MASTER PLANNING FOR THE FORT WORTH FIRE DEPARTMENT

Transcription

1 Master Planning 1 MASTER PLANNING FOR THE FORT WORTH FIRE DEPARTMENT Master Planning for the Fort Worth Fire Department David L. Coble Fort Worth Fire Department, Fort Worth, Texas

2 Appendices Not Included. Please visit the Learning Resource Center on the Web at to learn how to obtain this report in its entirety through Interlibrary Loan.

3 Master Planning 2 CERTIFICATION STATEMENT I hereby certify that this paper constitutes my own product, that where the language of others is set forth, quotation marks so indicate, and that appropriate credit is given where I have used language, ideas, expressions or writings of another. Signed: David L. Coble

4 Master Planning 3 ABSTRACT Strategic planning involves an imagined journey into the future, where all outcomes are uncertain and where opportunity and peril co-exist. The only thing more dangerous than planning is not planning; facing the future without preview or preparation (Coe, 2005). According to the Executive Analysis of Fire Service Operations in Emergency Management manual (2004), the benefits of planning include; an orderly, systematic approach to decision making, a mechanism to communicate and document the results of decisions; and a baseline for evaluating options and emergency actions (p.4). The problem was the Fort Worth Fire Department has not utilized a master plan as part of its strategic management process from which to identify current and future needs. The purpose of this research project was to identify the processes necessary to create a master plan for the Fort Worth Fire Department, to identify the possible benefits that would be derived from developing a master plan. The descriptive research method was utilized for this project. The research questions this paper sought to answer were: 1. What is the purpose of a master plan? 2. What are the significant differences between a strategic plan and a master plan? 3. What are the significant processes necessary to create a master plan? 4. Who should be involved in the master planning process? 5. What are the benefits to be derived from a master plan? Procedures included a comprehensive literature review, review of Fort Worth Fire Department documents, interviews with Fort Worth Fire Department executive staff members (appendix A) and an electronic survey (appendix B) of outside fire service professionals.

5 Master Planning 4 The results of the research identified the necessity for the Fort Worth Fire Department to create and implement a master plan using the process recommended by this project.

6 Master Planning 5 TABLE OF CONTENTS Certification Statement.2 Abstract.3 Table of Contents..5 Introduction...6 Background and Significance...7 Literature Review..9 Procedures 19 Results..22 Discussion 27 Recommendations 29 References 31 Appendix A (Executive Staff Phone Interviews)..34 Appendix B (Zoomerang Survey).42 Appendix C (Five Year Annexation Program).46

7 Master Planning 6 INTRODUCTION Information is the key to successful planning. A master plan is not better than the information on which it is formulated. Strategic planning really differs from other forms of planning in how it deals with the organization as a living, breathing, growing and aging entity that must continually adapt to its changing environment to remain healthy (Kouwe, 2010, p.2). A well developed fire department master plan is an integral part of the department s overall planning process, allowing the department to anticipate and respond to changes in its environment before the changes adversely impact service delivery. The master plan is also a tool for policy makers to enforce budget discipline. The master plan is also a living document. To ensure that it remains up to date, the plan will be reviewed and evaluated on an ongoing basis, and revised as necessary. The problem is that the Fort Worth Fire Department had never developed a process for creating a master plan that will encompass both operational plans and strategic plans into one document that publishes how its leaders plan to forecast future growth and service delivery. A master plan would represent a sound investment by fire executives in the future of the City of Fort Worth; allowing the Fort Worth Fire Department to provide high quality and economical service to the citizens it protects. The purpose of this applied research project was to identify the processes and models necessary to create a master plan for the Fort Worth Fire Department. The benefits of a master plan include the ability to: anticipate and shape the future, prioritize actions, budget time and dollars, improve internal communications, improve coordination and corporation, and sell their agenda internally and externally.

8 Master Planning 7 This applied research project will involve descriptive research methods to answer the following questions: 1. What is the purpose of a master plan? 2. What are the significant differences between a strategic plan and a master plan? 3. What are the significant processes necessary to create a master plan? 4. Who should be involved in the master planning process? 5. What are the benefits to be derived from a master plan? BACKGROUND AND SIGNIFICANCE The City of Fort Worth, Texas is the 17 th largest city in the United States of America. Fort Worth is county seat of Tarrant County and the city has expanded to surrounding counties of Denton, Wise, Johnson, and Parker covering over 344 square miles. In 2008, Fort Worth was named the 10 th fastest growing city, the 5 th fastest growing city in the US with a population over 100K or more, and the 9 th safest city in the United States. The City of Fort Worth operates under a City Manager/Council form of government ( FWFD Fact Sheet, n.d.) The Fort Worth Fire Department has been operating as a paid (career) department since Currently the department is lead by Fire Chief Rudy Jackson. Chief Jackson oversees the management of a 104 million dollar annual budget and a staff of 904 civil service and 45 civilian employees. Station personnel are assigned to a 56 hour work week in a 3 platoon system, working 24 hours on duty and a scheduled 48 hours off duty. The department operates 42 decentralized fire stations in 6 battalions. The collective bargaining contract mandates 4 personnel per response vehicle. All department members are trained to a minimum medical certification of Emergency Medical Technician - Basic operating as first responders in compliment with a private advance life support ambulance system. Sixty percent of the annual

9 Master Planning 8 82,000 response incidents are related to emergency medical services. Department specializations include: Aircraft Rescue Firefighting, Underwater Dive and Swift Water Rescue, Technical and High Angle Rescue, Explosive Ordinance Disposal and Arson Investigation, and Hazardous Materials Incident management. The Fort Worth Fire Department has Automatic, Contract, or Mutual Aid agreements with 13 adjoining cities and towns. In 2005, the Fort Worth Fire Department began the Accreditation and Self Assessment process only to find out that the cost to complete the process was well over the anticipated budget forecasts. However, due to the progress made as part of the self-assessment, 50 percent of our fire engines are equipped with compress air foam systems and the Insurance Services Office reduced our rating from a 3 to a 2. The local 440 of the International Association of Fire Fighters union was chartered in the City of Fort Worth in Texas is a right to work state and all local IAFF chapter serve as associations instead of full fledge unions. However, in 2008, the citizens of Fort Worth voted to give collective bargaining right to Fort Worth firefighters. After negotiating for more than a year, the first labor contract was signed in May 2010 between the City of Fort Worth and the Local 440 chapter of the IAFF. The union contract was a major stimulus for the need evaluate all strategic and operational plans as well as a driving force for a comprehensive master plan. This applied research project was inspired by the author s participation in the national Fire Academy s Executive Fire Office Program. The course taken was Executive Analysis of Fire Service Operations in Emergency Management. The course materials included extensive discussion regarding the risk assessment process and how fire departments must strategically plan to identify strengths, weaknesses, opportunities and threats. With this analysis, organizations will identify ways to minimize weaknesses and take advantage of opportunities for

10 Master Planning 9 the future. One way to accomplish this is through effective strategic and master planning. (Federal Emergency Management Agency (FEMA), 2004). This project was performed to understand the master planning process, identify the key components of master planning, and realize the benefits of master planning and how to implement this process for the Fort Worth Fire Department. LITERATURE REVIEW In order to evaluate the best option for the Fort Worth Fire Department, a comprehensive review of literature was conducted. The literature review consisted of various journal articles, reports, books, NFPA standards, the World Wide Web, materials from the National Fire Academy Learning Resource Center, surveys, interviews, as well as existing materials from the City of Fort Worth and the Fort Worth Fire Department. This review has aided the author to identify insightful material to answer the questions: 1. What is the purpose of a master plan? 2. What are the significant differences between a strategic plan and a master plan? 3. What are the significant processes necessary to create a master plan? 4. Who should be involved in the master planning process? 5. What are the benefits to be derived from a master plan? Question 1 According to Grant (1994), when planning techniques are used, the root and system problems that contribute to unmet objectives can be identified and amended, reducing frustration. In short, planning is the most integrative management function, tying the various aspects of managerial duties together (p.338). The National Fire Protection Association 1201, Standard for

11 Master Planning 10 Providing Emergency Services to the Public (2004), define the requirements and purpose of a master plan as: 1. A master plan shall be created to coordinate the vision, mission, values, and goals of the ESO. 2. The emergency service system shall include a master plan for the service-area- wide balanced and cost effective hazard management strategy that take into consideration existing conditions and anticipates overall community growth. 3. The master plan shall be directed toward improving and maintaining the effectiveness and efficiency of ESO s and toward maintaining a responsive approach to the community s changing needs for service. 4. The emergency service system shall include a continuing program of research and planning that encompasses examination of any or all aspects of the emergency service system, both generally and specifically. 5. Research and planning within each ESO shall include maintaining ongoing relationships with other agencies involved in planning for the service area. 6. ESO leaders shall be kept informed of development plans, projected service demand, operational changes, alternative approaches, and problems that could develop as change occurs. 7. Applicable record-keeping practices shall be developed, instituted, and maintained in accordance with nationally recognized standards, as well as federal, state or provincial, and local requirements. 8. The master planning process shall be designed to evaluate the specific types and levels of risk in a service area.

12 Master Planning The master planning process shall attempt to project the future emergency service needs of a service area for 10 years to 20 years. 10. Master planning shall be utilized to develop and maintain emergency service resources to manage the levels of risk that will prevail in the service area. 11. The ESO shall recommend use of automatic detection and alarm systems, automatic fire suppression systems, and other forms of automatic risk/hazard protection. 12. Within the master planning process, the ESO shall prepare practical contingency plans for implementation in the event of curtailed ability of the local government (NFPA 1201, 2004). Mark Wallace (2006) states that master planning may be thought of as a combination of the organization s strategic plan and its operational plans. A master plan is more than simply a copy of various plans bound together. Master plans take various plans and integrate them in one document. He further states that master plans help define the anticipated future of the community s demographics and how the community is expected to development change in the time frame covered by the master plan. It should include the elements of quantity, quality, time and cost. It then breaks down and combines the components of the plan into the following sequence: 1. Strategic plan 2. Long-term operational goals 3. Medium-term operational goals 4. Short-term operational goals 5. Tactical objectives 6. Annual budget

13 Master Planning Action plans for programs and projects (p.53). Stovall defines in the International Fire Service Training Association Chief Officer, 2 nd Edition (2004), that the strategic planning process and master planning are one in the same. Stovall states that strategic planning is part of a strategic management concept that includes planning, implementing, and control functions (p.117). Further, Stovall (2004) contends that strategic planning differs from other types of organizational planning in the following ways: 1. Decisions are made by top management. 2. All resources available to the organization are required. 3. Significant long-term effects on the organization are achieved. 4. Interaction between the organization and the external environment becomes focus (p.118). This author found as part of this research that several fire department organizations did not recognize a significant difference between strategic planning and master planning. After reviewing several published fire department master plans via the World Wide Web, several of the available plans are titled Master Plans however according to the master plan definitions listed above they would only qualify as strategic or operational plans. Kouwe (2010) states that the primary objectives for a master plan are a focus on resources. This involves the big three: facilities, apparatus and staff. For this reason alone, these are the issues of most concern to elected officials in a community and most relevant to financial planning for the future (p. 11). Question 2 Fire departments created master plans as a forward-looking projection into future service demands. Coe (2005) contends that a master plan is an integral part of a fire department s

14 Master Planning 13 planning process, allowing the department to anticipate and respond to changes in its environment before the changes adversely impact service delivery. While the master plan allows considerable flexibility, it is also a tool for the city s policy makers to enforce budget discipline (p.2). Generally, strategic plans along with operational and financial plans integrate into masters plans. Also, NFPA 1201 (2004), suggest that master plans range from 10 to 20 years in length. According to Kouwe (2010), Strategic planning really differs from other forms of planning in how it deals with the organization as a living, breathing, growing and aging entity that must continually adapt to its changing environment to remain healthy (p.9). Kouwe (2010) also states that strategic planning boils down to four fundamental questions, asked on an organization-wide basis: 1. Where are we now? 2. Where are we going? 3. How do we get there? 4. How do we measure our progress (p.8)? Further, Kouwe (2010) proclaims that many agencies lack the time or resources to conduct effective fire and EMS master planning, and many community planners lack the knowledge and experience to provide this service. Particularly in growing communities, it s critical that fire and EMS leaders work to elevate fire protection and EMS master planning to level commensurate with its importance to the citizens. Master planning focuses on three simple questions: 1. Where are we now? 2. Where will we need to be in the future?

15 Master Planning How do we get there (p.9)? Question 3 According to Wallace (2004), agencies can produce a master plan by completing the Commission on Fire Accreditation International s Fire and Emergency Service Self-Assessment Manual (p. 45). Wallace (2004) states that to achieve agency accreditation an organization must plan. Planning elements are addressed in nearly every category examined in the accreditation self-assessment process. Strategic or long-range planning (master planning) is specifically addressed in four categories, and specific indicators are defined in criterion 2D (p. 46). Using the information gathered and compiled in the CFAI manual will make strategic planning and master planning easier. The strategic planning model, as developed by Mark Wallace (2004) includes ten steps toward building a strategic master plan: 1. Understanding and applying the values of the department. 2. Identifying the department s mandates. 3. Developing the mission of the department. 4. Understanding and defining the philosophy of operation. 5. Assessing the challenges and opportunities of the external environment. 6. Assessing the weaknesses and strengths of the internal environment. 7. Identifying the strategic issues faced by the department. 8. Creating strategic goals for the strategic issues. 9. Creating the department s ideal future through proactive futuring. 10. Operational planning from a strategic perspective (p.52).

16 Master Planning 15 According to Stowell (2004), the development of the strategic master plan follows the steps identified in the project-management process. The completed plan is adopted and implemented by the organization. The development process involves the following steps: 1. Define the organization s mission 2. Establish goals/objectives 3. Identify strategic alternatives 4. Formulate a strategy (p.291) The City of Ontario, Canada published (2000) a public fire safety guideline on the subject of Master Planning Process for Fire Protection Services. The purpose of the plan (2000) is to outline a process and identify the components that may be used in the development and preparation of an effective master fire plan for approval by council and implementation by appropriate persons (p.2). The process used by the guideline (2000) states that the master fire plan is a component of the optimizing public fire safety model and the master fire plan process should generate the following: 1. A stated council commitment sanctioning development and preparation of the plan. 2. Identification of council approved fire protection options and the operational impacts of the policy decisions on providing services. 3. Identification of person responsible for preparation of the draft plan for council approval with appropriate time lines (p.6). The Ontario Office of the Fire Marshal gives permission for the reproduction of the Optimizing Model without alterations. (See figure below)

17 Master Planning 16 Question 4 Kouwe (2010) suggests the following: Several theories suggest that years of reactionary thinking at emergency incident particularly when they re often rewarded by successful outcomes breed managers and leaders who put less emphasis on planning ahead than their private-industry counterparts (p.1). DeChant (2007) suggests that strategic planning can t be completed in a vacuum by administrators, without involving the respective labor group. Successful strategic planning will be accomplished only if the personnel tasked with implementing necessary operations changes have an opportunity to contribute their input (p.2). Coe (2005) suggest that planning can vary from a single vision workshop to a long process involving many stakeholders. It works best as a consecutive process working form simple/philosophical to detailed/comprehensive (p.4). According to Coe (2005), the cost of planning is commensurate with required effort and he contrasts an in-house planning team versus planning consultants (p.4). Internal planning teams should reflect the hierarchical management structure of the department, broad stakeholder representation is essential for master planning

18 Master Planning 17 adaptation and implementation. Coe (2005) suggest that internal planning is a good method to improve internal communication and coordination as well as provide for skill development (p.7). Outside consultant planners offer a number of advantages: 1. They can advise on major trends and cutting edge opportunities. 2. They can coordinate workshop facilitation advancing the process while making the most of staff time. 3. They can provide communication and graphics skills to help staff envision opportunities quickly. 4. Experienced consultants can help staff envision the long-term outcomes of planning decision beyond local experience (Coe, 2005). Fire departments should make sure than their master planning expectations meet line up with their available budget. If internal planning skills are not available within the department, fire administrators should seek resources within the same municipality. A successful master planning process should leave all stakeholders feeling values upon completion. According to the Shreveport Fire Department Master Plan (2009), the strategic planning team was selected with members representing each rand and each division of labor within their organizational chart (p.2). By contract, the Toronto Fire Department (2003) established a master planning group, which included the public, involving over 400 people in their master planning process (p.2). Moreover, the Boulder Fire Department (1996) utilized a professional planning consultant in conjunction with committees formed by other city departments and county agencies (p.6). Question 5

19 Master Planning 18 According to the Nebraska Forest Service, Community Fire Protection Master Planning guideline (2007), a benefit of master planning is to provide a fire department s governing bodies with the direction needed to meet the present and future fire protection needs of a community, given available, and potential future, resources (p.2). Coe (2005) suggests that Master Planning allows organizations to make the most use of all their resources. The benefits also include the ability to, anticipate and shape their future, prioritize actions, budget time and dollars, improve internal communications, improve coordination and cooperation, sell their agenda internally and externally, obtain funding, and evaluate their projects and programs at a later date (p.1). The master plan should be used to as a supporting document for the budget process. Strategic master plans can be used to justify budget request, as it identifies exactly what resources are needed, how they will be used, and what will be accomplished. Grant (1994) states that master planning can provide the foundation for other administrative duties and identify what needs to be done and how. Planning also supports accountability as a mechanism to determine when objectives are not met and why (p.338). Grant (1994) suggests that benefits of a master plan are to prepare and objective and quantitative assessment of the emergency medical and fire protection service levels as they currently exist and opportunities to make cost effective improvement; and in light of service levels and improvement opportunities, examine policy making, management and operational alternatives, with will guide fire professional into the future (p.128). The literature review provided a solid foundation for this research project. This review demonstrated the wide diverse interpretation of strategic and master planning for public and

20 Master Planning 19 private organizations. In addition, the literature review demonstrated how fire departments in particular, the Fort Worth Fire Department can benefit from proactive strategic master planning. PROCEDURES Research Methodology: A descriptive research methodology process was used to conduct research utilizing sources from both emergency services and the private sector in order to answer the research questions. The literature review began at the National Fire Academy Learning Resource Center (LRC) in March Electronic searches for books, periodicals and published Executive Fire Officer Papers on Master Planning was conducted and search results were saved for future references. In addition, World Wide Web search engines including but not limited to Google, Yahoo, MSN and Bing were utilized to expand the search for reference books, journals, and national standards related to Master Planning. Then, structured personal interview were conducted with each member of the executive staff of the Fort Worth Fire Department amounting a combined 124 years of firefighting experience. Finally, an external survey was conducted using the electronic survey tool, Zoomerang to gather the opinions of other fire service professional concerning Master Planning. The goal of the research methodology was to determine the master planning process best suited for implementation in the Fort Worth Fire Department s management strategies. Step One: Literature Review. While on campus at the National Emergency Training Center, this author used of the online card catalog at the Learning Resource Center to search the following subjects; Master Planning, Fire Department Master Plans, Fire Department Planning, and Planning. The results yielded several examples of Executive Fire Officer Applied Research Papers on file as well as several articles in fire and emergency journals. In addition, a general

21 Master Planning 20 World Wide Web search was conducted using several popular search engines using the same subject terms with the addition of National Fire Protection Association standards. Also, this author searched local and college libraries via the internet to research all 5 questions regarding Master Planning. Step Two: Internal Phone Interviews. A draft of the Master Planning Phone Survey instrument was created and all Fort Worth Fire Department executive staff member were interviewed with the exception of the author (See Appendix A). Peer members of the executive staff showed excitement during the interview that this project was being undertaken. The fire chief assigned this master planning project to the author in addition to other executive officer projects and duties. He was excited about the progress of the project. All interviews lasted less than one hour with 100% of the respondents in agreement that the department would benefit greatly from the planning process and the implementation of a Master Plan. The questions asked during the interview were: 1. Has the Fort Worth Fire Department ever conducted a Master or Strategic Planning Process? 2. If yes, who was invited to participate in the planning process? 3. Was the planning process handled internally or did the department use an outside consultant? 4. Did the fire department publish the results of the planning process? 5. Was the strategic planning process built upon at each revision? 6. Was the strategic plan accepted by the internal and external stakeholders? 7. Do you believe your division of responsibility would benefit from the implementation of a Comprehensive Master Plan?

22 Master Planning 21 Step Three: External Fire Service Professional Survey. A survey was selected as one of the research tools to gather original data necessary to answer the project s research questions (See Appendix B). The author created a 10 question survey using an existing Fort Worth Fire Department Zoomerang account, an internet based survey service. The results were retrieved through the Zoomerang secured website. The survey was sent out to 25 fire services executive professionals. The fire departments selected for the external survey were carefully chosen because of the location within the State of Texas. Texas state statues govern most aspects of fire department processes and certifications. Texas is a right to work state and fairly new to the collective bargaining processes. The author s city is currently under a 4 year collective bargaining contract with our local IAFF chapter. The Texas Fire Chiefs Association s member list was utilized to conduct the survey. Survey questions were developed based on the projects research questions. Demographic data was also gathered to compare the results with the author s department. Assumptions and Limitations: It is generally assumed that larger Texas fire departments that protect a population of 100,000 or more utilize advanced and modern business management tools such as Master Plans or some type of strategic planning model. It is also understood that the facilitation of a strategic planning process requires a dedicated planning team that draws from various resources within the department. Due to varied definitions concerning the contents of a business plan, strategic plan or a master plan, a larger survey sample was not sought after. Although planning allows smaller fire departments to make the most of their limited resources, this project is limited to comparison departments. Therefore, the results are limited in scope to only those organizations surveyed. It is further assumed that the author as part of the executive

23 Master Planning 22 staff of the Fort Worth Fire Department has intimate knowledge concerning department strategic plans, projects and programs. Definitions and Terms: No ambiguous or technical terms are contained herein that are not already defined within the text of this paper itself. RESULTS Will the Fort Worth Fire Department benefit from Master Planning? Results from the applied research conducted in the literature review, structured phone interviews, and external surveys provided the specific answers to the five research questions. Research Question 1: What is the purpose of a master plan? Master plans are a proactive approach to developing long-range plans that will make the most of a community s existing, and projected future, resources. Stowell (2004) defines a master plan as identical to a strategic plan; Long range plans that chart the course of an organization over an indefinite future that is divided into definite time components. (p. 527). Kouwe (2010), defines strategic planning really differs form other forms of planning in how it deals with the organization as a living, breathing, growing and aging entity that must continually adapt to its changing environment to remain healthy (p.2). Wallace (2006) definition of a master plan is the focus of this author s project; a master plan is more than simply a copy of various plans bound together. 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 time frame covered by the master plan (p.53). Interviews with the executive staff of the Fort Worth Fire Department revealed a keen understand of Mark Wallace s view of a master plan and 100 percent support in the process he

24 Master Planning 23 defines. Also, 100 percent of the respondents felt that the department as a whole would benefit from a comprehensive master plan. 66 percent of the respondents to the external survey stated that their department use strategic planning instead of master planning. 100 percent of the survey respondents relied on the strategic planning process in defending budget requests and providing direction for their departments. Research Question 2: What is the significant difference between a strategic plan and a master plan? This author found that sometimes the definitions for strategic plans was exactly the same definition for a master plan. Grant (1994) states that the over all direction of the department is identified in the strategic plan. This plan should reflect the goals and administrative aspirations of the department for the next 5 to 15 years (p.326). This research found that the time period for a strategic is generally shorter than the time period for a master plan. Kouwe (2010) states that strategic planning boils down to four fundamental questions, asked organization-wide basis: 1. Where are we now? 2. Where are we going? 3. How do we get there? 4. How do we measure our progress (p.2)? Later, Kouwe (2010) defines master planning as a focus on three simple questions: 1. Where are we now? 2. Where will we need to be in the future? 3. How do we get there (p.9)?

25 Master Planning 24 Two of the four strategic planning questions are the same simple questions that define master planning. Structured interviews revealed that the Fort Worth Fire Department is currently planning on a strategic level, however when asked about master planning all respondents felt a comprehensive integration of multiple plans is missing from the department s strategic planning program. 33 percent of the external survey respondents indicated that their city have discontinued the use of a master planning and have opted to use strategic plans only. Responses indicate that strategic plans are used in a similar fashion to master plans. 100 percent of the respondents stated that their organizations have used outside consultants to coordinate the strategic planning process. Research Question 3: What are the significant processes necessary to create a master plan? Kouwe (2010) states that the best methods for conducting a master plan evaluation of the current conditions and demand for the service in the community being studied is to perform a five point analysis as laid out in the accreditation program: 1. Demand analysis 2. Distribution analysis 3. Concentration analysis 4. Reliability analysis 5. Performance analysis (p. 9) A good master plan will base its recommendations on solid scientific data rather than an off-the-cuff decision making. Stowell (2004) defines the development of the strategic process involves the following steps:

26 Master Planning Define the organization s mission. 2. Establish goals/objectives 3. Identify strategic alternatives 4. Formulate a strategy (p.292). According to Coe (2005), master plans are in fact only physical development plans. Some institutions have invested in detailed plans only to find they were not financially supportable. An integrated approach yields a successful document (p.2). Coe (2005) further states that the planning process works best when the process start simple and move toward detailed. The process includes: 1. Vision Workshops 2. Concept Plans 3. Physical Development Master Plans 4. Business/Strategic Plans 5. Comprehensive Master Plans 6. Update Plans Bryson (1995) Strategic Change Cycle (Process) includes 10 phases. The standard 10 phases of Bryson are: 1. Initial Agreement (Plan for Planning). 2. Mandates. 3. Mission / Values (By Stakeholders). 4. Environment (SWOT Analysis) a. External b. Internal

27 Master Planning Strategic Issues. 6. Strategy Formulation. 7. Strategy and Plan Review and Adoption. 8. Description of Organization in the Future (Vision of Success). 9. Develop Implementation Process. 10. Strategy and Planning Reassessment. The results of the phone interviews revealed that the members of the executive staff desire a comprehensive master plan that integrates current Fort Worth Fire Department planning documents into one. According to external survey results, respondents defined their comprehensive plans as strategic plans not master plans. Wallace (2006) indicates that departments that utilize the accreditation self-assessment manual can easily translate the results of the assessment into a strategic plan (p.53). Research Question 4: Who should be involved in the master planning process? DeChant (2007) stresses the importance involvement of labor units in the strategic planning processes cannot be overemphasized. Labor groups that are included in the planning processes are more likely to support and implement the plans that are created (p.2). Generally, fire departments create a strategic planning team that consists of a wide range of talents from a diverse group of all ranks. If planning experience is not available, departments will hire an outside consultant to help facilitate the strategic planning team through the planning process. Internal phone interviews resulted in a commitment from each division commander to provide all resources necessary to assist the master planning process.

28 Master Planning percent of the external survey respondents stated that their strategic planning team consisted of mainly member of the battalion chief rank and above. Additionally, 66 percent of the respondents indicated that a more diverse group comprised their strategic planning team. Research Question 5: What are the benefits to be derived from a master plan? Coe (2005) defines the benefits of planning as allowing organizations to make the most use of all of their resources. Benefits include the ability to anticipate and shape their future, prioritize actions, budget time and dollars, improve internal communications, improve coordination and cooperation, sell their agenda internally and externally, acquire funding, and evaluate their programs later (p.1). Feedback from the internal phone interviews revealed that the executive staff members exhibited a keen understanding of the benefits derived from an integrated master plan. The vision of the Fort Worth Fire Department is to become a world class fire department. A comprehensive master plan will assist the department is achieving that goal. 100 percent of the external survey revealed that strategic planning is either mandatory or greatly assisted in their department s budget presentations. DISCUSSION The results of this research project clearly identify the need for the Fort Worth Fire Department (FWFD) to develop and implement a master planning process. The researcher found that the Fort Worth Fire Department has created and maintain a business plan, a vehicle replacement plan, operational strategic plans, operational contingency plans, emergency management plans, hazardous materials operational plans, automatic and mutual aid plans, fire station replacement plans, emergency communications plans, weapons of mass destruction plans, and specialized program plans without coordination. Many of the plans are only available via a

29 Master Planning 28 server that can only be accessed by personnel assigned to the unit. An integrated comprehensive master plan is needed to centralize and create efficiencies within the department. On September 7, 2004, the City Council adopted an annexation policy for the City of Fort Worth to provide more specific guidance for making annexation decisions, to be more proactive in identifying annexation areas, and to promote more meaningful citizen participation during the annexation process (Appendix C). As part of this policy, between 2010 and 2014 the City of Fort Worth is expected to expand its borders by 17.7 square miles and between 2015 and 2029, the City is scheduled to expand by an additional 11.4 square miles. This expansion alone encompasses the size of many smaller cities in America. The Fort Worth Fire Department long range operational plans currently estimate that 4 additional stations will be needed to respond to the annexed area within our current 5 minute response criteria. Strategically planning for growth of this magnitude is exactly what a comprehensive master plan can provide for the Fort Worth Fire Department. According to Wallace (2006), creating a fire department that is proactive and receptive to change is the only real chance we have to stay on the leading edge, both in terms of technology and our service to the community. If we don t take a proactive stance, then we are always going to be reactive to the changes that are continuing around us. Always having to keep up with changes that are being forced upon us is frustrating (preface). Although planning recognized as an effective management tool, some fire department administrators limit its use to operational emergency response issues and policies only. However, excluding budget preparation, resource allocation, and organizational development from departmental planning reduces the scope and effectiveness of the agency (Grant 1994, p 317). Wallace (2006) proclaims that a fire department that knows where it is going, knows the environment in which it must operate, and

30 Master Planning 29 has identified how to get there has the best chance of achieving its goals and desires. These concepts form the foundation of strategic planning (preface). I have been assigned the project of finding a great master planning process; coordinate the process by working through others and finally creating a comprehensive master plan for adoption by the Fort Worth City Council. RECOMMENDATIONS Based on the initial problem that the Fort Worth Fire Department does not have an Integrated Comprehensive Master Plan; I recommend that the Fort Worth Fire Department the Master Planning process identified in this ARP. The results of this research illustrates that an Integrated Comprehensive Master Plan is crucial for meeting the current and future growth demands of the Fort Worth Fire Department. It is recommended that the Fort Worth Fire Department adopt the following Master Planning process and its components as described by Wallace (2006): 1. Strategic plan 2. Long-term operational goals 3. Medium-term operational goals 4. Short-term operational goals 5. Tactical objectives 6. Annual budget 7. Action plans for programs and projects According to Wallace (2006), completing each objective will result in the accomplishment of each operational goal. Accomplishing the operational goals moves the organization in the desired direction as defined by the strategic plan (p.53).

31 Master Planning 30 This process will include a review of all current short, medium and long-range plans incorporating stakeholders from all levels of the organization to ensure employee ownership and avoid internal polarization. Unit managers responsible for program and project will be assigned to the master planning team.

32 Master Planning 31 REFERENCES Bisson, S. (2009). Strategic Planning in the Fairfield Fire Department. Emmitsburg, MD: Executive Fire Officer Program, applied research project. Bryson, J. (2004). Strategic Planning for Public and Non-Profit Organizations (3 rd ed.). San Francisco, CA: Jossey-Bass Publishers. City of Boulder, Colorado. Master Plan (1996). City of Pasadena, California. Pasadena Fire Department Strategic Plan ( ). City of Shreveport, Louisiana. Master Plan ( ). City of Shreveport, Louisiana. Master Plan ( ). City of Toronto, Canada. Toronto Fire Services Master Fire Plan (2007). Commission on Fire Accreditation International (CFAI). (2006). Fire & Emergency Services Self-Assessment Manual. Chantilly, Virginia: International Association of Fire Chiefs. Community Fire Protection Master Planning. (2007). Retrieved July 28, 2010, from Federal Emergency Management Agency, United States Fire Administration, National Fire Academy. (2009). Executive Analysis of Fire Service Operations in Emergency Management: Student Manual. (2 nd Edition). Emmitsburg, MD: Author. Fraitzl, F. (2008). Creating a Strategic Plan for the Milford, NH Fire Department. Emmitsburg, MD: Executive Fire Officer Program, applied research project. Grant, N.K. & Hoover, D.H. (1994). Fire Service Administration. National Fire Protection Association. Quincy, MA: Author.

33 Master Planning 32 History of the Fort Worth Fire Department. (n.d.). Retrieved July 28, 2010, from Lafferty, F. (2008). Strategic Planning: The Good, The Bad, And The Ugly. Emmitsburg, MD: Executive Fire Officer Program, applied research project. Master Plan. (2007). Retrieved July 28, 2010, from National Fire Protection Association. (2007). Standard 1201 Providing Emergency Services to the Public. Retrieved April 18, 2010 from Parr, R. (2006). Developing a Strategic Planning Process for the Tomball Fire Department. Emmitsburg, MD: Executive Fire Officer Program, applied research project. Plan Ahead: A Short Overview of the Planning Process. (2005). Retrieved July 28, 2010, from Phillips, R. (2006). Strategic Planning: What is it and does the White Lake Fire Authority Need a Strategic Plan? Emmitsburg, MD: Executive Fire Officer Program, applied research project. Public Fire Safety Guidelines. (2000). Retrieved July 28, 2010, from Shasta County, California, Shasta County Fire Department Master Plan (2007). Stovall, F. (2004). Chief Officer. Fire Protection Publications. Oklahoma State University. Strategic Planning for the Fire and Emergency Service. (2010). Retrieved August 16, 2010, from Town of Milton, Ontario, Canada. Town of Milton Fire Master Plan (2008).

34 Master Planning 33 Wallace, M. (2006). Fire department strategic planning Creating future excellence. (2 nd ed.).tulsa, OK: PenWell Corporation, Fire Engineering Books. Windham, R. (2008). Can the Woodlands Fire Department Benefit from Utilizing Its Strategic Plan. Emmitsburg, MD: Executive Fire Officer Program, applied research project.