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Introduction Santa Clara County Fire Department (herein also referred to as “SCCFD” or “agency”) provides fire suppression, emergency medical services, technical rescue, hazardous materials mitigation, fire prevention, public education, and emergency preparedness to approximately 134 square miles of Santa Clara County, California. The SCCFD is consistently working to achieve and/or maintain the highest level of professionalism and efficiency on behalf of those it serves, and thus contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to document the agency's path into the future via a “Community-Driven Strategic Plan.” The following strategic plan was written in accordance with the guidelines set forth in the CFAI Fire & Emergency Service Self-Assessment Manual 8th Ed., and is intended to guide the organization within established parameters set forth by the authority having jurisdiction.

The CPSE utilized the Community–Driven Strategic Planning process to go beyond just the development of a document. It challenged the membership of the SCCFD to critically examine paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the best interest of the “team.” Furthermore, it provided the membership with an opportunity to participate in the development of their organization’s long-term direction and focus. Members of the agency’s external and internal stakeholders’ groups performed an outstanding job in committing to this important project and remain committed to the document’s completion.

This strategic plan, with its foundation based in community and membership input, revisits the agency’s pillars (Mission, Values, and Vision) and sets forth a continuous improvement plan that offers a road map for a justifiable and sustainable future.

SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN Table of Contents

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

Organizational Structure ......................................................................................................................... 2

Definition of a Community-Driven Strategic Plan ........................................................................ 3

Process and Acknowledgements .......................................................................................................... 7

Community Group Findings ................................................................................................................... 8

Community Priorities ........................................................................................................................... 8

Community Expectations .................................................................................................................... 9

Areas of Community Concern ........................................................................................................ 11

Positive Community Feedback ...................................................................................................... 14

Internal Stakeholder Group Findings .............................................................................................. 19

Mission ........................................................................................................................................................... 20

Values ............................................................................................................................................................. 21

Programs and Services ........................................................................................................................... 22

S.W.O.T. Analysis ...................................................................................................................................... 23

Strengths ................................................................................................................................................. 23

Weaknesses ............................................................................................................................................ 24

Opportunities ........................................................................................................................................ 25

Threats ..................................................................................................................................................... 26

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

Strategic Initiatives .................................................................................................................................. 27

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

Vision .............................................................................................................................................................. 39

Performance Measurement .................................................................................................................. 40

The Success of the Strategic Plan ....................................................................................................... 41

Glossary of Terms, Acronyms, Initialisms ...................................................................................... 42

Works Cited ................................................................................................................................................. 44

SANTA CLARA COUNTY FIRE DEPARTMENT STRATEGIC PLAN

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Organizational Background Santa Clara County was formed in 1850, and is situated between the Santa Cruz Mountains to the west and the Diablo Mountain Range to the east. The county seat is San Jose, the tenth-most populous city in the United States. The

county is known as the primary site of “Silicon Valley,” home to the headquarters of Apple Computers, Hewlett Packard, Google, Intel, Cisco

Systems and many others. The Santa Clara County Fire Department was formed in 1947 as the Central Fire Protection District, then

serving the county’s large core unincorporated areas. In 1996 the district changed its name to Santa

Clara County Fire Department (SCCFD) to reflect the changes and additions to the communities served. SCCFD is an accredited agency that provides Insurance Services Office (ISO) Class 2/8 services to 213,053 residents in 134 square miles that includes the communities of Campbell, Cupertino, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Saratoga, and adjacent unincorporated areas (depicted in dark green to the right). The department is divided into five service divisions: Administrative Services, Fire Prevention Division, Operations Division, Training Division, and Support Services Division and is governed by the Santa Clara County Board of Supervisors.

Of the 297 total personnel, 66 comprise the daily emergency response force, which is also augmented by 15 volunteer firefighters. These personnel respond to more than 15,000 calls for service annually from 15 fire stations, housing 19 front line and 8 select call pieces of apparatus.

Engine 4, "The Big Belch" (after the muffler dropped off, it was permanently replaced by a large piece of pipe, creating an especially loud exhaust). From the collection of Jim Ackley


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Organizational Structure


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Definition of a Community-Driven Strategic Plan The fire service has entered into a very competitive and challenging evolutionary cycle. Public demands continue to increase, while funding for additional resources continue to shrink. These trends place increased pressure on the modern fire service administration, policymakers, and staff to develop ways to be more effective and more efficient. Often times, the public expects the fire service to enhance services with fewer resources. SCCFD is committed to work more efficiently with available resources, while constantly reviewing programs that will best serve the community.

A Community–Driven Strategic Planning process was used to develop this strategic plan to ensure that community needs were incorporated. Businesses employ this type of process to identify market trends, allowing the service provider to focus resources while reducing risk and wasted effort.

What is a Strategic Plan?

It is a living management tool that:

Provides short-term direction Builds a shared vision Sets goals and objectives Optimizes use of resources

Effective strategic planning benefits from a consistent and cohesively structured process employed across all levels of the organization. Planning is a continuous process, one with no clear beginning and no clear end. While plans can be developed on a regular basis, it is the process of planning that is important, not the publication of the plan itself. The planning process should be flexible and dynamic, with new information from community members, like-providers, and life changes which are constantly factored in the plan.

Community-Driven Strategic Planning creates a platform for a wide range of beginnings. The approach comes to life by being shared, debated, and implemented in the context of organizational realities.

Successful organizations, from government agencies to Fortune 500 companies, have recognized that attaining community focus is essential. Aware of this necessity, public safety agencies must strategically plan on how they will deliver high-quality products and services to the public through better, more efficient, and less expensive programs.

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

Peter F. Drucker, Professor of Social Science and Management


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

a continuous and systematic process

where the guiding members of an organization make decisions about its future,

develop the necessary procedures and operations to achieve that future, and

determine how success is to be measured.1

The U.S. Federal Consortium Benchmarking Study Team goes on to explain that to fully understand strategic planning, it is necessary to look at a few key words in the strategic planning definition:

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

systematic recognizes that strategic planning must be a structured and deliberate effort, not something that happens on its own;

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

guiding members identifies not only senior unit executives, but also employees. (It also considers stakeholders and customers who may not make these decisions, but who affect the decisions being made.);

procedures and operations means the full spectrum of actions and activities from aligning the organization behind clear long-term goals to putting in place organizational and personal incentives, allocating resources, and developing the workforce to achieve the desired outcomes; and

how success is to be measured recognizes that strategic planning must use appropriate measures to determine if the organization has achieved success.

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

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


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Where Does the Community Fit into the Strategic Planning Process?

For many successful organizations, the voice of the community drives their operations and charts the course for their future. A "community-driven organization" is defined as one that

maintains a focus on the needs and expectations, both spoken and unspoken,

of customers, both present and future,

in the creation and/or improvement of the product or service provided.2

Again, it will be useful to use the U.S. Federal Consortium Benchmarking Study Team’s definitions of the specific terms used in the above definition:

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

needs and expectations means that customers' preferences and requirements, as well as their standards for performance, timeliness, and cost, are all input to the planning for the products and services of the organization;

spoken and unspoken means that not only must the expressed needs and expectations of the customers be listened to, but also that information developed independently "about" customers and their preferences, standards, and industry will be used as input to the organizational planning; and

present and future recognizes that customers drive planning and operations, both to serve current customers and those who will be customers in the future.

Performance Assessment

Implied within every stage of the planning process is the ability to determine progress made toward the goals or targets set. This assessment ability is a monitoring function that simply tracks activities. It may be as simple as a “To Do List,” or as complicated as a plan of action with milestones and performance measures. Also implied within the planning process is the ability to measure effectiveness of the actions taken in the conduct of the organization's business.

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


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The Community–Driven Strategic Planning Process Outline

The specific steps of the process are as follows:

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, giving careful attention to the services and programs currently provided, and which logically can be provided in the future.

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.

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.


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Process and Acknowledgements The Center for Public Safety Excellence (CPSE) acknowledges Santa Clara County Fire Department’s external and internal stakeholders for their participation and input into the Community–Driven Strategic Planning Process. The CPSE also recognizes Fire Chief Kenneth R. Kehmna for his leadership and commitment to this process. Development of the SCCFD’s strategic plan took place in June 2014, during which time representatives from the CPSE and the SCCFD held an open meeting where members of the public, or external stakeholders, were invited. Input received from the meeting revolved around community expectations, concerns, and other comments about the department. The department and the CPSE express a special ‘thank you’ to community members who contributed to the creation of this strategic plan, as it was truly a team effort. Those present at this meeting were as follows:

Table 1: Santa Clara County Fire Department’s External Stakeholders

Jeff Bates Redwood Estates Services

Association

Crystal Bothelio City of Saratoga

Paul Campbell Campbell Optimist Club

David Carmichael Campbell Police Department

Bob Cascone Citizen Corps; City of Cupertino

Alexis Catala Campbell Seventh-day Adventist

Church

Nolan Cordle Redwood Estates Services

Association

Jitze Couperus Community of Los Altos Hills

Donna Haas Community member

Emily Harrison Santa Clara County

Bert Hildebrand Santa Clara County

Jackie Horton Apple Computer

Dale Jacques Santa Clara Valley Water District

Bob Johnson Los Altos Hills County Fire

District

Mitch Kane Community of Saratoga

J. Logan City of Los Altos

Joe Long Saratoga Fire District

Diane Miller Adult and Aging Services, Santa

Clara County

Jim Obeshoper Cupertino Amateur Radio Emergency Service; City of

Cupertino

Duffy Price Los Altos Hills County Fire

District

Bruce Riter Community of Los Altos

Jay Shideler Los Altos Hills

Jerry Tallinger Citizen Corps: City of Cupertino

Erin Ventura City of Monte Sereno

Gary Waldeck Los Altos Hills County Fire District


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Community Group Findings A key element of the SCCFD’s organizational philosophy is having a high level of commitment to the community, as well as recognizing the importance of community satisfaction. Therefore, the department asked representatives from their community to participate in a meeting, which would focus on their needs and expectations of the department. Discussion centered on the present service programs provided, and on priorities for the future.

Community Priorities

In order to dedicate time, energy, and resources on services most desired by its community, the SCCFD needs to understand what the customers consider to be their priorities. The external stakeholders were asked to prioritize the programs offered by the agency through a process of direct comparison.

Table 2: Community Service Program Priorities of the Santa Clara County Fire Department

PROGRAMS RANKING SCORE

Fire Suppression 1 176

Emergency Medical Services 2 161

Technical Rescue 3 127

Hazardous Materials Mitigation 4 101

Fire Prevention 5 79

Domestic Preparedness Planning and Response 6 63

Fire Investigation 7 57

Public Fire/EMS Safety Education 8 48


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Community Expectations

Understanding what the community expects of its fire and emergency services organization is critically important to developing a long-range perspective. With this knowledge, internal emphasis may need to be changed or bolstered to fulfill the community needs. In certain areas, education on the level of service that is already available may be all that is needed. Following are the expectations of the community’s external stakeholders:

Table 3: Community Expectations of the Santa Clara County Fire Department (Verbatim, in priority order)

1. Maintain fast response to both fire and medical calls. Timely response. 2. Professional - training and qualifications. First responders are sufficiently trained to respond

to all emergencies. 3. Outreach programs such as PEP and CERT programs. Provide a comprehensive outreach and

public education programs. 4. Maintain programs to use state-of-the-art fire suppression equipment and emergency medical

equipment. Maintain current technology, tools and equipment necessary for their delivery of services.

5. Always be prompt, professional and supportive when called for help/assistance. All actions are professional.

6. Vehicle fire response - Highway 17. 7. Broad-based mutual aid relationships to support scenario planning for major response

incidents. 8. Cost effective delivery of services. Cost effective, budget wise. 9. To have the ability to respond to all emergencies and have plans in place to handle situations

too large for just their department to handle. 10. Communication with public. 11. To maintain and practice disaster readiness and to promote citizen readiness. 12. Continuing programs which use our property taxes to reduce flammable fuel (e.g. dead trees,

eucalyptus). 13. Proficient and knowledgeable. 14. Be ready for any emergency response including; fire, medical, HazMat, adequate equipment

that is ready to deploy, staff, training. 15. Have adequate staffing for community engagement for education, training, code enforcement. 16. Reliability - fire departments must deliver services under circumstances in which they are

most difficult to deliver, especially in disaster scenarios. But those are obviously precisely when FD services are most needed.

17. "Good to great." (In actuality…it should be very good to great for SCCFD) - Staff should know they are good, but be hungry for more.

18. Provision of excellent public safety response - fire suppression, EMS, HazMat, etc. 19. Regional leadership in emergency preparedness. 20. Highest quality fire service for the public.


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21. Emergency medical expertise. 22. Large incidents: notification and information coordination with the local city. 23. Covers all-risk scenarios. 24. Routine patrols that includes random inspections and code enforcement. 25. To have preplanning in place for large incidents. 26. Response needs to be effective. 27. Integrate emergency response with assets in other agencies - fire, police, etc. 28. Stay until the job is complete. 29. Community presence - education, trust, visibility. 30. Do the 'little things" to take care of customers - (contacting family, friends, etc.). 31. Cooperative/partner approach to new projects (construction, HazMat, etc.). 32. Professionalism in suppressing fires. 33. EMS - integrated into the county EMS system. 34. Staff training and recognition or promotion for those who have earned it. 35. Scenario planning for major response incidents. 36. Respectful interface with the client. 37. Rescue expertise. 38. Proactive outreach to business customers/partners. 39. Creative business sense as to financing, service provision beyond traditional, tax-based

revenues. 40. Strong morale and employee satisfaction. 41. Special programs for communities that have unique challenges (tree cutting, weed abatement,

citizen training, etc.). 42. Proactively work on future risks - fire/medical. 43. I want to feel safe, knowing that the fire department is "on the job." 44. Constant learners for best practices and state of the art - fire responders. 45. Hazardous materials training not only for fire department but also for businesses. 46. Trust they will do what they are supposed to do and beyond. 47. Accessibility to respond to issues of concern. 48. Develop next generation of leaders. 49. High satisfaction from contract cities/districts. 50. Emergency preparedness training/coordination with city staff. 51. Enable preparedness in the community. We don't have frequent disasters like down south

(fire) or Midwest (tornados). But when it happens, the community should be sufficiently prepared to assist (part of the solution, not the problem).

52. Citizen readiness training and organization (provide leadership for). 53. Staffing reflects the community - culturally competent in dealing with the community. 54. Solid members of the community - Pride. 55. Transparency of costs to operate the department - excellent data on the website. 56. Continue intensifying E-prep/management, etc. for a "regional approach" to disasters. 57. Branded as one of the best.


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Areas of Community Concern

The Community–Driven Strategic Planning Process would be incomplete without an expression from the community regarding concerns about the department. Some areas of concern may in fact be a weakness within the delivery system, while some weaknesses may also be misperceptions based upon a lack of information or incorrect information.

Table 4: Areas of Community Concern about the Santa Clara County Fire Department (Verbatim, in no particular order)

Long-term stability due to contracting.

Long-term fiscal solvency and lack of cost competiveness.

Political integration with the county.

Bench strength in key positions for long term.

Don't let bureaucracy or excess regulations get in the way of innovation, experimentation - (i.e. that's the way it's always been done or that's what the book says).

Response to all emergencies.

Equipment safety and training of personnel.

Courtesy when helping those who injured.

Domestic preparedness.

Education to the community.

Response time limited by county roads and distance from firehouse - Los Altos Hills.

Some years there is a cooperative agreement with Palo Alto to service the location in Foothill Park - would like consistency. This location covers less accessible parts of the district.

Response time too slow - Los Altos hills. Few resources, slow roads, long runs.

Resource allocation should reflect risk profile. Urban houses versus rural houses and wildlands.

Long-term financial viability of fire agency - unfunded pensions or quickly escalating future personnel cost.

Fire agency should be more aggressive in forcing abatement of fire risk (e.g. removal of dead trees, unkempt grasslands, etc.).

Cost of services.

Because this is a "county" service, many residents don't connect with their local fire department within the "city."

With the growing number of residents who do not have landlines, what is the fire department doing to ensure that cell towers and the other cellular infrastructure will be failsafe in a major emergency?

That they can find emergencies in a timely manner.

That they make the best use of public funds.

That communication with the public is open and clear.

Maintenance of website information for response times, fiscal data.

Would like to see consolidation of smaller fire departments in county (not in special districts!).

Fiscal - pensions and retirement benefits need to be better understood by the public.


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Better use of manpower.

Measured response to the incidents.

Cross training for police/sheriff/highway patrol.

Training 911 operators to better evaluate calls.

Cost of salaries and benefits impact on contract cities.

Procurement of best equipment that is state of the art.

Training of all personnel at best practices.

Succession plan for retirements and future.

Emergency preparedness of the community.

Not really a major concern...but just a reminder to maintain the highest employee standards both on and off duty standards.

Budget cutbacks - how do you keep the best?

Team collaboration with hospitals. People see fire, EMS, ambulances, hospital as one.

Understanding "context" of proposed components of building plans. Make attempt to become educated.

Accept back and forth dialogue reference: plan check comments. Code interpretation is not "exact."

Long-term financial stability given escalating salary and benefits costs.

Succession planning for top leadership positions.

"Silo" mentality vis-a-vis general county government operations.

Not enough has been done to inform people (residents) of fire hazards. Overhanging branches, dried weeds, etc. are examples of prevalent problems.

Do not cut budget - no reduction in firepersons.

Concerned about resources when both city (City of San Jose) and county respond to a "fall and can't get up." Might have better coordination.

If there were a natural disaster - would there be adequate personnel available? Would firefighters be able to respond from home?

Continue to address the public health problem of older adults falling and needing fire department to pick them up.

Ability to meet the needs of all the communities served - a variety of terrain, different issues in different areas.

The county fire department feels "removed" from the communities that it services. It would be nice to have county fire more engaged with the residents and the cities and other organizations that serve these communities.

The county fire website is an under-utilized tool that could really be improved and used for the purpose of public education and engagement.

The inner workings, organization, and functions of county fire are somewhat of a mystery. Most residents served by the district might be surprised to learn about all the things county fire is responsible for. It would be great if county fire could do more outreach on this.

County fire interacts with residents in a different manner than cities in the county. It would be useful to get regular reports or updates on what county fire is observing.


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County fire has been working to improve emergency preparedness efforts with partner cities. While there has been a clear improvement, it would be great to see a comprehensive training effort for disaster service workers.

I feel all fire departments should have a commitment to volunteer/on call personnel and many urban/suburban departments lack this component. While the department has a volunteer division, I believe more emphasis could be put on it.

Possible reductions with staff due to budget cuts.

Limited support personnel for supporting community emergency response people including training and outreach. Too much politics involved. Lack of direction on how outreach is handled.

CERT program - how to increase community involvement.

I have not observed the department working together with other agencies...would like more visibility in this kind of effort. I think more visible "togetherness" with sheriff, water; PG&E, etc. will send a message to citizens and help with training.

Ongoing support from the public and government officials moving forward as service needs and/or priorities change.

Stability of fire departments (change in leadership, consolidation, competition with other services for funding).

Concerned with the friction caused by expectation mismatch between the city and SCCFD. Specifically with volunteer management and taking the volunteer program to the next level.

Concerned with the regionalization in West Valley. It is unclear how local events would be managed. The vision of this model is lacking or has been poorly communicated to the community (at least the volunteers).

As with many large organizations, the core values/philosophy may not be embraced the same throughout the staff.

SCCFD is evolving to include emergency preparedness in the West Valley cities and is early in establishing its internal organization and values as it relates to those citizens.

The Emergency Service Coordinators are still working on understanding how they fit in with the cities they work with. There has been little apparent internal oversight to ensure consistency of the ESCs.

Picture 1 External Stakeholders during a Work Session


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Positive Community Feedback

The CPSE promotes the belief that, for a strategic plan to be valid, the community’s view on the agency’s strengths must be established. Needless efforts are often put forth in over-developing areas that are already successful. However, proper utilization and promotion of the strengths may often help the organization overcome or offset some of the identified weaknesses.

Table 5: Positive Community Comments about the Santa Clara County Fire Department (Verbatim, in no particular order)

Response times tend to be excellent.

All firefighting personnel seem to be frequently attending training classes of one sort or another.

Very high state of morale and comradeship in the entire fire department.

CERT program – Los Altos Hills has been very responsive, mainly because of the excellence of Mike Sanders.

Very knowledgeable excellent skills – the firefighters and BCs know what they are doing!! Top quality.

Everyone in SCCFD field sworn personnel and non-field / non-sworn are dedicated, friendly and willing to work with others to achieve the department’s goals / values.

Works well in multi-agency coordination – involves everyone as appropriate. Commonly they think of involving others as they are working on an internal activity.

As a city volunteer, I am pleased by the personnel interactions I have had with members of the department…. They feel like neighbors.

Collaboration and mutual aid with surrounding jurisdictions creates a sense of a close-knit fire community.

Very professional and effective service providers.

True partnership with our communities, local government and other related public safety service providers.

Leaders present at all levels of the organization.

Best at what they do.

The department has been highly responsive to our citizens' needs.

I like the way they are concerned for our citizens.

The ability to work with other fire departments and other agencies to achieve the best possible service delivery.

The attitude of the entire agency is the “can do” and “what can we do to help” spirit.

Monthly wood waste disposal program at Foothill College.

Staff very supportive and professional.

CERT program – proactive, community involvement.

Impressed with a first responder visit in a medical emergency. Very professional.

Emergency response training program is efficient (CERT).

Emphasis on code enforcement is important in a rural community.


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Appreciate the professional demeanor of our team.

Great response times to fire and EMS calls.

Plenty of apparatus to handle major events.

Friendly staff and leaders.

Community involvement.

Good reputation.

County fire services are great. Response is excellent.

Staff at higher levels in the organization is exceptional.

I appreciate the community education officer working with other county departments and community based organizations.

Appreciate the “Senior Resource” packets being given to older adults in their homes.

Appreciate SCC Fire being a part of pilot program for fall prevention with public health.

E84 is the best tax supported unit in the S.C. County.

The presence of continual visual monitors of Communication at Redwood Estates

Great to see handshakes with VFD, Cal Fire.

All staff is pleasant, well trained.

Very fast response from Redwood Estates Fire Dept.

Community presence and trust is excellent reputation is 1st class.

No question at all about competence and responsiveness.

Equipment adapted to local needs – customized to our particular circumstances not cookie-cutter approach.

Level of community involvement beyond what might be expected – superb!

Thank you very much for having this program today and having the community to participate in these events.

Thank you for the emergency response for coming to the aid when there was a person with a gun.

Thank you for community, current programs you have.

Fast response.

Excellent training programs internal.

Excellent public education division – external.

Positive attitude toward public – line helps community in non-emergency ways.

Good reputation in community.

Excellent administration performance.

Staffing levels are excellent.

Customer outreach superb, staff knows residents.

Excellent program brush surveys and abatement.

Timely reporting on findings for fire origins, inspections.

Dedication to community.

Hard working.

FDs are generally very engaged with Emergency Management within Muni Public Works


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Departments, Muni Office of Emergency Services, and special districts.

Excellent presence, equipment, training.

Excellent response times.

Outreach and commitment to public is exemplary.

Mission/vision, accreditation goals – exemplary.

Outstanding customer service. SCCFD truly lives the fundamental concepts of treating customers like family.

Technical skills – high standards / well-trained.

Well regarded.

Desire to work as a team with key stakeholders.

Great reputation.

Positive employees.

Historically county fire has been a good business partner.

Good working relationship with most staff.

Cooperative relationship with other fire agencies in the county and surrounding counties.

Customer service mentality.

Contract service provision.

Experience over 25+ years has always been positive.

Employee selection, training, career development seems exceptional.

Engaging communities is great (e.g. CERT).

Individual performance are outstanding – Kuempel, Tsivikas, Burkes, Prioste for example.

Eagerness to improve wherever possible.

Excellent service ethics and engagement.

Excellent service delivery and focus.

Good regional outlook, focus, and leadership.

Excellent leadership.

Collaborative organization.

Well-trained confident personnel.

Professional appearance and interaction.

Leadership in region.


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Other Thoughts and Comments

The Community was asked to share any other comments they had about the SCCFD or its services. The following written comments were received:

Table 6: Other Community Comments about the Santa Clara County Fire Department (Verbatim, in no particular order)

Keep up the good work.

County fire must continue to provide countywide leadership on regional initiatives.

Overall I’m pleased.

Thank you for the opportunity to participate. In your strategic planning process.

Thank you for involving us in this process. Would earlier notification /invite have allowed us to be better prepared to provide our expectations??

I am a Disaster Emergency Preparedness and C.E.R.T. member of LAH. Mike Sanders has done an excellent job of facilitations this program.

Insurance companies do not have a way of verifying the risk of a forest fire to one’s home. They not use Google to make this assessment. The fire department needs to evaluate a home upon request & certify if the home is at risk. Otherwise, evaluate what is needed to obtain certifications. My home has had fire insurance quotes ranging from $2,000 – $8,000/yr. – variance due to perpetuation of fire risk.

It would be good to invite Cal-Trans, Santa Clara Sheriffs Office., to this meeting to establish a better plan to mitigate vehicle fires + fuel reduction on Hwy 17, as well as parking enforcement on roadways in Redwood Estates.

SCCFD should be leader in the community, disaster readiness training and awareness. Not enough personnel dedicated to helping cities with their volunteers.

Los Altos Hills does a great job at community training – well done.

Mtg. billed as strategic review, but is early data collection activity. No indication given on involvement in seeing / reviewing output of this running process that is “the strategic plan.”

Main concern is that you all be able to continue at current level of responsiveness to the community.

It would be nice for more communication to the community with flyers, email, TV, PSA, direct mail to let us know how we can help. I heard about giving out bears to children when they were in an accident but no one has said where to donate bears or other items to help. Also to let the community know about your current and new programs.

I like to see more resources dedicated to the prevention of distracted driving. The police give distracted drivers tickets. It would be beneficial for EMS safety education to raise awareness of this problem, to prevent and discourage distracted driving (e.g. texting).

Thank you for the opportunity to participate.

The Santa Clara County Fire Department is an exemplary department governed by the highest principles of customer service and commitment to the community.

Efforts to perform accreditation greatly appreciated.

Excellent camaraderie of staff.


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Thanks for all you do.

Keep improving with the changing times.

Thank you.

We love SCCFD! We are so fortunate to have you as partners!

Picture 2 & 2 External Stakeholders during a Work Session


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Internal Stakeholder Group Findings The internal stakeholder work sessions were conducted over three days. These sessions served to discuss the agency’s approach to Community-Driven Strategic Planning, with focus on the SCCFD’s Mission, Values, Core Programs and Support Services, as well as the agency's perceived Strengths, Weaknesses, Opportunities, and Threats. The work sessions generated a high level of interest and participation by the broad agency representation in attendance, as named below and pictured on the next page.

Table 7: Santa Clara County Fire Department’s Internal Stakeholders

Mike Benjamin Haz Mat Specialist

Tony Bowden Battalion Chief

Wilma Cadorna Personnel Service Manager

Gina Cali Public Education Officer

Rob Campbell Fire Protection Engineer

Adam Cosner Firefighter/Engineer & Local 1165 A Shift Representative

Mike Evans Firefighter/Engineer

Brian Glass Battalion Chief/EMS Coordinator

Chris Ingram Firefighter/Engineer

Steve Jacobson Construction Coordinator

Dennis Johnsen Chief Arson Investigator

Don Jarvis Assistant Chief

John Justice Deputy Chief/Fire Prevention

Ken Kehmna Fire Chief

Debbie Kelleher Management Analyst (Personnel Services)

Shanna Kuempel Fire Captain

Mike Lennon Firefighter/Engineer

Rebecca Lo Secretary (Personnel Services)

Matt Meadors Firefighter/Engineer & Local

1165 Secretary

Kevin Murphy Fire Captain

Chris Padian Firefighter/Engineer

Daron Pisciotta Deputy Chief/Support Services

Eric Prosser IT Officer

Steve Prziborowski Deputy Chief/Training

Ben Reade Firefighter/Engineer

Dana Reed Director of Emergency

Management

Paige Russell Firefighter/Engineer

Fred Schulenburg Director of Business Services

Mark Shumate Fire Captain & Local 1165

President

Debbie Stocksick Operations Captain

Tonya Talavera Deputy Fire Marshall

Coordinator

Julie Thomas Administrative Support Officer III

Jim Yoke Emergency Services

Coordinator


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Picture 3 Internal Stakeholders

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

Who are we? Why do we exist? What do we do? Why do we do it? For whom?

A work group of the SCCFD’s internal stakeholders met to review the existing Mission and collectively agreed to the following.

Table 8: Mission of the Santa Clara County Fire Department

The Santa Clara County Fire Department exists to protect lives, property, and the environment from fires, emergency incidents and disasters through preparedness,

prevention, education, and emergency response.


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Values Establishing values and associated statements embraced by all members of an organization is extremely important. They recognize those features and considerations that make up the personality of the organization. The SCCFD internal stakeholders agreed to the following revised values terms and supporting statements.

The Mission and Values are the foundation of this agency. Thus, every effort will be made to keep these current and meaningful so that the individuals who make up the SCCFD are well guided by them in the accomplishment of the goals, objectives, and day-to-day tasks.

Table 9: Values of the Santa Clara County Fire Department

Trust

• Advocate collaborative relationships.

• Maintain community through reliable professional behaviors and open communication.

• Foster effective teamwork environments.

Integrity

• Maintain highest level of ethical standards.

• Exhibit prudent use of public resources.

Respect

• Honor diversity in the workforce and the communities we serve.

• Appreciate individual and inherent differences.

Excellence

• Provide outstanding customer service.

• Execute timely service delivery.

• Promote professional development & innovation.

Picture 4 Internal Stakeholders during a Work

Session


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Programs and Services The SCCFD internal stakeholders identified the following core programs provided to the community, as well as the services that enable the agency to deliver those programs:

Table 10: Core Programs of the Santa Clara County Fire Department

Table 11: Support Services of the Santa Clara County Fire Department

Emergency Management Training Information Technology

Facilities Support Services County Counsel

Vehicle maintenance shop Administration County Communications

Business services Personnel Services Public Works

Law enforcement Ambulance companies Water purveyors

Pacific Gas & Electric Governing bodies American Red Cross

Cal Fire Mutual and Automatic aid departments

Volunteers County parks Hospitals

Public health Civic groups Media

Fire Safe Council Amateur radio Insurance companies

California Office of Emergency Services (OES)

IAFF Local 1165 Animal services

Schools Faith-based organizations

Vendors State Fire Marshal Board up companies

Federal government State government Building departments

FIRESCOPE FEMA Cal OSHA

Boy Scouts of America – Fire Explorers

Fire Associates of Santa Clara Valley

AHA (American Heart Association)

Picture 5 Internal Stakeholders during a Work Session

Fire Suppression Fire Prevention Emergency Medical Services

Technical Rescue Fire Investigation Hazardous Materials Mitigation

Community Education and Preparedness


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

Strengths

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

Table 12: Strengths of the Santa Clara County Fire Department

Labor /management relations Work environment Employee retention /loyalty Competitive salary and benefits Reputation Professional opportunities Community support Infrastructure Morale/supportive environment CNT culture/strong community ties Fiscal stability Professionalism/appearance Autonomy (special districts) Fitness program Allied agency collaboration

Jurisdictionally diverse Hiring process (application and probation)

Political relationships Operational capabilities (mutual aid)

Community oriented Full service Diverse backgrounds – personal Specialized teams Accredited agency Strategic /Business plan Standards of coverage Data driven Can do attitude! Aspiring Captain in Training (ACT) program

Policies /Rules & Regulations /Memorandum Of Agreement

Community outreach program Line Officers’ Administrative Guide (LOAG) Organizational longevity In house HR, public education, arson, IT Highly motivated employees Ability to meet changing service environment

Healthy workforce (low injury rates) Ability to foster regional cooperation

Pursuit of excellence /raising the bar Helping/supporting other agencies in need

Low incidence of grievances Modern equipment /PPE /good reserves Proactive ideas Maintenance of equipment /facilities /fleet Volunteerism Local 1165 strength/community involvement Customer service oriented Highly skilled /educated workforce/untapped SMEs

Support for education/advancement Flexible leave for line personnel

Statewide influence /ability to have influence (FIRESCOPE Committee Involvement) Size of department allows for flexibility and opportunities


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Weaknesses

Performance or lack of performance within an organization depends greatly on the identification of weaknesses and how they are confronted. While it is not unusual for these issues to be at the heart of the organization’s overall concerns, it is unusual for organizations to be able to identify and deal with these issues effectively on their own.

For any organization to either begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it functions poorly or not at all. These areas of needed enhancements are not the same as threats to be identified later in this document, but rather those day-to-day issues and concerns that may slow or inhibit progress. The following items were identified by the internal stakeholders as weaknesses:

Table 13: Weaknesses of the Santa Clara County Fire Department

Lack of succession planning Use of technology Inconsistency in hiring process Outgrowing infrastructure Time management Lack of leadership development Facilities master planning (lack of) Bureaucracy Payroll process Communication (internal processes) Improve operation planning for CERT Understaffed – “running lean” Lack of regional incident management team Lack of business writing skills No annual performance evaluations Supervisor not taking action when they should /lack training of new supervisor in handling personnel issues Inconsistency in practices and procedures in satellite offices /stations /battalions and shifts Over-utilization of subject matter experts and internal resources Disconnect between operations and training – tactics matching training Prevention and operational communications is not formalized – complacency Fire prevention culture (silos) Lack of specialized training (non-special ops) Lack of cross training /depth Fire prevention/Fire Marshal’s Office turnover

Data analysis capability /quality Promotional opportunities (Fire prevention) Inconsistency in accountability Lack of two-way communication

Loss of institutional knowledge Lack of mechanical aptitude in new generations

Software training Lack of recruitment outreach /diversity

Staffing in the arson unit HRIS – human resource information system Workplace accountability Career advancement opportunities, non-suppression

Internal relationships More efficient process for performance evaluation

Systems integration County

Intra-departmental familiarity and appreciation Accommodating conflicting priorities

Lack of public information; Incident information Social media Community events Website

Overuse of online training; Relevance Time commitments Lack of team building Not developed internally


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Opportunities

The opportunities for an organization depend on the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing service, but on expanding and developing new possibilities both inside and beyond the traditional service area. The internal stakeholders identified the following potential

opportunities:

Table 14: Opportunities for the Santa Clara County Fire Department

Increased regionalization agencies / training Increased collaboration outside agencies government/private Positive media relationships – TV - newspaper etc. Utilize social media for department, having a PIO / public affairs, non-emergency related Leverage OES resources to support department Community outreach (open houses, pancake breakfasts) Providing internship opportunity with colleges and universities Training opportunities (National Fire Academy, etc.) Policy making, statewide (FIRESCOPE, SFT, CPF/Union) Consolidation of contracts in fire prevention Collaborative sharing of GIS data between agencies (can apply to other types of data / resources). Online surveys – electronic feedback Regional communications / boundary drops Newsletter to community Fundraising / give back to community with local

Labor / management collaboration Grant opportunities Outsourcing specialized projects Political / community relationships Public / private partnerships – OES Expand services – e.g. board up, restoration County relationships – OES Resource sharing (economies of scale) More comprehensive brush abatement – all jurisdictions Maximize use of software to track salaries and benefits

Utilize external services to maintain current policies and procedures / Lexipol Professional exchange programs (with other CA fire departments) Improve participation in standards making organizations and professional associations

Picture 6 Internal Stakeholders during a Work

Session


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Threats

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

Table 15: Threats to the Santa Clara County Fire Department

Budget/Revenue Insurance premiums Large scale event / disaster Bad publicity/ negative public opinion Loss of service contracts Privatization of services – ALS/Fire/Rescue Loss of political support Cyber threats / hackers Cost of real estate / resources Economic fluctuations Loss of culture due to external influences e.g. forced regionalization Unequal levels / Quality of service in mutual aid agreements’ Pension costs Health care cost increases Terrorism domestic / international Communication / infrastructure disruption Loss/diminishing water supply Traffic congestion and traffic calming Preparedness apathy Litigation (potential) Loss of autonomy Social media Shifting prioritization of state resources from Cal OES Procurement processes (unintended consequences) Perception of the traditional fire service model Aging and growing population – increasing call volume

Critical Issues and Service Gaps After reviewing the SCCFD’s core programs and support services, and identifying internal strengths and weaknesses along with external opportunities and threats, the internal stakeholders identified their primary critical issues and service gaps as the foundation for the development of goals and objectives in order to meet their future vision.

Table 16: Critical Issues and Service Gap Issues Identified

Community Interaction Internal Communications Human Resources

Department Infrastructure External Communications Training

Organizational Sustainability Information Technology Fire Prevention

Community Outreach Emergency Preparedness and Education


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

Vince Lombardi, American Football Coach and Motivator

Strategic Initiatives Having reviewed the agency’s critical issues and service gaps, the following strategic initiatives were identified to guide the agency in establishing the goals and objectives.

Table 17: Strategic Initiatives of the Santa Clara County Fire Department

External Communications Internal Communications

Infrastructure Workforce Planning and Development

Training Fire Prevention

Community Preparedness and Education Sustainability

Goals and Objectives The Community-Driven Strategic Planning Process, to this point, has dealt with establishing the Mission, Values, S.W.O.T., Critical Issues and Service Gaps, and Strategic Initiatives of the SCCFD. In order to achieve the mission of the SCCFD, realistic goals and objectives must be established to enhance strengths, address identified weaknesses, provide individual members with clear direction, and address the concerns of the community. The internal stakeholders met for several hours to complete this critical phase of the planning process.

The internal stakeholders set timelines for completion of objectives supporting the goals. Leadership of the SCCFD should establish work groups to meet periodically to review progress toward these goals and objectives and adjust timelines as needs and the environment change. Once the work groups are established and have had the opportunity to meet and review the goals and objectives, they should report back to the SCCFD leadership with a plan on how the goals are to be achieved.

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

The goals and objectives should now become the focus of the efforts of the agency. By following these goals and objectives carefully, the agency can be directed into its desired future while having reduced the obstacles and distractions along the way.


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Goal 1 Improve external communications with emphasis on timelines, transparency, and constructive feedback.

Objective 1A Establish communications task force to identify talking points and issues. Timeframe 6 months Assigned to Public Information Officer

Critical Tasks

Identify personnel for task force (collaborative effort). Establish meeting dates. Define goals and expectations of task force. Create County Fire “talking points” for consistent message.

Funding Estimate

Capital Costs: Personnel Costs:

Consumable Costs: Contract Services Costs:

Objective 1B Develop a community outreach plan Timeframe 12 months Assigned to Public Information Officer

Critical Tasks

Prioritize audience. Identify key internal/external stakeholders to validate content. Create baseline survey; send survey to external stakeholders. Refine message based

on feedback. Identify and develop deliverable content Identify methods of content delivery.

Funding Estimate



Objective 1C Implement a community outreach plan Timeframe 12 months Assigned to Public Information Officer

Critical Tasks

Establish time line for content delivery. Train internal stakeholders on details and execution plan. Execute plan through stakeholders identified in Objective 2B.

Funding Estimate



Objective 1D Evaluate and refine community outreach plan for improved value Timeframe 12 months Assigned to Public Information Officer

Critical Tasks

Develop survey to evaluate plan. Distribute survey to stakeholders. Analyze survey results. Update plan as needed.

Funding Estimate




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Goal 2 Improve Internal Communications.

Objective 2A Evaluate existing methods of internal communications. Timeframe 12 months Assigned to Public Information Officer

Critical Tasks

Evaluate inter-division communications. Evaluate the use of email communications. Evaluate the distribution of notice and memos. Evaluate shift, station, and battalions and staff communications (Local 1165).

Funding Estimate



Objective 2B Research alternate communications. Timeframe 12-24 months Assigned to Public Information Officer

Critical Tasks

Identify other agencies best practices. Conduct a cost benefits analysis of improved technologies. Identify communication methods that are most effective to empower members of the

organization. Funding Estimate



Objective 2C Implement identified methods to improve information flow. Timeframe 12 months Assigned to Public Information Officer

Critical Tasks

Develop an implementation plan. Seek approval of plan. Assign members to team. Establish timeline to implement.

Funding Estimate



Objective 2D Restore emphasis to face-to-face communications. Timeframe 6-12 months Assigned to Public Information Officer

Critical Tasks

Identify issues that are best communicated in person (i.e., formal and informal). Research options for education/training/skill development. Seek approval for delivery of training. Schedule classes. Evaluate effectiveness.

Funding Estimate



Objective 2E Evaluate effectiveness of implemented programs and methods. Timeframe On going Assigned to Public Information Officer

Critical Tasks

Use evaluation tools (e.g.: survey monkey). Revise as needed. Plan for future - continuity of training.

Funding Estimate




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Goal 3 Provide facilities service and materials in support of SCCFD’s future and current organizational demands.

Objective 3A Utilize space needs analysis to create a plan. Timeframe 12 – 18 months Assigned to Deputy Chief / Support Services

Critical Tasks

Form taskforce/committee to triage building needs. Create a plan to address each item on the priority list. Assign resources to the highest priority needs. Present results to A-staff for direction and guidance.

Funding Estimate



Objective 3B Create a streamlined procurement system to improve efficiency. Timeframe 12-18 months Assigned to Deputy Chief / Support Services

Critical Tasks

Form taskforce/committee to identify system requirements (supplies, equipment, fuel, etc.).

Identify all affected stakeholders and assess needs. Create the procurement system.

Funding Estimate



Objective 3C Utilize “next level” analysis of data collection, storage and usage. Timeframe 1-2 years Assigned to Information Technology Officer

Critical Tasks

Form taskforce/committee to triage data needs. Create a plan to address each item on the priority list. Assign resources to the highest priority needs. Present results to A-staff (aka “IT governance”) for direction and guidance.

Funding Estimate



Objective 3D Promote environmental stewardship through innovative technologies, behaviors, and practices.

Timeframe On going Assigned to Information Technology Officer

Critical Tasks

Form a committee to assess opportunities. Provide committee with research and educational opportunities. Create a plan to incorporate innovative technologies. Create appropriate policies and procedures to guide personnel in adopting new

behaviors and practices. Educate personnel.

Funding Estimate




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Goal 4 Build and maintain an effective workforce to support the Department’s mission, vision and values.

Objective 4A Form task force(s) to conduct needs assessment(s) (e.g., succession planning, staffing, leveraging subject matter expertise).

Timeframe 3 months Assigned to Personnel Services Manager

Critical Tasks

Determine areas, groups or divisions needing assessment Determine number and make-up of members needed for each task force. Secure participants. Prepare meeting schedule(s) and agendas. Assign taskforce member responsibilities.

Funding Estimate



Objective 4B Identify and develop the needs assessment process. Timeframe 4 – 6 months Assigned to Personnel Services Manager

Critical Tasks

Identify evaluation tools and resources needed. Develop the evaluation tools and resources. Obtain labor/management and A-Staff buy-in.

Funding Estimate



Objective 4C Conduct the needs assessment process. Timeframe 12 months Assigned to Personnel Services Manager

Critical Tasks

Utilize evaluation tools to research the focus area. Gather and organize data. Evaluate data. Prepare report of findings. Present report of findings for consensus.

Funding Estimate



Objective 4D Develop a plan. Timeframe 4 -12 months Assigned to Personnel Services Manager

Critical Tasks

Identify resources necessary to carry out the plan (e.g., staff, money, resources). Secure necessary tools and resources. Communicate plan at labor/management meeting.

Funding Estimate




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Goal 5 Improve workforce training through continual program development.

Objective 5A Create a task force to determine training needs. Timeframe 3 months Assigned to Personnel Services Manager

Critical Tasks

Determine number of taskforce members and secure participants. Prepare meeting schedule and agendas. Assign taskforce member responsibilities.

Funding Estimate



Objective 5B Taskforce identifies training needs and prepares action plan. Timeframe 24 months Assigned to Personnel Services Manager

Critical Tasks

Activate taskforce activities. Compile taskforce results. Create an action plan. Get approval for the action plan.

Funding Estimate



Objective 5C Implement program improvements. Timeframe 24 months Assigned to Personnel Services Manager

Critical Tasks

Identify resources necessary for programs (e.g., staff, money, resources). Secure necessary resources. Communicate plan at labor/management meeting. Inform the workforce (awareness, training). Implement program improvements.

Funding Estimate



Objective 5D Evaluate efficiency. Timeframe 6 months Assigned to Personnel Services Manager

Critical Tasks

Identify evaluation tools. Utilize evaluation tools. Data evaluation. Adjust programs as necessary. Prepare ongoing re-evaluation program.

Funding Estimate




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Goal 6 Redefine the fire prevention organization to achieve unity and consistency in delivery of service to our customers.

Objective 6A Evaluate and procure suitable interim facilities for consolidation of all fire prevention personnel at one physical location.

Timeframe 9 months Assigned to Deputy Chief / Support Services

Critical Tasks

Conduct needs analysis of current and interim facility requirements. Evaluate available budget for relocation/consolidation effort. Identify available facilities within geographic and budgetary constraints. Procure acceptable facility. Prepare for and implement consolidation plan.

Funding Estimate



Objective 6B Review, analyze and define scope of fire prevention services, sufficient to meet present and future needs.

Timeframe 6-9 months Assigned to Deputy Chief / Fire Prevention

Critical Tasks

Identify working group to represent all fire prevention elements (plan examination, construction inspection, annual inspection, hazardous materials, code enforcement, engineering, training, etc.).

Review statutes, regulations and adopted standards to clearly establish mandatory plan review/inspection requirements.

Compare current plan review and inspection practices against statutory requirements, local ordinance, adopted standards, industry practice, and contract obligations.

Prepare written scope of services and companion policy document(s) for dissemination/implementation.

Provide training/education of all affected personnel for consistent application. Establish schedule for periodic review of policy and training documents to evaluate

effectiveness and recommend revision, as necessary. Funding Estimate



Objective 6C Review and revise Fire Prevention organizational structure for efficient utilization and management of human and physical resources.

Timeframe 3 months Assigned to Deputy Chief / Fire Prevention

Critical Tasks

Identify working group for analysis and revisions. Discuss existing structure with working group. Identify similar, desirable model structures. Select model structure, and refine to meet specific needs. Prepare revised organizational chart. Obtain A-Staff approval. Disseminate revised structure.

Funding Estimate




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Objective 6D Review, revise existing and create new job specifications; sufficient to support fire prevention organizational structure and scope of services.

Timeframe 9 months Assigned to Personnel Services Manager

Critical Tasks

Compare existing job specifications against organizational structure to identify needed additions to existing positions.

Compare existing job specifications against current state, national & industry standards to identify appropriate revisions.

Create specifications for identified new positions, referencing national and industry standards. Revise existing specifications as deemed appropriate.

Meet and confer with Local 1165 for recognition of newly created positions, as applicable.

Funding Estimate



Objective 6E Create a formal staff development program for continuous improvement of new and existing fire prevention personnel.

Timeframe 2 years Assigned to Personnel Services Manager

Critical Tasks

Identify minimum orientation information and technical skill level required of all new employees.

Prepare and document introductory training module for new employees to address skills identified by the previous critical task.

Coordinate with all fire prevention positions for creation of “task books” for supervisor sign off of minimum required skill sets.

Evaluate and identify “cross training” opportunities within fire prevention, and across divisional lines.

Evaluate, identify, and document minimum continuing education requirements for each fire prevention position.

Funding Estimate



Objective 6F Review, revise and delete fire prevention standard details, policies and informational bulletins, as deemed appropriate.

Timeframe 2 years Assigned to Deputy Chief / Fire Prevention

Critical Tasks

Compare existing standards against reference codes and national standards. Revise standards to reflect adopted codes, standards, engineering and industry

practice. Supplement the previous critical task findings with clarifications needed for

consistency with department operational needs. Review, revise and or discontinue existing information bulletins, as needed Approve and disseminate revised standards and bulletins. Maintain running reference to significant standards changes.

Establish revision schedule for all standards, in line with applicable reference standards.

Funding Estimate




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Goal 7 Develop comprehensive emergency management, preparedness, and community education programs to support the community.

Objective 7A Identify, develop and implement a comprehensive plan for emergency management. Timeframe 12 months Assigned to Director of Emergency Management

Critical Tasks

Identify internal and external stakeholders Identify authorities Identify processes and procedures Convene internal stakeholders and perform a needs assessment Review current program; compare and contrast versus the needs assessment Compile a final needs assessment Convene all stakeholders to vet the needs assessment Publish the final needs assessment to be utilized as the guiding document for the

development and implementation objective Identify the Program Development Team Identify the resources available and leverage opportunities Gather and review the current plans Identify the gaps and tie back to the needs assessment Utilize the Whole Community planning approach Develop the Emergency Operations Center (EOC) Functionality/Readiness Plan Develop a Training and Exercise Plan to support the jurisdiction’s Emergency

Operations Plans, and EOC Functionality/Readiness Plan Develop a Sustainability Program Plan Develop an Internal and External Communications Plan for program/plan

implementation Provide a process for continuous improvement and evaluation

Funding Estimate




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Objective 7B Identify, develop and implement a comprehensive plan for community preparedness. Timeframe 12 months Assigned to Director of Emergency Management

Critical Tasks

Identify the internal and external stakeholders Identify authorities Identify processes and procedures Convene the internal stakeholders and perform a needs assessment Review the current program; compare and contrast versus the needs assessment Compile the final needs assessment Convene all of the stakeholders to vet the needs assessment Publish the final needs assessment to be utilized as the guiding document for the

development and implementation objective Identify the Program Development Team Identify the resources available and leverage opportunities Gather the current plan(s) and review Identify the gaps and tie back to the needs assessment Utilize the Whole Community planning approach Identify the jurisdictional roles and responsibilities

Funding Estimate



Objective 7C Identify, develop and implement a comprehensive community education program. Timeframe 12 months Assigned to Director of Emergency Management

Critical Tasks

Identify the internal and external stakeholders Identify authorities Identify processes and procedures Convene the internal stakeholders and perform a needs assessment Review the current program; compare and contrast versus the needs assessment Compile the final needs assessment Convene all of the stakeholders to vet the needs assessment Publish the final needs assessment to be utilized as the guiding document for the

development and implementation objective Identify the Program Development Team Identify the resources available and leverage opportunities Gather current plans and review Identify the gaps and tie back to the needs assessment Develop a Community Education Services Program Plan Develop a Training and Exercise Plan to support the Community Education

Services Program Plan Develop a Sustainability Program Plan

Funding Estimate




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Goal 8 Maintain and enhance current levels of service.

Objective 8A Balance revenues with expenditures over a five-year period. Timeframe 5 years Assigned to Director of Business Services

Critical Tasks

Identify long term or large sum expenditures (i.e., stations facilities, equipment, OPEB). Designate funds for specific expenditures. Set a target for undesignated fund balance.

Funding Estimate



Objective 8B Implement a cost recovery in all programs. Timeframe 2 years Assigned to Director of Business Services

Critical Tasks

Identify programs where potential exists – hazmat, inspections, plan reviews, etc. Conduct cost analysis for services provided. Determine what the market will bear and conduct outreach. Propose ordinances and establish process to seek approval from the Board of

Supervisors. Funding Estimate



Objective 8C Enhance relationships with all communities served. Timeframe 1-3 years Assigned to Public Information Officer

Critical Tasks

Identify all services provided. Perform needs assessment. Develop outreach plan for external stakeholders. Train a core group to provide outreach. Develop an assessment to measure effectiveness of outreach.

Funding Estimate



Objective 8D Control personnel costs. Timeframe 1-2 years Assigned to Director of Business Services

Critical Tasks

Identify areas of potential cost savings. Identify all personnel costs. Conduct a needs assessment to determine cause (data analysis). Develop plan to address areas of opportunity. Implement plan.

Funding Estimate




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Objective 8E Explore new service opportunities. Timeframe 5 years Assigned to Operations Captain

Critical Tasks

Conduct a community needs assessment. Identify new service opportunities (e.g., weed abatement, home inspections,

community para medicine, etc.). Develop programs. Conduct cost/benefits analysis. Implement programs.

Funding Estimate




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Vision On the final day of the process, the CPSE presented the SCCFD a vision of where the agency will be in the future. This vision provides a target of excellence that the organization will strive toward and provide a basis for its goals and objectives.

Table 18: Vision of the Santa Clara County Fire Department

We, the members of the Santa Clara County Fire Department envision an agency that

continues to be widely known as an internationally accredited department that reflects

best practices in the delivery of services to our community. Through the pursuit of our

goals, we will demonstrate continuous improvement, guided by our values of trust,

integrity, respect, and excellence.

Through our workforce development and training initiatives, we will invest in our

greatest organizational assets, our members, ensuring they are appropriately staffed

and professionally developed and trained. Our enhanced internal communications

processes will strengthen our unit integrity.

Our focus on our communities through greater preparedness and education systems,

supported by quality external communications systems, will further prove our support

for those we serve. Through our improved fire prevention program, our communities

will thrive with a greater focus on safety.

We will foster continuous improvement through infrastructure solutions to further

support our delivery to the community. This will be accomplished while focusing on

sustainability and responsibility.

We will realize individual and department excellence as we hold one another

accountable for fulfilling our mission, living our values, accomplishing our goals, and

ensuring this vision becomes reality.


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Performance Measurement “Managing for Results”

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

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

Why Measure Performance?

It has been said that:

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

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

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

If you don’t measure the results of your plan, you can’t tell success from failure.

If you can’t see success, you can’t reward it.

If you can’t reward success, you’re probably rewarding failure.

If you can’t see success, you can’t learn from it.

If you can’t recognize failure, you can’t correct it.

If you can demonstrate results, you can win public support.

Reinventing Government David Osborn and Ted Gaebler


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A “family of measures” that is typically utilized to indicate and measure performance includes the following:

Inputs: Value of resource used to produce an output.

Outputs: Quantity or number of units produced which are activity- oriented and measurable.

Efficiency: Inputs used per output (or outputs per input).

Service Quality: The degree to which customers are satisfied with a program, or how accurately or timely a service is provided.

Outcome: Qualitative consequences associated with a program/service; i.e., the ultimate benefit to the customer. Outcome focuses on the ultimate “why” of providing a service.

The Success of the Strategic Plan The SCCFD has approached its desire to develop and implement a Strategic Plan by asking for and receiving input from the community and members of the agency during the development stage of the planning process. The agency utilized professional guidance and the Community-Driven Strategic Planning Process to compile this document. The success of the SCCFD’s strategic plan will not depend upon implementation of the goals and their related objectives, but from support received from the authority having jurisdiction, membership of the agency, and the community at-large.

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

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

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

Good to Great and the Social Sectors Jim Collins


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Glossary of Terms, Acronyms, Initialisms For the purposes of the Community-Driven Strategic Planning, the following terms and acronyms have the meanings set forth below:

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

CERT Community Emergency Response Team

Customer(s) The person or group who establishes the requirement of a process and receives or uses the outputs of that process; or the person or entity directly served by the department or agency.

Efficiency A performance indication where inputs are measured per unit of output (or vice versa).

Environment Circumstances and conditions that interact with and affect an organization. These can include economic, political, cultural, and physical conditions inside or outside the boundaries of the organization.

GIS Geographic Information System.

Input A performance indication where the value of resources are used to produce an output.

Mission An enduring statement of purpose; the organization's reason for existence. Describes what the organization does, for whom it does it, and how it does it.

OES Office of Emergency Services.

Outcome A performance indication where qualitative consequences are associated with a program/service; i.e., the ultimate benefit to the customer.

Output A performance indication where a quality or number of units produced is identified.

PEP Personal Emergency Preparedness.

Performance Measure A specific measurable result for each goal and/or program that indicates achievement.


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Stakeholder Any person, group, or organization that can place a claim on, or influence the organization's resources or outputs, is affected by those outputs, or has an interest in or expectation of the organization.

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

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

Strategic Objective A specific, measurable accomplishment required to realize the successful completion of a strategic goal.

Strategic Plan A long-range planning document that defines the mission of the agency and broadly identifies how it will be accomplished, and that provides the framework for more detailed annual and operational plans.

Strategic Planning The continuous and systematic process whereby guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.

Strategy A description of how a strategic objective will be achieved. A possibility. A plan or methodology for achieving a goal.

Vision An idealized view of a desirable and potentially achievable future state - where or what an organization would like to be in the future.


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

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

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

Federal Benchmarking Consortium. (1997, February). Serving the American Public: Best Practices in Customer-Driven Strategic Planning. Retrieved April 25, 2009, from GovInfo: http://govinfo.library.unt.edu/npr/library/papers/benchmark/customer.html

Griffin, R. W. (2008). Fundamentals of Management (Fifth Ed.). Boston, MA: Houghton Mifflin Company.

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

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

Wheeland, C. M. (2004). Empowering the Vision – Community-Wide Strategic Planning in Rock Hill, South Carolina. Lanham, MD: University Press of America.

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