................. 5
Customer Appreciation ............................................................................................................................. 9
Customer Expectations ........................................................................................................................... 10
Customer Concerns ................................................................................................................................. 11
Other Thoughts and Comments.............................................................................................................. 12
Strengths, Weaknesses, Opportunities, and Challenges ..................................................................... 13
Strengths ................................................................................................................................................. 13
Weaknesses............................................................................................................................................. 14
Opportunities .......................................................................................................................................... 16
Challenges ............................................................................................................................................... 17
Strategic Plan ................................................................................................................................... 18
Definition of Terms .......................................................................................................................... 19
Strategic Initiatives, Goals, and Objectives ........................................................................................ 20
Implementation Methodology ......................................................................................................... 30
Timeline .......................................................................................................................................... 31
Appendix A – Quarterly Score Card and Update Worksheet............................................................... 35
Appendix B – Committee Objective Weighting Tool .......................................................................... 36
Appendix C – Operational Plan Worksheet ....................................................................................... 37
Appendix D – Exception Report ........................................................................................................ 38
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Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Acknowledgements
Board of Directors
John Scott, President Lori Gates, Vice President
Rob Ward, Secretary/Treasurer Cindy Spinner, Board Member
Steve Olienyk, Board Member
Internal Strategic Planning Team
Jim Langborg, Fire Chief Brian Jagoe, Senior Captain
Marvin Tipler, Operations Division Chief Pablo Crescioni, Firefighter
Sean Barrett, Prevention Division/Fire Marshall Andy Gray, Firefighter
John Carnahan, Recruitment/Retention Battalion Chief Julie Brown, Finance/Human Resources
Volunteer Strategic Planning Team
Doug Barrett, Captain Mike Barrett, Captain
David Beck, Captain Liz Iabichello, Captain
Cris Holden, Captain Terry Madden, Captain
Mike Spinner, Captain Pete Warren, Captain
Robert Evans, Firefighter Chadd Ficcadenti, Firefighter
Levi Green, Firefighter Tyler Marler, Firefighter
Tony Miller, Firefighter Kyle Orozco, Firefighter
Megan Stronegger, Firefighter Trisha Wymore, Firefighter
Ned Hickson, Firefighter Ted Martin, Firefighter
Paul Meldrum, Firefighter Tim Snapp, Firefighter
Tim Teel, Firefighter Craig Spomer, Firefighter
Crystal Farnsworth, Firefighter Mike Heindel, Firefighter
Shannon Curry, Firefighter Mary Dimon, Firefighter
Keith Garvey, Firefighter Ken Pesnell, Firefighter
Darrell Murphy, Chaplain Jory Oakley, Explorer Firefighter
Citizen Strategic Planning Group
Rick Cox, Peace Health Board Chair and
Woody Woodbury, Local Business Owner
Canary Road Resident
Robin E. Mills, Dunes City Resident and
Jamie Mills, Dunes City Council Member
Retired Law Enforcement
Frank Nulty, CERT Coordinator and Local Resident Connie Bradley, Sutton Lake Area Resident
Kevin McMullen – Local Business Owner and
Tony Phillips, Local Business Owner
Former SVFR Board Member
Chantelle Meyer, Siuslaw News Paper and Ave Bernard – Local Business Owner and
Local Resident Florentine Home Owner
Bill Brown, Clear Lake Road Resident and Cal Applebee, Florence Chamber of
Retired Fire Service Commerce Director
Mike Webb, WLA Board President Rebecca Ruede, Dunes City Mayor
Matt House, WLA Supervisor Fred Hilden, Dune City Administrator and
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Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Local Business Owner
A Brief History
Siuslaw Valley Fire and Rescue (SVFR) is an all hazards fire and emergency service response District that
was originally formed in 1949. Over the years, the District has consolidated with several surrounding fire
service organizations and now protects the coastal portion of Lane County. The geographic response area
of SVFR includes a 120 square mile area extending north to mile post 181 on Highway 101, south to mile
post 198.5 near the Douglas County line, and east to mile post nine on Highway 126. Included in this area
are the City of Florence, Dunes City, the Three Rivers Casino, and an approximate permanent population
of 17,500 people.
We protect our community with six fire stations, which are staffed with 40 dedicated volunteers who are
supported by eight full-time employees including three line personnel, two division chiefs, two
administrative staff, and a fire chief. SVFR has a long history of excellence and progressive thinking, which
is the result of the high quality people who have served the District throughout its history. Much of our
success has centered on planning and preparing for the future. This Strategic Plan is another example of
the forward thinking that has made our District the quality organization it has become and will continue
to be in the future.
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Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Planning
In order for any organization, public or private, to reach its full potential, it must have a plan. An
organization that knows where it is going, knows the environment in which it must operate, and identifies
how to get there, will have the best chance of meeting the needs of the community and achieving its
goals. The planning process that the members of SVFR engaged in has served to refresh the organization’s
commitment to excellence and set the path to future success.
The strategic planning process is more than the creation of a document. It challenges the members of the
organization to look critically at paradigms, values, philosophies, beliefs, and desires, and it inspires
individuals to work together in the best interest of the organization. Furthermore, the planning process
provides the paid/staff, volunteers, and the community with an opportunity to have a voice in the
development of the organization’s long-term direction and future focus.
With these issues in mind, planning teams need to have a clear understanding of their organization’s
direction, the community’s expectations, and the impact of limited resources to accomplish specific goals
and objectives. In order to make the most
efficient use of available resources,
organizations must set goals and
objectives based on constructive efforts
while eliminating programs that do not
serve the customer.
This process does not end with the
production of a report or with the simple
establishment of goals and objectives. By
nature, the plan must become elemental
in the day-to-day operations of the
District. Implementation pulls a plan apart and disseminates it throughout the organization. Each
organizational unit and member must function in concert to effectively and efficiently implement the plan.
Successful implementation requires constant review and adjustment to assure continued relevance and
focus.
3Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Strategic Planning Process
• Review organizational background
Vision
• Define services provided to the community
• Establish community service priorities To assist our community and
• Identify community expectations and visitors with a situation they are
concerns unable to handle on their own
• Develop a vision for the future with a team that is well trained,
• Develop a mission statement equipped, and caring.
• Establish the organization’s guiding
principles (values)
• Perform an environmental scan using
external and internal feedback
Assess organizational strengths and
weaknesses
Identify external opportunities and
potential challenges to the Mission
organization
• Identify the major categories affecting the
We proudly serve our
organizations’ potential to achieve success community and visitors through
• Create goals that address the strategic safe, efficient, and effective
initiatives
delivery of emergency services
• Create objectives that accomplish the goals
supported by aggressive fire
• Establish timelines for each objective
prevention and public education.
• Develop organizational performance
measures to gauge progress and desired
outcomes
Guiding Principles
• Respect of Community and
munication Members
• Teamwork
• Fiscally Responsible
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Strategic Plan 2015
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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Strategic Plan 2015
Figure 1: Citizen Service Priorities
Low Priority High Priority
0 1 2 3 4 5 6 7 8 9
Fire Suppression 7.81
Search and Rescue 5.38
Disaster Preparedness 5.25
Emergency Medical Response 5.00
Fire Prevention 4.88
Hazardous Materials Mitigation 4.00
Water Rescue 3.50
Public Assistance 3.38
Community Education 2.88
Code Compliance 1.81
Finally, the citizens group was asked to rate and compare the cost of service, response performance,
and staffing. The following figures describe the results.
Figure 2: Citizen Priority of Services
0 5 10 15 20
Too Much Emphasis 0
Appropriate Emphasis 16
Too Little Emphasis 0
Figure 3: Citizen Ranking of Staffing Levels
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0 2 4 6 8 10
Overstaffed 0
Appropriate 9
Understaffed 7
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Strategic Plan 2015
Figure 4: Citizen Ranking of Response Levels
0 5 10 15
Too Slow/Light 2
Appropriate 14
Too Heavy 0
Figure 5: Citizen Ranking of Response Levels
0 5 10 15 20
Expensive 0
Appropriate 16
Adopt New Fiscal Tools 0
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Strategic Plan 2015
Customer Appreciation
Customer views on the strengths and image of emergency service organizations must inform and impact
any effective strategic plan. Needless efforts are often put into over-developing areas that are already
successful. However, using and promoting customer-identified strengths may often help the organization
overcome or offset some of the identified weaknesses. The citizens group identified the following
strengths.
Figure 6: Customer – Fire District Strengths
0 2 4 6 8 10 12 14 16 18
New Chief Moving Dept. Forward in Positive Direction 16
Current Volunteers 14
Quality Board of Directors 14
Community Involvement 14
Condition of Existing Equipment 13
Support of Fire Dept. by Community 10
GMRS Radio Net 10
Professionalism of All Staff 9
Good Response Time 9
Quality of Education Programs for Community 8
Strong Tax Base 5
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Strategic Plan 2015
Customer Expectations
Understanding what the community expects of its fire and emergency medical services organization is
critical to developing an effective long-range perspective. Armed with this knowledge, the SVFR internal
emphasis can be adjusted to better fulfill customer needs. The citizens group identified the following
expectations
Figure 7: Customer Expectations
0 2 4 6 8 10 12 14 16 18
Disaster Preparedness 16
Quick Response/Put out the Fire 15
Adequate Services Funding/Responsible w/Tax
15
Revenue
Safe, Professional, Well Trained, & Equipped 14
Fire Prevention, Education, Community Safety &
14
Involvement
Maintain Coverage of Fire District 13
Rescue 12
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Strategic Plan 2015
Customer Concerns
The Customer Centered Strategic Planning process would be incomplete without expression from the
customers of their concerns about the organization. Some concerns, in fact, identify weaknesses within
the delivery system; however, others may be perceptions based on limited knowledge and customer
expectations. For instance, the citizen’s group identified funds management not as a concern of current
practices, but as an expectation that the District will continue to be fiscally responsible and use their tax
dollars wisely. The citizens group identified the following concerns.
Figure 8: Customer Concerns
0 2 4 6 8 10 12 14 16 18
Recruit and Maintain Volunteers 16
Funds Management 16
Structured Integrity of Station and Equip. 12
Training to Highest Level 10
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Strategic Plan 2015
Other Thoughts and Comments
• “Appreciate the community involvement”
• “Good Department – it will get better”
• “Work on long-term disaster plan updates”
• “Volunteer recruitment opportunity at Wings and Wheels – not just an equipment
or apparatus display”
• “Research additional funding”
• “Well done – thanks for asking me to be involved”
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Strategic Plan 2015
Strengths, Weaknesses, Opportunities, and Challenges
In order to properly formulate strategic initiatives, the internal planning teams had to evaluate the
external and internal organizational environment. The internal planning teams combined feedback and
their collective knowledge of the organization to assess the environment the District operates within.
Analyzing the organization’s strengths, weaknesses, opportunities, and challenges (SWOC) is the first step
in identifying actionable strategies for the future.
Strengths
The identification of organizational strengths is the first step in the environment scan. An organization’s
strengths identify its capability of providing the services requested by its customers. The organization
needs to make certain that its strengths are consistent with the issues it faces. Programs that do not match
organizational strengths or primary functions should be reviewed to evaluate the rate of return on
precious members’ time. The internal planning teams identified the following as District strengths.
Figure 9: Paid/Staff Ranked Strengths
0 1 2 3 4 5 6 7 8
Dedicated, Hardworking, Quality People 7
Well Maintained Facility and Equipment 7
Collective Experience of Staff 6
Community Support 6
Financial Stability 5
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Strategic Plan 2015
Figure 10: Volunteers’ Ranked Strengths
0 5 10 15 20 25 30 35
Personnel (Like Family, Wide Variety of Knowledge) 30
Budget (Well Financed) 30
Community Support 30
Apparatus 29
Variety of Calls (Sand, Water, Medical) 22
Training (types, opportunities) 10
Weaknesses
Organizational weaknesses, or lack of performance, are an important environmental scan element. In
order to move forward, the organization must honestly identify the issues that have created barriers to
success in the past. Weak areas needing improvement are not the same as challenges, which will be
identified later, but rather those day-to-day issues and concerns that may slow or inhibit progress. Internal
organizational issues, as identified by the internal planning teams, are typically issues that are at the heart
of an organization’s problems, which are identified as the following.
Figure 11: Paid/Staff Ranked Weaknesses
0 1 2 3 4 5 6 7 8
Lack of Planning 7
Lack of Volunteers 7
Volunteer Retention 7
Communication 6
Training 5
Internal Controversy/Change Acceptance 5
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Strategic Plan 2015
Figure 12: Volunteers’ Ranked Weaknesses
0 5 10 15 20 25 30 35
Communication 30
Morale/Trust/Credibility 29
Expectation Beyond Volunteer's Scope 28
Resistance to Change/Too Fast 26
Leadership Consistency 25
Micromanagement 12
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Strategic Plan 2015
Opportunities
An organization’s opportunities and challenges are generally derived from the external environment.
Opportunities are focused on existing services and on expanding and developing new possibilities inside
and beyond the traditional service area. The internal planning teams identified the following as District
opportunities.
Figure 13: Paid/Staff Ranked Opportunities
0 1 2 3 4 5 6 7 8
Technology/Innovation 7
Training Facilities Expansion 7
Career Advancement/Dev. 7
Strategic Partnerships/Coop. Efforts 5
Increase Operations Staff 3
Figure 14: Volunteers’ Ranked Opportunities
0 5 10 15 20 25 30
Ability to Direct Career Advancement 25
Paid/Staff & Volunteer (Redefine Roles/Responsibility) 23
Training - Community 21
Training - In House 21
Regain Trust 19
Input on Continuing Basis 15
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Challenges
There are conditions in the external environment that are not under the organization’s control. The
identification of these conditions allows the organization to develop plans to mitigate or respond when a
challenge becomes an obstacle. By recognizing these challenges, an organization can greatly reduce the
potential for loss. The internal planning teams identified the following challenges.
Figure 15: Paid/Staff Ranked Challenges
0 1 2 3 4 5 6 7 8
Not Enough Volunteers to Respond 7
New Leadership/Change Acceptance 7
Wild Fire 7
Communication at all Levels 6
Moving Past Internal Strife 4
Apparatus, Equip. Replace/Station Location & Funding 4
Retirement (Key People) 3
Figure 16: Volunteers’ Ranked Challenges
0 5 10 15 20 25 30 35
Retention 30
Response (Number of Crew) 29
Educate Community of Services Provided/Not Provided) 22
Communication 19
GPS vs Maps 19
Fun/Trust Between Members 17
Junior & Senior Firefighters/Officer (Succession… 16
Balance of Paid Staff/Vol. to Meet Response Needs 10
Training and Performance Standards (Fun/Trust) 9
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Strategic Plan 2015
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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Strategic Plan 2015
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 Plan 2015
Strategic Initiatives, Goals, and Objectives
Initiative 1 – Services
Service delivery will address the immediate and long-term needs of the communities served. These resources
shall be allocated in a manner that ensures transparency and maximum effectiveness and efficiency .
Goal:
Develop an SOC and Deployment Plan
1A
1. Develop the ability to obtain and utilize reliable data
Responsible: Fire Marshal and West-Com Timeline: 12 –24 months
2. Utilize data and best practices to establish response time goals and standards
Responsible: Fire Chief, Operations Division
Timeline: 24 – 36 months
Chief, and Staff
3. Utilize data and best practices to determine appropriate staffing levels
Responsible: Fire Chief and Operations
Timeline: 24 – 36 month
Division Chief
Objectives
4. Utilize data and industry best practices to determine optimum station locations
Responsible: Fire Chief and Operations
Timeline: 24 – 36 months
Division Chief
5. Utilize industry best practices to establish and update appropriate mutual aid, automatic aid,
and cooperative service agreements to meet adopted response goals and standards
Responsible: Fire Chief Timeline: 12 – 18 months
6. Budget necessary funds to hire expertise to assist the development of the SOC and Deployment
Plan
Responsible: Fire Chief and Board Timeline: 24 – 36 months
7. Develop, adopt, publish, and implement the SOC and Deployment Plan
Responsible: Staff/Consultant Timeline: 24 –36 months
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Strategic Plan 2015
Goal:
Create, adopt, and implement Emergency Operations Plan (EOP)
1B
1. Hire expertise to assist in the development of an EOP
Responsible: Fire Chief and WLEOG Timeline: 1 – 12 months
2. Continued participation in the regional process
Responsible: Fire Chief and WLEOG Timeline: 1 –12 months
Objectives
3. Support the facilitator’s efforts
Responsible: Fire Chief and WLEOG Timeline: 1 – 12 months
4. Review draft plan
Responsible: Fire Chief and WLEOG Timeline: 1 –12 months
5. Adopt regional disaster plan
Responsible: Fire Chief and Staff Timeline: 1 – 12 months
Goal:
Update, Adopt and Implement the Regional Natural Hazards Mitigation Plan
1C
1. Begin the update process with the County Emergency Manager
Responsible: Fire Chief and WLEOG Timeline 0 –12 months
2. Continued participation in the regional process
Responsible: Fire Chief and WLEOG Timeline 12 – 24 months
Objectives
3. Support the Lane County Emergency Manager’s efforts
Responsible: Fire Chief and WLEOG Timeline 12 – 24 months
4. Review draft plan update
Responsible: Fire Chief and WLEOG Timeline 12 – 24 months
5. Adopt Updated Plan
Responsible: Fire Chief and WLEOG Timeline: 1 – 12 months
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Strategic Plan 2015
Goal:
Maximize Strategic Partnerships
1D
1. Enhance the working relationship with West Lane Ambulance (WLA and other local EMS
providers) through coordinated joint training and shared volunteers
Responsible: Operations Division Chief
Timeline: 12 –24 months
Training Officer
2. Enhance the current CERT program (review current components, and provide regular training
and education)
Responsible: Cert. Coordinator and Fire
Objectives
Timeline: 12 –24 months
Marshal
3. Improve mutual aid efforts with surrounding fire departments by identifying need and
functions and provide periodic training and exercises
Responsible: Operations Division Chief and
Timeline: 24 – 48 months
Training Officer
4. Continue working with surrounding agencies to improve current performance (WLEOG,
ARIS/RACIES, U.S. Coast Guard, ODF, USFS, Lane County, Sheriff’s Department, City of
Florence, OSP, and ODOT)
Responsible: Fire Chief and Operations
Timeline: 0 – 60 (Ongoing)
Division Chief
Goal:
Fire Prevention/Public Education
1E
1. Continue current programs (code enforcement, public education, fire investigations,
and plan review)
Responsible: Fire Marshal and Staff Timeline: 0 – 60 months (Ongoing)
2. Integrate technology to enhance emergency and support operations
Objectives
Responsible: Operations Division Chief,
Timeline: 0 – 60 months (Ongoing)
Training Officer, and Staff
3. Preparation for utilization of large diameter hose
Responsible: Operations Division Chief, Fire
Timeline: 24 – 60 months
Chief, and Training Officer
4. Develop comprehensive set of pre-fire plans
Responsible: Fire Marshall and Staff Timeline: 24 – 60 months
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Strategic Plan 2015
Goal:
Collect data and make appropriate changes to positively affect the District’s ISO rating.
1F
1. Review the previous ISO Rating Summary Reports to identify opportunities to increase credits
received
Responsible: Fire Chief, Operations Division
Timeline: 0 –12 months
Chief, and Fire Marshal
2. Determine which improvement opportunities can be implemented
Responsible: Fire Chief, Operations Division
Timeline: 0 – 12 months
Chief, and Fire Marshal
Objectives
3. Conduct a cost/benefit analysis for each of the improvement opportunities
Responsible: Fire Chief and Finance
Timeline: 0 – 12 months
Manager
4. Implement improvement opportunities that will provide community benefit
Responsible: Fire Chief, Operations Division
Timeline: 12 – 24 months
Chief, and Staff
5. Contact ISO to schedule a pre-rating discussion and set date for review
Responsible: Fire Chief Timeline: 24 – 36 months
Desired Outcomes:
• Calls to the 911 center for instruction or direction from the public during times of emergency shall
be reduced
• External assistance from other emergency service agencies shall be seamless from the time resources
are dispatched until the time of post emergency when they are sent back to their jurisdiction
• Building inspections shall be performed on all identified target hazards in the jurisdiction
• The number of citations issued shall be reduced annually
• The number of people being exposed to public education shall increase annually
23Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Initiative 2 – Funding and Finance
Financial services shall be provided in a manner that is in accordance with local, state, and federal
requirements. These services will be benchmarked with industry best practices to ensure preferred business
practices and economies of scale are maintained. The finance function should be completely transparent to
internal and external customers.
Goal: Establish a Capital Improvement and Capital Replacement Plan to prepare for the future financial
2A needs of the District, while maintaining transparency and fiscal responsibility.
1. Appoint Capital Replacement Committee
Responsible: Fire Chief Timeline: 0 – 12 months
2. Appoint Capital Improvement Committee
Objectives
Responsible: Fire Chief Timeline: 0 – 12 months
3. Reflect recommendations in budget
Responsible: Finance Manager and Fire
Timeline: 12 – 24 months
Chief
4. Develop financial forecasting tools to align with Strategic Plan
Responsible: CFO and Fire Chief Timeline: 24 – 60 months
Desired Outcomes:
• Planning and advisory input process will be developed to ensure annual budget planning includes
internal and external stakeholder input
• The process shall meet public expectations, industry audit best practices, and the organization’s needs
• Capital items shall be purchased and put into service according to the plan and in a timely manner
• The life expectancy of the apparatus in the fleet will increase due to having a comprehensive capital
replacement plan that is managed and monitored
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Strategic Plan 2015
Initiative 3 – Planning
Develop planning documents and tools that ensure the District has clear direction in the way they conduct
the District’s business and deliver service to the community.
Goal: Establish the Strategic Planning document as a “living document” through proper adoption,
3A implementation, and utilization
1. Board adoption of the Strategic Plan
Responsible: Fire Chief and Board of
Timeline: 0 – 3 months
Directors
Objectives
2. Review and discuss the intent of content of the plan with all internal stakeholders and the
community through various means
Responsible: Fire Chief Timeline: 0 – 12 months
3. Implement, utilize, and conduct periodic review of the Strategic Plan
Responsible: Fire Chief and Staff Timeline: 0 – 60 (Ongoing)
Goal: Develop an effective communication plan that meets the needs of all the internal and external
3B stakeholders
1. Develop and adopt a process and policy for dissemination of information to internal and
external stakeholders
Objectives
Responsible: Fire Chief and Board of
Timeline: 0 – 12 months
Directors
2. Identify appropriate means of communicating both formal and informal communications to
internal and external stakeholders
Responsible: Fire Chief Timeline: 12 – 24 months
Desired Outcomes:
• The strategic plan shall be adopted by the Board of Directors
• The strategic plan should be a working document that is discussed regularly at Board of Directors’
meetings, staff meetings, and during performance appraisal processes
• Through survey, the identification of “communication in the organization” should diminish as a
weakness in the organization
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Strategic Plan 2015
Initiative 4 – Craftsmanship and Leadership
The Fire District will operate in a manner that will recognize clear standards of performance for all positions
in the organization. Standards will be reasonable and developed in collaboration with the appropriate
stakeholders. The organization shall encourage innovation and creativity in the manner they perform their
duties.
Goal:
Provide a comprehensive career development plan for career and volunteer members
4A
1. Adopt and implement recruitment and retention task force recommendations
Responsible: Fire Chief, Operations Division
Objectives
Chief, and Volunteer Timeline: 0 – 12 months
Coordinator
2. Develop personalized training plan (with options) for all members
Responsible: Training Officer Timeline: 12 – 36 months
Goal: Enhance existing training program to ensure it meets the needs of the organization and the
4B individual. The training must be needed, interesting , and fun, where practical
1. Evaluate the current training curriculum and schedule
Responsible: Training Officer Timeline: 12 – 24 months
2. Survey the membership to determined individual and group needs
Objectives
Responsible: Training Officer Timeline: 12 – 24 months
3. Assess the status of each members’ training
Responsible: Training Officer Timeline: 12 – 36 months
4. Establish training plan for the organization and individuals
Responsible: Training Officer Timeline: 24 – 36 months
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Strategic Plan 2015
Embrace organizational diversity by respecting the background, history, and tradition of the
Goal:
community and its demographics, while at the same time, acknowledging the need to make
4C
necessary change
1. Provide opportunities for people to be heard, which might include, but not necessarily be
limited to, an organizational survey and individual and/or group interviews
Responsible: Fire Chief Timeline: 0 – 12 months
Objectives
2. Formerly review and discuss the Strategic Plan
Responsible: Fire Chief and All Members Timeline: 0 – 12 months
3. Develop a process to implement and review changes made in the organization for
effectiveness and/or modification
Responsible: Fire Chief Timeline: 12 – 24 months
Goal:
Review current staff meeting practices and assess the possibility for more inclusion
4D
1. Identify opportunities to include additional District members in team meetings on a trial basis
Responsible: Fire Chief Timeline: 0 – 6 months
Objectives
2. Develop a formal means of inviting members to participate in select portions of staff meetings
on a trial basis
Responsible: Fire Chief Timeline: 0 – 6 months
3. Evaluate the results of inclusion of select members participating in staff meetings and make a
determination on future inclusion of specific personnel
Responsible: Fire Chief Timeline: 6 –9 months
Desired Outcomes:
• Establish regular formal and informal opportunities for the sharing of information and feedback from
the membership
• Expand the staff meetings to include additional persons
• The satisfaction level of training within the organization shall improve within one year
27Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Initiative 5 – Staffing
Address the immediate and long-term staffing needs of the District. These resources will be allocated in a
manner that ensures transparency, maximum effectiveness, and efficiency.
Goal:
Develop and implement an effective plan for the recruitment and retention of volunteers
5A
1. Establish an internal recruitment and retention committee
Responsible: Fire Chief, Operations Division
Chief, and Volunteer Timeline: 12 – 24 months
Coordinator
2. Establish minimum/maximum volunteer levels for the District, based on state law and industry
best practices
Responsible: Fire Chief and Operations
Timeline: 12 – 24 months
Division Chief
Objectives
3. Identify effective means of contacting potential target pools in the community
Responsible: Volunteer Coordinator Timeline: 24 – 36 months
4. Utilize technologies including social media/networks to increase community outreach
Responsible: Volunteer Coordinator Timeline: 0 – 60 (Ongoing)
5. Develop partnerships with local, state, and national organizations to increase awareness of
methods and best practices utilized to enhance recruitment efforts
Responsible: Volunteer Coordinator Timeline: 0 – 60 (Ongoing)
Goal: Identify alternative roles for volunteer members that allow them to contribute and be successful in
5B areas they have a passion for, and are trained and capable of doing
1. Appoint a committee to identify alternative roles and responsibilities that volunteers could be
utilized to perform
Responsible: Operations Division Chief and
Timeline: 0 – 12 months
Volunteer Coordinator
Objectives
2. Develop plan to implement the recommendations of the committee
Responsible: Operations Division Chief and
Timeline: 12 – 24 months
Volunteer Coordinator
3. Review, approve, and implement the plan
Responsible: Fire Chief and Operations
Timeline: 24 – 60 months
Division Chief
28Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Goal: Ensure that the functional organizational structure of the Fire District is set appropriately to meet
5C the needs of the organization and community
1. Review and update the roles and responsibilities for each position in the District
Responsible: Fire Chief and Human
Objectives
Timeline: 12 – 24 months
Resources Manager
2. Review and update all job descriptions
Responsible: Fire Chief and Human
Timeline: 12 – 24 months
Resources Manager
Goal:
Prepare District personnel for future leadership needs
5D
1. Identify and develop internal people with the potential to fill key leadership positions in the
District
Objectives
Responsible: Fire Chief and Staff Timeline: 24 – 36 months
2. Create a formal officer development program
Responsible: Operations Division Chief and
Timeline: 24 – 48 months
Training Officer
Desired Outcomes:
• A staffing plan shall be developed that identifies the number and qualifications of personnel needed,
by position, to deliver services in accordance with adopted performance standards
• Special functions for non-combat volunteers shall be identified to ensure there is a “place and
function” for all those who have a desire to contribute to the organization
• The staffing plan will be implemented to maximize the use of human resources in the organization
• All members will have a working understanding of their current role in the organization as well as what
might be their future potential opportunities
29Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Implementation Methodology
“The three major keys to successful strategic planning and implementation are commitment, credibility,
and communication.”1 These three critical elements are best addressed by appropriate prioritization and
completion of objectives, consistently seeking and utilizing input from SVFR members, and
communicating the plan’s status on a consistent basis, while measuring compliance for the established
timelines.
1
Ahoy, Chris, Associate Vice President of Facilities Planning & Management, Iowa State University, September 1998.
30Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Timeline
This timeline is a visible representation of our work over the next three to five years.
0 to 3 0 to 6 6 to 9 0 to 12 12 to 18 12 to 24 24 to 36 24 to 48 24 to 60
Objective
months months months months months months months months months
Objective 1A.1 – Develop the ability to obtain and utilize reliable data
Objective 1A.2 – Utilize data and best practices to establish response time goals and standards
Objective 1A.3 – Utilize data and best practices to determine appropriate staffing levels
Objective 1A.4 – Utilize data and industry best practices to determine optimum station locations
Objective 1A.5 – Utilize industry best practices to establish and update appropriate mutual aid,
automatic aid, and cooperative service agreements to meet adopted response goals and standards
Objective 1A.6 – Budget necessary funds to hire expertise to assist the development of the SOC and
Deployment Plan
Objective 1A.7 – Develop, adopt, publish, and implement the SOC and Deployment Plan
Objective 1B.1 – Hire expertise to assist in the development of an EOP
Objective 1B.2 – Continue participation in the regional process
Objective 1B.3 – Support the facilitator’s efforts
Objective 1B.4 – Review draft plan
Objective 1B.5 – Adopt regional disaster plan
Objective 1C.1 – Begin the update process with County Emergency Manager
Objective 1C.2 – Continued participation in the regional process
Objective 1C.3 – Support the Lane County Emergency Manager’s efforts
Objective 1C.4 – Review draft plan update
Objective 1C.5 – Adopt updated plan
Objective 1D.1 – Enhance the working relationship with West Lane Ambulance (WLA and other local
EMS providers) through coordinated joint training and shared volunteers
31Siuslaw Valley Fire and Rescue
Strategic Plan 2015
0 to 3 0 to 6 6 to 9 0 to 12 12 to 18 12 to 24 24 to 36 24 to 48 24 to 60
Objective
months months months months months months months months months
Objective 1D.2 – Enhance the current CERT program (review current components, and provide
regular training and education)
Objective 1D.3 – Improve mutual aid efforts with surrounding fire departments by identifying need
and functions and provide periodic training and exercises
Objective 1D.4 – Continue working with surrounding agencies to improve current performance
(WLEOG, ARIS/RACIES, U.S. Coast Guard, ODF, USFS, Lane County, Sheriff’s Department, City of Ongoing
Florence, OSP, and ODOT)
Objective 1E.1 – Continue current programs (code enforcement, public education, fire investigations, Ongoing
and plan review)
Ongoing
Objective 1E.2 – Integrate technology to enhance emergency and support operations
Objective 1E.3 – Preparation for utilization of large diameter hose
Objective 1E.4 – Develop comprehensive set of pre-fire plans
Objective 1F.1 – Review the previous ISO Rating Summary Reports to identify opportunities to
increase credits received
Objective 1F.2 – Determine which improvement opportunities can be implemented
Objective 1F.3 – Conduct a cost/benefit analysis for each of the improvement opportunities
Objective 1F.4 – Implement improvement opportunities that will provide community benefit
Objective 1F.5 – Contact ISO to schedule a pre-rating discussion and set date for review
Objective 2A.1 – Appoint Capital Replacement Committee
Objective 2A.2 – Appoint Capital Improvement Committee
Objective 2A.3 – Reflect recommendations in budget
Objective 2A.4 – Develop financial forecasting tools to align with Strategic Plan
Objective 3A.1 – Board adoption of Strategic Plan
Objective 3A.2 – Review and discuss the intent of content of the plan with all internal stakeholders
and the community through various means
Objective 3A.3 – Implement, utilize, and conduct periodic review of the Strategic Plan Ongoing
Objective 3B.1 – Develop and adopt a process and policy for dissemination of information to internal
and external stakeholders
32Siuslaw Valley Fire and Rescue
Strategic Plan 2015
0 to 3 0 to 6 6 to 9 0 to 12 12 to 18 12 to 24 24 to 36 24 to 48 24 to 60
Objective
months months months months months months months months months
Objective 3B.2 – Identify appropriate means of communicating both formal and informal
communications to internal and external stakeholders
Objective 4A.1 – Adopt and implement recruitment and retention task force recommendations
Objective 4A.2 – Develop personalized training plan (with options) for all members
Objective 4B.1 – Evaluate the current training curriculum and schedule
Objective 4B.2 – Survey the membership to determine individual and group needs
Objective 4B.3 – Assess the status of each members’ training
Objective 4B.4 – Establish training plan for the organization and individuals
Objective 4C.1 – Provide opportunities for people to be heard, which might include, but not
necessarily be limited to, an organizational survey and individual and/or group interviews
Objective 4C.2 – Formerly review and discuss the Strategic Plan
Objective 4C.3 – Develop a process to implement and review changes made in the organization for
effectiveness and/or modification
Objective 4D.1 – Identify opportunities to include additional District members in team meetings on a
trial basis
Objective 4D.2 – Develop a formal means of inviting members to participate in select portions of staff
meetings on a trial basis
Objective 4D.3 – Evaluate the results of inclusion of select members participating in staff meetings
and make a determination on future inclusion of specific personnel
Objective 5A.1 – Establish an internal recruitment and retention committee
Objective 5A.2 –Establish minimum/maximum volunteer levels for the District, based on state law
and industry best practices
Objective 5A.3 – Identify effective means of contacting potential target pools in the community
Objective 5A.4 – Utilize technologies including social media/networks to increase community
Ongoing
outreach
Objective 5A.5 – Develop partnerships with local, state, and national organizations to increase
Ongoing
awareness of methods and best practices to enhance recruitment efforts
Objective 5B.1 – Appoint a committee to identify alternative roles and responsibilities that
volunteers could be utilized to perform
Objective 5B.2 – Develop plan to implement the recommendations of the committee
33Siuslaw Valley Fire and Rescue
Strategic Plan 2015
0 to 3 0 to 6 6 to 9 0 to 12 12 to 18 12 to 24 24 to 36 24 to 48 24 to 60
Objective
months months months months months months months months months
Objective 5B.3 – Review, approve, and implement the plan
Objective 5C.1 – Review and update the roles and responsibilities for each position in the District
Objective 5C.2 – Review and update all job descriptions
Objective 5D.1 – Identify and develop internal people with the potential to fill key leadership
positions in the District
Objective 5D.2 – Create a formal officer development program
34Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Appendix A – Quarterly Score Card and Update Worksheet Fiscal Year 20__/__
Month Year (Q__)
Siuslaw Valley Fire and Rescue
Strategic Business Plan Implementation Quarterly Score Card and Update
Implementation Timeline Status: On Target– Delayed or Deferred – Not Currently On Target
Strategic Initiative Explanation Objective Who’s Responsible? Timeline Status
35Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Appendix B – Committee Objective Weighting Tool
Objectives Notes
Benefit To SVFR
1 = No Clear Benefit
2 = Possible Benefit
3 = Clear Benefit
4 = Absolute Benefit
Feasibility
1 = Not Sure It Can Be Done
2 = Can Be Done, but Need
Resources/Staff
3 = Have Resources, but Not Staff
4 = Have Staff, but Not Resources
5 = Have Resources and Staff
6 = Already Started/Will be Done
Perceived Need
1 = Little or No Need
2 = Some Need
3 = Nominal Need
4 = Strong Need
5 = Absolute Need
Fiscal/Funding
1 = No Funds Identified
2 = Need Substantial Funds
3 = Realign Budget to Find Funding
4 = Currently Funded
5 = Saves District Money
Total:
Comments:
36Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Appendix C – Operational Plan Worksheet
Initiative: Managing Chief: District Program:
Committee Lead: District Program Manager:
Goal:
Objective:
Responsible Start Completion Cost
# Task Comments
Party Date Date Estimate
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
37Siuslaw Valley Fire and Rescue
Strategic Plan 2015
Appendix D – Exception Report
Initiative: Managing Chief: District Program:
Committee Lead: District Program Manager:
Goal:
Objective:
Responsible Start Completion
# Task Comments/Update Reason for Non-Completion
Party Date Date
1
2
3
4
5
6
7
8
9
10
11
12
13
14
38Siuslaw Valley Fire and Rescue
Strategic Plan 2015
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