Fire District Planning

1
Fire District Planning

• Response Route to Success

2
Objectives

• Discuss the need for planning.
• Discuss the 10 basic planning steps.
• Discuss what is a Strategic Plan, its components
  and the process for development.
• Discuss Standards of Cover.
• Explore Risk Analysis.

3
Objectives

• Define Master Planning and how it differs from
  Strategic Planning.
• Discuss Business Plan development.
• Discuss Performance Evaluations and Succession
  Planning.
• Discuss the Hiring of a Fire Chief.
• Discuss the Human Resource Challenge.

4
Need and Benefit of Planning

• Group Process
• Collaborative-problem solving
• Commitment
• Rational decision making
• Establishes priorities for programs/spending

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Planning

• The process is 60 political and 40 technical
• Dont underestimate the value of the process!!!

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Tiered Approach

• Budgetary Planning
• Strategic Planning
• Master Planning
• What are the differences between Strategic and
  Master Planning?

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Standard Planning Cycle

• Planning/Organizing Skills
• Organize your resources
• Find an alternative method if required
• Set up control documents with checkpoints
• Controlling skills
• Assign the work
• Record progress
• Overcome roadblocks in the progress
• Complete the work

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Standard Planning Cycle

• Problem-solving skills
• Define the problem
• Identify possible solutions
• Select the most promising solution
• Apply the solution

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The preparation and approval issues

• Commitment from local government- is there the
  will
• Multi-agency involvement- planning, water, law,
  building dept.
• All strategies considered- what are you really
  trying to accomplish (justify existing, improve,
  redesign)
• Community involvement

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10 basic steps to planning

• Decide to plan (or being told to)
• Organize for planning (getting the information,
  people and systems in place)
• Collect and analyze date (RHAVE, NFIRS, Census
  Data)
• Define goals and objectives
• Define requirements, programs and systems

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10 basic steps to planning

• Define alternative programs and systems
• Select the best program and system (generally a
  political decision)
• Prepare the master plan
• Implement and evaluate the plan
• Update and modify the plan

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Strategic Planning

• A set of concepts, procedures and tools designed
  to assist leaders and managers in exercising
  control, coping with change, and developing a
  basis for decision-making.
• Source Bryson, Strategic Planning for Public
• and Nonprofit Organizations

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Purpose

• Strategic Planning gives the guiding members of
  an organization an opportunity to envision the
  future and design the incremental steps to make
  the future a reality.
• - Fire Chiefs Handbook on Strategic Planning

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What is Strategic Planning?

• Strategic planning is the process of formulating
  and implementing decisions about an
  organizations future direction.
• Source Melcher and Kerzner, Strategic Planning
• Development and Implementation
• A process that challenges an organization to base
  its decision making on its values.

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Getting Started

• Identify a Planning Group
• District Staff
• Rank and File
• Labor Representation
• Community Leaders
• Identify a Timeline for Completion
• No more than 90 to 120 days

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Future-Oriented agencies must address all aspects
of the Organization

• Human Resources
• Financial Resources
• Political Environment
• Managerial Environment
• Leadership
• Physical Resources (Operations)
• Any other aspect that presents barriers,
  mandates, challenges and opportunities

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A Strategic Planning System Must Address Four
Fundamental Questions

1. Where are we going? (Mission)
2. How do we get there? (Strategies)
3. What is our blueprint for action? (Budget)
4. How do we know if we are on track? (Performance
   Measures)

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Components of a Strategic Plan

• There is not any one way that a Strategic Plan is
  to be compiled.
• Many examples can be found on the internet.
• Process can be completed solely in-house or with
  outside assistance.

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Components of a Strategic Plan

• Introduction
• Overview of the Organization
• Services Provided
• The Planning Process
• Mission Statement
• Vision Statement
• Values Statement

• Factors Affecting the Future
• Planning Assumptions
• Goals/Objectives
• Funding Sources
• Action Plan/Work Plan
• Duration of Plan
• Schedule for Updates

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Optional Components

• Incident History
• Data
• Mandates
• Stations/Staffing
• Acknowledgements
• Analysis of Outcomes
• Planning Team
• Other?

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Mission Statement

• Must contain three components
• Define what functions the agency performs.
• For whom the organization performs those
  functions.
• Describes how the agency intends to perform those
  functions.

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Vision Statements

• Defines what the organization expects to be in
  the future
• Provides the targets of excellence toward which
  the organization will strive
• Provides a basis for goals and objectives
• Examples
• Regionalization of services
• Healthy and safe working environment
• Continually exceed customers expectations

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Establishing a Vision

• Assess present conditions of the Fire District
  and the community it serves.
• What direction is the community moving and how
  will this impact services?

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Value Statement

• Looking back over the history of your
  organization what has it done that generates the
  most pride?
• What has caused it the most shame?
• What could your organization do right now that
  would make everyone feel proud?
• Ten years from now, looking back, what will your
  organization have accomplished that will have
  made it the most proud?

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Classifications of Values

• Business Values Consistency, cooperativeness,
  innovativeness, self-fulfillment and
  sustainability.
• Common Core Values Competitiveness, courage,
  efficiency, honesty, professionalism,
  profitability, serviceability and social
  responsibility.
• Public Values Accountability, dedication,
  effectiveness, impartiality, lawfulness,
  obedience, responsiveness and selflessness.

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Agencys Situation Analysis The Key
Questions!

• 1. How well is the agencys present strategy
  working?
• 2. What are the agencys resource strengths and
  weaknesses and its external opportunities and
  threats?
• 3. What strategic issues does the agency face?

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What Are the Agencys Strengths, Weaknesses,
Opportunities and Threats ?

• S W O T represents the first letter in
• S trengths ? Internal
• W eaknesses ? Internal
• O pportunities ? External
• T hreats ? External
• Strategy-making must be well-matched to both
• Agencys resource strengths and weaknesses
• Agencys best market opportunities and
  internal/external threats to its well-being

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Identifying Agencys Strengths

• A strength is something an agency does well or a
  characteristic that enhances its services
• Valuable competencies or know-how
• Valuable physical assets
• Valuable human assets
• Valuable organizational assets
• Valuable intangible assets
• An attribute that places an organization in a
  position of advantage (stability and solvent))
• Alliances or cooperative ventures

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Identifying Agencys Weaknesses

• A weakness is something a District lacks, does
  poorly, or a condition placing it at a
  disadvantage
• Resource weaknesses relate to
• Deficiencies in know-how, expertise or
  competencies
• Lack of important physical, organizational, or
  intangible assets
• Missing capabilities in key areas

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Identifying a Districts Opportunities

• The opportunities most relevant to a district are
  those offering
• The best prospects for stable long-term growth
• Competitive advantage
• Good match with its financial and organizational
  resource capabilities

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Identifying External Threats

• Emergence of cheaper/better technologies
• Introduction of better products by rivals
• Intensifying competitive pressures
  (privatization)
• Revenue cuts
• Erroneous regulations
• A rise in interest rates/drop in housing market
• Potential of a hostile takeover
• Potential natural or man-made disasters
• Political upheaval

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Identifying Goals/Objectives

• S-M-A-R-T Objectives
• Specific
• Measurable
• Attainable
• Reasonable
• Time

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S-M-A-R-T

• Specific - Is it clear, concise and to the point?
• Measurable - Can it be measured? (see result)
• Attainable - Does the district have authority,
  permission and resources to get the results?
• Reasonable - The time element and tasks are
  appropriate for the objective.
• Time Can the objective be completed within the
  specified time?

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Funding Sources

• Tax Revenue
• Special Taxes or Assessments
• Fees for Service
• Impact Fees
• Enterprise Fund
• Grant Funding
• Fundraising/Donations

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Overview of Remaining Elements

• Factors Affecting the Future
• Planning Assumptions
• Action/Work Plan
• Duration and Scheduled Updates
• The Planning Process
• Services Provided

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Planning Control Tool
Fire Protection District Planning Record
Goal Date To Be Completed
Person/People Responsible Priority
Action Items
Resources Needed
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Break
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Standards of Cover
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Standards of Cover

• An internal document to evaluate the potential
  (risk) and capabilities of your fire agency.
• Most agencies are completing to meet the
  requirements of NFPA 1710-1720- Suggested
  staffing patterns for fire agencies.
• Document to develop a local Standard, so agency
  can supersede the national standard.

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Standards of Cover

• Started as a tool for Self-Assessment.
• Goal was to determine whether a fire agency was
  prepared to provide a level of service
  commensurate with its responsibilities and risks.

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Standards of Cover

• Standards of Cover systems look at the following
  eight basic components
• Existing Resource Deployment
• Risk Identification
• Risk Expectations
• Service Level Objectives
• Resource Distribution

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Standards of Cover

• Resource Concentration
• Performance and Reliability
• Overall Evaluation
• Once a Standards of Cover document is completed,
  the elected officials can determine if the system
  meets the communitys needs. This is a document
  that establishes a base line of fire protection.

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Risk Analysis

• Analyzing the statistical chance of danger from
  something.
• Is the risk acceptable?
• Even though it may not have been a conscious
  decision, the present risk and historical loss
  may be defined as acceptable risk and acceptable
  loss

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Categories of Risk

• Life
• Property
• Essential Services
• Community Impact
• Environmental Damage

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Risk Factors to Consider

• Who is endangered?
• What is endangered?
• When will the incident occur?
• Where will the incident occur?
• Why will the incident occur?
• How can the incident be managed?
• What can be done to minimize the impact?

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Kinds of Risk

• Fire
• Explosion
• Hazardous Material Emergency
• Sudden Illness (Pandemic Flu)
• Natural or Man-Made Disaster
• Terrorist Event

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Risk may cause loss of

• Life/property ?Tax Base
• Jobs
• Essential services
• Environmental concerns
• Historic value

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Master Planning

• A general plan or program for achieving long
  range objectives that provides a flexible
  planning framework to guide and balance the needs
  of the community with the needs of the district.

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Methods for documenting the need for a Master Plan

• What is happening?
• Where is it happening?
• When is it happening?
• Who is causing it to happen?
• What is the impact?
• Who is impacted?

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Data

• Significant impact
• Often incomplete
• Use your best judgment
• Needs to be addressed

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Categories and usage

• Population
• Land usage
• This information can be found in the
  City/Counties general plan

52
Sources of Data

• Fire district records
• Planning and Building Departments
• Cal Fire/USFS
• County sources
• The internet
• LAFCO
• ABAG sources- Association of Bay Area Governments

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Data Time Frames

• Five years is reasonable
• Anything more than Five years is unreliable.
• Strategic plans 1-5 years
• Master plans 1- 20 years, not necessarily
  factually based.

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Historical data

• Past trends in a community
• Illustrates a community changes
• Great source for previous emergency events
• Allows you to predict changes- including call
  volume and what may have triggered that (large
  winter storm, entering transportation business)

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Current data

• Shows existing conditions
• Details the demographics of the community and
  response area
• May show trends and changes

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Future Data

• Shows proposed changes
• Outlines future land development or redevelopment
• Estimates population base
• Estimated financial stability

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Business Plans
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Business Plan

• Document designed to establish business
  operations of the district.
• Includes finance, personnel, risk management and
  fixed asset management.
• Helps planning for long range expenditures.
• Useful for staff as a guide.
• Financial projections.

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Components of a Business Plan

• Mission of the Business or Organization
• List of facilities and other major assets
• Business goals, philosophies and values
• Summary of current finances
• Projections of revenues and expenditures
• Risk management
• Other major business impacts

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Components of a Business Plan

• Do you have a long range plan to address things
  that wear out or need to be replaced?
• Apparatus- established a life span both first
  line and reserve
• What is the current replacement cost?
• Reasonable inflation rate for its replacement?
• Calculation of projected replacement cost based
  on inflation and years of expected service.

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Components of a Business Plan

• Financial Data
• Yearly financial statements and audits
• Financial projections- revenue and expenditures
• Explanation of capital projects or enhancements
  to service
• Use of taxpayers money

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Components of a Business Plan

• Fee schedule, including update process
• Outlines capital asset replacement/addition
• Outlines how to maintain or reduce services based
  on revenue

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Break
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Performance Evaluations

• Why do it?
• How to do it?

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Hiring a Fire Chief

• Plan ahead, plan ahead, plan ahead !
• Succession plan?
• Grooming someone from the inside or going to the
  outside - depends on your plan.
• Moving people up from the inside tends to
  preserve the present culture of the organization.
• Plan for all Key positions

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Hiring a Fire Chief, contd

• Want or need for cultural change?
• Going outside your district to find a new leader
  is a way to change the present culture.
• Including how the board operates.
• If you lose your chief without a plan, is someone
  ready to move into that position?

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Succession Planning

• Conscious effort to cover all positions in the
  district.
• Career track for all employees to move up.
• Attractiveness of management positions.
• Work week, overtime, etc.
• Opportunities to build experience and exposure
  to the chiefs job
• Develop and implement projects.
• Board presentations.
• Community events.
• Participate in fire service associations.

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First Steps

• Determine the State of the District
• Changes needed?
• Desired traits.
• Qualifications- KSAs.
• Update the job description!!
• Compensation package.
• Direction for new chief.

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Assessment Center

• Multiple exercises each with raters.
• Intended to measure specific job skills.
• Must identify which KSAs the district desires to
  assess.
• Determines which components the district will
  utilize.

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Typical Assessment Center Components

• Oral interview
• Written exercise
• Incident simulation
• Oral presentation
• Training demonstration
• Employee counseling

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Assessment Centers

• May be any or all of the components.
• May be weighted based on job specifics, board
  values and culture.
• Best if there is a cross section of raters

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Other Considerations

• Background check
• Criminal Record
• Degree (if required)
• Check references
• Site visit of previous employer

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Recruitment Firms

• Professionals with contacts.
• Typically will use one of these identified tools.
• Services based on needs.
• Flyers and brochures for mailers/marketing.

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Fire Chief Contracts

• Able to articulate goals and expectations.
• Outlines pay and benefits.
• Not required, but provides clarity and minimizes
  future misunderstandings.

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Human Resources

• What is included?
• Organization/Position Descriptions
• Recruitment/Hiring
• Training
• Labor Relations
• MOUs
• Benefit Management
• Retention
• Retirement/Separation
• Safety/Workers Comp.

76
Personnel Benefits Trends

• Salaries
• Base
• OT
• Specialty
• Longevity
• Work Schedules
• Retirement Plans
• Medical Insurance
• Deferred Compensation
• Education Incentives
• Other benefits

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Retiree Benefits

• Who represents retirees?
• Are they still employees?
• What obligations does the District have to them?

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Future Issues in Employee Benefits

• Defined Contribution Retirement Plans
• Contract Services
• Housing
• Movable Employees

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Questions?
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FDAC