A: A Message from the Chief

I am honored to present the Strategic Plan for Snohomish County Fire District 7. Although our department has developed several independent plans over the years which addressed various functions of the organization, this document represents our first effort to consolidate these into a single strategic business plan. This document is not just printed words. It's a commitment to remain responsive to the public we serve and to our employees who deliver this service.

Social, economic, and cultural changes have dramatically altered the way we have conducted business over the past several years. These changes will continue to challenge our business plan in the future. It, therefore, becomes necessary for leadership to take advantage of all the opportunities that change presents. The strategic planning process offers a means for controlled and visionary growth.

I wish to thank all those who participated in the development of this plan. The true rewards for your efforts will be realized as you watch the successes this plan will deliver.

It is with great pleasure that I offer this Strategic Plan to Snohomish County Fire District 7 and the citizens we so proudly serve.

Richard A. Eastman
Fire Chief

B: Acknowledgements
Internal Strategic Planning Team: Eric Andrews . Rick Eastman . Jim Evans. Gary Meek. Rusty Jensen . Dennis Egan. Kevin Werst . Rick Rauma . Craig Clinton . Rob Fisher . Bill Wirtz

External stakeholders who gave their time and valuable input: Terry Ryan, Mayor, City of Mill Creek . Elsie Mann . Gene Dreke . Steve Johnson . Stephanie Hagarty-Moening . Ron Burnett . Christi McCaughan . Bob Corner
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C: Executive Summary:

If you fail to plan, plan to fail.

In order for any organization, public or private, to reach its full potential, it must have a plan. The planning process that the members of Snohomish County Fire District 7 engaged in has served to refresh our commitment to excellence and set the path to future success.

Our strategic planning process is more than the creation of a document. The process challenged us to look critically at paradigms, values, philosophies, beliefs, and desires, and it challenged individuals to work in the best interest of the fire department. Furthermore, the planning process provided the membership with an opportunity to participate in the development of the department's long-term direction and focus.

It takes organizational and individual courage to enter into and participate in the planning process. The members of the board of commissioners, internal strategic planning group, and the citizen advisory group are to be congratulated for participating and supporting this important process.
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D: Summary of Findings:

The following planning elements were developed based on the input from the board of fire commissioners, the internal strategic planning group, and the citizen advisory group.

Mission Statement:
Dedicated to maintaining a state of readiness, to protect our community through rapid emergency intervention

Slogan:
Protecting our community through rapid emergency intervention

Vision Statement:
To provide a professional service delivery system that exceeds our customer's expectations and to have a rewarding and equitable workplace that recognizes each member's ability to contribute to the mission of the organization

Value Statement:
Committed to continuous Improvement with Integrity while working together as a team.

Strategic Goals:

1 Develop and maintain an effective service delivery system
2 Maintain an effective training and safety program
3 Pursue traditional and non-traditional effective partnerships with other organizations
4 Develop an organizational structure plan that will carry the district into the future
5 To have a sound financial plan
6 Develop a fire, injury prevention, education, and public affairs program
7 Regular review and update of strategic plan
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E: Planning Process:

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 public service manager, policy makers, and district members to come up with ways to be more efficient and more effective. In many cases, the public is demanding accomplishment of specific goals, objectives, and services with fewer resources. To do a more efficient job with the available resources, we must set objectives based on constructive efforts while eliminating programs that do not serve the customer.

To ensure that customer needs were incorporated, a customer centered process was used to develop the Snohomish County Fire District 7 strategic plan. The same methodology has been adopted and utilized by the International Association of Fire Chiefs, the Western Fire Chiefs Association, the Oregon Fire District Directors Association, the Florida Fire Chiefs' Association, and the Washington State Council of Fire Fighters. The process has proven very effective with all types and sizes of organizations and should serve as a model for emergency service providers for many years.

This is the result of several strategic planning sessions and includes fire district and citizen input. Their insights were invaluable in developing the strategic plan. The participants took their work very seriously and accepted the challenge to develop a quality plan.

The specific steps of the process are:

. Review organizational background
. Develop a mission statement
. Develop a vision for the future
. Establish the organization's values
. Assess internal strengths and weaknesses of the organization
. Identify areas of opportunity and potential threats to the organization
. Define services provided to the community
. Establish community service priorities
. Identify community expectations
. Identify any concerns the community may have about the organization and its services
. Identify those aspects of the organization and its services the community views positively
. Define service outcomes in the form of performance measures and targets
. Establish strategic goals and objectives for the future
. Identify implementation tasks for each objective
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F: Mission :

The mission statement is intended to describe, in succinct terms, the purpose for Snohomish County Fire District 7's existence. It articulates the principal reason for our presence within the community. Snohomish County Fire District 7 through a consensus process developed the mission statement below.

Mission Statement:

Dedicated to maintaining a state of readiness to protect our community through rapid emergency intervention.In addition to the mission statement, the strategic planning group developed a district slogan.

Slogan:

Protecting our community through rapid emergency intervention
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G: Vision:

In addition to knowing who we are and understanding our beliefs, we need to define where we expect to be in the future. After having established our mission, the next logical step is to establish a vision of what Snohomish County Fire District 7 should be in the future. A vision statement provide a target of excellence that we will strive towards and provides a basis for our goals and objectives. The following vision statement was developed for Snohomish County Fire District 7.

Vision Statement:

To provide a professional service delivery system that exceeds our customer's expectations and to have a rewarding and equitable workplace that recognizes each member's ability to contribute to the mission of the organization
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H: Values:

Establishing values that will be embraced by all members of an Snohomish County Fire District 7 is extremely important. Values identify our culture and belief system. They take into account the features and considerations that make up Snohomish County Fire District 7's personality. Those participating in the strategic planning process felt it absolutely necessary to declare the following value statement for the organization.

Committed to continuous Improvement with Integrity while working together as a Team

With the completion of the mission, vision, and values, Snohomish County Fire District 7 established our purpose. The mission, vision, and values are Snohomish County Fire District 7's foundation, and our members should be guided by them. These elements need to be kept current and meaningful as they are the basis for the accomplishment of the organization's goals, objectives, and day-to-day tasks.
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I: Services Provided:

Snohomish County Fire District 7 personnel were asked to identify the most important functions and service it provides and offers. It is important to identify these to ensure they are consistent with the customers' critical needs.

1. Fire suppression 2. Public safety community education 3. Public assistance (invalid) 4. Chaplain program 5. Emergency medical service ( EMS ), basic life support (BLS) and advanced life support (ALS), transport 6. Technical rescue (water/rope/trench/ice/confined space) 7. Hazardous materials response 8. City fire marshal's services (Mill Creek)
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J: Customer Priorities:

In order to dedicate time, energy, and resources on services most desired by its customers, Snohomish County Fire District 7 needed to understand what our customers consider to be priorities. The citizens group was asked to prioritize the services offered by Snohomish County Fire District 7. The number to the right of the service indicates its relative priority in relation to the other listed services.

1. Fire suppression.....................................................................47
2. Emergency medical services, BLS and ALS, transport...............43
3. Technical rescue (water/rope/trench/ice/confined space).............27
4. Hazardous materials response.................................................20
5. Public safety community education..........................................18
6. Public assistance (invalid).......................................................18
7. City fire marshal's services (Mill Creek).....................................13
8. Chaplain program....................................................................10
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K: Customer Expectations:

Understanding what the community expects of its fire and medical service is critically important to developing a long-range perspective. With this knowledge, internal emphasis may need to be changed or bolstered to fulfill the customer needs.

The following are the expectations identified by the external stakeholder group.

1. Members receive most up-to-date training possible
2. Professionally trained
3. Perform job as safe as possible
4. Keep equipment updated and in working order
5. Adequate personnel
6. Fire prevention program
7. Preservation of life then property
8. Monitor budget closely
9. Neighborhood visibility
10. Honesty and integrity
11. Our fire district should always have a goal to be the finest fire district in the state in regards to response time, professional training, and community outreach
12. Traffic control during accidents (a safe environment)
13. Monitor physical fitness of firefighters and paramedics
14. As rapid and safe a response as possible in all traffic conditions
15. Plan for the delivery of service
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L: Areas of Customer Concern:

The planning process would fall short and be incomplete without an expression from the customers of their concerns about the fire department. Some areas of concern may, in fact, be a weakness within the fire department's service delivery system. However, they may also be perceptions of the customers based on limited knowledge.

1. Is the district providing access to bilingual resources to communicate with the growing non-English speaking population?
2. Rapid growth - keep the service level up to meet the rapid growth of the area
3. Are they prepared to handle brush fires in the more rural areas?
4. No infant CPR classes in the past
5. Only churches are the majority of the participants in the meeting tonight
6. Manning of volunteer stations as growth would require (transition)
7. Are the firefighters physically fit?
8. Is the district able to positively influence the county and city planning process?
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M: Positive Customer Feedback:

For a strategic plan to be valid, the customer's view of the strengths and image of the emergency services organization must be established. Needless efforts are often put into over-developing areas that are already successful. However, utilization and promotion of the customer-identified strengths may help us overcome or offset some of the identified weaknesses.

Positive Comments:

1. Families enjoy the annual open house held by the district
2. Our firefighters and administrative staff take great pride in their jobs
3. Timely response - it's great
4. Drivers do a great job of working their way safely through our wall-to-wall traffic
5. Making things work within money available
6. Very caring, professional, and compassionate personnel
7. Great with community involvement
8. Do job with a smile
9. Response to a family's call for assistance was quick and professional
10. Traffic control is professional and reasonable
11. We are blessed to have Chief Eastman setting the standard and leading the way. He has great character and is a great example for all of the employees
12. They do a great job responding in our heavy traffic conditions
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N: Additional Thoughts and Comments:

The external stakeholder group participants were asked to share any additional comments they had about Snohomish County Fire District 7 or its services.

1. High visibility in the schools is valuable
2. Seems to be a great station based on the young men that I've met
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O: Strengths:

It is important for Snohomish County Fire District 7 to identify our strengths in order to ensure we are capable of providing the services requested by our citizens and to make certain our strengths are consistent with the issues facing us. Often, identification of organizational strengths leads to the channeling of efforts toward the primary community needs that match those strengths. Programs that do not match organizational strengths, or the primary function of the fire district, should be reviewed to evaluate the rate of return on precious staff time. Through a consensus process, the strengths of Snohomish County Fire District 7 were identified.

1. Progressive - equipment replacement program, National Fire Protection Association-base training
2. Vision - looking into future financially and technologically
3. Proactive - in problem solving
4. Balance of experience and youth
5. Financial stability - fiscal responsibility
6. Caring and compassionate workforce - reinforces relationship with community
7. On the job training - resident pool to hire from
8. Communication - tools, access, and meetings
9. Enthusiasm of personnel
10. Partnerships with other organizations
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P: Weaknesses:

Performance or lack thereof, within our fire department 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 an organization to be able to identify and deal with these issues effectively on its own.

For any organization to either begin, or continue, to move progressively forward, it must be able to identify its strengths, as well as those areas where it does not function well. The areas needing improvement are not the same as threats, which will be identified later, but rather those day-to-day issues and concerns that may slow or inhibit progress.

1. Teamwork - fragmented organizational teamwork
2. Fear of change
3. Conflicting priorities and poor communications has contributed to strained relations between various work units
4. Lack of coordinated vision
5. Accountability - who reports to whom, fair and equitable workload
6. Higher education - need to encourage higher levels of education and/or training
7. A weakness in the organization is inconsistency in certain areas
8. Professional development
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Q: Opportunities:

The identification of opportunities for the organization follows the assessment of strengths and weaknesses. These opportunities are not solely focused on existing services, but on expanding and developing new possibilities both inside and beyond the traditional service area. Many opportunities exist for Snohomish County Fire District 7.

1. Continuous training opportunities in house
2. Combined efforts with surrounding departments and public safety disciplines
a. Combined training
b. Combined resources for a regional training center
c. Joint facilities
3. Combined service of maintenance shop
a. Vehicle maintenance expansion
b. Possible small tool maintenance (SCBA)
c. Property maintenance
4. Joint staffing of Stations 13 and 77
5. Alternative funding
6. Community growth
7. Merger and consolidation
8. New leadership
9. Expanded levels of service and/or scope of practice
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R: Threats:

There are conditions in the internal and external environment that are not under Snohomish County Fire District 7's control. However, by being aware of them, we can develop plans and programs to either mitigate or respond when a threat becomes reality. By recognizing possible threats, we can greatly reduce the potential for loss.

1. Tax erosion - external
2. Uncontrolled growth
3. Politics - county, state, and local
4. City annexations
5. Unrealistic public expectations
6. Unfunded legal mandates
a. Compliance to standards
b. Legislative
7. Merger and consolidation
8. Media relations - getting the district's message out
9. Gap between public perception and reality
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S: Organizational Performance Measures and Targets:

The ability to define great service requires a set of tools that can be used to measure our performance. These tools allow us to evaluate our performance over time through observation of changes in key performance indicators. They also allow us to compare ourself with similar organizations to identify opportunities for improvement.

Snohomish County Fire District No. 7 selected the following performance measures that are related to the goals established during this planning process. The attainment of a performance target should be recognized and celebrated to provide a sense of organizational accomplishment.

1. Provide for the arrival of adequate resources to initiate basic emergency medical services at the scene of any medical emergency within six minutes following dispatch, 80% of the time.

2. Provide for arrival of adequate resources to initiate advanced life support service at the scene of any serious medical emergency within eight minutes following dispatch, 80% of the time.

3. Provide for the arrival of adequate resources to initiate interior fire suppression operations at the scene of any fire within six minutes following dispatch, 80% of the time.

4. Percentage of citizens surveyed rating the district's performance satisfactory or better shall be 90%.
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T: Strategic Goals:

The planning process, to this point, has dealt with establishing the mission, vision, and values of the organization, and assessing our strengths, weaknesses, opportunities, and threats. In addition, customer concerns and expectations were identified.

After establishing Snohomish County Fire District 7's mission, realistic goals and objectives were formulated. Strategic goals and objectives fulfill the mission and provide individual members with clear direction. In order to establish the goals and objectives, the strategic planning group met a number of times to complete this critical process. Goals and objectives are management tools and will be updated on an ongoing basis to identify accomplishments and to note changes within the organization and the community.

The strategic goals and objectives, as well as the performance measures included later in this document, are the focus of the fire departments efforts. By following these goals and objectives carefully, Snohomish County Fire District 7 will be guided into the future and should benefit from reduced obstacles and distractions.

The strategic planning group set priorities for the accomplishment of specific objectives. Those objectives that carried higher priorities are scheduled for completion first and lower priority objectives scheduled later. Overall these goals and objectives provide very specific timelines for several years and more general timelines beyond that. When evaluating progress toward accomplishing the goals, time lines may be adjusted to reflect changes in the fire departments needs or environment.

Strategic Goals:

1. Develop and maintain an effective service delivery system
2. Maintain an effective training and safety program
3. Pursue traditional and non-traditional effective partnerships with other organizations
4. Develop an organizational structure plan that will carry the department into the future
5. To have a sound financial plan
6. Develop a fire, injury prevention, education, and public affairs program
7. Regular review and update of strategic plan
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Strategic Goal I - Develop and maintain an effective service delivery system

Objective 1: Form an emergency service delivery task force

Task 1: Select members to include cross section of district members and citizens
Priority: High
Lead Responsibility: Chief of operations
Participants: To be determined
Performance Measure: Task force seated

Task 2: Schedule meeting dates
Priority: High
Lead Responsibility: Chief of operations
Participants: Task force members
Performance Measure: Schedule established

Task 3: Establish reporting time line
Priority: High
Lead Responsibility: Chief of operations
Participants: Task force members
Performance Measure: Timeline approved by fire chief

Objective 2: Define scope of work for task force

Task 1: Identify elements of an effective emergency delivery system
. Notification & dispatch
. Response time components
. Delivery of safe & effective service for desired outcomes
. Evaluation of efficiencies, effectiveness, and safety (quality assurance)
Priority: High
Lead Responsibility: Chief of operations
Participants: Task force members
Performance Measure: Elements identified and adopted by taskforce

Task 2: Establish performance measures for effective emergency delivery
. Identify current situation
. Compare with national standards for service levels, deployment, training, etc.
. Identify & analyze special operations staffing assignments (grouping) to obtain training & deployment
Priority: High
Lead Responsibility: Chief of operations
Participants: Task force members
Performance Measure: Performance measures

Task 3: Make recommendations based on findings and publish throughout district
Priority: High
Lead Responsibility: Chief of operations
Participants: Task force members
Performance Measure: Recommendations adopted by administration and board of commissioners and published for all district members

Objective 3: Implement task force recommendations through strategic plan and performance based outcome chart.

Task 1: Create an implementation plan
Priority: High
Lead Responsibility: Chief of operations
Participants: To be determined
Performance Measure: Board of commissioner approval of plan

Objective 4: Annual review (July) to determine if outcomes are being met; incorporate needs into budgeting process.

Performance Measure: Board of commissioner approval of budget

Objective 5: Develop a staffing plan for all positions/functions

Task 1: Realistic hiring plan for five years, tied into the financial plan
Priority: Medium
Lead Responsibility: Fire chief
Participants: Senior staff
Performance Measure: Development and adoption of plan by board of commissioners

Task 2: Staffing numbers for each station based on projected growth tied to hiring plan

Priority: Medium
Lead Responsibility: Deputy Chief Andrews
Participants: Senior staff
Performance Measure: Adopted by board of commissioners

Task 3: Identify needed support staff positions

Priority: Medium
Lead Responsibility: Fire chief
Participants: Senior staff
Performance Measure: Adopted by board of commissioners
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Strategic Goal II - Maintain an effective training and safety program

Objective 1: Develop a training program with accountability

Task 1: Review and confirm standards utilized (NFPA)
Priority: High
Lead Responsibility: Training chief
Participants: Training committee
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Strategic Goal III - Pursue traditional and non-traditional effective partnerships with other organizations

Objective 1: Develop a plan to identify common areas of interest with other local agencies with the objective of consolidating services

Task 1: Select a diverse team of personnel from each division to meet with a similar team from other local organizations
Priority: High
Lead Responsibility: Fire chief
Participants: Division chiefs
Performance Measure: Team seated

Objective 2: Identify common areas of interest

Task 1: Contact local organizations to establish representatives and meeting times
Priority: High
Lead Responsibility: Fire chief
Participants: Division chiefs
Performance Measure: Meeting schedule established

Task 2: Explore which programs that would be beneficial to create partnerships
Priority: High
Lead Responsibility: Fire chief
Participants: Regional representatives
Performance Measure: Programs identified

Task 3: Prepare written recommendations on program consolidations
Priority: High
Lead Responsibility: Fire chief
Participants: Division chiefs
Performance Measure: Report prepared and submitted to board of commissioners

Objective 3: Implement recommendations through strategic plan and performance based outcome chart

Priority: High
Lead Responsibility: Fire chief
Participants: Division chiefs
Performance Measure: Recommendations charted

Objective 4: Annual review (July) to determine outcomes are being met; incorporate needs into budgeting process

Priority: High
Lead Responsibility: Fire chief
Participants: Board of commissioners, staff
Performance Measure: Review completed
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Strategic Goal IV - Develop an organizational structure plan that will carry the district into the future

Objective 1: Investigate if organizational structure could be organized in a way that would facilitate future mergers of consolidations

Task 1: Look at other organizational structures
Priority: High
Lead Responsibility: Fire chief
Participants: Senior staff
Performance Measure: Complete review of identified probable partner's current organizational structures

Objective 2: Develop and maintain a performance based organizational structure

Task 1: To create and adopt an organization chart
Priority: High
Lead Responsibility: Fire chief
Participants: Staff, board of commissioners
Performance Measure: Buy-in by organization and adoption by board of commissioners

Objective 3: Enhance internal communication

Task 1: Determine gap (failures) in current communication methods
Priority: High
Lead Responsibility: Operations chief
Participants: Task force
Performance Measure: Issues are identified and report created

Task 2: Communication plan developed and implemented
Priority: High
Lead Responsibility: Operations chief
Participants: Task force
Performance Measure: Plan created and implemented
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Strategic Goal V - To have a sound financial plan

Objective 1: Incorporate performance based outcomes into annual budget process

Task 1: Identify the critical based (essential) outcomes
Priority: High
Lead Responsibility: Fire chief
Participants: Staff
Performance Measure: Adequate funding to support performance based outcomes

Task 2: Conduct financial needs assessment for critical outcomes identified
Priority: High
Lead Responsibility: Fire chief
Performance Measure: Requested funds based on projected needs are allocated

 Objective 2: Develop a strategic forecast plan

Task 1: Identify and choose the forecasting application desired
Priority: High
Lead Responsibility: Fire chief
Participants: Staff, board of commissioners
Performance Measure: Adopted

Task 2: Introduce the chosen forecast application to staff
Priority: Medium
Lead Responsibility: Fire chief
Participants: Staff
Performance Measure: Application presented

Task 3: Provide training to budget managers
Priority: Medium
Lead Responsibility: Fire chief
Participants: Staff
Performance Measure: Training completed

Objective 3: Effectively manage the resources of the district

Task 1: Assure budget reporting process meets the needs of staff and board of commissioners
Priority: High
Lead Responsibility: Fire chief
Participants: Staff, board of commissioners
Performance Measure: Feed-back indicates needs are met

Task 2: Identify all available revenue sources
Priority: Medium
Lead Responsibility: Fire chief
Participants: Senior staff
Performance Measure: Resources identified and documented

Objective 4: Develop a contingency plan for economic downturns in district revenues

Task 1: Identify the contingency periods as shown by forecasting application
Priority: Medium
Lead Responsibility: Fire chief
Participants: Senior staff, board of commissioners
Performance Measure: Reported annually in budget process

Task 2: Identify actions necessary to acquire needed revenue
Priority: Medium
Lead Responsibility: Fire chief
Participants:
Performance Measure: Annual report (budget)

Task 3: Develop a contingency fund
Priority: Medium
Lead Responsibility: Fire chief
Participants: Board of commissioners
Performance Measure: Establishment of realistic reserve

Objective 5: Continually update capital needs and improvement plans

Task 1: Review and update existing plans on an annual basis
Priority: High
Lead Responsibility: Fire chief
Participants: Staff
Performance Measure: Report to board of commissioners on review
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Strategic Goal VI - Develop a fire, injury prevention, education, and public affairs program

 Objective 1: Define and develop a fire prevention bureau

Task 1: Identify functions and positions needed within the bureau (include external communication's program and training as needed)
Priority: High
Lead Responsibility: Fire Chief
Participants: Staff
Performance Measure: Information assembled

Task 2: Identify or determine other available resources for possible consolidation of identified positions
Priority: Medium
Lead Responsibility: Fire Chief
Participants: Staff and Cooperating Regional Agencies
Performance Measure: Information Assembled

Task 3: To make reasonable recommendations based on findings and published throughout the district
Priority: Medium
Lead Responsibility: Fire Chief
Participants: Staff
Performance Measure: Recommendations made to BOC

Objective 2: Implement findings of Objective 1, if reasonable or feasible based on available financial resources

Priority: High
Lead Responsibility: Fire Chief
Participants: Staff
Performance Measure: Implemented

Objective 3: Complete an annual review (July) to determine if outcomes are being met and modify as needed.

Priority: Medium
Lead Responsibility: Fire chief
Participants: Staff and board of commissioners
Performance Measure: Completed
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Strategic Goal VII - Regular review and update of strategic plan

Objective 1: Review and update strategic plan on a regular basis

Priority: Medium
Lead Responsibility: Fire Chief
Participants: Staff
Performance Measure: Annual Completion
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