CAL FIRE StrategicPlan24 Web - Flipbook - Page 10
ENGAGEMENT
CAL FIRE’s forward-facing webpage dedicated to
Internal Outreach
strategic planning efforts. Additionally, an in-depth
From December 2022 to May 2023 a strategic
meeting was held with Contract County Chiefs who
planning survey, distributed to all employee mailboxes,
protect State Responsibility Area under agreement.
gathered a statistically significant sample comprised
of 1,331 respondents. Over 70% of responses were
positive or neutral, indicating feeling acknowledged
and appreciated by CAL FIRE, though there were
noted areas for improved engagement. Most
respondents found CAL FIRE’s mission and vision
relevant but called for a more unified vision. Written
responses provided differing opinions on the role of
CAL FIRE and mentions of siloed thinking, highlighting
the need for a cohesive “One CAL FIRE” approach.
There was also strong support for being more
intentional and accountable with the Plan, including
investing in benchmarks and dedicated resources
for tracking progress, reporting outcomes, and
ongoing communication over time. Key priorities for
respondents included improving hiring, recruitment,
retention, training, growth opportunities, and personnel
services. Although a strong majority felt Department
communications were effective, respondents also
expressed a desire for more accessible internal
communications on operational matters and
employee support topics. Overall satisfaction with
In addition to the publicly accessible survey link,
CAL FIRE specifically distributed the survey link to:
• Over 250 Native American tribes, groups, and
individuals.
• CAL FIRE’s Cooperative Fire Protection
Agreement partners.
• California Natural Resources Agency executives.
• Nearly 18,000 fire prevention officers, fire service
members, and Office of the State Fire Marshal
industry partners through an established email
distribution list.
• Nearly 40,000 external media, partners, and
community emails through the CAL FIRE
Community monthly newsletter.
• Legislative contacts including, but not limited to,
committee members, Chiefs of Staff, Legislative
Directors, and District Directors.
• Contract County Chiefs.
• Firefighting Resources of California Organized
for Potential Emergencies (FIRESCOPE) Board of
Directors.
CAL FIRE was high, with most respondents
This survey gathered input from 619 respondents.
feeling satisfied and viewing CAL FIRE leaders as
A majority of respondents felt that the CAL FIRE
demonstrating leadership.
mission and vision were still relevant and meaningful
and that CAL FIRE executed its values. Respondents
| CAL FIRE STRATEGIC PLAN 2024
External Outreach
10
suggested that while collaboration levels were
In alignment with EO-N-16-22-Equity, CAL FIRE sought to
strong, there were opportunities for further
gather input from a diverse population including, but
enhancement including continued community
not limited to, California communities that have been
engagement and support. Respondents identified
historically disadvantaged and underserved. From
key challenges impacting CAL FIRE such as funding
February 2023 to August 2023, a strategic planning
and personnel, climate change, increased fire
survey was made available to partners, collaborators,
activity, and recruitment, hiring, and retention.
colleagues, and the public through publication on
Overall satisfaction with CAL FIRE was high.
