2024 STRATEGIC PLAN
Mountain View Fire Rescue
Process Overview
Change is inevitable, but growth is intentional. It begins when we set goals. Yet, having goals is not synonymous with success. An organization must craft a comprehensive plan—a roadmap replete with clear objectives, defined timelines, specific roles, and measurable milestones. This strategic planning is pivotal for any organization, public or private, aspiring to reach its full potential.
Such a plan outlines a well-defined direction, takes stock of the operational environment, and devises strategies to progress toward goals. These components position an organization to adeptly serve its community and achieve its overarching vision. In renewing its commitment to professionalism, the organization sets itself on a trajectory toward enduring success.
The strategic implementation planning process culminates in a three-to-five-year work plan, guiding the collective endeavors of the organization towards shared goals and objectives. It is an inclusive method, engaging key stakeholder representatives to ensure that the interests of the entire community are considered throughout the planning stages.
During the planning sessions, the team re-examined the agency's mission, vision, and values. These elements served as the cornerstones for identifying service improvement areas. From these discussions emerged the strategic themes that now underpin the goals of the implementation plan.
The strategic goals, once established, were then broken down into specific objectives. Through robust dialogue and brainstorming, ideas were either adopted or discarded based on group consensus. The resulting goals and objectives were designed to be flexible, allowing for adjustments as needed to align with the agency’s broader aspirations.
In summary, the careful formulation of a strategic plan, which involves inclusive participation and flexible goal setting, equips an organization with the agility to adapt and the direction to thrive amidst change.
Community-Centered Strategic Planning Process
ESCI's Community Centered Strategic Planning Process (CCSPP) methodology has been adopted and utilized by the International Association of Fire Chiefs, numerous other national, regional, and state fire service agencies and associations, and hundreds of local fire departments across the United States and Canada. The CCSPP has proven remarkably effective with all types and sizes of organizations, from large metropolitan fire departments to small, rural all-volunteer Fire Rescues and everything in between. This process was utilized in the development of the Birmingham Fire & Rescue strategic planning framework and will include, but not necessarily be limited to:
- Reviewing organizational background.
- Defining services provided to the community.
- Identify aspects of the organization that the community views positively.
- Developing a vision for the future.
- Establishing the organization's guiding principles.
- Identifying performance gaps.
- Establishing the organization's strategic goals.
- Identifying the objectives that support the strategic goals.
- Determining critical implementation tasks for each objective.
- Defining service outcomes in the form of performance measures and targets.
Message from the Chief
Dear Members of the Mountain View Fire Rescue Community,
With great pride and excitement, I present the Mountain View Fire Rescue Strategic Plan to you. This document represents a comprehensive vision for our organization's future and reflects the collective effort of our dedicated staff, community partners, and stakeholders.
This plan was developed through a collaborative process involving many Mountain View Fire Rescue members and a broad mix of residents and partner agencies. These individuals contributed crucial insights and ideas as we set out to identify performance gaps, establish the path forward, and prioritize goals to work toward.
Our mission has always been to provide exceptional fire, emergency medical, rescue, and preventative/educational services to our community. As we navigate the complexities of an evolving world, this strategic plan will serve as a roadmap to ensure we continue to meet the needs of the people we serve with professionalism, innovation, and integrity.
We have outlined key goals and initiatives to guide our efforts in operational excellence, community engagement, resource management, and workforce development. By focusing on these priorities, we are confident that Mountain View Fire Rescue will remain a leader in public safety and an integral part of the community's well-being.
I extend my deepest thanks to everyone who contributed to this plan, and I look forward to working together to achieve our shared vision.
Sincerely,
David Beebe, Fire Chief Mountain View Fire Rescue Service
External & Internal Feedback
External Stakeholder Feedback
On August 28, 2024, ESCI facilitated a community stakeholder feedback session at the Kinsco Public Safety Equipment office, 1456 Skyway Dr., Longmont, CO. Invitations were sent to eleven communities, who in turn invited key stakeholders.
During the discussions, ESCI requested the participants to help shape the definition of "good service" in the context of overall service delivery rather than focusing specifically on the fire district. The group highlighted the following assets offered by Mountain View Fire Rescue:
- Friendly & Genuinely Kind
- Prompt & Efficient Service
- Transparent & Honest
- Competent, Courteous, & Compassionate
After defining good service, the group worked together to define the community's expectations of Mountain View Fire Rescue from the group's perspective. These expectations included:
- Open Communication
- Well Trained & Experienced
- Professional
- Friendly
- Prompt, Fast, Response
- Collaborative
- Engaged in the Community
- Emergency Management
Mountain View Fire Rescue Member Survey
The Mountain View Fire Rescue (MVFR) partnered with Emergency Services Consulting International (ESCI) to develop the 2024 Strategic Plan. ESCI, the International Association of Fire Chiefs' consulting firm, worked closely with MVFR stakeholders to create and deploy a member survey to inform the development of the strategic plan.
On August 4, 2024, Mountain View Fire Rescue deployed the ESCI Member Survey to its members. The survey remained open to responses until 5:00 pm on August 19, 2024. One hundred sixty-six (166) members submitted to the study, representing 82% of the district's personnel.
Our Mission:
To preserve and protect our community from all hazards through exceptional preparedness, prevention, education, and emergency response.
Vision:
To establish the standard of excellence: by being customer-centric, inspiring a high-performance environment, being driven by innovation, and being proud of our organization.
Our Values:
Trust - Teamwork - Professionalism
GOAL #1 – Training & Professional Development
Mountain View Fire Rescue will cultivate a highly skilled and proficient workforce by implementing a comprehensive organizational training and professional development program that will focus on enhancing technical ability, leadership capabilities, and job-specific competencies for all personnel.
OBJECTIVE #1: : Foster regional collaboration by developing a plan to join the Colorado Metropolitan Certification Board and integrate regional fire service organizations under a common mission.
OBJECTIVE #2: Pursue excellence in developing and delivering a wildland firefighting program that meets the Mountain View Fire Rescue standards of cover, with an intent for continuous improvement.
OBJECTIVE #3: Mountain View Fire Rescue will develop and deliver a strategy to address succession planning to ensure the seamless transition of leadership and other critical roles, while fostering a safe learning environment that encourages both success and failure as part of the learning process.
OBJECTIVE #4: Ensure the Mountain View Fire Rescue personnel receive consistent, high-quality training and continuing education that meets both operational demands and professional development goals, enhancing the organization's overall effectiveness and safety.
OBJECTIVE #5: Implement annual mandatory Engineer competency testing to ensure all engineers maintain high proficiency levels, enhance operational readiness, and promote a culture of continuous improvement.
OBJECTIVE #6: Ensure the department's ability to deliver an Emergency Medical Services (EMS) certification and continuing education program that meets the organization's needs with the intent to improve consistently.
OBJECTIVE #7: MVFR will achieve excellence in the development and delivery of a Hazardous Materials (HazMat) program that aligns with our current standards of cover, with a focus on continuous improvement and advancement.
OBJECTIVE #8: MVFR will achieve excellence in the development and delivery of a Technical Rescue program, inclusive of technical rescue disciplines that meet the community risk, that aligns with our current standards of cover, with a focus on continuous improvement and advancement.
GOAL #2 – Administration & Mission Support
Mountain View Fire Rescue will deliver efficient and effective administrative and mission support services to ensure seamless operations, enhance organizational performance, and enable the successful execution of our public safety mission.
OBJECTIVE #1: Support and enhance every stage of the employee lifecycle to ensure an exceptional experience.
OBJECTIVE #2: Assess and optimize the employee benefits program to ensure it stays comprehensive and competitive.
OBJECTIVE #3: Ensure and maintain the organization's long-term financial sustainability.
OBJECTIVE #4: Evaluate all non-line staff positions to determine if non-sworn employees can do them.
OBJECTIVE #5: Conduct two district-wide healthcare insurance training courses per year and increase tele-health use by 20%.
GOAL #3 – Organizational Planning
Mountain View Fire Rescue will develop a robust and adaptive planning process that fosters collaboration, consistency, and transparency, ensuring long-term success.
OBJECTIVE #1: Develop and implement a structured framework for long-term strategic planning that ensures alignment with organizational goals and community needs.
OBJECTIVE #2: Facilitate consistent communication and collaboration across all department segments to ensure contribution to and alignment with the planning process.
OBJECTIVE #3: Incorporate data analytics and forecasting tools into the planning process to ensure reliable and current data-informed decisions.
Objective #4: Incorporate risk assessment and mitigation strategies into the planning process to anticipate and prepare for potential threats to operational and financial stability.
Objective #5: Implement a system to track and evaluate the effectiveness of the planning process and its outcomes.
OBJECTIVE #6: Evaluate the 48/96 operational work schedule.
GOAL #4 – Community Response & Outreach
Mountain View Fire Rescue will deliver exceptional customer service by fostering strong community engagement and achieving operational excellence.
OBJECTIVE #1: Ensure apparatus, tools, and equipment resource management policies, processes, and procedures are in place to support the department's mission.
OBJECTIVE #2: Enhance community engagement initiatives.
OBJECTIVE #3: Improve and strengthen internal and external communication methods to foster collaboration, transparency, and efficiency throughout the organization and the community.
OBJECTIVE #4: Strengthen and advance operational capabilities.
GOAL #5 – Organizational Climate
Create a system to foster a positive and inclusive workplace environment that promotes employee well-being, engagement, and a culture of mutual respect and collaboration.
OBJECTIVE #1: Strengthen team collaboration and cohesion.
OBJECTIVE #2: Encourage employee engagement and participation.
OBJECTIVE #3: Create systems to monitor the organizational climate regularly.
