2005-2006 Strategic Plan

Mission Statement:

  • Establish an environment and provide opportunities for emergency service and related professionals to network.
  • Provide political advocacy and leadership.
  • Provide emergency service related information and educational opportunities to and for the membership.
  • Provide members with fellowship opportunities.

Organizational Development:

 The WSFCA is a member driven organization, as such themembership provides direction to the Board of Directors through written feedback from previous conferences and through verbal dialogue with various Board members throughout the year as to the type of program which would be most beneficial recognizing the diversity of Wisconsin’s fire service.  As such the following objectives are designed to enhance this objective and to support the overall mission of the organization.

  1. Continuous evaluation of the structure for the annual conference to ensure the programs/presentations meet the needs of today’s changing fire service executive officer.  (1st Vice President)
  2. To continue evaluation and enhancement of the vendor-membership contact. (2nd Vice President)
  3. To select future conference sites which are both conducive to learning and sites which are “user friendly” (perhaps all under one roof) for the 2005 thru 2010 conference and beyond.  (Board of Directors as a whole)

Educational and Networking Opportunities:

As many current members are aware a program titled “Chiefing 101” was established in 1997.  This program has been presented bi-annually since its inception and continues to receive positive reviews.  The purpose of the program is to enhance the educational opportunities of, and to afford new chief fire officers a forum to begin to develop a peer group network base.   In addition to “Chiefing 101” the WSFCA has partnered with other fire and emergency service organizations to develop and deliver other programs of interest to our membership.

  1. The 1st Vice President of the WSFCA shall be responsible to plan, organize and facilitate this seminar which is normally held in the odd calendar years.
  2. To continue the partnerships currently established for shared programs and to continue to seek new partnerships for educational and networking opportunities for our membership.  (WSFCA Board of Directors)
  3. To continue to evaluate the effectiveness of the programs being delivered by monitoring the written evaluations and through verbal dialogue with our membership and the final evaluation tool will be that of seminar/conference attendance.  (WSFCA Board of Directors)     

Legislative Activities:

The successes enjoyed in the legislative arena by Wisconsin’s fire service are many.  Recently we have been successful in securing the “Length of Service Award” for Wisconsin’s majority fire fighting force, our volunteer sector and in selecting NFPA 1 as our model fire code.  As we embark on the next legislative sessions we will be actively working to achieve strongerlegislation regarding the sale of “fireworks” and also to ensure the State of Wisconsin adopts a “statewide” trauma plan.

  1. To continue to monitor and review the effectiveness of the “LOSA” program.(WSFCA Board of Directors)
  2. To continue to monitor volunteer fire fighter recruitment and retention statistics. (WSFCA Executive Director)
  3. Develop partnerships with the Department of Commerce, the NFPA, the Wisconsin Fire Inspectors Association to develop training programs for the use of NFPA 1 as our model fire code.  (WSFCA Board of Directors & Legislative Liaison)
  4. Develop coalitions of interested parties to develop more stringent regulations related to the sale and possession of illegal fireworks in Wisconsin. (WSFCA Board of Directors & Legislative Liaison)
  5. To actively promote legislative adoption of a comprehensive “statewide” trauma plan.  (WSFCA Board of Directors & Legislative Liaison)

Organizational Development:

The Constitution and By-laws is the founding document for the WSFCA.  In order for the WSFCA to continue and fulfill its mission as defined above, it is and will be necessary to periodically review this document to its effectiveness and efficiency.

  1. Continuously explore ways to enhance the effectiveness and efficiencies of the organizational structure by soliciting membership feedback.  (WSFCA Board of Directors)
  2. Review and recommend changes brought forth by the membership or the Board of Directors in the Constitution and By-laws of the WSFCA.  (Constitution and By-laws Committee)
  3. Development of a financial plan to ensure the future success of the WSFCA.  (WSFCA Board of Directors & Constitution and By-laws Committee)