This framework was established to enhance services by a) providing users with a process that increases critical thinking; b) connecting decision making to strategic planning at the macro, mezzo, and micro levels of the organization; and c) supporting inclusivity across divisions. When a person has an idea for a change, they should follow the stages below. Following the stages helps to “frame” the idea against common language and organizational thought, hopefully leading to a shared contextualized understanding of what is to be done.
An important point to remember is that neither the Master Plan nor this framework are intended to determine the sequencing or synchronization of events. There are times when the Fire Chief or other policymaker sees an opportunity, and seizing that opportunity requires immediate action. It is not wrong, per se, to spend organizational resources on a lower priority goal while higher priority goals are unmet. The organization must be able to take advantage of opportunities when they arise. When this happens, it does not mean the priorities have changed; what changed was the context. The Master Plan requires the organization to be sensitive to, or notice, changes in context. Further, the thinking of the Master Plan is supportive of asynchronous progress to the extent that the opportunity taken is aligned with the general thinking of the plan.
The Idea.
Explain your idea in a few paragraphs. Be sure to include the assumptions you are making and the context you imagine the idea working in. This is likely the hardest part of the exercise. You need to clearly articulate the problem that you intend to solve, articulate the history that contributes to the current state, articulate the likely second and third order impacts of your proposed idea, articulate the end state that you hope to achieve, and clearly articulate how you will know that the problem has been solved.
This is often the hardest part of the exercise and the one most likely to be skimped on. However, "to influence situations we must understand our immediate environment and the context." [reference]
Potential Harm
Each decision carries with it the potential for harm. One fundamental question that must be explored is the potential for harm. The potential for, or scale of benefit, does not diminish the need to identify potential for harm and, subsequently, methods for mitigating potential harm. When considering harm one must think at all scales from the system level to the individual level.
Data.
What data supports your idea? Narratives are data too. If you are using stories to support your idea you should provide rich, thick descriptions of context. When using numerical show at least three years of data whenever possible, provide a link to your data source, and be explicit about the limitations of the data.
Coherence with Guiding Documents
For the purposes of this section you should articulate how your idea fits within the construct of Chapter 21 of the County Code, the County Executive's expressed principles, values, and/or priority outcomes, and the Master Plan.
Measurement
What does it mean for the idea to have worked and how will you measure success?
Equity
Considerations: access, input, distribution, scale, time horizon
Does the idea improve access to services/outcomes for vulnerable communities?
How do we expect to get stakeholder input on the idea?
Does the idea improve the distribution of value?
At what scale (i.e., individual, community, or population) do the improvements occur?
Over what time horizon are the improvements expected to make a tangible improvement?
Fiscal Impact
How much? From where? Is there a sustainment budget?
Other Impacts.
Labor/contract impacts
Policy impacts (departmental/County)
Internal - impacts logistics, other programs/processes
External - impacts other agencies and departments
*Note: Since its inception this framework has undergone several major changes. Each time we interact with an issue we match this framework against experience and adjust.