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LTC 030-2009 City of Miami Beach Fire Department Strategic Plan< .. P m MIAMI BEACH OFFICE OF THE CITY MANAGER NO. LTC # 030-2009 Zoos FEB -~ ~~~ 1,:02 irirY c~.iF~~~s u~ r ~ LETTER TO COMMISSION TO: Mayor Matti Herrera Bower and Members of the City Commission FROM: Jorge M. Gonzalez, City Manager SATE: February 3, 2009 SUaJECT: CITY OF MIAMI BEACH FIRE DEPARTMENT STRATEGIC PLAN The purpose of this LTC is to communicate the results of the Fire Department's Strategic Planning Process and status of the 5 year Re-Accreditation efforts. BACKGROUND The Miami Beach Fire Department completed its first Strategic Plan in 2003 and was accredited by the International Fire Accreditation Commission in 2004. Both processes were done on a five year basis and yearly compliance reports are filed with the Commission. The Re-Accreditation process is performed as if the agency was never accredited and is an extremely comprehensive process. One of the fundamental elements of the accreditation process is a Strategic Plan for the Applicant Agency. In an effort to work toward self-improvement, the Miami Beach Fire Department contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to place into writing the department's path into the future. The methodology chosen was to develop and implement a "Community-Driven" Strategic Plan. This plan is intended to guide the organization within established parameters set forth by the City Manager and City Commission. The Center for Public Safety Excellence (CPSE) utilized the Community-Driven Strategic Planning process to accomplish more than just the development of this document. It challenged the membership of the Department to look critically at paradigms, values, philosophies, beliefs and desires. It 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. In order to do a more efficient job with the available resources, organizations must set objectives based on constructive efforts while eliminating programs that do not serve the customer. In an effort to insure that customer needs were incorporated, the Community-Driven Strategic Planning process was used to develop the Fire Department Strategic Plan. External stakeholders met with the facilitators to identify the community's priorities, expectations, concerns, and satisfaction with the services the department delivers. Using the communities input an internal stakeholder team comprised of all ranks and disciplines in the department met to align our short and long term planning to address the desires of our citizens. The members of the department's external and internal stakeholders groups did an outstanding job in committing to this important project and are to be commended for all of their efforts. The strategic plan is the foundation of the five year re-accreditation process that the department will complete in early 2009. Attached is a copy of the Strategic Plan for your review. F:\fire\CHIEF\JUDY\CHIEF YUHR\Strategic Planning LTC Final.doc Miami Beach Fire Rescue Strategic Plan TABLE OF CONTENTS INTRODUCTION .......................................................................................................2 ORGANIZATIONAL BACKGROUND ............................................................................ ..3 DEFINITION OF A COMMUNITY-DRIVEN STRATEGIC PLAN ....................................... ..4 PROCESS AND ACKNOWLEDGEMENTS ..................................................................... ..8 SERVICES PROVIDED .............................................................................................. 11 EXTERNAL STAKEHOLDER GROUP FINDINGS ........................................................... 12 CUSTOMER PRIORITIES .......................................................................................... 12 CUSTOMER EXPECTATIONS ..................................................................................... 13 AREAS OF CUSTOMER CONCERN ............................................................................. 14 POSITIVE CUSTOMER FEEDBACK ............................................................................. 15 OTHER THOUGHTS AND COMMENTS ....................................................................... 17 INTERNAL STAKEHOLDER GROUP FINDINGS ........................................................... 18 THE MISSION STATEMENT ...................................................................................... 18 VALUES .................................................................................................................. 18 S.W.O.T. ANALYSIS ............................................................................................... 20 STRENGTHS ........................................................................ 20 ................................... WEAKNESSESS .............................................................. 21 ......................................... OPPORTUNITIES ..................................................................................................... 22 THREATS ........................................................................... 2 3 ..................................... CRITICAL ISSUES AND SERVICE GAPS ..................................................................... 24 THE VISION STATEMENT ......................................................... 27 ............................... GOALS AND OBJECTIVES ........................................................... 29 ............................. THE SUCCESS OF THE STRATEGIC PLAN ............................................. 38 ..................... GLOSSARY OF TERMS ...................................................... 39 ....................................... ACRONYMS AND ABBREVIATIONS ........................................................................... 42 Miami Beach Fire Rescue Strategic Plan INTRODUCTION Miami Beach Fire Rescue was established in 1920 with one fire station in southern Miami Beach. The agency began offering EMS services in 1969, and by 1977 they were operating four stations serving the approximate 7 square miles of the City of Miami Beach. Miami Beach Fire Rescue (MBFR) is consistently working to achieve the highest level of professionalism and efficiency on behalf of those it serves. The department successfully attained international accredited status in 2004 and is in the process of seeking reaccreditation in 2009. In an effort to work toward self-improvement, Miami Beach Fire Rescue contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to place into writing the department's path into the future. The methodology chosen was to develop and implement a "Community-Driven Strategic Plan." This plan is intended to guide the organization within established parameters set forth by the City Manager and the City Commission. The Center for Public Safety Excellence (CPSE) utilized the Community-Driven Strategic Planning process to accomplish more than just the development of a document. It challenged the membership of MBFR to look critically at paradigms, values, philosophies, beliefs and desires. It challenged individuals to work in the best interest of the "team." Further, it provided the membership with an opportunity to participate in the development of their organization's long-term direction and focus. The members of the department's External and Internal Stakeholders Groups did an outstanding job in committing to this important project and remain committed to the document's completion. MBFR's Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency's members, individually and collectively, will carry out the agency's mission. In the following pages, the MBFR identifies their goals, objectives and strategies that will allow the agency to realize its vision. ce~tex ~„_ Public Safety '~ ~ Excellence Page 2 of 42 Miami Beach Fire Rescue Strategic Plan ORGANIZATIONAL BACKGROUND Within the County of Miami-Dade, the City of Miami Beach, Florida commands 7 square miles of a barrier island on the Atlantic Ocean, in addition to 10 miles of water and more than 63 miles of water frontage. The City's location is especially vulnerable to hurricanes and tornadoes, and the tourist element along with neighboring commercial shipping ports present the possibility for man-made hazards as well. The City is primarily residential with numerous single family homes and the second highest concentration of high-rise buildings in the world, including 130 high-rise hotels. They are governed by a City Commission/Manager form of government. The existing department was established in 1920, following the 1915 incorporation of the City of Miami Beach. The agency provides fire protection, technical rescue, ocean rescue, and emergency medical services to nearly 90,000 citizens as well as the daily 20,000+ transient population and 21,000 seasonal population (January through April). The City plays host to the second highest concentration of tourists in the State of Florida. The agency is comprised of four fire stations and 29 lifeguard stands that are staffed by 354 personnel operating a comprehensive rolling and floating stock of four engine companies, two ladder companies, six rescues, three reserve engines, one reserve ladder, three reserve rescues, a utility truck, incident command vehicle, rescue supervisor vehicle, rescue boat, 25 all terrain response vehicles, five ocean rescue watercraft, and six ocean rescue supervisor vehicles. The agency has recently undergone several personnel changes, some due to budget cuts and some due to retirements. And very notably, the agency was designated as a Class 1 fire department by Insurance Services Office in September 2007. They also moved into two newly constructed fire stations. Station #4 was occupied in November 1997 and Station #2 in March 2008. Center,<~~ ~~ ~ Public Safetu Excellence Page 3 of 42 Miami Beach Fire Rescue Strategic Plan DEFINITION OF ACOMMUNITY-DRIVEN STRATEGIC PLAN The fire service has entered into a very competitive evolutionary cycle. Public demands continue to increase, while dollars and other resources continue to shrink. These trends place increased pressure on the modern fire service manager, policy makers, and full-time and volunteer staff to develop ways to be more effective and more efficient. In many cases, the public is demanding the accomplishment of specific goals, objectives, and services with fewer resources. To do a more efficient job with the available resources, organizations must set objectives based on constructive efforts while eliminating programs that do not serve the customer. To ensure that customer needs were incorporated, the Community-Driven Strategic Planning process was used to develop the MBFR Strategic Plan. Businesses employ this type of process to identify market trends, allowing the service provider to focus efforts while reducing risk and wasted effort. This process was adapted to meet MBFR's specific needs. This document is the result of several strategic planning sessions and includes valuable community input. 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 What we have to do today is to be ready for an uncertain tomorrow. Peter F. Drucker, Professor of Social Science and Management Effective strategic planning benefits from a consistent and cohesively structured process employed across all levels of the organization. A sense of urgency pervades the customer-driven 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. New information from customers, like-providers, and life changes are to be factored into the planning process. The strategic p/an shoo/d be an operations//y useful document. 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. Center n,x Pablic Safety '~ Excellence Page 4 of 42 Miami Beach Fire Rescue Strategic Plan Successful organizations, whether they are Fortune 500 companies, federal agencies, or state or municipal governments, have recognized that developing customer focus is an absolute necessity. With this information, government agencies must strategically plan how they will deliver high quality products and services to the public and their other customers through better, faster, and less expensive programs. 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. In the publication "Serving the American Public: Best Practices in Customer- Driven Strategic Planning Federal Benchmarking Consortium Study Report" dated February 1997, Community-Driven Strategic Planning is defined as 'a continuous and systematic process where the guiding members of an organization make decisions about its future, deve%p the necessary procedures and operations to achieve that future, and determine how success is to be measured. " To fully understand strategic planning, it is necessary to look at a few key words in the 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 whether the organization has achieved success. Center w. ~ Public Safety Excellence Page 5 of 42 Miami Beach Fire Rescue Strategic Plan Most importantly, strategic planning can be an opportunity to unify the management, employees, stakeholders and customers 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. 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. Companies, as well as state and city governments, have begun focusing on their community of customers as one of the key motivators in planning for the 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. " Again, it will be useful to define specific terms used in this 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. Center s~ Public Safety Excellence Page 6 of 42 Miami Beach Fire Rescue Strategic Plan 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. Figure 1: Internal stakeholders reviewing results of last breakout session ~`.; ~ Center n,~ ~~~ ~ ~ Public Safetq ,~ J Excellence Page 7 of 42 Miami Beach Fire Rescue Strategic Plan PROCESS AND ACKNOWLEDGEMENTS The Center for Public Safety Excellence acknowledges MBFR's External and Internal Stakeholders for their participation and input into the "Community-Driven Strategic Planning Process." The Center for Public Safety Excellence would also like to acknowledge the entire Miami Beach Fire Department staff for their leadership and commitment to this process. Development of MBFR's Strategic Plan took place in July 2008 during which time a representative from the Center for Public Safety Excellence and the Acting Fire Chief held an open meeting where members of the public, or external stakeholders, were invited. Table 1: MIAMI BEACH FIRE RESCUE External Stakeholder Group Vera Azenha Bob Cardwell Greg Carney Robert Fairless John Gardiner Joe Gato Carol Houses Prakash Kumar Michae/Lass Lucero Levy A/an Stang Martha Klein Elaine Soffer Center r~,~ ~~1 Public Safety ~ ~ Excellence ~~~~ Page 8 of 42 Miami Beach Fire Rescue Strategic Plan The Community-Driven Strategic Planning Process Outline The specific steps of the process are as follows: 1. Define the services provided to the community 2. Establish the community's service priorities 3. Establish the community's expectations of the organization 4. Identify any concerns the community may have about the organization and its services 5. Identify those aspects of the organization and its services the community views positively 6. Develop the Mission Statement, giving careful attention to the services currently provided and which logically can be provided in the future 7. Develop a Vision of the future 8. Establish the Values of the organization's membership 9. Identify the Strengths of the organization 10. Identify any Weaknesses of the organization li. Identify areas of Opportunity for the organization 12. Identify potential Threats to the organization 13. Establish realistic goals and objectives for the future 14. Identify implementation tasks for each objective 15. Develop organizational and community commitment to the plan Following that external stakeholder session, athree-day work session was conducted with representatives of MBFR and the City of Miami Beach. The purpose of these work sessions was to review and discuss the agency's approach to "Community-Centered Strategic Planning." The work sessions generated a high level of interest and participation. Discussion at the work sessions focused on MBFR's Mission, Vision, and Values, as well as the organization's perceived strengths, weaknesses, opportunities and threats. In the process of strategic planning, the following are important: • to review the agency's history, culture and evolution; • to identify the current status of the department; and • to determine where and what the agency desires to be in the future. This process could not have been completed without the participation of the members of the MBFR and their internal stakeholders. Their insights were invaluable in putting together this strategic plan. The assistance and resources graciously made available to the Center for Public Safety Excellence (CPSE) are appreciated. The participants took their work very seriously and accepted the challenge to develop a quality product. Participants included the following: c~A,ter R<,~ ~+~ (Public :Safety '~ ~ . Excellence ,~ Page 9 of 42 Miami Beach Fire Rescue Strategic Plan Figure 2: Miami Beach Fire Rescue Internal Stakeholder Group Table 2: Internal Stakeholders WILLIAM AZZINARO TIMOTHY HOWARTH CHRIS PARRINO EMS Coordinator Lieutenant Division Chief DARRYL BELL JOHNJAREMKO JORGESANABRIA Firefighter II Battalion Chief Lieutenant CARLETON DA VISON WILLIAM MACDONALD GILBERT SANTIAGO Battalion Chief Lieutenant/Acting Fleet Operations Supervisor O erations Su ervisor DWA YNE ORURY ROBERT MIDDAUGH JESUS SOLA Firefighter II Assistant City Manager Captain /Acting Division Chief of O erations CHRIS GODINEZ ROBERT MORRISON DAVID YOCUM I. T. Technician Lieutenant Firefighter I JUD Y HERNANDEZ-FIGUEROA DAVE NOEL MICHAEL YODER Executive Office Associate I Division Chief Lieutenant WILLIAM HOWARD ISABEL OCHOA ERIC YUHR Battalion Chief Firefighter II Acting Fire Chief JA VIER OTERO Acting Assistant Fire Chief ~z~ `_~ i Center a~~ #~j ~ Public Safety '' l Exeellcnce Page 10 of 42 Miami Beach Fire Rescue Strategic Plan SERVICES PROVIDED In following the steps of the Community-Driven Strategic Planning Process Outline, the agency was asked to identify the most important functions and services it provides and offers to the community. It was important to identify these by priority to assure that these services are consistent with the critical needs of their customers. The Internal Stakeholder Group identified the following services in this priority: Table 3: Core Services • Fire Su pression • EMS • Ocean Rescue • Fire Prevention • Emergency Management / Disaster Pre tiredness Table 4: Support Programs • Administrative/Clerical Su ort • Fleet Services and Maintenance • Dis atch • Police De artment on-scene assistance • Human Resources • Public Works • Information Technolo tech su ort for com uters, hones, radios • Buildin De artment • Nei hborhood Services Communi Outreach, Leadershi Academ • EMS Medical Direction (Hospital, Medical Director, Department of Health, Patient Care Billin • Trainin su ression, EMS, ocean rescue) • Lo istics uniforms, PPE, e ui ment, su lies, etc. • Procurement • Public Education • Plans Review • Code Enforcement • Arson Investi ations • Pro e Maintenance • Mutual Aid Coast Guard • State Fire Marshals Office ~~ ;Center r,~ ~~, ~ ' Public Safety ~ ~ Excellence Page 11 of 42 Miami Beach Fire Rescue Strategic Plan EXTERNAL STAKEHOLDER GROUP FINDINGS A key element of MBFR's organizational philosophy is having a high level of commitment to customers, as well as recognizing the importance of customer satisfaction. Therefore, the agency asked representatives from their community to participate in a meeting, which would focus on their needs and expectations of that agency. Discussion centered not only on the present services provided but also on priorities for the future. Customer Priorities In order to dedicate time, energy and resources on services most desired by its customers, MBFR needs to understand what the customers consider to be their priorities. The External Stakeholders were asked to prioritize the services offered by the agency through a process of direct comparison. Table 5: Customer's Service Priorities of the MIAMI BEACH FIRE RESCUE SERVICES R,4NKING SCORE Advanced Life Support -EMS 1 78 Fire Suppression 2 69 Disaster Preparedness/WMD/Terrorism 3 66 Advanced Rescue 4 65 Basic Rescue 5 58 Fire Inspections 6 47 Hazardous Materials Mitigation 7 37 Community Fire Safety Education 8 27 Fire/Arson Investigation 9 23 ~~~,~ i Center n~r ~~ ~~ i Pubkic Safety Excellence ,- Page 12 of 42 Miami Beach Fire Rescue Strategic Plan Customer Expectations Understanding what the community expects of its fire and emergency services organization is critically important to developing along-range perspective. With this knowledge, internal emphasis may need to be changed or bolstered to fulfill the customer needs. In certain areas education, on the level of service that is already available may be all that is needed. The following are the expectations of the community's External Stakeholders. Table 6: Customer Expectations of Miami Beach Fire Rescue (in priority order) 1. uick res onse to emer encies. 2. Should have the ro ere ui ment to erform the 'ob. 3. Should be hi hl trained for ro er action. 4. Newest technolo and a ui ment. 5. Prom t re I to national disasters. 6. Protect and serve the ublic. 7. Continue to meet and exceed the highest levels of service for fire departments as set out by the national accreditation a encies. 8. Mandatory fire safety education for Condominium Association Board members and mana ement com anies. 9. To save friends, families, nei hbors, uests and ME when in a life threatenin situation. 10. Enough members to provide services for the increased development of Miami Beach, es eciall considerin the hi h rise buildin s. 11.The abili to stabilize victims. 12. Fire safe education ro rams for the kids, and fun safe ro rams for the little ones. 13.0 erate ethical) and economical) . 14. Even though many Miami Beach Fire Rescue employees may not live in Miami Beach, their service is a unique one and the approach must be that this is more than just a job. Approach, attitude and service must be performed as though they are part of the communi art of our famil . 15. Public education and in ut. Real-time exchan a of information. 16. Advanced trainin and readiness. 17. To hire com etent ersonnel with at least an Associates de ree. 18. To rotect the h sical structures of the beach. 19.To kee well informed of new technolo eared for work im rovement. 20. Havin enou h stafF and a ui ment to handle true mass emer encies. 21. uali results of services. 22. Be able to work rofessionall with other de artments and rou s. 23. uick evaluation of situation and a ro riate action taken. 24. To rovide its em to ees with a safe, ositive, and financial) secure 'ob. 25. Service erformed in an efficient and effective manner. 26. Continue aimin at kee in their accreditation. Center c~ ~~, Pubtic Saf€ty Excellence Page 13 of 42 Miami Beach Fire Rescue Strategic Plan Areas of Customer Concern The Community-Driven Strategic Planning Process would fall short and be incomplete without an expression from the customer regarding their concerns about the agency. Some areas of concern may in fact be a weakness within the delivery system. However, some weaknesses may also be misperceptions of the customers based upon a lack of information or incorrect information. Tahle 7: Areas of Customer Concern of Miami Beach Fire Rescue • That the budget is not enough to support the size of the department that is needed. • City Zoning Department does not have enough safety rules for developers and condo conversions, therefore creatin fire hazards. • Ability to retain highly trained personnel in the face of budget pressures. • Maintaining a training pipeline. • Ability to prevent fires. • Recently, I became aware of an inspector that left behind a form with handwritten notes on it. It was ve hard to read and understand. Phone calls to clari were not returned. • Need multi-linguistic personnel and crew members. • Need to be able to stay adequately staffed in spite of budget limitations. • I would like to be more informed about the needs of the department and what we the communi can do to hel . • Pensions, salaries, budgets, too many employees. • Hurricane preparation, inspection and retrofit of old and historic structures. • Low-level corruption with employees taking advantage of the system. • I live on the Venetian Islands and have concerns with coverage in the event of bridge failure. • I believe that fire department services should be communicated to the community better. I attended nei hborhood leadershi and didn't realize all of the work bein done. • Work must be done and updated on catastrophic event responses with the most re aration for hurricanes. • That the department will have available the necessary funds to continue to provide current services. • Are they truly prepared for any large-scale event, such as high-rise fires or bioterrorism, etc.? • Are they issued what they need to remain safe? • I have not seen publicized any public education programs. • I have been involved with my homeowners association for years and the homeowners association has not been contacted for adult education ro rams. Center. ~~ Public Safety Excellence Page 14 of 42 Miami Beach Fire Rescue Strategic Plan Positive Customer Feedback The External Stakeholders provided the following comments when asked to identify the positive aspects of the department. Tahla R• Pncitiva C'~~ctnmpr Cnmmentc ahnut Miami Beach Fire Rescue • The are a ve dedicated rou and we thank them for their efforts. • I find them to be ve com etent and interested in their res onsibili to the communi • They are doing a good job with what they have available. We need to support their financial needs though. City funding or outside fundraising and or donating could be ossible alternatives. • I am very proud of the accreditation efforts and achievements of Miami Beach Fire and Rescue. They are stretched because they service the residents and the tourists, but they continue to rovide a hi h level of rofessional service. • From my experiences, this is a safe City and I have seen the men and women of this de artment do rest work. • They devote their lives to save ours. I only have blessings to these men and women for the 'ob the do eve da To me, the are the best. • I have had the opportunity and pleasure to visit and be briefed by the fire department during the leadership program. I admire and appreciate the dedication and hard work of the firefi hters and de artment. • nick to res and to emer encies. • Ve rofessional in dealin with the ublic. • Alwa s concerned about the victim. • I believe adult programs like CERT can benefit the community by having more residents involved in case of a national disaster. • I have total res ect for their work and thank them for all of their efforts. • I believe now we have good, qualified firefighters. But, if they go to outside areas, such as Surfside, will we be short? Pub3ic Safctt' Page 15 of 42 ~' ~ ~ Eaceflence Miami Beach Fire Rescue Strategic Plan --_ • The personnel I have met from Miami Beach Fire Rescue have always impressed me in a number of wa s: o Professionalism -they seem highly trained and serious about their profession and they alwa s seem knowled eable. o Dedication -they seem to be interested in their line of work, and derive a good deal of pleasure from doing a good job, and compare well to the personnel of other de artments. o Being prepared -every Miami Beach Fire Rescue person I have met is in excellent physical shape, which gives me a lot of confidence in their abilities to help me and my famil in an emer enc . o Dedication to the reater ood - su ression of self for the benefit of overall results. Center~<~a ~~ti~ Public Safety Excellence Page 16 of 42 Miami Beach Fire Rescue Strategic Plan Other Thoughts and Comments The External Stakeholders were asked to share any other comments they had about MBFR or its services. The following written comments were received. Table 9: External Stakeholders' Comments about Miami Beach Fire Rescue • Could more funding for the Miami Beach Fire Rescue be generated through new or expanded fees? If so, how do we prevent those fees from being used elsewhere in the Ci bud et? • Is there some way to tap the hotel tax to cover increased Miami Beach Fire Rescue resources devoted to tourists who use the facilities? (This would be better than using the tax for a new Marlin stadium!! • Suggestion -have more part-time fire employees to expand the workforce within the bud et. • Community safety education is important, but on the order of priorities it came last on my list. • I think Miami Beach Fire Rescue sets a ood standard for other de artments to follow. • Thanks for re uestin feedback. Kee u the ood work. • I imagine there is an agreement between neighboring fire departments for mutual aid and dis atch of rescue fire officers. Figure 3: External Stakeholders providing feedback z~~ , Cetrter arc ~~;. Public'iafetg ~X~ti~l~n~~ Page 17 of 42 Miami Beach Fire Rescue Strategic Plan INTERNAL STAKEHOLDER GROUP FINDINGS The Mission Statement The purpose of the Mission Statement is to answer the question "Why do we exist as an organization?" After a great deal of work and discussion by MBFR's Internal Stakeholders, the intentionally simplistic, yet meaningful statement is provided below: Table 10: Miami Beach Fire Rescue Mission Statement The M"sami Beach Fire department is a tear~n of dedicated professionals whose mission is to provide our residents and visitors with the highest level of safety and security through the delivery of fire supp.~ession, emergency medical services, disaster response, ocean rescue, Fire prevention, ar~d public education programs.. I/alues Establishing values embraced by all members of an organization is extremely important. Values recognize those features and considerations that make up the personality of the organization. Those assembled for MBFR during the strategic planning process felt it absolutely necessary to declare the following as values for the organization. Table 11: Miami Beach Fire Rescue Values Fitness Integrity ll~espect duration rganization Compassion Ethics daptability ew technology Reliability Enthusiasm Service Creativity Unity Excellence . '` , Center r~,~ °~' ~~~ ~ Pubt4c Safety Page 18 of 42 '~ Excellence ~~ 4i ~~ Miami Beach Fire Rescue Strategic Plan The Mission and Values are the foundation should be made to keep these current and up the organization are well guided by objectives, and day-to-day tasks. ~~~ ~ Center,~,~ ~~ ~ Public Safety ~ Excellence `.` ._ of any successful organization. Every effort meaningful so that the individuals who make them in the accomplishment of the goals, Page 19 of 42 Figure 4: Internal stakeholders conducting a work session Miami Beach Fire Rescue Strategic Plan S.W.O.T. ANALYSIS The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis is designed to have an agency candidly identify their positive and less-than-desirable attributes. The agency participated in this analysis and recognized its strengths and weaknesses, as well as the possible opportunities and potential threats. Strengths It is important for any organization to identify their strengths in order to assure that they are capable of providing the services requested by customers 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 precious staff time. Through a consensus process, the Internal Stakeholders identified the strengths of MBFR as follows: Table 12: Strengths of Miami Beach Fire Rescue Quick response time ISO Class 1 rating Internationally accredited All units ALS Cross-trained Fire-Medic State-of-the-art equipment Relatively new facilities (two new stations) Low community fire death rate Low drowning rate Highly dedicated, professional personnel Community Service (CERT and child-safety seat program, "Cheat-the-Reaper" program Boot Drive Santa Event Night inspection program New communication system (CAD) Diversity 90% equipment readiness High percentage of paramedics Arson investigation program In-house background computer voice-stress analysis Smaller number of personnel which allows for better working relationships positive public perception Positive perception among other departments In-house recruit training and probationary program Inclusion of ocean rescue has allowed for full public safety department public relations and ownership by personnel Center r~;. Public Safet}- ' Exceuence Page 20 of 42 Miami Beach Fire Rescue Strategic Plan 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 problems, 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 Miami Beach Fire Rescue Clerical/Staff Support -quantity has been Career development -Officer development, reduced driver training to include skills assessment, above rade trainin , romotional rocess Need to improve communication processes Lack of control of hiring/termination with the public Capital budget: Future budgets uncertain Emergency Management Coordinator/staff position unfilled Morale-the management and development Training on use of equipment of good morale is a joint effort and if not given importance can be a weakness for the or anization Inter-department communication Intra-department communication Inconsistent rules enforcement Lack of employee recognition Lack of accountability Lack of wellness program Not enough public relations/marketing of Insufficient maintenance personnel the fire department positions Need to identify deficiencies in the hiring process (new personnel are not adequately No training on public/customer relations trained, s ecific to medical City officials "need a better understanding" Center u,~ ~~ ~ Public Safety Excellence Page 21 of 42 Miami Beach Fire Rescue Strategic Plan 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. Many opportunities exist for MBFR. The Internal Stakeholders identified the following opportunities: Table 14: Opportunities for Miami Beach Fire Rescue Funding Grants National Fire Academy Classes Branding Promotions TV Exposure (Reality Shows) Revenue sharing Service expansion opportunities Casinos Public Education and Community Outreach programs (including Explorers, Junior Lifeguard, Career Da ro rams, etc. Inter-agency cooperation Technology: triage call cameras, firefighter safety (breadcrumbs), GPS, GIS, inter-agency communication ca abilities, web technolo Service Enhancements (fire boat, new vehicles with enhanced capabilities) Public Health Screenings Personal Watercraft Afterhours program Participation in regional fire and EMS planning Public Safety Exccllense Page 22 of 42 Miami Beach Fire Rescue Strategic Plan 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 Miami Beach Fire Rescue Budget (Florida Amendment 1) Outside agencies Expansion of high-rise structures Economy -recession, inflation, cost-of-living adjustments Growth (population/demographics) Community is a high-risk target for terrorists Location (barrier island) -natural disasters: hurricanes, boat traffic Large hotels and convention center (e.g.: boat show) Mass migration Misinformation about the department Long-term sustainability of the pension and health benefits Threat of litigation Implementation of unsustainable commitments Fuel and energy costs Service and performance failures can lead to public disfavor Pandemics Center r~~. ~~ Public Safetg Excellence Page 23 of 42 Miami Beach Fire Rescue Strategic Plan CRITICAL ISSUES AND SERVICE GAPS After reviewing MBFR's core services, the organizational strengths and weaknesses, and the opportunities and threats posed by industry and the community environment in which the agency operates, the Internal Stakeholders identified the primary critical issues that face MBFR. By participating in the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis, the agency was able to produce a tangible list of critical issues and service gaps that provided the foundation for the establishment of goals and objectives, in order to meet the future vision of MBFR. The list below reflects the issues identified by the Internal Stakeholders that pose the greatest risk to the department's services and organizational health. In addition, the group also identified gaps in the agency's activities that need to be filled in order to provide the levels of service it has pledged itself to fulfill. Table 16: Critical Issues of Miami Beach Fire Rescue • Quick response time • Cross-trained Fire-Medic • Low drowning rate • New communication system (CAD) • Inclusion of ocean rescue has allowed for a full public safety department • All units ALS • State-of-the-art equipment • Low community fire death rate • Highly dedicated, professional personnel • Night inspection program • Diversity • Positive public perception • Clerical/Staff Support -quantity has been reduced • Career development -Officer development, driver training to include skills assessment, above rade trainin , romotional rocess • Capital budget: future budgets uncertain • Emergency Management Coordinator/staff position unfilled • Training on use of equipment • Morale-building and maintenance • Lack of a wellness program • Insufficient maintenance personnel positions Center r~.~ ~~ Public Safety Excellence Page 24 of 42 Miami Beach Fire Rescue Strategic Plan • No training on public/customer relations • Revenue sharing • Inter-agency cooperation • Personal Watercraft Afterhours program • Participation in regional fire and EMS planning • Budget (Florida Amendment 1) • Outside agencies • Expansion of high-rise structures • Economy -recession, inflation, cost-of-living adjustments • Growth (population/demographics) • Community is a high-risk target for terrorists • Location (barrier island) -natural disasters: hurricanes, boat traffic • Large hotels and convention center issues (e.g.: boat show) • Mass migration • Long-term sustainability of the pension and health benefits • Pandemics Table 17: Service Gaps of Miami Beach Fire Rescue • In-house recruit training and probationary program • Public relations and ownership by personnel • Need to improve communication processes with the public • Lack of control of hiring/termination • Inter-department communication • Intra-department communication • Inconsistent rules enforcement • Lack of employee recognition • Lack of accountability • Not enough public relations/marketing of the fire department • Dumping ground for all projects not wanted by other departments • City officials have a poor understanding of what the fire department provides • Funding grants • National Fire Academy classes • Branding promotions • N exposure (reality shows) center ~~ Public Safety Excellence Page 25 of 42 Miami Beach Fire Rescue Strategic Plan • Service expansion opportunities • Public education and community outreach programs (including Explorers, Junior Life ward Career Da ro rams, etc. • Technology: triage call cameras, firefighter safety (Breadcrumbs), GPS, GIS, inter- s en communication ca abilities, web technolo • Service enhancements (fire boat, new vehicles with enhanced capabilities) • Public health screenings • Misinformation about the department • Litigation • Implementation of unsustainable commitments • Fuel and energy costs Center ~~ Public Safety Excellence Page 26 of 42 Miami Beach Fire Rescue Strategic Plan The Vision Statement In addition to knowing who they are and understanding their beliefs, all successful organizations need to define where they expect to be in the future. After having established the organization's Mission and Values following feedback from the community, analysis was provided to consider the organization's critical issues and current or potential service gaps over the next five years. The next logical step is to establish a vision of what MBFR should be in the future. Vision statements are built upon the framework and foundation of the Mission Statement. Vision Statements provide targets of excellence that the organization will strive toward and provide a basis for their goals and objectives. The following Vision Statement was developed for the MBFD: c~,~t~x,.,~ rY, ' e"ht" safety Page 27 of 42 ' ~ Excclknc~ Miami Beach Fire Rescue Strategic Plan Table 18: Miami Beach Fire Rescue Vision Statement Five years from now, Miami Beach .Fire :Rescue will be recognized ~ by our visitors,"' residents, businesses, institutions, ..and regional fire agencies as a fire rescue= department which places a_high premium oi~ quality service to others. p {fur organizational culture"will .reflect an honest, respectful; team atmosphere that rs~-- nurtured by open internal and .:external 'communication processes which allow for a, neater understanding and involvement in .decisions. Our mission will `be accomplished. Eby a physically fit work force striving o improve our training in a variety of diverse skills sets. Our dedicated professional staff will convey enthusiasm in our commitment to; ;excellence by`equally and without prejudice, dernonstra ing empathy and compassion to;. :ail those visiting, living or working in our community. ;Our leadership and i`abor force ".will work t:o hold each other accountable for applying; t~rganzational values and reaching our goals. Emphasis will be placed upon gaining H,consensus on :organizational issues assuring a healthy work environment and providing ' mployee job satisfaction.: We will honor our community's trust by providing the most effective, ,efficient 'and: Y% fiscally-responsible service possible to ail areas of our community. By identifying our%. evolving' community risks, and the dernands of those risks, we ...will improve `our: ~, response capacity by identifying resource .and deployment strategies that carry. the best :interest of our community and increases tl~e probability` of satisfying our mission. '1Ne wl! expand our community information and education initiatives so that our. :;,priorities, philosophy and operations area clearly understood. We -will explore .all ~~opportunities fo implement new technolof}y to improve the quality. offire and rescue services, while. expending time anal energy towards developing the best strategies for continued improvement. We will be driven to offer best practices ensuring that visitors ~n~r tnP ~~,r,-,n-,a inity of MEami E3each receive autstandina .fire and rescue services. C',exrter ,<,~ *', Pubru saeet~- Page 28 of 42 ° Exctfrence Miami Beach Fire Rescue Strategic Plan GOALS AND OBJECTIVES The Community-Driven Strategic Planning Process implemented by the Center for Public Safety Excellence has, to this point, dealt with establishing the Mission, Vision, and Values of MBFR. In addition, the identification of strengths, weaknesses and needs of both the organization and customer was accomplished. In order to achieve the mission of MBFR, realistic goals and objectives must be established. Goals and objectives are imperative to enhance strengths, to address identified weaknesses, to provide the individual members with clear direction and to address the concerns of the citizens. If you don't keep score, In order to establish the goals and objectives, the you're only practicing. Internal Stakeholders meta number of times to complete this critical phase of the planning process. Vince Lombardi, As goals and objectives are management tools, they American Football should be updated on an on-going basis to identify Coach and Motivator 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. Care was taken by the staff of the Center for Public Safety Excellence to ensure that the critical needs and areas of needed enhancement previously identified were addressed within the goals and objectives. By following these goals and objectives carefully, the organization can be directed into their desired future. These established goals and objectives should also greatly reduce the number of obstacles and distractions for the organization and its members. The Internal Stakeholders set priorities for the accomplishment of specific objectives. Those objectives that carried higher priorities have been identified for completion first and those objectives with a lower priority can be accomplished later. Overall, these goals and objectives provide very specific timelines within the next two years and more general timelines beyond that period of time. The leadership of MBFR should establish workgroups to meet periodically to review progress toward these goals and objectives and adjust timelines and specific targets as needs and the environment change. Center ~~ t ~ Public Safety Excellence Page 29 of 42 Miami Beach Fire Rescue Strategic Plan The Miami Beach Fire Department will develop a Goal 1 Comprehensive All Hazards Response Plan for the Fire De artment Objective lA Combine current fire department disaster plans into a Com rehensive All Hazards Plan. Timeline 12 months Critical Tasks • Review current hurricane, MCI, and pandemic plans. Establish committee to identi common areas. Objective 1B Identify Emergency Manager and local, regional, and federal resources. Timeline 6 months • Identify Emergency Manager. • Identify and list City resources. Critical Tasks Identify and list County resources. • Identify and list regional resources. • Identify and list federal resources. • Formulate the Ian. Objective iC Train and im lement the Ian. Timeline 12 - 24 months with on- oin u dates • Train staff and line employees on the plan. Critical Tasks Update employee re-entry cards. • Partici ate/conduct multi-'urisdictional MCI drill annual) . Center r<,~ .Public Safety Excellence Page 30 of 42 Miami Beach Fire Rescue Strategic Plan Goal 2 To be able to hold members accountable for their behaviors decisions and actions. Objective 2A Identi and romote our values s stem. Timeline 3 months, then on oin • Publish values in print and using web. Critical Tasks Deliver training at the station level. • Ensure command emphasis. • Reinstitute values la ues. Objective 2B Develop a fair and consistent procedure or system of holdin members accountable. Timeline 3 ears, then on oin • Review current policy including employee participation. • Edit existing SOG's, write new and eliminate old. Critical Tasks Consult with stakeholders. • Assign person or committee to review and edit SOG's. • Training, coach, and develop. • Document and follow-u . Objective 2C Establish accountability, starting at the top and directed to the level below with corrective actions starting at the bottom. Timeline Immediate and on oin • Facilitate transition from peer to supervisor trainer, counselor, developer • Higher levels hold lower levels accountable through the chain Critical Tasks of command. • Increase the responsibility with promotion, ensuring effective delegation. • Create more structure and individual ownershi . Improve enforcement and compliance by enhancing Objective 2D development and providing training on team building and the disci lina rocess Timeline Immediate and ongoing in correlation with SOG develo ment • Establish levels of progressive discipline. Critical Tasks Differentiate between poor behavior and poor performance. • Ensure consequences are reflected in policies, procedures, and rules. Center ~,r Public ~~e~- Page 31 of 42 Excellence Miami Beach Fire Rescue Strategic Plan The department will devel©p a budgetary process that addresses the Key Intended. outcomes (KI~s) and Goal 3 Department Performance Indicators (DPI) that have been identified as desired outcomes by the department, --- -- - _ residents, and City. Objective 3A Disseminate and train on departmental initiatives, KIOs, and DPIs. Timeline 1-3 months, then on oin • Quarterly dissemination of active strategy work plan by way of email and direct mail for Company School and discussions Critical Tasks at Fire Chiefs quarterly station meetings. • Post on "F" Drive for review. • Hold uarterl meetin sand ublish results. Objective 3B Create an internal Bud et Adviso Committee. Timeline 1-3 months, then on oin • Form multi-divisional and all-rank committee to review Critical Tasks budgetary expenditures during each fiscal year. • Hold uarterl meetin sand ublish results. Create a departmental Initiatives Committee to identify Objective 3C service, staffing, and resource needs that will prioritize those initiatives to identify funding needs and all otential sources. Timeline 1-6 months, then on oin • Form multi-divisional, all-rank committee that will solicit new initiatives and/or identify underfunded current initiatives prior Critical Tasks to each fiscal year. • Hold at least two meetings on different shifts prior to budget formation to form a priority list for funding (November and December of each year . Objective 3D Align performance measures against intended outcomes and benchmark them a ainst other a encies. Timeline 6-12 months, then on oin • Become a member of the Florida Benchmarking Consortium (FBC). Critical Tasks Align performance measures with NFPA standards, State health Department, and FBC performance measures and best radices. Center un Pu61ic Safe Excellence Page 32 of 42 Miami Beach Fire Rescue Strategic Plan To develop and conduct training to accomplish the Goal 4 department`s goals, to promote excellent emergency services throw hout our communi Objective 4A Assess the needs and develop programs to address and enhance skills and efFcien Timeline 6-12 months • Review current training. Critical Tasks Assess needs. • Research and develo new curriculum. Objective 4B Implement the programs developed during the assessment hase. Timeline 3-6 months • Decide on level of training -station level or department wide. Critical Tasks Obtain resources, if required, for training. • Create and ublish trainin schedule. Objective 4C Monitor and track the programs; review the results, and solicit feedback. Timeline On oin Critical Tasks Identify individual or group to monitor program. • Gather results and feedback. Objective 4D Take results and feedback, adjust programs to meet u dated oats. Timeline On oin • Identify program weaknesses. Critical Tasks Adjust programs as needed. • Update training curriculum. • Disseminate u dated curriculum. Center r~,~ Public Safety Excellence Page 33 of 42 Miami Beach Fire Rescue Strategic Plan The Miami Beach Fire Department will maintain or Goa! 5 improve our ability to comply with the established standard of cover in order to accom lish our mission. Objective 5A Maintain current stafFn and service levels. Timeline Immediate - on oin • Maintain or improve quality and efficiency of service through continued local control of service delivery and remain responsive to the City Commission and residents. Critical Tasks Limit overtime use to the extent possible to protect minimum staffing ordinance. • Maintain physical wellness to prevent excessive sick leave usage. • Continue to rovide trainin . Objective 5B Im rove res onse throw h GPS aided dis atch. Timeline 6-12 months • Install GPS receivers in all apparatus. Critical Tasks Install New World into CAD system. • Train personnel and dispatchers. • Develo new dis atch oli based on CAD. Objective 5C Return administrative staffing to 06-07 levels as soon as fiscal) feasible. Timeline 12 months - on oin • Establish committee to determine and prioritize deficiencies. • Presentation to City Manager to fill needed positions. Critical Tasks Submit budget requests that are fully documented which define service gaps and program shortfalls (i.e. emergency mans ement Center ~~~ ~~ Public Safety Excellence Page 34 of 42 Miami Beach Fire Rescue Strategic Plan The Miami Beach Fire Department will maintain a positive public perception through compassionate, Goal 6 courteous, and professional services. Additionally, the department will also maintain a public information program to inform stakeholders of our services, accom lishments activities and needs. Objective 6A Institute a Public Information Officer Pro ram. Timeline 6-12 months, then on oin • Conduct a needs assessment. Critical Tasks Develop a selection process for volunteers. • Conduct training. • Identi fundin resources. Objective 6B Host a Public Information Officer Seminar and trainin . Timeline 6-12 months, then on oin • Identify needs. • Select a service provider for training. Critical Tasks Assess other agency models. • Identify time and venue. • Identify a funding source. • Revise SOGs for PIO. Objective 6C Develop and implement a Public Outreach Program for the dissemination of information and ublic education. Timeline 6-12 months • Identify service gaps (citizen and department input) Critical Tasks Identify venues for dissemination of information. • Identi trainin needed to assist with oal accom lishment. Center n,r ~~ Public Safety Excellence Page 35 of 42 Miami Beach Fire Rescue Strategic Plan Goal 7 To improve the overall health and wellness of our workforce. Objective 7A Evaluate and assess individual needs to meet job ' erformance ob ectives. Timeline 6-12 months Critical Tasks Identify qualified personnel to head evaluation process. ' ' ectives. • Set ob erformance ob Objective 7B Secure Program Manager and seek funding sources both internal and external. Timeline 9-12 months • Obtain qualified manager, either internally or externally. Critical Tasks Solicit funding. • Solicit equipment and expertise from outside sources. • Form team of trainers. Objective 7C Im lement ro ram, review results, solicit feedback. Timeline 9-12 months • Have all equipment, trainers, and individual programs in Critical Tasks place. • Develop training schedule. • Monitor results and re uest feedback from artici ants. Objective 7D Monitor and improve each individual's progress and ro ram. Timeline On oin • Review data and track programs of individuals. Critical Tasks Gather input from individual. • Develop updated programs for each individual. • U date a ui ment and facilities. Objective 7E Statistical review of program results to ascertain if on final oal was met. Timeline 2-3 ears after ro ram im lementation • Gather data from employee attendance records. Critical Tasks Gather work performance data from individual's supervisors. • Chart outcomes. Center r~,~ ~~ Public Safety Excellence Page 36 of 42 Miami Beach Fire Rescue Strategic Plan PERFORMANCE MEASUREMENT "MANAGING FOR RESULTS" Why Measure Performance? It has been said that: • 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. Reinventin_q Government David Osborn and Ted Gaebler In order to establish that MBFR's Strategic Plan is achieving results, performance measurement data should be implemented and integrated as part of the plan. An integrated process, known as "Managing for Results," is recommended, 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. A "family of measures" that is typically utilized to provide indication and measure of performance include 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 de ree to which customers are satisfied with a program, or how accurately or timely a service is provided. • Outcome - Qualitative consequences associated with aprogram/service, i.e., the ultimate benefit to the customer. Outcome focuses on the ultimate "why" of providing a service. To effectively manage for results, it is recommended that performance measures be established for each goal and objective in the strategic plan. Performance measures should also be established for each of MBFR's program areas. Center ~~G Public Safety Excellence Page 37 of 42 Miami Beach Fire Rescue Strategic Plan THE SUCCESS OF THE STRATEGIC PLAN MBFR's approached their 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 written document. The success of MBFR's Strategic Plan will not depend upon the implementation of the seven (7) goals and their related objectives, but from the support received from the authority having jurisdiction, the membership of the agency and the community at- large. The MBFR Strategic Plan creates a platform for a wide range of beginnings. This Strategic Plan will come to life by being shared, debated, and implemented in the context of organizational realities. The final step in the Community-Driven Strategic Planning Process is to develop organizational and community commitment to the plan. Everyone who has a stake in the present and the future of MBFR also has a role and responsibility in this Strategic Plan. Center r~. Pubh~ safety ~ Excellence Page 38 of 42 Miami Beach Fire Rescue Strategic Plan GLOSSARY OF TERMS For the purposes of the Customer-Driven Strategic Planning, the following terms 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. Accredited The act of accrediting or the state of being accredited, especially the granting of approval to an institution or agency by an official review board or organization that has established nationally accepted standards. Advance Planning That part of the planning process where organizational leaders, in concert with the strategic planning staff, define the planning process; establish membership, roles and responsibilities for the process; clarify expectations for process outputs and outcomes; and provide the necessary resources to ensure its success. Customers 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 vise 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. Input A performance indication where the value of resources are used to produce an output Centers,. Public Safety Excellence Page 39 of 42 Miami Beach Fire Rescue Strategic Plan Key Performance Measurable factors of extreme importance to the Indicator organization in achieving the strategic goals, objectives, vision, and values that if not implemented properly would likely result in significant decrease in customer satisfaction, employee morale, and financial management. Master Planning A combination of the organization's strategic plan and its operational plans. Master plans take the various plans and integrate them into one document. Master plans help define the anticipated future of the community's demographics and how the community is expected to develop or change in the timeframe covered by the master plan. 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. Outcome A performance indication where qualitative consequences are associated with aerogram/service, i.e., the ultimate benefit to the customer. Output A performance indication where a quality or number of units produced is identified. Performance Is the monitoring for improvement of performance through Management the on going process of goal setting, allocation of budget resources to priorities, and the evaluation of results against pre established performance criteria. Performance Measure A specific measurable result for each goal and/or program that indicates achievement. Service Quality A performance indication that identifies the degree to which customers are satisfied with a program, or how accurately or timely a service is provided. 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 Direction The organization's goals, objectives and strategies by which they plan to achieve its vision, mission and values. Center n~. Public Safety Excellence Page 40 of 42 Miami Beach Fire Rescue Strategic Plan Strategic Goal Abroad 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 the 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 Along-range planning document that defines the mission of the agency and broadly identifies how it will be accomplished, and that provide 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. Support As used in the objectives and strategies outlined in this plan, support may include, but is not limited to: information, facilitation, coordination, technical assistance or financial assistance. Vision An idealized view of a desirable and potentially achievable future state -where or what an organization would like to be in the future. Center ~~ publ9c sa€ety Page 41 of 42 ' ~xcetlence Miami Beach Fire Rescue Strategic Plan ACRONYMS AND ABBREVIATIONS CAD Computer Aided Dispatch CPSE Center for Public Safety Excellence, Inc. DPI Department Performance Indicators EMS Emergency Medical Services GIS Geographic Information Systems IAFC International Association of Fire Chiefs IAFF International Association of Fire Fighters IFC International Fire Code KIO Key Intended Outcomes MDC Mobile Data Computer NFPA National Fire Protection Association NIMS National Incident Management System SOG Standard Operating Guideline SOP Standard Operating Procedure UFC Uniform Fire Code WMD Weapons of Mass Destruction Center ~~. Public Safety Page 42 of 42 '~ Excellence