STRATEGIC PLAN - sccfd.org · Santa Clara County Fire Department’s Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path

FIRE DEPARTMENT SANTA CLARA COUNTY

STRATEGIC PLAN January 2010 – December 2014

Kenneth L. Waldvogel Fire Chief

Administrative Offices: 14700 Winchester Boulevard Los Gatos, California 95032

(408) 378-4010

STRATEGIC PLAN

Introduction

The Santa Clara County Central Fire Protection District a.k.a. Santa Clara County Fire Department (herein referred to as “SCCFD” or “County Fire”) is a county-dependant special district providing fire suppression, basic and advanced rescue, advanced life support first response medical services, hazardous materials and technical rescue response, fire inspection, fire investigation, disaster preparedness, and public education to their community. The SCCFD is consistently working to achieve the highest level of professionalism and efficiency on behalf of those it serves and is currently pursuing reaccreditation through the Commission on Fire Accreditation International (CFAI).

In an effort to work toward self-improvement, the Santa Clara County Fire Department contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to place into writing the department’s path into the future. The methodology chosen was to develop and implement a “Community-Driven Strategic Plan.” This plan was written in accordance with the guideline set forth in the CFAI Fire & Emergency Service Self-Assessment Manual (8th ed.), and is intended to guide the organization within established parameters set forth by the authority having jurisdiction.

CPSE utilized the Community–Driven Strategic Planning process to accomplish more than just the development of a document. It challenged the membership of the SCCFD to look critically at paradigms, values, philosophies, beliefs and desires. It challenged individuals to work in the best interest of the “team.” Further, it provided the membership with an opportunity to participate in the development of their organization’s long-term direction and focus. The members of the department’s External and Internal Stakeholders Groups did an outstanding job in committing to this important project and remain committed to the document’s completion.

Santa Clara County Fire Department’s Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency’s members, individually and collectively, will carry out the agency’s mission. In the following pages, SCCFD identifies their goals, objectives and strategies that will allow the agency to realize its vision.

SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN

TABLE OF CONTENTS

Organizational Background ...................................................................................... 1

Definition of a Community-Driven Strategic Plan........................................................ 2

Process and Acknowledgements............................................................................... 6

Customer Priorities ................................................................................................. 8

Customer Expectations............................................................................................ 9

Areas of Customer Concern ....................................................................................11

Positive Customer Comments..................................................................................13

Other Thoughts and Comments ..............................................................................15

Internal Stakeholder Group Findings........................................................................16

The Mission...........................................................................................................18

Values ..................................................................................................................19

Programs and Services Provided .............................................................................20

S.W.O.T. Analysis ..................................................................................................21

Strengths ..............................................................................................................21

Weaknesses ..........................................................................................................23

Opportunities ........................................................................................................24

Threats.................................................................................................................25

Critical Issues and Service Gaps..............................................................................26

Goals and Objectives .............................................................................................27

The Vision.............................................................................................................37

Performance Measurement .....................................................................................38

The Success of the Strategic Plan............................................................................40

Glossary of Terms..................................................................................................41

Acronyms and Abbreviations...................................................................................44

Works Cited ..........................................................................................................45

Appendix A: Raw Feedback from External Stakeholders


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Organizational Background Santa Clara County is a culturally diverse and densely populated county located in the San Francisco Bay Area. Formed in 1850, it was named after Mission Santa Clara and Saint Clare of Assisi, Italy, and is one of the first counties of California originally inhabited by the Ohlone. Currently, the County is known as the primary site of “Silicon Valley,” home to the headquarters of Apple Computers, Sun Microsystems, Hewlett Packard, Google, Yahoo, eBay, Intel, and many others.

The Santa Clara County Fire Department was officially created in 1947 as the Central Fire Protection District with a few stations serving the county’s large core unincorporated area. County Fire does not provide services to the entire county, though they do serve more than 251,950 residents and 114.5 square miles of territory within the communities of Campbell, Cupertino, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Morgan Hill, Saratoga, and adjacent unincorporated areas.

Santa Clara County Fire Department is governed by the Santa Clara County Board of Supervisors. The Department is divided into five service divisions: Administrative Services, Fire Prevention Division, Operations Division, Training Division, and Support Services Division. Currently, there are 307 career personnel, including 259 full time career firefighters who are augmented by 40 volunteer firefighters. These personnel serve the territory from 17 fire stations, which house 21 pieces of apparatus and 4 command vehicles.


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Definition of a Community-Driven Strategic Plan The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase, while dollars and other resources continue to shrink. These trends place increased pressure on the modern fire service manager, policy makers, and full-time and volunteer staff to develop ways to be more effective and more efficient. In many cases, the public is demanding the accomplishment of specific goals, objectives, and services with fewer resources. To do a more efficient job with the available resources, organizations must set objectives based on constructive efforts while eliminating programs that do not serve the customer. To ensure that customer needs were incorporated, the Community–Driven Strategic Planning process was used to develop the SCCFD Strategic Plan. Businesses employ this type of process to identify market trends, allowing the service provider to focus efforts while reducing risk and wasted effort. This process was adapted to meet SCCFD’s specific needs. This document is the result of several strategic planning sessions and includes valuable community input. What is a Strategic Plan? It is a living management tool that:

Provides short-term direction

Builds a shared vision

Sets goals and objectives

Optimizes use of resources Effective strategic planning benefits from a consistent and cohesively structured process employed across all levels of the organization. A sense of urgency pervades the community-driven organization. Planning is a continuous process, one with no clear beginning and no clear end. While plans can be developed on a regular basis, it is the process of planning that is important, not the publication of the plan itself. The planning process should be flexible and dynamic. New information from customers, like-providers, and life changes are to be factored into the planning process. The strategic plan should be an operationally useful document. Community-Driven Strategic Planning creates a platform for a wide range of beginnings. The approach comes to life by being shared, debated, and implemented in the context of organizational realities. Successful organizations, from government agencies to Fortune 500 companies, have recognized that attaining customer focus is essential. Aware of this necessity, public safety agencies must strategically plan how they will deliver high quality products and services to the public and their other customers through better, faster, and less expensive programs.

What we have to do today is to be ready for an uncertain tomorrow.

Peter F. Drucker, Professor of Social Science and Management


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Once their strategic goals are established, agency leaders must establish performance measures, for which they are fully accountable, to assess and ensure that their departments and agencies are indeed delivering on the promises made in their strategic plans. Goodstein, Nolan, & Pfeiffer define Strategic Planning as

a continuous and systematic process

where the guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and

determine how success is to be measured.1 The US Federal Consortium Benchmarking Study Team goes on to explain that, to fully understand strategic planning, it is necessary to look at a few key words in the strategic planning definition:

continuous refers to the view that strategic planning must be an ongoing process, not merely an event to produce a plan;

systematic recognizes that strategic planning must be a structured and deliberate

effort, not something that happens on its own;

process recognizes that one of the benefits of strategic planning is to undertake thinking strategically about the future and how to get there, which is much more than production of a document (e.g., a strategic plan);

guiding members identifies not only senior unit executives, but also employees. (It

also considers stakeholders and customers who may not make these decisions, but who affect the decisions being made);

procedures and operations means the full spectrum of actions and activities from

aligning the organization behind clear long-term goals to putting in place organizational and personal incentives, allocating resources, and developing the workforce to achieve the desired outcomes; and

how success is to be measured recognizes that strategic planning must use

appropriate measures to determine whether the organization has achieved success. Most importantly, strategic planning can be an opportunity to unify the management, employees, stakeholders and customers through a common understanding of where the organization is going, how everyone involved can work to that common purpose, and how progress and levels will measure success.

1 Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best Practices in Customer-Driven Strategic Planning


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Where Does the Community Fit into the Strategic Planning Process? For many successful organizations, the voice of the community drives their operations and charts the course for their future. Companies, as well as state and city governments, have begun focusing on their community of customers as one of the key motivators in planning for the future. A "community-driven organization" is defined as one that

maintains a focus on the needs and expectations, both spoken and unspoken, of customers, both present and future,

in the creation and/or improvement of the product or service provided.2 Again, it will be useful to use the US Federal Consortium Benchmarking Study Team’s definitions of the specific terms used in the above definition:

focus means that the organization actively seeks to examine its products, services, and processes through the eyes of the customer;

needs and expectations means that customers' preferences and requirements, as

well as their standards for performance, timeliness, and cost, are all input to the planning for the products and services of the organization;

spoken and unspoken means that not only must the expressed needs and

expectations of the customers be listened to, but also that information developed independently "about" customers and their preferences, standards, and industry will be used as input to the organizational planning; and

present and future recognizes that customers drive planning and operations, both to

serve current customers and those who will be customers in the future.

2 Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best Practices in Customer-Driven Strategic Planning


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Performance Assessment Implied within every stage of the planning process is the ability to determine progress made toward the goals or targets set. This assessment ability is a monitoring function that simply tracks activities. It may be as simple as a “To Do List” or as complicated as a plan of action with milestones and performance measures. Also implied within the planning process is the ability to measure effectiveness of the actions taken in the conduct of the organization's business. The Community–Driven Strategic Planning Process Outline The specific steps of the process are as follows: 1. Define the services provided to the community. 2. Establish the community’s service priorities. 3. Establish the community’s expectations of the organization. 4. Identify any concerns the community may have about the organization and its services. 5. Identify those aspects of the organization and its services the community views

positively. 6. Develop the Mission Statement, giving careful attention to the services currently

provided and which logically can be provided in the future. 7. Establish the Values of the organization’s membership. 8. Identify the Strengths of the organization. 9. Identify any Weaknesses of the organization. 10. Identify areas of Opportunity for the organization. 11. Identify potential Threats to the organization. 12. Establish realistic goals and objectives for the future. 13. Identify implementation tasks for each objective. 14. Develop a Vision of the future. 15. Develop organizational and community commitment to the plan.


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Process and Acknowledgements The Center for Public Safety Excellence acknowledges County Fire’s External and Internal Stakeholders for their participation and input into the “Community–Driven Strategic Planning Process.” The Center for Public Safety Excellence would also like to acknowledge Fire Chief Ken Waldvogel for his leadership and commitment to this process.

Development of SCCFD’s Strategic Plan took place in June 2009 during which time a representative from the Center for Public Safety Excellence and representatives of SCCFD held an open meeting where members of the public, or external stakeholders, were invited. Valuable commentary and useful concerns were collected. The discussion at the meeting revolved around customer concerns, expectations and comments about the agency. The agency and the Center for Public Safety Excellence would like to express a special thank

you to the community members who contributed to the creation of this strategic plan. The development of this plan was truly a “team effort.” Those present at this meeting were as follows:


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Table 1: SANTA CLARA COUNTY FIRE DEPARTMENT External Stakeholder Group

Barbara Allen City of Monte Sereno

Autumn Arias County Executive’s Office

Jeff Bates GM of Redwood Estates

Services Association David Bergman

Commissioner – Los Altos Hills County Fire District

Omar Billawala City of Monte Sereno

Misty Booth Campbell Community Center

Terry Calderone Captain – Sheriff’s Office

Greg Casteel Building Official - City of

Cupertino

Nolan Cordle Board Member of Redwood

Estates Jitze Couperus

Commissioner – Los Altos Hills County Fire District

Phil Demers Redwood Estates

Mary DeVries 1st Congregational Church of

San Jose Berin Fank

President – Los Altos Hills County Fire District

Chris Giusiana Morgan Hill Chamber of

Commerce

Jenny Haruyama Interim Finance Manager –

Town of Los Gatos

Nancy Hatlo-Donnelly Council on Aging

Ann Herosy San Tomas West Neighborhood

Association

Bert Hildebrand County Communications

Sandra James Former City of Cupertino Mayor

Barbara Kilburn First Congregational Church

Mark Linder City of Cupertino

J. Logan Assistant City Manager – City of

Los Altos

Al Lowder County Fire Retiree – City of

Campbell resident

Doug McNeil Council Member – City of

Monte Sereno David Moyles

Commissioner – Saratoga Fire District

Joe Mueller City of Morgan Hill

Duffy Price Commissioner – Los Altos

Hills County Fire Department Allison Rix

Community Member Steve Rymer

City of Morgan Hill John Saunders

Economy Lumber Doug Sporleder

Retired Fire Chief – Town of Los Gatos resident

Andrew Stephens EHS Program Manager –

Hewlett Packard

Darryl Stow Leadership Cupertino

Robert Stutz Commissioner – Los Altos Hills

County Fire District

Chris Tanimoto Town of Los Gatos

Chuck Weber Redwood Estates Services

Association Dennis Whittaker

Cupertino Optimist Club Tuck Younis – City of

Los Altos Police Department


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External Stakeholder Group Findings A key element of County Fire’s organizational philosophy is having a high level of commitment to customers, as well as recognizing the importance of customer satisfaction. Therefore, the agency asked representatives from their community to participate in a meeting, which would focus on their needs and expectations of that agency. Discussion centered not only on the present services provided but also on priorities for the future.

Customer Priorities In order to dedicate time, energy and resources on services most desired by its customers, County Fire needs to understand what the customers consider to be their priorities. The External Stakeholders were asked to prioritize the services offered by the agency through a process of direct comparison.

Table 2: Customer's Service Priorities of the SANTA CLARA COUNTY FIRE DEPARTMENT

SERVICES RANKING SCORE

Advanced Life Support – First Response 1 244

Fire Suppression 2 227

Rescue 3 208

Hazardous Materials Mitigation 4 162

Disaster/Emergency Preparedness 5 133

Response to WMD/Bio Terrorism 6 103

Code Enforcement 7 102

Fire Investigation 8 78

Community Fire/EMS Safety Education 9 76


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Customer Expectations Understanding what the community expects of its fire and emergency services organization is critically important to developing a long-range perspective. With this knowledge, internal emphasis may need to be changed or strengthened to meet customer needs. In certain areas, education regarding the level of service that is currently available may be all that is required. Thirty-eight external stakeholders shared their expectations of Santa Clara County Fire Department. These customers represent a cross-section of civic, political and community leaders from the eight jurisdictions served.

Figure 1: External Stakeholders providing feedback

Generally speaking, comments clustered around five topics: (1) A responsive, competent workforce; (2) Communication and coordination within and among jurisdictions served; (3) Emergency response; (4) Community education; (5) Fiscal responsibility. Thirty-four percent of the comments received referenced an expectation of a well-trained professional workforce, which is courteous, responsive and culturally diverse. The expectation is for the Department to be sensitive to customer needs and capable of meeting expectations at a state-of-the-art level of service. This reflects the economic and diverse cultural nature of the jurisdictions served. The second largest cluster expressed expectations regarding communication and coordination within and among jurisdictions served. Twenty-one percent stated the expectation that the Department would actively partner with cities to provide education, leadership, and coordination with other agencies, such as law enforcement, Red Cross, industry, schools, etc. This visible and involved presence of the Department is clearly a priority of civic leaders in jurisdictions served. Nearly as important is the expectation expressed in nineteen percent of the responses for community education provided by SCCFD. Effective disaster preparedness, along with community education programs on fire safety and loss prevention, are an important priority for those served by SCCFD.


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Emergency response to EMS and fire calls was noted on seventeen percent of the responses. Efficient dispatch, as well as adequate professional personnel response is expected by the customer. Possibly this expectation was not mentioned more frequently because it is the traditional role of the fire service and is sometimes taken for granted by the customer. Nine percent noted fiscal expectations. Basically, they expect efficient use of public funds and effective management of resources. It is also expected that existing resources will be maintained and not reduced due to fiscal constraints.


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Areas of Customer Concern External stakeholders were asked to contribute their concerns about services delivered by the Santa Clara County Fire Department. These comments also provide information to the Department on areas which may need additional focus and/or resources. Customer concerns can be classified according to: (1) Fiscal Concerns; (2) Disaster Preparedness; (3) Departmental Workforce; (4) Dispatching and Apparatus/Equipment Adequacy; (5) Inter-Agency Communication; and (6) Regulatory Requirements. To no one’s surprise, forty-four percent of all responses touched on Fiscal Concerns. As all levels of government, as well individuals and families, have faced a major national recession, the Department’s customers are asking: Will the Department be able to maintain existing service levels in future years? Will resources be directed elsewhere that have come from county or state government? How will under-served areas fare? Can salaries be maintained, and can the Department remain competitive in salaries and benefits? Many of the customers expressing these concerns are facing similar challenges in their own communities and understand the complexities of local government and special district budgeting. A second area of concern mentioned by seventeen percent of respondents is Disaster Preparedness. The wildland-urban interface and its protection from loss in case of fire was an expressed concern, along with the need for evacuation planning for all such areas. Contingency planning for water disruption and firefighting capability after an earthquake is a concern. How does the Department address public apathy toward potential disasters? And what enforcement capability does it have in regard to defensible space and wildfire evacuation access? Thirteen percent of respondents shared concerns about the Department’s Workforce. Succession planning, including training and retaining excellent personnel, was mentioned. Have enough new firefighters been hired and trained to replace those retiring? Are there a sufficient number of firefighters who speak the languages of the customers (Mandarin, Cantonese, Vietnamese, Farsi, Spanish, etc.).? Inter-Agency Communication was a concern for eleven percent of respondents. Evacuation planning for large-scale events in multiple jurisdictions was mentioned, as was notification of cities immediately after a large-scale event has occurred. Contract agencies should be included in notifications, and a major emphasis on community outreach and education is a continuing concern. Dispatching and Apparatus/Equipment Adequacy were concerns of nine percent of respondents. Competent handling of dispatch call transfers (particularly from cell phones) and education on alternatives to 9-1-1 if the call is not a life-threatening emergency were noted. Inadequate equipment to do the job was a concern as well. And finally six percent of responses noted concerns about Regulatory Requirements handled through the Fire Prevention Division. “Rigid” requirements on hillside homes’ defensible space was mentioned, along with the requirement to install a sprinkler system in a home


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requesting the addition of a bathroom. Also noted was a perceived hesitancy to approach industrial property owners to warn or educate about hazard risks. To some extent the concerns mentioned above reflect the mix of external stakeholders who submitted responses. The sum total, however, presents a composite picture of customer concerns across jurisdictions served by SCCFD.


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Positive Customer Comments The Center for Public Safety Excellence promotes the belief that for a Strategic Plan to be valid, the customer’s views on the strengths and image of the emergency services organization must be established. Needless efforts are often put forth in over-developing areas that are already successful; however, proper utilization and promotion of the customer-identified strengths may often help the organization overcome or offset some of the identified weaknesses. Positive comments centered around four categories: (1) Management Style; (2) Emergency Response; (3) Community Relations; and (4) Education and Training. Thirty-nine percent of positive comments about the Department focused on its Management Style. Within this category, responses can be categorized as (1) Personnel-Related and (2) Philosophy and Practices. In terms of Personnel, customers find them to be very responsive, knowledgeable, and professional, a great example of what “team” and “team work” mean, and a source of pride to those served due to the excellent service provided. Management of the Department is credited for administering a well-run organization, willing to grow and change, to act on new ideas, approaches and concepts, and to implement new technologies. Customers appreciate the sound financial planning and cooperative working relationships. Approachability in style of management and excellent leadership, as evidenced by the Strategic Plan, were also mentioned. In summary, customers commented that SCCFD is one of the best in the nation, relied upon by other fire agencies within California and nationally for assistance. Twenty-eight percent of responses focused on appreciation for Emergency Response. “Excellent” and “wonderful” response times are referenced. First responders are praised for their “excellent rapport, hard work, compassion, promptness and friendly response.” Life-saving incidents are recounted, and a sense of pride and ownership is reflected in comments such as “We believe our engine and their staff are the best in Santa Clara County.” Twenty-four percent of customer responses cited positive Community Relations. From outstanding public relations with boards, commissions, and the community to fire station crews being always available to discuss community issues and attend meetings, the Department was praised for its accessibility and community involvement. Excellent communication with jurisdictions served and impressive work with other agencies, i.e. law enforcement, were mentioned. All contacts with the community exude confidence and professionalism, and the local Department does a great job in all areas, according to responses. The Department has a positive image, more so than other community services. Four percent of responses singled out Education and Training. Community Education on both fire safety and disaster preparedness receives accolades. The Department is credited with “…exceeding expectations through its involvement with C.E.R.T.” The Community Education program has “fabulous materials and presenters” and its presence in the schools is appreciated. Customers acknowledged the “strong training program resulting in health and fitness of line personnel.” And finally, one customer would like


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to see the “extremely well-done “’2008 Annual Report and Customer Services Overview’ shared with every resident and business in the service area.” It is gratifying to the Department to receive so many positive and enthusiastic statements of appreciation for its efforts.


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Other Thoughts and Comments The External Stakeholders were asked to share any other comments they had about SCCFD or its services. The submissions can be divided into three groups: Complimentary; (2) Suggestions; and (3) Miscellaneous. Half of all respondents wrote complimentary remarks. Some expressed thanks for being invited to participate in the planning process. One noted that SCCFD has an “outstanding Chief.” Another described the Department as “a first-class organization that, through this process, will remain first class.” A community center director expressed appreciation for the Safe Sitter and CPR classes, noting that “…these increase the chance for survival…it did for Jerry in our Gardening Class who had a heart attack and lives to tell about it. You rock, SCCFD! God bless!” Several indicated they are happy to be working in partnership with the Santa Clara County Fire Department. Still others (forty-one percent) took the opportunity to share suggestions and ideas for improvement. Concern for brush abatement in hillside areas, as well as evacuation planning, alert systems, and water supply adequacy in the Redwood area was expressed. A customer who experienced the problem mentioned cell phone call dispatching and the potential for delay. The possibility of merging fire and law enforcement agencies into one service was noted. The opinion was expressed that the last Strategic Plan goals seemed, in some instances, more like activities. And a request was made to post a public notice upon completion of the certification process. Nine percent of respondents fell into a category best described as Miscellaneous. Among these was a compliment to the “excellent facilitator” of the External Stakeholders’ session. And finally, a cogent observation from a customer:

“My only concern is that an emphasis on this process may engender change for change sake—which could be negative… It has happened in industry.”


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Internal Stakeholder Group Findings Following the external stakeholder session, the internal stakeholder work sessions were conducted over the course of the next three days. The purpose of these work sessions was to review and discuss the agency’s approach to “Community-Centered Strategic Planning.” The work sessions generated a high level of interest and participation by the broad agency representation in attendance. Discussion in the work sessions focused on the SCCFD’s Mission, Values, Core Services and Supporting Programs, as well as the organization’s perceived Strengths, Weaknesses, Opportunities and Threats. In the process of strategic planning, the following are important:

to review the agency’s history, culture and evolution;

to identify the current status of the department; and

to determine where and what the agency desires to be in the future. This process could not have been completed without the participation of the members of the SCCFD and their internal stakeholders. Their insights were invaluable in developing this strategic plan. The assistance and resources graciously made available to CPSE are appreciated. The participants took their work very seriously and accepted the challenge to develop a quality product. Participants included the following:

Figure 2: SANTA CLARA COUNTY FIRE DEPARTMENT Internal Stakeholder Group


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Table 3: SANTA CLARA COUNTY FIRE DEPARTMENT Internal Stakeholders

Chuck Anderson Fire Captain

Kathy Baker Firefighter/Engineer

Wilma Cadorna Personnel Services

Manager

Rob Campbell Fire Protection Engineer

Maggie Eddy Information Systems

Manager

Lori Gutierrez Office Assistant II

Janet Hayton Administrative Support

Officer II

Wayne Hokanson Deputy Fire Marshal

Steve Jacobson Construction Coordinator

Don Jarvis Deputy Chief

Craig Jessup Acting Deputy Chief

Ken Kehmna Deputy Chief

Debbie Kelleher Management Analyst

Dee King Raub Firefighter/Engineer

Art Marshall President, Local 1165

Dirk Mattern Deputy Chief

Dave Mayfield Fire Captain

Brian Medaglia Fire Mechanic

Carol Miller Battalion Chief

Christie Moore Public Education Officer

Kevin Murphy Fire Captain

Larry Oldenkamp Supply Services Specialist

Kendall Pearson Battalion Chief

Hal Rooney Deputy Chief

Cheryl Roth Secretary

Ryan Rucker Senior Deputy Fire Marshal

Judy Saunders Assistant Fire Marshal

Fred Schulenburg Director, Business Services

Steve Staump Assistant Fire Chief

Norris Stevenson Firefighter/Engineer

Chris Stuehler Firefighter/Engineer-

Paramedic

Julie Thomas Administrative Support

Officer III

Ken Waldvogel Fire Chief

Ian Wallace Fire Captain

Tom Walsh Accreditation Manager

Jim Yoke Emergency Services

Coordinator Rob Yount

Firefighter/Engineer-Paramedic

Ron Vega Battalion Chief

Steve Prziborowski Battalion Chief


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The Mission The purpose of the Mission Statement is to answer the questions:

Who are we?

Why do we exist?

What do we do?

Why do we do it?

For whom? After group discussion by SCCFD’s Internal Stakeholders, no modification to the existing mission statement was proposed.

Table 4: SANTA CLARA COUNTY FIRE DEPARTMENT Mission Statement

The Santa Clara County Fire Department exists to protect lives, property, and the environment within the communities served from fires, disasters and

emergency incidents through education, prevention, and emergency response.

Figure 2: Internal stakeholders conducting a work session


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Values Establishing values embraced by all members of an organization is extremely important. Values recognize those features and considerations that make up the personality of the organization. SCCFD Internal Stakeholders modified their existing values as follows:

Table 5: SANTA CLARA COUNTY FIRE DEPARTMENT Values

We value Trust, Integrity, Respect, and Excellence – (TIRE)

Trust Maintain collaborative relationships. Maintain community trust through reliable and professional behaviors and open

communication. Foster an effective teamwork environment.

Integrity Maintaining highest level of ethical standards. Judicious use of public resources.

Respect Diversity in the workforce and the communities we serve. The individual and inherent differences.

Excellence Timely service delivery. Customer service. Professional development.

The Mission and Values are the foundation of any successful organization. Every effort should be made to keep these current and meaningful so that the individuals who make up the organization are well guided by them in the accomplishment of the goals, objectives, and day-to-day tasks.


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Programs and Services Provided In following the steps of the Community–Driven Strategic Planning Process Outline, the agency was asked to identify the most important functions provided and offered to the community. The Internal Stakeholder Group identified the following core and supporting services/programs:

Table 10: Core Programs

Fire Suppression Emergency Medical Services Rescue Public Education Haz Mat Fire Prevention Fire Investigations Emergency Preparedness

Table 11: Support Services

Support Services Division Training Facilities Construction & Maintenance EMS Fleet Maintenance Fire Suppression Apparatus Spec/Purchasing Public Education Communications Joint Fire Academy General Supplies Wellness Program Business Services Safety Payroll Volunteer Division Accounting Personnel Services Information Technology Recruitment Risk Management Promotions Benefits Job Audits Budget Mandated State and Federal Training Contracts Labor Relations Operational Support Workers Compensation PPE / Uniforms Program Administration Small tools and equipment Policies SCBA Rules and Regulations Hose nozzles and fittings Discipline Stations’ kitchen supplies/garden/etc Planning Remote Automated Weather Station Administrative Support Mapping / GIS External Relations Extinguishers Workforce Planning Resource Ordering and Status System


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S.W.O.T. Analysis The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis is designed to have an agency candidly identify their positive and less-than-desirable attributes. The agency participated in this analysis and recognized its strengths and weaknesses, as well as the possible opportunities and potential threats.

Figure 4: Internal stakeholders conducting a work session

Strengths It is important for any organization to identify their strengths in order to assure that they are capable of providing the services requested by customers and to ensure that strengths are consistent with the issues facing the organization. Often, identification of organizational strengths leads to the channeling of efforts toward primary community needs that match those strengths. Programs that do not match organizational strengths or the primary function of the organization should be seriously reviewed to evaluate the rate of return on precious staff time. Through a consensus process, the Internal Stakeholders identified the strengths of SCCFD as follows:


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Table 12: Strengths of SANTA CLARA COUNTY FIRE DEPARTMENT

Enjoyable work environment Flexibility

Responsiveness to the community Diversity

Quality workforce Customer service

Fiscally sound (diversified revenues) Regional approach

Quality equipment/PPE Feeling of job security

Health and Wellness Program Facilities

Employee compensation/benefits Community support/outreach

Haz Mat/Technical Rescue Public Education (community education programs, CERT, PEP, etc.)

Internal personnel services Interagency collaboration

Political relationships High morale

Off the radar “tree top flyers” Low turnover rate

Dedication/commitment Open door policy

Adequate response resources Labor management collaboration

Excellent teamwork Educational opportunities

Promotional opportunities Progressive EMS program (AutoPulse)

Good public perception Accreditation process

Good perception from outside agencies Nice areas (safe communities)

Customer satisfaction surveys Compassionate

Training provided is comprehensive Professionalism

Critical thinking skills Problem solving

Receptive to change Willingness to learn at all levels

Innovators in the industry


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Weaknesses Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization’s overall problems, it is unusual for organizations to be able to identify and deal with these issues effectively on their own. For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it functions poorly or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day-to-day issues and concerns that may slow or inhibit progress. The following items were identified by the Internal Stakeholders as weaknesses:

Table 13: Weaknesses of SANTA CLARA COUNTY FIRE DEPARTMENT

Poor external and internal communications – understanding internal processes Accountability

Lack of coordination or leadership with some communities

Inconsistent application of department policies, rules and regulations

Lack of process documentation Written performance evaluations/documentation

Inconsistent discipline Outdated website layout

Security for facilities and individuals Succession planning – inadequate employee development is not proactive

Operational commitment - prioritize resource utilization Understanding of the big picture

Trust – that employees can speak freely without retaliation Staff recruitment and retention – fire prevention

Ownership Attitude – sense of entitlement – following chain of command (at times)

Training of supervisors in addressing personnel matters IT support

Physical fitness equipment (apparatus floor) Lack of adequate growth in all divisions Communications and publications not available in multiple languages Training in specialized units and trucks

Outdated and inconsistent policies “Career Ladder” for non-safety/safety

Lack of or slow “green” technology use Identification of subject matter experts Need to improve use of resources (logistical program management under operations) Effective use of meeting time

Understaffing (all divisions) Continuity

Lack of experience through attrition Use of technology (electronic 41’s) Lack of “acting” time prior to promotional position Underutilizing of data-driven decision analysis

Bureaucracy


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Opportunities The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area. Many opportunities exist for SCCFD. The Internal Stakeholders identified the following opportunities:

Table 6: Opportunities for SANTA CLARA COUNTY FIRE DEPARTMENT

Career development training (ex: State Fire Marshal, National Fire Academy) Grants

Diversity training Languages

Cultural awareness Information technology

External contracts/annexation Regional delivery

External mentoring opportunities ALS transport

Fees for certain services (ex: permits, inspections, false alarms)

Sponsor continuing education classes (training and support) for fire and EMS in order to generate revenue

Expand use of vendors Underserved areas Expand emergency preparedness to generate revenue Professional recognition

Enhance investigation capabilities Sharing resources and expertise Greater participation in the mutual aid system at a management level People/public

Underserved populations Local police and related agencies RE: training Joint Powers Agreements/Memorandum of Agreements

Professional relationships, nationwide, state and local (associations)

Co-sponsoring educational events Participation in focus groups

Volunteers Community involvement and outreach

Politics and political relationships Media


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Threats To draw strength and gain full benefit of any opportunity, the threats to the organization, with their new risks and challenges, must also be identified in the strategic planning process. By recognizing possible threats, an organization can greatly reduce the potential for loss. Fundamental to the success of any strategic plan is the understanding that threats are not completely and/or directly controlled by the organization. Some of the current and potential threats identified by the Internal Stakeholders were as follows:

Table15: Threats to SANTA CLARA COUNTY FIRE DEPARTMENT

Competition Budget (revenue)

Politics Lack of public awareness

Terrorism (IT, bio, infrastructure) Insufficient resources

Lack of emergency preparedness Potential pandemics

Partner agency capabilities Negative stakeholder perception

Natural disasters Customer misconception Growing customer demand (population, geography)

Pressure to compromise our internal culture and values

Loss of city contracts Unfunded Federal/State mandates

Litigation Loss of mutual aid reimbursement

New Redevelopment Agencies Diminishing grants and restrictive grants

Increased challenges in finding qualified candidates Economy – construction slow down

Workplace security Misuse of technology by employees

Cultural changes (body art) High personnel costs


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Critical Issues and Service Gaps After reviewing SCCFD’s core services, the organizational strengths and weaknesses, and the opportunities and threats posed by industry and the community environment in which the agency operates, the Internal Stakeholders identified the primary critical issues that face SCCFD. By participating in the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis, the agency was able to produce a tangible list of critical issues that provided the foundation for the establishment of goals and objectives, in order to meet the future vision of SCCFD. The list below reflects the issues identified by the Internal Stakeholders that pose the greatest risk to the department’s services and organizational health. In addition, the group also identified gaps in the agency’s activities that need to be filled in order to provide the levels of service it has pledged itself to fulfill.

Table 16: Critical Issues of SANTA CLARA COUNTY FIRE DEPARTMENT

Communications Workforce Management and Planning Internal Division staffing and planning External Employee development/mentoring Process documentation Recruitment and retention Language – more bilingual material Accountability Policies and Procedures Emergency Preparedness and Response Review and update Interagency coordination Process documentation Community preparedness Large incident management

Table 17: Service Gaps of SANTA CLARA COUNTY FIRE DEPARTMENT

Communications Administration Website Policies/rules and regulations Trust Performance evaluation Customers Data driven decision analysis

o Public Workforce Planning o External Agencies Performance evaluations

Documentation Career ladder Effective meeting management Succession planning Infrastructure/Physical Resources Staff recruitment and retention Facilities IT support IT Equipment Training Shop-maintenance Staff development Central supply location o Training of supervisors Green technology Specialized skills Workplace hazards Security


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“If you don't keep score, you're only practicing.”

Vince Lombardi, American Football Coach and Motivator

Goals and Objectives The Community-Driven Strategic Planning Process implemented by the Center for Public Safety Excellence has, to this point, dealt with establishing the Mission, Values, Critical Issues and Service Gaps of SCCFD. In addition, the identification of internal strengths and weaknesses, as well as external opportunities and threats was accomplished. In order to achieve the mission of SCCFD, realistic goals and objectives must be established. Goals and objectives are imperative to enhance strengths, to address identified weaknesses, to provide the individual members with clear direction and to address the concerns of the citizens. In order to establish the goals and objectives, the Internal Stakeholders met over the course of several hours to complete this critical phase of the planning process.

As goals and objectives are management tools, they should be updated on an on-going basis to identify what has been accomplished and to note changes within the organization and the community. The attainment of a performance target should be recognized and celebrated to provide a sense of organizational accomplishment.

The goals and objectives should now become the focus of the efforts of the agency. Care was taken by the staff of the Center for Public Safety Excellence to ensure that the critical needs and areas of needed enhancement previously identified were addressed within the goals and objectives. By following these goals and objectives carefully, the organization can be directed into their desired future. These established goals and objectives should also greatly reduce the number of obstacles and distractions for the organization and its members. The Internal Stakeholders set priorities for the accomplishment of specific objectives. Those objectives that carry higher priorities have been identified for completion first and those objectives with a lower priority can be accomplished later. Overall, these goals and objectives may provide very specific timelines within the next two years or more general timelines beyond that period of time. The leadership of SCCFD should establish workgroups to meet periodically to review progress toward these goals and objectives and adjust timelines and specific targets as needs and the environment change.


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Goal 1 Improve emergency preparedness and inter/intra agency

coordination to address community fire protection and evacuation planning.

Objective 1A Develop a program to provide effective all-risk evacuation planning for Wildland Urban Interface communities.

Timeline 36 months

Critical Tasks

Identify and incorporate existing alert / warning systems. Identify specific target hazards and at-risk populations. Identify temporary evacuation points and shelters. Train public partners and community groups.

Objective 1B Develop and implement wildfire preparedness programs for the urban interface communities.

Timeline 24 months

Critical Tasks

Identify and develop the necessary educational materials. Coordinate with community groups to deliver Wildland Urban

Interface programs. Coordinate with community groups to facilitate fuel reduction.

Objective 1C Develop and implement a program to improve interagency coordination with our public safety partners.

Timeline 24 months

Critical Tasks

Identify public safety partners. Provide incident management training for public safety partners. Develop and implement incident response coordination exercises. Identify and address communication and coordination gaps

among agencies.

Objective 1D Develop and implement a program to improve coordination with community response partners.

Timeline 24 months

Critical Tasks

Identify community response partners. Identify roles and responsibilities of community response partners. Identify and address communication and coordination gaps

among community response partners. Provide training for community response partners. Develop and implement incident response coordination exercises.


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Objective 1E Develop and implement a program to improve large-scale incident management capabilities within the organization.

Timeline 24 months

Critical Tasks

Identify current incident management capabilities, organizational needs, and training gaps.

Make available large-scale incident management training. Facilitate position qualification as identified by the California

Incident Command Certification System through available training and deployment through the State Fire and Rescue Mutual Aid System.


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Goal 2 Improve external and internal communications.

Objective 2A Improve communications within the Department. Timeline 18 months

Critical Tasks

Perform a comprehensive review of organization communication practices, processes, and procedures.

Develop a Department communications analysis. Solicit and retain outside consultant(s). Guide the process. Distribute the results. Implement recommendations.

Objective 2B Improve communications with our cognate government partners.

Timeline 18 months

Critical Tasks

Identify, categorize, and prioritize our cognate government partners.

Identify the information and communication needs for each individual agency and category of cognate government partner.

Perform a needs assessment. Develop a Department communications plan for cognate

government partners. Communicate and implement the plan.

Objective 2C Improve non-emergency communications with the public. Timeline 18 months

Critical Tasks

Perform a needs assessment. Develop a non-emergency communications plan. Develop a community outreach plan. Communicate and implement the plan.


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Objective 2D Improve emergency communications with the public. Timeline 18 months

Critical Tasks

Perform a needs analysis for emergency communications with the public as individuals, in groups, and mass communication scenarios.

Identify systems, processes, and techniques that are currently available through present and potential cognate government partners.

Develop a Public Emergency Communications Plan. Communicate and implement the plan. Develop and implement a formal Department Information Officer

program. Objective 2E Reinvent the Department’s web-based presence and services. Timeline 18 months

Critical Tasks

Identify project facilitator(s). Perform a needs assessment. Identify opportunities to leverage technology to provide increased

and improved web-based services. Partner with the Department’s IT office in evaluating the

relationship with County ISD in the provision of Department web-based online presence.

Evaluate retaining the assistance of an outside expert to develop web-based solutions and services.

Develop and launch new and improved web-based presence. Coordinate with cognate government partners to incorporate

mutually beneficial web links.


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Goal 3

Evaluate and update agency policies, procedures, guidelines, and rules & regulations to ensure current,

accurate information for consistent application among all members.

Objective 3A Review and evaluate Policy Manual. Timeline 24 months

Critical Tasks

Define a process for review and evaluation. Implement the process (review, develop, recommend, obtain

approval, issue changes). Inform the workforce (awareness, training). Review consistency between reference materials to ensure

document continuity.

Objective 3B Review and evaluate Rules and Regulations. Timeline 24 months

Critical Tasks




Objective 3C Review and evaluate Line Officers Administrative Guide. Timeline 24 months

Critical Tasks




Objective 3D Review and evaluate Training Manual. Timeline 24 months

Critical Tasks





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Objective 3E Review and evaluate Job Specifications. Timeline 24 months

Critical Tasks




Objective 3F Develop and implement a plan to digitize Department reference materials.

Timeline 6 months

Critical Tasks

Define a process for digitizing materials . Implement the process. Identify resources needed to implement (hardware, software,

staff) Make materials available. Inform the workforce once digitized reference materials are

accessible.


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Goal 4 Implement and document a formal workforce plan.

Objective 4A Establish and implement a formal employee development program to include coaching, job shadowing, and mentoring.

Timeline 18 months

Critical Tasks

Create two (2) focus groups: one safety and one non-safety. Conduct a Department-wide survey. Identify deficiencies in the Department’s current mentor program. Review and establish an active mentor program. Formalize and implement the new mentor program.

Objective 4B Attract and recruit a competent, progressive workforce. Timeline 12 months

Critical Tasks

Develop and conduct an internal employee survey. Identify existing challenges in attracting qualified candidates for

certain classifications. Identify solutions for improvement. Develop and implement the new process(es).

Objective 4C Develop a succession management plan and create opportunities for employee career paths & career change.

Timeline 24 months

Critical Tasks

Assess Department attrition trends. Identify employees as a resource, and identify career path plans. Develop an interactive performance evaluation geared towards

employee development. Assess the ability to maximize work out of class opportunities. Report assessment findings.

Objective 4D Identify and document the required training and education for each assignment.

Timeline 12 months

Critical Tasks Identify each assignment within the organization. Review actual job duties and qualifications for each assignment. Develop and update required KSAs for each assignment.


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Objective 4A Establish and implement a formal employee development program to include coaching, job shadowing, and mentoring.

Timeline 18 months

Critical Tasks



Critical Tasks



Objective 4C Develop a succession management plan and create opportunities for employee career paths & career change.

Timeline 24 months

Critical Tasks



Objective 4D Identify and document the required training and education for each assignment.

Timeline 12 months

Critical Tasks Identify each assignment within the organization. Review actual job duties and qualifications for each assignment. Develop and update required KSAs for each assignment.


Objective 4A Execute a formal workforce plan for employee development; inclusive of coaching, job shadowing, and mentoring.

Timeline 18 months

Critical Tasks



Critical Tasks



Objective 4C Develop a succession management plan, and create opportunities for employee career paths & career change.

Timeline 24 months

Critical Tasks



Objective 4D Identify and develop a training and education plan for each position and assignment.

Timeline 12 months

Critical Tasks

Identify each position and assignment within the organization. Review actual job duties and qualifications for each position and

assignment. Develop and update required KSAs for each position and

assignment. Identify available training and education resources. Assess/evaluate policies and procedures that are currently in

place for employees to access available opportunities. Create curriculum if not already available. Determine program delivery methods. Document the training plan that has been implemented for each

position/assignment.

45


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Goal 5 Develop a physical resources improvement plan to address

facility locations, space deficiencies, security measures, technologies, and workplace hazards.

Objective 5A Complete a comprehensive facilities assessment to identify needed improvements.

Timeline 12 months

Critical Tasks Identify physical conditions of each facility. Identify long-term maintenance needs and replacement needs. Update assessment plans on an on-going basis.

Objective 5B Complete a comprehensive internal/external IT program assessment to identify needed improvements.

Timeline 12 months

Critical Tasks Identify IT standard (current service level) Identify and address/rectify deficiencies Identify long-term IT goals based on identified service objectives.

Objective 5C Evaluate fleet maintenance and repair process(es), and identify needed improvements.

Timeline 12 months

Critical Tasks

Evaluate/identify the Shop facility for location, workflow, space, and size with current and future needs in mind.

Evaluate the number of authorized positions in relationship to current and projected workloads.

Consider and identify possible opportunities to provide services on a regional basis.

Objective 5D Evaluate the Department’s supply and delivery system, and identify needed improvements.

Timeline 12 months

Critical Tasks

Evaluate the number of authorized positions in relationship to workload.

Evaluate and identify each facility for optimal location, workflow, space, and size with current and future needs in mind.

Objective 5E Evaluate opportunities to leverage green technology. Timeline Ongoing

Critical Tasks

Select appropriate resources to conduct an assessment. Identify potential green technology opportunities within

Department facilities. Conduct an analysis to include public/policy perception and cost


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benefit implications.

Objective 5F Assess existing archived hard copy records management practices and storage systems, identify improvements needed, and implement changes.

Timeline 24 months

Critical Tasks

Define project parameters and requirements (to ensure legal compliance and meeting of Department standards)

Define timelines for project activities (e.g., review and evaluation of existing hard copy records, identification of records to destroy, convert to digital format or maintain in hard copy format)

Develop a plan for implementing a comprehensive, modern records storage system for storage of newly digitized (formerly hard copy) and hard copy archive records.

Establish new records management procedures for archived hard copy records to ensure they are archived accordingly for digital-format or hard copy storage.

Develop a maintenance plan to ensure all newly archived records are maintained in compliance with established records management practices and storage system protocol.


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The Vision In addition to knowing who they are and understanding their beliefs, all successful organizations need to define where they expect to be in the future. After having established the organization’s Mission and Values, analysis was provided to consider the organization’s critical issues and current or potential service gaps, as well as goals and objectives to accomplish over the next five years. The next logical step is to establish a vision of what the SCCFD should be in the future. Vision statements are built upon the framework and foundation of the Mission Statement. Vision statements provide targets of excellence that the organization will strive toward and provide a basis for their goals and objectives. The following statement was developed by CPSE facilitators based on all external and internal information and dialogue, then presented for the SCCFD’s consideration:

Table 7: SANTA CLARA COUNTY FIRE DEPARTMENT Vision Statement Five years from now, the Santa Clara County Fire Department will be recognized as an Internationally Accredited Fire Department, which is committed to delivering high quality services to our communities.

Our organizational culture will reflect a trustworthy workforce dedicated to maintaining the highest level of ethical standards in the pursuit of excellence. We are committed to working as an effective team where respect for one another and the diverse communities we serve is demonstrated, enhancing community trust and collaborative relationships. Our leadership and workforce will hold one another accountable for applying organizational values, while continuously striving to reach our goals. Emphasis will be placed upon gaining consensus and ownership with organizational issues thereby assuring continued job satisfaction and excellent customer service.

Our professional demeanor will be nurtured by open internal communication processes, providing greater information sharing and involvement in decisions to accomplish our mission. Our workforce planning efforts will embrace organizational diversity, improve quality recruitment and retention, and promote career development and competency for the future success of our agency. Our dedicated members will convey integrity in our commitment to excellence by demonstrating timely and courteous delivery of services to all customers in our service areas.

We will effectively manage our physical resources and explore all opportunities to implement new and better-utilized technology to improve the quality of support and operational services, all while expending time and energy towards developing the best strategies for continued improvement. By proactively identifying our evolving community risks, and the dynamic demands of those risks, we will improve emergency preparedness and response capabilities while implementing resource and deployment strategies carrying the best interest of our community in accomplishing our mission.

Our vision is to honor our community’s trust, to continuously improve as an organization, and to consistently meet or exceed the expectations of the members and communities we serve.


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Performance Measurement “Managing for Results” As output measurement can be challenging, the organization must focus on the assessment of progress toward achieving improved output. Collins states “What matters is not finding the perfect indicator, but settling upon a consistent and intelligent method of assessing your output results, and then tracking your trajectory with rigor.” 3 They must further be prepared to revisit and revise their goals, objectives, and performance measures to keep up with accomplishments and environmental changes. It has been stated that:

…successful strategic planning requires continuing review of actual accomplishments in comparison with the plan…periodic or continuous environmental scanning to assure that unforeseen developments do not sabotage the adopted plan or that emerging opportunities are not overlooked. 4

Why Measure Performance? It has been said that:

In order to establish that SCCFD’s Strategic Plan is achieving results, performance measurement data should be implemented and integrated as part of the plan. An integrated process, known as “Managing for Results,” is recommended, which is based upon the following:

The identification of strategic goals and objectives; The determination of resources necessary to achieve them; The analyzing and evaluation of performance data; and The use of that data to drive continuous improvement in the organization.

3 Collins Good to Great and the Social Sectors. Boulder, 2009 4 Sorkin, Ferris and Hudak. Strategies for Cities and Counties. Public Technology, 1984.

If you don’t measure the results of your plan, you can’t tell success from failure. If you can’t see success, you can’t reward it. If you can’t reward success, you’re probably rewarding failure. If you can’t see success, you can’t learn from it. If you can’t recognize failure, you can’t correct it. If you can demonstrate results, you can win public support.

Reinventing Government David Osborn and Ted Gaebler


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A “family of measures” that is typically utilized to provide indication and measure of performance include the following:

Inputs – Value of resource used to produce an output. Outputs – Quantity or number of units produced which are activity-

oriented and measurable. Efficiency - Inputs used per output (or outputs per input). Service Quality - The degree to which customers are satisfied with a program,

or how accurately or timely a service is provided. Outcome - Qualitative consequences associated with a program/service,

i.e., the ultimate benefit to the customer. Outcome focuses on the ultimate “why” of providing a service.

To effectively manage for results, it is recommended that performance measures be established for each goal and objective in the strategic plan. Performance measures should also be established for each of SCCFD’s program areas.


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The Success of the Strategic Plan SCCFD’s approached their desire to develop and implement a Strategic Plan by asking for and receiving input from the community and members of the agency during the development stage of the planning process. The agency utilized professional guidance and the Community-Driven Strategic Planning Process to compile this written document. The success of SCCFD’s Strategic Plan will not depend upon the implementation of the five (5) goals and their related objectives, but from the support received from the authority having jurisdiction, the membership of the agency and the community at-large. The SCCFD Strategic Plan creates a platform for a wide range of beginnings. This Strategic Plan will come to life by being shared, debated, and implemented in the context of organizational realities. The final step in the Community-Driven Strategic Planning Process is to develop organizational and community commitment to the plan. Everyone who has a stake in the present and the future of SCCFD also has a role and responsibility in this Strategic Plan.

Provided the community-driven strategic planning process is kept dynamic and supported by effective leadership and active participation, it will be a considerable opportunity to unify internal and external stakeholders through a jointly developed understanding of organizational direction; how all vested parties will work to achieve the mission, goals, and vision; and how the organization will measure and be accountable for its progress and successes.5

5 Matthews (2005). Strategic Planning and Management for Library Managers

“No matter how much you have achieved, you will always be merely good relative to what you can become. Greatness is an inherently dynamic process, not an end point.”

Good to Great and the Social Sectors Jim Collins


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Glossary of Terms For the purposes of the Community-Driven Strategic Planning, the following terms have the meanings set forth below: Accreditation A process by which an association or agency evaluates and

recognizes a program of study or an institution as meeting certain predetermined standards or qualifications. It applies only to institutions or agencies and their programs of study or their services. Accreditation ensures a basic level of quality in the services received from an agency.

Accredited The act of accrediting or the state of being accredited, especially

the granting of approval to an institution or agency by an official review board or organization that has established nationally accepted standards.

Customers The person or group who establishes the requirement of a

process and receives or uses the outputs of that process; or the person or entity directly served by the department or agency.

Efficiency A performance indication where inputs are measured per unit of

output (or vise versa). Environment Circumstances and conditions that interact with and affect an

organization. These can include economic, political, cultural, and physical conditions inside or outside the boundaries of the organization.

Input A performance indication where the value of resources are used to produce an output Key Performance Indicator

Measurable factors of extreme importance to the organization in achieving the strategic goals, objectives, vision, and values that if not implemented properly would likely result in significant decrease in customer satisfaction, employee morale, and financial management.

Master Planning A combination of the organization’s strategic plan and its

operational plans. Master plans take the various plans and integrate them into one document. Master plans help define the anticipated future of the community’s demographics and how the community is expected to develop or change in the timeframe covered by the master plan.


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Mission An enduring statement of purpose, the organization's

reason for existence. Describes what the organization does, for whom it does it, and how it does it.

Outcome A performance indication where qualitative consequences

are associated with a program/service, i.e., the ultimate benefit to the customer.

Output A performance indication where a quality or number of units

produced is identified. Performance Management

Is the monitoring for improvement of performance through the on going process of goal setting, allocation of budget resources to priorities, and the evaluation of results against pre established performance criteria.

Performance Measure A specific measurable result for each goal and/or program

that indicates achievement. Service Quality A performance indication that identifies the degree to which

customers are satisfied with a program, or how accurately or timely a service is provided.

Stakeholder Any person, group, or organization that can place a claim

on, or influence, the organization's resources or outputs, is affected by those outputs, or has an interest in or expectation of the organization.

Strategic Direction The organization's goals, objectives and strategies by

which they plan to achieve its vision, mission and values.

Strategic Goal A broad target that defines how the agency will carry out its mission over a specific period of time. An aim, the final result of action. Something to accomplish in assisting the agency to move forward.

Strategic Management An integrated systems approach for leading and managing in a

changing world by building consensus of the leadership group both in shared vision of the desired future and a clarified mission for the organization, and by gaining support and participation of the people in the organization to identify the specific changes that must be made, implementing them, and assessing organizational performance.

Strategic Objective A specific, measurable accomplishment required to realize the


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successful completion of a strategic goal. Strategic Plan A long-range planning document that defines the mission of the

agency and broadly identifies how it will be accomplished, and that provide the framework for more detailed annual and operational plans.

Strategic Planning The continuous and systematic process whereby guiding

members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

Strategy A description of how a strategic objective will be achieved. A

possibility. A plan or methodology for achieving a goal. Support As used in the objectives and strategies outlined in this plan,

support may include, but is not limited to: information, facilitation, coordination, technical assistance or financial assistance.

Vision An idealized view of a desirable and potentially achievable future

state - where or what an organization would like to be in the future.


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Acronyms and Abbreviations CAD Computer Aided Dispatch CERT Community Emergency Response Training CFAI Commission on Fire Accreditation International CPSE Center for Public Safety Excellence, Inc. EMS Emergency Medical Services IT Internet Technology MDC Mobile Data Computer NFPA National Fire Protection Association PPE Personal Protective Equipment SCCFD Santa Clara County Fire Department SOG Standard Operating Guideline SOP Standard Operating Procedure SWOT Strengths, Weaknesses, Opportunities, Threats TIRE (Values) Trust, Integrity, Respect, Excellence


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Works Cited Bryson, John M. Strategic Planning for Public and Nonprofit Organizations. 3rd. San Francisco: Jossey-Bass, 2004.

Collins, Jim. Good to Great and the Social Sectors. Boulder: Jim Collins, 2009.

Commission on Fire Accreditation International. (2009). Fire & Emergency Service Self-Assessment Manual. (8th ed.)

Federal Benchmarking Consortium. "Serving the American Public: Best Practices in Customer-Driven Strategic Planning." February 1997. GovInfo. 25 April 2009 <http://govinfo.library.unt.edu/npr/library/papers/benchmrk/customer.html>.

Matthews, Joseph. Strategic Planning and Management for Library Managers. Libraries Unlimited, 2005.

Osborne, David and Ted Gaebler. Reinventing Government : How the Entrepreneurial Spirit is Transforming the Public Sector. Plume, February 1993.

Sorkin, Ferris and Hudak. Strategies for Cities and Counties. Public Technology, 1984.

APPENDIX A: Raw External Stakeholders Feedback This appendix contains all the raw data that was obtained from the external stakeholders meeting held in June 2009. The data was further collated and summarized into the plan to accurately reflect the expectations, concerns, comments, and priorities of all those in attendance (See Tables 3 thru 6). Customer Expectations 1. Quick, proficient and effective response. 2. 5-minute response to EMS from the time the call for help is initiated. 3. Well-trained, professional and efficient at delivering services. 4. Maintain or enhance response time performance. 5. Professionalism, pride and dedication to work. 6. To be responsive, flexible and agile in planning, policies and operations. 7. Teamwork. 8. Maintain professionalism, readiness and morale. 9. Maintain contemporary, well-trained firefighting personnel at the highest level of

measureable achievement. 10. To have 9-1-1 calls dispatched quickly. 11. Employee quality, professional employees. 12. Excellent training and leadership. 13. Active communications with cities. 14. Well-trained officers. 15. Cost effective services. 16. Community involvement. 17. Educated choices. 18. An active partner with cities for community safety. 19. Maintain existing resources to ensure adequate service levels. 20. To continue its Fire Accreditation. 21. Having the needed equipment and expertise necessary to save lives. 22. Work well with other agencies for maximum public support (Police, Red Cross, etc.) 23. Mitigation of loss. 24. Effective fire suppression capability. 25. Proactive coordination of emergency response and evacuation during significant events

(wildfires). 26. Ensure open lines of communication and visible presence in our community. 27. Courtesy to victims. 28. Effective in the management of scarce resources. 29. Disaster preparation. 30. Community outreach. 31. To be able to respond to a 9-1-1 call within minutes. 32. Having the needed equipment and expertise necessary to suppress fires. 33. Utilize the latest technology in performance. 34. Professionalism – Union and Management working together for the public good. 35. Staying abreast of technical changes within budget and reason. 36. Community involvement and visibility as community leaders. 37. Keep costs down with efficient operations. 38. Quality community education and training.

39. Make sure that disaster preparedness is a priority. 40. Be an effective leader to the communities they serve, and with other public safety

service providers. 41. Sufficient manpower and equipment. 42. Prevention of loss. 43. Active in community events. 44. Work with the community to create feasible emergency preparedness procedures and

programs. 45. Maintain a diverse workforce to meet the culture needs (language) of the communities

you serve. 46. Effective education programs that enable citizens to help themselves during an

emergency. 47. Courteous and caring service. 48. Unified command. 49. Community programs to assist with preparing communities for fire and disaster. 50. Efficient use of public funds and resources. 51. Information resource. 52. Professional and ethical service. 53. Training classes for public concerning awareness of fire safety.

Areas of Customer Concern Impact on the health and safety of the community due to reduced budgets and increasing

employee/benefit costs. Our city does not often get called when a large event has occurred. Are the paramedic/firefighters bilingual, especially in Asian languages? Funding may not be sufficient. Awareness of alternatives to 9-1-1 when the citizen does not necessarily need ALS EMS. High salary increases not in-line with contracting agencies budget realities. Not responsive to contracting agencies. Outdated service and management model. Adequate funding to support the emergency response programs and services. Cost of service to the community in these difficult fiscal times. Increased costs of providing services, specifically wages and pension costs. Public apathy regarding community disasters. The department is subject to external budgeting influences beyond their control. Major emphasis is needed with community outreach and education. Lack of succession planning. The ability to maintain service levels in this economy. The ability to provide services in current “under serviced areas” without funding support. To be able to train and keep excellent personnel. Can you ensure low turnover of personnel? Can you maintain salaries that are competitive in the State? Can a regional approach be applied for the integration of fire services offered? Budget cuts causing the elimination of staff, stations, and increasing response times. Inadequate equipment to do the job. Absolutely zero enforcement capability on defensible space and wildfire evacuation

access, etc. Santa Clara County Fire does not appear to work with other agencies to develop any kind

of formalized evacuation planning. Hesitancy to approach industrial property owners to warn and/or educate about risks. Be much more involved in community education – wildland interface preparedness. Get out and walk the community – get them educated on wildland interface preparedness. Help establish an emergency evacuation plan. Budget cuts that would eliminate SCCFD #4 from Redwood Estates. Perhaps they are too rigid as to the clearing of hillsides around houses. My greatest concern is how the local fire department gets dispatched. When I placed a

call to 9-1-1 my call was lost amongst dispatchers (see general remark). Maintaining personnel and equipment. Rushing unnecessarily strict regulations – If I want to add a bathroom to my house,

because the house is large I have to put sprinklers throughout the house… this seems silly to me.

Funding impact on service delivery and organizational growth.

The ability of the department to improve the level of service and meet the demands of a growing community with a flat revenue source, or with revenue that is growing at less than historical rates.

High hazard fire areas contiguous to County Fire. Resources – diversion of local funding (take-aways) to Sacramento. Whether the public can afford the pension plan. The effect of messy state financing on future performance. Budget cuts. Prevention and suppression of hillside fires. I would like to see the extremely well done “2008 Annual Report and Customer Service

Overview” sent to every resident and business in the service area. Has the fire department been able to hire enough to be prepared for upcoming

retirements? Contingency plans for water disruption and firefighting capability in the event of an

earthquake. Communication on events with outside agencies/departments. Sometimes communication

is lacking or delayed. Ability to maintain existing service levels in future years. Concern for how the budget issues will affect our fire services.

Positive Customer Feedback Generally considered excellent; one of the best in the nation. Impressive work with other agencies; i.e. local police Relied upon by other fire agencies within California and nationally for assistance. A customer-centered approach. Willingness to act on new ideas, approaches and concepts. County Fire has an excellent response to the needs of the communities. They are

responsive to all needs, but exceed expectations with their involvement with C.E.R.T. Positive interaction with the community of Cupertino, non-profits, schools, businesses,

service groups, and elected and city officials. Strong training program, health and fitness of the firefighters and their management. I am amazed at the dedication and passion/compassion of the firefighters. Whenever I

come in contact with these men and women, I automatically feel safe and in good hands. Thank you!

As members of their community, they have pride and ownership of their duties. Two years ago, my wife had a severe event that could have been heart related. The

paramedics arrived very promptly, were well trained and provided a correct diagnosis (not heart related). They were also quite critical of the ambulance crew that followed for tracking in muddy shoes. The fire department is very polite and professional!

The fire department has an excellent reputation in Cupertino. Having a Strategic Plan is evidence of excellent leadership.

County Fire is well regarded by constituents because of its history of public service, community involvement and approachability in style of management.

I have nothing but good comments about the professionalism and response of individual engine companies to specific incidents.

The education department has fabulous materials and presenters. They were very helpful. Need to share these materials with citizens and schools.

The firefighters respond very quickly and do a thorough job in attending to calls. A great example of what “Team” and “Teamwork” mean. The ability to work well with others is greatly appreciated. A well-run organization. Positive image – more than other community services. I feel the fire department is there to protect my family, my home and me. I received a positive response – excellent quick response in the middle of the night. The department is well respected throughout. From firefighter to chief officer a good

professional reputation. I have nothing but praise for the hard work and dedication the Los Gatos Quito Station “C”

showed our family. Nine (9) months after my daughter’s accident, they still remain in my thoughts daily. They saved my daughter’s life.

Wonderful response times. Always willing to participate in community events. We believe our engine and their staff are the best in Santa Clara County. The department is well run – responds in force to emergency events. Our fire station crew is always available to discuss community issues and problems, and

is always willing to attend annual meetings to raise awareness. Outstanding public relations with Board, Commissions and the community. Communications with the town is excellent.

Great personnel, well trained, polite and friendly. A professional department. Maintains adequate resources. All contacts with the community exude confidence and professionalism. They provide an excellent service to our citizens. I am very proud of them. Our local department does a great job in all areas. They are very responsive and professional. The department is willing to grow and change – and implement new technologies. I am,

and have always been most impressed with the professionalism of the personnel. It is a well-run department and probably one of the best in the nation.

They are great to work with, always accessible for meetings or when problems arise. Dirk and his team are problem solvers!

Excellent rapport/interaction with fire personnel during emergencies and incidents at our business.

Good overall service to the community. Response times are excellent. Personnel are professional and knowledgeable. I have had two incidents where the fire department has responded excellently. The community appreciates the prompt, friendly response we currently receive. A responsive department that demonstrates sound financial planning and works

cooperatively with other agencies.

Other Thoughts and Comments Cupertino really appreciates Marsha Hovey and the fire department support for such

events as bringing Santa to the kids. My community must do a better job at fire prevention. Each member must be educated

as to clearance, escape routes, etc. Santa Clara County Fire is a first class organization, and through this process will remain

first class. My only concern is that an emphasis on this process may engender change for change

sake – which could be negative… it has happened in industry. Could fire services and police ever merge into one safety service? Outstanding Chief of SCCFD. Excellent facilitator of this session. The fire department is always there to come save people at our Community Center

(Campbell). We have great experiences when the fire department visits our preschool and also that they do blood pressure checks for our seniors. We appreciate all services including the “Safesitters” program and CPR training to the public. Hopefully these increase chance of survival… it did for Jerry in our Gardening Class who had a heart attack and lives to tell about it. You Rock SCCFD! God Bless!

Requests for assistance with community evacuation planning were met with a response like “Well we don’t do that.” There is no formal evacuation planning for the Santa Cruz Mountains. If we parallel the Oakland Hills Fire and the number of fatalities (25), why when the SCC Mountain Communities face the same risk, do we have limited involvement from County Fire? Couldn’t County Fire lead the effort?

Redwood Hills and interface areas need a lot of attention. We need help to establish home inspections, escape planning for the community, alert systems for residents to know when to leave, and what route to take. The water supply in areas of the community are in poor condition. Pressure from SCCFD on the water company might be helpful in upgrading the system.

Generally have a positive impression of the department. Nine minutes into my daughter’s accident, EMS responders showed up. I was less than

one mile from the fire station, but because I placed the call on my cell phone, it took the station over seven minutes to get the call. They were on scene two minutes after receiving the call from the dispatcher. Seven minutes were lost due to the dispatching process.

Stay in the public eye. Get out and be seen. The general public does not know the real work routine of the firefighters. They see on

TV that they cook a lot, slide down fire poles, etc. Suggest handing out brochures to each house in a neighborhood, which has just had a house burn down. Many neighborhoods have non-English speaking residents who do not know laws against dry brush around their homes.

In review of the last Strategic Plan, some of the some of the entries were not written as a citizen would expect. Some of the goals were really activities.

We need effective education programs that actually reduce incidents. Thank you for asking for input to the Strategic Planning process. Would like to receive public notice of completed certification. Thank you for inviting me!

Thank you for inviting me to participate. The fire department has always been responsive to any needs and/or requests I have ever made. We are lucky to have them and proud of their service, compassion and professionalism.

Overall, working in partnership with County fire has been effective and educational. Thank you for inviting all of us! Best of luck in the development of your Strategic Plan.

Documents

STRATEGIC PLAN - sccfd.org · Santa Clara County Fire Department’s Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path