1

Category III: Goals and Objectives

Agencies should establish general organizational goals designed to implement their

assigned mission and short-range plans. Additionally, agencies should establish goals and

objectives for and to direct the priorities of operational programs (to include at least those

outlined in Category V) and support services. All goals and objectives should be

developed consistent with the elements of the published Strategic and Capital

Improvement Plans.

Goals are general statements that identify where the agency wants to be at some point in

time. Goals establish targets for performance improvement.

Objectives are specific statements designed to document the steps necessary to achieve the

agency’s goal statements, and apply to a specific time period. For purposes of

accreditation, objectives should be consistent with the elements of the acronym

“S.M.A.R.T”1

Specific

Measurable

Attainable

Realistic

Time-bound

Standards of Cover incorporate performances objectives written to measure current

(baseline) and future (benchmark) response capability and performance and should be

depicted as appropriate within the written responses to the criteria outlined below. An

agency that wishes to make improvements in their standards of cover performance should

include goals and objectives to that effect.

Agencies should establish a systematic method of communicating and implementing the

established goals and objectives. Agencies also should enact a formal process to routinely

assess their organizational progress toward achievement. Each of the goals and objectives

should be re-examined and modified routinely with an eye toward their necessity and 1 Peter F. Drucker (1986). The Practice of Management, New York: HarperCollins Publishers, Inc.

2

appropriateness. In this way, the agencies can ensure their goals and objectives remain

consistent with their mission and their short/long-range plans.

3

Criterion 3A: Goals and Objectives

The agency has established general goals and specific objectives that direct the agency’s

priorities in a manner consistent with its mission and appropriate for the community it

serves.

Summary:

The department has an established and published mission statement that acts as the base

philosophy of the organization. Annual strategic planning sessions include an evaluation

of established goals and objectives. Specific program goals and objectives support the

general goals and objectives of the department. The mission, goals, and objectives guide

the department to fulfill its established legal purpose and community expectations.

4

Performance Indictors:

CC 3A.1 The agency publishes general organizational goals directed toward

achieving the agency’s long-range plans. Corresponding specific objectives are

published to implement these goals and incorporate the measurable elements of

time, quantity, and quality.

Description

The department finalized its most recent strategic plan in March of 2012, and established

and adopted general goals and objectives. This process produced or amended goals for

long-range planning. The seven functional areas have goal statements to direct the

department and its future. The annual department budget incorporates the agency goals.

The strategic planning process tasks the department with a continuous, annual review of

its established goals and objectives. This not only ensures that managers and staff are on

course with these goals, but it also allows for amendment of existing goals or the

introduction of new goals. Periodic reporting by Division Chiefs and a continuous

evaluation of the current budget impact provide implementation measures of goals and

objectives.

Appraisal

The strategic planning process appropriately allows the department to adopt and

implement its long-range plans.

Plan

The Business Division Manager department will continue to re-evaluate strategic planits

goals and objectives on an annual basis to ensure that the department remains focused on

goal setting and achievement.

References

Strategic Plan

Comment [MT1]: I won’t repeat my comment on each of the Plans, but it’s good to identify the person or persons responsible and not just the generic word “department.” Otherwise some Plans may slip through the crack and not be addressed.

5

3A.2 The agency establishes goals for each operational program with corresponding

specific objectives that incorporate the measurable elements of time, quantity and quality.

Description

The department uses the overall planning process to implement established goals and to

produce objectives based on the goals. The department contracted with the Center for

Public Safety Excellence creating an updated strategic plan process to review department

goals and objectives and resulting in an updated planning process and modified goals and

objectives. Representatives from other agencies inter-dependent with the department

served on a Strategic Planning Team and their subsequent input was included in the

development of goals and objectives. To assist in the implementation of specific

objectives members received copies of the strategic plan with goals and objectives.

Appraisal

The strategic planning sessions facilitated by CPSE resulted in the development of

objectives that met the criteria listed above and appropriately supported the goals

identified by the Strategic Planning Team. Further, this process appropriately involved

input from a representative sampling of stakeholders for the department.

Plan

The Business Division Manager department will continue to ensure there is an ongoing

review of the strategic plan and the goals and objectives for relevance and progress.

Objectives for subsequent strategic plans will be developed based on the criteria outlined

above: have clarity, precision and are measurable; are substantiated by supporting data;

are understood and accepted by the authority having jurisdiction and the members of the

organization; are published in appropriate agency publications; specify intended results;

and result in establishment of action plans.

References

Strategic Plan

Strategic Plan Tracking Document

6

3A.3 Published materials accurately portray the agency’s goals and objectives as well as

mission, vision and values in context.

Description

The department’s mission statement, vision statement, values statements, goals and

objectives were established or re-affirmed in the latest strategic planning process. The

Center for Public Safety Excellence (CPSE) facilitated the process with both internal and

external stakeholder participation/

Appraisal

The strategic planning document has served as a quality published document affording

organizational improvement through the accomplishment of objectives.

Plan

Department members, led by the executive staff The department will continue to work on

the accomplishment of the strategic plan, with the Business Division Manager updating its

plan goals and objectives as necessary.

References

Strategic Plan

7

3A.4 Agency goals and objectives are submitted to and reviewed by the governing

authority responsible for establishing policy.

Description

The department submits the strategic plan and the standard of cover to the city manager.

The City Commission can access the documents on the city’s digital library. As a matter

of policy, the City does not adopt individual department plans because of the frequent

changes in commission membership.

Appraisal

The department utilizes the strategic plan as formally adopted and refers to it when

requesting funds etc. The city funds the development of the plan and encourages its use as

a good planning tool.

Plan

The Fire Chief We will continue to submit the plan to the city manager who shares it with

the commission as he determines. The department We will continue use the strategic plan

for guidance and to guide the direction of the department and will modify it as required.

References

Strategic Plan

8

Criterion 3B: Implementation of Goals and Objectives

A management process is utilized for implementation of goals and objectives.

Summary:

The department utilizes the strategic planning process as its basis for goal and objective

implementation. Annually, a cross-section of the members of the department, along with

program managers and staff, evaluate the current strategic plan and the department’s goals

and objectives for relevance and effectiveness. Members submit specific program goals

and objectives to assist in the formulation of the general goals and objectives, and

subsequently the strategic plan. All department personnel and the City Manager receive

the finalized strategic plan and the department’s goals and objectives. The City Manager

makes the plan available to the city commission.

9

Performance Indictors:

CC 3B.1 Some form of organizational management process is identified and

used to implement and track the agency’s goals and objectives.

Description

The department utilizes annual budget and strategic planning processes as the main

system for implementing its goals and objectives. The department reviews the strategic

plan at managers meeting and at executive staff meetings. To ensure a balanced

representation of personnel, the department identifies program managers and other

members to participate in the process. In addition, members from City and County

departments attend to ensure the department is including all partners in the review of

annual goals and objectives for the department. Program managers and staff prepare

specific program goals and objectives, which formulate the general goals and objectives

for the department. The formulation of the strategic plan comes from the goals and

objectives and other input analysis provided from the planning session.

Appraisal

Department personnel receive an invitation to provide input for the budget and strategic

planning processes. Specific program goals and objectives create the basis for the

department’s general goals and objectives, which enhance its strategic plan. The budgeting

process further works to ensure implementation of the goals and objectives determined in

the process.

Plan

As established in the strategic plan, the Business Division Manager department will

continue to annually evaluate, amend and add the goals, objectives, and action plans

identified in the strategic planning review sessions. Additionally, the department will work

within the budget allocation to support the goals and objectives.

References

Strategic Plan

10

3B.2 The agency’s goals and objectives are disseminated to all members of the

organization.

Description

Personnel have access to the strategic plan on the department intranet. The Chief presents

portions of the plan and covers current highlights during quarterly shift and station

meetings. This allows member an opportunity to ask questions and to get feedback on the

strategic plan and related department issues. Managers meetings provide time for a

review of the plan as needed.

Appraisal

The current methods of sharing the plan appear to be working. Members participate and

ask good questions at the Chiefs shift meetings.

Plan

The Business Division Manager We will continue to make the strategic plan and any

changes available to all members on the intranet. The Fire Chief will continue to meet

with the shifts and stations at least twice a year.

References

Strategic Plan

Intranet Screen Shot

Activity Calendar Screen Shot – Chief Meetings

11

Criterion 3C: Measurement of Organizational Progress

Processes are in place to measure and evaluate progress towards completion of specific

objectives and overall system performance. The goals and objectives are re-examined and

modified periodically.

Summary:

The department annually assesses its goals and objectives during the annual strategic

planning sessions. Program goals and objectives provide the basis for the department’s

goals and objectives. Program managers continuously assess the success or deficit of their

programs based on the stated goals and objectives. During the annual strategic planning

sessions, goals and objectives are re-examined and modified as needed. Program managers

have the ability to modify their program goals and objectives as needed.

12

Performance Indictors:

CC 3C.1 The agency’s goals and objectives are examined and modified at least

annually for quality and to ensure they remain current and consistent with

the agency’s mission, vision, and long range plan(s).

Description

The department reviews portions of its plan, goals and objectives at managers meetings,

labor management meetings and weekly executive staff meetings. Each program manager

also regularly meets and establishes goals with individuals at various levels of the

department.

Appraisal

Program managers and other stakeholders participate in the strategic plan review to help

the department in meet its goals and objectives.

Plan

The Business Division Manager department will continue to review and update the its

strategic plan, goals and objectives on a regular basis.

References

Strategic Plan

13

3C.2 The agency establishes performance measures to evaluate achievement of general

organizational and operational program goals and objectives.

Description

The City Manager receives a monthly report of progress towards department goals and

objectives. Executive staff identify specific performance measures of the strategic plan

and corresponding suspense dates. Program managers provide the Executive Staff with

information about the successes and deficits of specific program goals and objectives.

Appraisal

The method for assessing the achievement of the quality and need of each goal and

objective is adequate. Program goals and objectives provide the basis for the department’s

goals and objectives. Program managers and the department’s Executive Staff provide

effective assessment of all goals and objectives.

Plan

The department will continue to provide an effective process of assessing all goals and

objectives through its program managers and program administrators.

References

Strategic Plan