The importance of active, integrated planning in a fire department can't be over-stated. When an organization is floundering and lacks focus, the reason often is directly related to poor planning.

The most effective planning processes are those that involve the right people, are based on accurate data and assumptions, tiered to cover appropriate time-frames, well-communicated, and flexible enough to accommodate course corrections. When planning documents take on a life all their own, separate from the ongoing work of the organization, they often fail. Plans must be integrated into the mission, the work and key management processes such as budgeting.

A tiered planning system provides a complete package and serves the needs of any organization. The tiered model establishes specified planning horizons and uses specific tools for each. The longer the horizon, or time-frame, the more general the planning content of the document tends to be. A tiered planning system usually includes the following components.

Strategic plan

The strategic plan provides a long-term vision for an organization, extending as long as 10 years. In fact, for activities such as real-estate purchases, the horizon might even be longer.

The strategic plan provides general guidance to the fire department managers and other members. It also is very helpful to policy-makers outside the fire department. The goals established within a 10-year strategic plan tend to be structured broadly to accommodate changing conditions and future variable.

Operational plan

The operation plan provides medium-term direction for an organization, usually in a two- to five-year horizon. The goals and objectives are more detailed and specific than those in the longer-term strategic plan. It's critical that the operational plan complement the strategic plan. Both must be kept current so that the organization's development and programs are consistent with actual service delivery and support requirements.

Accreditation

The Commission on Fire Accreditation International offers an important and useful assessment and planning process for fire departments. Specific goals are identified to establish and maintain the many performance indicators in the process. An annual progress report is developed and submitted as a requirement of accreditation, and re-accreditation occurs every five years.

If managed appropriately, accreditation requirements are integrated into all planning documents. Accreditation provides an excellent opportunity to assess the current performance of a fire department. Even though it's a self-assessment, national and other performance standards also can be included within the accreditation process. Accreditation is viewed as an indicator of professionalism and pride by the fire department and community leaders.

Operating budget

The fire department operating budget is developed at specific intervals and is approved by policy-makers, city officials and the fire administration. In addition to maintaining or modifying current service levels, funding issues relating to the strategic plan, operational plan, accreditation, programs and action plans also are considered. The operating budget provides much of the financial plan for funding service delivery and support.

Capital-improvement program

Funding for major initiatives, such as facilities and other long-term infrastructure needs, emerges within capital-improvement programs. These bonds that must be approved by public vote at specific intervals, and then they must be considered annually for sale and project funding. Ongoing operating and debt-service costs associated with bond projects must be integrated into the operating budget.

Program status documents

These planning tools, which usually cover a three- to six-month horizon, identify program objectives and document progress toward meeting them. They should be collected, consolidated and distributed throughout the organization. They include the expected outcomes of each program and performance objectives for the upcoming measurement period. These program management guides can be of great historical value. They also contribute to developing sound program management techniques among all department managers.

Action plan

Action plans are developed for all of the organization's projects and team efforts, pending or in progress. They're very specific and assign responsibility for specific objectives, describe time-frames for completion and track progress at regular intervals. If teams are to be effective, action plans are critical. Tracking a project's progress with detailed action plans will improve performance.

Together, these tiered planning documents communicate the vision and direction of the fire department, with each adding detail. Budgets, capital-improvement programs, accreditation and other key management processes are integrated into the plans.

All members of the fire department are in some way integrated into the planning process, whether in the long-, medium-, or short-term. Planning is then brought to life through the mission and work of the organization, and it can be very effective in structuring and communicating the vision, mission and work product of the organization.