Agenda Packets - 2017/09/05 - Laserfiche WebLink

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During the summer and fall of 2016, we conducted strategic planning sessions with all personnel. During the planning sessions, a comprehensive Strength -Weakness -Opportunities - Threats (SWOT) analysis was conducted, obtaining feedback needed to create a clear vision of SBMFD's present and future needs. Analysis of the information collected during the SWOT, identified significant internal and external challenges. From each challenge, goals were created along with strategies and action items required to achieve each goal. While the duration of this strategic plan is approximately five years, strategic goals will be achieved using flexible timeframes. This tactic achieves the overall objective of maintaining organizational flexibility, ensuring continued organizational growth. Internal Challenges Communication Clear, concise, consistent and multi -directional information flow is a hallmark of a healthy organizational culture. Effective and frequent communication contributes to growth, efficient operation of the organization as well as significantly reducing negative information and its conduits. As a department, we need to re-establish, effective communication methods, change current processes to make communication more effective and strive to communicate clearly and concisely through all levels of the organization. Equipment/Apparatus Possessing state of the art apparatus and equipment is critical to the success of a high performing organization. Replacement of obsolete apparatus and equipment must be managed within an effective timeframe, as outlined by national standards and best practices. Possessing state of the art equipment is also a force multiplier, allowing personnel engaged in incident mitigation to deliver significant capability with minimum staffing levels. The SBMFD currently possesses many front-line apparatus, which have exceeded service life. Their advanced age contributes to poor performance, increased out -of -service time due to maintenance issues and unacceptable levels of safety for personnel. The average age of the fleet is 14 years, which is one year less than the maximum service life recommended in National Fire Protection Association (NFPA) 1901. In addition to the age of the apparatus, old/obsolete items that outfit apparatus are increasingly susceptible to failure. The department must continually advocate for a comprehensive capital replacement plan, ensuring personnel have state-of-the-art equipment/apparatus now and in the future. Personnel, Accountability To ensure the good order of the Department, personnel must always maintain high standards of performance, behavior and unfailing integrity. When personnel are not meeting standards and/or expectations, leadership must hold them accountable. Detrimental performance, lack of adherence to standards and lapses of integrity undermine organizational culture. In addition, negative behavior sets a poor example resulting in lack of discipline and substandard performance. The Department must ensure leaders model desired performance, positive behavioral traits and ensure correction of those who do not meet expectations. 41SBMFD 2017-2022 Strategic Plan