Perrysburg Fire Division Strategic Planbloximages.chicago2.vip.townnews.com/sent-trib.com/content/tncms/assets/v3/editorial/3/...PERRYSBURG FIRE DIVISION STRATEGIC PLAN 2016-2019 Page

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Perrysburg Fire Division

Strategic Plan

2016-2019

PERRYSBURG FIRE DIVISION STRATEGIC PLAN 2016-2019

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Executive Summary

Strategic Planning is defined as: “A continuous and systematic process where the guiding

members of an organization make decisions about its future, develop the necessary procedures

and operations to achieve that future, and determine how success is to be measured.” The

Perrysburg Fire Division has set forth to develop a dynamic strategic plan that would enable the

division to accomplish its mission to provide the highest quality of EMS, fire protection, and

education to the citizens and reflect the division’s vision of being a world class department.

Following the concepts of a community-driven plan, the Perrysburg Fire Division Strategic Plan

involved not only the department personnel but also those in the community affected by our

services. External perspectives were obtained from citizens throughout the City and local business

leaders. This input provided valuable insight into community needs, expectations, and department

perceptions.

The Strategic Planning Team re-affirmed the divisions’ mission, vision, and core value statements

which are the keystones of organizational purpose, direction, and character. The Strengths

Weaknesses Opportunities Threats (S.W.O.T.) Analysis identified key factors that affect

organizational performance. When compared to core programs, this analysis identified critical

issues and service gaps in department performance. From this analysis, Perrysburg Fire Division

established five initiatives with corresponding goals and objectives. A “gatekeeper” of the

Strategic Planning Team was assigned a specific initiative to manage and was tasked with

establishing specific time benchmarks and performance measures to determine goal progress and

success.

The success of the plan will not be measured strictly by the implementation of goals and

objectives but rather from the realization of our vision, support received by the City elected

officials, members of the fire division, and the community. This support will be realized by the

plan adoption, commitment of resources, department accountability, and continued community

involvement. This vested interest will ultimately enable the department to execute this plan as it

strives for organizational excellence.


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PERRYSBURG FIRE DIVISION STRATEGIC PLAN:

2016 – 2019

TABLE OF CONTENTS

Executive Summary…………………………………………………………………..………..2

Introduction……………………………………………………………….………...…....…….4

Organizational Overview………………………………………………….………...…..….….5

PFD Strategic Planning Team Work Session………………………………………...….…….5

PFD Core Programs…………………………………………………………………..………..6

Community-Driven Strategic Planning………………………………………………….…….8

Internal Gatekeepers and Stakeholders....…………………………….………….…...…..…..10

External Stakeholders………..……………………………..…………………….….…...…...11

S.W.O.T. Analysis………………………………………….……………………….…….…..13

Strategic Initiatives…………….…………………………………………………….…….….15

Performance Measurements..………………………………….………………………......….22

Financial Planning and Strategic Plan Success………..…………..……………………..…...23


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Introduction

In January of 2016 the Perrysburg Fire Division (PFD) began the journey of strategic planning to

set the course of the organization for the next three years. The process focused on the following

critical needs:

• Review and revise our department mission statement

• Identify our department values

• Create a department vision statement

• Identify our strategic initiatives

• Develop our strategic goals and objectives

• Identify gatekeepers, task force groups, and oversight committee

• Draft the strategic plan

The strategic planning group was selected from citizen advocates within the community. On

January 6th, 2016 the first stakeholder meeting was conducted and over the next four months team

members comprised of division staff and community stakeholders reviewed our mission, vision,

and values. We use these as a foundation to outline the initiatives, goals, and objectives to guide

our organization through 2019.

Each initiative was assigned a “Gatekeeper” and a task force group to complete the objectives

through a three month benchmark process. The gatekeeper will report the group progress and

provide feedback for future use. An evaluation committee of external stakeholders was selected

and assigned to review the status of the task force group and provide recommendations to the Fire

Chief of the process.

The draft document was prepared and reviewed in April 2016. The final plan release and

implementation will occur in May 2016. The document will be reviewed on a regular basis by the

evaluation committee and each gatekeeper to provide progress reports and recommendations for

future success.


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Organizational Overview

The PFD can be traced back to 1872 when the first Mohawk fire engine was purchased. The water

supply came from four cisterns placed in each corner of the village. In 1954, the division was

moved from West Second Street to the current location and now operates with three engines,

three medic units, a heavy squad, a 100-ft. aerial platform ladder, a water rescue boat and four

staff vehicles. The division is comprised of one station.

Today, PFD offers a myriad of services that includes fire suppression, emergency medical

response, fire and life safety education, fire prevention, code enforcement, and public relations.

The division has achieved a Class 4 municipal fire insurance rating (ISO) and responds to over

2,300 incidents per year. The divisions’ organizational structure reflects the administrative and

operational divisions required to manage and carry out the programs being provided. This

structure has been approved by the governing body and outlined in PFD Policy and Procedures.

PFD Strategic Planning Team Work Session

Mission Statement, Vision Statement, and Values

The Mission Statement defines the fundamental purpose of the organization, its reason for

existence. This statement describes:

Who we are

What we do

For whom

The PFD members reviewed the department’s existing Mission Statement to determine its

relevance. Upon review, the members were in agreement that the new statement is consistent with

the above defining criterion:

Serving as a guide in fulfilling the department’s mission, the Vision Statement provides the basic

tenet of employee behavior and serves as inspiration for PFD employees to be their best. The

division members were in agreement of the following Vision Statement:

Perrysburg Fire Division Mission Statement

The Perrysburg Fire Division is dedicated to providing the highest quality EMS, fire

protection, and education to the citizens that we serve.


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The PFD members examined the department’s Values. Expanding upon the Vision Statement,

The core values clearly state the shared beliefs that drive PFD’s organizational culture.

These statements provide the foundation for achieving organizational excellence while serving as

the moral compass in every facet of division operations. Every effort will be made to ensure that

each remains current. The Mission, Vision, and Value Statements are posted in the station. All

three statements are found in the PFD Policies and Procedures Manual as well as published on the

department’s website.

Programs and Services

The Perrysburg Fire Division provides a myriad of programs and services to meet community

needs. The following tables list the core programs and services provided in addition to entities

and agencies that lend support.

PFD Core Programs

Fire Suppression Emergency Medical Services

Community Risk Reduction Code Enforcement

Technical Rescue Fire Investigation

Vision Statement

“Our vision is to provide world class fire protection and emergency care to the citizens

and visitors of Perrysburg. We will accomplish this by collaborating with internal and

external stakeholders, develop members for the future and foster an atmosphere of trust,

innovation, creativity & accountability.”

Perrysburg Fire Division Core Values

Teamwork

Integrity

Honesty

Family


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Figure 1 - PFD Organizational Chart

FIRE CHIEF

Jeff Klein

FIRE INSPECTOR

Lt. Tom Granata DEPUTY CHIEF

Rudy Ruiz

A “hift Assistant Chief Jeff McPherson

Firefighter/Paramedics:

Stefanelli, Hickerson, Kessler,

Harwell, Stockner, Hamrick

B “hift Assistant Chief Jon Seiverth


Kyle, Vasko, Sanford,

Scarborough, Kociancic, Samson

C “hift Assistant Chief Joel Whitmore


Burtscher, Fleming, Lynch,

Bagdonas, Amstutz, Brainard

Part-Paid Firefighters

Captain Fritz Grossmann

Lieutenant Joe Froelich

Firefighters:

Stein, Bittner, Browne, Friess,

Beaudry, Tharpe,

Stagner, Wagner, Burns,

Malinowski, Helwig


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Community-Driven Strategic Planning

Public expectations demand that municipalities

provide programs and services that meet community

needs. Facing budgetary constraints and limited

resources, organizations must examine its operational

practices in order to find ways to become more

effective and efficient. It is these issues that drive

organizations to implement strategic planning as a

critical component of its management philosophy.

Strategic planning is a management tool offering a structured process for developing

comprehensive plans by providing organizations with inherent advantages that include short-term

direction, shared organizational vision, organizational goals and objectives, and optimized use of

resources.

In the Federal Benchmarking Consortium Study Report Serving the American Public: Best

Practices in Customer-Driven Strategic Planning (1997), Goodstein, Nolan, & Pfeiffer defined

strategic planning as a “continuous and systematic process where the guiding members of an

organization make decisions about its future, develop the necessary procedures and operations to

achieve that future, and determine how success is to be measured.” Within this definition are key

words that are important and must be understood. These words are:

Continuous refers to an ongoing process where the end result is not merely to produce a

plan but rather a dynamic document that is flexible to change;

Systematic recognizes a structured and deliberate effort with identified steps;

Process recognizes the importance of thinking strategically about the future and how to

get there;

Guiding members include not only the decision makers but also employees and

stakeholders who are affected by the decisions being made;

Procedures and operations define the actions necessary to implement and execute the plan

such as aligning organization efforts with clear goals and objectives, allocating resources,

and developing the workforce to achieve the desired outcomes; and

How success is to be measured recognizes appropriate metrics that are put in place to

determine success.

Strategic planning does not deal with

future decisions. It deals with the

futurity of present decisions. What we

have to do today is to be ready for an

uncertain tomorrow.

Peter F. Drucker

Professor of Social Science and

Management


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Public service organizations understand that community expectations dictate current services and

greatly influence future direction. Therefore, customer expectations must be considered in

strategic planning. The Federal Consortium Benchmarking Study defined customer-driven

organizations as those that "maintain a focus on the needs and expectations, both spoken and

unspoken, of customers, both present and future, in the creation and/or improvement of the

product or service provided." Again, key words must be understood:

Focus means that organizations actively seek to examine its products, services, and

processes through the eyes of the customer;

Needs and expectations focus on customers' preferences, requirements, standards for

performance, timeliness, and cost. These items are taken into consideration for the

programs and services offered by the organization;

Spoken and unspoken refers to not only the expressed needs and expectations, but also

information developed independently "about" customers. Their preferences, standards, and

industry will be used as input to the organizational planning; and

Present and future recognizes customers presently using the programs and services as well

as those that will in the future. Both groups factor into planning considerations.

The need for public service agencies to develop a community-driven strategic plan is readily

apparent. As noted, strategic planning offers a structured process to follow. CFAI’s Fire Service

& Emergency Service Self-Assessment Manual identified these key steps as:

1. Define the programs provided to the community

2. Establish the community’s service program priorities

3. Establish the community’s expectations of the organization

4. Identify any concerns the community may have about the organization

5. Identify the aspects of the organization that the community views positively

6. Revise the Mission Statement

7. Revise the Values of the organization’s membership

8. Identify the Strengths of the organization

9. Identify any Weaknesses of the organization

10. Identify areas of Opportunity for the organization

11. Identify potential Threats to the organization

12. Identify the organization’s critical issues


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13. Identify the organization’s service gaps

14. Determine strategic initiatives for organizational improvement

15. Establish realistic goals and objectives for each initiative

16. Identify implementation tasks for the accomplishment of each objective

17. Determine the vision of the future

18. Develop organizational and community commitment to accomplishing the plan

By utilizing the community-driven strategic planning process, opportunities exist for the

organization to bring together management, employees, stakeholders, and customers through a

mutual understanding of where the organization is going, how everyone involved can work

towards that common purpose, and how success will be measured.

The Perrysburg Fire Division formed a strategic planning team to create and implement a

practical, useful blueprint to meet our community’s current and future expectations for public

safety. The following document is the end result of hours spent gathering information, analyzing

data, and developing goals and objectives to address identified gaps in service to further

organizational excellence. Members of this team included:

PFD Internal Strategic Plan Gatekeepers

Joshua Hamrick

Firefighter/Paramedic

Tom Granata

Lieutenant

Joel Whitmore

Assistant Chief

Nate Burtscher


Pete Scarborough


Fritz Grossmann

Captain/EMT-A

Joel Kociancic


Amy Vasko


Rudy Ruiz

Deputy Chief

Pat Fleming


PFD Strategic Planning Internal Stakeholder Participants

Tom Friess Jr. Al Bagdonas Joe Brainard Jeff McPherson

Jeff Stefanelli Mike Hickerson Jason Kessler Aaron Harwell

Chris Stockner Fred Kyle David Sanford Josh Amstutz

Jon Seiverth


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Community-driven strategic planning requires input from external stakeholders and customers as

well. The Perrysburg Fire Division would like to take this opportunity to thank everyone in the

community that participated in the process that provided instrumental information in the

development of the Strategic Plan.

PFD Strategic Planning External Stakeholder Participants

Aram Ohanian Don Beaudry Kristen Hoffmann Eric Nicely

Brad Gilbert Chris Diefenthaler Cody Hoffmann Deborah Born

Hallie Nagel Hank Holland Jason Hudson Jeff Hoffmann

Jen Campos John Eggleston Mark Wasylyshyn Norm Soldwish

Rex Russell Robert Gates Michael Short Becky Williams

Tom Friess Mike Pierson


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S.W.O.T. Analysis

The S.W.O.T. Analysis is most often used to align an organization’s

resources and capabilities to the environment in which it operates.

This analysis separates internal factors (strengths and weaknesses)

that organizations have control over from its external factors

(opportunities and threats) which it does not. Strengths and

opportunities are seen as being beneficial to the organization while

weaknesses and threats are seen as potentially harmful inhibiting

success. S.W.O.T. components include:

Strengths are the attributes and characteristics that distinguish PFD and enable the division

to accomplish its mission. An organization should focus its efforts towards meeting

community needs and providing core programs that match those strengths. Programs that

do not meet these conditions should be reviewed. Equipment, personnel, programs and

services offered, and customer goodwill are examples of organizational strengths.

Weaknesses represent the qualities that prevent PFD from achieving its mission or

reaching its full potential. Weaknesses are considered factors which do not meet

organizational standards. Division performance is greatly influenced by its ability to

identify and resolve weaknesses. Obsolete equipment, insufficient infrastructure,

inadequate or complex decision making processes, and high employee turnover are

examples of weaknesses.

Opportunities represent the external environment in which PFD operates. Opportunities

present conditions that have the potential to have a positive impact in division operations

in the next three years. Opportunities should be viewed as a chance to not only improve

existing services but also expand beyond its traditional service area.

Threats represent conditions or circumstances that have the potential to have a negative

impact on division operations. Threats jeopardize the reliability of the organization and

compound the vulnerability when it relates to specific weaknesses. To limit or reduce loss,

organizations must identify threats. Unrest among employees, changing technologies, and

economic downturns are examples of environmental threats.

The S.W.O.T. Analysis was completed using responses from the external and internal group

discussions.


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PFD SWOT Analysis

Positive Negative

Intern

al

Strengths

Well trained firefighters

Multi-disciplinary

Diverse training/Job roles (quality)

Knowledge based

Quality equipment

Community respect

Engaged community involvement

Union participation (scholarships,

community events)

Problem solvers

Hold peers to high standards

Comradery/family atmosphere

Dependability

Cohesiveness of staff

Good customer service

Adaptable to new technology

Good people

Caring

Weaknesses

Might not have the familiarity due to

how frequently they work the same

shift

Equipment in for repair too

frequently

City importance on understanding

need of equipment (awareness)

City growth

Travel time to incidents

Limitation of equipment based on

storage capacities

Meeting space

Structured as a volunteer firefighter

Internal disconnect

Resource allocation

Employee retention/morale

Staffing

Amount of exposure

Community growth outpacing

division

Extern

al

Opportunities

Second fire station

Additional prevention & education

staff

Pre-planning/surveys

Firefighter knowledge of local

businesses

Restructure administration,

training, maintenance, & shift

officers

Car seat checks

Grants availability

Community training (expand

CPR)

Follow-up with customer feedback

Information sharing

Exit interviews

Training facility at second station

Threats

Public image of firefighters

Daily activities vs. assumptions

Population/housing

Distance to incidents

Structure of roads ability to handle

load

Managerial decision making

Elected officials vision not in line

with division goals

Funding available to implement

division vision

Traffic

Negative public opinion

Highways, railways, and waterways

Reluctance to change


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PFD Strategic Initiatives

The Strategic Planning Team developed the following strategic initiatives based upon the critical

issues and service gaps that were identified. The strategic initiatives serve as the basis for

establishing goals and objectives with the results of the SWOT analysis in mind. The table below

identifies five strategic initiatives.

Professional Development Public Relations

Communications Improve Response Times

Training

Goals and Objectives

Goals and objectives were developed for each strategic initiative. Effective goals and objectives

will enable the department to achieve its mission and vision while focusing on our values. Goals

were written to meet the initiatives then the objectives for each goal was developed. The

objectives were created using the SMART principle; Specific Measurable Attainable Relevant

Time-bound. The Strategic Planning Team established goals for each strategic initiative as well as

identifying specific objectives, critical tasks, and initial completion benchmarks.

Branding

Education

Social media


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The gatekeeper is responsible for developing a task force group and given one initiative to

manage. This member is responsible for all actions (i.e. selecting task force members, setting

performance metrics, establishing benchmarks and completion dates, etc.) related to that

initiative. Strategic Planning Evaluators were selected among planning participants who attended

most, if not all, planning meetings. Those members include: Chris Diefenthaler, Eric Nicely,

Aram Ohanian, and Rex Russell. Once per quarter, the Strategic Planning Evaluators will meet to

discuss goal and objective status. At this time, any changes will be reflected on the Master Goal

and Objective Tracking Matrix. This matrix will be presented to Fire Chief Klein, then made

available to the general public as well as to division personnel to track accountability and provide

a sense of accomplishment.

Specific

O je tives should address the five W’s…Who, What, Whe , Where, & Why. Use a tio ver s… reate, develop, i ple e t, produ e, et .

Measurable Objectives should include numeric or descriptive measures that define quantity,

quality, etc. How will you and your team know when the goal has been

successfully met? What do you need to measure and can it be easily measured?

Attainable Objectives should always be within the grasp of the individual for whom it is

assigned. Unreachable goals ultimately lead to frustration.

Objectives should be relevant to the broader organizational mission, and this

relevance should be communicated. Relevant

Time-bound Objectives should identify a definite target date for completion and/or frequencies

for specific action steps that are important for achieving the goal.


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Initiative 1 Professional Development- a strategic plan for career progression based upon

experience, formal education, and training along with professional and peer evaluations.

(Gatekeepers: Joel Whitmore, Fritz Grossmann)

Goal 1B Develop training requirements based on job descriptions to

ensure competency with skills related to position and ensure skill

retention after promotion.

Timeframe 1 year

Objectives Review job performance requirements (JPR) listed in NFPA

1001 and 1021.

Establish a training program which indicates educational

requirements for promotion.

Goal 1A Evaluate current job descriptions and develop new descriptions as

needed based on the needs of the organization. The job

descriptions will be based on professional standards (NFPA 1001

and NFPA 1021).

Timeframe 4 months

Objectives Gather pertinent job descriptions for the current positions

within the Perrysburg Fire Division by May 1, 2016.

Send out requests for job descriptions through the Ohio Fire

Chiefs Association (OFCA) e-mail chain by May 2, 2016 and

set a time frame of 30 days for replies.

Establish a Job Task Group to review both current job

descriptions for the Perrysburg Fire Division and those

received via the request through the Ohio Fire Chiefs e-mail

chain. This group will start the review process by August 1,

2016.

Review current rank structures for the Perrysburg Fire

Division and add or eliminate positions as needed. Scale

implementation of the new job descriptions based on the needs

of the Perrysburg Fire Division.

Job descriptions should be tailored to the Perrysburg Fire

Division.


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Goal 1C Develop a process for promotions. Compare promotional

processes of other community fire departments and best practices

based on NFPA 1001 and NFPA 1021.

Timeframe 1 year

Objectives Gather promotional process information from other

departments through the OFCA.

Include volunteer service time consideration for initial hire.

Determine if all job descriptions and promotional processes

changed will need civil service commission approval.

Explore options to utilize a citizen panel for some promotions.

Initiative 2 Public Relations- Improve communications, education, and visibility in the

community to extend the mission of the Perrysburg Fire Division. (Gatekeepers: Tom

Granata, Amy Vasko)

Goal 2A Find out how much the community knows what PFD offers and

what programs and resources they feel are important.

Timeframe 8 Months

Objectives Develop a short survey to gauge the public’s knowledge of Fire Division operations and services and educate them while

taking the survey.

Provide an incentive for taking the quiz.

Goal 2B Get support for public relations from the Division and City

Administration.

Timeframe 2 years

Objectives Fire Division Personnel conducts a presentation to the City

administration prior to the survey to gain their support.

Demonstrate that we are trying to promote the positive things

that our department offers the Community. Goal of the

presentation should be within 2-3 months after the survey has

been developed.

Fire Division Personnel conducts a second presentation to the

City Administration of the findings from the survey that

indicates what the citizens expect of our division. The goal is

6-8 months after completion of the survey for this presentation

to be given to administration.


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Goal 2C Getting the message out: Letting the community know what we

offer.

Timeframe 2 years

Objectives Fire Division Personnel will research the cost of a new

informational sign for IN FRONT of the fire station similar to

the High School. We would work with Planning and Zoning

officials to see what would be permitted.

Fire Division Personnel will also look into having signage

made up for the front of the fire station above the bays that

states “STATION 38” or “Perrysburg Fire Station 38.” With Planning and Zoning approval this goal has a timeline of 2

years.

Fire Division Personnel, working with the Fire Chief, will start

using our social media. Our goal is to have 5000 followers

within 2-3 months and eventually have two or three

administrators. Posts should be done weekly and will include,

monthly stats, videos from other departments, photos and

videos from drills, information about grants we have received,

equipment (with photos), along with other fun trivia and

educational information. We have a goal of getting this

implemented within 1-2 months.

Fire Division Administrators will write an article once a month

to be put in our local newspapers with stats and interesting

information for community to learn about our department and

its members. Each administrator would be responsible for two

articles a year.

Fire Division Personnel may develop a mass mailing to be

placed in the water bill once or twice a year with departmental

information and stats included. This mailing will be based on

the numbers from our survey response.

Initiative 3 Communications- Reaching and maintaining optimum communication at all

levels of emergency response. (Gatekeepers: Josh Hamrick, Joel Kociancic)

Goal 3A Research current operations and develop options for future

growth and overcoming shortfalls.

Timeframe 1 year and continuing

Objectives Define departmental needs in relation to Fire, Police and

Dispatch internal and external communications.

Identify current communications infrastructure i.e. staffing,

scheduling, budgets, initial training, ongoing training, policies,

etc.


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Goal 3B Determine technologies that can be improved or implemented.


Objectives Identify current technology in use today and research additional

options.

Research available alternatives to our present means of

operation - research neighboring departments, governmental

standards, outside influences, use comparable cities, learn

from others, evaluate options, choose and present best possible

solution(s).

Issues that should be considered include:

Setting budgets for computer and radio upgrades

Use of emergency medical dispatchers (EMD); Mobile Data

Terminals (MDT); Global Positioning Systems and Automated

Vehicle Locators (GPS/AVL); Computer Aided Dispatch

(CAD)

Iamresponding (IAR).

Wood County fielding cellular 911 calls and dispatching the

proper agency.

Initiative 4 Improve Response Times- Improve customer service through efficient

resource allocation. (Gatekeepers: Rudy Ruiz, Pete Scarborough)

Goal 4B Increase staffing to achieve optimal operating levels with an

additional station.

Timeframe 6-12 months

Objectives Complete the SAFER (Staffing for Adequate Fire & Emergency

Response) grant for additional staffing. Implement the

additional three firefighters amongst the three 24-hr shifts. This

will be attained through the awarding of the SAFER grant by

September 2016.

Implement the hiring of three new firefighter/paramedics by

Goal 4A Considering resource allocation, potential growth, and

availability, we intend to determine the most feasible location for

an additional station.

Timeframe 3 months

Objectives Review the most recent internal GIS and determine if that

information is still viable. Measure this by comparing it to the

old studies. Using this information we will conclude if the

central station or a dual station is most beneficial for

Perrysburg. This will be completed by the first evaluation of

this Strategic Plan.


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reviewing the budget. Implement the part paid personnel to

include them to our daily staff. This will be determined by

September 2016, when we discover if we received a SAFER

grant.

Initiative 5 Training- To meet and exceed training levels to keep the community and its

citizen’s safe in a professional manner. (Gatekeepers: Nate Burtscher, Pat Fleming)

Goal 5A Develop a training plan for career members to meet the needs of

the community in Fire, Rescue, and EMS

Timeframe 18 months

Objectives Swift water rescue – Train 2-3 member each year in swift

water rescue.

Implement active shooter/Tactical EMS training for all

members.

Institute competency testing each year.

Develop a mandatory EMS training schedule.

Goal 5B Develop a training plan for Part-paid/Part-time members to meet

the needs of the community in Fire, Rescue, and EMS

Timeframe 6 months and continuing

Objective

Establish requirements for all new employees to obtain FF-1

and EMT within 18-24 months.

Institute competency testing each year.

Develop a mandatory EMS training schedule.

Goal 5C Develop a structure to facilitate training timeline for all career,

part-time, and part-paid members


Objective Establish training time line for career members

a) 1-4 years (focus on developing fire and EMS skills)

b) 5-9 years (officer and career development)

c) 10+ years (executive leadership)

Establish training timeline for part-paid/part-time members

a) 1-3 years (focus on developing fire and EMS skills)

b) 3-7 years (continue enhanced fire and EMS training)

c) 7+ years (leadership development)


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Performance Measurements

The effectiveness of strategic planning would be significantly

lessened without establishing some type of performance

measure that allows the organization to distinguish success from

failure. Performance measurements allow an organization to

“manage-for-results” using defined criteria reflecting:

How well an organization is doing

If an organization is meeting its goals

If customers of service are satisfied

If and where improvements are necessary

The Strategic Planning Team Evaluators will track progress through the use of a metrics job aid

from each Gatekeeper. The evaluators will meet once per quarter to report on the status of each

initiative and provide progress reports to the Fire Chief.

Measurement is the first step that leads to control and eventually to improvement.

If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.

H. James Harrington


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Financial Planning

The Perrysburg Fire Division recognizes that a commitment of financial resources is necessary to

accomplish this plan. The city council approves the current programs and services offered by the

division through the annual budget review and approval process. This budget is established each

year through revenue projections from income taxes.

The Fire Chief, with input provided by the command staff, allocates funding necessary to support

department programs and maintain the adopted levels of service. Each allocation is based on a

prioritized needs assessment remaining consistent with projected budget funding and the

department’s mission.

Strategic Plan Success

The success of the plan will not be measured strictly by the implementation of goals and

objectives. The success of the plan will be measured from the realization of the mission and the

support received by the elected officials, division members, and the community. This plan

brought together PFD’s management, firefighters, and various community stakeholders working

towards a common purpose. It is this vested interest and support that will ultimately enable the

division to carry forth this plan. It is with great pride that the Perrysburg Fire Division presents

this plan to the citizens of the City of Perrysburg.

Change is the law of life. And those who look only to the past or present are certain to

miss the future.

John F. Kennedy

President of the United States

Documents

Perrysburg Fire Division Strategic Planbloximages.chicago2.vip.townnews.com/sent-trib.com/content/tncms/assets/v3/editorial/3/...PERRYSBURG FIRE DIVISION STRATEGIC PLAN 2016-2019 Page