Strategic Planning A Tool for Fire Department Success

Strategic Planning: A Tool for Fire Department Success Harry R. Carter, Ph. D. , CFO, MIFire. E Municipal Fire Protection Consultant 2010 Harry R. Carter, Ph. D. , L. L. C. 1

Our Contemporary Fire Department Operational Environment • • • Dynamic General Environment Task Environment 2010 Harry R. Carter, Ph. D. , L. L. C. 2

Environmental Changes • • • Social Issues Cultural Issues Legal Issues 2010 Harry R. Carter, Ph. D. , L. L. C. 3

Environmental Changes • • • Political Issues Economic Issues Technological Issues 2010 Harry R. Carter, Ph. D. , L. L. C. 4

Organizational Response to Environmental Change • Proactive • Reactive 2010 Harry R. Carter, Ph. D. , L. L. C. 5

Strategic Planning • • • Scope Time Horizon Individuals Involved 2010 Harry R. Carter, Ph. D. , L. L. C. 6

Environmental Scanning A process used by modern fire departments (organizations) to monitor important aspects of the environment wherein they operate. 2010 Harry R. Carter, Ph. D. , L. L. C. 7

SWOT Analysis • • Strengths Weaknesses Opportunities Threats 2010 Harry R. Carter, Ph. D. , L. L. C. 8

Strengths An advantage or distinction of the organization from which the organization can gain a potential benefit – Something they are really good at 2010 Harry R. Carter, Ph. D. , L. L. C. 9

Strengths 1. 2. 3. 4. A skill Special expertise Valued assets 4. Special capabilities 2010 Harry R. Carter, Ph. D. , L. L. C. 10

Weakness A disadvantage or limitation of the organization from which the organization can suffer potential harm. Something they lack, or do poorly 2010 Harry R. Carter, Ph. D. , L. L. C. 11

Weaknesses 1. 2. 3. 4. Missing skills Missing equipment or assets Lack of training Failure to have a mission 2010 Harry R. Carter, Ph. D. , L. L. C. 12

Opportunities A positive situation in the environment of the organization from which the organization can potentially benefit – Doing what it does best, as good as it possibly can 2010 Harry R. Carter, Ph. D. , L. L. C. 13

Threats A negative situation in the environment of the organization from which it can potentially suffer harm. 2010 Harry R. Carter, Ph. D. , L. L. C. 14

Potential Strengths Weaknesses • • Leadership Human Resources Training & Knowledge Internal Climate 2010 Harry R. Carter, Ph. D. , L. L. C. 15

Potential Strengths • • Potential Weaknesses Morale Apparatus & Equipment Response Preparedness & Capability Financial Situation 2010 Harry R. Carter, Ph. D. , L. L. C. 16

Potential Opportunities Threats • • • Municipal Support Fund-Raising Potential Changing Laws & Regulations New Technologies New Initiatives 2010 Harry R. Carter, Ph. D. , L. L. C. 17

Potential Opportunities • • • Potential Threats Redistricting Changing Social Norms Changing Cultural Norms Economic Developments Political Developments 2010 Harry R. Carter, Ph. D. , L. L. C. 18

The Goal in SWOT Analysis • • Maximize Strengths Minimize Weaknesses Capitalize on Opportunities Avoid Threats 2010 Harry R. Carter, Ph. D. , L. L. C. 19

Planning Without SWOT Analysis. . . is Reactive!! 2010 Harry R. Carter, Ph. D. , L. L. C. 20

Planning With SWOT Analysis. . . is Proactive!! 2010 Harry R. Carter, Ph. D. , L. L. C. 21

SWOT Analysis • Enables you to improve your organizational effectiveness 2010 Harry R. Carter, Ph. D. , L. L. C. 22

Discussion Questions • • Does your emergency service organization engage in a strategic planning process? What area of environmental change presents the greatest challenges to your emergency service organization? 2010 Harry R. Carter, Ph. D. , L. L. C. 23

Discussion Questions 3. Do you feel that learning more about your environment would help you plan for the future success of your agency? 4. Do you feel that there are lessons to be learned from other agencies? 2010 Harry R. Carter, Ph. D. , L. L. C. 24

Recommending a Strategy It is important for you to develop ideas for today and tomorrow 2010 Harry R. Carter, Ph. D. , L. L. C. 25

Recommending a Strategy How can you possibly reach the future unless you understand the present? 2010 Harry R. Carter, Ph. D. , L. L. C. 26

Vision Statement • • State the vision State the long term direction 2010 Harry R. Carter, Ph. D. , L. L. C. 27

What is Your Mission Statement? • What is it that you do? • Why do you exist? • What might you want to do? 2010 Harry R. Carter, Ph. D. , L. L. C. 28

Goals and Objective • • • State the desired goal State the desired objective Use multiple points if necessary 2010 Harry R. Carter, Ph. D. , L. L. C. 29

Today’s Situation • • Summary of the current situation Use brief bullets, discuss details verbally 2010 Harry R. Carter, Ph. D. , L. L. C. 30

How Did We Get Here? • • Any relevant historical information Original assumptions that are no longer valid 2010 Harry R. Carter, Ph. D. , L. L. C. 31

Available Options • • • State the alternative strategies List the advantages and disadvantages of each available strategic option State cost of each option 2010 Harry R. Carter, Ph. D. , L. L. C. 32

Recommendations • • Recommend one or more of the strategies Summarize the results if things go as proposed What to do next Identify Action Items 2010 Harry R. Carter, Ph. D. , L. L. C. 33

I Value Your Input Please Contact Me: Harry R. Carter PO Box 100 Adelphia, NJ 07710 drharrycarter@optonline. net 2010 Harry R. Carter, Ph. D. , L. L. C. 34