FY25 GFOA Budget - Flipbook - Page 35
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STRATEGIC GOALS
As an organization, the Bartlett Fire Protection District (District) has placed itself among the special
class of entities that have made a commitment to formalized strategic planning and goal setting
exercises. As District leaders are aware, strategic planning is not a new phenomenon for
progressive communities and government agencies. Policymaking boards and staff in both private
and public organizations, including the District, recognize the value of such processes. This
important work will serve the District’s service area well into the coming years.
Strategic planning is a preferred approach to guiding an organization’s future rather than making
decisions issue by issue. The District engaged the Center for Governmental Studies (CGS) at
Northern Illinois University (NIU) to facilitate two half-day strategic planning workshops with
Board and senior staff members in September of 2020. Prior to the workshops, five (5) focus
groups were held with organizational stakeholders to gather input on their vision regarding the
District’s future. With the focus groups as a starting point for discussions, the strategic planning
workshops provided a positive atmosphere for the Board and senior staff members to
collaboratively review and develop the District’s vision for the future and strategic goals, ultimately
determining where the District wants to go as an organization. As discussed, and reviewed during
the workshops, executive-level strategic planning sessions are a staple of good governance and
leadership for progressive organizations.
STRATEGIC PRIORITIES
Organizational Development • Marketing and Community Engagement
Professional Development and Training • Capital Planning and Funding
Progress Report: 23/23 total goals completed, in progress of developing new Strategic Plan
11 short-term and 12 long-term strategic goals were identified, and through a ranking system
completed by the District board and staff members, each goal was prioritized as high, medium, or
low priority. All short and long-term strategic goals are outlined on the following two pages.
FY24: In FY23, the District only had 2 remaining short-term strategic goals to meet. These goals
were prioritized and completed in FY24, drawing a close to the short-term strategic goals in the
District’s Strategic Plan. Additionally, with the development of the District’s recruitment processes,
the approval to hire an EMS Administrator, the improvement of the District’s replacement schedule,
and a newly prioritized change to training schedules, the District completed its final remaining
long-term strategic goals. In drawing FY24 to a close, the District successfully met 23/23 total goals.
FY25: Moving into FY25, the District will work to complete its next Strategic Plan, which will
outline 2026-2031. Initial development will include workshops, round table sessions with Board
members and staff, a town hall meeting, and focus groups as the District seeks to outline a vision for
itself in alignment with its mission and operational priorities.
For more information on the District’s Strategic Plan visit the link below to view the strategic plan
in its entirety on the District’s official website. https://www.bartlettfire.com/254/Strategic-Plan
P a g e 35 | BARTLETT FIRE PROTECTION DISTRICT | INTRODUCTION
