Elgin FD invests in strategic planning

From excerpts sourced from the Chicago Tribune: Elgin Fire Chief John Fahy often reflects on the timeless wisdom of Yogi Berra's quote: "If you don't know where you're going, you'll end up somewhere else." This mindset underscores the importance of having a clear roadmap for the future, which is precisely why the Elgin Fire Department recently unveiled its first-ever strategic plan, spanning from 2015 to 2020. Fahy shared that this initiative was spearheaded this spring with guidance from The Center for Public Safety Excellence, who served as consultants for approximately $15,000. Elgin is now among the elite 10% of fire departments across the nation to adopt such a formalized strategy. One of the key figures involved in shaping this plan was Assistant Fire Chief Dave Schmidt, who worked alongside 32 internal stakeholders within the department. These stakeholders collaborated closely with external stakeholders who participated in focus groups. Unlike previous informal strategies, this new plan actively involved both the rank-and-file firefighters and the general public, providing valuable external perspectives. Additionally, with several senior leaders nearing retirement, including Fahy himself and various assistant and battalion chiefs, the plan also addresses crucial succession planning within the department. Schmidt pointed out that by 2020, most of the current staff could retire after serving for 30 years. By the conclusion of the strategic planning process, seven primary areas were identified, each with specific goals. These areas encompass internal communications, external communications and community outreach, disaster preparedness, fire prevention, workforce planning and development, health and wellness, and public education. Fahy emphasized that in the past, fire chiefs could easily secure necessary resources simply by appearing before city councils. However, in today’s data-driven era, merely requesting support isn’t enough; departments must now demonstrate evidence-based justification for their needs and highlight the broader benefits to both the department and the community. To achieve this, the department and its consultants engaged 130 community stakeholders in focus groups, with around 90 individuals attending. Fahy remarked that the consultants were astounded by this turnout, indicating strong public trust and engagement with the department and municipal operations. During these sessions, internal stakeholders took charge, refining concepts derived from public feedback. Fahy deliberately kept his distance from the discussions, aware that firefighters might feel more comfortable sharing their thoughts without their superior present. Both Fahy and Schmidt acknowledged that strategic plans often collect dust on shelves once finalized. To prevent this, every goal outlined in the plan includes specific objectives, timelines, tasks, and cost estimates. Assignees have been designated for each task, with many objectives building upon prior ones. Under the workforce planning and development goal, the department assessed current staffing levels against service demands while identifying future needs. Further objectives involve evaluating personnel management and organizational development programs to prepare current firefighters for leadership roles. Elgin firefighters, like their counterparts nationwide, report fewer fire incidents due to modern construction practices. Currently, approximately 75% of their calls are medical-related, while the remaining 25% cover fires, accidents, hazardous materials, and other emergencies. The strategic plan aims to optimize the deployment of existing personnel and equipment to meet these evolving demands. Fahy concluded confidently, "By the end of this journey, we aim to become a more efficient, better-trained, and more communicative department." Thank you, Dan, for sharing this insightful piece.

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