1. B Y : M I C H A E L
D A V I S
M B A 5 9 9
D R . R E E L E Y
Hillsborough County Fire
Rescue Case Study

2. Objectives
Organizational overview
External assessment
Internal assessment
Decision analysis
Implementation
Financial Projections

3. Introduction

4. Description
Multi-functionalEmergencyServices Provider
Services 1072Square miles

5. History
 Began in the 1950s as Volunteers
 1973 – Hired first Career Firefighters
 1974 – EMS introduced
 1980 – EMS ranked 3rd in U.S.
 1997 – Merger of Fire/Rescue

6. 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.

7. Strategic Elements
Major Events
 1997 – Merger of Fire Department & Hillsborough
County EMS
 2013 – Acquisitions of the remaining Volunteer
Associations

8. External Assessment

9. Competitors

10. Competitive Profile Matrix
Competitive Profile Matrix (CPM)
Hillsborough
County Fire Rescue
City of Tampa
Fire Rescue
Pasco County
Fire Rescue
Critical Success Factors Weight Rating Score Rating Score Rating Score
Advertising/Awareness 0.05 2 0.10 1 0.05 1 0.05
Market Penetration 0.05 3 0.15 3 0.15 4 0.20
Customer Service 0.14 4 0.56 3 0.42 3 0.42
Station Locations 0.09 2 0.18 3 0.27 2 0.18
Equipment R&D 0.08 2 0.16 2 0.16 2 0.16
Employee Dedication 0.08 3 0.24 4 0.32 2 0.16
Financial Profit 0.10 3 0.30 2 0.20 2 0.20
Customer Satisfaction 0.14 4 0.56 2 0.28 3 0.42
Community Impact 0.08 3 0.24 2 0.16 2 0.16
Specialty Services 0.07 4 0.28 3 0.21 2 0.14
Top Management 0.08 3 0.24 3 0.24 3 0.24
Price Competitiveness 0.04 3 0.12 2 0.08 3 0.12
Totals 1.00 3.13 2.54 2.45

11. Threats
1. Increasing response times due to traffic and
road conditions
0.09 4 0.36
2. Terrorism 0.03 1 0.03
3. Major Natural Disasters 0.04 2 0.08
4. Personnel Safety reduced 0.03 2 0.06
5. Decreased quality of building materials 0.06 1 0.06
6. Non-compliant code violators 0.02 1 0.02
7. County growth outpacing department
growth
0.08 4 0.32
8. High Hazard Occupancies 0.04 2 0.08
9. Hazardous Materials Intermodal travel 0.03 1 0.03
10. Any loss of community trust 0.02 2 0.04
TOTALS 1.00 2.90
Opportunities Weight Rating
Weighted
Score
1. Mutual Aid partnership 0.04 3 0.12
2. Reaching out to neighborhood community 0.04 2 0.08
3. New dispatch/GIS mapping/GPS 0.10 4 0.40
4. Public Education outreach to community
and residents
0.04 2 0.08
5. Structure fire survey to improve services 0.02 1 0.02
6. Moving training center will allow
expansion
0.07 4 0.28
7. Regionalization of Special Ops resources 0.06 3 0.18
8. Social networking presence 0.05 2 0.10
9. Growing population 0.06 4 0.24
10. Electronic Reporting System 0.08 4 0.32
External
Factors
Evaluation

12. Internal Assessment

13. Financial Ratio Analysis
Hillsborough County Fire Rescue
FY 14 FY 15 Ratio
Revenues $13,642,189.00 $13,501,974.00 -1.03%
Appropriations
Personnel Services $99,222,962 $102,280,670 3.08%
Operating Expenditures $25,351,622 $26,802,960 5.72%
Capital Outlay $106,496 $64,207 39.71%
Grant & Aids $124,360 $104,631 15.86%
Other Non-Operating Expenses $228,403 $290,451 27.17%
Total $125,033,843 $129,542,919 3.61%

14. Financial Ratio Analysis
Tampa Fire Rescue
FY 14 FY 15 Ratio
Revenues $15,818,440.00 $16,279,336.00 2.91%
Appropriations
Personnel Services $70,037,851.00 $70,935,167.00 1.28%
Operating Expenditures $3,771,201.00 $274,985.00 92.71%
Capital Outlay $568,483.00 $273,937.00 51.81%
Grant & Aids
Other Non-Operating Expenses $6,506,838.00 $7,001,600.00 7.60%
Total $80,884,373.00 $78,485,689.00 -2.97%
Pasco County Fire Rescue
FY 14 FY 15 Ratio
Revenues $53,604,796.00 $59,374,552.00 10.76%
Appropriations
Personnel Services $37,429,637.00 $40,074,762.00 7.07%
Operating Expenditures $2,259,330.00 $2,532,642.00 12.10%
Capital Outlay $25,844.00 $163,200.00 531.48%
Grant & Aids $841,930.00 $841,930.00 0.00%
Other Non-Operating Expenses $4,642,065.00 $6,485,003.00 39.70%
Total $45,198,806.00 $50,097,537.00 10.84%

15. Financial Ratio Analysis
$0
$100,000,000
2014
2015
Revenue
Hillsborough Tampa Pasco
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
2014 2015
Personnel Services Expenses
Hillsborough
Tampa
Pasco

16. Financial Ratio Analysis
$0
$10,000,000
$20,000,000
$30,000,000
2014 2015
Operating Expenditures
Hillsborough
Tampa
Pasco
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2014 2015
Capital Outlay
Hillsborough
Tampa
Pasco

17. Financial Ratio Analysis
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
2014 2015
Grant & Aids
Hillsborough
Tampa
Pasco
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
2014 2015
Other Non-Operating Expenses
Hillsborough
Tampa
Pasco

18. Internal Financial Evaluation
Strengths Weight Rating
Weighted
Score
1. Recruitment not a challenge 0.04 2 0.08
2. Strong public image 0.06 4 0.24
3. Competitive wages and benefits 0.05 3 0.15
4. Involvement with regional/state-wide organizations 0.04 3 0.12
5. We do a great job of EMS delivery 0.07 4 0.28
6. Good labor/management relation 0.04 4 0.16
7. Recover well from economic adversity 0.05 3 0.15
8. Drive for personal development 0.03 3 0.09
9. Strong Special Operations division 0.04 3 0.12
10. Fiscally responsible 0.06 4 0.24
Weaknesses
1. Apparatus maintenance 0.05 2 0.10
2. Inability to hire in critical areas 0.07 1 0.07
3. Challenges with IT (Information Technology) 0.09 4 0.36
4. Dissemination of information 0.06 1 0.06
5. Response times too long 0.08 4 0.32
6. Succession planning 0.03 2 0.06
7. Lack of education in administration 0.02 1 0.02
8. Inconsistent supervision of subordinates. S.O.P’s not adhered to on a daily basis 0.02 1 0.02
9. Need to use data collection to communicate needs to public 0.04 2 0.08
10. Lack of personnel 0.06 1 0.06
Rating: 1=major weakness; 2=minor weakness; 3=minor strength; 4=major strength
TOTALS 1.00 2.78

19. SWOT Matrix
SO Strategies
1 Competitive wages in a growing market (S3, O9)
2 Social media connects the public to the work of the department (S2 ,
O2, O4, O8)
3 EMS and Fire services improvement (S5, O5)
4 Great Special Operations program (S9, O7)
ST Strategies
1 Swift recovery after major incident (S7, T2, T3)
2 Great training for Specialized Hazard incidents (S9, T8, T9)
3 Strong community support when dealing with code violators (S2, T6)
4 Growing room for personnel advancement (S1, S3, T7)
WO Strategies
1 Challenges with emerging technology (W3 ,O3, O10)
2 Not meeting growth with hiring personnel (W2, W10, O7)
3
New Training facility to improve meeting public needs (W2, W9,O4,
O6)
WT Strategies
1 Time delays with rendering aid (W5, T1)
2 Inconsistencies in Administration threatens public image (W7, W8,T10)
3 Employees presenting themselves inappropriately while off-duty (W8,
W10,T10)

20. BCG
Matrix
High Medium Low
1.0 .50 0.0
High+20 Star Question Mark
Medium 0 Cash Cow Dog
Low -20

21. Squad Changes Fuel Costs Savings
Alternative Strategies
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
Per 24 hour
shift
Following
Fiscal Year
Increase
Salaries
Current Strategy
Proposed Change
0
0.1
0.2
0.3
0.4
0.5
0.6
Gasoline Diesel
Cost Per Mile Comparison
Gasoline
Diesel

22. Core Values
 Commitment to Excellence
 Stellar customer service
 Embracing diversity, transparency, and
accountability

23. Organizational Structure

24. Recommendations
 Improving Management Style
 Enhance Educational Emphasis
“Knowledge is less expensive than ignorance.
Ignorance is a dangerous and costly factor under any
form of government…” (A. J. Fogg, 1874)

25. Implementation Plan
 Consider Organizational Culture
 Building strong relationships with workforce
 Be willing to discipline

26. Financial Projections
Hillsborough County Fire Rescue
FY 15 FY 16 FY 17 FY18
Revenues $13,501,974 $14,042,053 $14,603,735 $15,187,884
Appropriations
Personnel Services $102,280,670 $111,293,615 $118,165,877 $125,462,494
Operating Expenditures $26,802,960 $30,903,632 $28,929,725 $27,081,897
Capital Outlay $64,207 $170,000 $130,950 $100,870
Grant & Aids $104,631 $5,000 $80,000 $1,280,000
Other Non-Operating Expenses $290,451 $520,000 $460,720 $408,198
Total $129,542,919 $142,892,247 $147,767,272 $152,808,617
$100,000,000
$120,000,000
$140,000,000
$160,000,000
2015 2016 2017 2018
Projected Budget
HCFR Budget

27. Conclusion