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LT Testing > Strategic plan > Flashcards

Strategic plan Flashcards

1
Q

who produced the strategic plan?

A

ESCI

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2
Q

What year was the strategic plan completed?

A

2018

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3
Q

how long is the strategic plan good for?

A

5 years

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4
Q

a strategic plan is also known as?

A

organizational work plan

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5
Q

what are two key components of a strategic plan?

A

citizen feedback and internal stakeholder assessment

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6
Q

how many people were on the citizen forum?

A

16 but only 15 participated

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7
Q

how many people from CPFR were on the internal planning team?

A

20

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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

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9
Q

what does SWOT stand for?

A

Strengths, Weaknesses, Opportunities and Threats

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10
Q

what is the most important citizen planning priority?

A

equipment and facilities maintenance

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11
Q

list the citizen planning priorities:

A
  1. equipment/ facilities maintenance
  2. technical competence
  3. improve response times
  4. expand staffing and deployment
  5. maintain response times
  6. contain cost
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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.

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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

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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.

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15
Q

does the citizen advisory forum feel we are overstaffed, understaffed or staffed appropriately?

A

staffed appropriately 71% understaffed 29% overstaffed 0%

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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%

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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%

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18
Q

how many members do we have?

A

305

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19
Q

how many members responded to the department wide survey?

A

195 or 64%

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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%

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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%

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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%
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23
Q

what % of respondents that completed the survey were line staff and company officer?

A

75%

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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.

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25
Q

did the member ship feel training is consistent throughout the district?

A

about half and half 44% said strongly agree or somewhat agree and 51% said strongly disagree or somewhat disagree

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26
Q

does the membership feel the senior leadership is open and honest?

A

its a split 40-60%

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27
Q

how does the membership feel they get their information?

A

many different options from other members, supervisors, union leadership and the fire chief.

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28
Q

how does the member feel about department moral?

A

54% feel it is high and 44% feel that it is low in their work group

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29
Q

what % of people feel the district makes decisions in a timely, impartial and consistent manor?

A

30% agree and 70% disagree or strongly disagree

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30
Q

members feel their officer or supervisor they work with sets a good example and are knowledgeable. T/F?

A

true 85% feel they set a good example and 94% feel they are knowledgeable

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31
Q

does the membership think they have a clear understanding of the job and responsibilities?

A

yes 95% feel that way

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32
Q

does the membership feel the district provides the necessary resources to perform the job effectively?

A

yes 78% feel that way

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33
Q

what % of people think morale is good? what % think morale is poor and what % think morale is average?

A

21% feel its good or excellent, 27% feel morale is poor and 52% feel morale is average

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34
Q

how does the membership feel morale is compared to a year ago?

A

47% feel its the same, 39% feel its better and 13.75% feel its worse

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35
Q

what % of the membership rate their work environment is good or excellent?

A

69%

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36
Q

what % of the membership rate their work environment as average or poor?

A

30%

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37
Q

what % of members are proud to work or somewhat proud to work for CPFR?

A

79%

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38
Q

what % of members are not proud of working for CPFR?

A

18%

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39
Q

list the external services we provide the citizens based on the quality the membership feels we provide it.

A
  1. EMS, 2. fire supression, 3, code enforcement, 4, tech rescue, 5. haz mat, 6. plan inspections, 7. public education
40
Q

what two internal service items are rated as the highest by the membership?

A

employee benefits and willness/ fitness program

41
Q

what two internal service items are rates as the lowest by the membership?

A

organizational planning and dispatch/ communications

42
Q

the membership is split on how they feel in regards to vehicle/station maintenance being timely, well maintained T/F?

A

true

43
Q

what % of members feel somewhat or strongly agree that the districts leadership are striving to maintain cooperative relationships with neighboring agencies?

A

74%

44
Q

what % of the members think the department is sufficiently engaged in the community?

A

71%

45
Q

what % of members think the district is respected by the community?

A

94%

46
Q

what % of the members think the district has a good or excellent image with the community?

A

85%

47
Q

what is the CPFR mission statement?

A

effectively respond, continuously improve, and compassionately serve

48
Q

what should the mission statement clearly define?

A

the mission statement should clearly define the primary purpose of the organization’s existence.

49
Q

our vision is to be an organization that is:

A
  • 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
Q

define values:

A

values define what the people in the organization consider to be appropriate and inappropriate behavior.

51
Q

define vision:

A

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
Q

an organization’s fundamental values define the organizations culture and belief system. T/F?

A

true, thus providing a foundation in an environment that is always changing.

53
Q

What is core value 1?

A

commitment to excellence

54
Q

core value 1 commitment to excellence includes what?

A

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
Q

what is core value 2?

A

respect

56
Q

core value 2 “respect” includes what?

A 
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
Q

What is core value 3?

A

trust or worthiness

58
Q

core value 3 “trust or worthiness” includes what?

A

demonstrate confidence in each other through acknowledgement and feedback
assume positive intent
establish and maintain open communications

59
Q

what is core value 4?

A

integrity

60
Q

core value 4 integrity includes what?

A

doe the right thing even when no one is watching
do what you said you would do
own mistakes and accept feedback

61
Q

what is core value 5?

A

competence and professionalism

62
Q

core value 5 competence and professionalism includes what?

A 
be consistent 
be a lifelong learner 
adhere to appearance and conduct standards 
hold each other accountable 
actively mentor others.
63
Q

what is core value 6?

A

compassion and selflessness

64
Q

core value 6 compassion and selflessness includes what?

A

demonstrate empathy
actively listen
place duty before self
commit to humanity and dignity.

65
Q

why should every member of the district empower themselves with the mission, vision and core values?

A

they are the basis for accomplishing the organizations strategic initiatives, goals, objectives, and day to day tasks.

66
Q

what core department Strengths did the internal planning team identify?

A 
people and relationships
community and citizen support
commitment to improvement 
labor management 
customer service 
adaptablity 
professionalism 
safety and mission oriented
67
Q

what core department Weaknesses did the internal planning team identify?

A 
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
Q

what core department Opportunities did the internal planning team identify?

A

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
Q

what core department Threats did the internal planning team identify?

A

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
Q

define initiative:

A

the largest overarching element of a strategic plan, an initiative is the broad enterprise where the district may have multiple areas of focus.

71
Q

define goal:

A

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
Q

define objective:

A

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
Q

define critical task:

A

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
Q

define outcome statement:

A

the description of a desired result of a goal or objective once accomplished.

75
Q

define performance metric:

A

the description of measurable improvement of a goal or objective once accomplished.

76
Q

What is initiative 1?

A

culture and communication

77
Q

who is initiative manager of initiative 1?

A

mcaadams and shaw

78
Q

list the goals of initiative 1?

A

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
Q

what is initiative 2?

A

financial sustainability

80
Q

who is initiative manager of initiative 2?

A

tonya robacker

81
Q

list the goals of initiative 2:

A

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
Q

what is initiative 3?

A

professional development

83
Q

who is initiative manager of initiative 3?

A

ac juarez and capt caldier

84
Q

list the goals of initiative 3:

A

develop and adopt a succession plan with contracted professional assistance
create and implement career paths
develop and rollout position specific enhancements

85
Q

what is initiative 4?

A

prevention, education and operations

86
Q

who is initiative 4 manager?

A

ac beckman and ac overby

87
Q

list the goals of initiative 4:

A

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
Q

what is initiative 5?

A

marketing and outreach

89
Q

who is initiative 5 manager?

A

capt shaw and a community influencer

90
Q

list the goals of initiative 5:

A

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
Q

what is initiative 6?

A

regionalization and cooperation

92
Q

who is initiative 6 manager?

A

ac stueve, ac jackson and iaff rep

93
Q

list the goals of initiative 6:

A

create regional efficiencies
develop consistent approach configuration and operation among regional partners
increase CPFR influence regionally

94
Q

what are the three key to successful strategic planning and implementation?

A

commitment, credibility and communication.

95
Q

what is the role of CPFR members in regards to the strategic plan?

A

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.

LT Testing (10 decks)

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