2016 2020 strategic plan€¦ · emts, junior firefighters, women, minorities, those under 35,...

2016 – 2020 Strategic Plan

DRAFT

Adopted , 2016

A LETTER FROM THE CHAIRMAN

Dear Board of Directors:

The volunteer fire, emergency and rescue services is an evolving and changing entity. With this as the

premise, the National Volunteer Fire Council (NVFC) must grow and adapt to meet the needs of the boots

on the ground volunteer fire, emergency and rescue services. This strategic plan is a roadmap to success

for the NVFC; it further engages the board of directors and our members to bolster the service and our

organization for years to come.

As Michael Porter said, "Sound strategy starts with having the right goal." The board has developed

sound business model goals that are clearly defined with strategies for success. Each goal includes a

timeline, person or committee responsible and desired outcomes for success. The plan is fluid and

developing so that we can adapt when needed. Report outs on the status of the plan will occur at each

board meeting and work on the plan is anticipated on an ongoing basis.

"On a team, it's not the strength of the individual players, but it is the strength of the unit and how they all

function together." -- Bill Belichick, Head Coach New England Patriots (2000-Present), New York Jets (1999), Cleveland

Browns (1991-95). We as leaders in the volunteer fire and emergency services must stand together as a unit,

with a single purpose to improve our community for the firefighters of today and for the future. It is

clearly our responsibility to carry the torch and light the way for our next generation of volunteer

firefighters, rescue personnel and EMS providers. I am calling on each board member to roll up his/her

sleeves and join me in the fulfilling work of ensuring a safe, healthy, robust future for our organization

and our service.

In safety,

Kevin D. Quinn

Chairman

Introduction

The National Volunteer Fire Council (NVFC) is the largest membership association

advocating for and serving the volunteer fire and EMS/rescue industry. The association delivers

a variety of member services, programs, and advocacy for a large and diverse volunteer response

community. The NVFC has managed the growth and development of programs and services

throughout various strategic planning and implementation activities.

To begin the process of writing the 2016 through 2020 strategic plan, the NVFC Board of

Directors held a session in spring of 2015 for leadership training and began to cultivate ideas

regarding future objectives. Next, the board was surveyed to gather input from members on

stakeholder perceptions and needs. The board met again in the fall of 2015 where they reviewed

the stakeholder feedback, revised the purpose statement and other plan elements, and participated

in a SWOT exercise to identify critical Strengths, Weaknesses, Opportunities, and Threats

influencing the success of strategic planning process and its implementation. The Executive

Committee reviewed a draft plans in winter and summer 2016 to be presented to the board at its

fall 2016 meeting for discussion and adoption.

Overview

The strategic plan provides a detailed roadmap of the future objectives and tasks for the

Board and staff of the organization. It is a living, working document that is a tool for the

organization to consistently evaluate direction, accountability, and ensure the needs of the NVFC

membership are being met. The tasking assignments specifically identify who is assigned the

task and the timeframe for expected completion. Committees and/or staff can report out at board

meetings regarding accomplishments, new developments, or ideas that may alter the plan

implementation. The performance measures allow for a quantitative method to monitor

performance and achieve our objectives within the timeframe indicated.

Vision

The NVFC’s vision is to be the leading advocate and resource organization for the

American volunteer fire, emergency medical, and rescue services.

Values - What do we truly care about?

The NVFC values integrity, transparency, and an open dialogue to enhance volunteer first

responders’ health, safety, and leadership qualities.

STRATEGIC VISIONS AND BUSINESS MODEL GOALS

Mission

To provide a unified voice for volunteer fire/EMS/rescue organizations. This mission will

be accomplished by:

Representing the interests of the volunteer fire and EMS/rescue organizations at the U.S.

Congress and federal agencies.

Promoting the interests of the state and local organizations at a national level.

Promoting and providing education and training for volunteer fire EMS/rescue

organizations.

Providing representation on national standard-setting committees and projects.

Gathering information from and disseminating information to volunteer fire and

EMS/rescue organizations.

Strategic Business Modeling

In order to achieve our mission, the following strategic business models have been

identified as critical to the members and the organization.

Ensure long-term viability

Provide board development opportunities for succession planning and leadership

training

Effectively advocate in legislation, regulation, standards/codes, and collaboration

Provide education and training

Cornerstones for Success: Serve, Advocate, and Educate

The strategic initiatives fall into three broad, overarching categories: Serve, Advocate,

and Educate. The categories are the cornerstone of the NVFC’s goal of success as an

organization in providing leadership, resources, and advocacy for the volunteer fire and

EMS/rescue services.

Serve volunteer first responders through program and resource development to support

the volunteer and EMS/Rescue services.

Advocate for the volunteer fire and EMS/rescue services throughout standards, codes,

regulatory, and legislative channels.

Educate by developing, providing, and promoting training to members, stakeholders, and

the fire and EMS/Rescue services.

Objectives:

Ensure Long-Term Viability of the Corporation to Achieve our Purpose and Support

our Programs.

Build Membership to Ensure Sustainability and Continued Relevance of the

Corporation.

Business Model Goals:

Enhance/evaluate outreach efforts and mechanisms to bring NVFC resources to a

wider audience

Increase membership revenue to support the financial stability of the organization

Explore opportunities to increase revenue from corporate partnerships

Increase state association engagement

Conduct an annual membership survey to evaluate the effectiveness of the

membership programs and benefits

Evaluate outreach mechanisms for specific audiences such as wildland firefighters,

EMTs, junior firefighters, women, minorities, those under 35, retired firefighters,

chaplaincy and others.

Review NVFC Committee missions and composition

Strategic Vision 1: Ensure Long-Term Viability

Timeline: Each committee/marketing staff to review and develop a timeline.

Report out at spring 2017 meeting.

Responsibility: Diversity & Inclusion, Finance and Marketing Staff.

Critical Task/Action Plans:

Include diverse groups (e.g., culture, age, income) at the inception of each initiative or project.

Make diversity and inclusion a priority in future recruitment and outreach efforts.

Assign a task force responsible to ensure diverse and inclusionary representation among members and provide support.

Develop a process whereby the finance committee reviews return on investment in

non-grant funded activities at the year end.

Develop an NVFC marketing plan and strategy and work with state associations to

implement the plan.

Work with state fire service associations to reach a wider audience.

Implementation/Performance Audit:

Determine number of new NVFC members recruited.

Determine diversity among NVFC’s membership and those we reach through our annual membership survey

Implement a Task Force with outlined direction.

Review Finance Committee findings for return on investment activities.

Review marketing plan. Review idea of collecting occupation information and

develop facts sheets about the fire service.

Review outreach to NVFC member state associations.

Review which groups we are reaching out to and explore if there are others to reach out to.

Business Model Goal 1A: Enhance/evaluate outreach efforts and mechanisms to bring NVFC resources to

a wider audience.

Timeline: Coincide with Membership Growth Campaign of 500 members per

state by spring 2018.

Responsibility: Membership/Awards Committee


Evaluate and implement effective outreach initiatives that may include direct mail

campaigns, special events, and member get a member drives.

Create state training and education on NVFC tools and resources available to

members

Create an NVFC information sheet for each board member.


Emphasize member benefits the survey found most desirable.

Evaluate existing member benefits and offer new member benefits based on

membership survey results.

Evaluate membership revenue versus expense and determine the cost of

membership. (Determine a timeline: annually? 2-3 years?)

Use data driven research to determine outreach methods.

Evaluate the effectiveness of our marketing message at the individual emergency

responder level.

Have a representative from the State Benefits Summit provide an update to the

NVFC Board.

Business Model Goal 1B: Increase membership

revenue to support the financial stability of the

organization.

Timeline: Fall Board Meeting and Executive Committee Meetings.

Responsibility: CEO to report out at board and Executive Committee meetings.


Review the revenue source from donations/partnerships.

Ensure a wider audience is reached in terms of corporate partnerships.


Develop a list of board members that have contacts with potential partners.

Business Model Goal 1C: Explore opportunities to

increase revenue from corporate partnerships.

Timeline: To be determined by committee; report out at spring 2017 meeting

Responsibility: Executive Committee


Enhance board member training program in an effort to educate new and

current board members on roles, responsibilities, and expectations.

Develop a succession planning template for board member positions.

Develop and implement a state association member survey to determine how to

assist and further engage state associations.

Offer membership benefits that are requested by members through the

membership survey.

Develop national email database of volunteer firefighters through state

association input.


Review the number of board members who have taken the training program.

Implement board member job and/or position descriptions.

Disseminate the succession planning template nationwide.

Develop tools and resources for state association based on state association

survey results.

Review state association engagement.

Business Model Goal 1D: Increase state association

engagement.

Timeline: To be determined by committee; report out at spring 2017 meeting

Responsibility: Diversity & Inclusion Task Force


Identify target audiences

Ensure diverse audiences are represented in NVFC materials.

Provide a mechanism to allow for input from diverse audiences in developing

materials and methodologies


To be determined by committee

Business Model Goal 1E: Evaluate outreach

mechanisms for specific audiences that would include

wildland firefighters, EMTs, junior firefighters,

women, minorities, those under 35, retired

firefighters, chaplaincy and others.

Timeline: Spring 2017


Critical Task:

Review committee charges and functions

Develop a plan similar to the Standards and Codes Advisory Panel


To be determined by the assigned committee/task force.

Business Model Goal 1F: Review NVFC Committee

missions and composition.

Objective(s):

Develop the Board Strength and Influence through greater Board Member

Engagement, Transparency, Contemporary Awareness, and Succession

Management.


Conduct succession planning and training for board members.

Develop and update as necessary the board member and elected job descriptions.

Implement practices that support diversity and inclusion on the board.

Develop and revise board member resources as needed (Committee Chair Toolkit,

Board Member Orientation Webinar, etc.).

Provide training on effective leadership as a representative of a national

organization.

Strategic Vision 2: Board Development through

Succession Planning and Leadership Training

Timeline: To be determined by committee; report out spring 2017



Create a succession planning policy.

Create a succession planning checklist.

Develop a list of qualities for board members to share with state associations as they

appoint new board members.

Research, develop and implement policies that create term limits on various elected

NVFC positions.

Develop training and education for board members on roles and responsibilities of

the elected offices.

Ensure the NVFC implements succession planning.


Discuss and review succession planning policy with board members.

Discuss and review succession planning checklist with board members.

Review and implement policies created/revised by the Bylaws Committee.

Develop and implement term-limit policies based on research

Review and implement training and education for board members on the roles

and responsibilities of elected offices curriculum.

Monitor the implementation of succession planning.

Business Model Goal 2A: Conduct succession planning

and training for board members




Staff to develop job descriptions of all elected NVFC positions.


Review and implement job descriptions of all elected NVFC positions and include in

New Board Member Webinar and Orientation.

Clearly defined job descriptions of all elected NVFC positions.

Business Model Goal 2B: Develop and update as

necessary the board member and elected job

descriptions.


Responsibility: Diversity and Inclusion Task Force


Continue diversity and inclusion awareness, training, and education of the NVFC

board and membership.


Review and implement diversity and inclusion task force continued education

program.

Continue to offer educational workshops for new and existing board members.

Business Model Goal 2C: Implement practices that

support diversity and inclusion on the board.

Timeline: To be determined by each committee.

Responsibility: Conference Committee, Executive Committee, and

Membership/Awards Committee


Enhance the Committee Chair Toolkit as needed. (Conference Committee).

Develop a mentoring program for new board members by assigning a veteran board

member. (Executive Committee).

Enhance Board Orientation Manual and New Board Member Webinar as needed.

(Membership/Awards Committee).


Promote availability of Committee Chair Toolkit.

Implement and assign veteran board members for the mentoring program.

Promote availability of the New Board Member Webinar and Board Orientation

Manual.

Business Model Goal 2D: Develop and revise board

member resources as needed (Committee Chair

Toolkit, Board Member Orientation Webinar and

Manual, etc.)


Responsibility: Executive Committee.


Develop and present ongoing leadership training for board members during spring

and fall meetings.

Develop a training program in an effort to educate board members on the duties of

care, loyalty and obedience as it relates to the NVFC and how to balance this with

state/local priorities.


Review and implement leadership training curriculum.

Review and implement board member focused curriculum.

Attract the next generation of firefighters through effective training.

Business Model Goal 2E: Provide training on effective

leadership as a representative of a national

organization.

Objective(s):

Effectively Advocate in Legislation, Regulation, Standards/Codes, and Collaboration.


Increase board and membership involvement with advocacy.

Enhance collaboration and involvement within relevant national organizations and

agencies.

Evaluate involvement in national standards and codes development for

effectiveness.

Strategic Vision 3: Effectively Advocate in Legislation,

Regulation, Standards/Codes, and Collaboration


Responsibility: Executive, Legislative and Standards & Codes Committees


Enhance board member outreach efforts to NVFC members regarding advocacy

issues.

Develop a leadership course for board members regarding the importance of

advocacy at the board level.

Develop AFG grant assistance tools and resources for our members.


Report out on outreach efforts regarding advocacy issues.

Review and implement a board leadership training curriculum regarding advocacy.

Report out on tools and resources developed.

Business Model Goal 3A: Increase board and

membership involvement with advocacy.




Develop a plan for a collaborative effort with fire service and non-fire service

organizations to promote advocacy in fire, EMS and rescue.


Review and implement fire service and non-fire service organization collaborative

plan for promoting advocacy.

Business Model Goal 3B: Enhance collaboration and

involvement within relevant national organizations

and agencies.


Responsibility: Standards and Codes Advisory Panel


Review the return on investment of committee and standards participation.

Continue to build a strong relationship appealing to NVFC leadership by providing

more opportunities to network with the national standards and codes organizations.


Conduct a cost-benefit analysis of participation on national standards and codes

organizations.

Business Model Goal 3C: Evaluate involvement in

national level standards and codes development for

effectiveness.

Objective(s):

Provide Education, Training for Members, and Continue to Utilize Contemporary and

Evolving Technologies and Platforms.


Provide an annual educational event, in person or virtual, for the volunteer fire and

EMS/rescue community provided that funding is available.

Enhance web-based training and explore outreach mechanisms including

potentially creating an app that increases accessibility and/or awareness.

Strategic Vision 4: Provide Education and Training


Responsibility: Executive and Health, Safety & Training Committees


Offer the NVFC Training Summit or similar event provided that funding is available

and is in response to member feedback.

Offer in-person and online training and education opportunities on timely topics.

Continue to evaluate the overall effectiveness of our training outlets and programs.

Offer accredited CEU hours for NVFC courses utilizing our partnership with

Columbia Southern University and/or other authorized credit providers.


Conduct attendee evaluations for all training and determine effectiveness.

Business Model Goal 4A: Provide an annual

educational event, in person or virtual, for the

volunteer fire and EMS/rescue community provided

that funding is available.


Responsibility: Health, Safety & Training Committee


Continue to evaluate the overall effectiveness of our training outlets and programs.


Evaluate the effectiveness, need and feasibility of creating an app

Explore reaching out to state training academies to offer accreditation for NVFC

training

Business Model Goal 4B: Enhanced web-based

training and explore outreach mechanisms

including potentially creating an app that increases

accessibility and/or awareness.

A SUMMARY FROM THE EXECUTIVE COMMITTEE

The NVFC 2016 – 2020 Strategic Plan is a roadmap to success for the fire service and the

organization. The plan focuses on specific business model goals:

Ensuring long-term viability

Providing board development opportunities for succession planning and leadership

training

Effectively advocate in legislation, regulation, standards/codes, and collaboration

Providing education and training

Each of our business model goals have been developed from our cornerstone of Serve,

Advocate and Educate. Our mission, vision and values are clearly defined.

"My model for business is The Beatles. They were four guys who kept each other's kind of

negative tendencies in check. They balanced each other, and the total was greater than the

sum of the parts. That's how I see business: Great things in business are never done by one

person, they're done by a team of people." – Steve Jobs

As we work together as a board, as a TEAM, we work toward the future of those we

represent: the boots on the ground volunteer firefighter, EMT and rescue provider. We

look forward to the challenging times ahead and working together as a board to advance

our profession and our organization.

2016 2020 strategic plan€¦ · emts, junior firefighters, women, minorities, those under 35,...

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