Strategic Plan Preparation for the Watertown Fire Department · Organized in 1878, the Watertown, MN Fire Department has grown to serve approximately 6,800 residents over a 54-square

1 Running head: STRATEGIC PLAN PREPARATION

Strategic Plan Preparation for the Watertown Fire Department

Ryan N. Schroeder

Watertown Fire Department, Watertown, Minnesota

2 STRATEGIC PLAN PREPARATION

CERTIFICATION STATEMENT

I hereby certify that this paper constitutes my own product, that where the language of others

is set forth, quotation marks so indicate, and that appropriate credit is given where I have

used the language, ideas, expressions, or writings of another.

Date: 12/15/2018


Abstract

Historically, the Watertown Fire Department (WFD) had reacted to the past rather than plan for

the future. The problem was that the WFD had not identified the criteria or prepared for the

creation of a strategic plan. The purpose of this research was to identify the criteria and prepare

for the creation of a strategic plan in the WFD. A descriptive research methodology was used to

identify the criteria and prepare for the creation of a strategic plan in the WFD by answering the

following research questions: (a) What are the components of a strategic plan; (b) How are

strategic plans developed and implemented in organizations of similar structure to the WFD; and

(c) What are the organizational benefits of a strategic plan? Procedures included interviews and

surveys of local fire chiefs representing similarly structured fire departments to the WFD in an

effort to obtain information regarding the components, development, implementation, and

benefits of strategic plans. Results specified the need for a flexible five-year strategic plan

developed by a variety of internal and external stakeholders using numerous components

including analysis, capital projects, and statements. Results also indicated the benefits of

professional development and a framework for the future. Recommendations included the

formation of a development group, utilization of a five-year time period with annual reviews and

updates, application of ten identified components, and embracement of the benefits of

developing and implementing the strategic plan.


Table of Contents

Certification Statement 2

Abstract 3

Table of Contents 4

Introduction 5

Background and Significance 5

Literature Review 9

Procedures 16

Results 20

Discussion 29

Recommendations 34

References 37

Appendices

Appendix A: Fire Inspection Survey 41

Appendix B: Survey Responses 45

Appendix C: Vance Interview 49

Appendix D: Specken Interview 51


Strategic Plan Preparation for the Watertown Fire Department

An important component of a successful fire department is the ability to continuously

improve. Organizations preparing to create a strategic plan are choosing to pursue a desired

future. Organizations with no intention of creating a strategic plan are forced to react to the past

limiting their potential (Poirrier, 2017, pp. 38-39).

The problem this research addressed is that the WFD has not identified the criteria or

prepared for the creation of a strategic plan. The purpose of this research is to identify the criteria

and prepare for the creation of a strategic plan for the WFD.

The descriptive research methodology will be utilized to collect information in an effort

to answer the following three research questions:

1) What are the components of a strategic plan?

2) How are strategic plans developed and implemented in organizations of similar structure

to the WFD?

3) What are the organizational benefits of a strategic plan?

Background and Significance

Organized in 1878, the Watertown, MN Fire Department has grown to serve

approximately 6,800 residents over a 54-square mile district on the western edge of the Twin

Cities Metro Area. Supported by a $483,055 annual budget, 25 paid-on-call firefighters serve the

City of Watertown as well as portions of four townships. The fire district includes state

highways, a strong medical community, a growing school district, and a river flowing through its

vibrant downtown.

Responding to approximately 330 calls for service per year, Watertown Firefighters are

the primary providers for fire, rescue, and hazardous materials incidents in the fire district. In


addition, firefighters provide emergency medical services alongside Ridgeview Ambulance

Service. Outside of emergency situations, the department takes pride in public education.

Firefighters dedicate time visiting daycares, schools, and senior living facilities, in addition to

hosting mock crashes and open houses for the community.

These responsibilities are accomplished under the guidance of three chief officers, five

captains, and a director of public education. The fire chief supports the assistant chief of

operations and the assistant chief of training while providing leadership for the organization. The

assistant chief of operations guides four company officers, all of whom maintain the title of

captain. The four company officers lead a crew of firefighters in addition to assuming

responsibility for one of the following areas: administration, equipment, facilities, and fire loss

management. The assistant chief of training works with the captain of training to prepare our

organization to serve the public. The director of public education coordinates all public education

and public relations events.

Historically, our agency has solved problems by reacting. In reality, our organization was

formed by citizens reacting to a problem. Prior to 1878, citizens gathered together with goodwill

and personally owned tools when a fire ignited. Although they were not organized or trained,

they attempted to provide for their community in a time of need. Leading up to the establishment

of a formal fire department in 1878, citizens recognized the need for better equipment and

training.

Since 1878, the equipment and training has continued to progress; however, it has

progressed due to a need identified through past problems. Our organization has only improved

when the need has presented itself in prior cases. The WFD is considered by many as a


progressive fire department. However, some may argue we are only as progressive as the

challenges we have faced in the past.

Presently, WFD leadership is reacting to a problem by responding to firefighters who are

seeking guidance on attendance requirements. Some believe requirements are not being met. A

review of the policy reveals it is not clear and could be interpreted in multiple ways. As a result,

the policy is in the process of being updated. However, this issue reveals a much larger problem

in the WFD. Rather than strategically updating our policies, we waited until a problem presented

itself.

To maintain our progressive reputation and adequately serve our community, there is a

significant need to prepare for the future. As our fire department grows, we must be equipped,

staffed, and trained to handle the challenges that did not exist in past years. Among these

challenges are firefighter availability, recruitment, retention, and the service needs of the

community.

In the future, firefighter availability will cause concern in the WFD. Firefighters’

commitments outside of the fire service have changed with the passage of time. Full-time

occupations, family obligations, and social activities are more demanding today than in the past.

In addition, the commitment required of a Watertown Firefighter continues to increase in the

form of increased call load, increased training requirements, and increased public education

events. Reduced firefighter availability and an increasing commitment level are reasons for

concern; however, the WFD has utilized the same firefighter response framework, training

schedule, and public education event scheduling method for more than 25 years. Firefighter

availability and increasing commitment levels must be addressed to maintain a consistent level

of service provided to the community.


Another area needing attention is recruitment and retention of firefighters. The WFD’s

maximum allowed staffing level has remained at 30 paid-on-call firefighters for over 25 years.

Frequently during that timeframe, we have been staffed with 30 firefighters and there has been a

stack of applications from people waiting for a firefighter opening. Today, our staffing levels are

at their lowest point in 25 years and the number of people interested in becoming firefighters has

significantly declined. Even with the alarming trend, we have not enhanced firefighter

recruitment or evaluated methods to better retain firefighters. The recruitment and retention of

firefighters must be addressed to prepare for the future.

In addition to the staffing challenges, the WFD must determine which services to provide

to the community. In the past, services provided have included call response, controlled burns,

pool fills, private event staffing, public education, public relations events, traffic control, and

other noncritical functions. The requests for nonessential functions increase on an annual basis.

The WFD does not have a strategic method of determining which services are important to

provide. As our agency attempts to provide a wide range of services, the noncritical events of

private event staffing and traffic control are negatively impacting the critical functions of call

response and training by straining firefighters. The critical functions of our agency and the

services provided to the community must be addressed to sustain our effectiveness.

In the future, the need for a strategic plan will rise. As the City of Watertown and

surrounding areas change and grow, the responsibility of our agency will increase. In the event a

strategic plan is not developed, the WFD will struggle to provide a safe environment for its

community and firefighters.

The identified research problem, the WFD has not identified the criteria or prepared for

the creation of a strategic plan, links to Unit Five: The Planning Process in the National Fire


Academy’s ([NFA], 2016) Executive Analysis of Fire Service Operations in Emergency

Management course. “A positive first impression is the essential first step to establish a healthy

working relationship” (Executive Analysis of Fire Service Operations in Emergency

Management, 2016, p. SM 5-5). The identification of criteria and preparation for the creation of

a strategic plan in the WFD will serve as the first impression as we improve our agency. A

strategic plan will create an avenue to proactively enhance safety for the citizens protected by the

WFD. The WFD will transform from an agency satisfied with reacting to change into an agency

focused on planning for the future.

The identified research problem, the WFD has not identified the criteria or prepared for

the creation of a strategic plan, also links to goal one of the United States Fire Administration’s

(USFA) five operational goals. Goal one of the USFA operational goals is to “Reduce Fire and

Life Safety Risk Through Preparedness, Prevention and Mitigation” (n.d., p. 10). The

identification of criteria and preparation for the creation of a strategic plan in the WFD will

enhance the impact our agency has on the safety of the community.

Literature Review

This research begins by reviewing McCarthy’s (2018) article regarding the question,

“What are the components of a strategic plan?” A strategic plan establishes direction and

identifies where organizations are today, where they want to go, and how organizations can get

to their desired state. The combination of a mission statement and core values help define the

organization’s current situation. Once the current situation is understood, planning for the future

becomes appropriate (McCarthy, 2018, para. 1-15).

Halligan (2015) admitted some organizations are more likely to rely on mission, value,

and vision statements. However, not all institutions have identified clear statements. Although


this is not ideal, it can be overcome by having a plan to accomplish goals through a shared vision

(Halligan, 2015, para. 2).

Although it is possible to achieve success without a vision statement, the importance of a

vision statement is clear. Vision statements guide conduct and provide inspiration for employees.

Ultimately, vision statements have the ability to reveal the organization’s purpose (Hawthorne,

2018, para. 4).

Krach (2016) revealed tips to ensure the vision becomes a reality. Identifying long-range

objectives is a cornerstone of a quality vision. The strategy to achieve objectives will ultimately

determine the steps required to meet the goal. A focus on the details needed to accomplish

objectives will provide a springboard for meeting the vision (Krach, 2016, para. 16-17).

In her article, Leonard (2018) identifies the need for a vision prior to determining

strategy. Once the end-goal has been established, it is time to evaluate all aspects of the

organization. By knowing the end-goal and the current state, a strategy for obtaining success can

be created (Leonard, 2018, para. 2-3).

Haigh (2016) identified a tool, a SWOT analysis, to evaluate the organization by

inspecting strengths, weaknesses, opportunities, and threats. It is important to know what your

organization does well so you can capitalize on these areas in the future. It is also important to be

aware of areas needing improvement. Opportunities to build on strengths and improve

weaknesses should be highlighted for future improvement. Also, focusing on threats will provide

options for reducing their impact. A review of these four areas provides insight to the

organization’s status (Haigh, 2016, para. 12-18).

In his article, Hill (2017) highlights the importance of strategies and tactics in a strategic

plan. Strategies and tactics are the directions for accomplishing goals. Strategy encompasses the


“what” of those directions and the tactics encompass the “how” of those directions. Utilizing the

two terms in combination allows an organization to determine what needs to be accomplished

and plan how to accomplish those tasks (Hill, 2017, para. 9).

In his article, Kenny (2018) recognizes the importance of continuous improvement. By

focusing on improvement, organizations will be more likely to reference the strategic plan

frequently as it will be their medium to success. Although success is not guaranteed, the focus on

improvement will allow organizations to adjust their strategy when needed (Kenny, 2018, para.

14).

Houston (2018) advises the appropriate length of time for a strategic plan is three to five

years. If needed, it is acceptable for a strategic plan to occupy a longer timeframe in order to

achieve the goals. It is important to provide enough time to work through the process of

achieving the desired state (Houston, 2018, para. 1-4).

However, Vanderbloemen (2016) disagrees with the notion of a lengthy strategic plan.

Strategic plans of the past are viewed as rigid documents that do not provide the benefits of

yesteryear. The increase of millennials occupying the workforce today points towards a shift in

how organizations plan. Now, it is extremely important to rely on team concepts and culture to

become the flexible company of the future. Plans as short as three to six months will allow

companies to quickly adapt as the workforce changes (Vanderbloemen, 2016, para. 1-11).

In Reece’s (2015) Applied Research Project (ARP), he revealed the importance of a five-

year strategic plan maintaining the flexibility to sustain frequent changes. It is appropriate to

expect the goals identified in a strategic plan will take a significant amount of time to

accomplish; however, maintaining the ability to change quickly in a dynamic environment is

vital. Therefore, organizations must be prepared to alter plans at any moment. In addition, it is


important to review the strategic plan and inspect areas needing adjustment annually. Utilizing

this technique will ensure the timeline is appropriate (Reece, 2015, p. 42).

The second question in this research asks “How are strategic plans developed and

implemented in organizations of similar structure to the WFD?” Cook (2014) advises the

development and implementation phase is the most important piece of a strategic plan. An

effective strategic plan is as valued as a distant dream without the appropriate execution. A

successful strategic plan will be measured by the combination of an excellent strategy and

execution. Without both, the plan will falter (Cook, 2014, para. 13-17).

In his article, Kenny (2018) cautions leaders about the common mistake of identifying

objectives rather than strategies. When creating a strategic plan, it can be easy to list goals

without planning a strategy for accomplishing them. Once this pitfall is avoided, it is important

to determine organizational needs and customer needs. Towards the end of the development

process, it will be time to compare the needs of the organization and customers while

maintaining correspondence (Kenny, 2018, para. 5-12).

Heller (2018) states it is important to link the strategy to your tactical plans. It is common

for leaders to fail to assign specific duties to people based off of the strategy. This failure causes

reduced effectiveness of the strategy. It is important to inspect the small details of a strategy and

determine who is responsible for each area (Heller, 2018, para. 14-15).

In order to navigate the complexities of developing and implementing a strategic plan,

Earley (2015) recommends hiring a facilitator. Utilizing organization leaders to facilitate the

process may lead to bias and limit originality. The experience provided by a facilitator will bring

ideas for stimulating discussion and capturing information. The addition of a facilitator will


change the outlook of the strategic planning process from one of work to an exciting venture

(Earley, 2015, para. 4-8).

Although a facilitator may be beneficial, Reece (2015) identified the importance of

utilizing personnel from all levels of the organization when developing a strategic plan.

Incorporating employees in the development phase will provide a much better chance of success.

Ownership felt by the development team will more easily spread to the rest of the organization

when each level of leadership is represented (Reece, 2015, pp. 42-44).

Determining the appropriate people to develop the strategic plan is one of the most

important aspects. A wide range of experiences, mindsets, and positions, will create a solid base

for understanding challenges and determining solutions. Reaching outside of the organization for

insight brings in another perspective and ensures that all stakeholders have input. Also, the

variety will provide insight not otherwise possible (Goddin, 2018, para. 2-5).

Earley (2015) highlighted the benefits of an offsite retreat. As the creation of a strategic

plan causes great strain on employees, it is essential to find a location that limits distractions and

provides a boost of energy. By limiting distractions, employees will not be pulled away for

insignificant daily tasks. Many times, a change in scenery or a trip away from the office can be

the change needed to provide an energy enhancement. Another benefit of a retreat is provided by

bringing the planning team together. The togetherness is more likely to enhance the team

dynamic (Earley, 2015, para. 12-14).

During the implementation phase, Tyler (2015) explains the need of an evaluation tool to

measure success. It is important to know the level of your success and how much more work

needs to be completed to meet goals. The specifics of the measurement tool are equally

important to the benefits of a measurement tool. Measuring the output of a strategic plan


identifies the amount of work employees completed to move the organization in a positive

direction; however, measuring the outcomes of a strategic plan identifies the success of the

organization (Tyler, 2015, 6).

In addition to the importance of an evaluation tool, it is vital to keep the plan fresh.

Rapidly changing conditions increase the likelihood of strategic plans containing outdated

information. Frequent reviews and updates will prevent the strategic plan from becoming

obsolete (Kenny, 2016, para. 11).

The third question in this research asks, “What are the organizational benefits of a

strategic plan?” In Gartenstein’s (2018) article, he reveals the strategic planning process is as

beneficial as the organizational results. By including employees throughout the organization in

the plan and utilizing their feedback, the employees are more invested in the organization. When

employees are more invested, they feel more ownership towards their organization and strive for

success. Also, employees who play an integral role in the creation and implementation of a

strategic plan will be more familiar with the details than someone who is not involved. The

increased familiarity will increase the likelihood that the plan is involved in daily operations

(Gartenstein, 2018, para. 4-5).

Rohr (2016) explains the increase in morale when completing a strategic plan is a direct

result of involving numerous members of the agency. When all members have a say in the future,

they have a tendency to become more excited about the possibilities. In addition, firefighters

embrace completing projects. Providing them an avenue to put their skills to use outside of

emergency scenes will provide an emotional boost (Rohr, 2016, para. 7-8).

Executives often find themselves in changing environments requiring a flexible maneuver

to stay on course. A rigid strategic plan will hinder executives when they find themselves in this


situation. However, the act of strategic planning will provide lessons that will enhance the skills

of executives and increase their impact. Although the action of creating the plan provides the

most value, it is extremely important to complete the process. It is within this process that the

areas needing more attention present themselves (Kenny, 2016, para. 7-9).

Another benefit of strategic plans is the focus placed on areas needing improvement.

Documenting struggles in a strategic plan will educate stakeholders and ensure all parties with a

vested interest will have the same information. Providing the information via a strategic plan will

set the stage for discussions to determine future benchmarks. After stakeholders have bought-in

to the level of service needed in the future, the strategic plan developers will be in a position to

strategize how to accomplish the goals (Kavetski, 2018, para. 5-6).

Kania (2017) reveals the impact strategic planning has on creating a path for future

development, a coordinated plan, and appropriate resource dispersion. When working through

long-term strategic issues, the utilization of a document specific to your agency must not be

understated. The strategic plan has the information to keep an organization on track. In addition,

it can prepare new employees for upcoming plans (Kania, 2017, para. 12).

Zaitz (2017) advised a strategic plan provides a framework for the organization to get all

employees on the same page as they seek to accomplish organizational goals. In order to achieve

success, employees must be on the same page. Once employees are aligned and the appropriate

strategy is in place, progression is attainable (Zaitz, 2017, pp. 17-18).

The organization’s future begins to appear by combining resource assessments, service

expectations, and ensuring resources meet expectations. The future appears through a controlled

progression. Working with an identified future enables leaders to plan for possibilities. As


change is a certainty, organization’s prepared for change will find the best results. Completing

the strategic planning process will help in the preparation (Jenaway, 2014, para. 6-17).

The literature summarizes the current state of strategic plans including their components,

development and implementation processes, and benefits. An abundance of information is

available on strategic plans; however, information focusing on strategic plans in local agencies

structured similar to the WFD is not as readily available. It will be important to gather this

perspective in the form of interviews and surveys. Also, the literature provides conflicting

thoughts in the areas of strategic plan components, development, and implementation. More

information is needed to specify the components of a strategic plan and determine the

appropriate method for development and implementation. By reviewing a wide spectrum of

literature, the development of interview and survey questions focuses in on the components,

development and implementation methods, and benefits of a strategic plan.

Procedures

The purpose of this research project is to collect and analyze information to identify the

criteria and prepare for the creation of a strategic plan in the WFD. A descriptive research

methodology was used to complete this research. The project is formatted according to the

published guidelines of the American Psychological Association in addition to the Executive Fire

Officer Program Handbook.

Although the literature review was extensive, it did not provide all of the needed

information to prepare for the creation of a strategic plan in the WFD. One area lacking

information in the literature review is a local perspective from similarly structured fire

departments. To gain a better understanding of the views of fire service professionals in the


WFD’s local area, I created an interview (Appendix C and D) and a survey instrument

(Appendix A).

The three listed research questions provide a means to achieving the purpose of this

research project:

1) What are the components of a strategic plan?

2) How are strategic plans developed and implemented in organizations of similar

structure to the WFD?

3) What are the organizational benefits of a strategic plan?

The following two survey questions were asked to determine the components of a

strategic plan:

1) What is the appropriate length of time for a strategic plan?

2) What are important components of a strategic plan?

These questions were developed from Leonard’s (2018) article and McCarthy’s (2018) article

regarding organization’s analysis, goals, statements, and timelines.

The following three survey questions were asked to determine how strategic plans are

developed and implemented in organizations of similar structure to the WFD:

1) Who should be involved in the development of a strategic plan?

2) What resources should be utilized to develop a strategic plan?

3) What are important components of the implementation of a strategic plan?

These questions were developed from Goddin’s (2018) article, which identifies the numerous

professionals needed to collaborate in the development and implementation of a strategic plan. A

wide range of experiences, mindsets, and positions will create a solid base for understanding


challenges and determining solutions. Reaching outside of the organization for insight brings in

another perspective and ensures that all stakeholders have input (Goddin, 2018, para. 2-5).

Survey question six asks, “What are the organizational benefits of a strategic plan?” This

question was developed from the third research question in addition to Zaitz’s (2017) ARP which

revealed strategic plans promote forward movement and progress (Zaitz, 2017, p. 17).

On November 26th, 2018, I e-mailed an anonymous survey utilizing Google Forms to

every fire chief of Minnesota fire departments in Carver County, Hennepin County, and Wright

County. These surveys were sent to determine the components of a strategic plan, methods for

developing and implementing a strategic plan, and the organizational benefits of a strategic plan.

Fire chiefs in the Minnesota counties of Carver, Hennepin, and Wright were selected to provide a

local perspective within fire departments similarly structured to the WFD. These three counties

were selected as their fire departments are most similar in structure to the WFD. The selected fire

chiefs were instructed to complete the survey by December 4th. Out of 59 surveys, I received 19

responses.

In addition to the surveys, I conducted interviews with two fire chiefs from Hennepin

County, MN. Hopkins Fire Chief Dale Specken has been in the fire service for 37 years. Of those

37 years, he has served as a fire chief for 14 years. As the fire chief, Specken has developed and

implemented a strategic plan.

Minnetonka Fire Chief John Vance has been in the fire service for 28 years. Of those 28

years, he has spent 16 years as a fire chief. As the fire chief, Vance has utilized a strategic plan to

enhance his organization.

Specken and Vance were chosen based on their experience with strategic plans. In

addition, their fire departments are in close proximity to the WFD. The Hopkins, Minnetonka,


and Watertown Fire Departments are similar in administration, fireground operations, and

structure. Also, Specken and Vance are viewed as fire service leaders for their progressive

visions.

I discussed the interviews with Specken and Vance at a Minnesota Metro Fire Chief

Meeting at the Firefighter Hall and Museum in Minneapolis, MN on November 26th, 2018. On

November 29th at 11:00 am, I interviewed Vance via telephone. On November 30th at 10:00 am, I

interviewed Specken via telephone. I conducted both interviews from the public safety building

in Woodbury, MN.

The following three questions were asked to determine how strategic plans are developed

and implemented in organizations of similar structure to the WFD:

1) Who was involved in the development of your strategic plan?

2) What resources did you utilize to develop your strategic plan?

3) How did you implement your strategic plan?

These three questions were developed from Reece’s (2015) ARP recognizing the importance of

strategic plans. Strategic plans need detailed documentation and evaluation to occur frequently to

allow for flexibility. To accomplish this, all three levels of leadership should be utilized (Reece,

2015, pp. 42-43).

The following two questions were developed to determine the organizational benefits of a

strategic plan:

1) What organizational benefits have you experienced as a result of your strategic

plan?

2) What organizational benefits do you expect in the future as a result of your

strategic plan?


These two questions were developed from Rohr’s (2016) article on the Carpentersville Fire

Department creating a long-term strategic plan. An ideal result of a strategic plan is an outline

for the fire department’s vision for future success (Rohr, 2016, para. 4).

The limitations of the survey are that it is a non-validated instrument, and it is not

possible to follow-up with those who did not complete the survey when utilizing anonymous

responses. Also, additional responses may have provided further insight had all surveys been

completed.

Another limitation is the low number of area fire departments who have utilized a

strategic plan in the past. Some fire chiefs in the region are not educated on the strategic planning

process or the benefits of a strategic plan. Most fire chiefs who understand the process are in the

beginning stages of utilizing a strategic plan. Therefore, it was difficult to gather information on

the long-term benefits of a strategic plan for area fire departments structured similarly to the

WFD.

Results

As outlined in the procedures, the Strategic Plan Preparation Survey was administered to

determine important items to develop a strategic plan as identified by area fire chiefs. Of the 59

surveys distributed, 19 responses were submitted. The tabulated responses for the submitted

surveys are located in Appendix B.

Question one identified the appropriate length of time for a strategic plan. Out of the 19

respondents, 13 fire chiefs indicated five years is the appropriate length of time, five fire chiefs

indicated ten years is the appropriate length of time, two fire chiefs indicated three years is the

appropriate length of time, and one fire chief indicated seven years is the appropriate length of

time for a strategic plan.


Question two inquired about the important components of a strategic plan. Out of 19

respondents, 19 fire chiefs selected long-term goals as an important component. Fourteen fire

chiefs selected capital projects as an important component. The purpose and objectives category

and the staffing category were selected by 13 fire chiefs as an important component. Short-term

goals and the implementation process were each selected by 12 fire chiefs as an important

component. Organizational structure and a SWOT analysis were each selected by ten fire chiefs

as an important component. Nine fire chiefs selected services provided as an important

component. The mission and vision statements category and the customer needs category were

each selected by eight fire chiefs as an important component. Six fire chiefs selected values as an

important component. Three fire chiefs selected fireground strategies and tactics as an important

component of a strategic plan.


Fireground Strategies and Tactics

Question three inquired about who should be involved in the development of a strategic

plan. Out of 19 respondents, 18 fire chiefs selected command staff members to be involved.

Company officers were selected by 17 fire chiefs to be involved. Fire advisory board members

were selected by 14 fire chiefs to be involved. Firefighters were selected by 13 fire chiefs to be

involved. City council members were selected by 12 fire chiefs to be involved. Ten fire chiefs

selected civilian administrative staff to be involved. Eight fire chiefs selected the business owner

category and the resident category to be involved in the development of a strategic plan.


Question four inquired about which resources should be utilized to develop a strategic

plan. Out of 19 respondents, 17 fire chiefs selected the internal survey category and the external

survey category. Internal interviews were selected by 14 fire chiefs, strategic plans created by

other agencies were selected by 11 fire chiefs, and external interviews were selected by nine fire

chiefs as resources that should be utilized to develop a strategic plan.


Question five inquired about the important components of the implementation of a

strategic plan. Out of 19 respondents, 18 fire chiefs reported an implementation schedule is an

important component. Progress reports were selected by 16 fire chiefs as being an important

component. Command staff meetings were reported by 15 fire chiefs as being an important

component. Officer meetings were selected by 14 fire chiefs as being an important component.

Department meetings were reported by 13 fire chiefs as being an important component. Secured

funding was highlighted by 11 fire chiefs as being an important component. Individual meetings

with supervisors were reported by nine fire chiefs as being an important component. Two fire

chiefs selected memorandums as being an important component of the implementation of a

strategic plan.

Question six inquired about the organizational benefits of a strategic plan. Out of 13

respondents, a wide range of ideas were presented. One fire chief indicated that benefits include

a transparent roadmap for future growth and development of the fire department. A strategic plan

strives for the identified short-term and long-term goals as people change positions. A second


fire chief explained the benefit of planning for the future. A third fire chief identified the

importance of communication when changing direction. A fourth fire chief highlighted the

benefit of a long-range plan keeping everyone on the same page. A fifth fire chief advised the

benefit of a strategic plan is to guide the department as it evolves. A sixth fire chief explained the

benefit of a long-term vision guiding tactical decision making. A seventh fire chief indicated a

benefit is a collaborative effort to determine the direction of the department. An eighth fire chief

revealed the benefit of a plotting a path for the future. A ninth fire chief highlighted the benefit

of combining a strategic plan with a business plan. A tenth fire chief advised a benefit is creating

a road map to the future. An eleventh fire chief discussed the benefit of providing a road map for

internal and external stakeholder to make decisions. A twelfth fire chief indicated the benefit of

growth in professional development. A thirteenth fire chief provided the organizational benefit of

a strategic plan as being a guide for future work.


The initial interview was conducted with Chief Vance via telephone at 1100 hours on

November 29th, 2018. The interview’s first question inquired about who was involved in the

development of the strategic plan in Chief Vance’s organization. Chief Vance (personal

communication, November 29, 2018) advised the fire chief, operations chief, emergency

management chief, fire marshal, administrative assistant, and the part-time district chiefs were

involved in the development of their strategic plan. Chief Vance stated he would have preferred


to include all positions in the fire department as well as community members to provide a

community driven plan.

The second question inquired about the resources utilized to develop the strategic plan.

Chief Vance (personal communication, November 29, 2018) explained that questionnaires,

interviews, and goals for the four divisions were utilized.

The third question inquired about the method of implementing the strategic plan in Chief

Vance’s agency. Chief Vance (personal communication, November 29, 2018) explained of a

direct financial component included with meeting the goals of the strategic plan. In addition, a

document created with the four divisions highlighting goals. Ultimately, goals and outcomes are

submitted to the city administrator.

The fourth question inquired about the organizational benefits experienced as a result of

the strategic plan in Chief Vance’s agency. Chief Vance (personal communication, November

29, 2018) explained that the strategic plan has helped his department perform. It has helped by

documenting goals and becoming aware of the continuous effort required to sustain a quality

organization.

The fifth question inquired about the organizational benefits expected in the future as a

result of the strategic plan. Chief Vance (personal communication, November 29, 2018)

explained that he expects future organizational benefits to include standards of cover. In the

future, Chief Vance hopes to identify benchmarks for response times and staffing levels.

The second interview was conducted with Chief Specken via telephone at 1000 hours on

November 30th, 2018. The interview’s first question inquired about who was involved in the

development of the strategic plan in Chief Specken’s organization. Chief Specken (personal

communication, November 30, 2018) advised the fire chief and two assistant chiefs played a


significant role in the development of the strategic plan. However, all members of the

organization played a role in the development through a SWOT analysis and meetings.

The second question inquired about the resources utilized to develop the strategic plan.

Chief Specken (personal communication, November 30, 2018) explained that fire chiefs of other

organizations who had completed strategic plans in the past were a great resource. In addition,

Specken received training at the National Fire Academy to plan for the future.

The third question inquired about the method of implementing the strategic plan in Chief

Specken’s agency. Chief Specken (personal communication, November 30, 2018) explained his

intent of presenting their strategic plan to their city council. Chief Specken intends to create an

implementation period of four to five years.

The fourth question inquired about the organizational benefits experienced as a result of

the strategic plan in Chief Specken’s agency. Chief Specken (personal communication,

November 30, 2018) explained that he is working through the initial stages of their strategic

plan. Chief Specken expects the strategic plan to help him plan for the unknowns. The strategic

plan should set up the future of the department and provide a path for improvement.

The fifth question inquired about the organizational benefits expected in the future as a

result of the strategic plan. Chief Specken (personal communication, November 30, 2018)

explained that he expects future organizational benefits of the strategic plan will keep the

department progressive.

Summarizing responses to research question one, the data collected from the survey

instrument suggest components of a strategic plan include assigning a timeline to the strategic

plan. The majority of respondents reported the appropriate length of time is either five years or

ten years. In addition to the timeline, there are many important components of a strategic plan.


Over 40% of the fire chiefs surveyed reported long-term goals, capital projects, purpose and

objectives, staffing, implementation process, short-term goals, organizational structure, a SWOT

analysis, services provided, mission and vision statements, and customer needs are all important

components of a strategic plan.

Summarizing responses to research question two, the data collected from the interviews

and survey instrument suggest strategic plans are developed and implemented by utilizing a wide

range of people and resources. It is important to include members from each level of the

organization in addition to community leaders. Interviews, surveys, and strategic plans utilized

by other agencies are resources that will benefit an organization in the creation of a strategic

plan. Also, it is important to stay on schedule and communicate progress reports.

Summarizing responses to research question three, the data collected from the interviews

and survey instrument suggest organizational benefits of a strategic plan include a long-term

vision and a path to guide the department. By following the strategic plan, organizations and

their employees are more likely to develop.

Discussion

Based on the results of the literature review, Strategic Plan Preparation Survey (Appendix

B), and interviews with Vance (Appendix C) and Specken (Appendix D), a strategic plan

provides many benefits to an organization’s success. In his article, McCarthy (2018) spoke to the

importance of including the mission statement and core values in a strategic plan. The

combination of a mission statement and core values help define the organization’s current

situation. Once the current situation is understood, planning for the future becomes appropriate

(McCarthy, 2018, para. 1-15).


Hawthorne (2018) added the important component of a vision statement to the list.

Although it is possible to achieve success without a vision statement, the importance of a vision

statement is clear. Vision statements guide conduct and provide inspiration for employees.

Ultimately, vision statements have the ability to reveal the organization’s purpose (Hawthorne,

2018, para. 4).

Haigh (2016) identifies the SWOT analysis as a vital component. Reviewing strengths,

weaknesses, opportunities, and threats provides an incredible amount of information for an

organization. A review of these four areas provides a great starting point for the organization’s

strategic plan (Haigh, 2016, para. 12-18).

Question two of the survey instrument inquiries about the important components of a

strategic plan. Out of 19 respondents, 19 fire chiefs selected long-term goals as an important

component. Fourteen fire chiefs selected capital projects as an important component. The

purpose and objectives category and the staffing category were selected by 13 fire chiefs as an

important component. Short-term goals and the implementation process were each selected by 12

fire chiefs as an important component. Organizational structure and a SWOT analysis were each

selected by ten fire chiefs as an important component. Nine fire chiefs selected services provided

as an important component. The mission and vision statements category and the customer needs

category were each selected by eight fire chiefs as an important component. Six fire chiefs

selected values as an important component. Three fire chiefs selected fireground strategies and

tactics as an important component of a strategic plan.

The information received in the survey has some similarities regarding the components of

a strategic plan with the information provided in the literature review. The survey instrument

confirms that mission statements, vision statements, and a SWOT analysis are important.


However, the survey instrument differs in the fact that values was not identified as an important

component by the majority of the surveyed fire chiefs. In addition, the surveyed fire chiefs

identified more important components of a strategic plan that were not identified in the literature

review. Surveyed fire chiefs believe long-term goals, capital projects, purpose and objectives,

staffing, short-term goals, organizational structure, and services provided should be included in a

strategic plan.

Houston (2018) advises the appropriate length of time for a strategic plan is three to five

years. The reason for the lengthened period of time is to provide the appropriate amount of time

to achieve goals. It is important to provide enough time to work through the process of achieving

the desired state (Houston, 2018, para. 1-4).

However, Vanderbloemen (2016) disagrees with the notion of a lengthy strategic plan.

Strategic plans of the past are viewed as rigid documents that do not provide the benefits of

yesteryear. Plans as short as three to six months will allow companies to adapt quickly as the

workforce changes (Vanderbloemen, 2016, para. 1-11).

Question three of the survey instrument identifies the appropriate length of time for a

strategic plan. Out of the 19 respondents, 13 fire chiefs indicated five years is the appropriate

length of time, five fire chiefs indicated ten years is the appropriate length of time, two fire

chiefs indicated three years is the appropriate length of time, and one fire chief indicated seven

years is the appropriate length of time for a strategic plan.

The information received in the survey has some similarities regarding the appropriate

length of time for a strategic plan with the information provided in the literature review. Thirteen

of the 19 surveyed fire chiefs believe five years is the appropriate length of time. However, the

survey instrument differs in the fact that five fire chiefs believe ten years is the appropriate


length for a strategic plan. This is in contrast to the information in the literature review indicating

lengthy strategic plans are too rigid.

Reece (2015) identifies the importance of utilizing personnel from all levels of the

organization when developing a strategic plan. Incorporating employees in the development

phase will provide a much better chance of success. Ownership felt by the development team

will more easily spread to the rest of the organization when each level of leadership is

represented (Reece, 2015, pp. 42-44).

Determining the appropriate people to develop the strategic plan is one of the most

important aspects. A wide range of experiences, mindsets, and positions, will create a solid base

for understanding challenges and determining solutions. Reaching outside of the organization for

insight brings in another perspective and ensures that all stakeholders have input. Also, the

variety will provide insight not otherwise possible (Goddin, 2018, para. 2-5).

Question three of the survey instrument inquiries about who should be involved in the

development of a strategic plan. Over 50 percent of the respondents indicate command staff

members, company officers, fire advisory board members, firefighters, city council members,

and civilian administrative staff should be involved in the development of a strategic plan.

Vance (personal communication, November 29, 2018) echoes Reece, Goddin, and the

survey results regarding the appropriate people to involved in the development of the strategic

plan. The fire chief, operations chief, emergency management chief, fire marshal, administrative

assistant, and the part-time district chiefs were involved in the development of their strategic

plan. Vance stated he would prefer to include all positions in the fire department as well as

community members to provide a community driven plan.


Kenny (2016) reveals the act of strategic planning will provide lessons that will enhance

the skills of executives and increase their impact. Although the action of creating the plan

provides the most value, it is extremely important to complete the process. It is within this

process that the areas needing more attention present themselves (Kenny, 2016, para. 7-9).

Kavetski (2018) adds another benefit of strategic plans is the focus placed on areas

needing improvement. Documenting struggles in a strategic plan will educate stakeholders and

ensure all parties with a vested interest will have the same information. Providing the

information via a strategic plan will set the stage for discussions to determine future benchmarks.

After stakeholders have bought-in to the level of service needed in the future, the strategic plan

developers will be in a position to strategize how to accomplish the goals (Kavetski, 2018, para.

5-6).

Question six of the survey instrument inquiries about the organizational benefits of a

strategic plan. One of the most common responses reveals the organizational benefit of providing

a framework for the future. A transparent roadmap for future growth and development of the fire

department. One fire chief identifies the importance of growth in professional development.

Specken (personal communication, November 30, 2018) agrees with Kenny, Kavetski,

and the survey results regarding the organizational benefits of a strategic plan. Specken expects

the strategic plan to help him plan for the unknowns. The strategic plan should set up the future

of the department and provide a path for improvement.

Vance (personal communication, November 29, 2018) provides additional insight to the

organizational benefits of a strategic plan. Vance identifies the strategic plan benefits of

documenting goals and becoming aware of the continuous effort required to sustain a quality

organization. Vance explained that he expects future organizational benefits to include standards


of cover. In the future, Vance hopes to identify benchmarks for response times and staffing

levels.

Implications of the results for the WFD confirm there are many important components of

a strategic plan. The inclusion of the appropriate components will provide adequate information

regarding the current state of the organization and identify the desired state. Utilizing a variety of

organization stakeholders will lead to a variety of ideas and encourage buy-in of the strategic

plan. Benefits of a strategic plan include developing firefighters, developing the organization,

and creating a framework for the future.

Recommendations

The purpose of this ARP is to identify the criteria and prepare for the creation of a

strategic plan in the WFD. Research results indicate the importance of a strategic plan. A

strategic plan will benefit all members of the organization and enable the WFD to better serve

the community. Based on the completed research, the following recommendations are presented

for consideration by the WFD:

1) Form a strategic plan development group consisting of WFD chiefs, captains, and

firefighters in addition to city council members, fire advisory board members, and

the city administrator.

o Recommendation One represents positive change in the WFD by

identifying the appropriate people to develop a strategic plan. By

identifying the development group, the WFD will be in a better position to

create a strategic plan.

2) Utilize a five-year time period for the strategic plan with annual reviews and

updates.


o Recommendation Two represents positive change in the WFD by creating

a time period for the strategic plan. By utilizing the five-year time period

with annual reviews and updates the plan will remain flexible enough to

adapt to change. By identifying the time period, the WFD will be in a

better position to develop a strategic plan.

3) Utilize a mission statement, vision statement, SWOT analysis, long-term goals,

capital projects, purpose and objectives, staffing, short-term goals, organizational

structure, and services provided as components of the strategic plan.

o Recommendation Three represents positive change in the WFD by

identifying the components of the strategic plan. By identifying the

components, the WFD will be in a better position to create the strategic

plan.

4) Embrace the benefits of developing the strategic plan and the benefits of

implementing the strategic plan.

o Recommendation Four represents positive change in the WFD by

highlighting the professional development obtained through developing a

strategic plan and the progress obtained by implementing a strategic plan.

By embracing the benefits of both developing and implementing the

strategic plan, the WFD will be in a better position to serve the

community.

Future readers who wish to replicate this study should conduct a needs assessment on

their organization to identify the need of a strategic plan. Once identified, utilize the large supply

of strategic plan components, development, and benefits information. In addition, retrieve


information from people within organizations that utilize a strategic plan. The variety of sources

will help the researcher obtain a broad view.


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Appendix A

WATERTOWN FIRE DEPARTMENT MEMORANDUM

TO: CARVER, HENNEPIN, AND WRIGHT COUNTY FIRE CHIEFS

FROM: CHIEF RYAN SCHROEDER

SUBJECT: STRATEGIC PLAN PREPARATION FOR THE WATERTOWN FIRE DEPARTMENT

DATE: NOVEMBER 26TH, 2018

In June of 2018, I completed the Executive Analysis of Fire Service Operations in Emergency Management class at the National Fire Academy as part of the Executive Fire Officer Program (EFOP). Requirements of the EFOP include an Applied Research Project (ARP) relevant to the course work. My ARP focuses on developing a Strategic Plan Preparation for the Watertown Fire Department.

To aid in my research, I would like your input regarding strategic plans. Please complete this survey and return it to me via e-mail by December 4th.

Upon request, the results of the survey will be made available to you. Respondents individual answers will be kept confidential. Thank you for your help in developing a strategic plan.

Ryan Schroeder

Fire Chief

Watertown Fire Department


1)

2)


3)

4)


5)

6)


Appendix B

1)

2)

Fireground Strategies and Tactics


3)

4)


5)


6)


Appendix C

Interviewee: Chief John Vance

Date/Time: 11/29/2018 @ 1100 hours via telephone


All Minnetonka Fire career staff, which includes the operations chief, emergency management

chief, fire marshal, and administrative assistant. The part-time district chiefs were included as

well. The entire command staff is represented by this group. Nine people were involved. He

would have preferred to include all positions in the fire department as well as community

members to provide a community driven plan.


Questionnaires were utilized to involve everyone in the organization. In addition, one-on-one

interviews were utilized. Goals were outlined. All four divisions were represented in an effort to

determine the needs of the organization.


The City of Minnetonka utilizes a direct financial component to encourage the accomplishment

of goals on the strategic plan. Bonus eligible employees receive 100% of the bonus if all goals

are met. The bonus is two weeks of pay. Annually, a document is created with the four divisions


discussing goals. The beginning of the timeframe is in April each year. The goals and outcomes

are submitted to the city administrator.

4) What organizational benefits have you experienced as a result of your strategic plan?

The strategic plan encourages the department to perform. By documenting goals and enhancing

awareness the department is more likely to perform at a higher level. It helps them maintain their

status as a high-quality organization.

5) What organizational benefits do you expect in the future as a result of your strategic

plan?

The strategic plan establishes standards of cover. It identifies benchmarks including response

times and staffing levels, which are two major goals for the future.


Appendix D

Interviewee: Chief Dale Specken

Date/Time: 11/30/2018 @ 1000 hours via telephone


The chief and two assistant chiefs were involved. A SWOT analysis was conducted involving all

members of the organization. All members of the organization also had input at quarterly

business meetings. At the meetings, information was provided to the firefighters. Firefighters

provided SWOT analysis information via sticky notes.


Fire chiefs from fire departments in the metropolitan area who had completed strategic plans in

the past were utilized. Among those chiefs were Brooklyn Park Chief Cunningham and St. Louis

Park Chief Koering. Chief Specken also utilized tips learned at a class at the National Fire

Academy on planning for the future.


The strategic plan was recently developed. The next step is presenting it to the city council. Hope

to have the plan implemented in four to five years.


4) What organizational benefits have you experienced as a result of your strategic plan?

The strategic plan will help to plan for the unknowns. The completion of a light rail system in the

city will bring challenges that may be addressed by the strategic plan. The strategic plan will

setup the future of the department. Focus on the future. Ultimately, make the department better in

the future than what it is today.

5) What organizational benefits do you expect in the future as a result of your strategic

plan?

The department will not look the same in the future as it is today. It will have a different staffing

model. Possibly a full-time fire department supplemented with paid-on-call firefighters. The

strategic plan will help to keep the agency progressive.

Documents

Strategic Plan Preparation for the Watertown Fire Department · Organized in 1878, the Watertown, MN Fire Department has grown to serve approximately 6,800 residents over a 54-square