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Slide PL-1 LEADERSHIP I FOR FIRE AND EMS: STRATEGIES FOR COMPANY SUCCESS PLANNING SKILLS FOR THE COMPANY OFFICER Slide 2 OBJECTIVES The students will: Discuss the planning process used in the fire/ emergency medical services (EMS).Discuss the planning process used in the fire/ emergency medical services (EMS). Identify three types of plans.Identify three types of plans. Describe the effect the plans have on the Company Officer (CO).Describe the effect the plans have on the Company Officer (CO). Develop goals and objectives needed for planning.Develop goals and objectives needed for planning. Identify components of an action plan.Identify components of an action plan. Slide PL-2 Slide 3 OVERVIEW Types of PlansTypes of Plans DefinitionsDefinitions Any Program Should Have a PlanAny Program Should Have a Plan Establishing GoalsEstablishing Goals Setting ObjectivesSetting Objectives Developing and Implementing Action PlansDeveloping and Implementing Action Plans Monitoring and EvaluatingMonitoring and Evaluating Characteristics of Good PlannersCharacteristics of Good Planners Slide PL-3 Slide 4 TYPES OF PLANS Slide PL-4 Strategic Plan and Master Plan Staffing plan, training plan, fire prevention plan, public education plan, vehicle maintenance plan Incident Action Plan (IAP) Disaster Plan Slide 5 TYPES OF PLANS (cont'd) Strategic Plan and Master PlanStrategic Plan and Master Plan Departmentwide Mission Vision Goals Objectives Slide PL-5 Slide 6 TYPES OF PLANS (cont'd) Staffing plan, training plan, fire prevention plan, public education plan, vehicle maintenance planStaffing plan, training plan, fire prevention plan, public education plan, vehicle maintenance plan More CO oriented Affects daily routine Lays out a pattern Detail oriented Understood by all Slide PL-6 Slide 7 TYPES OF PLANS (cont'd) IAP:IAP: Incident specific. Used to mitigate situation. Disaster Plan:Disaster Plan: Pre-event plan that creates a framework of response for an event. Broad-based approach. Slide PL-7 Slide 8 Slide PL-8 Activity PL.1 Types of Plans Slide 9 DEFINITIONS Strategic PlanningStrategic Planning Management tool Used for one purpose--do better Disciplined effort Process is strategic Slide PL-9 Slide 10 DEFINITIONS (cont'd) Master Plan:Master Plan: Example: comprehensive master plan. Describes broad vision for future. Core philosophy. Guides development. Tests appropriateness of development proposals. Decisions will be made and judged. Slide PL-10 Slide 11 MASTER PLAN Compilation of goals, policies, and recommendations for each of the subject areas it covers.Compilation of goals, policies, and recommendations for each of the subject areas it covers. Goals are conceptual. Policies are the guides. Recommendations define specifications. Twenty-year timeframe.Twenty-year timeframe. Reviewed or amended every 6 years.Reviewed or amended every 6 years. Slide PL-11 Slide 12 ANY PROGRAM SHOULD HAVE A PLAN Training:Training: Yearly. Quarterly. Monthly. By topic. Mandated training takes priority. Slide PL-12 Slide 13 ANY PROGRAM SHOULD HAVE A PLAN (cont'd) Staffing PlanStaffing Plan Per memorandum of understanding (MOU)/contract Based on National Fire Protection Association (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 and 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Volunteer Fire Departments Slide PL-13 Slide 14 Staffing Plan (cont'd) Staffing Plan (cont'd) Or based on your departments standard operating procedures (SOPs) Long range Short range Slide PL-14 ANY PROGRAM SHOULD HAVE A PLAN (cont'd) Slide 15 Fire Prevention PlanFire Prevention Plan Fire prevention bureau staff Company inspections Volunteers Occupancy overload inspections Development and community growth Slide PL-15 Slide 16 ANY PROGRAM SHOULD HAVE A PLAN (cont'd) Vehicle Maintenance PlanVehicle Maintenance Plan Annual Quarterly Monthly Daily Slide PL-16 Slide 17 INCIDENT ACTION PLANS Formally documents incident goals, operational period objectives, and response strategyFormally documents incident goals, operational period objectives, and response strategy Contains general tacticsContains general tactics Facilitates dissemination of informationFacilitates dissemination of information Revised on regular basisRevised on regular basis Slide PL-17 Slide 18 INCIDENT ACTION PLAN INCLUSION CONSIDERATIONS Incident goalsIncident goals Operational period objectivesOperational period objectives Response strategiesResponse strategies Response tacticsResponse tactics Organization list with Incident Command System (ICS) chartOrganization list with Incident Command System (ICS) chart Assignment list w/specific tasksAssignment list w/specific tasks Critical situation updates and assessmentsCritical situation updates and assessments Slide PL-18 Slide 19 INCIDENT ACTION PLAN INCLUSION CONSIDERATIONS (cont'd) Composite resource status updatesComposite resource status updates Health and safety planHealth and safety plan Communications planCommunications plan Logistics planLogistics plan Responder medical planResponder medical plan Incident mapIncident map Additional component plans, as indicated by the incidentAdditional component plans, as indicated by the incident Slide PL-19 Slide 20 DISASTER PLANS Natural disastersNatural disasters Earthquake Fire or wildfire Flood and dam failure Hurricane and high wind Landslide Thunderstorm Tsunami Volcano Extreme cold Extreme heat Slide PL-20 Slide 21 DISASTER PLANS (cont'd) Manmade disastersManmade disasters Bioterrorism Chemical agents Pandemics and diseases Radiation emergencies Terrorism Slide PL-21 Slide 22 What part of this type of plan does a CO have the greatest role? Slide PL-22 Slide 23 ESTABLISHING GOALS Focus on solutionFocus on solution Broad statementBroad statement Goal: to improve company performance at structure firesGoal: to improve company performance at structure fires Evaluate your goalEvaluate your goal Realistic Important Challenging Slide PL-23 Slide 24 SETTING OBJECTIVES Writing objectives: Specific description of expected outcome.Specific description of expected outcome. Spell out the "ABCDs".Spell out the "ABCDs". Audience. Behavior. Conditions. Degree. Define what you intend to accomplish.Define what you intend to accomplish. Slide PL-24 Slide 25 SETTING OBJECTIVES (cont'd) ExampleExample "By November 1, our crew will successfully complete four structure fire drills at the training tower." Slide PL-25 Slide 26 WRITING AN ACTION PLAN Step-by-step outline.Step-by-step outline. Each objective requires its own action plan.Each objective requires its own action plan. A good action plan requires the following:A good action plan requires the following: Determine and assign tasks. Assign responsibility for monitoring. Plan for evaluation. Determine timeframes. Identify needed resources. Document completion of each task. Slide PL-26 Slide 27 IMPLEMENETATION STRATEGYGoal: 5-2 Bicycle Safety and Helmet Program Program Manager: Com. Risk Officer Accreditation Criterion: "Risk Management" Accreditation Category: Objective: By June 2011, the station commander at the Cleveland Park station, with assistance of coalition, will conduct two rodeos per year. Estimated Startup Cost: $1,200 Estimated Annual Cost: $400 Task # TaskResponsibility DaysCostJanFebMarAprMayJunJulAugSeptOctNovDec 1 Research rodeo criteria Comm. Risk Officer 6$100X 2 Develop training manual Comm. Risk Officer 4$200X 3 Develop/ Build rodeo prop Planning Group 7$500X 4 Train fire/ coalition personnel Comm. Risk Officer X 5 Schedule rodeo Station Commander XX 6 Publicize event Publicity Chair 14$300XX 7 Conduct rodeo Fire/Coalition personnel 2$100XX Totals32$1,200 Slide PL-27 Slide 28 IMPLEMENTING THE PLAN Now you have a complete set of objectives for reaching a specific goal.Now you have a complete set of objectives for reaching a specific goal. Each objective has a clear and concise action plan.Each objective has a clear and concise action plan. Individuals can now go to work on their assigned action plan steps.Individuals can now go to work on their assigned action plan steps. Coordination and communication are essential.Coordination and communication are essential. Slide PL-28 Slide 29 MONITORING THE PLAN CO needs to monitor each activity.CO needs to monitor each activity. Completed tasks correctly and on time.Completed tasks correctly and on time. Amend plan where necessary.Amend plan where necessary. Keep all members informed of progress.Keep all members informed of progress. Slide PL-29 Slide 30 EVALUATING--DID IT WORK? Completion of the problem-solving process requires an indepth evaluation.Completion of the problem-solving process requires an indepth evaluation. "Lessons learned" approach."Lessons learned" approach. Capitalize on noted strengths and weaknesses.Capitalize on noted strengths and weaknesses. Bring work back together and evaluate.Bring work back together and evaluate. Slide PL-30 Slide 31 EVALUATING--DID IT WORK? (cont'd) Possible questions:Possible questions: Did we meet our stated goals? What did we do right? What did we do wrong? What could we have done better? Slide PL-31 Slide 32 EVALUATING--DID IT WORK? (cont'd) Monitoring and evaluating can indicate discrepancies in the plan that necessitate cycling back to earlier parts of the process. The problem-solving model is a continuing process, not one where you follow the steps once and are automatically successful.Monitoring and evaluating can indicate discrepancies in the plan that necessitate cycling back to earlier parts of the process. The problem-solving model is a continuing process, not one where you follow the steps once and are automatically successful. Slide PL-32 Slide 33 Slide PL-33 Activity PL.2 Developing a Plan Slide 34 CHARACTERISTICS OF GOOD PLANNERS Leadership skillsLeadership skills Vision and strategy Establishing direction Aligning people Communicating Negotiating Motivating and inspiring Influencing organizations Overcoming barriers to change Slide PL-34 Slide 35 CHARACTERISTICS OF GOOD PLANNERS (cont'd) General management skillsGeneral management skills Planning Finance and accounting Personnel administration Technology Organizational development Delegation Team building Conflict management Solving problems Slide PL-35 Slide 36 CHARACTERISTICS OF GOOD PLANNERS (cont'd) Communication skillsCommunication skills Writing Listening Speaking Presenting Media relations Public relation Meeting management Slide PL-36