Davis Final Project

Hillsborough County
Fire Rescue – Case
Project
MBA 599 – Saint Leo University
2016
Michael Davis
Professor G. Stan Reeley
11/30/2016

Hillsborough County Fire Rescue: Case Project 2
Executive Summary
Since 1933, Hillsborough County Fire Rescue has served a growing populous of
residential, commercial, and industrial citizens and businesses by providing them with
emergency medical services and fire suppression protection. Like many government
municipalities, Hillsborough County Fire Rescue has experienced periods of growth and
recession. However, with the consistency of operational management plan, the mission tasks and
department values has overcome those obstacles, and now Hillsborough County Fire Rescue is
considered one of the best fire departments in the State of Florida.
Hillsborough County Fire Rescue has evolved into a modern multifunctional agency.
The department responds to approximately 123,092 fire and EMS incidents per year, with an
annual incident increase of 10%.
The Hillsborough County Fire Rescue (HCFR) Strategic Plan is a condensed document
that is derived from the Hillsborough County Board of County Commissioners Fiscal Year
Budget and Capital Improvement Plan Budget. The funding source for implementation of the
strategic management plan begins with the budget process and is commenced on October 1st, for
the upcoming fiscal year. The operational budget and Capital budget is approved by the Board
of County Commissioners in July.
The Hillsborough County Fire Rescue Strategic Plan sets forth a comprehensive vision
and mission statement that provisions the agency with a clear pathway into the future. The fire
department’s history is built on creating a strong vision, building support, establishing a plan,
and advancing with it. This document will serve as the Departmental guide to move forward
directing leadership, capturing the vision, and constructing support for the plan within the
community.

Index
Executive Summary................................................................................................................2
Introduction.............................................................................................................................4
Description..................................................................................................................4
History.........................................................................................................................4
Mission and Vision.....................................................................................................5
Strategic Elements.......................................................................................................5
External Assessment ...............................................................................................................8
Competitors.................................................................................................................8
Competitive Profile Matrix.........................................................................................9
External Factor Evaluation..........................................................................................10
Internal Assessment ................................................................................................................11
Financial Ratio Analysis .............................................................................................11
Internal Financial Evaluation......................................................................................14
Current Strategy..........................................................................................................17
Strengths, Weaknesses, Opportunities, and Threats Matrix.......................................19
Boston Consulting Group Matrix...............................................................................26
Strategic Alternatives and Recommendations.............................................................28
Core Values.................................................................................................................32
Organizational Structure.............................................................................................33
Strategy...................................................................................................................................34
Strategy Evaluation.....................................................................................................34
Implementation Plan...................................................................................................35
Financial Projections...................................................................................................38
References...............................................................................................................................41
Appendix.................................................................................................................................43

Introduction
Description
Hillsborough County Fire Rescue is a multifunctional, emergency operational
department, servicing 1072 square miles of the State of Florida, and 1.292 million residents (U.S.
Census, 2013). Within the zoned operational area, lie multiple individual municipalities, who
are autonomous from Hillsborough County. Although these municipalities are independent,
there is an established agreement to assist other agencies through the signing of Mutual Aide
Agreements, which enables the various agencies to work together, in serving the community,
when there is a great need of emergency services.
History
Established in the early 1950s with an exclusively volunteer staff, Hillsborough County
Fire Department services 1072 square miles of western central Florida, with the exception of
three incorporated cities residing in the boundaries of the county. Hillsborough County Fire
Department progressed and began hiring career firefighters in 1973. As the County began to
grow in population, the needs of emergency services increased as well. In 1974, Hillsborough
County government established a county operated emergency service ambulance division, which
took over the ambulance operations from a private company which was operated by a group of
funeral home operators. This was a separate and autonomous department known as Hillsborough
County Emergency Medical Services (HCEMS), separate from the Fire Department.
Hillsborough County EMS provided Advance Life Support services to the citizens of
Hillsborough County, and created a highly respected EMS agency. In 1980, HCEMS was
ranked third in the United States, just behind Dallas and Seattle, in quality of care and innovative

processes of pre-hospital treatment. This high standard is what helped catapult the future of
Hillsborough County Public Safety into an industry leader, as it is today.
Missionand Vision
The Mission of the Hillsborough County Fire Rescue is 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. It is the largest fire rescue department on the west coast of
Florida, and the third largest department in the state. The department responds from 43 fire
rescue stations to emergencies in the unincorporated areas of Hillsborough County. The
response area of 1072 square miles includes residential, commercial, and industrial properties in
rural, suburban, and urban areas. The organization provides various community services which
include: Fire Prevention, Fire Suppression, Emergency Medical Services, Hazardous Materials
mitigation, Emergency Management, and Public Education/Relations.
Strategic Elements
Hillsborough County Fire Rescue experienced two critical strategic events in its growth
and development stage. The first event was in 1997 when Hillsborough County Fire Department
and Hillsborough County EMS merged to create Hillsborough County Fire Rescue. This merger
had many challenges, both good and bad. On the positive side of the merger, the employees
from EMS were able to increase their pension’s long term return, due to the change in the type of
pension plan they moved into being a member of a high risk classification. The merger also led
to the hiring of an additional 300 employees over the course of 4 years due to meeting the needs
of the community.

One of the major challenges of the merger was with the acquisition of providing
paramedical services. Every frontline apparatus need to have personnel, equipment,
credentialing, and permitting to have equal service to the community. This transition need to
have a long term plan developed in the efforts of making a smooth evolution into the creation of
an advanced company. Unfortunately, there were various oversights, which caused the transition
to take over 7 years to reach the completion. There was a vast amount of financial investment in
the need of hiring overtime personnel to ensure there were qualified people on every apparatus,
meeting the Federal and State of Florida guidelines for the services provided.
The merger also saw a major change in the capital inventory expenses for the equipment
procurement to satisfy the regulations for Advance Life Support Care, as required for paramedic
services. Equipment required included, but not limited to:
 DC battery powered portable cardiac monitor/defibrillator, capable of delivering
energy below 25 watts/second with adult and pediatric paddles and EKG printout
 Intravenous access capabilities
 Advanced airway endotracheal tubes for adults and pediatrics
 Blood glucose monitor
 Controlled substance medication and DEA log
 American Heart Association recommended cardiac medications
 Intravenous medication administration pump (Florida Departmment of Health,
2016)
At the time of the merger, Hillsborough County Fire Rescue had twenty three (23) career
stations and eight (8) volunteer stations. The first stations which were equipped with the
paramedical equipment and staffing were the career stations. This was a quick process to get the

equipment and permitting, but the additional staffing was slow, as the education required takes a
minimum of 12 months to complete, then an equivalency certification exam is required. This
long process, in the addition to the sixty nine (69) employees needed to fill the positions, coupled
with the long process proved to be an overwhelming task for the department.
Additionally, the foresight on the expansion of the services needed to provide adequate
services was not displayed in the long term plan of the department. Because it was a merging of
two different companies, with similar, but separate long term goals and requirements, the
acquisition process should have incorporated these long term plans, unfortunately, it was not so.
This resulted in the long completion time to reach the final goal of the merger. Planning ahead
and making strategic arrangements before the acquisition would have made this evolution
smoother and less costly.
The next major change in Hillsborough County Fire Rescue, after the merger, was the
dissolution of all the volunteer fire department stations in 2012. The eight (8) volunteer stations
worked autonomously from the county. The personnel force was strictly non-paid volunteer.
Each station received donations from the communities they serviced, which were designed to pay
for equipment and supplies which benefited the community. The buildings, apparatus, fuel,
utilities, and medical supplies were provided by Hillsborough County Fire Rescue, to keep with
the continuity of the department of service.
After a financial audit of the volunteer stations in 2011, it was found that the volunteer
associations were not providing the same quality of service by adequately trained personnel to
the community (Branam, 2016). This audit set into motion the changes of substituting volunteer
minimally trained firefighters with fully credentialed professional firefighters. The succession
plan seemed sound on paper, as Fire Chief Ronald Rogers presented it; unfortunately, the lessons

learned from the merger were not adhered to. The personnel hired to fulfill the positions were
entry level employees without the needed paramedic training. This resulted in another cycle of
high salary costs, as overtime was required to meet the minimum staffing qualifications. In this
cycle, Hillsborough County Fire Rescue was heavy on personnel, but position poor on
qualifications. Over the course of the next three years, the department’s nominal salary budget
of $84 million was overspent by more than $10 million. This lack of planning had a major
impact on the department’s ability to build more fire stations and place more apparatus’ in-
service for the growing populous.
External Assessment
Competitors
Hillsborough County Fire Rescue is a municipality, not searching for customers, but
providing a service to those citizens in need. This does not indicate there is a lack of competition
in the industry. The competition is analyzed by the citizens residing in Hillsborough County and
the services provided to them by the department. Another component of competition is
workforce personnel competition. When comparing companies, having an advantage in the
industry of choosing the best candidates available is paramount. For the comparison companies,
two neighboring organizations have been selected; Tampa Fire Rescue and Pasco County Fire
Rescue.
Tampa Fire Rescue is the largest city fire department in Hillsborough County. At 128
square miles, the City of Tampa is the epicenter of businesses, cultural offerings, and museums.
Tampa is the third largest city in the State of Florida (City of Tampa, 2016). Tampa Fire Rescue
responds to approximately 72,000 incidents per year, from 22 fire stations (City of Tampa,
2016). The services provided mirror those of Hillsborough County.

Pasco County is the northern neighboring county to Hillsborough County. It is services a
rural, urban, and suburban population, but is smaller in size comparatively. Pasco County is 764
square miles, but has only a fraction of residents, at 475,502, almost one third population of
Hillsborough County (U.S. Census, 2013). To service the public safety needs, Pasco County
Fire Rescue operates out of 28 stations, with approximately 420 paid professional firefighters, a
support staff of approximately 65 people, and over 210 volunteers (Pasco County, 2016).
To compare the companies against each other the use of a Competitive Profile Matrix
(CMP) is used. Each success factor is important to compare to the competitors to help decide the
important areas to concentrate on improving.
Table 1
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

External Factor Evaluation
Hillsborough County Fire Rescue is not only competing for citizens to render aid, but
also works with other agencies to accomplish the goals when resources are heavily taxed,
through Mutual Aide agreements. Through the use of strategic partnerships with other agencies
the goals are met, reluctantly, services are deferred to the partnering agency and Hillsborough
County could lose the recognition or revenues generated. The opportunities Hillsborough
County has for offering other agencies resources, when compared to needing resources, is worth
the risk. Hillsborough County Fire Rescue is the leader in the area for Hazardous Materials
Operations, Technical Rescue Operations, Swift water and boat rescue, and S.W.A.T.
paramedics. These specialty resources are utilized throughout the State of Florida, to help other
agencies who do not have as advanced systems in-place.
There are moreover, other external factors which reduce the efficiency of Hillsborough
County Fire Rescue. These factors are challenges which need to be understood, but cannot be
controlled. As the department is a required public safety entity, it runs twenty-four hours a day.
This system can be overloaded during a major catastrophe, either man-made or natural. When
the resources are filled to capacity, the citizens in the community might suffer by having services
delayed for long periods of time. The duration of lack of service reflects on the department in a
negative undertone, which can spoil the public reflection of the organization.

Table 2
External Factor Evaluation Matrix (EFE)
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
Table 3
External Factor Evaluation Matrix (EFE)
Threats Weight Rating
Weighted
Score
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
Internal Assessment
Financial Ratio Analysis
In any organization, the financial performance is the best indicator of showing a growing
business. The performance is measured in the return on assets ratio. The difference in

government agencies performance is financial gain is not the highest priority, delivering
exceptional service to the citizens, who contribute their dollars to the agency through taxes, and
fiscal responsibility is the true measure in these types of organizations. Because tax dollars are
distributed amongst various departments within the municipality, the funding may vary from
year to year, based on the serviceable needs of the citizens.
Hillsborough County government received total revenues of $1,824,225,630 in 2015.
This accounts for various incomes in addition to collected taxes. Of these revenues, the Fire
Rescue department contributed $13,501,974 from ambulance billing fees and fire prevention
fees. Hillsborough County Fire Rescue was given a budget of $129,542,919. This budget is
inclusive of personnel expenses, operating expenses, capital outlay, grants, and non-operating
expenses.
Table 4
Appropriations FY 14 FY 15
Personnel Services $99,222,962 $102,280,670
Operating Expenditures $25,351,622 $26,802,960
Capital Outlay $106,496 $64,207
Grant & Aids $124,360 $104,631
Other Non-Operating Expenses $228,403 $290,451
Grand Total $125,033,843 $129,542,919
Budget by Fund
Countywide General Fund $684,634 $774,197
Unincorporated General Fund $122,904,434 $127,460,843
Countywide Special Revenue Funds $368,258 $476,367
Grants (Not Transportation-Related) $1,076,517 $831,503
Grand Total $125,033,843 $129,542,919
When compared to the competition, Hillsborough County Fire Rescue proves it has more
operating financial power over others in the industry. The financial analysis will examine the

revenues and expenditures of the three companies. In tables 5-7, it will show that Hillsborough
County had the least amount of revenue change from the previous year, and Pasco County had
the greatest increase in revenue. This revenue increase in Pasco County allowed for a good
increase in the budget for the following year. This is not so for Tampa Fire Rescue, as there was
a reduction in the annual budget, even though there was a positive change in the revenue.
Hillsborough County still had a budget increase, even though the revenues had a negative growth
from the previous year.
Table 5 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%
Table 6 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%

Table 7 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%
Internal Financial Evaluation
In the following tables (8 & 9), the strengths and weaknesses of the department are listed.
These internal factors are the deciding factors as to how effective the administration is in
growing the organization in serving the public better. The department has the ability to change
or address any weaknesses to make improvements in the organization. This ability is paramount
in the decision making process to meet the goals of the organizational strategic plan.
The ability to maintain a long readily available list of applicants who seek employment
with the department proves that Hillsborough County is a highly desirable place to work. When
there is a job vacancy, there is a period of open application acceptance. The typical number of
vacancies needed for this application period is twenty (20). For these twenty positions,
Hillsborough County will receive on average 300 – 400 applications. The candidates are ranked
based on test scores from a standardized test offered by a third party contactor. The competition

for employment is steep, and only the top 50 are interviewed by a panel (Branam, 2016). It is
this option that Hillsborough County has the opportunity to hire the brightest candidates possible.
With the department so desirable, one might wonder why? Hillsborough County Fire
Rescue is the third largest department in the State of Florida, and the 17th largest department in
the United States (Branam, 2016). With this clout, many people want to be associated with the
department for the ability of learning a great trade, from experienced people. Candidates apply
from all over the State, with the hopes of joining the department. This strong image is what
allows Hillsborough County Fire Rescue from having to advertise its existence.
Because of the size of Hillsborough County, when compared to other agencies,
Hillsborough County has a very high population, which is how the department is able to have a
higher salary wage for its employees. As mentioned before, Hillsborough Fire Rescue has more
than twice the budget of Pasco County and only covers 200 square miles more. The result is
there is almost three times the populous of Hillsborough County compared to Pasco.
As the department is a leader locally, Hillsborough County shares its knowledge and
abilities throughout the State of Florida. By being a member of the Urban Search and Rescue
Taskforce in the State of Florida, Hillsborough County Fire Rescue has the ability and the honor
of helping citizens across the State during devastating times. The Special Operations teams are
highly trained and regionally accredited. This status gives Hillsborough County the capability to
receive large grants to fund additional equipment and training for the department.
With these great accomplishments, come great challenges to overcome. The more
equipment purchased and the new the technology integrated into the advancement of the
organization, the more often repairs are needed and maintenance costs are increased. The
challenge is to have qualified personnel available for repairing equipment and apparatus in a

timely manner. The normal business hours of technicians are 8 a.m. to 5 p.m. Monday through
Friday, but the equipment and apparatus are used 24 hours a day. Considering hiring a
workforce of technicians, who work at night, might be a viable consideration to streamline the
efficiency of keeping the department operating smoother and effectively.
Table 8
Internal Factor Evaluation Matrix (IFE)
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
Rating: 1=major weakness; 2=minor weakness; 3=minor strength; 4=major strength
Table 9
Internal Factor Evaluation Matrix (IFE)
Weaknesses Weight Rating
Weighted
Score
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

Current Strategy
Hillsborough County Fire Rescue is currently undergoing some historical changes, in the
manner in which the organization is planning its future. In April, of 2015, Hillsborough County
Fire Rescue hired a new Fire Chief, Dennis Jones. This was a strategic move on the
administrations part, as the predecessor was not exercising business acumen in the decision
making process. Therefore, with his replacement of Chief Jones, the goals of the organization
were clear and precise; give the best service to the community, and make sound financial
decisions to operate within the financial boundaries of the established budget.
Chief Jones, having experienced executive level command as the former Fire Chief of the
City of Tampa, understood the challenge proposed before him. There were many challenges
inherited by the previous administration which were not promenade in the growth of the
organization. This is because the previous administration’s strategy was to Manage by
Subjective (David, 2014). This management style is theorized as building on the idea that there
is no general plan for which way to go and what to do. This approach is considered a mystery
approach to decision making, as subordinates are left to decipher what the administration is
wanting to do and the goals set forth for the organization(David, 2014).
The previous administration had a plan; unfortunately, there was no action to put the plan
into effect. As to this, the plan for the organization was not followed, and there was no
communication as to the direction of the organization. As an example, the department had a
written plan to build more fire stations to address the growing populous and the increasing
volume of emergency incidences. This plan was initiated in 2003, with a timeline ending in
2011. During this timeframe, it was planned to build a minimum of thirty (30) stations in this

period. As it currently stands, in 2016, there were only six (6) stations built since 2003(Branam,
2016). This is a far cry from the thirty (30) plus stations needed.
The new Fire Chief, Dennis Jones, recognized the lack of planning by the previous
administration, and therefore decided to overhaul the future business plan of the department. As
the mission of Hillsborough County Fire Rescue is to provide the best services to the
preservation of life and property of the citizens is brought to the forefront, the need to implement
real change in the direction of the organization began to follow the mission statement. Chief
Jones’ changes to the master plan of the organization are designed to properly improve the
greatest weakness of the department: the poor response times of first responders.
The number of incidents requiring assistance from first responders has significantly
increased from 2003. The department responded to just over 68,000 incidents in 2003;
conversely in 2015 the department responded to just fewer than 100,000 incidents (Branam,
2016). With the increase in service calls, the increase in population growth, road congestion, and
the lack of future vision of the department have been the major contributors to the poor response
times of the first responder units.
To acclimate to the situation, Chief Jones has implemented the use of small utility
vehicles (SUV) to respond to specific medical incidents, which attributes to more than 80% of
the calls for assistance. These SUVs are more cost effective to operate and maintain when
compared to a fire engine (Jones, 2016). The purpose of these SUVs, known as Squads, is to
collect data of improvement of response times in the high incident areas. Through analytical data
collection, these squad vehicles are moved throughout Hillsborough County for a limited number
of months. The information obtained is beneficial to show the impact of additional units and to

strategically place, in order of need from greatest to least, new fire stations and ambulance
locations.
Based on the importance of location, the new stations are plotted on the new Master Plan,
which specifies two (2) stations to be built every year for the next 20 years. The funding for
each project includes a 4% inflation rate of real estate, construction materials, and equipment
costs. Salary increases are also incorporated into the plan, with an annual increase projected at
5%. Each fire station is planned to house a fire engine and an ambulance at the minimum. With
the plan written with these parameters, the required funding over the next twenty (20) years is
projected to cost approximately $283 million total. This is a measurable goal, and should be
achievable with the support of the Board of County Commissioners, the governing body who
oversees the Fire Rescue Department.
Strengths, Weaknesses, Opportunities, and Threats Matrix
The current strategy is a great step in the right direction of the organization. Through
analysis of the plan, there are both strengths and weaknesses of the plan, as with all plans, there
is always room enhancement. The department has various opportunities to improve, but there
are threats which can cause a deviation from the Master plan of the organization. The following
exemplifies the strengths, weaknesses, opportunities, and threats of the organization:

Table 10
Strengths
1. Recruitment not a challenge
2. Strong public image
3. Competitive wages and benefits
4. Involvement with regional/state-wide organizations
5. Great job of EMS delivery
6. Good labor/management relation
7. Recover well from economic adversity
8. Drive for personal development
9. Strong Special Operations division
10. Fiscally responsible
Table 11
Weaknesses
1. Apparatus maintenance
2. Inability to hire in critical areas
3. Challenges with IT (Information Technology)
4. Dissemination of information
5. Response times too long
6. Succession planning
7. Lack of education in administration
8. Inconsistent supervision of subordinates. S.O.P’s not adhered to on a daily basis
9. Need to use data collection to communicate needs to public
10. Lack of personnel
Table 12
Opportunities
1. Mutual Aid partnership
2. Reaching out to neighborhood community
3. New dispatch/GIS mapping/GPS
4. Public Education outreach to community and residents
5. Structure fire survey to improve services
6. Moving training center will allow expansion
7. Regionalization of Special Ops resources
8. Social networking presence
9. Growing population
10. Electronic Reporting System

Table 13
Threats
1. Increasing response times due to traffic and road conditions
2. Terrorism
3. Major Natural Disasters
4. Personnel Safety reduced
5. Decreased quality of building materials
6. Non-compliant code violators
7. County growth outpacing department growth
8. Fiscal responsibility of employees
9. Hazardous Materials Intermodal travel
10. Any loss of community trust
Table 14
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)
The strengths of the department are reflective of the stature of the department in the
industry. Ranked 17th largest department in the United States, Hillsborough County Fire Rescue

is known for its involvement of special operations teams in National incidences, such as
Hurricane Katrina (2005) and Hurricane Andrew (1992). Hillsborough County Fire Rescue has
been given awards for their excellence in Emergency Medical Services (EMS) by the Florida
Department of Health Bureau (2012), and the International 2011 Heart Safe Community Award
(Branam, 2016). Hillsborough County Fire Rescue was given the opportunity to be one of three
departments in the United States to participate in an international life saving study, which
changed the future of how Cardiopulmonary Resuscitation (CPR) is performed (Branam, 2016).
These outstanding accomplishments help to solidify the influence the department has in the
industry.
Like all icons, other departments look to them as an example of innovative leadership and
trail blazing ideals. However, as with all iconic visionaries there is room for improvement. In
the case of Hillsborough County Fire Rescue, improvements can be made, and obstacles can be
overcome, to improve the vision and the mission of the organization. By identifying the greatest
challenges, the organization can concentrate efforts in resolving or decimating the obstacles
prohibiting progress.
In the case of Hillsborough County Fire Rescue, the largest obstacle impeding progress of
the administration is the Collective Bargaining Agreement between the Board of County
Commissioners and the Union body of the employees. Although there is good communication
between the Administration and the Union leadership, the legal binding contract, which dictates
certain privileges and rank structures of the organization, are not conducive with the new Master
Plan of the organization.
Florida is one of the twenty four (24) States whom are considered non-union written
agreement States, also known as a Right-to-work States. These States have legislation which

allows for public employees to form organized unions, and bargain their working conditions and
wages with their employers. Legally, this is acceptable; however, the concept is truly an unfair
and unethical treatment of employees outside of the unionized organization.
As an employee within the union organization, the collective bargaining agreement
specifies the pay wages and working conditions for a specific time period, usually two to three
years. These wages are specific and usually not tied to a performance based salary increase.
Conversely, employees whom are not affiliated with a unionized collective bargaining agreement
are subject to pay for performance salary increases, which can be substantially less than those
counterparts in a union. Employees within the union could receive a 70% success rating and still
receive the full percentage salary increase, when a non-union employee could receive an 80%
success rate and still receive a smaller percentage salary increase.
In 1937, President Franklin D. Roosevelt, commented on this very matter. He said,
“All Government employees should realize that the process of collective bargaining, as
usually understood, cannot be transplanted into the public service. It has its distinct and
insurmountable limitations when applied to public personnel management. The very
nature and purposes of Government make it impossible for administrative officials to
represent fully or to bind the employer in mutual discussions with Government employee
organizations. The employer is the whole people, who speak by means of laws enacted by
their representatives in Congress. Accordingly, administrative officials and employees
alike are governed and guided, and in many instances restricted, by laws which establish
policies, procedures, or rules in personnel matters.” (Roosevelt, 1937)
The State of Wisconsin followed this imparted advice by changing the State’s legislation
to eliminate the collective bargaining agreement powers of the unions. The logic was based on
the sound ideals of taxpayers, the true stakeholders of the State, not having a voice in the
financial decisions of the State’s affairs. This reason is figured from taxpayers voting for a
particular politician, based on their political campaign, emphasizing the need to reduce the
budget or be more fiscally responsible. However, if there is a collective bargaining agreement,

the politician is not able to fulfill their promises to the constituencies because of the legally
binding contract of the collective bargaining agreement, specifying wage increases or special
treatment of the union employees and the governing organization becomes fiscally responsible
for funding it. By passing the Act 10 legislation, Governor Scott Walker of Wisconsin, enabled
the taxpayers to have a voice and the politicians are able to make the changes necessary to help
the economical position of the entity.
In the case of Wisconsin, the State was able to save taxpayers $5.24 billion by the
elimination of the collective bargaining agreements, and opening up insurance and pensions to
competitive bargaining (Kittle, 2016). This savings trickles down to the taxpayer equating to
roughly $2,291 per household (Kittle, 2016). The ability to make, and uphold, financial
decisions helps State administrators give tax relief and not increase sales, income, or property
taxes during times of recession.
Additionally, this legislation allowed for the individual municipalities to have the
authority to terminate subpar employees, who normally were able to hide within the confines of
the union agreements. Now if an employee is not performing appropriately or adequately, there
is an opportunity to replace the employee with one who is willing to adhere to the organizational
mission and value. Although this change in legislation created a fire storm of political power
forces, the end result proved to be a benefit to the taxpayers, who ultimately are the
organizational stakeholders.
In the case of Hillsborough County Fire Rescue, until the State of Florida’s legislation is
changed, holding the union’s collective bargaining agreements to the allowable listed items only
is a good start. Under current Florida legislation, collective bargaining agreements allow public
employees to “have the right to be represented by any employee organization of their own

choosing and to negotiate collectively, through a certified bargaining agent, with their public
employer in the determination of the terms and conditions of their employment. Public
employees shall have the right to be represented in the determination of grievances on all terms
and conditions of their employment (Florida Statute 447.301, 2016).”
This legislation specifies that the terms and conditions of employment are the only items
included in the collective bargaining agreement. The conditions that an employer and employee
agree upon for a job include an employee's job responsibilities, hours, work days, breaks, sick
and vacation days, dress code, and salary. They also include benefits such as life insurance,
retirement plans, and health insurance (Investopedia, 2016). At Hillsborough County Fire
Rescue, the collective bargaining agreement also specifies the promotional ladder, but only a
partial advancement tree is established and does not include upper administration advancement.
Furthermore, the collective bargaining agreement also specifies how the administration will staff
the apparatus of the department. These demands are outside the legal definition of the collective
bargaining inclusions. Hillsborough County Fire Rescue Administration needs to address this
issue, to prevent the union from continuing to strong arm the organization.
Another area of concern involves employee presentation when off-duty. As a public
servant, firefighters, teachers, police officers, and politicians are expected to maintain a
professional ambience and integrity while working and during personal time. When a member
of one of these professions has a personal issue which might question their integrity, the media
exploits there issue by placing their career choice in the limelight. Therefore, if a member of the
organization is accused of partaking in a criminal activity, the media puts question into the mind
of the public as to the ability of the department of performing their duty. Admittedly, there have
been firefighters who have been accused of road rage incidents, embezzling, infidelity, gang

affiliation, DUIs, and domestic violence crimes. This shows that we are all human, and we all
make mistakes, but the organization needs to have the ability to protect its image and respond to
media attacks on the profession. Some individuals need to be disciplined or terminate their
affiliation with the organization, but unfortunately, this sometimes cannot be accomplished due
to the union collective bargaining agreement protection.
Boston Consulting Group Matrix
A corporate planning tool used to monitor the performance of an organization is known
as the Boston Consulting Group (BCG) Matrix. This matrix shows how the organization is
performing financially, and can help show how the organization can improve in
revenue/expenditure challenges. In the government, investment of the community is not high on
the priority list, as the financial revenues are based on various tax implementations, and the
business of the government entity is not to be profitable for shareholders, but to spend the tax
dollars in a responsible manner to provide the required services to the citizens. The BCG for
Hillsborough County Fire Rescue will not appear to be a good indicator of a successful company,
but it operates within the approved budget to achieve the mission of the organization.

Table 15
High Medium
Low
1.0 .50
0.0
High+20 Star Question Mark
Medium
0 Cash Cow Dog
Low -
20

Strategic Alternatives and Recommendations
As previously noted, the strategy to improve the services for the citizens of Hillsborough
County is a step in the right direction, when compared to the previous administration’s vision.
There are a few areas where some small changes can help improve the organization, while
staying within the current collective bargaining agreement contract, while encouraging the
administration to consider changing the inclusions in the contract for future written agreements.
The first change would include placing more Squads in service, with a change in the
personnel which are currently employed. The Squad vehicles can be staffed with one (1)
firefighter/Emergency Medical Technician (EMT) and one (1) stand alone firefighter/paramedic
to work as a team. Currently, the Squads are staffed by two (2) paramedics, one required to be
an Acting Lieutenant to act as the paramedic-in-charge. An Acting Lieutenant receives an
additional 10% salary increase for the 24 hour shift. To properly evaluate this change, salaries
need to be addressed first. The following is a matrix of salary ranges for the positions of
firefighter and firefighter/paramedic:
Table 16
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Firefighter/EMT
$16.03 $16.83 $17.67 $18.55 $19.48 $20.45
Firefighter/Paramedic $18.43 $19.23 $20.07 $20.95 $21.88 $22.85
Acting Lieutenant N/A $21.15 $22.08 $23.05 $24.07 $25.14
By changing the staffing needs of the Squads, the department will still meet the State of
Florida legislation guidelines set forth in Florida Statute 401.28, which requires one (1) State of
Florida certified EMT and one (1) State of Florida certified Paramedic to staff any Advanced

Life Support (ALS) Ambulance. Although the Squads are not ambulances, they still provide
ALS services. The recommended changes would result in a minimal savings of $2.40/hour,
equating to an annual savings of $21,024 per Squad. There are currently two (2) Squads in
service to date.
This saving of $42,048 per year may not seem significant, but this savings in salaries is
just the tip of the iceberg. The department is continually having challenges with personnel being
qualified for the various positions within the department due to retirements, turnover rates, and
probationary employees. Within the organization, the every position is able to “act” in the next
level position after the completion of one probationary year, and the fulfillment of a check-off
process, which ensures the employee, understands the roles and responsibilities of the position
they will be “acting” in. This is also part of the promotional process.
Because of the staffing challenges across the organization, there has been, and turned into
normality, of position poor situations, with excessive personnel. This situation causes the
$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

requirement of hiring overtime personnel to fill the vacant positions. The excessive employee
positions are firefighter/EMTs. By utilizing these individuals, the department is able to staff
more Squads, which will increase the faltering response times. The salary savings now comes
into play, as the $42,048 annual savings can pay in full the cost of one (1) Squad vehicle.
However, vehicles can be depreciated over 7 years, lowering the annual cost required per Squad.
Consequently, the salary savings can be used to place at least two (2) Squads into service,
including the cost of inventory and equipment.
These vehicles will not bring in revenue, as only the transporting ambulances are the
revenue generating EMS portal, however, the increasing response times across the County will
improve. This is part of the progressive enhancement and value the Squads add. The Squads
take the wear and tear off the large fire trucks, when the requests are for medical aid. The wear
of tires on a Squad, which has only four (4) light truck tires, which have a cost of $150 a piece, is
more desirable when compared to replacing the tires on a fire truck, which costs $350 a piece
and the fire trucks have six to eight tires per apparatus. The savings continue to make an impact,
with the fuel savings of operating a Squad. Fire trucks get approximately 4 miles per gallon of
diesel fuel, conversely the Squads achieve approximately 14 miles a gallon of regular gasoline.
With the average price of Diesel fuel at $2.18/gallon, and the average price of regular gasoline of
$1.85/gallon, the cost of fuel per mile is taken into consideration for further savings (Gas Buddy,
2016). The usage of Squads proves additional savings of vehicle maintenance and fuel costs,
with the addition of extending the life span of the fire trucks.

A fire truck’s initial cost is around $700,000. If the life span of each fire truck can be
extended just one more year, from ten (10) years to (11) years, the capital inventory savings
equates to $267,272; which is still not including the $42,048 in salaries, nor the fuel savings.
As a service to the community, the department is continually in need to improve the level
of service. The reduction of response times of EMS and fire services shows the citizens that the
department is concerned about their well being. The value this brings also equates to helping
lower the insurance rates of every homeowner in Hillsborough County.
The insurance rates of homeowners are based on the municipalities ISO rating. ISO,
Insurance Service Office, provides information to insurance companies based on assessments
performed referencing municipalities’ response times, distances to established water supplies
(fire hydrants), and training hours logged (Fire Service Info, 2016). The information obtained
translates to a rating scale from 1 to 10, 1 being the best, 10 being the worst. Insurance
companies use this information to establish insurance risk rates for premiums for the property
0
0.1
0.2
0.3
0.4
0.5
0.6
Gasoline Diesel
Cost Per Mile Comparison
Cost Per Mile

owners. Consequently, the ability for the municipality to lower the ISO rating, the more money
taxpayers will save on homeowner’s insurance.
The Squad units can further be increased by assigning an unstaffed Squad to each of the
four (4) stations which house a Truck/Ladder company. The Truck companies are important to
fire suppression operations, however, they are utilized as a backup to the adjoining Engine
company they are housed with, for medical calls. As previously noted, majority of the request
for help calls are medical in nature. Truck companies are a much larger apparatus, requiring
more expensive maintenance costs. Truck companies also have staffing of four (4) personnel,
when compared to an Engine company which is staffed by three (3) personnel. If the Squads
were unstaffed, the Truck Company would use two (2) personnel to staff the Squad for medical
calls, and when requested for fire suppression incidents, the truck would respond with all Four
(4) personnel. This reduces the wear on this specialty equipment and enhances the lifetime of
the apparatus, reducing the cost of replacement due to high mileage or overuse.
Core Values
The core values of Hillsborough County Fire Rescue are the commitment to excellence;
stellar customer service; and embracing diversity, transparency, and accountability (Jones, 2016).
These values resonate in the field personnel, and are enforced by the policies set forth by Human
Resources.

Organizational Structure
Fire Chief
Deputy
Chief of
Operation
s
Chief of
Training
Training
Officers
Chief of
Special
Operations
Shift
Commander
Battalion
Chiefs
Captains
Lieutenant
Firefighter FireMedic Paramedic
Driver
Engineer
Division
Chief of
Emergency
Management
Manager of
Emergency
Planning
Senior
Planner
Emergency
Management
Specialist
Senior
Program
Director
Emergency
Management
Specialist
Deputy Chief of
Administration
Fire
Marshal
Assistant
Fire
Marshal
Lead Fire
Investigator
Investigator
Fire
Inspectors
Fire
Facilities
Logistics
Manager
Multi-
Trades
Storekeeper
Chief of
Rescue
Chief of
Quality
Assurance
MCI
Planning
Director
EMS
Medical
Director
Emergency
Dispatch
Medical
Director
Chief of
Personnel
Personnel
Analyist
Personnel
Assistant
Emergency
Dispatch
Manager
Senior
Program
Coordinator
Communication
Supervisor
Senior
Dispatcher
Dispatcher

Strategy
Strategy Evaluation
The current strategy for Hillsborough County Fire Rescue has drastically changed from
two (2) years ago, when the previous administration was in power. The previous administration
managed under several strategic methodologies. Managing by Extrapolation, Managing by
Crisis, Managing by Subjectives, and Managing by Hope were the leadership styles of the
administration. Not to the fault of the previous administration, as they were not educated in
leadership or administrative practices.
The Fire Chief of the department is an appointed Official; appointed by the Assistant
County Administrator, who is charged with overseeing Fire Rescue department, along with a few
other departments. The previous Fire Chief, Ronald Rogers, was appointed based on his
“experience” as a Division Chief within the department, as the Chief of Special Operations. His
education level was unfortunately not meeting the requirements of the position, as he had
completed some college courses, but never obtained an Associate’s degree. The requirement for
the position, according to the Hillsborough County Civil Service application, specifies a Master’s
degree is required for this executive position. With the lack of educational knowledge base in
Business management, the administration led by what knowledge he had based on the
observation of others. Therefore, the management style followed these managing by objectives
profiles, which should have been avoided (David, 2014).
The result of Chief Rogers’ managing style, which led the department into a whirlpool of
debt and fiscal irresponsibility, was him being relieved of his command, and a new Fire Chief,
Dennis Jones, was appointed. Chief Jones was hired to fix the mistakes of the previous
administration, and get the department back on track to meet the goals of the strategic plan.

To achieve the goals of the department, Chief Jones inherited an immense number of
challenges. The first major challenge was the financial instability of the department. Within the
first six (6) months in office, Chief Jones was able to cut frivolous spending by $3 million, which
was just the beginning (Jones, 2016). As part of his charge, Chief Jones needed to formulate a
new strategic master plan for the department, which was not only obtainable, but practical to be
followed by his predecessor. In reviewing the previous strategic plans, the information was
sound and correct, unfortunately, the previous administration decided not to follow the plan,
which led the department into a slump of non-building up the workforce.
Plans are only as good as the leaders placed in charge of them, as it is relevant in this
case. The downfall of the department was not the department’s fault, but the leadership’s which
was put in place by County Administration. “Knowledge is less expensive than ignorance.
Ignorance is a dangerous and costly factor under any form of government…” (Public Schools,
1874), as Hillsborough County Administrators learned with the advent of Chief Rogers.
Chief Jones is currently working towards creating a great department, which will meet
the needs of the citizens of Hillsborough County. The strategy Chief Jones is implementing is a
forward integration strategy coupled with a retrenchment strategy to fix the challenges created by
the previous administration. This is currently in the beginning phase, as the internal audits have
been completed, and the challenges are being prioritized.
Implementation Plan
In efforts to make the strategic plan a reality, it needs a plan to implement it. In a
government agency, strategy must work with the traditions of the workforce. In private industry,
the administration leads change and employees must follow the changes or seek employment
elsewhere. In government agencies, especially in the fire service, there are many long standing

traditions which affect the organizational culture of the employment force. As such, the strategy
must be implemented with the culture in consideration, to allow the employee base to support the
strategy (Jones, 2016).
This task can be daunting, as the objective of the administration is to make business
related decisions to enhance the organization, but the culture of the workforce is a generation
behind the technology and business strategy modality. To overcome these challenges, the
administration must show more transparency to the workforce, as it shows a vested interest in the
long term health of the organization and its members. It is obtuse thinking to assume all
employees will agree or take ownership of the future direction, but in reality, the administration
is not working for the employees, but the taxpayers who are the ultimate customers. The
administration needs to plan for the objections, and make strategic steps to deal or discipline
those who violate the new plan.
An example of this scenario would be in the procurement and logistics supply ordering.
The current system gives every station in Hillsborough County the ability to order any medical,
janitorial, and administrative supplies they need. There is no policy in place to give guidance to
how little or how much supplies should be on hand at each of the 43 Fire Stations. There has
been a leniency given, to prevent the massive micromanaging aspect to supply ordering,
regrettably, this has led to over-stocking in every station, which results in medical supplies
expiring, administrative supplies expiring (ink toners drying up), and employees procuring items
for personal usage without permission (Jones, 2016).
To change this modality, several steps should be taken to help the employees understand
the full repercussions of these irresponsible actions. First would be to create a guideline for
individual stations, based on the number of personnel assigned. The majority of the stations

have five (5) personnel assigned per 24 hour shift. For these stations, a designated amount of
supplies should be allotted per week to suffice the weekly needs of the operation. This is a
rolling stock of inventory, which should eliminate the expiring stock issues. During peak
seasons, such as the locations which have a high population of “snow birds” who travel to the
Sunshine State for the winter months, the rolling stock should be increased to accommodate the
increased usage. The data must be evaluated continually to ensure the needs of the community
are met, but over-stocking is reduced.
The second step is to educate the personnel in the resultant of their actions. Most
individuals do not treat the work environment the same as their personal home environment.
Most people would not stockpile cases of paper towels; instead they purchase what they use in a
one to two week period. The same concept must be utilized in the work environment. Most
employees have the perception that the employer has unlimited amount of finances, and therefore
can afford to maintain frivolous spending. This irresponsible thought is not beneficial to the
organization, as this attitude trickles down to the next generation and the culture never changes.
By initiating an educational program to show the results of how much money is being “wasted”
by over-stocking supplies, proper supply chain ordering, and cost saving techniques can open the
eyes of the employees as to the amount of money the organization can allocate to other areas.
Presently, Hillsborough County Fire Rescue discards over $1 million worth of expired
medical supplies alone every year. If a third of this could be salvaged through a good supply
system, the organization would be able to provide new equipment to the fire apparatuses, or even
place more Squads in service to help the call load on the employees. The presentation of the
implantation process is offered as a positive cultural change, which impacts each individual
positively; then the majority of the employee base should respond optimistically.

The next step would involve evaluating the results. Allowing the workforce to make
changes themselves, empowering them to make the right decisions, for the betterment of the
organization. If employees can follow new policies in being responsible in procurement of
supplies, then the organization is moving forward in being fiscally conscientious. In the event
the employee base opts to discard the education and maintains negligent supply ordering, the
administration can implement either corporate supply assignment or disciplinary action in
conjunction with bi-monthly inventory audits.
The transparency of the strategic plan is vital to the cultural changes which will be
affected. Even if the plan changes due to economic events or changes from the governing body,
the administration must maintain an intellect to explain the changes to the workforce. This
shows the level of respect from the administration towards the employees, which will strengthen
the administration/labor force relationship.
Financial Projections
In the strategic plan, the future growth and expenditures must be forecasted to show the
operational success in a growing economy. In the case of government budgeting, projecting the
growth rate and revenues from taxes is based on trending analysis and governmental policy
changes of politicians. By producing estimated financial needs, the elected officials are able to
make decisions to help aid in the budgetary requests to enhance the service to the public.
With the plan of building two (2) new stations a year for the next twenty years, the
budget must plan for the increase in construction costs, equipment inflation costs, and increase in
labor costs associated with staffing the new positions. Additionally, an educated guess will need
to be assumed for the employee salary increases, which are covered under the collective

bargaining agreement. As such the following table shows a steady increase in the required
budget to make the strategy plan come to fruition.
Table 17 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
OperatingExpenditures $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
OtherNon-OperatingExpenses $290,451 $520,000 $460,720 $408,198
Total $129,542,919 $142,892,247 $147,767,272 $152,808,617
These projections represent an annual revenue increase of 4%, which is the trending
growth of current revenues. The annual budget increases total 3%, but the specific allocations
vary based on the needs to meet the strategy goals. For instance, the Personnel services
appropriations increased to 10%, which takes into consideration the increase in staffing needs
$115,000,000
$120,000,000
$125,000,000
$130,000,000
$135,000,000
$140,000,000
$145,000,000
$150,000,000
$155,000,000
2015 2016 2017 2018
Projected Budget
HCFR Budget

and employment wage increases. Other expenditures had to be reduced to allocate the new
growth, as the Board of County Commissioners has set into motion a budget reduction for all
departments in the effort to channel financial support to the road and bridge department to help
the development of new roadways which facilitates County growth.

References
Branam, C. N. (2016, November 7). Division Chief of Operations. (M. Davis, Interviewer)
City of Tampa. (2016). About Us. Retrieved from Tampagov..net:
http://www.tampagov.net/about-us
David, F. R. (2014). Strategic Management Concepts (14th ed.). Boston, MA: Pearson-Prentice
Hall.
Dunn, C. (2014, March 10). Boosting Your Business Intelligence: Hiring Competitor Employees
Without the Risk. Retrieved from http://www.owendunn.com/enterprise-risk-
management-blog/business-intelligence-hiring-competitor-employees-without-risk/
Fire Service Info. (2016, June 28). ISO Ratings and the Fire Service. Retrieved from
http://www.fireserviceinfo.com/iso.html
Florida Departmment of Health. (2016). EMS Inspections. Retrieved from
http://www.floridahealth.gov: http://www.floridahealth.gov/licensing-and-
regulation/ems-inspections/index.html
Florida Statute 447.301. (2016). The 2016 Florida Statutes Chapter 447. Retrieved from
http://www.leg.state.fl.us/statutes/index.cfm?App_mode=Display_Statute&URL=0400-
0499/0447/0447.html
Gas Buddy. (2016, November). Search Gas Prices. Retrieved from
http://www.floridastategasprices.com/index.aspx?fuel=D
Investopedia. (2016). Terms Of Employment. Retrieved from
http://www.investopedia.com/terms/t/terms-of-employment.asp
Johnson, H. (2011, January 31). How to Poach an Employee from a Competitor. Retrieved from
http://www.inc.com/guides/201101/how-to-poach-an-employee-from-a-competitor.html

Jones, D. (2016, November 7). Fire Chief of Hillsborough County Fire Rescue. (M. Davis,
Interviewer)
Kittle, M. (2016, February 11). Five years later, Act 10 saves taxpayers $5 billion, study finds.
Retrieved from http://watchdog.org/256593/act-10-scott-walker-taxpayers/
Pasco County. (2016). Fire Rescue. Retrieved from http://www.pascocountyfl.net:
http://www.pascocountyfl.net/index.aspx?NID=543
(1874). Public Schools. In A. J. Fogg, The Statistics and Gazetteer of New Hampshire (p. 508).
Concord, New Hampshire, United States of America: D. L. Guernsey.
Roosevelt, F. D. (1937, August 16). Letter on the Resolution of Federation of Federal Employees
Against Strikes in Federal Service. Retrieved from
http://www.presidency.ucsb.edu/ws/?pid=15445
U.S. Census. (2013). Hillsborough County. Retrieved from Census.gov:
http://www.census.gov/quickfacts/table/PST045215/12057
U.S. Census. (2013). Pasco County. Retrieved from Census.gov:
http://www.census.gov/quickfacts/table/PST045215/12101,12057

Appendix

Financial Comparison Charts
$0
$100,000,000
2014
2015
Revenue
Hillsborough Tampa Pasco
$0
$50,000,000
$100,000,000
$150,000,000
2014 2015
PersonnelServices Expenses
Hillsborough
Tampa
Pasco
$0
$10,000,000
$20,000,000
$30,000,000
2014 2015
Operating Expenditures
Hillsborough
Tampa
Pasco

$0
$200,000
$400,000
$600,000
2014 2015
Capital Outlay
Hillsborough
Tampa
Pasco
$0
$500,000
$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

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