HUTTO FIRE RESCUE WILLIAMSON COUNTY EMERGENCY … · Therefore, changes made to the 2011-2015...

HUTTO FIRE RESCUE

WILLIAMSON COUNTY EMERGENCY

SERVICES DISTRICT #3

STRATEGIC PLAN 2016 – 2018

SCOTT D. KERWOOD

FIRE CHIEF

Strategic Plan for

Hutto Fire Rescue Hutto, TX

2016 – 2018

(Updated 2015)

HUTTO FIRE RESCUE STRATEGIC PLAN Updated 2015

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TABLE OF CONTENTS

INTRODUCTION..........................................................................................................................3

STRATEGIC PLAN ......................................................................................................................5

VISION, MISSION STATEMENT & CORE VALUES ............................................................9

KEY FINDINGS ..........................................................................................................................15

ASSUMPTIONS AND CURRENT TRENDS ...........................................................................19

STRATEGIC PLAN ACTION AREAS.....................................................................................21

CONCLUSION ............................................................................................................................35

APPENDICES ..............................................................................................................................36

APPENDIX 1 – ESECG Strategic Focus Model

APPENDIX 2 – Original Project Scope of Work

APPENDIX 3 – Signals of Change

APPENDIX 4 – Hutto Fire Rescue Service Delivery System

APPENDIX 5 – 20-Year Capital Financial Plan

APPENDIX 6 – SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis

APPENDIX 7 – VUCA (Volatility, Uncertainty, Complexity, Ambiguity) Analysis

APPENDIX 8 – Strategy and Direction Analysis

APPENDIX 9 – Insurance Service Office Reports (2012)

APPENDIX 10 – Consulting Team

APPENDIX 11 – References


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Introduction

In 2015, Hutto Fire Rescue/Williamson County Emergency Services District #3 (Hutto Fire Rescue) updated its 2011-2015 Strategic Plan. While not undergoing a complete revision, the Board of Commissioners and the Staff went through the planning process to identify what, if anything, had changed in the previous plan and what, if anything, needed to be added or subtracted from the plan. Therefore, changes made to the 2011-2015 Strategic Plan are identified in red and underlined. The update is shown as follows.

During the period of April 2010 through August 2010, a consulting team from Emergency Service Education Training and Consulting Group (ESECG) conducted a documentation review and site analysis of the Hutto Fire Rescue/Williamson County Emergency Services District #3 (Hutto Fire Rescue), Texas. This work effort was consistent with the scope of work described in the proposal agreed upon between the Hutto Fire Rescue and ESECG and detailed later in this report.

Hutto Fire Rescue is to be congratulated for its proactive initiative to evaluate its fire department services and in developing a plan for the future. This document provides for a strategic plan for Hutto Fire Rescue for the period 2011-2015.

It must be noted that the interests expressed by the Hutto Fire Rescue, the members and staff, and the community were focused upon providing quality service to the residents, workers, and visitors to the City of Hutto, Texas and the surrounding Hutto community. There were many positive efforts and programs found to be in place within the organization. While much of this report centers upon action to be taken to enhance long term performance, everyone recognized the fire department performs the work that needs to be conducted at the time of an emergency.

There were six (6) primary activities involved in this project:

1. Introductory discussions were held with the fire department officers to establish an understanding of project involvement and expectation as well as a timeline to complete the project. The department was provided with self-assessment tools and a series of questions to complete to establish baselines of performance and dates for submission were established. A list of necessary documents needed for review and people to contact was also submitted.

2. “Self Assessments” and “Statements of Issues and Concerns” were provided, and a compilation and analysis of the data provided, was completed.

3. A site visit was made to confirm self assessment information, review commentaries

submitted, and establish a structure for possible solutions to identified issues. The department officers were open and provided applicable documentation to the teams and provided “tours” of the facility and apparatus.

4. A number of documents were reviewed as submitted by the department, including, but

not limited to:


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- Insurance Services Office Report - Various fire department response summaries and documents - Existing Standard Operating Procedures - Budget information

5. Follow-up activities with the chief and the administrative staff were conducted as

necessary.

6. This document is the result of the completed and consolidated efforts of the aforementioned activities.

We wish to thank the members and officers of Hutto Fire Rescue for their willing and active participation in the process of completing the evaluation.


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HUTTO FIRE RESCUE STRATEGIC PLAN

This strategic plan identifies the keys goals and objectives of the organization, as well as articulating the comprehensive organization’s mission, core values, and changing responsibilities. The officers and members of the organization, through their supervisors, chief, staff, the general public, and the business community collaborated in the development of this plan, after conducting an extensive assessment of the current delivery system and its administrative and operational components. In addition, this project utilized a nationally recognized strategic planning model to conduct its work (Appendix 1). Consulting services of ESECG then identified the key goals and objectives described within this document.

This strategic plan is completed at the request of the Hutto Fire Rescue in an effort to provide a formal road map for the delivery of critical emergency services when needed. The plan builds upon the findings of a review by the Insurance Services Office and an independent assessment by current officers as compared to the newest national recommended practices for combination emergency service delivery. In addition, comparisons were made to national standards in the review of equipment, personnel, and facilities available within the fire district as compared to communities of similar size.

In developing and publishing this strategic plan, the leadership seeks to ensure that all members of the organization(s), as well as oversight bodies and other stakeholders have a clear understanding of the organization’s priorities and how they must be consistent with the growth, complexity, and needs of Hutto’s resident, worker, and transient populations.

Current Status & Department History1

The fire department serving the City of Hutto and the Hutto Community has grown from an all-volunteer fire department into a combination paid/volunteer fire department in a very short time period. This fire department evolution, which would normally take many years to complete, has occurred in less than 10 years. This transition from volunteer to combination has been driven in part by both population increases and demands for service requests. Hutto Fire Rescue serves a 63 square mile area of Central Texas which has experienced an explosive population growth. As of the 2000 United States of America Census, Hutto had a population of 1250 persons with an estimated population in the coverage area for Hutto Fire Rescue of approximately 5,000. But by the end of 2005 the City of Hutto population was estimated to be over 12,000 and the Hutto Fire Rescue coverage area to be over 32,800. Current population estimates now show the City of Hutto at approximately 23,000 people while the service area for Hutto Fire Rescue is estimated to be 43,000 people. By the year 2030 population projections for the City of Hutto are over 60,000 with the entire Hutto Fire Rescue coverage area at around 80,000. This growth is driven in large part by the construction of State Highway 130 (SH130) thru Hutto. SH130 parallels the Interstate Highway 35 corridor which runs thru Austin

1 As provided by Hutto Fire Rescue


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and Central Texas. Williamson County in general and the City of Hutto in particular have been recognized as one of the fastest growing areas in Texas. This growth trend is not expected to slow for many years to come. Throughout the history of Hutto Fire Rescue, the City of Hutto and the Hutto Community has seen many changes to their fire department. The first known action by the volunteer fire department in Hutto was around 1896. This was the “Great Fire” which destroyed the original business district located south of the present railroad tracks in Hutto. At that time the community bucket brigade was used to battle this blaze. In 1902 the bucket brigade was again called into action to battle a major fire that destroyed half of a city block in an area bordered by East and Farley Streets. Cisterns and shallow wells in the area were the major source of water used to battle this blaze. Mule team drawn water wagons brought water from the well at the Round Bale Gin, which is the site of the old Hutto Coop Grain Tanks on highway US 79. A short time after the 1902 fire, Hutto’s first fire station was erected and the first alarm system was implemented. The original site of the fire station was on the north side of Farley Street, midway between East Street and the old Taylor Highway, now FM 1660. The alarm system consisted of a bell mounted on a metal tower. At about this time the first firefighting apparatus, a hand-operated pumper, was also purchased and placed in operation. In 1910, one year before the incorporation of the City of Hutto, a private water works was installed in the city. This included a new well, water tower, and three-inch wooden water mains. However, within a short time the wooden mains began to rot and were replaced by four-inch iron pipe and fire hydrants. The improvement to the water delivery system made it possible for the purchase of a hand-operated hose reel that would lay hose from a fire to a hydrant. A major event in the history of the Hutto Volunteer Fire Department was the purchase of the first motor powered fire truck. This new technology apparatus was a 1920 Model A Ford with a front mounted pump, hose, ladder, and axe. The September 6, 1929 edition of the Hutto Herald stated: “Hutto is well protected against fires. It is a dandy fire truck, coupled with plenty of water, which gives us ample means of firefighting fires at all times.” Shortly after the arrival of this new fire apparatus, a new one-bay fire station was built to replace the original facility. This new fire house was located on East Street in the alley midway between highway US 79 and Farley Street. The fire bell and tower were also moved to this new location. In the 1950’s it became evident that the Hutto community again needed a new fire truck. Because of this the Hutto Volunteer Fire Department purchased a new 1951 Chevrolet fire truck. This truck had a larger capacity pump, 1500 feet of 2 ½- inch fire hose, 300 feet of 1 ½-inch fire hose and 1-inch booster line, and a 500-gallon water tank. It was also determined that a second truck was needed to fight grass fires more efficiently. A used 1953 Ford bread truck was therefore purchased. Hutto Volunteer Fire Department members and area farmers equipped this truck with a 400-gallon water tank, 100 foot booster line, and a PTO pump.


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Early in the 1970’s, in an effort to modernize the department, the Hutto Volunteer Fire Department purchased a new 1974 Ford one-ton fire truck to replace the aging 1951 model. Members of the department equipped this truck with a hose bed, PTO pump, and a booster tank. This truck was outfitted to be a quick response and grass fire truck. In 1977 a bay was added to the fire station to house the added equipment. A memorable year for the Hutto Volunteer Fire Department occurred in 1981. During that year the Hutto Volunteer Fire Department received its Charter from the State of Texas and the Hutto Community Volunteer Fire Department was founded. Also during 1981, once again to meet the needs of the growing community, the new Hutto Community Volunteer Fire Department prepared to build a new and larger firehouse, which was located at West Street and Pecan Street. Since that time two more replacement fire stations (a total of five fire stations in the history of the fire department in Hutto) have been built. The first was at West Street and Pecan Street, across from the previous fire hall, and the final was the present day fire station located at 501 Exchange Boulevard. Each time, the replacement facility was built due to increasing demands for services, more personnel, and more fire apparatus. During the history of the City of Hutto and the Hutto Community, the fire department has grown from an all-volunteer department into a combination paid/volunteer fire department. In 2000 the Williamson County Emergency Services District #3 was approved by area voters in an effort to provide a constant revenue stream through taxes for equipment and apparatus for the Hutto Community Volunteer Fire Department. Then in 2002 the Hutto Community Volunteer Fire Department began paying off-duty firefighters from other local fire departments to staff the fire station during the day in 12-hour shifts. At night, volunteer members of the department continued to respond to all emergency calls. In 2005, the Hutto Community Volunteer Fire Department changed its name to Hutto Fire Rescue to better reflect its changing capabilities, responsibilities, and role in the community. Later that same year Williamson County Emergency Services District #3 (d.b.a. Hutto Fire Rescue) assumed all of these roles and responsibilities from the volunteers. Also in 2005 paid firefighter staffing increased to 24-hours per day with one engine being staffed by two firefighters. By 2006 staffing was increased to three firefighters per day. This now included full-time firefighters along side the established part-time firefighters. Three new full-time fire Lieutenants were employed by Hutto Fire Rescue working 24-hours on-duty and 48-hours off-duty. Hutto Fire Rescue also employed one full-time administrative assistant, a part-time fire inspector, and a part-time fire chief. The next personnel milestone occurred in 2007 when staffing increased to five firefighters per day; three firefighters on an engine and two firefighters on a rescue squad. This fifth firefighter position was made possible through a partnership and funding by the City of Hutto. This partnership and agreement continues today. The last major personnel change occurred in 2009 and 2010. During this time a full-time fire chief was employed and two full-time firefighter positions were created from two part-time positions. Also four additional full-time firefighter positions were created via the SAFER (Staffing for Adequate Fire and Emergency Response) Grant through the United States


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Department of Homeland Security. This last staffing increase provides six firefighters per day per shift which is the current staffing level. Emergency call volume has also been a driving force for change in Hutto Fire Rescue. Early in the 2000’s the emergency call volume increased by 42%; from 489 to 688 calls. This increase in emergency responses has continued to steadily rise as the community has grown, with the end of 2009 showing 1135 annual requests for emergency services. This five year time period (2005 to 2009) saw an increase of 232% for service delivery. The next five-year time period (2010 to 2014) is therefore being projected to increase to approximately 3,769 calls for service. Today’s Hutto Fire Rescue responds to all fires, motor vehicle collisions, and emergency medical situations throughout the Hutto community. Emergency Medical Services (EMS) is provided by Williamson County EMS. There is an ambulance staffed full-time in Hutto (housed in the fire station) by Williamson County Paramedics. All Hutto Fire Rescue full-time and part-time firefighters, as well as some volunteer firefighters, are trained to at least the Emergency Medical Technician – Basic level. The service delivery system of the fire department, now in place, includes:

1. The extinguishment of fires and the prevention of loss of life and property from fire. 2. Assistance at medical emergencies, stand-by assignments, and injury prevention. 3. Assistance at the scene of automobile accidents, hazardous materials incidents,

natural or man-made phenomena and other dangerous situations. 4. Non-emergency public functions, including but not limited to, removing water from

property and assisting in the removal, abatement and prevention of damage or injury to persons or property whether through natural or man-made causes.

5. Conduct and participate in such training activities and drills, either within or outside the city, as may be deemed necessary by the officers of the member companies to maintain proficiency in providing services as outlined above.

6. Respond to calls and provide services to municipalities outside of the city. 7. Such other services as may be determined by the officers.

These services are provided to an estimated 43,000 residents, plus those who work and visit the community. The services are provided from one fire station.

The fire response services and management functions are provided by a combination staff.

The services are provided with the use of two (2) pumpers, and three (3) other fire suppression vehicles.


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Philosophy Statement

Any strategic planning process must evaluate the key beliefs and operating philosophies of the organization.

To provide a basic and consistent approach to the protection of lives in Hutto and to reduce the potential for conflict, there are several fundamental practices designed to define the service to be provided and then facilitate processes to perform that service. These basic business practices of strategic planning, development of a service delivery statement, and a definition of the organization’s vision, mission, annual goals and objectives, development of a risk assessment and the related standard of response cover are provided for in a comprehensive and cohesive approach in this document.

Governance and Mission Statements

Two critical steps in the development of a strategic process were completed by the development of a governance statement and mission statement for fire and rescue services. The governance states:

Hutto Fire Rescue is proud to operate as a SMART (simple, moral, accountable, responsive, transparent) government that accomplishes all our

services by using minimal tax dollars, and is committed to provide a well trained and equipped group of firefighters to aid in the protection and well-

being of the citizens of the City of Hutto and the Hutto Community.

The governance statement establishes how the Board of Commissioners operates and is responsive to the citizens.

Hutto Fire Rescue’s mission states:

MISSION STATEMENT

“Hutto Fire Rescue will evolve, change, and flex to the demands of providing efficient and effective life safety services to the best of our ability, to an ever

changing and growing community – Every Shift, Every Day.”

This mission statement provides the organization’s purpose, business, and value and is intended to provide a concise statement of the what, how, and why of an organization.


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Hutto Fire Rescue recognizes the value of human life and dignity. Our philosophy, which embodies our organizational values and beliefs, provides a guide for members in the performance of daily activities.

UNIFYING GOAL

The unifying goal of Hutto Fire Rescue is to help people by working together.

Helping people by: Providing aid and assistance to all citizens of the Hutto community. Cooperating with other agencies and organizations. Providing encouragement and opportunity for personal growth and development.

Working together by: Commitment, mutual support, participation and involvement. Hutto Fire Rescue and its members working together as a team within the community. Hutto Fire Rescue and its members working together with the Hutto community.

The success of Hutto Fire Rescue depends on the combined efforts of its members, along with the support of other organizations and the Hutto community.


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Standard of Response Cover

A major component of Hutto Fire Rescue’s delivery system is to provide an assurance to the public that it is organized and capable of responding to emergencies with qualified personnel, in an appropriate time frame, with the proper equipment. To accomplish this, Hutto Fire Rescue has developed the following operational philosophy, known in the industry as a “Standard of Response Cover”. It reads:

“Hutto Fire Rescue will respond within the city limits with six (6) qualified staff, within four (4) minutes of dispatch,

80% of the time.”

“Hutto Fire Rescue will respond outside the city limits with six (6) qualified staff, within ten (10) minutes of dispatch,

80% of the time.”

Hutto Fire Rescue has both automatic aid agreements and mutual aid agreements in place that will provide more personnel and apparatus for response to structure fires. Therefore for “working structure fires” the Standard of Response Cover reads:

“Hutto Fire Rescue will assemble within the city limits with twelve (12) qualified firefighters, within ten (10) minutes of

dispatch, 80% of the time.”

“Hutto Fire Rescue will assemble outside the city limits with twelve (12) qualified firefighters, within twenty (20) minutes

of dispatch, 80% of the time.”

Directly connected to the Standard of Response Cover are the individual performance objectives for the organization. Hutto Fire Rescue’s performance objectives for Fire Department Response Time (the time beginning when Hutto Fire Rescue acknowledges notification of the emergency to the time when the first company arrives on scene [Turnout Time + Travel Time = Fire Department Response Time]) provides service delivery objectives, including specific time objectives for each major service component [i.e., fire suppression, emergency medical services


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(EMS), and special operations], and objectives for the percentage of responses that meet the time objectives.

The objectives for travel times and turnout times (Fire Department Response Time) are:

1. 90 seconds for turnout time for fire response, special operations response, and EMS

response;

2. 240 seconds or less travel time for the arrival of the first arriving engine company at a fire suppression and/or EMS incident;

3. 480 seconds or less travel time for the deployment of an initial full alarm assignment at a fire suppression incident.

It should be stated that the City of Hutto and the Hutto community enjoys a relatively low fire rate and has a well-respected fire and rescue service provider. However, the Standard of Response Coverage and the Fire Department Response Time is not being met. In part this is due to only one fire station to protect the entire Hutto Community. These metrics should be revisited quarterly to show a percentage of accomplishment. As a group, the organization has identified the most important functions and services it provides and offers. It is important to identify these functions in order to assure they are consistent with the critical needs of its customers. The core services and supporting programs provided by the organizations are defined as follows:

FIRE-RESCUE OPERATIONS - Fire Suppression - Rescue (light) - Hazardous Materials - Storm Management - Community Care Calls EMERGENCY MEDICAL SERVICES - First Responder - Basic Life Support FIRE & INJURY PREVENTION - Fire Inspections - Public Education - Community First Aid & CPR Courses

* Note these are further defined in Appendix 4, Hutto Fire Rescue Service Delivery System. The basic management practices applied to the fire service provide for efficient long term focus and helps facilitate result orientation. Upon establishment of specific actions to maintain and


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achieve these key organizational deliverables, the leaders of the organization can solicit appropriate input and guidance from key service stakeholders and plan for change in a future oriented fashion.

Sources of Input

The strategic leadership environment for Hutto Fire Rescue consists of both internal and external complexities that directly and indirectly affect the resourcing, structuring, and operational performance of the organization. To assure a comprehensive approach was taken to the development of a strategic plan for fire and rescue services, input was obtained from a number of sources. These included:

Williamson County Emergency Services District #3 Board of Commissioners Elected Officials of Hutto Residents of the City of Hutto Businesses representative of the City of Hutto Insurance Services Office Report Various documents and interviews with key individuals

A core set of questions was developed for all input groups. The questions included:

1. What do you see as the role of Hutto’s Fire and Emergency Medical Services? 2. What do Fire and EMS services do that you are pleased with? 3. Is there anything Fire and EMS services do that you have dissatisfaction with? 4. What can Fire and EMS do to improve their operations/delivery system? 5. Are there any activities that either Fire or EMS services should stop doing? 6. What concerns do you have about the fire department and Emergency Medical Services? 7. Five (5) Years from now, what differences/changes in the Fire and Rescue Services

Systems would you expect to see? 8. Ten (10) years from now, what differences/changes in the Fire and Rescue Services

Systems would you expect to see? 9. Recognizing that these services cost more and more money to operate, how do you see

the system being funded?

The detail from the independent sessions is not included in this report due to the basic proprietary nature of the material; however, information is summarized at various points in this document.

In addition, the fire department has been establishing and achieving goals and objectives for decades. The strategic planning initiative strengthens the planning process, which advance the services provided to the community. While not summarized, it is clear that their management processes have sustained financial stability, organizational growth, and satisfaction of its user system.

In 2013, a report was released by the Federal Emergency Management Agency and National Fire Protection Association which detailed the delivery of fire and EMS services throughout the United States. A comparison was made between services provided in the City of Hutto and the national averages, in communities between 25,000 and 49,999 populations. The last such report


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was analyzed, illustrating that the City of Hutto has less staffing and equipment than similar sized communities. The comparison is included in the “Assumptions & Current Trends” section of this document.

The Insurance Services Office (ISO) conducts an assessment of the Fire Suppression Capability of communities such as Hutto. This Public Protection Classification (PPC) program is a tool developed by ISO by rating fire protection services throughout the United States for property and casualty insurers to properly asses their risk. The ISO-PPC rating for the City of Hutto is a Class 2, while the rest of Williamson County Emergency Services District #3 is a Class 2/8B. The related information is provided in Appendix 7. A SWOT Analysis was developed as part of this evaluation and strategic plan development. This process involved the creation of a list of strengths, weaknesses, opportunities, and threats, posed to the collective group of agencies. The comprehensive listing can be found in Appendix 6, with specific items included as appropriate in the body of this report. Again in January 2015 an analysis of the organization with the administrative staff and officers was repeated using the VUCA [Volatility, Uncertainty, Complexity, Ambiguity] process. These four distinct challenges were also coupled with four distinct types of response [Vision, Understanding, Clarity, Agility] to provide a response to dealing with the issues of a growing community. A comprehensive list is shown in Appendix 7.

V = Volatility (Vision) - The nature and dynamics of change, and the nature and speed of change forces and change catalysts. U = Uncertainty (Understanding) - The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. C = Complexity (Clarity) - The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization. A = Ambiguity (Agility) - The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.

A similar process was held with the Board of Commissioners in October 2015. The purpose of this planning exercise was to produce initiatives to develop an ongoing strategy and direction for Hutto Fire Rescue by conducting an organizational analysis. A comprehensive list is shown in Appendix 8. The dynamics of external leadership changes, the changes in community partnerships, the shifting of public attitudes, the rapid advances in technology, the election or appointments of new governments, the fluctuation of budgets, the ever changing organizational mission, and changing community demographics all increase the challenges of strategic leadership for the organization. Hutto Fire Rescue must monitor and understand the crosscurrents of the organization’s external environment, staying alert for opportunities to implement constructive changes.


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Key Findings

There were a number of basic key findings identified during the process that affect the organization. Each of these key findings results in an integrated activity into the strategic plan.

1. Perception There were three distinct perceptions noted of the services provided. These different perceptions came from:

the organization which includes the Williamson County Emergency Services District #3 Board of Commissioners

the City of Hutto City Council the citizen/business community

As might be expected, officers and members of the organizations believe they provide a timely, valuable service to the community, at the highest possible level. The perception of the general public and business community, as well as the City Council confirmed a belief that the services delivered are done so in a quality manner. However, it is the perspective of the community that the staffing is inadequate for the current and anticipated growth of the community. There is concern by the Board of Commissioners, officers, members, and City Council of the long term ability to provide staffing in the current fashion, and that EMS delivery will remain in its current fashion. When evaluating the organization in developing master plans, the project team agrees that the fire department can benefit from a stronger relationship with local government and the general public and business community, especially as the community continues to expand. Despite all of the good communication being conducted, a public relations initiative needs to be implemented to facilitate both improved knowledge and understanding of the emergency response system (by the City of Hutto and the Hutto Community, business and residential community) as well as for recruitment and retention purposes. Regular information flow to the elected officials, city staff, business groups and community groups continues to be necessary to assure the value and needs are understood as individuals change in their roles and responsibilities in the community, and the related perception and understanding of the combination system and its value to the community. As part of community growth, information technology must play a prominent role. The management team needs to develop a plan to keep up with growth and computerize field and office operations to include:

Personnel management Financial management Insurance information


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Street maps and hydrant locations Infrastructure information on sewers and utilities Building pre-plan information Hazardous materials (LEPC) information Hazardous materials detail data base Plume modeling capability for hazardous materials release and evacuation and

whatever else is deemed necessary by the information technology committee

2. Service Delivery The current service delivery is assumed to meet the needs of the community for the original 2011-2015 Strategic Plan. However, while the system works for this time period, that does not guarantee the system will be adequate in the future, considering constant change and potential growth within the community. For the current service delivery system to be adequate tomorrow, it assumes nothing will change. In fact, people change, the community will change, the expectations of the people in the community will change, the equipment will wear out, and the dollar will not go as far tomorrow as it does today – all reasons to plan for tomorrow. The ISO-PPC rerating that occurred during 2012 is a clear indication that the needs of the community and the resources of the community do not match.

With regard to service delivery, there are several issues to address:

1. There is a proposed standard in place for service delivery (time to respond, travel time, and expected performance upon arrival) to an incident. A proposed service delivery model is included in this report, based on input from members and officers, and subsequently reviewed with the Chief. It should be monitored every three months for a two-year period and an evaluation made regarding the need to modify the standard or propose staffing, facility, and apparatus modifications, if the standard is not being met. Long term to achieve this goal, new/staffed stations should be planned for the district.

2. Standard Operating Procedures (SOP’s) are in place for the fire department with a plan to expand these.

3. Hutto Fire Rescue has recently gone through the Texas Fire Chiefs Association (TFCA) Best Practices Program. This TFCA recognition program is a voluntary process where fire departments in Texas prove their compliances with Texas fire service’s best practices so to meet their professional obligation to the citizens of Texas and their respective jurisdiction. On September 2, 2015, Hutto Fire Rescue became the 3rd “Recognized” Best Practices Fire Department in the state of Texas. Hutto Fire Rescue is also the 1st emergency services district to receive this distinguished recognition.

4. While the use of computers for data maintenance is improving, a complete information technology plan is necessary to improve overall operations.


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5. Hutto Fire-Rescue is the responsible agency for enforcement of the fire code. With this comes an inherent requirement to be adequately trained and staffed to perform this function. Code enforcement can and typically is conducted by personnel in two methods:

A. The firefighters are cross-trained and conduct fire inspections during times

they are not engaged in emergency responses, training or other required tasks. In the event an emergency response occurs during the inspection, the individuals would excuse themselves and advise they are required for an emergency and make appropriate re-contact for the inspection.

B. Individuals are hired for and perform fire inspections as either their only role or as part of other functions (i.e., training coordination, public fire-safety education, etc.).

If responsible for the function and not providing that function, potential liability may exist and local legal counsel should be contacted for specific evaluation. The current approach and process is discussed in Appendix 4 – Fire/EMS Service Delivery System.

3. Long Term Financial Management Given the financial status of the Hutto Fire Rescue, the lack of a true long-term capital plan, questionable return on billing services, the need for new stations as identified by the 2012 ISO-PPC rerate inspection, and a need to replace the entire fleet of equipment over the next 20 years, the time has come to expand the effective business techniques already employed into a long term financial plan as well. As can be seen from the 20-year capital plan (Appendix 5) there is an $8,000,000 plus need for funds over the next 20 years for fire apparatus alone, in addition to the assurance the operation continues to function, and additional staffing may be required in the future. All of these beg the implementation of a long term financial plan.

Specifically, there is a need to review the provided copy of the 20-year plan, to determine needs to achieve the goals established; conduct a detailed assessment of the Hutto Fire Rescue finances to define how income can be expanded, expenses managed and service maintained; investigate optional/additional revenue streams.

4. Personnel The fire and rescue services system has survived for over a century in the City of Hutto and the Hutto Community. However, the Standard of Response Coverage and the Fire Department Response Times, through empirical evidence, confirms the need for increased paid staffing. Recent proposals have advanced the plan of hiring staff to fulfill this need. This includes the ongoing submittal of grant requests to the Staffing for Adequate Fire and Emergency Response (SAFER) grant program through the United States Department of Homeland Security for new positions and identification of budget monies for additional positions.


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A comprehensive recruitment and retention plan, that is based on career and volunteer wants and expectations, coupled with community ability to meet the needs must be established and implemented if total staffing is to increase.

5. Recommendations to Improve Relationship with Local Government

The planning process identified a need for the fire department to enhance the communication and relationship with the local elected officials and staff. Communication among all stakeholders is essential to ensure needs and expectations will be addressed and adequate service delivery continues.


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Assumptions and Current Trends

Any conceptual project begins with a set of assumptions and analysis of current trends within the industry. This project is no exception. There were three (3) basic assumptions established prior to the assessment and development of a report for Hutto Fire Rescue. The assumptions included:

The desire to maintain a combination fire service system to deliver fire and rescue services as long as possible.

Nationally recognized standards will be used as the baselines for any recommended changes in operations.

Programs, best practices policies, and guidelines recommended for use, should be recognized as successful programs, best practices policies, guidelines in other combination fire and rescue service programs.

In addition, time was taken to compare the Hutto community to fire services in similar sized communities around the United States. A national study was conducted by the National Fire Protection Association entitled “U.S. Fire Department Profile Through 2013”, printed in 2014, measured service provision in several key areas. These are compared in the following chart2:

Nationwide Area of Comparison National Result* Hutto Percentage of communities between 25,000 and 49,999 population with all volunteer fire services

See below* Combination

Number of volunteers per 1,000 population See below* 20 career with maximum

of 15 volunteers

Number of other suppression vehicles per 1,000 populations

1.895 .051

Number of stations per 1,000 population 1.022 .026

Number of pumpers per 1,000 population 1.268 .051

Number of aerial trucks per 1,000 population 0.035 .000

% Departments in communities between 25,000 and 49,999 population with 3-4 pumpers

21.9% 2 pumpers

% Departments in communities between 25,000 and 49,999 population with aerials

38.3% 0 aerials

% Departments in communities between 25,000 and 49,999 population with 5+ other suppression vehicles.

16.7% 3 other vehicles

% Departments in communities between 25,000 and 49,999 population with 1 station

13.4% 1 station

% Departments in communities between 25,000 and 49,999 population where fire department provides EMS service

No EMS – 17.3% BLS – 36.3% ALS – 46.4%

HFR – BLS WCEMS - ALS

2 Hylton, J.G. & Stein, G.P. (2014). U.S. Fire Department Profile Through 2013. NFPA, Quincy, MA.


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*The NFPA does not report on volunteers in communities above 25,000 population.

In the 25,000 and 29,999 population category there are 1,318 fire departments. 48.1% of the departments are all career 25.1% of the departments are mostly career 22.3% of the departments are mostly volunteer 4.6% of the departments are all volunteer

Career firefighters in communities of 25,000 to 49,999 population:

High 6.50 Medium 1.24 Low 0.00 HUTTO = 0.28

Volunteer firefighters in communities of 25,000 and 49,999 population: Under 1.0


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Strategic Plan Action Areas

Before establishing suggested areas of strategic action, the current service delivery capabilities were identified and are summarized and included in the following chart.

Upon review of all materials provided and accessed, a strategic approach was created to assist in developing a strategic plan for managing the fire, emergency medical and related emergency response services within the district.

STRATEGIC PLANNING KEY GOALS AND OBJECTIVES

The goal which will establish all future actions of the organizations is to define the agreed upon level of service to be provided.

This service level will require the agreement of the Emergency Services District Board of Commissioners, the City of Hutto elected officials, and the business community. Once the service level is agreed upon, the determination of how much it will cost and how it will be funded, can be determined. This must be defined and agreed upon first.

For each of these goals, a list of critical initiatives has been developed, necessary to achieve the goal. The key objectives are summarized here and detailed throughout this plan.

There is first a need to establish an agreed upon level of service and related cost.

There are several service demand issues that will arise in the decade, based on the projected growth of the region. Assuming a growth of population this would mean a potential increase of fire department responses. These increased responses would involve the following scenarios:

A. Demand for rescue services will increase at a higher rate than population growth due to the age of customers and traffic congestion.

B. Demand for EMS services will increase significantly due to the population growth and the age of the customer base

C. Demand for firefighting services (frequency of incidents requiring response) will increase with additional development.

D. Demand for Code Enforcement Services (fire inspections) will increase as construction and growth continue and as occupancies change.

Hutto Fire Rescue believes it is currently below critical mass in terms of trained personnel to respond to increasing numbers of incidents. Coupled with this is the difficulty in attracting qualified volunteers, which will become more difficult due to demographic changes in the community. Finally, the continued increase in mandatory training will further diminish opportunities to attract volunteers. In addition the current station will not provide the long term needs.


22

There are four (4) points for discussion that are used in other areas. The ultimate success may be a mix-and-match of full or partial integration of these methods, or some alternative. While being used as original talking points, the fact remains a partnership between Hutto Fire Rescue and the City of Hutto is the most attractive solution to the current challenge.

The four (4) points for discussion are:

A. Utilize a process (Standard of Response Cover) to identify when hiring additional career staffing (full or part-time) may be necessary.

B. Determine and implement a funding stream that Hutto Fire Rescue can effectively use for operational and capital spending.

C. Work in conjunction with the city to create a revenue stream that will support capital expenses.

D. Monitor community growth and continue to define new needs of the fire service to

adequately protect the community, using annual planning sessions to accomplish this.

1. Continue to refine the service delivery capability consistent with the expectations of a modern suburban fire/EMS provider of services that meets the demands and needs of the community.

Service delivery is composed of a time frame to respond, travel time to the incident, and an ability to properly solve the problem at hand upon arrival. This segment of the plan is designed to assure the organization can analyze and respond to the needs of the community by establishing a service delivery model, monitoring performance to that expectation, train the staff and use appropriate standard guidelines to perform service, and prepare data in advance to meet the needs of the responders at the time of an emergency. Currently, Hutto Fire-Rescue conducts fire inspections for both new and existing construction. These inspections are a key component to life safety in the Hutto Community. To enhance this process, it is recommended to:

A. Agree upon and implement the standard of response cover/service delivery model as provided in this document.

o Educate the members in the expectations of the standard of response cover/service delivery model.

o Monitor the standard of response cover/service delivery model every year to determine success in achieving the goals established.

o If not achieving the goal, evaluate the need to modify the goal or evaluate the need for additional paid staffing and change accordingly.

o Additional fire stations should be planned for a location no less than three (3) miles nor more than five (5) miles, of the current station.


23

B. Enhance the Standard Operating Procedures of the organization. o Educate the members in the expectations of the standard of response cover/service

delivery model. o Implement the recommended plan to reorganize the Standard Operating

Procedures and the review method and expand as needed.

C. Expand required training to meet minimum Texas qualifications and develop training requirements to meet the type and level of risks to which they are exposed.

o A team of three (3) firefighters (one from each shift) and one officer should develop a training model SOP plan for submission to the chief.

o A training leadership role needs to be included in the expansion of staffing.

D. Modify the method of developing and maintaining Pre-Emergency Planning information. Conduct a “risk assessment” to identify and prioritize the hazard planning zones for the fire companies to act upon.

o Identify planning zones within the emergency service district o Analyze each planning zone for fire and non-fire risk factors o Identify frequency and probability of occurrence of service demands in each

planning zone o Define for each planning zone:

- Maximum or worst fire and non-fire risk. - Key or special hazards which, if destroyed, would be a critical or essential

economic loss to the community (including cultural, environmental, or historical loss), or city infrastructure.

- Typical or routine fire and non-fire risk most common to the planning zone.

- Remote or isolated fire and non-fire risks. o Upon reviewing the risks identified revisit the Standard of Response Cover to

determine needed modifications. o Computerize the information for both data maintenance and emergency response

purposes. o Adopt and enforce the fire code to manage future fire issues as defined by the

Insurance Service Office.


24


Strategic Initiative/Issue: 1. Continue to refine the service delivery capability consistent with the expectations of a modern suburban fire/EMS provider of services that meets the demands and needs of the community.

A. Implement the standard of response cover/service delivery model as provided in this document.

Actions to Take Timeframe Cost Responsibility Educate the members in the expectations of the standard of response cover/service delivery model/fire department response times.

3 months None anticipated

Fire Chief

Monitor the standard of response cover/service delivery model/fire department response times quarterly to determine success in achieving the goals established.

Every 3 months for a period of

24 months

None anticipated

Fire Chief

If not achieving the goal, evaluate the need to modify the goal or evaluate the need for additional paid staffing, facilities, and apparatus and change accordingly.

At end of 24 months

None anticipated to conduct assessment, results of

assessment may require additional

paid staffing, facilities,

and apparatus

Fire Chief, Board of Commissioners.

Plan for and determine funding for additional stations no less than three (3) miles nor more than five (5) mile of current station (This is based upon planned community expansion, the ISO-PPC rerating of 2012, and is contingent upon actual growth of the community).

5 years $3,500,000 / facility

Fire Chief, Board of Commissioners,

City staff and Elected Officials.


25



B. Enhance the Standard Operating Procedures of the organization.

Actions to Take Timeframe Cost Responsibility Educate the members in the expectations of the standard of response cover/service delivery model/fire department response times.

3 months None Anticipated

Fire Chief

Implement the recommended plan to reorganize the Standard Operating Procedures and the review method, and expand as necessary.

1 Year $2,500 miscellaneous

expense

All operational officers


26


C. Expand required training to meet minimum Texas qualifications and develop training requirements to meet type and level of risk exposed.

Actions to Take Timeframe Cost Responsibility A team of three (3) firefighters and one (1) officer should develop a training model SOP plan.

1 year None Anticipated

Team defined and Fire Chief

A training leadership role needs to be included with staff expansion

1 year $60,000 annually

Fire Chief, Board of Commissioners


27



D. Modify the method of developing and maintaining Pre-Emergency Planning information. Conduct a “risk assessment” to identify and prioritize the hazard planning zones for the fire and EMS companies to act upon.

Actions to Take Timeframe Cost Responsibility Identify planning zones within the emergency district

6 months $2,500 legal & related costs

Fire Chief and Fire Inspector

Analyze each planning zone for fire and non-fire risk factors.

6 months $2,500 legal and related costs

Committee to be assigned by Fire

Chief Identify frequency and probability of occurrence of service demands in each planning zone

6 months None anticipated Fire Chief, Committee and Fire Inspector

Define for each planning zone: - Maximum or worst fire and non-fire risk - Key or special hazards which, if destroyed, would be a critical or essential economic loss to the community (including cultural, environmental, or historical loss) - Typical or routine fire and non-fire risk most common to the planning zone - Remote or isolated fire and non-fire risks

12 months None Anticipated, however if a consultant

were used, the cost could be as much as $25,000

Fire Chief, Committee and Fire Inspector

Upon reviewing the risks identified revisit the Standard of Response Cover to determine needed modifications.

14 months None Anticipated Fire Chief and

Fire Inspector

Computerize the information for both data maintenance and emergency response purposes.

18 months $5,000 IT related costs IT Committee, Fire Chief & Fire Inspector

Enforce fire code to create more fire safe environment in community.

18 Months $5,000 related costs (e.g. staffing, references

and technology)

Board of Fire Commissioners


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2. Establish short and long term planning and funding streams that will solidify and make consistent the financing of major capital fire and emergency medical services. The fire department has done an admirable job in managing its financial resources. An investigation into the long term financial needs and the potential to have to purchase fire apparatus, and the need for a new structure, all place challenges on the funding system. A process needs to be established to work beyond a five-year plan for capitalized expenses. Hutto Fire Rescue has identified financial challenges and discussed funding issues with the City of Hutto. There needs to be an evaluation of revenue sources and expenses to better understand the financial impact on the emergency service district and what actions may need to be taken. The following steps are necessary to be undertaken.

A. Establish short and long term planning and funding streams that will solidify and make consistent the sources and make consistent the financing of major capital fire and emergency medical services.

o Review the provided copy of the 20-year plan, to determine needs to achieve the goals established.

o In reviewing budgets and a detailed assessment of the finances to define how income can be expanded, expenses managed and service maintained, it is recommended to work with the City of Hutto on a long term capital funding plan.

o Investigate optional revenue streams and increase as appropriate.

B. Develop and implement a disaster plan/business continuity plan for the organization.

o Develop a business continuity plan/disaster plan to assure the organization can function should an emergency strike the organization itself.


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HUTTO FIRE RESCUE STRATIGIC PLAN

Strategic Initiative/Issue: 2. Establish short and long term planning and funding streams that will solidify and make consistent the financing of major capital fire and emergency medical services.

A. Establish short and long term planning and funding streams that will solidify and make consistent the financing of major capital fire and emergency medical services.

Actions to Take Timeframe Cost Responsibility

Review the provided copy of the 20-year plan, to determine needs to achieve the goals established.

Within 12 months

TBD Based on

projects to be pursued

Administrative Officers, and Fire Officers

In reviewing budgets and a detailed assessment of the finances to define how income can be expanded, expenses managed and service maintained, it is recommended to work with the City of Hutto on a long term capital funding plan.

Within 12 months

None Anticipated

Fire Chief, Board of

Commissioners

Investigate optional revenue streams such as sales tax outside the city limits of Hutto.

12 – 14 months

None Anticipated

Fire Chief, Board of Commissioners and

City Council


30


Strategic Initiative/Issue: 2. Establish short and long term planning and funding streams that will solidify and make consistent the financing of major capital fire and emergency medical services.

B. Develop and implement a disaster plan/business continuity plan for the organization.


Develop a business continuity plan/disaster plan to assure the organization can function should an emergency strike the organization itself.

24 to 36 months

depending on the timeliness of completion

of various component

projects

$10,000 miscellaneous costs may be

incurred

Fire Officers and Administrative

Officers in consult with Board of

Commissioners


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3. Establish necessary personnel management practices to best serve the organization.

There will be a need to merge two personnel management systems (paid and volunteer) to assure a consistent and efficient method exists to deal with personnel management information. In addition, there is no structured recruitment and retention plan in place. Under separate cover a copy of the United States Fire Administration (USFA) Volunteer Recruitment and Retention manual as well as charts for managing the process will be provided.

To complete this process, it is recommended to: A. Establish what personnel documents are to be maintained and how they are to be

maintained. o Determine what information will be maintained and in what format. o Develop data management systems. o Coordinate information on hand to information needed. o Obtain needed information. o Manage data per the guideline to be established. o Ensure security of information.

B. Recruit career staff for ultimate hiring and placement as positions are made

available. o Establish a Recruitment and Retention committee involving all agencies. o Inventory current benefits/incentives o Validate with personnel that these are the appropriate benefits as well as

determining what incentives offer more interest. o Modify the “benefits package” as appropriate and value the package for sale to

citizens and to determine appropriate funding and allocation. o Implement the changes and monitor for effectiveness and needed change.

C. Recruitment and retention of volunteers remains a critical base component of the

service delivery system. There is a need to identify and implement additional benefits to entice persons to enter the service and remain within the system, which not only provides a valuable service, but saves the tax payers millions of dollars each year.

o Establish a Recruitment and Retention committee involving all agencies. o Inventory current benefits/incentives o Validate with personnel that these are the appropriate benefits as well as

determining what incentives offer more interest. o Modify the “benefits package” as appropriate and value the package for sale to

citizens and to determine appropriate funding and allocation. o Implement the changes and monitor for effectiveness and needed change.


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Strategic Initiative/Issue: 3. Establish necessary Personnel Management practices to best serve the membership.

A. Establish what personnel documents are to be maintained and how they are to be maintained.


Determine what information will be maintained and in what format.



Chief

Develop data management systems 7 to 12 months

$2,500 maximum for

software


Chief

Coordinate information on hand to information needed.

7 to 12 months

None anticipated Committee to be assigned by Fire

Chief

Obtain needed information 7 to 12 months

None anticipated Committee to be assigned by Fire

Chief

Manage data per the guideline to be established.

Continuous None anticipated Committee to be assigned by Fire

Chief

Ensure security of information. Continuous None anticipated Committee to be assigned by Fire

Chief


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B. Recruitment and Retention of Career Staff remains a critical base component of the

service delivery system. There is a need to identify and implement additional benefits to entice persons to enter the service and remain within the system.


Establish a recruitment process for career staff


Fire Chief

Inventory current benefits/incentives


Recruitment and Retentions Committee

Validate with personnel that these are the appropriate benefits as well as determining what incentives offer more interest.



Modify the “benefits package” as appropriate and value the package for sale to citizens and to determine appropriate funding and allocation.

By year end 2011

TBD Board of Commissioners

Implement the changes and monitor for effectiveness and needed change

Throughout 2012

None anticipated Recruitment and Retention

Committee and Board of

Commissioners


34


C. Recruitment and Retention of Volunteers remains a critical base component of the

service delivery system. There is a need to identify and implement additional benefits to entice persons to enter the service and remain within the system, which not only provides a valuable service but saves the tax payers millions of dollars each year.


Establish a Recruitment and Retention committee involving all agencies.


Fire Chief and Commissioners

Inventory current benefits/incentives



Validate with personnel that these are the appropriate benefits as well as determining what incentives offer more interest.



Modify the “benefits package” as appropriate and value the package for sale to citizens and to determine appropriate funding and allocation.

By year end 2011

TBD Board of Commissioners

Implement the changes and monitor for effectiveness and needed change

Throughout 2012

None anticipated Recruitment and Retention

Committee and Board of

Commissioners


35

Conclusion

The Hutto Fire Rescue 2016-2018 Updated Strategic Plan describes in detail the major challenges confronting the organization and the community, recent significant accomplishments, and how the organization will achieve its key goals. Summary charts, detailed information and related information are attached as appendices.

Hutto is fortunate to have a solid economic base; a leadership team with interest and a desire to work progressively with its fire service providers, modern emergency response equipment; dedicated, professional combination service providers, and now a plan for enhancing this team approach. As outlined in this plan, the proposed work will enhance the already solid foundation for confronting emergency response challenges of the 21st century.

The goals and objectives contained in this strategic plan demonstrate a commitment to an ambitious set of priorities, to be managed by a combination staff, into the foreseeable future. This approach reflects the organization’s determination to aggressively enhance operational preparedness while continuing its tradition of excellent service to the City of Hutto and the Hutto Community.

.


36

APPENDICES

APPENDIX 1 ESECG Strategic Focus Model

APPENDIX 2 Project Scope of Work

APPENDIX 3 Signals of Change

APPENDIX 4 Hutto Fire Rescue Service Delivery System

APPENDIX 5 20-Year Capital Financial Plan

APPENDIX 6 SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis

APPENDIX 7 VUCA (Volatility, Uncertainty, Complexity, Ambiguity) Analysis

APPENDIX 8 Strategy and Direction Analysis

APPENDIX 9 Insurance Service Office Report (2012)

APPENDIX 10 Consulting Team

APPENDIX 11 References


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APPENDIX 1

ESECG STRATEGIC PLANNING MODEL


38

VOLUNTEER FIRE SERVICE STRATEGIC FOCUS

By: Chief Bill Jenaway

“What are the fire department’s objectives for the next five years? Where will the fire department be in seven years? What are the fire departments capital purchasing plans for the next 10 years? What is the fire department’s “Standard of Response Cover”? Have you heard these questions yet from political officials? If not, be prepared, they aren’t far off, and you need to be prepared to answer them.”

Through recent years there have been a number of approaches to improving the performance of both profit and non-profit organizations. While terminology varies from “Transformation” to “Performance Improvement”, development of a “Strategic Focus” is whatever process is used to drive an organization to look toward the future and make the organization successful. Creating and implementing a “Strategic Focus” helps an organization understand the resources, capabilities and needs for their type of organization. To be successful in the creation of a “Strategic Focus”, an appropriate planning model must be used. The ESECG Volunteer Fire Service Strategic Focus Model was created to assist the Volunteer Fire Service manage change and organizational performance.

The ESECG Volunteer Fire Service Strategic Focus Model is driven by three components: 1. Organization Resource Assessment. 2. Defined Service Expectation. 3. Priority planning to enable resources to meet expectations.

The Planning Process

The VFIS Volunteer Fire Service Strategic Focus Model uses a derivative of the basic decision making process, employing five basic activities to evaluate these three components. (Figure 1)

These five activities include:

Activity1. Identification and analysis of key issues Mission and Vision Standard of Response Cover Identification of Roles and Responsibilities Goals and Objectives Strengths Weaknesses Opportunities Threats Strategic Alliances

Activity2. Obtain direction from key sources of input

From organizational members From the community leaders


39

From the citizenry From the business community From mutual aid agencies

Activity3. Development of a plan for implementation over a defined time

Immediate Action Steps to achieve goals and objectives Long Term Plan for Implementation

Activity4. Implementation of a plan with responsibilities and time frames involving

Finance Personnel Apparatus Equipment Facilities Processes and Procedures

Activity5. Design and utilize a monitoring method to assure plan success

Through the use of the VFIS Volunteer Fire Service Strategic Focus Model, an organization is directly involved in identifying individualized issues and needs to determine the necessary steps to create a plan which turns vision into reality.

Result

The result of any strategic focus activity is change. Therefore, any such process must be undertaken by an organization that is ready for change. If the organization is not ready for the change, then conflict can and will exist. As a result, change management practices must be identified and cataloged for reference as the planning process moves forward.

Benefits

Similar to a doctor analyzing a patient, step one of the processes identifies the symptoms to be evaluated. As the symptoms become more pronounced, multiple symptoms surface, and testing and evaluation prove a specific problem exists, helping identify the necessary prescription (goals and objectives) that can be established to resolve the problem and enable organizational health. However, the underlying causes of the problems must be resolved to manage long term health of the organization or problems will reoccur.

The output of the VFIS Volunteer Fire Service Strategic Focus Model is a set of goals, objectives and action steps dealing with the organizational aspects of:

Finance Personnel Facilities Apparatus Equipment Procedural/Process


40

These are consolidated into planning documents, including identified costs, time frames to complete, and responsibilities for completion. The process then identifies different sets of objectives for organizational action.

References

The process used to facilitate development of this service is a compilation of several strategic planning organizations and documents, customized to meet the needs of volunteer fire service (non-profit) agencies.

Among the references are: Center for Simplified Strategic Planning The Support Center – “What are the steps of a strategic planning process” Organized Change Consultancy – “Strategic Planning and Organizational Change” William F. Jenaway, Ph.D. - Transforming the Volunteer Fire Service William F. Jenaway, Ph.D. and Daniel B C. Gardiner – Fire Protection in the 21st

Century The Support Center – “What are the key concepts and definitions in strategic

planning” Myrna Associates Inc. – “What Strategic Planning Can Do For You”

Dr. William F. Jenaway, CFO, CFPS, is the Executive Vice President of VFIS, President of the Congressional Fire Services Institute; Chairman of NFPA 1201, Fire Department Organization; and a Commissioner for the Commission on Fire Accreditation International. © VFIS, 2003


41

Figure 1. The Planning Process

Activity One: Identification and Analysis of Key Issues

Activity Two:

Obtain Direction from Key Sources of Input

Activity Three: Development of a Plan of Action

Activity Four: Implementation of a Plan with Responsibilities and Time Frames

Activity Five: Design and utilize a monitoring method to assure plan success.

Change Management

Actions Required


42

APPENDIX 2

PROJECT SCOPE OF WORK


43

STATEMENT OF WORK This proposal is intended to assist the Hutto Fire Rescue in key areas of service delivery.

SCOPE OF WORK

The scope of proposal and statement of work plan and product will reflect a combination-based fire and rescue service.

PROJECT APPROACH

In order to accomplish the “Scope of Work,” the project activities will be composed of five (5) phases.

Approach to Project Objectives

The proposed methods, procedures and anticipated deliverable items of this project have been organized into objectives. Each objective is described below.

Phase I: Initiate Project

Task No. 1: Development of Project Action Plan

Activity: A comprehensive action plan shall be developed identifying:

1. Primary tasks to be performed 2. Person(s) responsible for each task 3. Timetable for each task to be complete 4. Method of evaluating results 5. Resource to be utilized 6. Possible obstacles of problem areas associated with the accomplishment of each task.

This plan shall be developed in cooperation with the members of the Hutto Fire Rescue membership and staff. This plan will be completed within 15 days of the awarding of the project to the project team. This plan will list actions of proposed interviewees.

Task No. 2: Stakeholders Input

Activity: Conduct interviews with and gather information from key personnel.

The project team will interview key stakeholders of any organization associated with this study. At a minimum, members of the project team will interview city officials, fire department and EMS officials. From these interviews, the project team will obtain additional perspective on operational, economics, and policy issues facing the fire, rescue and services. In addition, the project team will learn more about availability of data necessary to meet projected goals.


44

Phase II: Emergency Services Information Review

Task No. 3: Emergency Services Information Review

Activity: The project team will conduct a general review of the current status of emergency services, including, but not limited to:

Organization overview Management overview

- Policies, procedure, rules and regulations Risk assessment process

- Risk analysis by response area - Target hazard identification - Hazardous materials - Pre-incident planning - Inspection/pre-planning coordination - Water supply assessment - Planning for fire protection and other emergency services - ISO recommendations - Community development - Impact on development to East End

Delivery Systems – Suppression/Rescue - Service delivery comparison to National Fire Protection Association

(NFPA Standard #1710 and 1720) - Three (3) year review of response performance - Standard of response

Personnel management - Staffing - Response personnel – current versus desired versus necessary - Inspection personnel – current versus desired versus necessary - Administrative staff – current versus desired versus necessary - Recruitment and retention

Facilities Apparatus and Equipment Capital Improvement Plan Training and Qualifications

- Review of training program to meet requirements and demands - Officer qualifications - Officer training - Officer selection process

Mutual Aid Companies Closest Company Response Running Schedule


45

At the completion of each activity defined above, a status and “gap” statement will be prepared which will indicate the current status of that activity, any gaps between that activity and expected performance (as defined by standards or organizational policy), and activities that need to be undertaken to close the “gaps”. Where possible, tools to assist in the development of these activities will be provided. The initiatives will be integrated into a comprehensive schedule of priorities and costs to be developed in Phase IV of the project.

Phase III: Strategic Plan

Task No. 4: Strategic Planning Process Activity: Vision, Mission, and Guiding Principles - Validate the development of meaningful

vision, mission, and guiding principles: A. Develop/Revise Vision statements that describe the way the organization(s) views

itself in the future B. Develop/Revise Mission statement that describes the purpose for which the fire

department C. Develop/Revise Guiding principles that will enumerate the values or ideas that are

important to the Members

Activity: External Customer Needs and Expectations – Identification of external customers and their critical needs/issues, as deemed needed. A. How customers prioritize the services provided by the fire department B. Areas of customer concern about the fire department C. Customer expectations of the company D. Customers positive attributes of the fire department

Activity: Internal Assessment – Identification of internal customer needs and issues (SWOT

Analysis). A. Strengths of the organization B. Weaknesses of the organization C. Opportunities for the organization D. Threats to the organization

Activity: Citizens’ and Community Leaders’ Involvement – As deemed appropriate, facilitate

discussions with interested citizens and community leaders to develop consensus on: A. Service expectations and priorities B. Selection of a service delivery model

1. “Geographic-based” coverage 2. “Demand-based” coverage

C. Selection of key community emergency services performance objectives and targets


46

Activity: Goals and Objectives – The establishment of goals and objectives (as well as the tasks and performance statements) that is imperative to the organization and individual members: A. Establishment of organizational goals that address the identified concerns of the

external and internal customers.

B. For each goal, the development of one or more measurable objectives that are written in such a manner as to describe the criteria by which an outcome is judged complete or successful and the time frame in which to expect the desired outcome.

C. Development of associated tasks for each goal and objective utilizing the format of identified measurable criteria.

D. Development of performance measures for ongoing assessment of fire department performance.

The project team will complete a review of the strategic plan and related goals and objectives. In addition, the project team will review and make recommendations on the goals and objectives of the plan as related to the study findings.

Phase IV: Prepare Draft Report

Task No. 5: Prepare Draft of the Strategic Plan

Activity: Prepare Draft Report - Upon completion of Phase III, provide a draft report of findings and recommendations.

The draft report undergoes a process of accuracy review by the project team in preparation for the production of the final product. The editorial and critical comments obtained from the fire department shall be considered as essential information in the final report.

Phase V: Prepare Final Report

Task No. 6: Final Evaluation and Strategic Plan Report

Activity: Prepare and Present Final Report - Prepare and present final Evaluation, Strategic Plan Report and Master Plan for Fire and EMS.

Adhering to the parameters as established by the Hutto Fire Rescue and agreed to by ESECG; the project team will then prepare the final report. The report will detail the data and information acquired during the engagement and the project team’s analysis and recommendations. All objective areas explored during the process will be addressed in the final report.


47

APPENDIX 3

SIGNALS OF CHANGE


48

Signals of Change3

The volunteer fire service is changing. Two recent studies by the Commonwealth of Pennsylvania, as well as two studies by the International Association of Fire Chiefs – Volunteer/Combination Officer Section have validated reasons for these changes and what can and should be done to manage the future changes impending on the volunteer fire service. Given the extent of these changes and at times the lack of awareness or even unwillingness to accept these external forces on the volunteer system, we thought it would be appropriate to begin this report with “Signals of Change”.

“Signals of Change” presents an interesting look at the changing system of volunteer emergency services. It is excerpted from the document “Lighting the Path of Evolution, The Red Ribbon Report, Leading the Transition in Volunteer and Combination Fire Departments”, a 2005 publication of the International Association of Fire Chiefs – Volunteer/Combination Officer Section.

Longtime volunteers often look back on the “way it used to be”. They recall a time when training was much less demanding and time consuming and the local fire department had fewer responsibilities. Fires and accidents were pretty much the game. Attendance and training standards were achievable. There were fewer calls but each was an event that required the assistance of neighbors, who took great pride in their membership in the local department. The community appreciated their neighbors’ help, local businesses supported the volunteer fire department, and the call volume was small enough so as not to interfere with the requirements of the members’ jobs. The system was manageable, the emergencies were mitigated, and it was fun to be a member.

The reality today is that in many communities, to be a contributing, effective firefighter, a person has to meet significantly higher standards physically, in terms of training, and in terms of time “on the job” gaining experience. Not everyone has the luxury of time or in some cases the inclination, to meet those requirements in today’s hectic environment. Anymore, the fire department is not just a group of people trained to suppress fire and render first aid. It has become the premiere provider of choice for different levels of emergency medical services and in many cases transportation, as well as the provider of just about every other service that is not provided by the police department—hazardous materials response, high-rise and below-grade rescue, inspections, prevention and education, and community emergency planning and management, to name a few.

This is not to say that volunteers can’t handle the job, for their abilities and successes are demonstrated daily in many places from coast to coast and border to border. However, where they cannot, community and fire leaders are challenged to meet their community’s needs. In some cases, they will find ways to reinvigorate the volunteer members of their departments and improve their performance. In others, they will recognize the need for another type of change,

3 International Association of Fire Chiefs – Volunteer/Combination Officer Section, “Lighting the Path of Evolution, The Red Ribbon Report, Leading the Transition in Volunteer and Combination Fire Departments”, IAFC-VCOS, Fairfax, VA, 2005, Pages 3-6.


49

moving to some form of partial or fully paid department, and they will set out to make it happen.

Indicators for change

A natural evolution for a volunteer department is the growth in services and added responsibilities as the demographics of the community change. When the system develops problems, people generally know about them long before they are willing to admit that they need serious attention. For fire department managers and local government leaders, it is critical that they recognize the signs of problems ahead and prepare for change before it is forced on them by external circumstances. It is helpful when they recognize these pointers to change:

Community Growth - Emergency services are directly impacted by community growth—more people, more businesses, more emergencies. The larger a community, the higher level of service people expect. In many areas, people moving to “suburbs” assume wrongly that emergency services are delivered in the same way they are provided in the more established cities and towns. A history of community growth and projected increases in demand can help managers forecast and plan for changes in the delivery of emergency services. In some cases, population growth projections might even help a department determine to limit its services based on available staffing.

Community Aging - A fire department’s ability to recruit new members in part depends on the supply of new, younger people who can be tapped for service. A community’s age profile can be an indicator of problems ahead. The age factor in your community is revealed by data showing who is moving in and moving out. If the younger people are moving away, or if schools are showing or expecting declining enrollment, the fire department may have a difficult time maintaining appropriate levels of service in the future.

Missed Calls - When an emergency call goes unanswered—a “scratch” on the East Coast or in other communities a “did not respond”— the fire department has a serious problem, not just because life and property are at stake, but also because it is a failure highly visible to the public. Equally serious is a department’s over-reliance on mutual aid for coverage and the lack of adequate personnel to handle subsequent calls when primary units are on an assignment

Extended Response Times - When units regularly fail to get out of the fire station in a timely manner because of inadequate staffing resources, the community is endangered and fire department managers have a reliability problem. Response time is a critical factor for any fire department determined to provide appropriate service to the public. It is especially critical for medical calls when the first-due company fails to respond for whatever reason and an EMS unit responds but fails to meet the response-time standard, a common occurrence even when mutual aid is not involved.

Reduced Staffing - Units responding with fewer than the required number of people needed to perform that unit’s functions pose a serious problem for the safety of citizens and the responders. This is another indicator of reduced service capability.

All of these situations indicate an inconsistency in a department’s ability to provide necessary service, though not all are necessarily caused by a shortage of volunteer members. Staffing


50

deficits can be related to other factors, such as changes in local business and industry policies regarding employees leaving the workplace, the number of volunteers who are employed outside their response areas, a lack of understanding on the part of new corporate managers of the community’s needs, a tight labor market driven by rapid community growth, or even members’ apathy. Where workforce restrictions are at play in the community, they typically lead to daytime response shortages and a significant challenge for the department.

Other Considerations - While employment issues tend to be the major factor in volunteer staffing shortages, other factors also contribute. Decreased interest among members who fail to participate could be the result of unreasonable community expectations, some problem with the fire department’s internal requirements, or other organizational issues, such as:

- Responsibilities outpace capabilities. Mandated and selected responsibilities and response commitments exceed the department’s capability to manage outcomes properly. Mandated responsibilities may have their basis in state statutes or local resolutions, proclamations and ordinances. Selected responsibilities are response categories that result from self-imposed obligations to provide a service.

- Inability to raise funds. Growth in the department as it faces new demands outpaces the volunteers’ ability to raise capital and operational funds.

- Waning political support. A once-supportive political climate begins to falter and less emphasis is placed on the volunteer-staffed fire department. This becomes noticeable when apparatus is not replaced, new purchases are postponed, or local government wants the volunteer company to operate less expensively. The volunteer-staffed fire department needs to be a vital, supportive and healthy part of the local governmental infrastructure.

- Internal conflict. A department has internal struggles over its mission in the community and that conflict involves the preservation of the system as a fraternal organization rather than a service-delivery system.

- Officers filling lower operational positions. Staffing shortages that result in the fire chief driving the fire truck or fulfilling the responsibilities of other line firefighters is another sign of a serious staffing problem.

- Mission creep. When first-responder programs that once managed to provide essential services and also extra staffing for critical events and rescues become subject to all kinds of other assignments, or to policies that dictate that fire units respond every time an ambulance is dispatched, chronic staffing shortages can be a problem.

- Controversy. When internal controversy becomes the focal point and public image of the department, its effectiveness is impaired. Controversy can he inflamed by a poorly managed emergency, an event that exceeds the capabilities of the volunteers, or public criticism that home response is no longer adequate for the number of emergency calls handled by the department. The problems are exacerbated when the volunteers are unable to reorganize and meet the increased demands, or when the news begins to publicly question the effectiveness of the service. Few volunteers join the department to fail or be exposed to a community philosophy that “they tried hard, but they are just volunteers.”

- Too many jobs, too little time. Another indicator: The department cannot provide fire prevention, public education or inspection responsibilities because of training and response demands occupy the time volunteers have to commit.

- Kingdoms come first. Some jurisdictions consider their response areas their “kingdoms”.


51

Boundary disputes can occur when department leaders fail to understand that the public does not care what color or name is on the fire truck. The “kingdom” attitude also leads to contentious working environments with neighboring agencies.

- Lack of budget support. Failure by elected officials to approve budgets that include capital expenditures for the department is an ominous sign.

- Missed deadlines. When critical administrative deadlines, such as daily response reports, training records, and legally required documentation are not completed or budget deadlines are not met, the department’s effectiveness is compromised.

- Catastrophic losses. Catastrophic events, such as the loss of a firefighter or a civilian fatality, focus great attention on the department, and perhaps its problems and deficits, which can discourage members.

- Volunteers priced out of the community. In many communities the price of homes and property taxes makes it difficult for the children of current volunteers or others who have time to volunteer to live in the community, thus reducing the pool of potential members.

- Demographic Changes. Shifts in the community that drive decisions by current members to purchase homes outside the fire district are a detriment to member retention.

When the time for change has come

Once a department recognizes there is a need for change, it must examine carefully both the organization and the options available to it. It is essential that all members of the organization identify the department’s mission and core values. Whether in the end the change is a revitalized volunteer organization or a move to some type of paid or part-paid organization, a careful articulation of core values is critical to the success of the organization. Those core values must be incorporated and reinforced as employee strategies in new career positions and the core values must be carried throughout the evolution process. If the members expect the organization to be a mirror of what it once was, everyone must believe in and apply its core values. If you expect to maintain big city services with small town pride, the organization must maintain the focus on their core values and reinforce those values at every opportunity.

Once it is clear that change is necessary to preserve the department’s ability to engage in its core mission, creating a paid staff is not necessarily the first option to consider. Having the answers to a number of key questions may help resolve a department’s staffing issues.

Does the department have the right leadership? An initial examination of problems should always include a review of the fire department’s leadership. The lack of dynamic, adequately prepared leaders has long been identified as a significant issue for the volunteer fire service. Poor leadership has a significant impact on the retention rate of volunteers, on a department’s desire and ability to meet new levels of service demand, and on the quality of the service provided.

Does the department offer benefits and incentives? Benefits are safeguards provided by the community or the department to protect firefighters and their families against unexpected financial strain should the firefighter be injured, disabled or killed while on the job. As demands for service increase, so do the chances that firefighters will be injured or worse at the emergency scene. Departments need to provide protection—such as insurance and retirement or wage supplement plans—to ensure that the health, welfare and financial stability of firefighters and


52

their families are protected. Such benefits are essential to assure that members are treated as valuable assets.

Incentives can provide motivation for members to improve personal performance and participation. These are defined by personal or team recognition programs or awards. Young people today, the future lifeblood of all fire departments, are interested in immediate feedback and that includes benefits and incentives. It is more cost-effective to pay for benefits than it is to pay people.

It is imperative that the community be involved in determining the level of support for volunteer or part-time firefighters. How willingly the community provides benefits for them now may help department leaders gauge its willingness to sustain a combination system, if one is needed.

Are department membership standards appropriate? Fire department leaders should review membership standards to ensure that they are appropriate for the services provided. Do you need to increase requirements to ensure that volunteers have adequate skills to deal with the dominant types of calls to which the department responds? Does the department really need a requirement that all members have the expertise and the responsibility to respond to all types of calls?

Can you use diversification strategies? It is critical for department leaders to understand that not everyone is equal in skills or abilities. Diversification strategies—essentially, not everyone in the department has to be proficient in all the jobs in the department—can be helpful in attracting new members. Diversification strategies are fairly simple. Recruit subject-matter experts for the different disciplines within the department. You can take advantage of that to attract new members and take pressure off of a small group of dedicated responders. For example, you might recruit from a number of professions within the community that deal with hazardous materials. Attract and train those individuals as volunteers and use them when chemical emergencies are dispatched. By implementing diversification strategies, you may actually improve your volunteer base by reducing the demand on all your members and enhancing their subject-matter expertise.

Trim the non-essentials. Review your organization’s mission and values and identify the essential functions and services it is required to deliver. A review can, in some cases, lead to reducing or eliminating nonessential services. Remember, you can’t be all things to all people.

These “Signals of Change” presented by the International Association of Fire Chief’s Volunteer-Combination Officers Section, provides a sound basis for questions and concerns as one evaluates its emergency service delivery system. This information is incorporated into the assessment and strategic planning process for the Hutto Fire Rescue.


53

APPENDIX 4

SERVICE DELIVERY SYSTEM


54

EMERGENCY SERVICES DISTRICT FIRE/EMS SERVICE DELIVERY CHART

This summary chart identifies the primary provider of services to the community.

Fire Suppression* HUTTO FIRE RESCUE

Fire Inspection* HUTTO FIRE RESCUE

Fire Investigation* HUTTO FIRE RESCUE

Hazardous Materials – Awareness Level HUTTO FIRE RESCUE

Hazardous Materials – Operations Level HUTTO FIRE RESCUE

Rescue (vehicle, elevator, light entrapment) HUTTO FIRE RESCUE

Confined Space Rescue HUTTO FIRE RESCUE / WILLIAMSON COUNTY

Trench Rescue HUTTO FIRE RESCUE / WILLIAMSON COUNTY

Technical (structural collapse) Rescue HUTTO FIRE RESCUE / WILLIAMSON COUNTY / TEXAS TASK FORCE 1

Water Rescue HUTTO FIRE RESCUE/WILLIAMSON COUNTY

High Angle Rescue HUTTO FIRE RESCUE / WILLIAMSON COUNTY

Basic Life Support – EMS HUTTO FIRE RESCUE

Advanced Life Support – EMS WILLIAMSON COUNTY EMS


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HUTTO FIRE RESCUE FIRE & LIFE SAFETY CYCLE

The Fire and Life Safety Cycle demonstrates how Hutto Fire Rescue’s fire suppression efforts actually represent a very small portion of the fire department’s overall responsibility. Through education, inspections, and code enforcement, the hope is that many potential emergencies can be prevented or, if not prevented, that losses are minimized. A brief description of each element in the cycle follows: Education of Industry and the Public The safety cycle begins and ends with education. Simply stated: what has been learned from previous fire experiences and what can be done to address those issues? Keep in mind that fire and building codes are essentially written in tragedy; as major fire events have occurred over history, fire and building professionals have addressed these lessons through the revisions of model codes. Fire service professionals take the cumulative national fire experience and incorporate it into the model codes. Thus, all codes are fluid, dynamic documents that reflect the prevailing wisdom of years of fire experience. With the knowledge gained from local and regional fire experience, coupled with national trends, Hutto Fire Rescue initiates aggressive educational and enforcement campaigns to address the behavioral aspects of fire ignition. Design Fire-Safe Buildings Using the model codes, fire professionals regulate the design of buildings so that they can withstand the attack of a hostile fire. Generally speaking, the greater the number of people and the larger the structure, the more restrictive the fire code will be for building design and fire-resistive construction. Hutto Fire Rescue’s fire inspection staff reviews architectural drawings of new construction to ensure that new buildings meet minimum standards for fire-resistive construction. A properly designed building can withstand the onslaught of fire for a sufficient amount of time, allowing occupants the needed time to escape, and firefighters time to arrive and start attacking the fire. Design Early Warning and Suppression Systems Once the building’s structure and construction features have met the minimum code standards, provisions for early detection and suppression of fire are made. The philosophy behind early detection and suppression is to alert the occupants of a building of danger, give them time to evacuate and call for assistance, and then check the progress of a fire so that it is still manageable when firefighters arrive. So, given that a building is designed properly (fire-resistant), has working smoke or heat detectors (early notification), and maintains an operational sprinkler or other extinguishing system (fire mitigation), the overall life-safety condition of the structure is improved. Hutto Fire Rescue fire inspection staff reviews all system blueprints for fire protection technology features; this is done for every building in the Hutto Community. Regulate Compliance Through Certificate of Occupancy Inspections Before an occupant or tenant can move into a structure within the jurisdiction of Hutto Fire Rescue, that structure has to first pass a series of fire inspections. All new tenants must check with Hutto Fire Rescue to see what, if any, requirements will have to be met based on the


56

occupancy classification of their business. Fire inspectors from Hutto Fire Rescue will then conduct these inspections and work with each business owner to assure code compliance. At the end of the process the “Fire Final” inspection, where all systems are tested for operational effectiveness and code compliance, will be conducted. If a structure cannot pass this inspection, it cannot be occupied. Enforce Compliance Through Maintenance Inspections Once a structure is occupied, Hutto Fire Rescue conducts routine “maintenance” inspections to ensure that systems remain operational and that business practices do not inhibit/alter either construction features or system applications. While Hutto Fire Rescue would like to conduct a maintenance inspection of every inspectable property within the Hutto Community each year, to do so requires a tremendous amount of resources in both personnel and equipment. Recognizing this limitation, Hutto Fire Rescue conducts maintenance inspections based on risk first; in other words, the highest risk properties (based on trends in potential dollar loss and life loss) are the first to receive regular maintenance inspections. However, Hutto Fire Rescue works to inspect every business annually. Emergency Response Assuming that all fires cannot be prevented through the proper construction of buildings or the provision of early warning and detection devices (technology will never address the leading cause of fires – human behavior), Hutto Fire Rescue maintains a fleet of modern apparatus, staffed by some of the most highly trained firefighters in the area. Literally, by dialing 9-1-1, within minutes citizens have millions of dollars of equipment and resources driving up the street, staffed by skilled firefighters. Learning From Experience Once the fire is extinguished, Hutto Fire Rescue employs numerous tools for learning. Fire investigators study the fire itself to determine cause; over time, investigators can determine if there are trends in fire ignitions – such as improperly discarded cigarettes on upholstered furniture. These lessons can then be incorporated into the cumulative knowledge of the fire service, and subsequently addressed through the revision of codes (fire-resistive fabric on upholstered furniture). Post-incident inspections are conducted to determine if previous inspection efforts had a mitigating effect on the outcome of the fire. With the knowledge gained from local fire experience, coupled with national trends, aggressive educational campaigns to address the behavioral aspects of fire ignition are initiated. You can see that the cycle then returns to its beginning, and the process starts all over. As lessons are learned, they are incorporated into educational campaigns and fire codes, which are enforced and maintained in the Hutto Community through review and inspections. Meanwhile, Hutto Fire Rescue provides the essential emergency response force that is trained and ready to respond at a moment’s notice in the event the Fire and Life Safety Cycle fails. Finally, Hutto Fire Rescue possesses the tools and training to learn from experience and start the Fire and Life Safety Cycle over thereby making the Hutto Community safer with each fire event.


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APPENDIX 5

20-YEAR CAPITAL FINANCIAL PLAN

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58


59

APPENDIX 6

SWOT ANALYSIS (STRENGTHS, WEAKNESSES,

OPPORTUNITIES AND THREATS)


60

IDENTIFICATION AND ANALYSIS OF KEY ISSUES

The Identification and Analysis of Key Issues encompassed a review of the following: The mission, vision, Standard of Response Cover, values, strengths, weaknesses, opportunities, threats, roles and responsibilities, goals and objectives, and strategic alliances.

Core Values and Beliefs of Hutto Fire Rescue CORE VALUES

Family PrideTradition DutyDisciplineHonorLoyalty

Integrity Compassion LoveCourageResponsibilityHonestyRespect

BELIEFS People are our most important asset:

Individual self respect must be valued and protected. We must respect and support each other as individual human beings with differing values and needs. We must be loyal to Hutto Fire Rescue, the City of Hutto, and the Hutto community. We are responsible for the operations and success of Hutto Fire Rescue. We are accountable for our individual actions and performance. Individual performance and team performance must be recognized. We must encourage and support others in their growth and development. Each of us should strive to grow and develop to our potential. Standard of excellence and progressiveness.

Teamwork:Involvement, participation and teamwork result in the best solutions, methods and goal achievement. Decision making should be shared in Hutto Fire Rescue, recognizing that not everyone will share in every decision. Communication must be open throughout all levels of Hutto Fire Rescue. Innovation leads to improvement and development, therefore, it is encouraged and supported.All of us must work toward the improvements and betterment of Hutto Fire Rescue.

Strengths of Hutto Fire Rescue Members, oversight groups, and users of the services of Hutto Fire Rescue have identified the organization’s strengths. STRENGTHS demonstrate the quality of being strong, and supporting a legal, moral, or intellectual force. These strengths add to the value of the organization. The use


61

of “strengths” in creating strategic initiatives assist in overcoming weaknesses and threats, help facilitate opportunities, and assist in identifying appropriate efforts with strategic partners outside of the organization. In addition, any identified weakness, threat, or opportunity that does not complement strengths, warrants the question of time and resource investment to address that issue. Through a consensus process, the strengths were captured as department-focused and community-wide and included:

Accept challenges as presented Diverse organization in experience and training Create new “culture” every day Partnership with City of Hutto

Weaknesses of Hutto Fire Rescue Members, oversight groups, and users of service of the Hutto Fire Rescue identified the organization’s weaknesses. WEAKNESSES demonstrate a weak point or a fault. In identifying performance gaps, or needs, it helped identify concerns and issues that may or may not be easily identified by the organization personnel, themselves. These are routine issues, which may provide continual challenges to the organization, and must be faced as both short and long term issues. Through a consensus process, the weaknesses of the Hutto Fire Rescue are:

Financial structure of Texas Emergency Service Districts Inability to keep up with rapid growth Need additional inspector Need a training officer Continue to build a culture every day No long term financial plan No mutual aid or automatic aid agreements Lack of staffing

Opportunities for Hutto Fire RescueMembers, oversight groups and users of service of Hutto Fire Rescue have identified the organization’s opportunities. OPPORTUNITIES are a combination of circumstances favorable for the purpose of the organization. These opportunities provide the organization with scenarios that complement either strengths or weaknesses and provide the availability of resources from within the organization to assist in improvement of the situations identified. Through a consensus process, the opportunities of the Hutto Fire Rescue were identified as:

Expand partnership with City of Hutto Find a way to grow with community Continue to build culture Determine level of service expectation and plan for it

Threats to Hutto Fire RescueMembers, oversight groups and users of service of the Hutto Fire Rescue also identified the organization’s threats. THREATS are an indication of danger, conflict and challenge. In identifying threats to the organization, both internal and external threats were identified. The threats may be operational or organizational, either of which create a need to address the issue. Through a consensus process, the threats of the Hutto Fire Rescue were identified as:

Inability to generate funding


62

Lack of training officer Lack of inspection staff

Lack of adequate water supply Acceptance of increasing service demands Hazardous Material incidents

Strategic Alliances Strategic Alliances lie primarily from within the community (as partners and customers in everything the department does) and offer opportunities to the organization to develop additional alliances to meet general or specific objectives. Many groups exist which could become allies in planning and should be further investigated. These include but are not limited to:

Williamson County Emergency Services District #3 Board of Commissioners Hutto Professional Firefighters Association (IAFF Local 4707) Hutto Community Volunteer Fire Department City of Hutto Hutto Independent School District Hutto Economic Development Corporation Hutto Area Chamber of Commerce Jonah Water District Manville Water District Williamson County

o EMSo Communicationso Emergency Management o Special Operations

Williamson County Fire Chiefs Association Neighboring fire departments CEN-TEX Type III Incident Management Team


63

APPENDIX 7

VUCA ANALYSIS

(VOLATILITY, UNCERTAINTY,

COMPLEXITY, AND AMBIGUITY)


64


65

Four Types Of VUCA Response

OPPORTUNITIES

CLARITY UNDERSTANDING

CONTROLS DRIVERS

AGILITY VISION

CHALLENGES


66

Hutto Fire Rescue VUCA Responses

OPPORTUNITIES 1. Public Awareness 2. External Relationships 3. Diversity (Training / Experience) 4. Technology5. History / Culture 6. Growth7. Social Media

1. Public Awareness Citizens University Fire Prevention Month Social Media / Website Service Delivery – Customer Satisfaction Survey Community Events

2. External Relationships

Hutto Fire Rescue Knowledge o State Of Texas o WILCO o National

Breaking Bread Mutual Aid / Auto Aid Training Agreements

3. Diversity (Training / Experience)

Still Learning (Part-Time) Mutual Aid / Auto Aid Training

4. Technology800 Radios Computer Plan Databases – Efficiency Must Have! Training Reemphasize It Is Management

5. History / Culture

Past Present: Differences Still Developing Celebrate


67

Keep Positive Ethics

6. GrowthExpand Operations Expand Knowledge Increase Service Delivery Will Get Even Better With Training Officer

7. Social Media

Perception Misconception Maintaining / Use / Updates Mass Communication Speed Privacy Public Relations

CHALLENGES 1. Growth2. Diversity (Training / Experience) 3. History / Culture 4. Organizational Structure Challenges 5. Public Awareness 6. Retention 7. Stations / Staffing / Apparatus 8. Funding 9. Technology10. Social Media

1. Growth

New stuff everyday Funding (always behind) Inspections Service delivery Call volume creates issues Customer service contacts (administration) Currently out of room for any additional growth in the fire station Ladder, engine, etc. (ISO-PPC) Roads – not handle apparatus


68

2. Diversity (Training / Experience)

Training Officer Needed Lack Of Fires Affordable Training Props Can’t Send Many People To Class


Loss of Past Maintaining Current Outside Influences Growth Of The Community Brings Diverse Culture

4. Organizational Structure Challenges

Hierarchy – No Promotions, Etc., COMMAND Filling New Fire Stations – Internal vs. External Fire Department / City Administration Changes Recruitment Process Part-Time Staffing (Firefighters On Trucks) Understaffed (Reports)

5. Public Awareness Consistent Message / Visibility Information Retention Apathy Little Things Matter Relationships

6. Retention

Funding Creative With Benefits Good Work Environment Exit Interviews Needed Larger Fire Department’s Stealing Folks

7. Stations / Staffing / Apparatus

Funding Less Chance to Promote Understaffed Reserve Fleet Full Station


69

Administrative Staff Railroad Tracks – Fire Station South Response Times City Culture / Leadership Meeting Call Volume Demands Follow Recommendations Already Made

8. FundingState Law Legislature Residential Versus Commercial Dollars Do Not Meet Needs Not Set Up For High Growth Areas Overlay Districts / Sales Tax Grants

9. Technology

Cost / Funding / Annual Learning Curve / Speed Differences In Opinion Generational Differences Fire Station Capabilities – Data Entry, Etc. Safety Gear (SCBA. PPE, Etc.)

10.Social Media Perception Misconception Maintaining / Use / Updates Mass Communication Speed Privacy Public Relations

CONTROLS1. Politics 2. History / Culture 3. Growth4. Leadership5. Professionalism6. Knowledge7. Social Media


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1. PoliticsUnderstanding Internal / External Control How We React

o No Mud Slinging o Factual Information Only


City Fire Department vs. All Volunteer Fire Department Next Chapter In History

o Building On Foundation Set Volunteer To Paid Transition

3. GrowthFunding Fire Code Call Volume

4. Leadership

Lead By Example Determine What The Future Looks Like Foundation For Culture Strong Base (Current) Determines Accountability

5. Professionalism

Visibility = Credibility Job Knowledge Appearance Care – Not Just Here For A Paycheck External Agency Involvement

6. Knowledge

Know Limitations – What We Can And Cannot Do Operations – Fire / EMS / Hazardous Materials / Rescue Risk Analysis – Internal / External Policies / Procedures

7. Social Media

Perception Misconception Maintaining / Use / Updates


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Mass Communication Speed Privacy Public Relations

DRIVERS 1. Internal Customer 2. Funding 3. Community Development 4. History / Culture 5. Growth 6. Social Media

1. Internal Customers

Retention Training / Education Culture Development Reduce Burnout Recruitment Job Satisfaction Leadership Personal Accountability Teamwork

2. Funding

Property Tax Reliant State Of Texas Laws Budget Determiner Sales Tax Opportunity Grants

3. Community Development

Fire Station Placement Tier II Sites / Hazardous Materials Aging Population Trains Inspections – New Buildings Pre-Plans Building Locations Utility Construction Training Increased Population Equipment Needs


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Tax Base

o Residential Versus Commercial Traffic Construction Type Target Hazards

4. History / Culture Ever Changing

o Millenniums o Gen X o Baby Boomers

Who We Are As An Organization Culture Of Population Served Culture Adaptability

5. Growth

Forced Growth Of Fire Department Committee Involvement

6. Social Media

Perception Misconception Maintaining / Use / Updates Mass Communication Speed Privacy Public Relations


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APPENDIX 8

STRATEGY AND DIRECTION ANALYSIS


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WCESD #3 Board of Commissioners Strategic Planning and Direction Analysis

Given the responsibilities of the Williamson County Emergency Services District #3 Board of Commissioners to the taxpayers of Emergency Services District #3, they discussed the challenges facing on-going service delivery. Using a process developed by Chief Dennis Compton (Ret.) from Mesa Arizona, the Board of Commissioners outlined a strategy and direction for Emergency Services District #3 for this strategic planning period. This was accomplished through an organizational analysis addressing a series of questions. Specifically the Board was asked to identify the “Big Hairy Audacious Goals” (BHAG) [Collins & Porras, 1994] so as to understand the gravity of the issues facing Emergency Services District #3. BHAGs are meant to shift how we do business, the way we are perceived in the industry, and possibly even the industry itself. BHAGs are nearly impossible to achieve without consistently working outside of a comfort zone and displaying organizational commitment, confidence, and even a bit of arrogance. BHAGs are bigger, bolder, and more powerful than regular long- and short-term goals. But they are exciting, tangible, and something everyone just “gets” without any further explanation. The results of this organizational analysis was a clear and concise strategy and direction statement for 2016 – 2018.

Organizational Analysis What is going well at Hutto Fire Rescue/Williamson County Emergency Services District #3?

o Public Relations o Personnel Quality o Professionalismo Fiscally Responsible o Service Delivery

What significant challenges might Hutto Fire Rescue/Williamson County Emergency Services District #3 face during this next planning period (2016-2018)?

o Maintaining level of service o Fundingo Public perception o Partnerships with the City of Hutto o Challenges of growth o Education of the public of what we do

What are considerations for change and improvement for Hutto Fire Rescue/Williamson County Emergency Services District #3 during this next planning period (2016-2018)?

o Line staff / administration staff growth o Communications with internal and external customers


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o Public perception o Ongoing working relationship with the City of Hutto o Business relationships o Partner agency relationships o EMS relationships o Funding stream

Strategy and Direction Statement

Working along with our partners at the City of Hutto, we need to build and staff a second fire station in the City of Hutto in order to continue to improve our level of service delivery to our customers.


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APPENDIX 9

INSURANCE SERVICES OFFICE SUMMARY

FINDINGS OF HUTTO, TX

(Information extracted from report of July 2013 the most recent ISO reports for this fire district)

The rating is: City of Hutto – Class 2

WCESD #3 – Class 2/8B


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APPENDIX 10

CONSULTING TEAM


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2010 Consulting Team William F. Jenaway, Ph.D., CFO, Associate, Project Manager. Dr. William F. Jenaway, CFO, CFPS will serve as Project Manager for this engagement. Dr. Jenaway is the CEO of ESECG and currently serves as the Chief of Fire and Rescue Services in King of Prussia, Pennsylvania; as well as being Chairman of the municipality’s Fire and Rescue Services Board. Chief Jenaway’s department is the only all volunteer Accredited Fire Service Agency in the US. Fire Chief Magazine named him the “Volunteer Fire Chief of the Year” in 2001. Bill’s background includes 30-plus years of volunteer fire and EMS experience. Over the years, Bill has authored over 200 articles, seven texts and provided over 100 speeches on fire and life safety issues. He holds Certified Fire Protection Specialist and Certified Fire Officer designations as well. For the past three years he has served on the Presidential/Congressional Commission known as the “Advisory Panel to Assess preparedness for Terroristic Acts Involving Weapons of Mass Destruction” (a/k/a Gilmore Commission). Dr. Jenaway also serves as President of the Congressional Fire Services Institute. David A. Love, Jr., Associate, Project Member Chief Love retired in 2000 after 30 years of service with the Department of Fire Rescue Services for the City of York, Pennsylvania. He started his career in 1970 as a firefighter, instructor, Emergency Medical Technician. Dave has held the ranks of Lieutenant, Assistant Chief, Deputy Chief, and later Chief of Department. Dave currently is an Instructor for ESECG. His responsibilities include National and International delivery of education and training programs, curriculum development, and information analysis. Dave is a member of the International Association of Fire Chiefs and The International Society of Fire Service Instructors. He is a 1979 graduate of Harrisburg Area Community College and has recently been named “Instructor Emeritus” for the state of Pennsylvania. He continues to conduct seminars on various fire service related topics in the United States, Canada and most recently Iceland. Dave has served on the Fire Service Advisory Board for Harrisburg Area Community College and also as a liaison to the Regional Terrorist Taskforce. He currently serves on the NFPA 1500 Technical Committee for Fire Service Occupational Safety and Health, and the NFPA 1001 and 1002 Firefighter Professional Qualifications Committee. David A. Bradley, B.S., NREMT-P, Associate, Project Manager. David is responsible for EMS related issues for ESECG, a subsidiary of the Glatfelter Insurance Group. His responsibilities include: research of EMS issues, and related delivery of educational and training programs, curriculum development, and information analysis and representation on major organizations and committees. Prior to joining ESECG, Dave managed a large EMS agency.


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Dave has over twenty-eight years of experience in Emergency Services. He has functioned in many roles during his career from volunteer EMT to Career EMS Chief. Dave’s involvement includes IAFC, NFPA, NAEMT, and NAEMSE, along with several state-level organizations. He is a Nationally Registered Paramedic and holds a Bachelors Degree in Safety Engineering. Dave has presented on various topics in the areas of emergency service, risk management, health, and safety. He remains active as a Paramedic at First Aid & Safety Patrol, Lebanon PA.


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APPENDIX 11

REFERENCES


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References

In addition to the documents provided by representatives of Hutto Fire Rescue and the City of Hutto, the following documents were used in the analysis of information regarding Hutto Fire Rescue and in the preparation of this report.

Buckman, John, ed., Chief Fire Officers Handbook, Jones and Bartlett, Sudbury, VT, 2005

Collins, J. & Porras, J. (1994) Built to Last: Successful Habits of Visionary Companies, New York, HarperCollins Publisher Commission on Fire Accreditation International, Fire and Emergency Service Self-Assessment Manual, CFAI, Chantilly, Virginia, 2002. Department of Command, Leadership and Management, United States Army War College Carlisle Barracks, PA 17013-5050, 3rd Edition, edited by Colonel (Ret) Stephen J. Gerras, Ph.D., Professor of Behavioral Sciences. Hylton, J.G. & Stein, G.P. (2014). U.S. Fire Department Profile Through 2013. NFPA, Quincy, MA. Insurance Services Office, “Fire Suppression Rating Schedule”, ISO, Jersey City, New Jersey, 2003. International Association of Fire Chiefs Volunteer-Combination Officers Section, “Lighting the Path of Evolution, The Red Ribbon Report, Leading the Transition In Volunteer And Combination Fire Departments, IAFC-VCOS, Fairfax, Virginia, 2005. Gardiner, Daniel B.C., and Jenaway, William F., Fire Protection in the 21st Century”, ISFSI, Ashland, MA, 1996. Jenaway, William F., Transforming the Volunteer Fire department, ESECG, York, PA, 2003. Karter, Michael, J., “U.S. Fire Department Profile Through 2008”, NFPA, Quincy, MA, 2009, 30 pages. National Fire Protection Association, NFPA 1201 Standard for Providing Emergency Services to the Public, NFPA, Quincy, Massachusetts, 2004. National Fire Protection Association, NFPA 1720 Standard for the Organization and Deployment of Fire Suppression, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments, NFPA, Quincy, Massachusetts, 2004.


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NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments National Volunteer Fire Council, “Cost Savings Calculator for Volunteer Emergency Service Organizations”, www.nvfc.org, 2003. ESECG, Developing and Implementing SOP and SOG for Emergency Service Organizations, ESECG, York, PA, 2001

“CUSTOMER SERVICE PLEDGE”

HUTTO FIRE RESCUE / WILLIAMSON COUNTY EMERGENCY SERVICES DISTRICT #3 is so very proud of its customer service program that we make this pledge to you. Satisfaction guaranteed! It is our way of demonstrating our pride, our confidence, and our commitment to you, the people we serve. We guarantee that our firefighters will respond to your request for assistance as quickly as possible, and that the service they provide will be caring, courteous, and satisfactory to you. We guarantee that you will be treated with respect, dignity, and compassion in your time of need. We guarantee that we will do whatever it takes to correct any situation that does not meet your high standards and expectations.

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