Fs 3015 Fire Department Management
Running head: Fire Department Management
Management
FES 3015
Abstract
The proper management of a Fire and Emergency Services (FES) organization is the essential task of the chief of the department. In order to properly management the FES, the chief must have a clear plan of what is going to be performed in order to manage the department. This plan is sometimes referred to as a strategic plan. The overall objective of a strategic plan is to establish goals for the department and specific outcomes, develop policy, and plans. If a fire department does not have a strategic plan, it has no vision for the future and provides a high level of uncertainty to the members and the community (Strawderman, 1999). A strategic plan must be the guiding document for improved and anticipated changes in services and overall management of the department.
Management
In order to effectively manage the …show more content…
department, a clear plan must be developed and implemented to ensure that goals are established and the appropriate strategies are in place. The best way to lay out the overall management plan is to develop a strategic plan that will become the guiding document for the department to follow. By establishing a strategic plan and communicating and publishing the plan, the members of the department are aware of what direction the department is headed as well as what their role is. This plan also allows for elected officials and the community knows what goals and strategies are in place in order to provide the optimal service to the community. A strategic plan outlines the overall direction of the department over the next several years and assumes a dynamic, changing environment to which the department must respond (IFSTA, 2004).
Organizational Structure
The department must be structured correctly in order to help manage the department. By having a structure in place, the span of control can be addressed; the programs can be placed into the correct sections of the department, leadership will be provided, supervision and oversight of programs will be provided, and the flow of communication will be better.
The structure of the department will have four sections that report directly to the chief of the department. These sections will be: Operations, Support Services, Community Safety, and Office of the Chief (Attachment A).
Strategic Plan For this Strategic Plan, the terms “goals” and “strategies” are used. Both terms are described below.
Goals are multi-year in nature and set the framework for policies and decisions. Five goals, which state the desired future, have been identified for the department:
1. Fiscal sustainability
2. Staffing, training and development
3. Operational effectiveness
4. Support services
5. Facilities, equipment and technology
Strategies are the means to achieve the goals. They are the projects and plans to achieve the goals. Strategies are measureable and are the specific projects for which the organization is accountable. Strategies provide a way for progress to be tracked. A set of strategies has been created for each of the five goals. Each of the goals for this Strategic Plan is provided below with a summary statement of need and a set of strategies to achieve the goal.
Goal 1: Fiscal Sustainability
Statement of Need: Maintaining fiscal sustainability and sufficient fiscal capacity is critical to the Department’s ability to deliver uninterrupted services to the public. It is critical that the department seek new revenue opportunities while also ensuring that the expenditures reflect the department’s priorities. The department needs to implement regular financial forecasting to be able to anticipate and prepare for fiscal changes.
Strategies
1. Update and maintain the fee schedule for all fees charged by the department to ensure that they capture the full cost of the services provided. These include EMS Fee for Service and Hazardous Use Permits.
2. Develop and implement annual revenue and expenditure projections for the next five years to forecast future budgets so necessary corrective actions can be taken as early as possible.
3. Establish a process to examine costs and the causes of cost increases in all areas of the department to identify new ways to contain costs and increase cost efficiency.
4. Establish a program where purchases, facilities maintenance and communication programs can be managed internally.
Goal 2: Staffing, Training and Development
Statement of Need: Having appropriate staffing with individuals who are well trained and are accountable for their performance is fundamental to a service-driven agency. The roles and responsibilities of employees vary by division, battalions and other work units. It is imperative that the department adheres to training standards. The department will provide routine training and professional development on a regular and consistent basis. Chief Officer training and development is a critical component to successful management of daily and emergency operations. It is also important to succession planning.
Strategies
1.
Develop a standard of cover analysis and report to establish the proper staffing levels required to meet current and projected operational needs.
2. Develop and implement a training and certification program for new sworn hires and existing personnel to ensure that all required certifications are completed on a timely basis; personnel have the expertise expected to do their jobs and personal safety and risk management issues related to carrying out duties are fully communicated to employees.
3. Implement and maintain a training tracking system to ensure that all training provided to department members is consistently recorded and required training certificates remain current (e.g., confined space, hazmat, driver-operator, EMT, paramedic, and other certification mandates).
4. Develop and implement a mentoring, career development and succession plan that ensures the department has individuals who are motivated and eligible for higher level positions, with particular focus on executive and senior manager
ranks.
5. Establish an on-going supervisory training program which includes training in policy implementation and departmental business practices; operational supervision; methods of identifying and managing risks and strategies and tactics for fire combat.
6. Create an effective means of recruiting and retaining personnel for functions experiencing high turnover and difficulty in recruitment (e.g., dispatch, fleet maintenance).
7. Establish fire prevention training classes for fire suppression personnel.
Goal 3: Operational Effectiveness
Statement of Need: The core purpose of the department is to deliver efficient and effective operational services to the public. Since conditions and needs change over time, a practice of operational reviews and continuous improvement should be imbedded in the department’s responsibilities. Special assignments are a common practice in the fire service for suppression personnel. Captains and battalion chiefs can be given special assignments but should be provided with specific instructions regarding expected goals, desired results, and due dates. In addition, such assignments should be coordinated with the appropriate senior staff officers and periodically audited and/or reviewed for compliance and completion.
Strategies
1. Create and implement a consistent procedure for investigating and reporting customer service complaints and ensuring appropriate follow up to improve quality, protocols, and minimize risks associated with the services.
2. Evaluate the emergency medical services dispatch protocol, with a supporting cost/benefit analysis, that measures current performance with the anticipated benefit and compliance with state requirements.
3. Update all of the administrative policies and procedures throughout the department and provide training to all department staff about the updated policies.
4. Update and maintain disaster plans.
5. Establish and implement a set of Department-wide expectations and responsibilities for all battalion chiefs to ensure that services are delivered and business policies are followed on a consistent basis.
Goal 4: Support Services
Statement of Need: Fire and emergency medical operations can only be effective with sound support services. Achieving the primary mission of the department requires business practices pertaining to budget, human resources, risk management, purchasing, accounts payable, fleet maintenance, Service Center, and other support operations.
Strategies
1. Conduct an assessment of the Department’s staffing (including number and the mix of sworn/non-sworn employees) and organizational structure of administrative functions to identify improvements that will ensure efficient and proper administration of departmental business responsibilities.
2. Establish new policies and procedures for purchasing and dispensing materials and supplies at the Service Center, provide training to department staff; enforce the new policies and procedures and conduct regular audits to control costs and minimize risk of loss.
3. Implement consistent hiring practices throughout the department in order to ensure that all employees have the same requirements including consistent background checks.
4. Implement cost-effective means of seeking out and applying for grants in order to increase funding for the Department.
5. Establish streamlined procedures for efficiently tracking vendors, contracts and paying bills on a timely basis.
6. Create a mechanism for engaging division managers in developing the annual budget and then providing approved budgets to division managers within a month after budget adoption.
7. Create and implement a new tracking, inventory control, reporting and auditing system to ensure that all drug purchases and supplies are disbursed appropriately, accounted for, and that risks of loss are minimized.
Goal 5: Facilities, Equipment and Technology
Statement of Need: Having appropriate facilities, equipment and technology are critical to effective operations of a fire agency
Strategies
1. Create a fire station location methodology and plan that guides the location of fire stations based on objective criteria.
2. Create and assess a ten-year plan for facilities other than fire stations (including emergency operations center, training facilities and administration) to meet the needs of the department.
3. Create and implement a ten-year equipment and apparatus replacement schedule that considers all relevant factors (e.g. maintenance costs, replacement costs, reliability and funding sources).
4. Create and implement an electronic system to accurately track repairs, preventative maintenance, and condition of apparatus and equipment in order to comply with state requirements, improve cost effectiveness of the fleet, and serve as the basis for determining the cost effective ways of maintaining the fleet.
5. Assess current and future technology and data center needs of the department for the next five years and create a plan to meet those needs (including prioritizing needs and funding sources).
6. Obtain a new backup system for dispatch to ensure continuity of service in the event of power disruption.
7. Evaluate and obtain an electronic tracking system (that is implemented system wide) for the receipt, tracking, storage, and approvals of fire prevention plan checks, inspections and hazardous occupancy inspections to increase the service level provided to the customer and increase the efficiency and effectiveness of fire protection planning.
8. Review the location, space and technical equipment and operational protocols in the Emergency Operations Center to ensure services can be delivered in the event of an emergency.
Successful implementation requires that each person in the department understands his or her role in carrying out the goals and strategies.
Conclusion
An annual review of progress in accomplishing the strategies will be an important way for the department to keep its Strategic Plan current. The goals should serve the department well but during the annual review, there may be a need to revise them. The strategies should be updated annually on the basis of what has been accomplished. New strategies should be created as necessary to continue making progress toward the goals.
Additionally, communicating the Strategic Plan and its progress to stakeholders will enable the Department to ensure the goals and strategies are meeting the needs of the people it serves and the members. Staff within the department should be engaged in regular discussions about the Strategic Plan and how they are helping to achieve its goals and strategies.
With a strategic plan in place, the department can start down the path of effective management, leadership, and oversight of the department.
References
IFSTA. (2004). Chief officer. (2nd ed.). Stillwater, Oklahoma: Fire Protection Publications Oklahoma State University.
Strawderman, Steven A. (1999). Strategic Planning. Prince William County Department of Fire and Rescue.
Attachment A
Management
FES 3015
Abstract
The proper management of a Fire and Emergency Services (FES) organization is the essential task of the chief of the department. In order to properly management the FES, the chief must have a clear plan of what is going to be performed in order to manage the department. This plan is sometimes referred to as a strategic plan. The overall objective of a strategic plan is to establish goals for the department and specific outcomes, develop policy, and plans. If a fire department does not have a strategic plan, it has no vision for the future and provides a high level of uncertainty to the members and the community (Strawderman, 1999). A strategic plan must be the guiding document for improved and anticipated changes in services and overall management of the department.
Management
In order to effectively manage the …show more content…
department, a clear plan must be developed and implemented to ensure that goals are established and the appropriate strategies are in place. The best way to lay out the overall management plan is to develop a strategic plan that will become the guiding document for the department to follow. By establishing a strategic plan and communicating and publishing the plan, the members of the department are aware of what direction the department is headed as well as what their role is. This plan also allows for elected officials and the community knows what goals and strategies are in place in order to provide the optimal service to the community. A strategic plan outlines the overall direction of the department over the next several years and assumes a dynamic, changing environment to which the department must respond (IFSTA, 2004).
Organizational Structure
The department must be structured correctly in order to help manage the department. By having a structure in place, the span of control can be addressed; the programs can be placed into the correct sections of the department, leadership will be provided, supervision and oversight of programs will be provided, and the flow of communication will be better.
The structure of the department will have four sections that report directly to the chief of the department. These sections will be: Operations, Support Services, Community Safety, and Office of the Chief (Attachment A).
Strategic Plan For this Strategic Plan, the terms “goals” and “strategies” are used. Both terms are described below.
Goals are multi-year in nature and set the framework for policies and decisions. Five goals, which state the desired future, have been identified for the department:
1. Fiscal sustainability
2. Staffing, training and development
3. Operational effectiveness
4. Support services
5. Facilities, equipment and technology
Strategies are the means to achieve the goals. They are the projects and plans to achieve the goals. Strategies are measureable and are the specific projects for which the organization is accountable. Strategies provide a way for progress to be tracked. A set of strategies has been created for each of the five goals. Each of the goals for this Strategic Plan is provided below with a summary statement of need and a set of strategies to achieve the goal.
Goal 1: Fiscal Sustainability
Statement of Need: Maintaining fiscal sustainability and sufficient fiscal capacity is critical to the Department’s ability to deliver uninterrupted services to the public. It is critical that the department seek new revenue opportunities while also ensuring that the expenditures reflect the department’s priorities. The department needs to implement regular financial forecasting to be able to anticipate and prepare for fiscal changes.
Strategies
1. Update and maintain the fee schedule for all fees charged by the department to ensure that they capture the full cost of the services provided. These include EMS Fee for Service and Hazardous Use Permits.
2. Develop and implement annual revenue and expenditure projections for the next five years to forecast future budgets so necessary corrective actions can be taken as early as possible.
3. Establish a process to examine costs and the causes of cost increases in all areas of the department to identify new ways to contain costs and increase cost efficiency.
4. Establish a program where purchases, facilities maintenance and communication programs can be managed internally.
Goal 2: Staffing, Training and Development
Statement of Need: Having appropriate staffing with individuals who are well trained and are accountable for their performance is fundamental to a service-driven agency. The roles and responsibilities of employees vary by division, battalions and other work units. It is imperative that the department adheres to training standards. The department will provide routine training and professional development on a regular and consistent basis. Chief Officer training and development is a critical component to successful management of daily and emergency operations. It is also important to succession planning.
Strategies
1.
Develop a standard of cover analysis and report to establish the proper staffing levels required to meet current and projected operational needs.
2. Develop and implement a training and certification program for new sworn hires and existing personnel to ensure that all required certifications are completed on a timely basis; personnel have the expertise expected to do their jobs and personal safety and risk management issues related to carrying out duties are fully communicated to employees.
3. Implement and maintain a training tracking system to ensure that all training provided to department members is consistently recorded and required training certificates remain current (e.g., confined space, hazmat, driver-operator, EMT, paramedic, and other certification mandates).
4. Develop and implement a mentoring, career development and succession plan that ensures the department has individuals who are motivated and eligible for higher level positions, with particular focus on executive and senior manager
ranks.
5. Establish an on-going supervisory training program which includes training in policy implementation and departmental business practices; operational supervision; methods of identifying and managing risks and strategies and tactics for fire combat.
6. Create an effective means of recruiting and retaining personnel for functions experiencing high turnover and difficulty in recruitment (e.g., dispatch, fleet maintenance).
7. Establish fire prevention training classes for fire suppression personnel.
Goal 3: Operational Effectiveness
Statement of Need: The core purpose of the department is to deliver efficient and effective operational services to the public. Since conditions and needs change over time, a practice of operational reviews and continuous improvement should be imbedded in the department’s responsibilities. Special assignments are a common practice in the fire service for suppression personnel. Captains and battalion chiefs can be given special assignments but should be provided with specific instructions regarding expected goals, desired results, and due dates. In addition, such assignments should be coordinated with the appropriate senior staff officers and periodically audited and/or reviewed for compliance and completion.
Strategies
1. Create and implement a consistent procedure for investigating and reporting customer service complaints and ensuring appropriate follow up to improve quality, protocols, and minimize risks associated with the services.
2. Evaluate the emergency medical services dispatch protocol, with a supporting cost/benefit analysis, that measures current performance with the anticipated benefit and compliance with state requirements.
3. Update all of the administrative policies and procedures throughout the department and provide training to all department staff about the updated policies.
4. Update and maintain disaster plans.
5. Establish and implement a set of Department-wide expectations and responsibilities for all battalion chiefs to ensure that services are delivered and business policies are followed on a consistent basis.
Goal 4: Support Services
Statement of Need: Fire and emergency medical operations can only be effective with sound support services. Achieving the primary mission of the department requires business practices pertaining to budget, human resources, risk management, purchasing, accounts payable, fleet maintenance, Service Center, and other support operations.
Strategies
1. Conduct an assessment of the Department’s staffing (including number and the mix of sworn/non-sworn employees) and organizational structure of administrative functions to identify improvements that will ensure efficient and proper administration of departmental business responsibilities.
2. Establish new policies and procedures for purchasing and dispensing materials and supplies at the Service Center, provide training to department staff; enforce the new policies and procedures and conduct regular audits to control costs and minimize risk of loss.
3. Implement consistent hiring practices throughout the department in order to ensure that all employees have the same requirements including consistent background checks.
4. Implement cost-effective means of seeking out and applying for grants in order to increase funding for the Department.
5. Establish streamlined procedures for efficiently tracking vendors, contracts and paying bills on a timely basis.
6. Create a mechanism for engaging division managers in developing the annual budget and then providing approved budgets to division managers within a month after budget adoption.
7. Create and implement a new tracking, inventory control, reporting and auditing system to ensure that all drug purchases and supplies are disbursed appropriately, accounted for, and that risks of loss are minimized.
Goal 5: Facilities, Equipment and Technology
Statement of Need: Having appropriate facilities, equipment and technology are critical to effective operations of a fire agency
Strategies
1. Create a fire station location methodology and plan that guides the location of fire stations based on objective criteria.
2. Create and assess a ten-year plan for facilities other than fire stations (including emergency operations center, training facilities and administration) to meet the needs of the department.
3. Create and implement a ten-year equipment and apparatus replacement schedule that considers all relevant factors (e.g. maintenance costs, replacement costs, reliability and funding sources).
4. Create and implement an electronic system to accurately track repairs, preventative maintenance, and condition of apparatus and equipment in order to comply with state requirements, improve cost effectiveness of the fleet, and serve as the basis for determining the cost effective ways of maintaining the fleet.
5. Assess current and future technology and data center needs of the department for the next five years and create a plan to meet those needs (including prioritizing needs and funding sources).
6. Obtain a new backup system for dispatch to ensure continuity of service in the event of power disruption.
7. Evaluate and obtain an electronic tracking system (that is implemented system wide) for the receipt, tracking, storage, and approvals of fire prevention plan checks, inspections and hazardous occupancy inspections to increase the service level provided to the customer and increase the efficiency and effectiveness of fire protection planning.
8. Review the location, space and technical equipment and operational protocols in the Emergency Operations Center to ensure services can be delivered in the event of an emergency.
Successful implementation requires that each person in the department understands his or her role in carrying out the goals and strategies.
Conclusion
An annual review of progress in accomplishing the strategies will be an important way for the department to keep its Strategic Plan current. The goals should serve the department well but during the annual review, there may be a need to revise them. The strategies should be updated annually on the basis of what has been accomplished. New strategies should be created as necessary to continue making progress toward the goals.
Additionally, communicating the Strategic Plan and its progress to stakeholders will enable the Department to ensure the goals and strategies are meeting the needs of the people it serves and the members. Staff within the department should be engaged in regular discussions about the Strategic Plan and how they are helping to achieve its goals and strategies.
With a strategic plan in place, the department can start down the path of effective management, leadership, and oversight of the department.
References
IFSTA. (2004). Chief officer. (2nd ed.). Stillwater, Oklahoma: Fire Protection Publications Oklahoma State University.
Strawderman, Steven A. (1999). Strategic Planning. Prince William County Department of Fire and Rescue.
Attachment A