davis final project ppt
TRANSCRIPT
Slide 1
By: Michael DavisMBA 599Dr. ReeleyHillsborough County Fire Rescue Case Study
ObjectivesOrganizational overviewExternal assessmentInternal assessmentDecision analysisImplementationFinancial Projections
Introduction
Description
Multi-functional Emergency Services ProviderServices 1072 Square miles
HistoryBegan in the 1950s as Volunteers1973 Hired first Career Firefighters1974 EMS introduced1980 EMS ranked 3rd in U.S.1997 Merger of Fire/Rescue
To preserve the community, and its people, by serving to protect longevity and property, to which our citizens hold dear. Hillsborough County Fire Rescue preserves and protects life and property by providing quality, timely emergency services, and by enhancing public safety through public education, fire prevention, and emergency planning.
Strategic ElementsMajor Events1997 Merger of Fire Department & Hillsborough County EMS
2013 Acquisitions of the remaining Volunteer Associations
External Assessment
Competitors
Competitive Profile MatrixCompetitive Profile Matrix (CPM)Hillsborough County Fire RescueCity of Tampa Fire RescuePasco County Fire RescueCritical Success FactorsWeight RatingScoreRatingScoreRatingScoreAdvertising/Awareness0.0520.1010.0510.05Market Penetration0.0530.1530.1540.20Customer Service0.1440.5630.4230.42Station Locations0.0920.1830.2720.18Equipment R&D0.0820.1620.1620.16Employee Dedication0.0830.2440.3220.16Financial Profit0.1030.3020.2020.20Customer Satisfaction0.1440.5620.2830.42Community Impact0.0830.2420.1620.16Specialty Services0.0740.2830.2120.14Top Management0.0830.2430.2430.24Price Competitiveness0.0430.1220.0830.12Totals1.003.132.542.45
Threats1.Increasing response times due to traffic and road conditions0.0940.362.Terrorism0.0310.033.Major Natural Disasters0.0420.084.Personnel Safety reduced0.0320.065.Decreased quality of building materials0.0610.066.Non-compliant code violators0.0210.027.County growth outpacing department growth0.0840.328.High Hazard Occupancies0.0420.089.Hazardous Materials Intermodal travel0.0310.0310.Any loss of community trust0.0220.04TOTALS1.002.90
OpportunitiesWeightRatingWeighted Score1.Mutual Aid partnership0.0430.122.Reaching out to neighborhood community0.0420.083.New dispatch/GIS mapping/GPS0.1040.404.Public Education outreach to community and residents0.0420.085.Structure fire survey to improve services0.0210.026.Moving training center will allow expansion0.0740.287.Regionalization of Special Ops resources0.0630.188.Social networking presence0.0520.109.Growing population0.0640.2410.Electronic Reporting System0.0840.32
External Factors Evaluation
Internal Assessment
Financial Ratio AnalysisHillsborough County Fire RescueFY 14 FY 15RatioRevenues$13,642,189.00$13,501,974.00-1.03%AppropriationsPersonnel Services$99,222,962$102,280,6703.08%Operating Expenditures$25,351,622$26,802,9605.72%Capital Outlay$106,496$64,20739.71%Grant & Aids$124,360$104,63115.86%Other Non-Operating Expenses$228,403$290,45127.17%Total$125,033,843$129,542,9193.61%
Financial Ratio AnalysisTampa Fire RescueFY 14 FY 15RatioRevenues$15,818,440.00$16,279,336.002.91%AppropriationsPersonnel Services$70,037,851.00$70,935,167.001.28%Operating Expenditures$3,771,201.00$274,985.0092.71%Capital Outlay$568,483.00$273,937.0051.81%Grant & AidsOther Non-Operating Expenses$6,506,838.00$7,001,600.007.60%Total$80,884,373.00$78,485,689.00-2.97%
Pasco County Fire RescueFY 14 FY 15RatioRevenues$53,604,796.00$59,374,552.0010.76%AppropriationsPersonnel Services$37,429,637.00$40,074,762.007.07%Operating Expenditures$2,259,330.00$2,532,642.0012.10%Capital Outlay$25,844.00$163,200.00531.48%Grant & Aids$841,930.00$841,930.000.00%Other Non-Operating Expenses$4,642,065.00$6,485,003.0039.70%Total$45,198,806.00$50,097,537.0010.84%
Financial Ratio Analysis
Financial Ratio Analysis
Financial Ratio Analysis
Internal Financial EvaluationStrengthsWeightRatingWeighted Score1.Recruitment not a challenge0.0420.082.Strong public image0.0640.243.Competitive wages and benefits0.0530.154.Involvement with regional/state-wide organizations0.0430.125.We do a great job of EMS delivery0.0740.286.Good labor/management relation0.0440.167.Recover well from economic adversity0.0530.158.Drive for personal development0.0330.099.Strong Special Operations division0.0430.1210.Fiscally responsible0.0640.24
Weaknesses1.Apparatus maintenance0.0520.102.Inability to hire in critical areas0.0710.073.Challenges with IT (Information Technology)0.0940.364.Dissemination of information0.0610.065.Response times too long0.0840.326.Succession planning0.0320.067.Lack of education in administration0.0210.028.Inconsistent supervision of subordinates. S.O.Ps not adhered to on a daily basis0.0210.029.Need to use data collection to communicate needs to public0.0420.0810.Lack of personnel0.0610.06Rating: 1=major weakness; 2=minor weakness; 3=minor strength; 4=major strengthTOTALS1.002.78
SWOT MatrixSO Strategies1Competitive wages in a growing market (S3, O9)2Social media connects the public to the work of the department (S2 , O2, O4, O8)3EMS and Fire services improvement (S5, O5)4Great Special Operations program (S9, O7)ST Strategies1Swift recovery after major incident (S7, T2, T3)2Great training for Specialized Hazard incidents (S9, T8, T9)3Strong community support when dealing with code violators (S2, T6)4Growing room for personnel advancement (S1, S3, T7)WO Strategies1Challenges with emerging technology (W3 ,O3, O10)2Not meeting growth with hiring personnel (W2, W10, O7)3New Training facility to improve meeting public needs (W2, W9,O4, O6)WT Strategies1Time delays with rendering aid (W5, T1)2Inconsistencies in Administration threatens public image (W7, W8,T10)3Employees presenting themselves inappropriately while off-duty (W8, W10,T10)
BCG MatrixHigh Medium Low1.0 .50 0.0High+20StarQuestion MarkMedium 0Cash CowDog Low -20
Squad ChangesFuel Costs SavingsAlternative Strategies
Core ValuesCommitment to Excellence
Stellar customer service
Embracing diversity, transparency, and accountability
Organizational StructureFire ChiefDeputy Chief of OperationsChief of TrainingTraining OfficersChief of Special OperationsShift CommanderBattalion ChiefsCaptainsLieutenantFirefighterFireMedicParamedicDriver EngineerDivision Chief of Emergency ManagementManager of Emergency PlanningSenior PlannerEmergency Management SpecialistSenior Program DirectorEmergency Management SpecialistDeputy Chief of AdministrationFire MarshalAssistant Fire MarshalLead Fire InvestigatorInvestigatorFire InspectorsFire FacilitiesLogistics ManagerMulti-TradesStorekeeperChief of RescueChief of Quality AssuranceMCI Planning DirectorEMS Medical DirectorEmergency Dispatch Medical DirectorChief of PersonnelPersonnel AnalyistPersonnel AssistantEmergency Dispatch ManagerSenior Program CoordinatorCommunication SupervisorSenior DispatcherDispatcher
RecommendationsImproving Management StyleEnhance Educational Emphasis
Knowledge is less expensive than ignorance. Ignorance is a dangerous and costly factor under any form of government (A. J. Fogg, 1874)
Implementation PlanConsider Organizational Culture
Building strong relationships with workforce
Be willing to discipline
Financial ProjectionsHillsborough County Fire RescueFY 15FY 16FY 17FY18Revenues$13,501,974$14,042,053$14,603,735$15,187,884AppropriationsPersonnel Services$102,280,670$111,293,615$118,165,877$125,462,494Operating Expenditures$26,802,960$30,903,632$28,929,725$27,081,897Capital Outlay$64,207$170,000$130,950$100,870Grant & Aids$104,631$5,000$80,000$1,280,000Other Non-Operating Expenses$290,451$520,000$460,720$408,198Total$129,542,919$142,892,247$147,767,272$152,808,617
Conclusion
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