infrastructure including Computer-aided Dispatch, Geographic. Information Systems, and advanced Records Management Syste
San Ramon Valley Fire Protection District
STRATEGIC PLAN 2008-2013
I am very pleased to present the San Ramon Valley Fire Protection District’s Strategic Plan for 2008 through 2013. The Strategic Plan is a key foundational document that serves as a blueprint to build and improve our organization. It is designed to focus our attention and guide our decision making as we continue to transform the District into a reference agency of exceptional quality and best industry practices. This plan is the result of a year-long collaborative effort between all members of our organization and is intended to begin where the previous strategic plan concluded. Information for this plan was gathered in both group settings and individual one-on-one meetings with every employee of the District. The Board formally adopted this plan on February 25, 2009. In 2012, the District will celebrate its 100-year anniversary. It is our intent to be a CFAI accredited agency by that time – a goal at the heart of this plan. Accreditation reassures the citizens we serve and ultimately protects their interest and investment in District services. It also serves to help us identify areas in need of improvement through a comprehensive self-assessment process and rigorous external review of our capabilities and practices. In addition, the accreditation process will assist us in maintaining our ISO Class 2 rating and creates the environment to evaluate the feasibility of a rating improvement. This plan contains five principal goals that can only be accomplished with the full commitment and combined best effort of our Board of Directors, Management Team, Union Leadership and each and every member of our organization. We have all begun to feel the increased demands and commitment that attaining such lofty goals will require. I believe our personnel are up to the challenge and are motivated and encouraged by our significant accomplishments to date. The prospect of becoming an organization with even higher reliability, which provides even more public value than we do today – to truly be one of the best of the best – is the opportunity which lies before us. I am confident that the members of this great organization will embrace the challenges contained in these pages, and that we will be successful in seeing this vision through over the next five years. Sincerely,
Richard Price Fire Chief
One Team, One Mission In the spirit of our tradition, we strive for excellence, respectfully serving all with pride, honor and compassion Board of Directors Nick Dickson, President Roxanne W. Lindsay, Vice President Thomas J. Linari, Director Jennifer G. Price, Director Kenneth W. Sandy, Director The Role of the Board Provide financial oversight and strategic policy direction to maximize the public value of District services.
Fire Chief Richard Price The Role of the Chief In collaboration with the Board of Directors and in partnership with all members of the organization, provide direction, protection and order to the District.
Our Values HONOR I am accountable for my professional and personal behavior and bring credit to the organization through my treatment of others. I recognize that serving our community is a privilege and that this District exists solely for that purpose. I do the right thing even when it is the hardest thing and especially when I am the only one who will know what was done. I work in a manner that my actions can be openly revealed because they are safe, right, legal, moral and have no hidden agenda. I work in a manner that demonstrates good character, produces excellence and maintains proper ethics. I am accountable for my actions and have a commitment to fulfill my responsibilities. I am honest in my words, actions and intentions with myself and others. I work in a manner that generates fulfillment and satisfaction from my achievements. RESPECT I treat myself and others with respect and compassion. I demonstrate respect and compassion for all the citizens I serve. I am considerate, tactful and sincere in my actions. I recognize that each person’s contributions have value and are key to the success of the District. I value and respect all employees and support their efforts to achieve their highest potential.
Our Values EXCELLENCE I provide the highest level of service, striving to produce the best possible results. I am prepared and available for service and action at all times. I work for common purposes that bring the organization together. I work in a manner that maximizes the efficient use of resources. I exhibit the highest degree of professionalism and competence in all that I do. I help guide others to perform in a manner that enables excellent results. I work in a manner that is coordinated with others and I assure that other affected people are well informed. I am committed to the development of my knowledge, skills and abilities.
Our Strengths •
Fiscally sound, fully compliant with District financial policy at all times.
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Dedicated, well-trained, capable personnel; culture of shared leadership and common goals; good labor relations.
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Respected, admired organization; effective, professional and collaborative Board; responsive, talented management team.
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True to its mission; the District provides a very high level of emergency and non-emergency service to the communities we serve.
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Personnel and teams with diverse and highly specialized skill sets to meet the wide-ranging demands of the District.
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Modern facilities and apparatus; advanced Information Technology infrastructure including Computer-aided Dispatch, Geographic Information Systems, and advanced Records Management Systems.
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Effective fire prevention activities including notable vegetation and hazard abatement initiatives, comprehensive code adoption accomplishments, and significant community risk reduction programs.
Our Aspirations •
Show others what is possible; create vision and maintain enthusiasm.
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Get people working together cooperatively; expand what people believe is possible in themselves and in the organization; build a cohesive team; be mindful and learn from our mistakes.
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Foster culture of shared leadership and responsibility; take advantage of shifting locations of expertise in the organization.
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Forge strong, collaborative and long lasting relationships with our partner agencies and other stakeholders; build and cultivate the strategic alliances of the District.
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Build repeatable, accountable and well documented organizational processes.
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Strive for a high production rate; be driven to execute; have high standards.
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Be diplomatic and kind; open and respectful; self-reflective.
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Have devotion for the community and District; be fully committed; practice “service before self.”
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Create an enduring legacy of quality and sustainability.
Our Vision Goal 1 Financial sustainability to provide the highest level of service possible in the present while planning and acting for the ability to maintain these ideals indefinitely. Strategic Priorities 1. Maintain a thorough understanding of the financial status and future needs of the District; assess the long-term capital project requirements of the District and the impact such expenditures may have on future operations. 2. Identify and implement financial strategies that allow the District to achieve its mission today and in the future; develop effective strategies to address the expected future cost of retiree health care promises including possible advance funding options. 3. Adherence to District Reserve Policy at all times; create and manage budgets in a manner consistent with the reserve policy; carefully manage long term budget risks such as the East Bay Regional Communications System (EBRCS) and Other Post Employment Benefits (OPEB). 4. Adherence to District Investment Policy at all times; invest funds not required for immediate day-to-day operations in a manner that seeks to ensure the preservation of capital, maintains sufficient liquidity to enable the District to meet all foreseeable operating requirements, and attempts to obtain an acceptable rate of return. Goal 2 Personnel development through mentoring, training and supportive policy to assure the District has well qualified personnel to meet current and future needs. Strategic Priorities 1. Maintain and develop programs and strategies to ensure that all District personnel have the skills necessary to deliver the highest quality services possible to the citizens we serve.
Our Vision 2. Strive for a well educated, well prepared workforce; work to extend partnering policies that support higher education and leading industry training. 3. Support principal fire service leadership programs including Chief Fire Officer (CFO), Executive Fire Officer (EFO), and California State Fire Marshal certification tracks. Goal 3 Provide organizational clarity by fully understanding the District’s role in providing public value for our communities, continually evaluating our programs and practices, and commitment to individual responsibility toward the success of our goals. Strategic Priorities 1. Conduct comprehensive program review across all divisions. 2. Fine-tune organizational structure; increase accountability. 3. Implement best practices throughout the organization. 4. Eliminate/revamp unnecessary or underperforming programs; redefine/focus out-of-step practices. 5. Further develop culture of personal responsibility and shared leadership; evangelize “leading without a title.” Goal 4 Information-led Management (ILM) that emphasizes high accountability at all levels of the organization, strategic response to organizational challenges that rapidly remove impediments to high performance, and capitalization of the expertise and input of all District personnel. Strategic Priorities 1. Consolidate all key District databases on a robust integrated platform establishing a sound, long term records management infrastructure.
Our Vision 2. Develop an ILM framework that provides relevant and accurate work product information to managers in real-time. 3. Train managers to use compiled statistics to better guide operations and develop personnel. Data will include response time metrics, incident trends and patterns, controlled substances accountability, hydrant inspections, preplan activity, company performance standards proficiency, apparatus and facility maintenance records, training activity and records, among others. 4. Conduct “ILM meetings” with front line personnel on a regular and recurring basis to exchange information and intelligence. Goal 5 Achieve Commission on Fire Accreditation International (CFAI) Accreditation by thoroughly assessing District practices and comparing our effectiveness next to the best practices in the industry. Strategic Priorities 1. Place considerable focus on quality improvement through a continuous self-assessment process. 2. Conduct a comprehensive Standards of Cover analysis. 3. Develop a comprehensive Disaster Plan to serve as the basis for effective response to any hazard that threatens the jurisdiction; improve regional planning and coordination efforts by strengthening and growing our emergency and disaster management partnerships. 4. Use the new ILM framework to create a daily environment rich in relevant data coupled with solid industry practices. 5. Communicate the benefits of fire service accreditation to all members of our organization. Connect that the work being accomplished in all the goals of this plan dovetail well into industry accreditation and ISO Public Protection Class maintenance and possible improvement.
About Us The San Ramon Valley Fire Protection District is an autonomous Special District as defined under the Fire Protection District Law of 1987, Health and Safety Code, Section 13800, of the State of California. A five-member Board of Directors, elected by their constituents and each serving a staggered four-year term, govern the District. The Fire Chief oversees the general operations of the District in accordance with the policy direction prescribed by the Board of Directors. The Fire Chief also serves as the Treasurer for the District. In 2008, the District employed nearly 200 personnel, in addition to approximately 50 volunteers serving in four separate volunteer programs. The District maintains ten fire stations and one administrative office building, all strategically located throughout the jurisdiction. The District staffs fifteen companies, including structure and wildland engines, ladder trucks, ALS ambulances, and specialized Haz Mat, Rescue, Communications and other support units. The District also operates its own nationally accredited (NAEMD) 9-1-1 communications center. The District’s service area encompasses approximately 155 square miles, covering the communities of Alamo, Blackhawk, the Town of Danville, Diablo, the City of San Ramon, the southern area of Morgan Territory and the Tassajara Valley. Within the boundaries of the District are expansive wildland areas, large single-family homes and multi-family residential complexes, hotels, a regional hospital, numerous convalescent/assisted living facilities, equestrian areas, hiking trails, rock climbing areas, and a facility housing a low-level nuclear reactor. The District is also bisected by a major interstate highway (I-680). The total population served by the District in 2008 exceeded 160,500. On business days, this figure grows by another 30,000 to include the personnel employed in the Bishop Ranch Business Park. Bishop Ranch is a 585-acre development with nine million square feet of office space located in San Ramon. The business park is comprised of over 300 diverse companies, ranging from large, well known Global 500 companies to innovative start-ups. The major revenue sources of the District are property taxes (91%), ambulance service fees and interest income. Total income for the year ending June 30, 2008 was $54,601,652. The Comprehensive Annual Financial Report (CAFR) provides complete financial statements for the District.
San Ramon Valley Fire Protection District 1500 Bollinger Canyon Road San Ramon CA 94583 www.srvfire.ca.gov
