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Scottsdale Fire DepartmentStrategic Plan

Fiscal Year 2014/15 – 2016/17

MESSAGE FROM THE FIRE CHIEF 2

ORGANIZATIONAL OVERVIEW 5

SCOTTSDALE VALUES 6

ORGANIZATIONAL VALUES 7

TRENDS AND BUSINESS ASSUMPTIONS 8

ANALYSIS OF BUSINESS FACTORS 11

TABLE OF CONTENTS

STRATEGIC GOALS 12

STRATEGIC GOAL 1: CONNECTING WITH OUR COMMUNITY 13

STRATEGIC GOAL 2: EVALUATING PROCESS IMPROVEMENTS 16

STRATEGIC GOAL 3: ENHANCING PROFESSIONAL RELEVANCE 18

STRATEGIC GOAL 4: ENSURING APPROPRIATE STAFFING 20

STRATEGIC GOAL 5: ENSURING WORKFORCE SUSTAINABILITY 21

IMPLEMENTATION AND EVALUATION PROCEDURES 22

On July 1, 2013, the Scottsdale Fire Department celebrated its 8th Anniversary as amunicipal fire department. Since that historic day, we have responded to more than200,000 emergency calls and have grown stronger and more efficient as an organiza-tion. Looking back, it is remarkable what has been accomplished in such a short peri-od of time, even in the face of adversity and economic uncertainty.

Our employees have answered the challenge to find new and innovative ways to deliv-er the quality services and programs the citizens have come to expect from the City ofScottsdale. We employ a contemporary labor/management process that emphasizesthe TEAM approach to program and project management. This process improvescommunication and collaboration. Our public safety volunteers donate thousands ofhours annually to the fire department and are the cornerstone of our adult educationprograms, resource management and supply support, and numerous other initiatives.

With the help of our public safety partners, we respond to all events and incidentswithin an all-hazards response model exemplifying our mission of caring for our resi-dents’ and visitors’ emergency needs regardless of cause.

As we look to the coming year, we will continue to take opportunities to streamlineour business model. Caring for the community means taking the steps to mitigatehazards, establish strong foundations for fire prevention, and ensure that ourresponse methodology is timely and effective. I am most proud to represent anemployee group which seeks only to care for others in the most contemporary waypossible.

Please accept this Strategic Plan document with special thanks to our employees andelected officials for their continued support and dedication to public safety. It is agreat pleasure and privilege to serve our residents and visitors. As always, we wel-come your feedback as it pertains to the operation of the organization. Please e-mailyour comments to fire@ScottsdaleAZ.gov or call 480-312-8000.

A MESSAGE FROM FIRE CHIEF

TOM SHANNON

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Photo credits: Matt Chesin, Scottsdale Fire Department

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SCOTTSDALE FIRE DEPARTMENT: WE CARE FOR YOU.ORGANIZATIONAL OVERVIEWScottsdale Fire Department provides compre-hensive fire and emergency medical servicesfrom an all-hazards perspective. Each of thecity’s 222,000 residents and 8.9 million annualvisitors are provided the highest quality preven-tion, education, and response and recoveryservices possible. The fire department employs258 highly trained professionals whose primarygoal is to provide relevant and responsive serv-ices to their customers. The fire departmentproudly provides first responder fire, medicaland all-hazards response capabilities forScottsdale and the region as a key member inthe Phoenix Regional Dispatch and Deploymentsystem known as automatic aid.

MISSION STATEMENTOur mission statement clearly and simplystates: “We care for you.”

This embodies our philosophy of providingemergency services in an all-hazards approachregardless of circumstances.

VISION OF THE FUTUREScottsdale Fire Department is dedicated to pro-viding our customers essential fire and life safe-ty services, thereby, enhancing the public safe-ty experience in Scottsdale.

OUR COMMITMENTThe members of Scottsdale Fire Departmentare dedicated to public service. We adhere tothe basic tenets of mutual respect, active col-laboration and being relevant in our customers’lives. We view our responsibilities as publicsafety providers as essential to ensuring a safercommunity. Our approach is inclusive witheach member of the organization playing theirrole and position, but being invited to con-tribute at the highest levels of leadership. Weview individual accomplishments as organiza-tional success and encourage each member toseek opportunities to serve.

The Scottsdale Fire Department’s Strategic Planis a three-year plan that guides the depart-ment’s efforts and identifies the frameworkunder which subsequent actions and planningactivities will be developed. This plan considerscurrent and future economic trends and con-trasts those trends against the all-hazardsresponse nature of the fire service.

Management and Labor are committed to acollaborative and cooperative approach toproblem solving. We believe our employeesare the greatest assets impacting public safetyand as such we look for ways to find innovationin everything we do.

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PLAN AND INNOVATE FOR THE FUTUREWe continuously explore new possibilities and developunique solutions to common challenges. We take appropri-ate risks and strive to be innovative in planning for ourchanging environment and preparing for the future. Weconsider how our work will be sustained by future genera-tions.

LISTEN, COMMUNICATE, TAKE ACTIONAt all levels of the organization, we listen to what our cus-tomers, our citizens, and our fellow employees have to say.We communicate to ensure we understand what is beingsaid. We take appropriate action to address and resolveissues or concerns.

RESPECT THE INDIVIDUALWe believe in the integrity of others and in creating an envi-ronment of mutual respect. We value one another, regard-less of who we are, what we do, where we work, where welive, where we are from, our ethnicity, age, or gender,because we bring unique perspectives to our jobs and per-sonal lives.

COLLABORATE AS A TEAMWe effectively collaborate in formal or informal teams, with-in and across departments, and with citizens, to accomplishorganizational goals and to identify and resolve problems.

LEARN & GROW CONTINUOUSLYWe encourage the learning and applications of new skillsand information for improved performance, business resultsand career growth.

FOCUS ON QUALITY CUSTOMER SERVICEWe provide quality service and strive to exceed the expecta-tions of our customers.

BE ACCOUNTABLE & ACT WITH INTEGRITYWe are accountable for our actions and decisions. We haveuncompromising integrity. We are responsible for the stew-ardship of public funds and organizational resources.

SHOW CARING & COMPASSION FOR OTHERSWe care and show compassion for others (citizens, cus-tomers and other employees) in times of need. We believein helping.

RESPONSIVE TO YOUWe seek to understand your needsand expectations. We value communi-ty involvement and partnerships. Westrive to identify future communityvulnerabilities and mitigate thosethreats before they occur.

EXCEEDING YOUR EXPECTATIONSEvery day, we work to provide thehighest level of service. The currentemergency services climate requiresan all-hazards approach. We valueinnovative and proactive service deliv-ery that is focused on your needs anddelivered in a manner you expect.

COMMUNITY RELEVANCEWe will be visibly present in the com-munity. Our focus is comprehensivedelivery of public safety servicesregardless of circumstances. TheScottsdale Fire Department’s knowledgeable and professional work force, proudly assumes the roleof emergency care provider in thecommunity.

ORGANIZATIONAL SPIRITYour Fire Department is a product ofour appreciation for the opportunityto serve. Our members are part of afamily that values compassionateservice, respectful behavior, strongcharacter, dependability, and integri-ty. We are accountable to you for ouractions and our core values in everyinteraction with you. Expect nothingless from your Fire Department.

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Scottsdale Fire Department is com-prised of men and women with astrong desire to serve the community.Our collective values reflect our viewthat no matter what the reason is fora request for service that we willrespond quickly, effectively and withthe highest level of integrity for ourmission. Scottsdale Fire Departmentemployees simply care for you.

CARING FOR YOUWe desire to serve you regardless ofcircumstance. As advocates for yoursafety, we have a highly-trained, pro-fessional and well-equipped work-force dedicated to meeting yourneeds in a timely manner. We valueproper staffing and a rapid responseand quality training, all of which isneeded to provide our core services,while maintaining stewardship of ourresources.

CITY OF SCOTTSDALE

F I R E D E P T

CITY OF SCOTTSDALE

we care for you

VALUESSCOTTSDALE

VALUESORGANIZATIONAL

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residential, 43 percent open space, 7percent commercial, employment,office and public, and 3 percent mixeduse.[5]

The city is a major employment centerhosting a total workforce of 83,742,with three-quarters of the workersconcentrated in two areas: DowntownScottsdale 28,881 workers, or 34 per-cent of the total, and the ScottsdaleAirpark with 34,940 workers, or 42percent.[6]

ASSUMPTIONS The southern Scottsdale area is locat-ed south of Indian Bend Road, andincludes Downtown Scottsdale, the

Indian Bend Wash park system, aswell as some of the most matureneighborhoods in the community.Downtown Scottsdale, centrally locat-ed in southern Scottsdale, includes amix of business, entertainment andresidential districts, with some of thecity’s primary retail, entertainmentand office activities. Ongoing reinvest-ment and revitalization efforts inDowntown Scottsdale are intended topromote residential and commercialgrowth over the next few years, whichwill likely translate to a higher num-ber of incidents in this area.

The northern Scottsdale area encom-passes the largest portion of the

TRENDS AND

BUSINESS

ASSUMPTIONS

Scottsdale Fire Department’sstrategic planning process identi-fies the framework under whichsubsequent actions and planningactivities will be developed. Thisincludes an analysis of factorsdirectly affecting the organiza-tion’s future. Trends fell into twobroad categories: city and region-al. Scottsdale Fire Departmentmust consider a customizedapproach to service delivery whilesimultaneously ensuring parityand leadership in the PhoenixRegional Dispatch andDeployment System. It is impera-tive that we keep in mind recentand historic events in our country.Factors such as global healthissues, the continued threat offoreign and domestic terrorism,and the economy are impactingthe manner in which we conductour business and plan for thefuture.

Scottsdale McDowell SonoranPreserve, several large, master-planned communities includingGrayhawk, DC Ranch, Pinnacle Peak,Desert Highlands, Troon, the Bouldersand Desert Mountain (many with golfcourses), large areas of rural, low den-sity single-family housing (one houseper acre), and has limited commercialactivity. Also located in this area is theGreater Scottsdale Airpark area, a pri-mary employment and retail centerwith a regional draw, which includesScottsdale Airport (SDL), some of thecity’s largest events (Barrett Jacksonat WestWorld and the Phoenix Openat the TPC Scottsdale) and has directaccess to the Loop 101 Pima Freeway.

TRENDS IN POPULATION, WORKLOAD& ANTICIPATED PERSONNEL Scottsdale’s population is expected to

grow at a pace of 1.2 to 2.3 percentper year for the next five years,according to the Maricopa Associationof Governments. The current popula-tion of around 222,000 residents isexpected to increase to about243,000 by 2018.[1]

Throughout the last five calendaryears, Scottsdale unemployment hasrisen from 3.9 percent to 5.7 percent,but is down from a peak of 7.2 per-cent in 2010. Historically, Scottsdale’sunemployment rate is about 2 per-centage points lower than the state’srate.[2]

Calls for service have risen by 13 per-cent in the past five years from23,953 in 2010, to 27,075 in 2013.[3]

Scottsdale continues to be an attrac-tive tourism destination, hosting anestimated 642,000 overnight visitorsper year.[4]

General Plan land use is 47 percentContinued Next Page.

[1] Maricopa Association ofGovernments and Arizona Office ofEmployment and Population Statistics,http://www.azstats.gov[2] 2008-2012, Arizona Office of

Employment and Population Statistics,http://www.azstats.gov[3] City of Scottsdale, ComprehensiveAnnual Financial Report, FY 2012/13, p.170.

[4] City of Scottsdale, Community &Economic Development Division, August2013 Visitor Statistics Report[5] Scottsdale Community & EconomicDevelopment Division cited in

Scottsdale By the Numbers, ADemographic Summary, September2013.[6] Scottsdale Community & EconomicDevelopment Division cited in

Scottsdale By the Numbers, ADemographic Summary, September2013.

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neighborhoods through advocacy onpublic safety issues and vigilant inter-action with our diverse community.

Scottsdale is dedicated to preservingthe look and feel of the natural desertenvironment. The McDowell SonoranPreserve is one example of Scottsdale’sdedication to the environment.Protecting this investment requiresaggressive fire prevention activities andextensive operational readiness plansfor wildfires. The Fire Department mustbe an active partner and establishedresource for mitigating events thatthreaten our environment.

The city hosts several significant signa-ture public events and is known for its

In the near future, additional hotel andmultifamily residential will be added tothe employment/retail mix in theGreater Airpark, particularly in thevicinity of Scottsdale Road betweenThunderbird and Frank Lloyd Wright.

City General Fund revenue is expectedto grow by 4.2 to 9.9 percent per yearfor the next five years, according to thecity’s five-year financial forecast.

The city’s commitment to neighbor-hoods is reflected in the community’sgeneral plan, the city’s strategic goals,and the city council’s priorities includ-ed in the organization Strategic Plan.The Fire Department desires to posi-tively influence the quality of life in our

natural resources that may be impact-ed by manmade and natural disasters.Emergency Management, a citywideresource under the authority of theFire Department, must remain proac-tive in assessing disaster potential andpreparing city government to prevent,respond to, mitigate, and recover fromdisasters that may threaten our com-munity, events and resources.

REGIONAL TRENDSWhile Scottsdale’s economic outlookcontinues to improve, local govern-ments will continue to feel the impactof depressed levels of funding, com-pared to peak levels in the mid-2000s.The department will need to be inno-vative in researching and securing

alternative funding sources, such asgrants, to maintain the stability andquality of the services we provide.

The implementation of the AffordableHealth Care Act continues the need fora review for how emergency medicalservices are provided within the urbanarea and regionally. Considerationsmust be made to accommodate alter-native care sites and outside of hospi-tal treat- and release-programs. Weare poised to meet these changesthrough collaboration with all of ourpre-hospital care stakeholders and willseek to ensure that Scottsdale FireDepartment is on the leading edge ofthe emerging “community para-medi-cine” trend.

expectations, and cultivating a strongcollaborative leadership model toguide us towards our vision. Thedepartment will seek opportunitiesand address challenges in internalcommunication, personnel training,risk management, resources, staffingrequirements, and an aging work-force. It is also vital to foster thecommitment and dedication ofdepartment members in these efforts.

In order to maintain a positive stand-ing within the community, the depart-ment must utilize aggressive andachievable strategies with a strongfocus on our core mission. The key toour success is reliant upon operatingunder the guide of the city’s values,identifying alternative fundingsources, striving for a diverse work-force and establishing effective com-munications. To further develop ourrole as a leader in the fire service, wemust also continue to capitalize onopportunities to partner with educa-tional institutions, private industries,and other agencies.

The City of Scottsdale has seen consis-tent population growth since 1984,which was projected to increaseapproximately 26 percent between2005 and 2020. However, the currenteconomic conditions are having animpact on growth and projected buildout. The Fire Department must planfor the needed resources associatedwith potential changes in growth anddemographics, but be prepared toadapt and weather potential shiftsbased on the current conditions inScottsdale and across the nation. Thiswill require high performance, carefulmonitoring of conditions and contin-ued focus on our core mission andactivities.

In addition to the identified strategicgoals in this document, a separateStrategic Plan was developed for theEmergency Management andHomeland Security Division, which

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Scottsdale Fire Department is continu-ally assessing its service deliverymethodology and contrasting itagainst current economic and industryenvironments. SFD exemplifies its’mission statement “We Care for You”in all that we do. The department hasidentified critical resource needs andmaintains appropriate levels ofstaffing to meet service deliveryneeds. The department continuallyassesses the placement of resourcesto afford rapid and effective responseto emergencies in an all-hazard phi-losophy. Because we are a publicservice organization, our employeesare viewed as our primary resource.We seek to develop their skills toassure the highest level of technicalcompetency and work as a team toensure quality service delivery.

The department’s formal leadershipgroup willingly assumes the responsi-bility of coaching and mentoring ourdiverse workforce by creating realistic

ANALYSIS OF BUSINESS FACTORS

coordinates citywide emergency man-agement, municipal security and spe-cial event management. The strategicgoals of the Emergency ManagementDivision include; ensuring municipalsecurity, local and regional coordina-tion during special events and massgathering events and working withlocal governments, public agencies,private organizations, businesses,communities and individuals to pre-pare for, respond to, and recoverfrom significant emergencies and dis-asters.

Beginning with our mission, vision,and values, an analysis of the trends,assumptions, and business factors,five strategic goals were developed.These goals, which identify the majorareas of focus for the Scottsdale FireDepartment, include Connecting withthe Community, Evaluating ProcessImprovements, EnhancingProfessional Relevance, EnsuringAppropriate Staffing and EnsuringWorkforce Sustainability.

1312 STRATEGIC

GOALS

1 CONNECTING WITH OUR COMMUNITY

2 EVALUATING PROCESS IMPROVEMENTS

3 ENHANCING PROFESSIONAL RELEVANCE

4 ENSURING APPROPRIATE STAFFING

5 ENSURING WORFORCE SUSTAINABILITY

STRATEGIC GOAL 1: CONNECTING WITH OUR COMMUNITY

In order to effectively connectwith the community we must beable to communicate. This strate-gy emphasizes the methodologyand philosophy behind internaland external communications.Many times, citizen and visitorexpectations of emergency servicedelivery don’t match the deliver-ables available therefore, it is vitalthat we continually solicit inputfrom the end user regarding ourservices as to the effectiveness ofour product.

Community risk reduction effortsfocus on protecting the lives andproperty of our residents, visitors,and businesses through education,prevention activities and the shar-ing of information. These activitiesrequire the development of com-munity partnerships, comprehen-sive fire protection plans, safetyeducation programs, an all-hazardsapproach to emergency planning,and having in place a detailed andexercised communications plan.

The fire department seeks toengage the community throughspecific education experiencesdesigned to enhance the knowl-edge of the participants in order toleverage that into better program-ming and service delivery.

Community risk reduction needs tobe responsive and proactive. TheFire Department will solicit feed-back and measure community sat-isfaction with the programs andservices offered. This informationwill be used to design or updateprograms to best support our com-munity-focused mission. This alsoincludes updates to the city firecode and ordinances to meet thestated community needs.

The evaluation of current fire andlife safety programs and servicelevels will be used to developeffective and efficient inspectionand investigation activities. Thisincludes ensuring new construc-tion and redevelopment projects

within the city are well-plannedand designed to meet adoptedcodes and ordinances through theplan review and building inspec-tion processes. A risk evaluationof the existing city infrastructureand buildings will assist with per-sonnel deployment and fire servicecoverage. This should also helpreduce the frequency and severityof emergency incidents in thecommunity.

Public education is key to reducingpotential injures and death in thecommunity. An all-hazardsapproach for children and adults isneeded to reduce community risk.Strong community partnershipswith groups such as the localschools, non-profit organizationsand hospitals are essential to beeffective. Through enhancedinteraction with the public andother city departments, the firedepartment will provide a broaderawareness of the local fire and lifesafety issues.

14 15STRATEGIC OBJECTIVE 1.1: ENHANCE COMMUNICATIONEnhanced communications internally and externally will achieve greater con-nectivity with recipient of our services.

Strategies1.1.1. Define the key components of healthy flow of information within the

organization1.1.2. Develop effective marketing objectives for communicating SFD

successes, programs and newsworthy information1.1.3. Develop an Elected Officials Academy for current and prospective

officials1.1.4. Develop plans for a consistent and reliable Fire-based PIO strategy1.1.5. Re-establish a proactive media relationship with the Fire Department1.1.6. Develop a master communications plan and documents for Strategic

messaging (wild land, fire prevention week, EMS week, hydration/trail safety, special events season, etc.)

1.1.7. Develop a marketing strategy for the re-branding of SFD in both appearance and approach. We Care for You and the components of our Strategic Plan

1.1.8. Implement measurable customer feedback tools (multiple forms of media including card and internet) for all public interactions including emergency response, community education and fire prevention activities

1.1.9. Develop roles and responsibilities to ensure the SFD internet and intranet are timely and accurate sources of relevant information

1.1.10. Develop a consistent and comprehensive tool for assessing employee satisfaction

STRATEGIC OBJECTIVE 1.2: ENHANCE COMMUNITYINVOLVEMENTThe Fire & Life Safety Division will have in place efficient and comprehensivemodels and programs designed to proactively protect the lives and property ofScottsdale residents, visitors, workers and business owners.

Strategies1.2.1 Develop and implement Citizen Academy throughout the year1.2.2 Develop standard materials and program for SFD 101 Tutorial1.2.3 Develop materials for internal education and exposure to the

Scottsdale Fire Department (e.g. SFD 101 Experiences)1.2.4 Establish mission, scope, roles and responsibilities for SFD volunteer

program

STRATEGIC OBJECTIVE 1.3: ESTABLISH STRONG EDUCATION STRATEGIESThe department’s educational interaction with the community will emphasizecomprehensive all-hazard prevention programs. Programs and outreach willbe innovative yet responsive to the community’s needs and desires.

Strategies1.3.1 Establish SFD education programs based on a Scottsdale risk

assessment of our community and our emergency response history with key Stakeholders (Schools, Hospitals, Corporate Communities, etc.)

1.3.2 Develop strategic collaboration with stakeholders (SFD Public Safety Partners)

1.3.3 Establish company and battalion interaction business day expectations for all HOA’s and other related community groups.

1.3.4 Develop master plan for wild land preparedness, education, prevention,and response to include expansion of the “Fire Wise” Program and

evaluation of the “Ready, Set, Go” Program1.3.5 Increase interaction with the Preserve Commission and other agencies

with interests in our Wild land-urban interface to include exploring funding options for Preserve protection costs associated with staffing, training, and equipping emergency response personnel

STRATEGIC OBJECTIVE 1.4: DEFINE THE NEEDS OF CUSTOMERSThe solicitation of feedback from actual incidents and focus groups that willaddress potential expanded service delivery opportunities will contribute to abetter served customer.

Strategies1.4.1 Identify our customers and analyze trends in emergency response data

to better articulate our customer base and identify any special needs of the community

1.4.2 Special Event Management – service matrix and reimbursement1.4.3 Define our customer care/service/continuity of care model

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STRATEGIC GOAL 2: EVALUATING PROCESSIMPROVEMENTS

Process improvement refers tomaking a process more effective,efficient, or transparent. Processimprovement is relevant to all fireservice areas because processesnaturally degrade over time forany number of reasons. An organi-zation that conducts processimprovement focuses on proactiveproblem resolution in order toavoid operating in crisis manage-ment mode when process degra-dation occurs.

Evaluating process improvementhelps an organization:• View process value through theeyes of the citizen/visitor.

• Define, manage, and measure aprocess in order to regularly evalu-ate it using data-driven informa-tion.• Break down process silos bycontributing to an understandingof how processes interact andimpact one another and cus-tomers.• Reduce unnecessary businesscosts.

Process improvement within SFDdoes not place blame for processdegradation. The primary goal is toidentify and understand issues inorder to recognize solutions andimplement improvements to stayaligned with citizen/customerneeds and expectations.

STRATEGIC OBJECTIVE 2.1: EQUIPMENT REPLACEMENTPLANNINGScottsdale Fire Department began its history on July 1, 2005, at which timenearly its entire equipment and facility needs were procured. A comprehen-sive equipment replacement plan is necessary to ensure the effective manage-ment of the replacement of both capital and non-capital assets.

Strategies2.1.1 Maintain and evaluate full equipment replacement cycle plan2.1.2 Develop strategic partnerships intended to standardize equipment

regionally and increase purchasing power of participating agencies

STRATEGIC OBJECTIVE 2.2: MAXIMIZE EFFICIENCYTHROUGH TECHNOLOGY USE AND ADVANCEMENTTechnological progress is continuously changing the demands imposed on thefire department’s infrastructure. The focus of this objective is to progressivelyupgrade and build automation and control systems to the latest state-of the-art technology, enhance organizational efficiencies in the hope of relieving theburden on the budget, protect technological investments and reduce overalloperating costs.

Strategies2.2.1 Research, recommend, and implement technologies2.2.2 Establish RFID tracking system for inventory management

STRATEGIC OBJECTIVE 2.3: REAFFIRM SFD LABOR-MANAGEMENT TEAMS STRATEGIESThis strategy will focus on the “TEAMS” process by which SFD analyzes opera-tions, workforce management goals, procedures for increasing productivity andcost reductions with strategies for implementation and delivery of fire depart-ment services.

Strategies2.3.1 Review and affirm TEAMS policy

STRATEGIC OBJECTIVE 2.4: DEVELOP AND COMMUNICATEA NEW SFD TRAINING PLAN FOR TECHNICAL AND HUMANRESOURCES PROFICIENCY AT ALL LEVELSThe success of Scottsdale Fire Department requires well-trained, effectiveemployees. The goal of this employee training and development strategy is toput into place an enhanced training and development program that will enableall employees to effectively carry out the mission of the fire service. This willrequire a comprehensive training and development program that includes aredefined structure, a simpler and more accessible process for obtaining train-ing, and expanded opportunities for all employees to develop their effective-ness in meeting the needs of their jobs.

Strategies2.4.1 Design and implement multi-year training cycle2.4.2 Design and implement skill evaluation process

STRATEGIC OBJECTIVE 2.5: IDENTIFY RISK REDUCTIONGOALSMost fire service organizations have found that the most effective preventionprograms work on both reducing risks and enhancing protective factors. Riskreduction means finding out what in the community leads to the problemwe’re trying to prevent and then working to cut down on those factors.Protective factors are those things that keep whatever it is you are trying toprevent from occurring. Scottsdale Fire Department will work diligently to miti-gate risk and customize prevention programs to provide protection to the com-munity.

Strategies2.5.1 Maintain current and up to date City Fire codes and ordinances2.5.2 Conduct evaluations of newly submitted plans for current fire safety

requirements2.5.3 Establish a business inspection program that uses the resources of the

F&LS and Operations Divisions to ensure safe occupancies

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STRATEGIC GOAL 3: ENHANCING PROFESSIONAL RELEVANCE

Positive professional relevance is the approach we are focusing on in ourStrategic Plan. This is to say we (as the relevant provider of services)matter. Our employees, clients, stakeholders, coworkers, peer, etc., allfeel our presence and act in accordance with our relevance. Relevancemust be defined in terms of expectations, and standards or rules thatgovern action. In any given situation, we ask ourselves What Would WeDo? If those following us don’t know the answer to this, then they areacting on assumptions and indicating a low level of relevance.

If Scottsdale Fire Department is relevant, our employees are empoweredto make decisions, if those decisions are in sync with managerial expec-tations, then our relevance is strong.

The following list captures the premise of establishing professional rele-vance that will be embodied by the strategic objectives. They include,but are not limited to:• Collaborate on standards so all stakeholders can buy into the vision. • Constantly communicate standards and feedback to our employees. • Accept our human tendency to error. • Be a part of the success and the failure. • Solicit feedback on our performance. • Spend affordable time with all we lead. • Listen. It is the only way to understand, empathize and take

appropriate action. • Ask questions instead of the urge to provide answers.

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STRATEGIC OBJECTIVE 5.1: STAFF DEVELOPMENTConventional training is required to cover essential work-related skills, tech-niques and knowledge, and much of this section deals with taking a positiveprogressive approach to this sort of traditional training. The most effectiveway to develop people is to enable learning and personal development, withall that this implies.

As soon as employees have covered the basic work-related skills training, wewill focus on enabling learning and development for people as individuals –which extends the range of development outside traditional work skills andknowledge, and creates far more exciting, liberating, motivational opportuni-ties – for people and for employers.

Strategies 5.1.1 Establish Standards of Professional Development for all personnel and

establish developmental opportunities for those seeking professional growth

5.1.2 Establish comprehensive Wellness Initiatives that address employee health, reliability and sustainability

5.1.3 Develop performance measurements of healthy work environment (using turnover, discipline, surveys, promotional list size, volunteerism, and sick leave usage trends)

STRATEGIC OBJECTIVE 3.1: ESTABLISH A VISIBLE CITY,REGIONAL AND NATIONAL LEADERSHIP ROLEScottsdale Fire Department has tremendous potential to help shape the direc-tion of the Phoenix metropolitan area fire service system commonly known asautomatic aid. Our visible presence on internal and external committees andleadership roles in key strategic initiatives is vital to maintaining relevance toour customers.

Strategies3.1.1 Develop Subject Matter Experts to represent SFD in all areas of

service delivery3.1.2 Contribute to the strategic direction of the Automatic Aid System3.1.3 Provide specialty training and support to other city departments as

requested

STRATEGIC OBJECTIVE 3.2: ANALYZE DATA AND IDENTIFY TRENDS THAT HELP GUIDE SERVICE DELIVERYPRIORITIZATION

Strategies3.2.1 Develop benchmarking data collection for all aspects of fire department

activity

STRATEGIC OBJECTIVE 3.3: WORK WITH CITY LEADERSHIP,ELECTED OFFICIAL AND INTERGOVERNMENTAL LIAISONSTO DEVELOP LEGISLATIVE STRATEGY THAT SUPPORTS OURSHARED INTEREST

Strategies3.3.1 Develop legislative strategy that supports organizational goals

STRATEGIC OBJECTIVE 4.1: MAINTAIN CURRENT RISKASSESSMENT AND STANDARD OF COVER DOCUMENTSThe Standard of Cover is a governing document that considers community risk,environmental hazards and regional resources as service level capabilities aredesigned.

Strategies4.1.1 Utilize contemporary staffing methods and process to assure

appropriate staffing

STRATEGIC GOAL 4: ENSURING APPROPRIATESTAFFING

Ensuring appropriate staffing is key to delivering effective fire servicedelivery. Studies show us that fire spread and property loss are directlyimpacted by the number of properly trained and equipped firefightersarriving on scene in a timely and coordinated manner. Specifically, inci-dents resulting in property loss exceeding $5,000 and horizontal firespread of more than 25 square feet are significantly greater for crewswhose effective firefighting response fell below thresholds of 15 fireground personnel at residential fires and 23 at large-risk fires. Fire com-panies staffed with four firefighters perform rescue of victims approxi-mately 80 percent faster than companies staffed with three firefighters.From a safety perspective, it has been determined that the rate of fire-fighter injuries expressed as total hours of disability per hours of fireground exposure is 54 percent greater for engine companies staffedwith three personnel when compared to companies staffed with fourfirefighters. A Johns Hopkins University (1991) study revealed that inU.S. cities with populations of 150,000 or more, jurisdictions operatingwith fire companies of less than four firefighters had injury rates nearlytwice the percentage of jurisdictions operating with crews of four per-sons or more. The key to long term success in this strategy is findingefficiency in response while protecting the safety of the crews.

STRATEGIC GOAL 5: ENSURING WORKFORCE SUSTAINABILITY

To guarantee sustainable operations, organizations need vital, motivat-ed, creative and productive staff whose competencies and energy are inline with the SFD mission of caring for others. Employees desire chal-lenging work, a good working atmosphere, good physical working condi-tions and work/life balance that fit their passions and values. The resi-dents and visitors who receive emergency services are the direct bene-factors of a healthy sustainable workforce.

STRATEGIC OBJECTIVE 5.2: REALIGN TRAINING NEEDS BYDIVISIONThis objective will examine the delivery of department wide training to assureits applicability to current and future service delivery needs.

Strategies5.2.1 Realign Fire Operations training to ensure professional competencies

by rank 5.2.2 Realign Fire EMS Training toward ensuring maintenance of state

required EMS certifications and identifying additional opportunities to enhance available EMS delivery options

5.2.3 Realign Fire & Life Safety Services Training toward ensuring compliance with applicable national standards and certifications

SPONSORSHIP & ACCOUNTABILITYScottsdale Fire Department and itsmembers are committed to the suc-cessful implementation of thisStrategic Plan. The Fire Chief, SeniorManagement and theLabor/Management Correlating Teamtake personal responsibility for theStrategic Plan objectives by workingclosely together within ourlabor/management and teamsprocesses. Accountability is only pos-sible when each person takes on theresponsibility to work closely withtheir peers and ensures the collabora-tive process is closely adhered to.Based on this approach, we can agreeto a tracking and measurementprocess to our Strategic Plan.

STRATEGIC PLAN REVIEW,TRACKING & MEASUREMENTWe will use the following methods tomonitor our progress: • The SFD Professional Standardsdivision is responsible for facilitatingthe monitoring and reporting process. • Recognized reports and perform-ance measures will be used wheneverpossible.• Strategic Goal Leaders andSponsors will review monitoringreports together on a regular basis.

The department’s Strategic Plan willbe reviewed monthly by the StrategyLeaders. An internal tracking tool willbe used to capture detailed informa-tion on each strategy including cur-rent status, key accomplishments,percent complete, timelines, historyof extensions, and any issues thatneed to be addressed.

The Correlating Team will reviewStrategic Plan progress monthly.These status updates will also serve asan opportunity to recognize accom-plishments and discuss any pendingissues or timeline concerns. In addi-tion to the monthly update process,the tracking tool will generate quar-terly progress reports that highlightkey accomplishments during eachquarter. These reports will bereviewed by the Correlating Team, atquarterly management meetings,other staff meetings, and published inquarterly documents.

ANNUAL REVIEW & UPDATEOF THE 3-YEAR PLANThe Strategic Plan is to be reviewedand updated on an annual basis, priorto the city’s yearly budget reviewcycle. The department’s overall objec-tives and strategies shall be assessedand, if necessary, reprioritized basedon operating expenses, service indica-tors, response statistics, or special ini-tiatives.

A revised Three-Year Plan will be cre-ated each fiscal year based upon theoutcome of the department’s annualreview. This process ensures reliabilityof the Strategic Plan as a tool that canbe used for annual operating budgetdevelopment, capital improvementproject (CIP) development, and equip-ment and personnel planning.

COMMUNICATING THE PLANThe Strategic Plan and associated doc-uments will be communicated at alllevels of the organization. Thisincludes the updated Strategic Planand any progress reports. The planwill be available online and as a print-ed document for all staff.

22 23IMPLEMENTATIONAND EVALUATIONPROCEDURES

8401 E. INDIAN SCHOOL ROADSCOTTSDALE, AZ 85251480.312.8000WWW.SCOTTSDALEFD.COMwww.facebook.com/scottsdalepublicsafety