Chapter 7 Administration of the F ire Department

1. Chapter 7Administration of the Fire Department

2. Introduction • The fire chief must balance the needs of the community and the department with the resources available • Personnel must be properly led and supported in performing their functions • Administrative staff perform their duties to ensure that the personnel of the department are trained, equipped, and supplied with the necessary support services

3. Learning Objectives 1, 4, and 5 • Six Principles and Chain of Command • Fire Department Organizational Chart • PRINCIPLES OF COMMAND • Are general guidelines • Department should serve the needs of its jurisdiction • Used in both emergency and non-emergency organizations • Divided into six areas

4. Learning Objectives 1, 4, and 5 • Six Principles and Chain of Command • Fire Department Organizational Chart • UNITY OF COMMAND • Each person has one boss • Everyone has a clear understanding of who is the supervisor • NIMS is based on unity of command structure • Violation of unity of command leads to confusion

5. Learning Objectives 1, 4, and 5 • Six Principles and Chain of Command • Fire Department Organizational Chart • CHAIN OF COMMAND • Formal path of communication though the organization • Communication flows from top up and bottom down • Cannot be violated unless extreme circumstances

6. Learning Objectives 1, 4, and 5 • Six Principles and Chain of Command • Fire Department Organizational Chart • SPAN OF CONTROL • Can effectively only supervise a certain number of personnel • Effective span is considered three to seven • Decisions dispersed through chain of command • Prevents information overload

7. Learning Objectives 1, 4, and 5 • Six Principles and Chain of Command • Fire Department Organizational Chart • DIVISION OF LABOR • Work divided into specific areas • Apply most appropriate resources • Determine responsibility for completion • Base on area, skill, and complexity • Avoids duplication of effort

8. Learning Objectives 1, 4, and 5 • Six Principles and Chain of Command • Fire Department Organizational Chart • DELEGATION OF AUTHORITY • Manager must delegate authority to subordinates • Supervisor must ensure proper training received • Responsibility is still manager’s • Person assuming responsibility must ensure the function is going to be performed

9. Learning Objectives 1, 4, and 5 • Six Principles and Chain of Command • Fire Department Organizational Chart • EXCEPTION PRINCIPLE • Person delegating authority wants to be informed of situations of major importance • Certain situations arise that the supervisor needs to know about • Personnel matters, major incidents, or incidents involving major expense to the department

10. Learning Objective 2 • Six Components of the Management Cycle • MANAGEMENT CYCLE • Problem-solving process to accomplish goals and objectives • Objectives must be specific, • measurable, attainable, • Realistic, and timely

11. Learning Objective 2 • Six Components of the Management Cycle • PLANNING • Determining objectives and how to achieve them • Requires the use of policies • Course or method of action • Procedures • Particular way of accomplishing something

12. Learning Objective 2 • Six Components of the Management Cycle • ORGANIZING • Done after planning • Managers bring together essential resources • Framework is chain of command and table of organization • Manager determines if positions can be filled

13. Learning Objective 2 • Six Components of the Management Cycle • STAFFING • The assignment of resources to the needs • Determine adequate staffing • Large departments may have rapid intervention teams • Effective fire prevention requires enough personnel assigned to that function

14. Learning Objective 2 • Six Components of the Management Cycle • DIRECTING • Guiding and supervising efforts • Accomplished through: • Rules • Standard operating procedures • Job descriptions • Assigned duties

15. Learning Objective 2 • Six Components of the Management Cycle • CONTROLLING • Determining if organization is working toward goals • Discrepancies require corrective actions • Largest control is the annual budget • Financial officer will keep fire chief up to date on yearly budget

16. Learning Objective 2 • Six Components of the Management Cycle • EVALUATING • Determining whether goals and objectives are being met • Must be measurable and attainable • Evaluation is both internal and external • Must be carried out objectively • Is an ongoing process

17. Learning Objective 3 • Four Methods of Communication • FOUR BASIC METHODS • Face to face • Most likely to be understood • Radio/telephone • Written • Electronic

18. Learning Objective 6 • Identify Different Fire Department Types • FIRE DEPARTMENT TYPES • Type depends on needs and resources • Vary in size • Increase in size, and increase in complexity • More than 30,000 fire departments across the United States involving 1.2 million firefighters

19. Learning Objective 6 • Identify Different Fire Department Types • VOLUNTEER FIRE DEPARTMENTS • First departments in the U.S. • Preliminary first step in fire service • Common paid position in a volunteer • department is a driver • Not predetermined how many personnel • will arrive at the scene

20. Learning Objective 6 • Identify Different Fire Department Types • COMBINATION FIRE DEPARTMENT • Large part of staff is paid • Volunteers cover station when crew is on assignment • Concept provides a force of reserves • Reserves gain training • Department gains personnel

21. Learning Objective 6 • Identify Different Fire Department Types • PUBLIC SAFETY DEPARTMENT • Police and fire departments are under same department head • Personnel are cross • trained • Increased • productivity

22. Learning Objective 6 • Identify Different Fire Department Types • CAREER FIRE DEPARTMENTS • All personnel are paid a salary • Too large to be performed by volunteers • Jurisdiction has control over personnel • Requires expert management • Policies and goals

23. Learning Objective 6 • Identify Different Fire Department Types • INDUSTRIAL FIRE BRIGADES • Manufacturing, refinery, or other location • Personnel hired by the company • CONTRACT FIRE PROTECTION SERVICE • Private-sector companies • Service by contract or subscription

24. Learning Objective 7 • Ranks and Their General Responsibilities • LAYERS OF MANAGEMENT • Deputy chief • Battalion or district chief • Company officer

25. Learning Objective 8 • Customer Service, One Department Concept, Team Building, and Incident Effectiveness • FIRE CHIEF ATTRIBUTES • Educated in public or fire administration • Advanced education, master’s degree preferred • Ability to communicate • Needs to be a diplomat • Interpret wishes of governing body

26. Learning Objective 8 • Customer Service, One Department Concept, Team Building, and Incident Effectiveness • CUSTOMER SERVICE • Public is the customer • Customer’s needs must be met • ONE DEPARTMENT CONCEPT • Standardization • Same procedures throughout the jurisdiction

27. Learning Objective 8 • Customer Service, One Department Concept, Team Building, and Incident Effectiveness • TEAM BUILDING • Willing to work together • Each shift able to support the other • INCIDENT EFFECTIVENESS • Ability to function quickly and efficiently

28. Summary • We have looked at the importance of administration at all levels in accomplishing the mission of the fire department • Administration is made up of people performing according to widely accepted concepts and standards • Depending on the size of the department and its needs, the organization of the administration can vary widely • The most important point is that without the support of administrative staff, the line would not function