To ensure alignment with organizational priorities and community needs, the District partnered with AP Triton to facilitate the development of a new five-year Strategic Plan. The process began with a project initiation meeting between AP Triton and District leadership to establish a shared understanding of goals, timelines, and expectations. This early coordination also included scheduling regular progress updates, leading to an on-site planning workshop.

A Strategic Planning Team was formed to represent the diversity of the organization, including members from all ranks, divisions, shifts, civilian staff, and labor representatives. This team played a central role in the planning process and participated in both a public community meeting and a 2½-day strategic planning workshop. To guide the planning effort, a comprehensive environmental scan was conducted, using internal data and operational documents to identify emerging challenges and opportunities.

Public and stakeholder input was a vital component of the process. AP Triton developed and distributed a series of surveys to gather feedback from employees, community members, and partner agencies. The internal survey, shared with all employees, captured organizational perspectives, while the external community survey was made available through the District’s website, social media channels, and distributed directly to recent service users. A third survey gathered insights from local public safety partners to assess inter-agency coordination and collaboration.

The community meeting offered residents, business owners, and civic leaders the opportunity to share their views on the District’s strengths, weaknesses, opportunities, and challenges. The following planning workshop brought together all survey findings, community input, and environmental data to develop a working draft of the Strategic Plan.

The planning team conducted a formal SWOC (Strengths, Weaknesses, Opportunities, and Challenges) analysis and used this input to identify service gaps and strategic priorities. From this work, five key elements were developed to guide the District’s future direction:

• A mission statement articulating the District’s core purpose;

• A philosophy encompassing long-term vision and organizational values;

• Strategic initiatives to focus improvement efforts;

• Outcome statements describing desired results; and

• Action items, which are specific, measurable steps designed to achieve those outcomes.

The Strategic Plan was presented and approved by the Board on January 21, 2025. Following its adoption, the District will take the next steps to ensure successful implementation. Each year, action items will be reviewed and prioritized as part of the annual budget process, ensuring that financial and operational resources are aligned with the District’s strategic priorities. Progress on these items will be documented and shared through the annual budget publication, providing transparency and accountability to the community. In the final year of the plan, the District will conduct a comprehensive review to assess overall progress and begin developing the next strategic planning cycle, reinforcing the District’s ongoing commitment to continuous improvement and responsive public service.

Fiscal sustainability and responsibility are the foundation of every initiative and goal, ensuring that all decisions and strategies are designed with long-term financial viability in mind. By prioritizing the efficient use of resources and carefully evaluating the economic impact of each action, the District commits to maintaining financial health while delivering on its mission. Every initiative and action item are aligned with this commitment and a timeline linked to a fiscal year, promoting a stable and sustainable future.

The District has outlined five key initiatives, each accompanied by a total of 23 initial action items, as part of its strategic plan. Division and program goals and initiatives are clearly aligned with these strategic goals, ensuring consistency and cohesion across all levels of the organization. As part of the annual budgeting process, the District will systematically review these action items, assess the need for any new items related to the adopted initiatives, and prioritize them for funding in the upcoming fiscal year's budget. This ensures that the District's financial resources are aligned with its strategic goals and that essential actions are adequately supported. The five initiatives guiding the District's strategic direction are:

Initiative 1: Service to the Community: Service to the community is the foundation of the District’s purpose. This initiative focuses on continuously enhancing emergency response, expanding services, and improving community outreach and public education efforts. The District is committed to not only meeting the current needs of the community but also preparing for future growth and emerging challenges, ensuring a high standard of service delivery at all times. 

Initiative 2: Leadership: Strong leadership is vital for the District's success. This initiative centers on empowering employees with the necessary skills, tools, and resources to lead effectively at all levels. By developing leadership competencies and improving internal communication, the District aims to cultivate leaders who can guide the organization through challenges and drive future success. 

Initiative 3: Workforce Demographics: The District recognizes the importance of a workforce that reflects the community it serves. By focusing on recruiting high-quality candidates from diverse backgrounds, the District aims to build a team that is both skilled and representative of the community. This initiative is an inclusive approach that enhances the District’s ability to serve effectively and fosters greater community trust and engagement. 

Initiative 4: Organizational Culture & Professional Development: The District is committed to cultivating a mission-driven and inclusive organizational culture. By fostering professional growth, employee engagement, and recognition of excellence, the District supports the continuous development of its workforce. This initiative ensures that employees feel valued and supported, contributing to a strong and cohesive team capable of delivering exceptional service. 

Initiative 5: Operational Infrastructure: A strong operational infrastructure is essential to support District personnel in performing their responsibilities effectively. This initiative focuses on evaluating and enhancing key functions such as operations technology, procurement, and logistics to ensure they operate efficiently and reliably. By reviewing and optimizing these areas, the District aims to streamline processes, improve resource management, and enhance overall efficiency. 

By regularly revisiting and refining these initiatives and action items, the District ensures that its strategic vision is consistently supported by the necessary financial and operational resources, driving long-term success.

Outcome Statement:
The District is providing service that meets or exceeds the needs of the community, while strategically preparing for future growth and challenges. 

Action Items:

A. Review and evaluate response time standards; establish benchmark/baseline metrics.

• Responsible: Operations Chief

• Timeline: FY 2026–27

B. Explore and recommend options to provide expanded services.

• Responsible: Deputy Chief

• Timeline: FY 2026–27

C. Assess planned growth that may impact service delivery capabilities and develop proactive strategies to mitigate emerging risks.

• Responsible: Fire Marshal and Operations Chief

• Timeline: FY 2026–27

D. Identify and implement strategies to enhance community engagement. communication, and awareness of the services available from the District.

• Responsible: Risk Reduction Officer II

• Timeline: FY 2026–27

E. Review performance metrics and quality of service the dispatch center is providing and determine if any action is required to improve service for the community. 

• Responsible: Fire Chief

• Timeline: FY 2025–26

F. Review performance metrics and quality of service provided by the ambulance provider and determine necessary actions to improve service for the community.

• Responsible: Training Chief and EMS Manager

• Timeline: FY 2026–27

By addressing these action items, the District will continue to enhance its services, meet the evolving needs of the community, and be well-prepared for future growth and challenges.

Outcome Statement:
 District employees are equipped to lead with confidence and communicate effectively across all levels of the organization.

Action Items:

A. Identify leadership competencies and attributes, and develop a plan to improve skills.

• Responsible: Training Chief and Administrative Services Director

• Timeline: FY 2025–26

B. Establish a professional development program for non-line staff positions.

• Responsible: Division Leads

• Timeline: FY 2027–28

C. Identify the de-motivators to promotions, and (if present) develop actionable strategies to overcome barriers and encourage upward mobility. 

• Responsible: Deputy Chief

• Timeline: FY 2025–26

D. Review and enhance internal communication methods.

• Responsible: Brett Jensen/Operations Chief

• Timeline: FY 2025–26

By executing these action items, the District will foster a culture of leadership development, ensure clear and effective communication, and support continuous professional growth for employees at all levels.

Outcome Statement:
The District is hiring high-quality candidates, representative of the community we serve. 

Action Items:

A. Review the recent hiring process and establish the most effective method for hiring quality firefighters.

• Responsible: Fire Chief and Administrative Services Director

• Timeline: FY 2025–26

B. Review and refine hiring processes to establish the best method(s) for hiring quality personnel District-wide.

• Responsible: Fire Chief and Administrative Services Director

• Timeline: FY 2026–27

C. Create an initiative to ensure the workforce reflects the demographics of the community that maintain our standards.

• Responsible: Fire Chief and Administrative Services Director

• Timeline: FY 2026–27

By addressing these action items, the District will continue to attract and hire top-tier candidates who represent the community’s diversity, ensuring a strong, inclusive workforce capable of providing exceptional service while reflecting the values and needs of the people we serve.

Outcome Statement:
The District is cultivating a mission-driven, inclusive culture that values professional excellence, growth, and recognition. 

Action Items:

A. Provide education on inclusivity throughout the District.

• Responsible: Joint Labor Management Committee and Director of Administration 

• Timeline: FY 2026–27

B. Research and review the concept of “mission-driven culture” and determine how to apply it in the District.

• Responsible: Operations Chief

• Timeline: FY 2026–27

C. Identify the key policies that need further description on the “why” and expand the “leaders’ intent” as part of the policy. 

• Responsible: Operations Chief

• Timeline: FY 2027–28

D. Review the current performance appraisal system and provide recommendations for an improved or alternative approach.

• Responsible: Human Resources Manager and Matt Menard

• Timeline: FY 2026–27

E. Evaluate existing processes for recognizing professional excellence and make recommendations for enhancements organizational wide.

• Responsible: EMS Manager and Dave Magnan

• Timeline: FY 2025–26

F. Evaluate current mission and philosophical statements and consider options to recommend a change to the Board of Directors. 

• Responsible: Fire Chief

• Timeline: FY 2026–27

By focusing on these action items, the District will continue to build a culture that champions inclusivity, professional development, and recognition, all while remaining committed to its mission and values. This will create an environment where employees are motivated, empowered, and aligned with the District’s long-term goals.

Outcome Statement:
The District is providing the necessary support for personnel to effectively perform their responsibilities. 

Action Items:

A. Review options for managing the operations technology function more effectively.

• Responsible: Operations Chief and IT Manager

• Timeline: FY 2025–26

B. Review options for managing the procurement function more effectively.

• Responsible: Finance Manager

• Timeline: FY 2026–27

C. Review the options for managing facility supplies storage and distribution functions more effectively. 

• Responsible: Training Captain

• Timeline: FY 2026–27

D. Evaluate options for new enterprise resource planning (ERP) system that integrates key organizational functions and processes to improve operational and administrative efficiencies. 

• Responsible: Administrative Services Director and Finance Manager

• Timeline: FY 2027–28

By executing these action items, the District will ensure that personnel are fully supported with optimized processes, technology, and resources, enhancing their ability to perform their responsibilities effectively and contribute to the District's mission.