CAL FIRE StrategicPlan24 Web - Flipbook - Page 9
ABOUT THE PLAN
Plan development was organized in four distinct phases:
PHASE 1
PHASE 2
PHASE 3
PHASE 4
A consultative
process and
pre-planning, the
creation of the
CAL FIRE Strategic
Plan Executive
Steering Committee,
including hiring a
Project Manager,
reviewing previous
strategic planning
efforts, assessing
what had been
accomplished since
the 2019 Strategic
Plan, and presenting
the development of
the Plan at several
workshops and
meetings.
Bringing employees
together to create
the framework for
drafting the Plan
including creating
a governance
structure, engaging
CAL FIRE’s
Executive Team1,
soliciting internal
feedback through a
department-wide
survey, and
packaging
feedback into
actionable items.
External engagement
and implemented
online tools for
employees, partners,
collaborators,
colleagues, and the
public to participate
including soliciting
external feedback
through a survey.
Drafting the Plan,
internal and external
leadership review
and approval,
sharing the Plan
departmentwide
for all employees
to incorporate into
their work plans and
daily life, and the
establishment of a
Strategic Plan Action
Committee under
the Department
Leadership Team
(DLT)2 for creation,
reporting, and
monitoring of the
Department’s annual
action plan.
Footnotes:
1
Comprised of the CAL FIRE Director, Chief Deputy Director, State Fire Marshal, Region Chiefs, Deputy Directors, Assistant State Fire Marshal,
2
Comprised of the Assistant Region Chiefs, Assistant Deputy Directors, and various Program Managers.
and Chief Legal Counsel.
upon identification
and prioritization of
diverse operational and
programmatic concerns
confirmed through internal
and external engagements.
We gathered Plan input
through various means
including a department-wide
employee survey, an external
survey, multiple in-person
The Plan is
based upon
identi昀椀cation
and
prioritization
of diverse
operational
and
programmatic
concerns...
and virtual meetings, and
standing up working groups.
As a result of these efforts, the Plan was branded with
a name, the mission confirmed, the vision statement
revised, and new values and behaviors were
identified, defined, and synthesized into new goals
and objectives.
The top five concerns identified from feedback
focused around:
1. Hiring and retaining CAL FIRE’s next generation.
2. Embracing and understanding all aspects of a
complex organization.
3. Reflecting California’s population,
demographics, and diverse perspectives.
4. Supporting the people and basic employee
services needed to be successful.
5. Strengthening critical infrastructure and core
services.
| CAL FIRE STRATEGIC PLAN 2024
The Plan is based
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