From excerpts sourced from theChicagoTribune.com:
Elgin Fire Chief John Fahy often quotes the legendary Yogi Berra: “If you don’t know where you’re going, you’ll end up someplace else.†This guiding principle is central to why the Elgin Fire Department has just finished its first ever strategic plan for the period 2015-2020, Fahy explained.
This comprehensive plan, which came together this spring with assistance from The Center for Public Safety Excellence acting as consultants at a cost of around $15,000, was finally rolled out last week. Only ten percent of fire departments across the nation have developed similar formal strategic plans, according to Fahy.
One of the key players in shaping this initiative was Assistant Fire Chief Dave Schmidt, who was among the 32 internal stakeholders—members of the fire department staff—who worked to refine and define the insights gathered from the external stakeholders attending focus groups.
In the past, previous plans lacked formality and often excluded the rank-and-file firefighters from the process. Additionally, they failed to incorporate public feedback or establish clear succession plans as many senior leaders, including Fahy himself, approached retirement. By 2020, Schmidt noted, most of the current staff could be retired, having served 30 years.
The final strategic plan focused on seven major areas, setting goals for each. These areas included internal communication, external communication and community engagement, disaster preparedness, fire prevention, workforce planning and development, health and wellness, and public education.
Fahy mentioned that in the past, fire chiefs could easily request necessary equipment from city councils. However, in today's data-driven world, justification requires not only presenting the need but also demonstrating data on the benefits to both the department and the broader community. To this end, the department and its consultants invited 130 community stakeholders to participate in focus groups. Approximately 90 people attended, which Fahy found remarkable, as it highlighted significant public support for the department and city operations.
After the focus groups concluded, internal stakeholders took charge, refining the ideas presented during the public input sessions. Fahy also chose to remain somewhat removed from the process, recognizing that firefighters might feel more comfortable sharing their thoughts without their leader present.
Fahy and Schmidt agreed that too often strategic plans are created only to gather dust on shelves. In contrast, this plan includes specific objectives with timelines, tasks, and budget estimates. Each objective will be assigned to individuals tasked with its completion, many of which depend on the prior objectives being fulfilled.
The workforce planning and development goal examines current staffing levels in relation to service demands and identifies additional staffing needs based on anticipated demand. Further along, these objectives will evaluate personnel management and organizational development programs, preparing current firefighters for future leadership roles.
Schmidt pointed out that Elgin firefighters, like their counterparts nationwide, are dealing with fewer fires due to improved construction standards. In Elgin, roughly 75% of service calls are for medical emergencies, while the remaining 25% involve fires, accidents, hazardous materials, and other incidents. The strategic plan aims to optimize the deployment of existing personnel and equipment to meet these changing needs, Fahy explained.
Ultimately, Fahy expressed confidence that by 2020, the department will become more efficient, better trained, and more communicative.
Thanks Dan.
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