Excerpts from ChicagoTribune.com:
Elgin Fire Chief John Fahy is a big fan of the classic Yogi Berra saying, “If you don’t know where you’re going, you’ll end up someplace else.†This mindset — having a clear vision for the future — was one of the key reasons the Elgin Fire Department recently completed 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 acted as consultants at a cost of around $15,000. It was officially released last week. Fahy noted that only about 10% of fire departments across the country have formal strategic plans, making Elgin part of an elite group.
Assistant Fire Chief Dave Schmidt was among 32 internal stakeholders — including department staff — who helped shape and refine the information gathered from external participants in focus groups. These groups included community members, local leaders, and other interested parties.
Fahy pointed out that previous planning efforts were informal and often excluded both firefighters and the public. That changed with this new initiative, which aimed to bring in more perspectives and ensure everyone had a voice in shaping the department’s future. With several top leaders nearing retirement age, the plan also serves as a tool for developing leadership succession strategies within the department.
“By 2020, many of our current staff will likely be retiring after 30 years of service,†Schmidt said, highlighting the importance of preparing for the future.
The final strategic plan focused on 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 had specific goals and objectives set with clear timeframes and responsibilities assigned to individuals or teams.
According to Fahy, the old way of simply asking city councils for equipment is no longer enough. In today’s data-driven world, fire departments must provide solid evidence of their needs and how those needs benefit both the department and the community. To gather insights, the department and its consultants invited 130 community stakeholders to participate in focus groups, and 90 attended, a number that impressed the consultants.
Once the public input sessions were over, the internal team took over to refine the ideas and turn them into actionable steps. Fahy intentionally stayed out of the process as much as possible, believing that firefighters might be more open and honest when not directly under his supervision.
Fahy and Schmidt both agreed that many strategic plans end up forgotten on a shelf. To avoid that, each objective in the Elgin plan has clear tasks, deadlines, and funding estimates. Many of the goals are designed to build upon one another, ensuring a logical progression of development and implementation.
One of the key goals focuses on workforce planning and development, examining current staffing levels in relation to service demands and identifying future staffing needs. This includes evaluating personnel management programs and preparing current firefighters for leadership roles in the future.
Elgin firefighters, like many others across the country, have noticed a decline in the number of actual fires they respond to, thanks to better home construction. According to Schmidt, about 75% of the department’s calls are now medical-related, while the remaining 25% cover fires, traffic accidents, hazardous materials, and other emergencies. The strategic plan will help determine the most effective ways to deploy existing resources to meet these evolving needs.
“In the end, we hope to be a more efficient, well-trained, and better-communicating department,†Fahy said, expressing confidence in the long-term benefits of the new plan.
Thanks, Dan
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