1 Running head: STRATEGIC PLAN PREPARATION
Strategic Plan Preparation for the Watertown Fire Department
Ryan N. Schroeder
Watertown Fire Department, Watertown, Minnesota
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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
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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.
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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
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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
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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
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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.
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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
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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
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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
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“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
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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
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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
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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
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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
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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
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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
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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,
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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?
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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.
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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.
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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.
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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.
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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
25 STRATEGIC PLAN PREPARATION
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.
26 STRATEGIC PLAN PREPARATION
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
27 STRATEGIC PLAN PREPARATION
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
28 STRATEGIC PLAN PREPARATION
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.
29 STRATEGIC PLAN PREPARATION
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).
30 STRATEGIC PLAN PREPARATION
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.
31 STRATEGIC PLAN PREPARATION
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
32 STRATEGIC PLAN PREPARATION
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.
33 STRATEGIC PLAN PREPARATION
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
34 STRATEGIC PLAN PREPARATION
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.
35 STRATEGIC PLAN PREPARATION
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
36 STRATEGIC PLAN PREPARATION
information from people within organizations that utilize a strategic plan. The variety of sources
will help the researcher obtain a broad view.
37 STRATEGIC PLAN PREPARATION
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Kenny, G. (2018). Your strategic plans aren’t probably strategic, or even plans. Retrieved from https://hbr.org/2018/04/your-strategic-plans-probably-arent-strategic-or-even-plans Krach, K. (2016). 5 Key components of a powerful strategic plan. Retrieved from
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41 STRATEGIC PLAN PREPARATION
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
49 STRATEGIC PLAN PREPARATION
Appendix C
Interviewee: Chief John Vance
Date/Time: 11/29/2018 @ 1100 hours via telephone
1) Who was involved in the development of your strategic plan?
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.
2) What resources did you utilize to develop your strategic 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.
3) How did you implement your strategic plan?
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
50 STRATEGIC PLAN PREPARATION
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.
51 STRATEGIC PLAN PREPARATION
Appendix D
Interviewee: Chief Dale Specken
Date/Time: 11/30/2018 @ 1000 hours via telephone
1) Who was involved in the development of your strategic plan?
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.
2) What resources did you utilize to develop your strategic plan?
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.
3) How did you implement your strategic plan?
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.
52 STRATEGIC PLAN PREPARATION
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.