Strategic Plan

During the summer and fall of 2016, we conducted strategic planning sessions with all personnel.  During the planning sessions, a comprehensive Strength-Weakness-Opportunities-Threats (SWOT) analysis was conducted, obtaining feedback needed to create a clear vision of SBMFD’s present and future needs.  Analysis of the information collected during the SWOT, identified significant internal and external challenges.  From each challenge, goals were created along with strategies and action items required to achieve each goal. While the duration of this strategic plan is approximately five years, strategic goals will be achieved using flexible timeframes.  This tactic achieves the overall objective of maintaining organizational flexibility, ensuring continued organizational growth.

The information obtained from the SWOT analysis allowed the Department to identify challenges, both internal and external, which affect the organization now and in the future.  From the analysis, six focus areas were developed which were used to plan our organizational course for approximately the next five years.  The following are the strategic goals of the SBM Fire Department and are not listed in any priority order:

Training

Ensure all personnel are provided applicable, realistic and dynamic training using diverse and innovative methods.

Communication

Provide for concise, consistent and accurate communication to all stakeholders.

Resource Investment

Invest heavily and continually in new equipment, apparatus and facilities which embeds modern technology and methodology into daily operations.

Personnel

Develop personnel through comprehensive leadership and education programs, ensuring effective utilization of talent while creating a culture of accountability.

Change Management

Ensure proper organizational change process is consistently followed to achieve widespread buy in and collaboration during continuous and progressive organizational culture revision.

Service Growth

Ensure organization is prepared for future growth, changing demographics and providing for additional service demands.

For each Strategic Goal, a number of strategies and action items were developed to attain our goals. We continue to execute 2017 action items and have added the following initiatives for 2018:

·        Form working group of essential stakeholders to assess current and future ability of the SBMFD training center to deliver programs to external customers.

·         Develop five-year strategic plan, including a marketing plan for training center

·         Work with Anoka County Fire Departments to create a County wide Public Safety Training Area.  Achieve study funding through Minnesota Legislature in 2018.

·         Assess current Fire Station locations using current and future data, ISO requirements, NFPA requirements, response times, staffing and community risk profile to determine future locations, staffing and apparatus configuration.

·         Work with SBMFD staff and Blaine City Staff to determine optimum location(s) for a new Fire Station to be constructed in NE Blaine.

·         Purchase/set aside property for new NE Fire Station; determine staffing requirements and apparatus configuration.

·         Implement operational deployment model that combines Quint, with smaller support apparatus, operating as a small task force (light force) at each working structure fire or similar large incident.

·         Modify current operational concept from Engine centered to Quint centered in Fire Stations assigned Quint apparatus.

·         Review, revise and implement an annual personnel review program that focuses on goal setting and professional development.

·         Revise policies/procedures to reflect current and future operations.

Train and certify 25% of operations personnel in wildland firefighting positions equivalent to individual structural positions using National Wildfire Coordinating Group and Minnesota Department of Natural Resources position requirements.

Improve ISO rating for the City of Blaine and maintain ISO rating in the Cities of Spring Lake Park and Mounds View; achieve an ISO rating of 3 for the entire Fire District.

The plan we have created and implemented is an ambitious one, but, concretely identifies and provides for steps to execute our mission and implement vision over the next 60 months.