FIRESafe MARIN (FSM) is a non-profit organization founded in 1992 by Marin County Fire Department Fire Marshal Jack Rosevear, and Marin County Supervisor Hal Brown. Its core mission was informed by lessons learned from the devastating 1991 "Tunnel Fire" in the Oakland and Berkeley hills fire - to reduce the wildland fire threat through community fire prevention and fire safety efforts, and to support communication and collaboration between members of the stakeholder community.
Over the course of the past 23 years, FSM has provided the community with programs and tools heightening awareness of the extreme fire danger inherent in the wildland urban interface, supported property owner efforts to create defensible space and fire safe neighborhoods, and provided training programs bringing standardized approaches to wildland urban fire safety to fire fighters throughout the county. FSM has also managed various fire safety grant programs and projects, including playing a critical role in the coordination, implementation, and oversight of the National Park Service’s wildland urban interface project following the 1995 Mt. Vision Fire.
In 2012, in response to the changing environmental, economic and stakeholder conditions and needs, the FSM Board of Directors developed and adopted the following five year Strategic Plan. It includes updated vision and mission statements, and the goals, objectives and strategies to realize that vision and mission, and provide the agency with a clear path into the future.
Goals and Objectives
The Community-Driven Strategic Planning Process that has been utilized by the organization to this point has dealt with establishing the Mission, Values, Critical Issues, and Service Gaps. In addition, identification of internal strengths and weaknesses, as well as external opportunities and threats, has occurred.
In order to achieve the mission of FSM, realistic goals and objectives must be established. Goals and objectives are imperative to enhance strengths, to address identified weaknesses, to provide the members with clear direction, and to address concerns of citizens and other stakeholders. In order to establish goals and objectives, the Internal Stakeholders met over the course of several hours to complete this critical phase of the planning process.
As goals and objectives are management tools, they should be updated on an on-going basis to identify what has been accomplished and to note changes within the organization and the community. The attainment of a performance target should be recognized and celebrated to provide a sense of organizational accomplishment.
The goals and objectives should now become the focus of the efforts of the organization. Care was taken by the facilitator to ensure that the critical needs and areas of needed enhancement previously identified were addressed within the goals and objectives. By following these goals and objectives carefully, the organization can be directed into its desired future. These established goals and objectives should also greatly reduce the number of obstacles and distractions for the organization and its members.
The internal stakeholders set timelines for completion of objectives supporting the goals. Leadership of FSM established work groups to meet periodically to review progress toward these goals and objectives and to adjust timelines as needed.