From the author: This 3rd edition is about organized common sense in the fire service. Section One provides support to fire departments that already have a strategic plan and just need to update and revise their existing plan. I have found over my 30 years of consulting with fire department’s that they want to accomplish their next iteration of their strategic plan as rapidly as possible. Section Two provides a detailed “How-to” guide to help a fire department create its first strategic plan. Section Two is divided into four parts: (1) Understanding the Department, (2) Understanding the Situation, (3) Understanding the Strategic Issues Facing the Department, and (4) Creating Organizational Change. A new chapter (Chapter 20) provides assistance to those departments having challenges with their strategic plan and obtaining the desired outcomes/results. It adds a new troubleshooting process for those departments having challenges to create an effective and successful strategic plan. The book is designed to be effective as a manual to develop an individual fire department’s strategic plan as well as a textbook for use in upper division college/university courses or as a text for post-graduate courses.

This book has been revised and expanded to include new material on decentralization, further incident reporting, and post-control activities, estate homes, New Millennium multiple dwellings, storage occupancies, strategic considerations of renovation and more."--Jacket.

Chief officers need to know how to make the transition from company officer to chief officer. Chief Officer: Principles and Practice is designed to help make the transition from company officer to chief officer a smooth evolution. Covering the entire scope of Levels III and IV from the 2014 Edition of NFPA 1021, Standard for Fire Officer Professional Qualifications, Chief Officer: Principles and Practice is your complete Fire Officer III & IV training solution

Bridge the gap between where you are and where you want to be. Do you have the knowledge, skills, and abilities to evaluate behavior, performance, and readiness? Read Mastering the Fire Service Assessment Center to identify what you need to learn and understand how to learn it. There is no way you can read and reflect on the wisdom in these pages and not become a better person and a better firefighter. Why Read This Book? The American fire service is facing a new normal fueled by mass exodus, influx of new generations of firefighters, a lack of hands-on leadership training, sweeping changes in mission, decimated budgets, and the genetics of task-oriented, reactive forefathers. The greatest and perhaps only area that we can affect directly is hands-on, inspiring, realistic, and useful training for our aspiring and incumbent leaders. This book will help you regardless of the fire officer rank you seek. It will help you know where you need to improve, how to develop a specific personal plan to become an excellent officer, and how to do well with whatever assessment center exercises throw at you. NEW MATERIAL in this second edition: --Enjoy reading “Wisdom from the Masters” from 18 fire service luminaries. They provide invaluable insights and challenges you will face as you prepare to promote, whether for the first time as a company officer or up the chain as a chief officer. --Learn lessons from thousands of students from the past 12 years whose feedback will benefit you in this second edition. --Benefit from the many new elements in this book, including relevant articles, additional exercises, and content regarding the dimensions of leadership, management, and emergency operations. The complexities of being a fire officer in the 21st century require an undercurrent of humility while continually pursuing mastery of leading in the modern fire service. Learn how to lead the modern-day firefighter in a modern world, with modern technology, modern fire behavior, and modern sociopolitical and economic challenges. Many firefighters ask themselves if they really want to do this job, but nothing is as professionally rewarding and challenging as leading others in battle to save lives! “This book will give you the greatest probability of success in your assessment center process.” —Bobby Halton, editor-in-chief, Fire Engineering magazine

The PLA Results Series has long served to help public librarians envision, evaluate, and respond to community needs with distinctive programs and services. Building from this proven model, Strategic Planning for Results is the fully revised version of Planning for Results, the foundational book in this groundbreaking series. Sandra Nelson, senior editor of the Results Series, focuses on the essential steps to draft a results-driven, strategic planning process that libraries can complete over the course of four months, regardless of organizational structure or size. Reflecting on the current planning environment for public libraries, Nelson makes the case for strategic rather than long-term planning and includes a wealth of information about understanding and managing the change process to help staff Assess the change-readiness of the library and preparing staff to implement forthcoming changes Simplify data collection and decision-making processes through the use of 14 reproducible workforms Identify service priority options and reach agreement as a group Successfully present and communicate within their library Including the newly revised and adopted Public Library Service Responses, along with case studies, workforms, and tool kits, Strategic Planning for Results offers librarians a wealth of ideas to effectively meet changing community needs.

How can leaders use strategic planning to strengthen their public and nonprofit organizations? In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance. Introduced in the first edition and refined over the past 18 years, the Strategy Change Cycle--a proven planning process used successfully by a large number of nonprofit and public organizations--is the framework used to guide the reader through the strategic planning process. Bryson offers detailed guidance on implementing the process, and specific tools and techniques to make the process work in any organization. In addition, he clarifies the organizational designs through which strategic thought and action will be encouraged and embraced throughout an entire organization. In addition to updated examples, new cases, and additional information on boundaries, distinctive competencies, Actor-Network theory, Bryson will creat an instructor's manual with sample syllabi, PowerPoint teaching slides, and additional cases.

Your total guide to putting a powerful management tool to work in your organization Why strategic planning? Because a well wrought strategic plan helps you set priorities and acquire and allocate the resources needed to achieve your goals. It provides a framework for analyzing and quickly adapting to future challenges. And it helps all board and staff members focus more clearly on your organization's priorities, while building commitment and promoting cooperation and innovation But to be effective, your plan will need to address the special needs of the nonprofit sector. And for more than a decade, Strategic Planning for Nonprofit Organizations has been the number-one source of guidance on all facets of strategic planning for managers at nonprofits of every size and budget. This thoroughly revised, updated, and expanded edition arms you with the expert knowledge and tools you need to develop and implement surefire strategic plans, including tested-in-the-trenches worksheets, checklists, and tables--in print and on the companion website--along with a book-length case study that lets you observe strategic planning in action. Packed with real-world insights and practical pointers, it shows you how to: Develop a clear mission, vision, and set of values Conduct SWOT analyses and program evaluations Assess client needs and determine stakeholder concerns Set priorities and develop core strategies, goals, and objectives Balance the dual bottom lines of mission and money Write and implement a solid strategic plan Develop a user-friendly annual work plan Establish planning cycles, gauge progress, and update strategies