Strategic management is designed to set priorities and focus the organization’s and the individual’s energies, both in day-to-day operations, and long-range planning.  The leaders of the department should be continuously and proactively implementing the strategies formulated during the planning process.  Creating this culture of organizational and personal responsibility will ensure that strategic management will be embraced at all levels of the department.

Fire departments are evolving from being reactive to proactive.  Fire departments are becoming fire prevention organizations that fight fires rather than firefighting organizations that conduct fire prevention.  Thus, customer service and satisfaction are the new realities for the fire service.  Our community will recognize our department as a group of honest, disciplined, dedicated, and trusted professionals.

Human resources are our greatest asset.  In order to capitalize on this and see its dividends, we want to create an environment whereby all members are responsible, fulfilled, appreciated, empowered, and accountable.  Actions will be measured against the department’s mission, vision, and core values.  Further, the concept of personal wellness will be adopted by the department, and the individual members.  Wellness is the condition of good physical, mental, and spiritual health.  There will be an ongoing effort by the organization that will support and foster the personal responsibility for wellness.

In order for our human resources to be most effective, we will acquire innovative equipment that will improve our proficiency and efficiency.  Without reliable, well-maintained, and flexible fire apparatus, our human resources are at a great disadvantage in an emergency setting.  Therefore, we want to develop a schedule of apparatus replacement that will assure high-quality, dependable service.  In order to support our ongoing training priority, the department needs to acquire, or acquire access to, a training facility that allows us to train more frequently and intensely, without jeopardizing emergency response.

The cornerstone of any emergency service is continual, innovative, and effective training.  These trainings will be developed in response to a continual assessment of our skills and talents, along with the needs of our local community and the fire service profession in general.  Professionals hold themselves to higher standards of excellence than amateurs.  Maintaining this level of excellence requires dedication, determination, and commitment from the department and the individual member.  This shared responsibility of professional development will ensure the level of service our community demands and the profession expects. 

We both pledge and envision a department in which 2-way communication, active listening, and asking ‘why’ are the standards.  We will strive to foster an environment of situational leadership, utilizing participative and autocratic styles in appropriate settings.  Rather than focusing on minimally acceptable standards, all members will be encouraged and motivated to excel, both for the benefit of the community and the individual. 

In order to maintain vigilance in our services provided and safety for our members and community, we will comply with national staffing standards in regards to emergency response.  As a combination department, the only difference between members is the manner of compensation.  In order to be an effective combination department, and provide a consistent level of effectiveness and vigilance in the performance of the duties of the department, volunteers will work alongside career members as part of a duty-hour program.  Another facet of our staffing vision is to explore innovative response configurations.

Financially, we strive for two primary objectives:  first, to attain sufficient resources to be an effective, innovative department recognized for its leadership and service within the profession; second, to attract and retain self-motivated, disciplined, and highly-qualified personnel with compensation packages at or above local standards.

The board of trustees will support these endeavors by continuing to provide oversight and guidance on financial matters, holding staff accountable to fulfilling our mission, ensuring that decision-making within the department is consistent with our vision and values, and encouraging full board participation in department leadership.

While this document is the current vision for our department, it must remain dynamic and flexible.  We must respond to our external and internal environments in a strategic manner, and this vision should reflect that response.  The vision will be updated, revised, and clarified on an ongoing basis.