Maine Fire Training & Education

2010 Strategic Plan

October 2010

Strategic Planning Committee Cover Letter to SMCC President  

Response from Dr. James O. Ortiz, Ed.D., 

 President - Southern Maine Community College

Maine Fire Training & Education

2010 Strategic Plan

The purpose of the strategic planning sessions was to establish a blue print for the future for Maine Fire Service Institute for the next five years

Maine Fire Training & Education Strategic Planning Sessions Participants

 Maine Fire Training & Education Strategic Planning Sessions

Purpose: To establish a blue print for the future for Maine Fire Service Institute for the next five years and create a common vision.

Objectives:

1. To evaluate and revise the current Maine Fire Service Institute Mission Statement.
2. To use the newly revised Mission Statement to determine the Maine Fire Service Institute Vision Statement that will direct MFSI Strategic Planning efforts.
3. To redefine the structure, role and function of the Maine Fire Service Institute Advisory Committee and create a plan to communicate the changes to the fire service community.
4. To outline a 3-5 year Maine Fire Service Institute Strategic Plan that addresses the needs and priorities of MFSI.

Objective 1: MFSI Mission Statement

1. To evaluate and revise the current MFSI Mission Statement.

Maine Fire Service Institute Mission Statement

The mission of Maine Fire Services Institute is to assist in the development of skills and abilities in support of Maine’s Fire service at the local, regional and State level in collaboration with the fire chiefs of Maine.

Objective 2: Maine Fire Service Institute Vision Statement

2. To use the newly revised Mission Statement to determine the Maine Fire Service Institute Vision Statement that will direct MFSI Strategic Planning efforts.

Maine Fire Service Institute Vision Statement

Partnering with the fire chiefs Maine Fire Service Institute shall focus on customer service, quality, and safety. MFSI shall collaborate to deliver standardized and integrated training and education by leveraging technology, innovation and funding opportunities to meet the needs of a dynamic Fire Service.

Maine Fire Service Institute (MFSI)

The group agreed to change the existing Maine Fire Training & Education name to one that better reflects the newly created Mission and Vision. 

Objective 3: Maine Fire Service Institute Advisory Committee

3. To redefine the structure, role and function of the MFTE Advisory Committee and create a plan to communicate the changes to the fire service community.

Maine Fire Service Institute State Advisory Committee Purpose

The purpose of the MFSI Advisory Committee is to solicit feedback from their constituencies they represent. They are to provide comment and guidance to the director of MFSI consistent with the strategic plan.

 Maine Fire Service Institute State Advisory Committee Rules & Procedures

1. Establishment

An Advisory Committee, established by the President of Southern Maine Community College (SMCC), shall advise the Director in the administration of the Maine Fire Service Institute (MFSI). The President of Southern Maine Community College reserves the right to suspend or disband the Advisory Committee at his discretion.

2. Purpose

The purpose of the MFSI Advisory Committee is to solicit feedback from Maine’s Fire Service, deliver a strategic message, and advise the Director of MFSI.

3. Scope

The scope of the committee is to provide strategic input rather than operational direction and shall include:

• providing feedback and recommendations to the Director of MFSI;
• Supporting and aiding in review of proposed new curriculum for acquisition and implementation;
• Providing stakeholder perspectives with regard to MFSI courses, curriculum content, facilities, and services;
• Ensuring that the voluntary certification program is consistent with national accreditation requirements;
• Documenting recommendations.

4.  Membership

The appointment of sixteen (16) members to the Advisory Committee shall be as follows: Voting Members (11): 

• 2 Volunteer/Paid/On-call Fire Chiefs
• 4 Combination of: FT/volunteer, Career, All career/Per diem Fire Chiefs
• 1 Maine Fire Chiefs Association representative
• 1 Maine Fire Protection Services Commission representative
• 1 Professional Fire Fighters of Maine representative
• 1 Maine State Federation of Fire Fighters representative
• 1 Governor’s. appointment/Maine Municipal Association loss reduction representative

Non-voting Members (5):

• 1 MEMA representative
• 1 BLS representative
• 1 Fire Marshal
• I insurance representative
• 1 SMCC President or Vice President

The Director shall solicit nominees from the constituent agencies for appointment to the Advisory Committee Board. Members of the Advisory Committee shall be actively employed or affiliated with the represented position, agency or organization. Employees of MFSI may not serve on the Advisory Committee.

5. Term of Office

Members shall be appointed for a term of three (3) years. (Initial appointees or representatives shall be staggered 2, 3, and 4 year terms)

6. Officers

The committee shall elect from its members a chair and vice-chair. The vice chair will exercise the authority of the chair in the chair’s absence. The chair may formally recommend consent items for a meeting agenda.

The chair and vice chair shall serve two-year terms. Neither shall serve more than 3 consecutive terms.

7. Quorum

4 voting members shall constitute a quorum.

8. Expenses

The members shall be reimbursed for expenses according to SMCC/MCCS guidelines.

9. Meetings

Annual Meetings will be scheduled in October and May; specific dates will be at the discretion of the Chair.  The MFSI Director may reschedule meetings or call additional meetings as necessary.

10. Attendance

The MFSI Director shall notify, in writing, the organization being represented of any member who has three consecutive unexcused absences from regular advisory committee meetings and shall ask that the member be replaced.

Advisory Committee Procedures

1.    Notice/Agenda

The MFSI Director shall ensure that members are notified via E-mail at three weeks prior to any meeting. 

A draft agenda and relevant supporting materials shall be distributed to all members via E-mail at least 3 weeks prior to any meeting. 

Proposed agenda items must be submitted to the MFSI Director at least 1 month prior to any meeting.  Each agenda item shall provide for a period of public comment.

No items other than those listed on the agenda shall be acted upon at the meeting.

Through the Chair or the MFSI Director, an Advisory Committee member may invite subject matter experts (SME) to attend a committee meeting to clarify action items.   

2.    Decision Process

Recommendations may be developed by of a simple majority of members present at the meeting. The MFSI Director shall serve as the tie breaker. Members who cannot attend a meeting may advise the chair of his/her input or concerns in writing. 

3.    Meeting Notes/Recommendation

The MFSI Director shall ensure that a written record shall be made of each advisory committee meeting including attendance and consensus recommendations or votes. 

All committee recommendations shall be forwarded to the President of SMCC (or designee) and the MFSI Director.

 Objective 4: Strategic Planning.

4. To outline a 3-5 year Maine Fire Service Institute Strategic Plan that addresses the needs and priorities of Maine Fire Services Institute.

The group used the following discussion prompts:

Strategic Planning – where do we want to go?

• What are our priorities?
• What specific issues/concerns and viewpoints need to be identified and addressed?
• What obstacles/roadblocks to the Strategic Planning process may exist?
• Strategic Planning – how will we get there?
• What actions do we need to take to begin?
• What do we need to put in place to meet our Strategic Plan?

Maine Fire Service Institute Strategic Planning Process

1. The group agreed/accepted that MFSI would be centralized in Brunswick and needed 5 regional satellite locations.
 

     2.  The group agreed to use the following guidelines in the Strategic Planning Process:

• Focus on the global picture
• Focus on WHAT needs to be done, not HOW
• Use a 3 – 5 year time frame with the following terms:
  • Short– w/in 1 year
  • Medium – within 2 – 4 years
  • Long – 4 years
• Identify obstacles/road blocks

• Program Delivery
• Facilities & Equipment
• Marketing/Communication

Strategic Planning – PROGRAM DELIVERY

Strategic Planning – FACILITIES/EQUIPMENT

Strategic Planning – MARKETING/COMMUNICATION

Strategic Planning - Integrated Deliverables

Strategic Planning - Integrated Deliverables