Moving Forward or Falling Back: Planning For Your Fire Departments - PowerPoint PPT Presentation

Moving Forward or Falling Back: Planning For Your Fire Department’s Future Lane Wintermute, Western Regional Director September, 2017

“He Who is Failing to Plan, is Planning to Fail” - Winston Churchill

“I would argue that the fire service represents the world’s best crisis managers. No one is better trained, equipped, or skilled to handle hundreds, thousands, or even tens of thousands of unique emergency incidents than America’s fire service. On average… in 26 minutes or less! I would also argue that historically, as a profession, we have done a poor job in the area of planning.” Jack Snook, Founder, ESCI

Emergency Services Planning Levels • Tactical/Operational Planning • Financial Planning • Strategic Planning • Master Planning • Standards of Cover (Deployment Planning) • Special Purpose Planning • Cooperative Efforts/Shared Services/District Formation or Expansion

Tactical/Operations Planning • Run cards • Dispatch Protocols • Mutual Aid • Automatic Aid • Collaborative On Scene Procedures, ICS, SOGs • Shared Command Staff Practices

Financial Planning • Annual Budget Process • 3 to 5 Year Future Budget Projections • Capital Replacement Planning • Monitoring/Projecting Revenue Sources

Long Range Master Planning 2021 2020 2019 2018 2017

What is Master Planning? • Big Picture • High Altitude • 10 to 15 Year Planning Window

Four Questions of Master Planning • Where Are We Now? • Where Do We Need to Be? • How Do We Get There? • How Do We Pay For It?

Master Planning • Very resource focused  Facilities  Apparatus  Staffing • Focuses on current service delivery performance and future service demands • Tied to cost projections and revenue planning • Linked to community comprehensive planning • Historically lacking in the emergency services

Master Planning Components • Evaluation of Current Conditions  Where are we now? • Projecting Future Service Demands  Where will we need to be? • Development of Response and Resource Future Strategies  How will we get there? • Financial Projections  How do we pay for it?

Evaluation of Current Conditions • Agency Evaluation • Management components • Organizational structure • Financial review • Staffing and Personnel Mangement • Analysis of Current Response Performance • Call concurrency • Unit hour utilization • Outcome measures • Capital Asset Review

Where Are We Now? Evaluation of Current Conditions • Commission on Fire Accreditation International (CPSE) • N.F.P.A. Standards  Health and Safety  Staffing and Deployment  Apparatus and Equipment • O.S.H.A. and E.P.A. • I.S.O. Criteria • EMS Protocols • Industry Standards and Best Practices

Service Demand Analysis

Resource Distribution Analysis

Resource Concentration Analysis

Response Performance Analysis City Incident Call Processing Time at 90th Percentile All incidents Building fire Vehicle fire Wildfire Other fire Overpressure rupture EMS Motor vehicle accident Rescue Hazardous Condition Public assist Good intent False alarm 0 0.5 1 1.5 2 2.5 Minutes 160 100% 90% 140 80% Count of Incidents 120 70% 100 60% 2013-2014 Response Time Performance 80 50% 40% 60 80 th Percentile Average 30% 40 20% 20 10% 10:05 15:00 0 0% 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 24:00 25:00 26:00 27:00 28:00 29:00 30:00 More Response Minutes Count of Incidents Percentile

Response Performance and Reliability Call Concurrency Number of Concurrent Calls By Station Responding Reliability Total 01 02 03 04 05 06 07 08 Station Factor ST1 1,431 25 26 56 11 1,549 92.38% ST2 46 749 1 16 1 2 815 91.90% ST3 10 513 14 23 21 1 1 583 87.99% ST4 60 1 9 915 29 1 1,015 90.15% ST5 10 13 19 816 2 860 94.88% ST6 9 22 22 1 905 2 10 971 93.20% ST7 11 4 5 2 3 10 216 83 334 64.67% ST8 7 3 2 3 1 36 13 467 539 88.13% Total 1,584 804 590 1,009 872 1,000 235 572 6,666 2000 1800 1600 1400 Unit Hour Utilization 1200 1000 800 600 400 200 0 BRU5 Rescue 4 Utility 1 Battalion 1 Engine 1 Engine 2 Engine 3 Engine 4 Engine 5 Engine 6 Engine 7 Engine 8 Med Unit 1 Med Unit 2 Med Unit 3 Med Unit 5 Med Unit 6 Med Unit 7 Truck 1 Truck 2 Truck 3

Capital Assets Assessment • Facilities  Condition and Viability for Future Use  Suitability and Efficiency  Replacement/Renovation Needs • Apparatus  Condition and Viability for Future Use  Life Expectancy  Establish Replacement Cycle – And Fund It

Where Will We Need To Be? Projecting Future Needs • Understanding of Community Comprehensive Plans • Expansion/Annexation • Population Projections • Demographic Analysis and Trends • Service Demand Projections • Community Risk Analysis  Present and Future

Projected Service Demand 1,600 1,600 1,400 1,400 1,200 1,200 1,000 1,000 800 800 600 600 400 400 200 200 0 0 2015 2020 2025 2030 2035 2040 EMS 386 476 567 657 748 838 Other 211 261 311 360 410 460 Fires 25 31 37 42 48 54 Overall 622 768 914 1,060 1,206 1,352

Community Risk Analysis Future land use can be used to predict future community risk categorization. 200.000 150.000 100.000 50.000 0.000

How Do We Get There? Resource Deployment Strategies Future Community Type of Need Risk Assessment Future Service Frequency of Need Demand Service Level Risk-Benefit Decisions Objectives

Resource Deployment Strategies First-Due Initial Response Performance Distribution (future road networks) Concentration Of Reliability/Failure Companies (based on future workload) Effective Critical Tasking Firefighting Force (based on future risk)

How Do We Pay For It? Financial Projections • Capital Outlay Expense Projection • Annual Operating Cost Projection • Analysis of Optional Strategies

Financial Projections Year end Year end Year end Year end Year end Description 6/30/2008 6/30/2009 6/30/2010 6/30/2011 6/30/2012 Actual Actual Actual Actual Budget State aid Civil Defense 69,056 73,056 83,743 164,132 128,202 State aid - other 0 65,872 20,000 0 0 Contributions from other 0 16,173 16,794 19,201 17,998 cities Interest Pooled Money (1,948) (2,378) (169) (131) 0 Contribution from General 121,474 127,444 67,708 50,781 67,708 Fund Other 0 663 0 17 0 Refunds/Reimbursements FEMA Disaster Relief 0 0 0 10,181 10,000 Reimbursement from 0 (1,546) 118 71 0 Services Charge for Statuary Services 0 0 0 0 0 Total Revenue 188,582 279,284 188,195 244,252 223,908 Year end Year end Year end Year end Year end Description 6/30/2008 6/30/2009 6/30/2010 6/30/2011 6/30/2012 Actual Actual Actual Actual Budget Salaries 41.373% 80.223% 50.509% 58.560% 51.429% Benefits 20.257% 34.399% 23.601% 27.632% 22.128% Supplies & Services 14.898% -7.147% 25.889% 13.807% 51.080% Other Charges 0.000% 0.000% 0.000% 0.000% 0.000% Capital Assets 23.472% 0.000% 0.000% 0.000% 12.455% Intra-fund Transfers 0.000% -7.474% 0.000% 0.000% -37.093% Total Expenditures 100.000% 100.000% 100.000% 100.000% 100.000%

Strategic Planning

“Strategic Planning does not deal with future decisions. It deals with the futurity of present decisions. What we have to do today is to be ready for an uncertain tomorrow.” Peter F. Drucker Prof. of Social Science & Mgt.

Strategic Planning The compass needle for an organization…

What is Strategic Planning? • Gives you a 3 to 5 Year Road Map • Establishes (or Updates) Statements Of: • Mission • Vision • Core Values • Development of Strategic Initiatives Defined By: • Establishment of Goals • Measurable Objectives – Timelines – Responsibility – Critical Tasks • Performance Objectives and Targets • Measurable Outcomes • Facilitated Process

What is Strategic Planning? The most successful strategic planning process involves both internal and external stakeholders, customers and is driven by the central theme of: “What is in the best interest of the citizens served.” Jack Snook, ESCI Founder

Positive Effects • Improves Communications • Solicits Input • Invites Participation • Increases Awareness (Internal and External) • Provides Organizational Growth Opportunities • Increases Organizational Support, Understanding and Appreciation

Strategic Plan Report Components • Introduction/Philosophy • Mission • Vision • Values or Guiding Principles • Identification of Services • Prioritization of Services • SWOT Analysis • Expectations, Concerns and Feedback

Strategic Plan Report Components • Development of Strategic Initiatives • Establishment of Goals • Measurable Objectives – Timelines – Responsibility – Critical Tasks • Performance Objectives and Targets • Measurable Outcomes