Strategic plan Flashcards
1
Q
who produced the strategic plan?
A
ESCI
2
Q
What year was the strategic plan completed?
A
2018
3
Q
how long is the strategic plan good for?
A
5 years
4
Q
a strategic plan is also known as?
A
organizational work plan
5
Q
what are two key components of a strategic plan?
A
citizen feedback and internal stakeholder assessment
6
Q
how many people were on the citizen forum?
A
16 but only 15 participated
7
Q
how many people from CPFR were on the internal planning team?
A
20
8
Q
an organization that knows where its going, known the environment in which it must operate and identifies how to get there has the best chance to meet the need of its community and achieve its own vision. T/F?
A
True
9
Q
what does SWOT stand for?
A
Strengths, Weaknesses, Opportunities and Threats
10
Q
what is the most important citizen planning priority?
A
equipment and facilities maintenance
11
Q
list the citizen planning priorities:
A
- equipment/ facilities maintenance
- technical competence
- improve response times
- expand staffing and deployment
- maintain response times
- contain cost
12
Q
what do citizen forum participants prefer in regards to planning priorities?
A
high state of readiness to respond to emergencies, and a high emphasis on improving response times.
13
Q
why is the citizen advisory forum not concerned about containing cost?
A
they feel we will use our current funding methods to our greatest advantage without raising taxes
14
Q
in order what are the most important services the district provides?
A
fire supression, ems, haz mat, spec ops, public ed, fire code compliance, fire prevention, disaster prep, aircraft/usar response, and defensible space management.
15
Q
does the citizen advisory forum feel we are overstaffed, understaffed or staffed appropriately?
A
staffed appropriately 71% understaffed 29% overstaffed 0%
16
Q
does the citizen advisory forum feel we respond too heavy, respond appropriate or respond too slow?
A
respond appropriate 86% respond too slow 14% overrespond 0%
17
Q
does the citizen advisory forum feel that we are too expensive, cost appropriate or underfunded?
A
cost appropriate 64% underfunded 36% too expensive 0%
18
Q
how many members do we have?
A
305
19
Q
how many members responded to the department wide survey?
A
195 or 64%
20
Q
what demographic completed the survey with the highest percentage?
A
people with paid and volunteer time greater than 20 years 47% 10-20 was 36% and 3-10 was 17%
21
Q
what demographic completed the survey in regards to years of service at CP?
A
0-5 20%,
6-10 10%
10-20 36%
20+ 34%
22
Q
what current position made the majority of the surveys returned?
A
line staff and company officer. command staff 9% company officer 20% line staff 55% support staff 15%
23
Q
what % of respondents that completed the survey were line staff and company officer?
A
75%
24
Q
what two items did the membership feel need improvement regarding training and professional development opportunity?
A
members who are promoted are usually well prepared by the district’s professional development program for their new duties and my district has a clear plan in place for my professional development. both items were in regards to professional developement.
25
did the member ship feel training is consistent throughout the district?
about half and half 44% said strongly agree or somewhat agree and 51% said strongly disagree or somewhat disagree
26
does the membership feel the senior leadership is open and honest?
its a split 40-60%
27
how does the membership feel they get their information?
many different options from other members, supervisors, union leadership and the fire chief.
28
how does the member feel about department moral?
54% feel it is high and 44% feel that it is low in their work group
29
what % of people feel the district makes decisions in a timely, impartial and consistent manor?
30% agree and 70% disagree or strongly disagree
30
members feel their officer or supervisor they work with sets a good example and are knowledgeable. T/F?
true 85% feel they set a good example and 94% feel they are knowledgeable
31
does the membership think they have a clear understanding of the job and responsibilities?
yes 95% feel that way
32
does the membership feel the district provides the necessary resources to perform the job effectively?
yes 78% feel that way
33
what % of people think morale is good? what % think morale is poor and what % think morale is average?
21% feel its good or excellent, 27% feel morale is poor and 52% feel morale is average
34
how does the membership feel morale is compared to a year ago?
47% feel its the same, 39% feel its better and 13.75% feel its worse
35
what % of the membership rate their work environment is good or excellent?
69%
36
what % of the membership rate their work environment as average or poor?
30%
37
what % of members are proud to work or somewhat proud to work for CPFR?
79%
38
what % of members are not proud of working for CPFR?
18%
39
list the external services we provide the citizens based on the quality the membership feels we provide it.
1. EMS, 2. fire supression, 3, code enforcement, 4, tech rescue, 5. haz mat, 6. plan inspections, 7. public education
40
what two internal service items are rated as the highest by the membership?
employee benefits and willness/ fitness program
41
what two internal service items are rates as the lowest by the membership?
organizational planning and dispatch/ communications
42
the membership is split on how they feel in regards to vehicle/station maintenance being timely, well maintained T/F?
true
43
what % of members feel somewhat or strongly agree that the districts leadership are striving to maintain cooperative relationships with neighboring agencies?
74%
44
what % of the members think the department is sufficiently engaged in the community?
71%
45
what % of members think the district is respected by the community?
94%
46
what % of the members think the district has a good or excellent image with the community?
85%
47
what is the CPFR mission statement?
effectively respond, continuously improve, and compassionately serve
48
what should the mission statement clearly define?
the mission statement should clearly define the primary purpose of the organization's existence.
49
our vision is to be an organization that is:
- dedicated to internal and external customer service
- committed to professional development
- innovative and adaptable
- determined to meet or exceed industry best practices
- supporting of a culture of heath, wellness and safety.
- committed to systems and processes that are consistent and provide accountability
- financially sustainable
50
define values:
values define what the people in the organization consider to be appropriate and inappropriate behavior.
51
define vision:
vision includes knowing where you will be in the future. for an organization it provides members with a future view, a clear sense of direction, a mobilization of energy and gives a sense of being engaged in something important
52
an organization's fundamental values define the organizations culture and belief system. T/F?
true, thus providing a foundation in an environment that is always changing.
53
What is core value 1?
commitment to excellence
54
core value 1 commitment to excellence includes what?
develope and maintain technical proficiency
utilize multidirectional clear communication
exemplify a strong work ethic
demonstrate dependability
promote positive culture
show pride in self, organization, and profession
55
what is core value 2?
respect
56
core value 2 "respect" includes what?
```
be tactful, right place, time and topic
use candor, timely and to the point
talk only about what you know to be true
be professional
discuss principles, no politics or personality `
```
57
What is core value 3?
trust or worthiness
58
core value 3 "trust or worthiness" includes what?
demonstrate confidence in each other through acknowledgement and feedback
assume positive intent
establish and maintain open communications
59
what is core value 4?
integrity
60
core value 4 integrity includes what?
doe the right thing even when no one is watching
do what you said you would do
own mistakes and accept feedback
61
what is core value 5?
competence and professionalism
62
core value 5 competence and professionalism includes what?
```
be consistent
be a lifelong learner
adhere to appearance and conduct standards
hold each other accountable
actively mentor others.
```
63
what is core value 6?
compassion and selflessness
64
core value 6 compassion and selflessness includes what?
demonstrate empathy
actively listen
place duty before self
commit to humanity and dignity.
65
why should every member of the district empower themselves with the mission, vision and core values?
they are the basis for accomplishing the organizations strategic initiatives, goals, objectives, and day to day tasks.
66
what core department Strengths did the internal planning team identify?
```
people and relationships
community and citizen support
commitment to improvement
labor management
customer service
adaptablity
professionalism
safety and mission oriented
```
67
what core department Weaknesses did the internal planning team identify?
```
lack of mentoring, leading and succession plan
communication
internal conflict resolution
employee sense of value
lack of consistency
current culture
resource allocation
underutilizing membership talent
lack of unified leadership
low acuity calls
```
68
what core department Opportunities did the internal planning team identify?
increased staffing and response, training/ education, employee officer developement, mentoring, diverse backgrounds, innovation, alternate funding options, strategic plan implementation, technology, dispatch review, response system overhaul, partnering with other agencies, ems restructure, standards of cover, community engagement, and opportunity to fix culture.
69
what core department Threats did the internal planning team identify?
red funding, hazard profile, increase in retirements, complacency, lack of voter/community support, stagnation, lack of successive planning, dispatch, growth of calls, low acuity calls, firefighter burnout, not addressing poor morale, lack of department influence with community planning and code adoption
70
define initiative:
the largest overarching element of a strategic plan, an initiative is the broad enterprise where the district may have multiple areas of focus.
71
define goal:
a smaller component of and subordinate to an initiative, a goal is focused on one particular area but is still general in nature. if all the goals under an initiative have been accomplished the initiative will have been achieved.
72
define objective:
a small component of and subordinate to a goal, an objective is usually defined as a specific, measurable, action oriented, realistic and time sensitive. if all objectives under a goal have been accomplished the goal will have been accomplished.
73
define critical task:
the smallest component of a strategic plan, critical tasks are the immediate ( within 90 days) actions, steps needed to meet the objective or goal. not all goals and objectives have critical tasks.
74
define outcome statement:
the description of a desired result of a goal or objective once accomplished.
75
define performance metric:
the description of measurable improvement of a goal or objective once accomplished.
76
What is initiative 1?
culture and communication
77
who is initiative manager of initiative 1?
mcaadams and shaw
78
list the goals of initiative 1?
improve internal organizational communication
develop an appropriate department culture
understand and improve interpersonal dynamics
improve member recognition within the district
adopt relevant, contemporary policies and standards
79
what is initiative 2?
financial sustainability
80
who is initiative manager of initiative 2?
tonya robacker
81
list the goals of initiative 2:
ensure financial and operational stability of equipment and facilities
review current and alternative revenue sources
conduct robust financial forecasting and semi annually review of economic outlook
82
what is initiative 3?
professional development
83
who is initiative manager of initiative 3?
ac juarez and capt caldier
84
list the goals of initiative 3:
develop and adopt a succession plan with contracted professional assistance
create and implement career paths
develop and rollout position specific enhancements
85
what is initiative 4?
prevention, education and operations
86
who is initiative 4 manager?
ac beckman and ac overby
87
list the goals of initiative 4:
reduce community risks
develop district wide community prevention and ed programs
influence community planning within the dist
develop and implement a district master plan
develop and implement a district ems delivery system plan
develop and implement a fleet service business practices plan
88
what is initiative 5?
marketing and outreach
89
who is initiative 5 manager?
capt shaw and a community influencer
90
list the goals of initiative 5:
develop and adopt a community outreach plan
improve the districts media presence
improve roles and relationships with allied government agencies and entities
maintain citizen support
91
what is initiative 6?
regionalization and cooperation
92
who is initiative 6 manager?
ac stueve, ac jackson and iaff rep
93
list the goals of initiative 6:
create regional efficiencies
develop consistent approach configuration and operation among regional partners
increase CPFR influence regionally
94
what are the three key to successful strategic planning and implementation?
commitment, credibility and communication.
95
what is the role of CPFR members in regards to the strategic plan?
every member must understand it, internalize the mission, vision, values, goals and objectives of it. and help the organization achieve it. the member must be reasonable with expectations.
