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The City of Los Angeles …

The City of Los Angeles …. Second Largest City in the USA 470 Square Miles Third Busiest Port Fifth Busiest International Airport 4 Million People 40,000 City Employees LAPD – 9,500 Employees LAFD – 3,500 Employees – 106 Fire Stations. The Fire Service – 2013 and beyond.

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The City of Los Angeles …

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  1. The City of Los Angeles … • Second Largest City in the USA • 470 Square Miles • Third Busiest Port • Fifth Busiest International Airport • 4 Million People • 40,000 City Employees • LAPD – 9,500 Employees • LAFD – 3,500 Employees – 106 Fire Stations

  2. The Fire Service – 2013 and beyond

  3. “The times they are ‘a changin’ ” • Organized over a century ago to guard against property loss

  4. The 1970’s • Baby Boomer Generation • Structure Fires dwindle dramatically • National economy improves • The beginning of EMS

  5. 70’s-80’s-90’s • Sprinklers • Stringent building codes • Fire prevention • Fire retardant materials • Smoke Detectors Fires continued to decrease

  6. 70’s-80’s-90’s • Lightweight construction • Faster fuel loads • Less fire-ground experience

  7. Cultural Shift Generation X-Y Less willing to sacrifice family and personal interests Very educated • Baby Boomer • Military – Construction • Unquestioning • Dedicated-Loyal • Little formal education

  8. September 11, 2001

  9. The Economy

  10. The Economy • Public Safety=50%-70% of city budgets • Fire Departments = 20% of city budgets • 94% are salaries (LAFD) • 96% work in “the field” Most cities Crime is up Fires are down

  11. What drives Change? • Demands by customers • Competition/Privatization • Economy • Political will • Social issues

  12. Change is the Fire Service “There is nothing more difficult to take in hand, more perilous to conduct, more uncertain in its success, than to take the lead in the introduction of a new order of things” Machiavelli, 1537

  13. The call for change • ADA- age discrimination • New Haz Mat • Environmental • ICS • SCBA • Technology • Risk Management • Alternative Fuel vehicles • GEO positioning • Managed Health care

  14. The call for change • Reduced funding • Change in response matrix (70% EMS) • Public expectation • Maintain service • Less personnel • Keep response times • Consolidation • “Right size” Maintain standards

  15. Change is the Fire ServiceSo what’s the problem? • We take great pride in our past and we have entitlement. • Most of us have no “say” in the change. • We’re rarely told the Who, What, How and Why. • We have to implement the change.

  16. WHY do people resist change? • They are stubborn and ignorant? • They have legitimate concerns the leader may not have considered?

  17. Resistance to Change Think of any significant changes that have been made since you’ve been a member of the Fire Department • What was your first reaction? • What is your feeling now, years later?

  18. We Fail to Communicate Effectively!

  19. INDIVIDUAL Sources of Resistance • See no need to change • Fear losing something of value • Taken out of their comfort zone • Fear they lack skills • Negative past experience

  20. What are they Seeing?

  21. Leader Strategies to Overcome Resistance • Demonstrate the Need for the Change • It must be tied to the mission, somehow. • It it’s budget driven, that must be acknowledged honestly. • It should, in most cases, undergo an extensive review after implemented

  22. Leader Strategies to Overcome Resistance • Demonstrate the Need for the Change • Allow people to participate • There should never be “operational” changes that are a surprise to the field

  23. Leader Strategies to Overcome Resistance • Demonstrate the Need for the Change • Allow people to participate • Arrange additional training

  24. Leader Strategies to Overcome Resistance • Demonstrate the Need for the Change • Allow people to participate • Arrange additional training • Actively Supportthe Change

  25. Leader Strategies to Overcome Resistance • Demonstrate the Need for the Change • Allow people to participate • Arrange additional training • Actively Support the Change • Make Changes Incrementally

  26. Leader Strategies to Overcome Resistance • Demonstrate the Need for the Change • Allow people to participate • Arrange additional training • Actively Support the Change • Make Changes Incrementally • Have to courage to re-adjust

  27. So, what do we do now? • Determine how best to “keep” what we hold true and dear • Politics are a dangerous but necessary game

  28. Professionalism • We are public servants • Appearance is who we are perceived as • Office • Vehicle • Uniform • Equipment • Credibility, Support, and reputation come with a sharp appearance and professional demeanor

  29. Commanding Officers Decision Template • The Needs of the public 1st • The Organization 2nd • The Individuals 3rd

  30. Does it make the Commanding Officer popular? • Uniforms • Driving Regulations • Safety Equipment • Behavior/Jokes There a LOT of rules, but have we really trained them on how to make the best decision? And do we always model the appropriate behavior?

  31. Behavioral Risk Management Making the right decision all of the time. Where is your Loyalty?

  32. Behavioral Risk Management • Why do we still have issues? • Disobedience (serious to “trivial”) • Lack of understanding (Training) • Humor/Firefighter Culture • Inconsistent application

  33. Lack of Understanding • Have you truly been trained? • Black & White Issues • Grey areas?

  34. Behavior “Template”Are you going to do it, or allow it? • Is it specifically outlined in our policy? • Could it affect your ability to respond? • Could it have a negative affect on the work environment? (is it work related?) • If the public knew about this could it bring discredit? Still unsure? Call your boss! Ask ‘em! Is it Job-related, professionally based, mission consistent, and in the best interest of the public?

  35. We have to compensate, operationally • Less personnel requires operational changes & innovative methods • We must continue to strive for effectiveness & safety

  36. In April of 2004, fire service leaders from across the United States gathered in Tampa, Florida. At this summit meeting these leaders began to design a new fire service culture. This new culture is built on the 16 Firefighter Life Safety Initiatives so that Everyone Goes Home.

  37. Initiative # 1 • Define and advocate the need for a cultural change within the fire service relating to safety; incorporating leadership, management, supervision, accountability and personal responsibility.

  38. What Initiative #1 Means Cultural change has to begin with informal leaders, managers, supervisors. From top to bottom: the culture of the fire service must change. You can change your behavior TODAY. • Be part of the “NEW” Fire Service Safety Culture • Examine your attitudes & behaviors regarding safety • Realize that change is not a threat to the organization • Embrace Health & Wellness programs & practice them • Lead by your own example & make the difference—be an agent of change

  39. Initiative # 2 Enhance the personal and organizational accountability for health and safety throughout the fire service.

  40. What Initiative #2 Means Each fire service organization must promote safe practices; each individual must have the tools to be safe and adhere to safe practices at ALL TIMES. • Follow SOPs at alltimes • Train / Learn / Teach everyday • Utilize the Incident Command System • Adhere to Vehicle Inspection Schedules • Schedule and stick to equipment checks • “Strap in and Stay In” • Don’t take the environment for granted

  41. Initiative # 3 Focus greater attention on the integration of risk management with incident management at all levels, including strategic, tactical, and planning responsibilities.

  42. What Initiative #3 Means Learn the concept of “Risk Management”; Ensure everyone understands the difference between an acceptable risk and an unacceptable risk. Develop and implement a system to pre-identify unacceptable risks.

  43. Initiative # 4 All firefighters must be empowered to stop unsafe practices.

  44. What Initiative #4 Means Firefighters must be allowed to identify and report unsafe practices. They must be able to stop activities that present imminent harm to themselves or others, without fear of penalty or reprisal. • Be aware of safe practices and look for unsafe ones • Take the initiative to develop and implement procedures to enable and empower firefighters to stop unsafe conditions in training, on the fire ground and during routine operations • Never question the integrity of those who speak out for safe fire ground operations

  45. Initiative # 5 Develop and implement national standards for training, qualifications, and certification (including regular re-certification) that are equally applicable to all firefighters based on the duties they are expected to perform.

  46. What Initiative #5 Means Fire service departments are recognizing national certification standards as a way to measure the competency of their members. National standards encourage departments to operate at higher levels of effectiveness. • Seek state and national certifications at all levels of your fire department employment • Support efforts toward mandatory re-certification or refresher training; refreshing teaches new methods and improves skills which are used infrequently

  47. Initiative # 6 Develop and implement national medical and physical fitness standards that are equally applicable to all firefighters, based on the duties they are expected to perform.

  48. What Initiative #6 Means In this profession, health and wellness are non-negotiable. Departments should establish and enforce SOPs which support wellness. Individuals must embrace wellness as a strategy for successful fire service careers or seek employment elsewhere. • Adopt a heart-healthy lifestyle, including making healthful food choices and regular exercise • Don’t smoke / Don’t do drugs • Follow all health and wellness SOPs • Be a Good Example • Understand the impact your death would have on your family, co-workers and community

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