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The identification of the department's core values, a vision for success, strategic goals, and operational objectives, and the development of operational and strategic plans were recommended. An outline and plan for a strategic planning process were developed.
From the author: This 3rd edition is about organized common sense in the fire service. Section One provides support to fire departments that already have a strategic plan and just need to update and revise their existing plan. I have found over my 30 years of consulting with fire department’s that they want to accomplish their next iteration of their strategic plan as rapidly as possible. Section Two provides a detailed “How-to” guide to help a fire department create its first strategic plan. Section Two is divided into four parts: (1) Understanding the Department, (2) Understanding the Situation, (3) Understanding the Strategic Issues Facing the Department, and (4) Creating Organizational Change. A new chapter (Chapter 20) provides assistance to those departments having challenges with their strategic plan and obtaining the desired outcomes/results. It adds a new troubleshooting process for those departments having challenges to create an effective and successful strategic plan. The book is designed to be effective as a manual to develop an individual fire department’s strategic plan as well as a textbook for use in upper division college/university courses or as a text for post-graduate courses.
A Leadership Guide for Volunteer Fire Departments, Fourth Edition updates the resource previously known as Recruiting, Training, and Maintaining Volunteer Fire Fighters, Third Edition. This must have resource examines the challenges of providing volunteer fire protection in modern day America. Readers are guided through a process of self-assessment and planning using case studies and activity worksheets. Skills and strategies are developed, yielding practical assistance to those charged with leading a volunteer fire department. With the Fourth Edition, you will learn to: develop a strategic plan for your department; develop goals and objectives for success; recruit and retain quality volunteers; determine the need for, screen, and train volunteers; use proven motivators and rewards to help your volunteers succeed; communicate with and lead volunteers effectively; and recognize organizational warning signs and what to do when problems arise.
A must have for every combination fire department leader! Leading a combination fire department is one of the greatest challenges a fire chief can face. To successfully lead this type of organization, fire chiefs must recognize the unique difficulties inherent in combination systems, and overcome them by applying lessons learned from other chiefs who have faced similar challenges. Authored by a team of seasoned fire service leaders, and modeled after the Chief Fire Officer's Desk Reference, A Leadership Guide for Combination Fire Departments is a compilation of the best practices and lessons learned through experience. It is designed to provide chief- and officer-level personnel with the tools necessary to lead today's combination service department.
The purpose of this manual is to assist fire service leaders in examining the future, the role of the fire service in that future, and ways to "get there from here." It is designed to provide a fire chief, a public information officer, and other leaders in the fire service with guidance and tips on marketing a department and its services to the local customers: the citizens and organization served gy the department
The problem is the Worthington Fire Protection District has no strategic plan. This leads to being reactionary with resources in an ever tight economy. The purpose of this research was to identify the elements that would be involved in developing a strategic plan and how a strategic plan would be implemented at the Worthington Fire Protection District. This was a descriptive research project. The research questions were: (1) What are the benefits of strategic planning; (2) How has other fire departments implemented strategic planning; (3) Who should be involved in the strategic planning process within our department; (4) How long should our strategic plan target for; and (5) What key elements should our strategic plan encompass? The procedures included a survey of the National Society of Executive Fire Officers, Jefferson County Instructors Association, and members of the Worthington Fire Department.
Since the 19th century, the Hagerstown Fire Department has consisted of the following companies: First Hagerstown Hose, Antietam Fire, Independent Junior Fire, Western Enterprise Fire, Pioneer Hook & Ladder, and, since 1950, South Hagerstown Fire. In about 1895, the Hagerstown Fire Department began the transition from an all-volunteer force to a combination volunteer/career force. This second collection of historic firefighting images is a chronology of the Hagerstown Fire Department from 1791 to 2005. During that period, there were significant advances in firefighting equipment, technology, and firefighting training. In this volume, more than 200 images capture the firefighters and fire apparatus in action at fires and also the daily activities defining each era. Whether they were using buckets, hand- or horse-pulled apparatus, or half-million dollar motorized equipment, the firefighters of Hagerstown have always faced challenges with courage. The images in this volume bring to life the men and women who sacrificed so much.
The Salt River Pima -Maricopa Indian Community (Arizona) is rapidly transitioning from a rural community to an urban community. The problem was the Salt River Fire Department did not have a Strategic Plan to guide the organizations future to meet or exceed the expectations of the Salt River Indian Community. The purpose of this research was to look at how organizations benefit from having a strategic plan, provide an overview of the key elements included in the strategic planning process, identify methods to determine the reliability and validity of a strategic plan, as well as challenges in the strategic planning process. The research was guided by descriptive methodology. The procedure used to collect data for the study was a questionnaire involving the key stakeholders and other parties who have participated in the strategic planning process for their organizations. The research approach involved analyzing the benefits to an organization in having a strategic plan, exploring the key elements included in the strategic planning process, identifying the methods to determine the reliability and validity of a strategic plan, and challenges that present themselves during the strategic planning process. The following research questions guided the research: (a) How does an organization benefit from having a strategic plan? (b) What are key elements that should be included in the strategic planning process? (c) What are methods to determine the reliability and validity of a strategic plan? (d) What are some challenges to the strategic planning process? The result of the research was the recommendation to schedule a strategic planning process to develop a strategic plan to guide the future of the Salt River Fire Department for the next five years. The major initiatives of the organization will be identified in the process; as well as the methods to ensure accountability and sustainability of the strategic plan. The Salt River Fire Department and its members will benefit greatly from having a strategic plan in place, and therefore will be more effective in serving the community.