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Tactics in Fire Service Management

Tactics in Fire Service Management. Harry R. Carter, Ph.D., MIFireE Fire Protection Consultant Adelphia, New Jersey 07710. Public Sector Problems. Generally lag behind the business sector. This is probably good, because it gives us a chance to look what goes right, and what goes wrong.

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Tactics in Fire Service Management

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  1. Tactics in Fire Service Management Harry R. Carter, Ph.D., MIFireE Fire Protection Consultant Adelphia, New Jersey 07710 2009 Harry R. Carter, Ph.D., L.L.C.

  2. Public Sector Problems • Generally lag behind the business sector. • This is probably good, because it gives us a chance to look what goes right, and what goes wrong. • Look at the turbulence and pick what looks good: Then use it. 2009 Harry R. Carter, Ph.D., L.L.C.

  3. The Five Step Method of Improving Emergency Service Management 2009 Harry R. Carter, Ph.D., L.L.C.

  4. The Five Steps • Change your way of thinking • Find out what your community wants • Review your service delivery process • Revise to better serve customers • Work to continuously improve 2009 Harry R. Carter, Ph.D., L.L.C.

  5. Change Your Way of Thinking • Management strategies are not simple • Goals should be more than strategy, they should be process • Everyone must be involved if you are to become a better organization. • Think customer: Think suppliers 2009 Harry R. Carter, Ph.D., L.L.C.

  6. How To Change • Announce to one and all that you are going to change the way things operate in your department • Create a series of brain-storming meetings • Urge everyone to play a part in these meetings 2009 Harry R. Carter, Ph.D., L.L.C.

  7. How To Change • Step One - Change your own way of thinking • Step Two - Help everyone else to join you in changing how they think 2009 Harry R. Carter, Ph.D., L.L.C.

  8. Change Techniques • Informational media • Department meetings • Seminars & training sessions • Promotional strategies, such as slogans 2009 Harry R. Carter, Ph.D., L.L.C.

  9. Change Techniques • Consultants • Motivational speakers • Research and data • Real life examples • Case studies 2009 Harry R. Carter, Ph.D., L.L.C.

  10. Change Techniques • Rewards • Responsiveness to people • Teams and teambuilding • Knowledge - building activities 2009 Harry R. Carter, Ph.D., L.L.C.

  11. Informational Media • Books • Videos • Audio tapes • Discussion groups 2009 Harry R. Carter, Ph.D., L.L.C.

  12. Department Meetings • Meetings to convey your enthusiasm and commitment • Meetings to create an understanding of the manner in which change occurs • Meetings for brainstorming • Meetings to analyze supporting data 2009 Harry R. Carter, Ph.D., L.L.C.

  13. Why Should We Change? • Anti-tax sentiments • Perception of waste in government • Lives could be saved • Injuries prevented • Costs lowered 2009 Harry R. Carter, Ph.D., L.L.C.

  14. Tell The Folks What Will Be Different • Explain that everyone must be involved • Every aspect of the department must be examined • Tell the folks what you really think • Have no hidden agendas 2009 Harry R. Carter, Ph.D., L.L.C.

  15. Building Support for Your Plans • What makes the job difficult? • Pick a “job hassle” to attack • Brainstorm the problem • Generate a list of actions • Set time frames • Take an action 2009 Harry R. Carter, Ph.D., L.L.C.

  16. Introduce Steps Two Through Five • Find out what your community really wants from its fire department • Review how you deliver your service • Revise it to meet the identified needs of your customers • Work to continually improve 2009 Harry R. Carter, Ph.D., L.L.C.

  17. Provide Seminars and Training Courses • Send people to seminars & training courses • Be sure the seminars train your people in the new management style you wish • New information can be brought back • New strategies & practices can be learned 2009 Harry R. Carter, Ph.D., L.L.C.

  18. Department-Wide Promotional Strategies • Simplify the complex • Create slogans that portray ideas • Put them on mugs and tee shirts • Hold kick off parties to motivate people • Keep your slogans short and to the point. 2009 Harry R. Carter, Ph.D., L.L.C.

  19. Management Consultants • Objectivity • New Views • Different ideas • Different perspective • Professional authority 2009 Harry R. Carter, Ph.D., L.L.C.

  20. Motivational Consultants • Focus on the people • Encourage people to be open to new ideas • Generate enthusiasm • Generate support 2009 Harry R. Carter, Ph.D., L.L.C.

  21. Research & Data • What are you doing? • What should you be doing? • What are similar agencies doing? • Should we be doing what they are doing? 2009 Harry R. Carter, Ph.D., L.L.C.

  22. Research & Data • If fires are down, why is the budget up? • If fire departments costs rise, and there is no drop of in fire loss, is our money being spent properly? • Can we remain volunteer? • Do we need career people? 2009 Harry R. Carter, Ph.D., L.L.C.

  23. Case Studies • Inject a real life case history • Analyze that case history • Draw parallels to your agency • Start a file of stories from which to draw comparisons 2009 Harry R. Carter, Ph.D., L.L.C.

  24. Some Case Study Conclusions • Fire departments are under pressure to justify their budgets • Organizational change is unavoidable • Expanding into other service areas may be difficult or expensive • Be aware of the potential for unintended consequences from your actions 2009 Harry R. Carter, Ph.D., L.L.C.

  25. Compensation & Rewards • Review the potential rewards with your personnel • Create a list of at least ten ways to reward your people • Remember that times have changed 2009 Harry R. Carter, Ph.D., L.L.C.

  26. Hierarchy of Needs • Survival • Safety and Security • Belonging • Esteem • Self-Actualization 2009 Harry R. Carter, Ph.D., L.L.C.

  27. Sample Rewards • Time off • Bonuses • Flexible time • Pins, button, tee-shirts & hats 2009 Harry R. Carter, Ph.D., L.L.C.

  28. Responsiveness • Simple • Easily overlooked • Rarely used by self-serving people • Requests should never be ignored • Suggestions should be acknowledged 2009 Harry R. Carter, Ph.D., L.L.C.

  29. Teams • An important first step • It helps to involve people in the program • Fosters communications • Fosters cooperation • Fosters creative thinking 2009 Harry R. Carter, Ph.D., L.L.C.

  30. Knowledge And Support Building Activities • Games can be used to create an understanding of the fact that quality is a team effort • Games can show the results of poor quality work on the part one member of a team • They create and nurture teams 2009 Harry R. Carter, Ph.D., L.L.C.

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