Moving Forward or Falling Back: Planning For Your ESD’s Future Lane Wintermute, Director of Consulting Services February, 2018

“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 2018 2021 2022 2020 2019

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

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

Master Planning Very resource focused Fire Stations 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 Management Analysis of Current Response Performance Call concurrency Unit hour utilization Outcome measures Capital Asset Review

Evaluation of Current Conditions 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 2013-2014 Response Time Performance 0.5 1 1.5 2 2.5 False alarm Good intent Public assist Hazardous Condition Rescue Motor vehicle accident EMS Overpressure rupture Other fire Wildfire Vehicle fire Building fire All incidents Minutes City Incident Call Processing Time at 90th Percentile 2013-2014 Response Time Performance Average 80th Percentile 10:05 15:00

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

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

Projecting Future Needs 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

Community Risk Analysis Future land use can be used to predict future community risk categorization.

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

Financial Projections Description Year end 6/30/2008 Actual Year end 6/30/2009 Actual Year end 6/30/2010 Actual Year end 6/30/2011 Actual Year end 6/30/2012 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% Capital Assets 23.472% 12.455% Intra-fund Transfers -7.474% -37.093% Total Expenditures 100.000%

Strategic Planning

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

Stakeholder/Strategic Planning Team Make Up Management Team (Fire Chief, Division Leaders) Labor Representatives/Volunteer Representatives Business Owners, Local Industry Chamber of Commerce Representatives Prominent Citizens in the Community Members of Civic Organizations Media Representatives Citizens Who Have Been Recipients of Services Representatives of Neighborhood Organizations External Stakeholder meetings are conducted separately from the internal planning team meetings. Information gathered is utilized and weighted by the internal Planning Team in developing the Strategic Plan.

Start With The Customers First “A lot of people don’t realize that the government has customers. We have customers. The American people.” - Al Gore

Mission Purpose of the Organization Who Are We? Why Do We Exist? What Do We Do? Why Do We Do It? For Whom?

Sample Mission “The Anytown Fire Department exists to ensure the health, safety, and well being of our community by providing effective and efficient fire and life safety services.”

Vision What Does the Organization Want? How Does the Organization Wish to be Known by Others? How Will the Organization Enhance the Quality of Life for Those Who Use its Services? What is the Ultimate Standard by Which all Progress is Measured?

Sample Vision Our Vision: Five years from now, the Anytown Fire Department will be a key team player with local business and citizens, working to maintain a proud family-oriented community with a small-town atmosphere and a strong “sense of place”. Our efficient and effective response will provide an important and valued feeling of security among our citizens, while our continual efforts to prevent such incidents will have a significant and measured effect. We will be fully prepared to mitigate fires, medical emergencies, natural or man-made disasters, and technical rescues, both independently and through an improved network of cooperative regional partners. Our organization will be physically fit, healthy, and an increasingly diverse work force, well trained and empowered with a high level of involvement in our success. Our equipment will be dependable, capable and consistent with the needs of the community, embracing cutting-edge technology, innovation, and emphasizing firefighter safety. The Anytown Fire Department will be a premiere agency providing excellence in public service and, as such, will serve as a model for others seeking success in community satisfaction.

Values or Guiding Principles Express Beliefs About the Conditions Under Which the Organization Works Express the Organization’s Attitudes About: People Processes Performance

Example: ESCI’s Guiding Principles Family and the Importance of the Family Environment Honesty and Integrity Quality and Value Timely, Honest, and Open Communications A Positive “Can-Do” Attitude Respect for Our Customers Teamwork Reputation and Image The Importance of Enjoying Our Work This can reside as a department or district philosophy document

Sample Values Our Values: We value honesty in both our leadership and our employees, leading to the highest level of trustworthiness in both spoken and written word. We value and respect diversity as an organization, in our dealings with each other, and those we serve. We value teamwork, as we believe that availing ourselves of each person’s talent enhances the services we deliver and that cooperation improves our relationships. We value a commitment to excellence that demonstrates itself through consistent professionalism, pride and a positive attitude. We value knowledge, as it forms the foundation for effective decisions, actions and increased safety. We value respect for each person as an individual, an attitude that recognizes the worth of others and exhibits compassion for those in need.

Strategic Initiatives Where Do We Go From Here? Strategic Initiatives Major area organizational focus Future oriented Drives development of objectives Goals Chart a Clear Direction for the Organization or its Programs (Purpose) A Desired Result or Outcome Objectives Specific Measurable Attainable Results-oriented

Typical Initiative Themes Service Delivery Employee Health, Safety and Welfare Staffing Diversity Finance and Capital Customer Service Training and Professional Development Cooperative Service/Regional Cooperation Other

Goals Define How You Achieve Initiatives Develop and implement a service delivery model that is centered on continuous improvement.  All services are sustainable and meet a specific need Promote craftsmanship, accountability and a resilient culture that is united in our common mission Implement and utilize emerging technologies that support the needs of the organization by: Maximizing operational efficiency Improving quality of service

Sample Completed Objective Objective 1-A Develop a comprehensive set of performance measures and targets for all internal and external services and programs delivered by the Agency. Priority: 1 Timeline: September 2012 – September 2013 Responsibility: Deputy Chief Critical Tasks: Develop a list of all services and programs delivered by the Agency. Define internal/external expectations of the service. Review balance of cost/service levels/methods of service (cost benefit). Develop measurable performance criteria. Develop criteria and procedures to periodically re-evaluate performance against current expectations. Establish a formal feedback mechanism, which informs service providers of service deficiencies, improvements, and successes. Establish data collection and analysis capability. Performance Indicators: A Continuous Quality Improvement (CQI) program for each service/program has been developed. Level of service, expressed in measurable terms, are defined for each service/program. A mechanism to measure the outcome has been developed and included with the implementation plan. The outcome measurement is performed and corrective actions to achieve the outcome are incorporated into the implementation plan. Outcomes: Managers embrace and utilize performance measures and targets to adjust processes and services that are delivered to meet the needs of internal and external customers.

How Do We Measure Our Progress? Performance Measures Input Measures Output Measures Outcome Measures Efficiency Measures Quality Measures

Sample Performance Measures Provide for the arrival of adequate resources to initiate interior fire suppression operations at the scene of any fire within 7 minutes following dispatch, 90% of the time. Current: 9.6 minutes Target: 7 minutes Percentage of citizens surveyed rating the Department’s performance satisfactory or better shall be 90%. Current: 76% Target: 90%

Differences in Career and Volunteer Process Availability Level of Participation in Process Realistic Expectations – Implementation

Strategic Planning and the Budget Process Adoption of Strategic Plan Implies Support of Funding Identification of Requirements and Source of Revenue During Process (Discussion) Qualification of Objective (Pending Funding)

Sample Timeline

Reasons for Failure Flawed Process Failure to Adopt or Fund Over Ambitious Failure to Incorporate into Processes Budget Staff Meetings Board/Council Updates Performance Reviews Domination by Person(s) Failure to Issue ‘Duct Tape’

Keys to Success Understanding of Purpose and Process Participation and Involvement Comprehensive Analysis of Where You Are Facilitation Realistic Expectations Achievable (Timelines, Activities) Early success is important

Standards of Cover – Deployment Planning

What is a Standard of Cover? Detailed Deployment Analysis Similar to a Master Plan but Focusing Only On Deployment Analyzes Current Deployment In Area Of: Service Demand by Type and Location Resource Concentration Resource Distribution Response Performance Response Reliability Very Highly Data Driven and Data Dependent

What is a Standard of Cover? Based On Criteria Established by The Commission on Fire Accreditation International (CFAI) Required for Accreditation, Along With a Strategic Plan

Why a Standard of Cover? To Quantify Your Current Service Delivery Provide Data and Tools For Future Deployment Planning Required for Accreditation

Elements Of An SOC Description of Community Served Review of Services Provided Capital Facilities and Apparatus Review Review of Community & Agency Expectations and Performance Goals Community Risk Assessment

Elements Of An SOC Review of Historical System Performance Performance Objectives and Measures Overview of Compliance Methodology Overall Evaluation, Conclusions, and Recommendations to Policy Makers

Do I Need an SOC, Strategic Plan, Master Plan? The Master Plan is Big Picture, Long Range (10 to 15 Years) The Strategic Plan is Shorter Term (3 to 5 Years) Focused on Goals and Objectives, Creating a Road Map The SOC is More Comprehensive In Terms of Service Delivery and Risk Analysis, But Focused Only On Deployment

Making the Pieces Fit Through Cooperative Efforts, Merger, ESD Consolidation, ESD Formation or Expansion

The Million Dollar Question: Cooperative Service Provision The Million Dollar Question: What is in the best interest of the community we serve?

Why Consider Cooperative Services? It would provide a comprehensive look at what you have: Programs Services Strengths and deficiencies Opportunities and threats Looking at “options” is good government Creates basis for future planning Provides basis for sound decision making

Why Consider Cooperative Services? Potential reduction in costs Future Cost Avoidance Economies of scale Increased services/levels Shift in ISO rating Reduces risk or liability Enhances bench strength (people) Elimination of duplication

Duplication in…. Stations Apparatus Equipment Personnel Utility costs Maintenance Insurance

Added Benefits Depth of service Allows sharing of staff and personnel Standardization of services Standardization of programs Recruitment Public education, etc. Political clout Ability to absorb financial crisis

Analysis is Critical… Governance Model Services and Programs Review Financial and Operational Evaluation Administration and Human Resources Organizational Structure Facilities, Apparatus, Equipment Policies, Agreements, Contracts

Financial Comparisons EAST CLACKAMAS COUNTY CONCEPTUAL MODELS CALCULATED FINANCIAL COMPARISON EAST CLACKAMAS COUNTY CONCEPTUAL MODELS Expenses Concept 1 Concept 2 Concept 3 Concept 4 BFD-EFD BFD-SFD EFD-SFD ALL Personal Services $2,695,608 $2,991,697 $2,349,995 $4,161,817 Materials & Svc $1,112,494 $1,215,993 $943,751 $1,644,340 Capital Outlay $183,070 $147,120 $46,050 $188,120 Reserve $268,867 $182,867 $86,000 Contingency $225,000 $255,000 $120,000 $300,000 Total Modeled Exp. $4,485,038 $4,792,677 $3,545,796 $6,563,144 Revenues Total Non-Tax Rev. $555,192 $446,732 $340,414 $671,169 Calc. Tax Rate Assessed Value $1,654,609,975 $1,927,353,203 $1,374,884,346 $2,478,423,762 Modeled Expense Non-Tax Revenue Calc. Tax Levy $3,929,846 $4,345,95 $3,205,382 $5,891,975 $2.3751 $2.2549 $2.3314 $2.3773

EAST CLACKAMAS COUNTY CONCEPTUAL MODELS Revenue Comparisons CALCULATED FINANCIAL COMPARISON EAST CLACKAMAS COUNTY CONCEPTUAL MODELS Expenses Concept 1 Concept 2 Concept 3 Concept 4 BFD-EFD BFD-SFD EFD-SFD ALL Personal Services $2,695,608 $2,991,697 $2,349,995 $4,161,817 Materials & Svc $1,112,494 $1,215,993 $943,751 $1,644,340 Capital Outlay $183,070 $147,120 $46,050 $188,120 Reserve $268,867 $182,867 $86,000 Contingency $225,000 $255,000 $120,000 $300,000 Total Modeled Exp. $4,485,038 $4,792,677 $3,545,796 $6,563,144 Revenues Total Non-Tax Rev. $555,192 $446,732 $340,414 $671,169 Calc. Tax Rate Assessed Value $1,654,609,975 $1,927,353,203 $1,374,884,346 $2,478,423,762 Modeled Expense Non-Tax Revenue Calc. Tax Levy $3,929,846 $4,345,95 $3,205,382 $5,891,975 $2.3751 $2.2549 $2.3314 $2.3773

Combined Service Area Coverage

Beware of the BIG Six… Turf Power Politics Control Money Timing

ESCI Services Overview Cooperative Efforts Feasibility Studies Master Planning Strategic Planning Standards of Cover Reports Executive Recruitment/Placement Entry Level and Promotional Testing ISO Benchmarking Comparisons

Thank You! Lane Wintermute, Director of Consulting Services lane.wintermute@esci.us 1-800-757-3724| www.esci.us ESCI’s booth is located in the vendor area