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

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

4. “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

5. 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

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

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

8. Long Range Master Planning
2018
2021
2022
2020
2019

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

10. 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?

11. 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

12. 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?

13. 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

14. 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

15. Service Demand Analysis

16. Resource Distribution Analysis

17. Resource Concentration Analysis

18. 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
Response Time Performance
Average
80th Percentile
10:05
15:00

19. 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

20. 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

21. 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

22. Projected Service Demand

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

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

25. 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% %
Total Expenditures %

26. Strategic Planning

27. Strategic Planning
The compass needle for an organization…

28. 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

29. 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

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

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

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

33. 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.

34. 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

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

36. 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.”

37. 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?

38. 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.

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

40. 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

41. 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.

42. 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

43. 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

44. 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

45. 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.

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

47. 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%

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

49. 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)

50. Sample Timeline

51. 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’

52. 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

53. Standards of Cover – Deployment Planning

54. 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

55. 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

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

57. 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

58. 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

59. 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

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

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

62. 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

63. 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

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

65. 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

66. 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

67. 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

68. 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

69. Combined Service Area Coverage

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

71. 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

72. Thank You! Lane Wintermute, Director of Consulting Services |
ESCI’s booth is located in the vendor area