Residents incorporated the Spring Lake Fire Department on January 17, 1944 as a non-profit corporation, starting with two pieces of apparatus and twenty volunteer firefighters. The Fire District was quite large at the time and consisted of the current communities of Blaine, Spring Lake Park, Mounds View, Fridley, Arden Hills, Shoreview, and Coon Rapids. The relationship with Spring Lake Park, Blaine and Mounds View continues to this day, collaborating through a Joint Powers Agreement Contract, which provides services with significant efficiency and beneficial cost sharing.
Today, the SBMFD is a dynamic, high performing organization, which provides extraordinary all hazard emergency response, innovative fire prevention services, and public fire education to the communities of Spring Lake Park, Blaine, and Mounds View. SBMFD currently serves a permanent population of over 88,000 residents who are dispersed throughout approximately 40 square miles. The SBM Fire Protection District includes the National Sports Center, Twin Cities TPC (3M Open), critical state infrastructure, major regional employers, numerous learning institutions and the Anoka County Airport which is the 4th busiest airfield in Minnesota. As of 2018, the SBM Fire Protection District enjoys an ISO Public Protection Classification of 3/3X.
The Operations Division provides service through a unique combination-staffing model, staffing with full time personnel and volunteers, delivering an effective service at one the lowest per capita costs in Minnesota. This service is provided from 5 Fire Stations with 6 engines, 2 ladders, 3 rescues and several support vehicles. Current daytime staffing consists of 13 full-time SBMFD personnel augmented by 14 cross-trained City employees from the Cities of Spring Lake Park, Blaine, and Mounds View. During the evening, staffing is provided by 55 volunteer firefighters who respond to their assigned Fire Stations from their homes.
The Community Risk Reduction Division delivers innovative fire prevention and safety programs to our stakeholders in several focus areas. A very dedicated and competent cadre of career and volunteer personnel deliver the programs and are heavily involved in the community. These personnel belong to many groups, which include our Fire Corps, Educators, Fire Explorers, and Suppression. The service they deliver is critical to the safety and wellbeing of our communities. Some of these innovative and critical community programs are After the Fire Care, Bike Helmet Fittings, Car Seat Clinics, Citizens Academy, First Aid and CPR, Home Safety Surveys, Safety Camp, Senior Safety Fair, School Education and Youth Fire Setter Intervention.
We are a high performing organization, taking pride in the service we provide to our three communities. We possess an innovative history, unique service model and provide exceptional service at one of the lowest per capita rates in Minnesota. These factors ensure an operational approach that continually maintains the delicate balance between efficiency and effectiveness. Our personnel are intensely dedicated to service, form the foundation of our organization and are the most valuable of assets.
The SBMFD is fortunate to provide service for one of the fastest growing districts in the State of Minnesota. Please enjoy the information our webpage has to offer!
- Fire Chief Charles V. Smith IV
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 and ensuring positive organizational growth. 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.
