Texas A & M University Strategic Plan for Texas Commission on Fire Protection HW It is a strategic plan evaluation (you will find the strategic plan in the

Texas A & M University Strategic Plan for Texas Commission on Fire Protection HW It is a strategic plan evaluation (you will find the strategic plan in the attachment). It is a group report which we will evaluate a strategic plan for Texas Commission on Fire Protection (2019-2023). The website https://www.tcfp.texas.gov/

My part is to answer these questions:

Performance

What the organization was able to accomplish?

How well did the plan perform?

Which goals and objectives were met?

What actions were successfully implemented?

Thanks in advance. AGENCY STRATEGIC PLAN
FISCAL YEARS 2019-2023
BY
TEXAS COMMISSION ON FIRE PROTECTION
Commission Member
Robert Moore, Presiding Officer
Tommy Anderson
Carlos Cortez, Jr.
Kelly Doster
Jody Gonzalez, Asst. Presiding Officer
Mike Jones
John McMakin
Bob Morgan
Leonardo “Lenny” Perez
Mala Sharma
J. P. Steelman
Steven C. Tull
Tivy Whitlock
Term
Hometown
2015-2021
2015-2021
2015-2021
2015-2021
2013-2019
2017-2023
2013-2019
2017-2023
2013-2019
2017-2023
2017-2023
2015-2021
2014-2019
Bryan
Santa Fe
Harlingen
Frisco
Denton
Burleson
LaRue
Fort Worth
Brownsville
Houston
Longview
Waco
San Antonio
Submitted June 8, 2018
Signed:
Approved:
Executive Director
Presiding Officer
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TABLE OF CONTENTS
I. STRATEGIC PLAN
Mission and Functions …………………………………………………………………………………………………… 7
Agency Goals and Action Plans ………………………………………………………………………………………… 9
Redundancies and Impediments …………………………………………………………………………………….. 15
II. SUPPLEMENTAL SCHEDULES
Schedule A: Budget Structure ………………………………………………………………………………………….. 19
Schedule B: Performance Measure Definitions…………………………………………………………….. 21
Schedule C: Historically Underutilized Business Plan ………………………………………………… 31
Schedule F: Agency Workforce Plan ……………………………………………………………………………….. 35
Schedule G: Customer Satisfaction Survey ……………………………………………………………………. 39
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I. STRATEGIC PLAN
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MISSION AND FUNCTIONS
The mission of the Texas Commission on Fire Protection (TCFP) is to aid in the protection of lives and
property of Texas citizens through the development and enforcement of recognized professional
standards for individuals and fire service organizations.
TCFP is committed to operating in accordance with the highest standards of ethics, accountability,
efficiency, and integrity. The organization is also committed to administering its statutory duties in a fair,
just, and equitable manner. The responsibility for providing protection from fire and other hazards is a
cooperative effort involving TCFP, other state agencies, local governments, fire service organizations, and
even the citizens of this state. As such, the Texas Commission on Fire Protection places great value in its
relationships with its fire protection partners and neighbors.
The Texas Commission on Fire Protection accomplishes its mission primarily by ensuring and monitoring
the safety, training, and credentialing of Texas firefighters and other fire protection personnel. The
agency fulfills most of its responsibilities via three “core” functional areas: compliance, testing, and
certification. A fourth critical function, added in a recent legislative session, calls for the commission to
gather and analyze data on firefighter injuries and provide an annual report based upon that analysis.
Lastly, TCFP maintains an extensive fire protection resource library, and makes these resources available
to any organization or individual conducting training, doing research, or simply wishing to gain
knowledge in a particular area.
•
The Compliance Section of the agency performs inspections of regulated entities to ensure that the
organizations are following the rules adopted by the commission. These rules require that fire
departments and other associated organizations: provide their personnel with approved protective
equipment; ensure that personnel are trained and credentialed with respect to their assigned
duties; provide for ongoing training to personnel in their areas of responsibility; and adopt certain
procedures and practices to ensure personnel safety.
•
The commission’s Training Approval and Testing Section approves courses taught by fire training
providers throughout the state, and administers state certification exams covering a number of
different disciplines. These disciplines include various types of firefighting, apparatus operations,
fire inspection/code enforcement, fire investigation, hazardous materials, and other areas of
expertise.
•
The Certification Section performs all the necessary checks to ensure that those applying for state
fire certifications have met the requirements to be credentialed in a discipline, and issues those
credentials to qualified persons. Certification personnel also perform audits of continuing
education records, and manage the annual certification renewal process for all TCFP-regulated
departments and individuals.
•
The fourth functional area involves the gathering of data related to fire personnel injuries, analyzing
the data, and publishing the results annually with recommendations. All regulated entities are
required to report injuries sustained by their personnel. The agency has administered the program
since 2010, and valuable information is now available to fire departments regarding injuries
sustained by fire protection personnel statewide.
•
The Ernest A. Emerson Fire Protection Resource Library contains over 2,500 print resources and
nearly 2,000 audio/visual resources, all available to the fire protection community and the
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general public for checkout or viewing at the library. The agency’s librarian regularly conducts research
on behalf of committees, fire departments, and individuals, and helps to maintain the agency’s social
media presence.
Overarching all activities at the Texas Commission on Fire Protection is the commitment to adopt the
most current technology possible to deliver services and oversight. The information technology team
continuously works to design and develop new features to the commission’s online presence. Online
features that have been developed or are in development include: Submission of various documents and
applications, testing, payments for most TCFP fees, library checkout, and injury reporting. The goal is to
provide a platform that continues to meet the demands of today’s fire service and agency employees.
Concurrent with technology development efforts is a dedication to ensuring the security of the data
managed by TCFP. Attempted intrusions and attacks on the data infrastructure represent a continuing
and growing challenge, not just to our organization but to all of state government. We work closely with
the state’s Department of Information Resources to receive valuable support, guidance, and oversight to
agency IT operations.
The Texas Commission on Fire Protection is honored to play a role in the always-evolving Texas fire
service. As we move toward the future, we will not forget the great heritage and history forged by the
community of which we are a part. It has at its core a servant’s heart, made up of those who have pledged
to stand, sometimes at a heavy price, in harm’s way to protect our citizens. We are proud to stand with
them, and pledge as well to help them do their jobs better and more safely, and ultimately fulfill their
calling to those who depend upon them.
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AGENCY GOALS AND ACTION PLANS
AGENCY OPERATIONAL GOAL AND ACTION PLAN
Goal:
Develop and maintain an agency data management system with a web-based user interface, offering high
quality, robust features for both customers and agency staff.
Action Plan:
Continue development activities of the new data management system for both back- and front-end
components, launch remaining application modules by the end of fiscal year 2018, and update all
modules to improve performance and usability as needed.
ACTION ITEMS TO ACHIEVE GOAL
1. Continue design and development of front end applications of the new system, drawing from user input
and feedback to drive the system look and function. Add new user interface features during fiscal year
2018 and 2019.
2. Thoroughly test each developed feature before launching to full use.
3. Begin version II of some modules during fiscal year 2018 and continuing into 2019.
HOW GOAL OR ACTION ITEMS SUPPORTS STATEWIDE OBJECTIVES
1. Accountable to tax/fee payers of Texas.
The new data management system will be more efficient, effective, and user-oriented than the
previous system. The system is consistent with the statewide goal to implement technological
solutions to serve Texas citizens.
2. Maximum results with minimum waste of taxpayer funds.
All development efforts are being accomplished with existing agency staff. Increased efficiency and
convenience of the new system will make the most of taxpayer funds.
3. Effective in fulfilling core functions, measuring success in achieving performance measures, and
implementing plans to continuously improve.
The new system will allow stakeholders to manage all business with the agency in a much more
effective way. Functions such as testing, document submittals, renewal, and management of personal
information will be a part of the system. Performance measure totals will be obtainable for reporting
purposes. The architecture of the new system will allow for convenient upgrades and improvements
as the need arises.
4. Providing excellent customer service.
The new system will enhance the ability of the agency to deliver improved services to its customers.
5. Transparent actions apparent to Texans.
Targeted customer feedback has been received by the agency regarding system features and
functionality, and has driven design features to the degree possible.
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AGENCY OPERATIONAL GOAL AND ACTION PLAN
Goal:
Develop and maintain a system for administering state examinations via an online process.
Action Plan:
Continue programming efforts that will result in the ability to deliver online exams. Establish agreements
with computer-based testing centers throughout the state to be used by examinees for testing. Begin
online testing during fiscal year 2018.
ACTION ITEMS TO ACHIEVE GOAL
1. Complete functional testing of the data system by April 2018 to ensure that the system is able deliver
online exams as designed.
2. Continue establishing agreements with testing centers to expand availability to as much of the state as
possible. Continue the process through fiscal year 2023 as necessary.
3. Include final testing of online scheduling and payment modules for exams in functional tests above.
4. Launch limited online testing in April/May of 2018, starting with two or three disciplines and
expanding to others once successful administration of the initial launch is attained.
5. Expand to online testing for all disciplines by the end of fiscal year 2019.
6. Ensure that the system for administering hard-copy exams is preserved and functional as well.
HOW GOAL OR ACTION ITEMS SUPPORTS STATEWIDE OBJECTIVES
1. Accountable to tax/fee payers of Texas.
Online testing is consistent with the statewide goal of implementing technological solutions to serve
Texas citizens.
2. Maximum results with minimum waste of taxpayer funds.
The online testing system will be more efficient and cost effective than the delivery of onsite exams.
Although the onsite exam process will be preserved as an option for examinees for much of the
strategic plan period, its need is expected to be significantly reduced as the online system becomes
more utilized.
3. Effective in fulfilling core functions, measuring success in achieving performance measures, and
implementing plans to continuously improve.
The new system will be an improvement in terms of effectiveness in fulfilling the agency’s testing
function. Performance measure data will be easily tracked and obtained as needed.
4. Providing excellent customer service.
Although customers will still be required to go to a testing center to take an exam, results from their
test will be available to them quickly, which will expedite and simplify the individual’s ability to
obtain certification.
5. Transparent actions apparent to Texans.
The new system will directly benefit and be apparent to any who use it.
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AGENCY OPERATIONAL GOAL AND ACTION PLAN
Goal:
Offer important credentialing opportunities for fire protection personnel through new and existing
certifications, with the goal to better serve the citizens of Texas by enhancing the professionalism and
expertise of the Texas fire service.
Action Plan:
Collaborate with commission board and advisory committees to identify certifications to be developed
based upon fire service input and need. Establish committees of subject matter experts to develop state
certification exam test banks, and other necessary information for training providers.
ACTION ITEMS TO ACHIEVE GOAL
1. Identify one or two certifications during the first quarter of fiscal year 2019 to be developed over the
following 18 months.
2. Advertise for candidates for ad hoc committees of subject matter experts, and select committee
members during the 2nd quarter of fiscal year 2019.
3. Schedule and conduct meetings of ad hoc committee(s) as necessary to develop test banks, information
on reference material, and other pertinent information for training providers.
4. Begin the process of rule adoption to reflect new certifications by spring of 2020; rules should be
adopted in conjunction with availability of the new credentials.
5. Identify additional certifications to be developed by end of fiscal year 2021.
6. Follow the above general schedule for development of the additional certifications.
HOW GOAL OR ACTION ITEMS SUPPORTS STATEWIDE OBJECTIVES
1. Accountable to tax/fee payers of Texas.
The ability of Texas fire service personnel to become better trained and credentialed provides a
direct benefit to the citizens of the state.
2. Maximum results with minimum waste of taxpayer funds.
Credentials are developed primarily by committees of subject matter experts who volunteer their
time and efforts to the process. Agency staff members provide coordination and support to
committees as necessary.
3. Effective in fulfilling core functions, measuring success in achieving performance measures, and
implementing plans to continuously improve.
The development of new certifications enhances the improvement of fire service delivery to the state.
It expands two of the three core functional areas of the agency: testing and certification, and
increases the ability of the agency to generate revenue from both processes.
4. Providing excellent customer service.
Fire service stakeholders continually request new credentialing opportunities. In turn, bettertrained personnel can provide better service to Texas citizens.
5. Transparent actions apparent to Texans.
The entire process of credentialing development is very open, and input is sought by the agency so
that Texans’ needs are met.
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AGENCY OPERATIONAL GOAL AND ACTION PLAN
Goal:
Improve the usefulness of the agency-hosted injury reporting system to the Texas fire service and the
general public.
Action Plan:
Explore new ways to “market” the valuable data obtained from the injury reporting program, and
consider development of additional features in the reporting system that add value to the data for local
fire departments and others.
ACTION ITEMS TO ACHIEVE GOAL
1. Establish a committee in fiscal year 2018 to assess the injury reporting program, including
stakeholders, the agency’s public information officer, and any other key staff members.
2. Committee should be prepared to present findings and recommendations to the Commission board by
the spring of 2019.3
3. Adopt changes to the program as directed by the Commission board, and implement strategies for
marketing the program to stakeholders and others as coordinated by the agency’s public information
officer.
HOW GOAL OR ACTION ITEMS SUPPORTS STATEWIDE OBJECTIVES
1. Accountable to tax/fee payers of Texas.
Further development of the injury program addresses the agency’s statutorily mandated
requirement to obtain, analyze, and report injury information annually.
2. Maximum results with minimum waste of taxpayer funds.
All development of the injury reporting system is accomplished using current agency staff.
3. Effective in fulfilling core functions, measuring success in achieving performance measures, and
implementing plans to continuously improve.
Further development of the system enhances the ability of the agency to gather injury data and
provide statistical information to the fire service.
4. Providing excellent customer service.
An improved system will help fire departments with input of data, and will provide them with the
ability to obtain valuable injury statistical data whenever needed.
5. Transparent actions apparent to Texans.
Injury statistical data is currently available to all Texans as part of the State Fire Marshal’s annual
report, and is also available independently on the agency’s website. The agency always welcomes
feedback from stakeholders and others regarding its services and projects.
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AGENCY OPERATIONAL GOAL AND ACTION PLAN
Goal:
Establish and maintain an agency workforce that reflects the mission, functions, and workload demands
of the agency.
Action Plan:
Perform a comprehensive assessment of the agency’s workforce following the completion of the data
management system transition, and adjust personnel classifications, assignments, and workload as
necessary.
ACTION ITEMS TO ACHIEVE GOAL
1. Complete the transition of the agency data management system by the end of fiscal year 2018. (Some
smaller projects may remain, but most of the transition will have occurred).
2. Monitor agency workflow and personnel duties for 90 to 180 days to assess how changes in the new
data system impact job duties and responsibilities.
3. Perform a review of the position classifications of personnel versus job responsibilities to determine
any changes that should occur.
4. Revise job classifications as needed based upon the assessment.
5. Move FTE positions within the agency as necessary to the appropriate functional sections, with
particular priority being given to compliance activities.
HOW GOAL OR ACTION ITEMS SUPPORTS STATEWIDE OBJECTIVES
1. Accountable to tax/fee payers of Texas.
The goal ensures that agency personnel resources are utilized effectively and with the greatest
possible benefit to Texas citizens.
2. Maximum results with minimum waste of taxpayer funds.
Assessment and adjustment of the organization’s staff so as to best fit the agency’s mission
demonstrates a commitment to prudent utilization of taxpayer funds.
3. Effective in fulfilling core functions, measuring success in achieving performance measures, and
implementing plans to continuously improve.
The goal is intended to ensure that the agency is well positioned to fulfill its functions, with a
commitment to improvement.
4. Providing excellent customer service.
The agency takes customer service very seriously. Any adjustments made to agency staff would be
accomplished in such a way as to both preserve current service, and address improvements
wherever necessary.
5. Transparent actions apparent to Texans.
The agency’s organization, members, classifications, and responsibilities can be easily viewed by
citizens.
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AGENCY OPERATIONAL GOAL AND ACTION PLAN
Goal:
Develop and maintain an online continuing education reporting system for use by all TCFP-regulated fire
protection entities.
Action Plan:
Following the completion of the main data management system, initiate a program to develop a system for
regulated entities to electronica…
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