Slide 1
By: Michael DavisMBA 599Dr. ReeleyHillsborough County Fire
Rescue Case Study
ObjectivesOrganizational overviewExternal assessmentInternal
assessmentDecision analysisImplementationFinancial Projections
Introduction
Description
Multi-functional Emergency Services ProviderServices 1072 Square
miles
HistoryBegan in the 1950s as Volunteers1973 Hired first Career
Firefighters1974 EMS introduced1980 EMS ranked 3rd in U.S.1997
Merger of Fire/Rescue
To preserve the community, and its people, by serving to protect
longevity and property, to which our citizens hold dear.
Hillsborough County Fire Rescue preserves and protects life and
property by providing quality, timely emergency services, and by
enhancing public safety through public education, fire prevention,
and emergency planning.
Strategic ElementsMajor Events1997 Merger of Fire Department
& Hillsborough County EMS
2013 Acquisitions of the remaining Volunteer Associations
External Assessment
Competitors
Competitive Profile MatrixCompetitive Profile Matrix
(CPM)Hillsborough County Fire RescueCity of Tampa Fire RescuePasco
County Fire RescueCritical Success FactorsWeight
RatingScoreRatingScoreRatingScoreAdvertising/Awareness0.0520.1010.0510.05Market
Penetration0.0530.1530.1540.20Customer
Service0.1440.5630.4230.42Station
Locations0.0920.1830.2720.18Equipment
R&D0.0820.1620.1620.16Employee
Dedication0.0830.2440.3220.16Financial
Profit0.1030.3020.2020.20Customer
Satisfaction0.1440.5620.2830.42Community
Impact0.0830.2420.1620.16Specialty Services0.0740.2830.2120.14Top
Management0.0830.2430.2430.24Price
Competitiveness0.0430.1220.0830.12Totals1.003.132.542.45
Threats1.Increasing response times due to traffic and road
conditions0.0940.362.Terrorism0.0310.033.Major Natural
Disasters0.0420.084.Personnel Safety reduced0.0320.065.Decreased
quality of building materials0.0610.066.Non-compliant code
violators0.0210.027.County growth outpacing department
growth0.0840.328.High Hazard Occupancies0.0420.089.Hazardous
Materials Intermodal travel0.0310.0310.Any loss of community
trust0.0220.04TOTALS1.002.90
OpportunitiesWeightRatingWeighted Score1.Mutual Aid
partnership0.0430.122.Reaching out to neighborhood
community0.0420.083.New dispatch/GIS mapping/GPS0.1040.404.Public
Education outreach to community and residents0.0420.085.Structure
fire survey to improve services0.0210.026.Moving training center
will allow expansion0.0740.287.Regionalization of Special Ops
resources0.0630.188.Social networking presence0.0520.109.Growing
population0.0640.2410.Electronic Reporting System0.0840.32
External Factors Evaluation
Internal Assessment
Financial Ratio AnalysisHillsborough County Fire RescueFY 14 FY
15RatioRevenues$13,642,189.00$13,501,974.00-1.03%AppropriationsPersonnel
Services$99,222,962$102,280,6703.08%Operating
Expenditures$25,351,622$26,802,9605.72%Capital
Outlay$106,496$64,20739.71%Grant &
Aids$124,360$104,63115.86%Other Non-Operating
Expenses$228,403$290,45127.17%Total$125,033,843$129,542,9193.61%
Financial Ratio AnalysisTampa Fire RescueFY 14 FY
15RatioRevenues$15,818,440.00$16,279,336.002.91%AppropriationsPersonnel
Services$70,037,851.00$70,935,167.001.28%Operating
Expenditures$3,771,201.00$274,985.0092.71%Capital
Outlay$568,483.00$273,937.0051.81%Grant & AidsOther
Non-Operating
Expenses$6,506,838.00$7,001,600.007.60%Total$80,884,373.00$78,485,689.00-2.97%
Pasco County Fire RescueFY 14 FY
15RatioRevenues$53,604,796.00$59,374,552.0010.76%AppropriationsPersonnel
Services$37,429,637.00$40,074,762.007.07%Operating
Expenditures$2,259,330.00$2,532,642.0012.10%Capital
Outlay$25,844.00$163,200.00531.48%Grant &
Aids$841,930.00$841,930.000.00%Other Non-Operating
Expenses$4,642,065.00$6,485,003.0039.70%Total$45,198,806.00$50,097,537.0010.84%
Financial Ratio Analysis
Financial Ratio Analysis
Financial Ratio Analysis
Internal Financial EvaluationStrengthsWeightRatingWeighted
Score1.Recruitment not a challenge0.0420.082.Strong public
image0.0640.243.Competitive wages and
benefits0.0530.154.Involvement with regional/state-wide
organizations0.0430.125.We do a great job of EMS
delivery0.0740.286.Good labor/management relation0.0440.167.Recover
well from economic adversity0.0530.158.Drive for personal
development0.0330.099.Strong Special Operations
division0.0430.1210.Fiscally responsible0.0640.24
Weaknesses1.Apparatus maintenance0.0520.102.Inability to hire in
critical areas0.0710.073.Challenges with IT (Information
Technology)0.0940.364.Dissemination of
information0.0610.065.Response times too long0.0840.326.Succession
planning0.0320.067.Lack of education in
administration0.0210.028.Inconsistent supervision of subordinates.
S.O.Ps not adhered to on a daily basis0.0210.029.Need to use data
collection to communicate needs to public0.0420.0810.Lack of
personnel0.0610.06Rating: 1=major weakness; 2=minor weakness;
3=minor strength; 4=major strengthTOTALS1.002.78
SWOT MatrixSO Strategies1Competitive wages in a growing market
(S3, O9)2Social media connects the public to the work of the
department (S2 , O2, O4, O8)3EMS and Fire services improvement (S5,
O5)4Great Special Operations program (S9, O7)ST Strategies1Swift
recovery after major incident (S7, T2, T3)2Great training for
Specialized Hazard incidents (S9, T8, T9)3Strong community support
when dealing with code violators (S2, T6)4Growing room for
personnel advancement (S1, S3, T7)WO Strategies1Challenges with
emerging technology (W3 ,O3, O10)2Not meeting growth with hiring
personnel (W2, W10, O7)3New Training facility to improve meeting
public needs (W2, W9,O4, O6)WT Strategies1Time delays with
rendering aid (W5, T1)2Inconsistencies in Administration threatens
public image (W7, W8,T10)3Employees presenting themselves
inappropriately while off-duty (W8, W10,T10)
BCG MatrixHigh Medium Low1.0 .50 0.0High+20StarQuestion
MarkMedium 0Cash CowDog Low -20
Squad ChangesFuel Costs SavingsAlternative Strategies
Core ValuesCommitment to Excellence
Stellar customer service
Embracing diversity, transparency, and accountability
Organizational StructureFire ChiefDeputy Chief of
OperationsChief of TrainingTraining OfficersChief of Special
OperationsShift CommanderBattalion
ChiefsCaptainsLieutenantFirefighterFireMedicParamedicDriver
EngineerDivision Chief of Emergency ManagementManager of Emergency
PlanningSenior PlannerEmergency Management SpecialistSenior Program
DirectorEmergency Management SpecialistDeputy Chief of
AdministrationFire MarshalAssistant Fire MarshalLead Fire
InvestigatorInvestigatorFire InspectorsFire FacilitiesLogistics
ManagerMulti-TradesStorekeeperChief of RescueChief of Quality
AssuranceMCI Planning DirectorEMS Medical DirectorEmergency
Dispatch Medical DirectorChief of PersonnelPersonnel
AnalyistPersonnel AssistantEmergency Dispatch ManagerSenior Program
CoordinatorCommunication SupervisorSenior DispatcherDispatcher
RecommendationsImproving Management StyleEnhance Educational
Emphasis
Knowledge is less expensive than ignorance. Ignorance is a
dangerous and costly factor under any form of government (A. J.
Fogg, 1874)
Implementation PlanConsider Organizational Culture
Building strong relationships with workforce
Be willing to discipline
Financial ProjectionsHillsborough County Fire RescueFY 15FY 16FY
17FY18Revenues$13,501,974$14,042,053$14,603,735$15,187,884AppropriationsPersonnel
Services$102,280,670$111,293,615$118,165,877$125,462,494Operating
Expenditures$26,802,960$30,903,632$28,929,725$27,081,897Capital
Outlay$64,207$170,000$130,950$100,870Grant &
Aids$104,631$5,000$80,000$1,280,000Other Non-Operating
Expenses$290,451$520,000$460,720$408,198Total$129,542,919$142,892,247$147,767,272$152,808,617
Conclusion
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