City of Moorhead

The strategic plan for the Moorhead Fire Department provides a roadmap for its future development, aligning with the city's growth and population increase. It is structured around seven strategic anchors: Governance - Infrastructure; Emergency Response - Preparation and Training; Community Risk Reduction, Fire Prevention, & Education; Innovation and Modernization; Engagement, Communication, & Organizational Culture; Emergency Responder Health, Safety, & Wellness; and Emergency Management Initiatives. The plan aims to foster collaboration, innovation, and community engagement, ensuring excellence in emergency response and service delivery for the safety and well-being of all residents.

This strategic plan outlines the direction for the Moorhead Fire Department (MFD) for 2025-2029, aiming to be a premier, all-hazard public safety and emergency service provider. The plan is structured around key strategic anchors including Governance and Infrastructure, Emergency Response, Community Risk Reduction, Fire Prevention, and Education, Innovation and Modernization, Engagement, Communication, and Organizational Culture, Emergency Responder Health, Safety, and Wellness, and Emergency Management Initiatives. It seeks to ensure the safe and resilient well-being of the community through unwavering teamwork, uncompromising integrity, and continuous adaptation to changing needs.

This 2021 Annual Report for the Moorhead Fire Department reviews past performance, highlights operational challenges, and outlines strategic initiatives for future development. The department's mission is to provide trusted public safety through education, cooperation, and incident response, with a vision to be recognized as an excellent and progressive fire and rescue provider. Key priorities include addressing internal challenges through a 123-point action plan, enhancing staff training and professional development (e.g., Blue Card certification by 2023), improving the Insurance Services Office (ISO) rating by 2024, and pursuing fire department accreditation starting in 2022. Strategic planning efforts will focus on updating guiding documents, self-assessment, and continuous improvement to ensure organizational direction and accountability.

The meeting commenced with roll call followed by the approval of the previous meeting's minutes. A citizen provided an update on the Greater MBA, mentioning a successful holiday social and ongoing analysis of a member survey covering topics like childcare and paid time leave. A significant portion of the meeting involved a leadership transition announcement regarding the departure of Derek Leo and the introduction of Matt Lysath as the new provider of economic development services via Downtown Moorhead Inc. The Authority discussed recommending a one-year extension to the professional services agreement with Downtown Moorhead, Inc., which is scheduled for review by the City Council later. An informational session was held regarding the proposed financing of City Hall reconstruction through lease revenue bonds sold by the EDA, structured so the City makes payments equal to the bond obligations, with the EDA retaining ownership of the land until the bond term ends and the City purchases the property for a nominal fee. Discussions also touched upon the progress in downtown development, including the success of the housing goal and redevelopment efforts at the former Morehead Center Mall site.

The meeting commenced with the call to order for the November 3rd meeting. Key agenda items included the approval of the September 8th meeting minutes. A presentation was given by Staca Seisma, Executive Director of the Greater MBA, detailing recent activities such as the revamped nonprofit connect sessions focusing on topics like AI and board tips, and their annual celebration with over 130 attendees, where they rolled out the name change to the Greater MBA. The City of Moorhead communications team presented on their marketing efforts, funded by EDA investment, including work on downtown projects and awareness campaigns. They highlighted significant achievements, such as the State of the Cities presentation to 800 business leaders, the rollout of the new Greater MBA branding, and extensive social media growth with over 3.6 million engagements in the last year. Event organization, including groundbreakings and ribbon cuttings for major infrastructure projects like the 11th Street underpass and The Loop, was detailed. Furthermore, the team discussed advertising efforts in the Parade of Homes, promotion of relocation incentives, and the creation of the annual development report used to showcase community progress and attract investment. Finally, efforts to manage public perception regarding ongoing construction through informative social media posts were noted.