Excerpts from ChicagoTribune.com:
Elgin Fire Chief John Fahy is a big fan of the classic Yogi Berra quote: “If you don’t know where you’re going, you’ll end up someplace else.†This mindset—having a clear vision for the future—inspired the Elgin Fire Department to create its first-ever strategic plan, covering the years 2015 to 2020, according to Fahy.
The plan was developed this spring with the help of The Center for Public Safety Excellence, who worked as consultants at a cost of around $15,000. It was officially released last week, making Elgin one of only 10% of fire departments across the country to have a formalized strategic plan, Fahy said.
Assistant Fire Chief Dave Schmidt was among 32 internal stakeholders who helped shape the final version of the plan. These individuals worked closely with external stakeholders who participated in focus groups, gathering community input and feedback.
Previously, the department had informal plans that didn’t involve rank-and-file firefighters or the public. Now, with many senior leaders approaching retirement, the new strategic plan also includes structured succession planning, ensuring smooth leadership transitions in the coming years.
“By 2020, most of our staff will likely be retiring after 30 years of service,†Schmidt noted.
The plan covers seven key areas: internal communication, external communication and community outreach, disaster preparedness, fire prevention, workforce planning and development, health and wellness, and public education. Each area has specific goals and objectives, with clear timelines and responsibilities assigned to department members.
In the past, it was easier for fire chiefs to simply ask city councils for equipment. But today, with data being more important than ever, departments need to back up their requests with solid evidence showing the benefits to both the department and the community. To do this, the department and its consultants invited 130 community stakeholders to focus groups, with about 90 attending, Fahy said.
The consultants were impressed by the high level of public engagement, which suggests strong support for the department and city operations. After the focus groups, internal stakeholders took over, refining the ideas and turning them into actionable steps.
Fahy made a point to stay out of the process as much as possible, allowing firefighters to speak openly without feeling pressured by their superiors.
Both Fahy and Schmidt agreed that many strategic plans end up forgotten on a shelf. To avoid that, each of the seven goals has clear objectives with timeframes, tasks, and funding estimates. Responsibilities are assigned to specific personnel, and many of the objectives build on each other in a logical sequence.
The workforce planning goal looks at current staffing levels and how they match the department’s service demands. It also identifies future staffing needs based on expected service growth.
Looking ahead, these service and staffing objectives will include evaluating personnel management and organizational development programs, helping prepare current firefighters for leadership roles in the future.
Firefighters in Elgin, like those in many departments across the country, have reported fewer structure fires due to better home construction. In Elgin, about 75% of calls are medical-related, while the remaining 25% are for fires, accidents, hazardous materials, and other emergencies, Schmidt explained. The strategic plan will help the department deploy resources more effectively to meet these changing needs.
“In the end, we hope to become a more efficient, well-trained, and better-communicating department,†Fahy said.
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