By Leonard N. Chan
Strategic planning and decision-making processes for fire departments often require the participation of stakeholders that lack subject-matter expertise. This may be frustrating at times, but it’s reality, and the fire service has a responsibility to educate these stakeholders so they can become contributors to the strategic planning process. Let’s dig into why and how.
Why it matters
Regardless of governance and administrative structure, fire departments exist to serve the safety needs of their respective communities. Fire departments depend on their financial support, let alone their permission to operate. The communities served have the right to determine the strategic direction and the scope of services of their fire departments. This often occurs through the community’s representation via its elected officials. While incredibly essential and meaningful, the views of elected officials should be complemented by the perspectives of other community organizations and members. This includes members of the fire department itself.
Casting a wide net in collecting stakeholder feedback in a strategic planning process carries multiple advantages. A broadened approach allows for an increased likelihood in recognizing potential opportunities and emerging threats to the community. Common goals and objectives may be identified among various stakeholders, even those that seemingly have a tangential connection to the fire service. In addition, involvement in the planning process incentivizes stakeholders to support the actual execution and implementation of a strategic plan.
Rooted in data
A strategic planning process must anchor stakeholder input in facts and data. Television and movies have warped perceptions on how fire sprinklers work, which have hamstrung efforts to expand their use. The frequency of motor vehicle collisions and extreme heat have desensitized the masses. This has led to risk acceptance as proposals to mitigate these risks are met with an attitude of defeatism. Recency bias from a natural disaster may warp the sense of danger that a community experiences.
Members of the public typically lack knowledge of the number and type of emergency incidents responded to by fire departments. This results in stakeholders clamoring for additional resources in specific areas when other needs should be prioritized.
Stakeholders, internal and external, also struggle in understanding the costs to operate a fire department, including the salaries, equipment, tools and vehicles. The need for new apparatus may have been demonstrated yesterday, testing the patience of firefighters. A deliberative process, however, is required in its financing, design and build to meet operational needs while exercising fiscal responsibility. Budgetary constraints can place inconvenient limits on what is possible – but that cannot be ignored.
Strategic planning
Developing a fire department strategic plan does not require choosing between a stakeholder-driven or a data-driven approach. An effective strategic plan development process entails following both paths in parallel.
The fundamental first step is to equip the facilitators of the strategic planning process with the necessary qualitative and quantitative data. Even the most acclaimed and qualified individuals will struggle in collecting stakeholder feedback without demonstrating cultural literacy of a given profession and community. The chapter on industry-specific knowledge in the recently published NFPA 1022: Standard for Fire and Emergency Services Analyst Professional Qualifications provides a basic framework in learning the basics of the fire service.
Along with reviewing demographic data, meeting people is the means to understand a community. Fire departments should also regard interaction with stakeholders in the strategic planning development process as an opportunity to increase awareness and education. As part of the dialogue, fire departments should discuss subjects such as the regulatory requirements, services provided, peer comparisons, industry-accepted standards, and financial obligations. The depth of detail in these discussions depends on the audience. Stakeholders have varying levels of existing knowledge and different sets of needs.
Final thoughts
The community serves as the ultimate decision-maker in establishing the mission, goals and objectives for a fire department. Quality decision-making often relies on the information available. Thus, fire departments have an obligation to lend their subject-matter expertise to ensure that decision-making is anchored in reality.
ABOUT THE AUTHOR
Leonard N. Chan is the accreditation manager for the Houston Fire Department. He previously served in a similar role with the Cedar Park (Texas) Fire Department. Chan serves as the Texas Center for Public Safety Excellence (CPSE) Consortium chair and has participated in a dozen agency accreditation peer reviews. As an inaugural member of the NFPA 1022: Standard for Fire and Emergency Services Analyst Professional Qualifications technical committee, Chan co-authored the chapter on industry-specific knowledge. Prior to joining the fire service, Chan served as legislative staff for the Texas Sunset Advisory Commission. He graduated magna cum laude from Rice University in political science, religious studies and history and holds a master’s degree in public administration from the University of Houston.