WSFCA Strategic Plans Page



	Strategic Plans Purpose Statement Today's fire service organizations are very complex and dynamic. We must identify what we are doing, and why we are doing it. Strategic planning aids us in developing our future vision of what we want to be, where we want to go and why we want to do it. It provides the road map for your journey and allows us to check on our progress along the way. Without such a plan, we may find ourselves lost, traveling in a circle, without an idea as to how to straighten our course. Commission of Fire Accreditation International (1998). In 1996, the Wisconsin State Fire Chiefs & Trustee Gregg Cleveland formulated a Strategic Plan to help guide the actions of the organization's officers and Trustees. The plan is intended to be a dynamic document needing constant updating and revision, especially as critical issues come forward unexpectedly. The Plan should project into the future at lease five (5) years. 2006 - 2007 Plan 2005 - 2006 Plan 2004 - 2005 Plan 2003 - 2004 Plan 2002 - 2003 Plan 2001 - 2002 Plan 2000 - 2001 Plan 2006-2007 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, currently with 50% to 55% of all Wisconsin Fire Departments represented. To complete the association’s strategic plan’s mission statement in education, development and legislative activities, 80% - 85% of all Wisconsin Fire Departments need to be represented. The following objectives are designed to accomplish this mission. Establish a district system where by board members are elected from geographic districts in the state. (Board of Directors) Partnership with other fire service associations to merge associate memberships. (President) Establish a membership retention and new membership goal of 85% by 2008 conference. (2nd Vice President) Educational and Networking Opportunities: The WSFCA has partnered with other fire and emergency service organizations to develop and deliver education and networking opportunities. The President shall appoint an individual to plan, organize, and facilitate a “Chiefing 101” Conference to be held in January of 2005. Evaluate whether the conference shall be continued in the future and if continued what topics shall be covered. Legislative Activities: Previous years work and focus has concentrated on the creation and passage of a Length of Service Awards Program (LOSAP) for volunteer fire fighters and EMTs. Establish a formal working relationship with the Wisconsin Fire Chiefs Secretaries Association. (President) Establish a secretary’s information network that can be used by all state fire chiefs. (President WSFCA and President WFCSA) Promote membership in WFCSA to all secretaries, full and part time. (1st Vice President) Organizational Development: Financial solvency is the key to a successful association, especially when that association is politically active in fire code development, standards development and State and Federal legislative issues. Establish a financial goal to be obtained by 2007. (Secretary / Treasurer) Develop a strategy to obtain that goal. (Secretary / Treasurer) Increase profit line for Chief’s Corner by 50%. Develop a plan for year round income (mail orders). (Secretary / Treasurer / Chief Corner Chief) Expand on conference rotation at indoor facilities that is in 2006 strategic goal to increase the profit line. (Board) Back to Top 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 the membership 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. 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) To continue evaluation and enhancement of the vendor-membership contact. (2nd Vice President) 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. 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. 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) 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 stronger legislation regarding the sale of “fireworks” and also to ensure the State of Wisconsin adopts a “statewide” trauma plan. To continue to monitor and review the effectiveness of the “LOSA” program.(WSFCA Board of Directors) To continue to monitor volunteer fire fighter recruitment and retention statistics. (WSFCA Executive Director) 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) 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) 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. Continuously explore ways to enhance the effectiveness and efficiencies of the organizational structure by soliciting membership feedback. (WSFCA Board of Directors) 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) Development of a financial plan to ensure the future success of the WSFCA. (WSFCA Board of Directors & Constitution and By-laws Committee) Back to Top 2004-2005 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 Mission Statement of the WSFCA was designed to be the driving force toward a focus of organizational priorities. As such, the Mission Statement of the Organization should be periodically reviewed to keep the organization on track with membership. Re-evaluate the effectiveness and efficiency of the current offices of the organization and the respective terms. Review and recommend any needed changes or updates to the Constitution and By-Laws. Review the Role and Responsibilities Guideline and make appropriate recommendations for the needed updates and modernization. Educational and Networking Opportunities: Chiefing 101 has been conducted every other year since 1997 to enhance educational opportunities and networking for new Fire Chiefs in the State of Wisconsin. The President shall appoint an individual to plan, organize, and facilitate a “Chiefing 101” Conference to be held in January of 2005. Evaluate whether the conference shall be continued in the future and if continued what topics shall be covered. Legislative Activities: Previous years work and focus has concentrated on the creation and passage of a Length of Service Awards Program (LOSAP) for volunteer fire fighters and EMT's. Monitor and review the effectiveness of the state volunteer pension program. Monitor volunteer fire fighter recruitment and retention statistics. Back to Top 2003-2004 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. Annual Conference: The annual conference provides the WSFCA the best opportunity for providing its membership with educational programs and to communicate and receive information. The following objectives are designed to enhance this and support the overall mission of the organization. Evaluate the structure of the annual conference format to meet the educational needs of the membership. Increase and maximize the vendor membership contact. Identify site locations for conference years 2007 & 2008. Political Advocacy and Leadership / Educational Opportunities: As our Wisconsin fire chiefs has learned, our departments' roles have expanded well beyond fire suppression. The most meaningful impact to have on our communities is to prevent injuries and fires from carelessness. To that end, the following steps should be taken to ensure proper public education. The Department of Public Instruction adopted NFPA's Learn Not To Burn curriculum in 1997 and Risk Watch in 1998. A special task force or the Fire Prevention Committee shall investigate the statewide use of both NFPA curriculums. Based on the results of the "use" study, methods will be determined to help educate local fire departments toward the effective use of prevention curriculum in our local schools. Back to Top 2002-2003 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. Educational & Networking Opportunities: Chiefing "101" has been conducted every other year since 1997 to enhance educational opportunities & networking for new fire chiefs in the State of Wisconsin. The president shall appoint an individual to plan, organize, and facilitate a "Chiefing 101" Conference to be held in January of 2003. Legislative Activities: The WSFCA uses legislative activities to positively influence the environment for the Wisconsin Fire Service. The WSFCA utilizes a lobbyist and its membership to support bills and other legislation that is designed to promote the health and safety of the communities we serve. Initiate communication with the Wisconsin Towns Association, Wisconsin Alliance of Cities, Wisconsin League of Municipalities, Wisconsin Taxpayers Association, and City/County Managers Association to advise them of our interest in promoting positive working relations to resolve issues of mutual concern. Back to Top 2001-2002 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 Mission State of the WSFCA was designed to be the driving force toward a focus of organizational priorities. As such, the Mission Statement of the Organization should be periodically reviewed to keep the organization on track with the membership direction. The president shall appoint a task force charged with the responsibility of reviewing and updating the Mission Statement as needed. Political Advocacy and Leadership: The Public Service Commission is partially responsible for authorizing a "standby" charge for water service related to private fire protection (sprinklers). It is believed this charge discourages the proactive the use of sprinkler systems (particularly residential sprinklers). The Board shall conduct a study on the feasibility and economic impact of the use of standby fees as they related to the installation of automatic fire sprinklers in buildings. Annual Conference: The annual conference provides the WSFCA the best opportunity for providing its membership with educational programs and to communicate and receive information. The following objectives are designed to enhance this and support the overall mission of the organization. Evaluate the structure of the annual conference format to meet the educational needs of the membership. Increase and maximize the vendor membership contact. Identify site locations for conference years 2005 & 2006. Back to Top 2000-2001 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. Objectives: Adoption of a Nationally Recognized Fire and Building Code for the State of Wisconsin - The current method for development of fire codes in the State of Wisconsin is inconsistent with other states in the Mid-west and other regions of the United States and does not offer an acceptable level of fire safety. It is the intent of the WSFCA to pursue NFPA 1 as the fire code for the State of Wisconsin. Continue the ongoing participation with the Department of Commerce for adoption of NFPA 1 as the model fire code for the State of Wisconsin. Continue to have WSFCA representatives work with the Coalition, Fire Safety Code Council, Commercial Building Code Council, and Multi-Family Dwelling Code Council for adoption of NFPA 1 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 will be necessary to periodically review this document to determine its effectiveness and efficiency. Continue the work of the task force in reviewing the effectiveness and efficiency of the offices for the president, first vice president, second president, and their respective terms of office. Review and recommend changes in the Constitution and By-laws of the WSFCA to the membership. Conduct a membership survey to evaluate the effectiveness and management of the WSFCA. Educational & Networking Opportunities: Chiefing "101" has been conducted every other year since 1997 to enhance educational opportunities & networking for new fire chiefs in the State of Wisconsin. The president shall appoint an individual to plan, organize, and facilitate a "Chiefing 101" Conference to be held in January of 2001. Provide in conjunction with the Fire Chiefs' Education Association a labor/management seminar to educate our membership in the area of grievance/contact arbitration and contract negotiations. Educational and Networking Opportunities: With the popular and effective utilization of computerized networking and message center, the WSFCA will continue the development of the Association's web site for critical information sharing and Board member e-mail contacts. Continue the development of the Association's web site and electronic information center. Legislative Activities: With the passage of the LOSAP legislation the Association must continue to work with the Department of Commerce and legislature to complete the details of this legislation. Work with the office of the Governor for the appointment of officials to the Volunteer Fire Fighter and Emergency Medical Technician Service Awards Board. Assist this Board in the promulgation of rules for the completion of this program. Back to Top