CHAPTER 1 The Fire Officer I as a Company Supervisor .docx

Chapter 1 The Fire Officer I as a Company Supervisor Lecture I. Introduction A. The text provides information to meet the National Fire Protection Association (NFPA) 1021, *Standards for Fire Officer Professional Qualifications*, at the Fire Officer I and Fire Officer II levels. B. Th...

Chapter 1 The Fire Officer I as a Company Supervisor Lecture I. Introduction A. The text provides information to meet the National Fire Protection Association (NFPA) 1021, *Standards for Fire Officer Professional Qualifications*, at the Fire Officer I and Fire Officer II levels. B. There are four levels of fire officer: I, II, III, and IV. C. The Fire Officer I level is the first step in a progressive sequence. 1. Lieutenant 2. Generally associated with an officer supervising a single fire company or apparatus D. Fire Officer II is the next step. 1. Captain 2. Generally refers to the senior non-chief officer level in a larger fire department E. Fire Officer III and IV generally refer to chief officer positions. 1. Fire Officer III might work as a battalion or district chief in a large department. 2. Fire Officer IV tends to be a fire chief or hold another senior position. F. Student will benefit from this textbook given prior understanding of the emergency services regulatory environment, including: 1. Negligence 2. Duty to act 3. Standard of care 4. Tort immunity 5. Types of laws 6. Role of OSHA 7. Sexual harassment G. An officer is responsible for: 1. Being a leader and supervisor for a crew of fire fighters 2. Managing a budget for the station 3. Understanding the response district 4. Knowing departmental operational procedures 5. Being able to manage an incident 6. Understanding: a. Fire prevention methods b. Fire and building codes and applicable ordinances c. The department's records management system H. Section 1 of this textbook provides information about the Fire Officer I level I. Section 2 provides information about the Fire Officer II level 1. Fire Officer III and IV are covered in another publication. II\. Fire Officer Qualifications A. Fire Officer I generally supervises: 1. A single fire suppression unit 2. A small administrative group within a fire department B. Achieves goals by working through subordinates to achieve results C. Must be able to prioritize multiple demands 1. Administrative duties a. Record keeping d. Managing projects e. Preparing budget requests f. Initiating and completing station maintenance requisitions g. Conducting preliminary accident investigations 2. Supervisory duties a. Making work assignments b. Ensuring health and safety procedures are followed 3. Nonemergency duties a. Developing preincident plans b. Providing company-level training c. Delivering public education programs d. Responding to community inquiries 4. Emergency duties a. Supervising a group of fire fighters b. Functioning as the initial arriving officer at the emergency scene c. Performing scene size-up d. Establishing the Incident Management System (ICS) e. Developing and implementing an incident action plan f. Deploying resources g. Maintaining personnel accountability h. Conducting preliminary investigation i. Securing the scene to preserve evidence j. Conducting postincident analysis D. Candidates are also required to meet Fire Fighter II and Fire Instructor I requirements. E. The International Association of Fire Chiefs uses the term "Supervising Fire Officer." 1. This textbook uses the term "lieutenant." F. Fire Officer II classification begins with meeting all of the requirements for Fire Officer I. 2. Administrative duties a. Evaluating subordinate job performance b. Correcting unacceptable performance c. Completing formal performance appraisals d. Developing a project or divisional budget 3. Nonemergency duties e. Conducting inspections f. Reviewing accident, injury, and exposure reports g. Taking action to prevent reoccurrence h. Developing a preincident plan i. Developing policies and procedures appropriate for level of supervision j. Analyzing reports and data to identify problems, trends, or conditions k. Implementing corrective action 4. Emergency duties l. Supervising a multiunit emergency operation using the ICS m. Developing an operational plan to deploy resources to mitigate the incident n. Determine the area of origin and preliminary cause of a fire o. Perform a postincident analysis G. The International Association of Fire Chiefs uses the term "Managing Fire Officer." 5. This textbook uses the term "captain." III\. Roles and Responsibilities of the Fire Officer I and Fire Officer II A. The roles and responsibilities of a fire officer differ from those for a fire fighter. B. Fire Officer I: 1. Supervises and directs the activities of a single unit 2. Instructs members on operating procedures, including duty assignments and special firefighting instructions 3. Responds to alarms for: a. Fires h. Vehicle extrications i. Hazardous materials incidents j. Emergency medical incidents 4. Assumes command of emergency scenes, analyzes situations, and determines proper procedures 5. Assures the safety and well-being of fire fighters assigned to the company 6. Administers emergency medical first aid and CPR 7. Oversees routine maintenance and inspections of apparatus 8. Receives direction and instruction from the fire captain and battalion chief 9. Provides training on apparatus operations and participates in departmental training and drills 10. Evaluates employee performance 11. Reads and applies procedures and technical manuals 12. Completes and maintains records 13. Prepares necessary reports 14. Performs preincident planning activities 15. Conducts occupancy inspections 16. Determines the preliminary origin and cause of a fire 17. Conducts public education programs and fire station tours 18. Assists in fire safety inspections 19. Participates in and oversees equipment inspection and testing 20. Works directly in firefighting activities 21. Takes action on maintenance needs of equipment, buildings, and grounds 22. Supervises and performs maintenance and cleaning work C. Fire Officer II: 1. Accomplishes goals through the work of supervisors and subordinates 2. Supervises and directs the activities of multiple units 3. Assures compliance with departmental operating procedures 4. Responds as the senior fire official to emergencies as required 5. Assumes command of emergency scenes, per the ICS; analyzes situations; and determines proper procedures until being relieved 6. Administers emergency medical first aid and CPR 7. Assures the safety and well-being of the fire fighters 8. Assures that routine and preventive maintenance is accomplished, including periodic inspections of apparatus 9. Receives direction and instruction from the battalion chief and administrative officers regarding operations 10. Manages crew training 11. Evaluates supervisor and employee performance and conducts performance reviews 12. Reads, studies, interprets, and applies departmental procedures, technical manuals, building plans, and so on 13. Completes and maintains records and prepares reports 14. Performs preincident planning activities 15. Conducts occupancy inspections 16. Determines a preliminary origin and cause of a fire 17. Manages various community risk reduction programs regarding fire prevention and safety and conducts tours of the fire station 18. Assists in fire safety inspections of public and private buildings or property 19. Manages inspection and testing of equipment 20. Works directly in firefighting activities 21. Takes appropriate action on the maintenance needs of equipment, buildings, and grounds D. **The transition to fire officer is a big step.** 1. The officer is part of management and is responsible for the conduct of others. 2. Has to apply policies, procedures, and rules to subordinates and different situations 3. Must be consistent, fair, and not play favorites 4. You will be required to take actions that might not make you happy or popular. 5. Difficult but rewarding IV\. The Fire Service in the United States A. The U.S. fire service originated as communities of citizens who responded to fires. 1. Civic duty 2. No compensation 3. Citizens volunteered their time. B. Today, there are different approaches. 1. Volunteer departments without pay 2. Volunteer departments paid by response 3. Combination career and volunteer or paid-on-call personnel a. Usually provides faster response times 4. Career departments with full-time paid personnel a. C. There are 1.06 million fire fighters in the United States. 1. Approximately 30 percent are full-time. 2. Approximately 70 percent are volunteers. 3. Almost 42 percent of volunteers have more than 10 years of experience. 4. There are 29,819 fire departments. 5. Paramedic-level EMS are provided by 16 percent of departments. 6. Most career fire fighters, 72 percent, work in communities with populations of 25,000 or more. 7. Most volunteer fire fighters, 95 percent, work in small or rural communities. D. Private industry and nongovernmental organizations may operate their own fire brigades of facility emergency response teams. E. History of the Fire Service 1. The first paid fire department in the United States was established in 1679 in Boston. 2. The first organized volunteer fire company was established in Philadelphia by Benjamin Franklin in 1735. 3. George Washington imported one of the first hand-powered fire engines from England. 4. Past fires have helped improve building standards and fire protection systems. F. Communications 1. Communication is vital for a fire officer to coordinate firefighting efforts. a. b. G. Paying for the Fire Service 1. Many early volunteer fire departments were funded by donations or subscriptions; many volunteer departments still rely on that source of funding today. 2. First fire wardens were employed by communities. 3. Fire insurance companies were established in England soon after the Great Fire of London in 1666 to help property owners cope with the financial loss from fires. a. To save money, they often agreed to pay a fire company for trying to extinguish a fire. b. Houses that had insurance were designated with a fire mark. c. If two fire companies arrived at a fire, a dispute might arise over which company would collect the money. d. Led to many jurisdictions assuming the responsibility for providing fire protection 4. Today, local tax revenues pay for career fire departments and support volunteer organizations e. Real estate taxes are the primary source of revenue. f. Allocation of resources is determined by elected officials or board of directors. V. Fire Department Organization A. The model adopted reflects the unique characteristics of the community and the conditions that resulted in the organization of a fire department. 1. This section examines the formal conditions and practices found in most departments. B. Source of Authority 2. The fire service usually draws authority from a government level. a. Town b. City c. County d. Township e. Special fire district C. The fire chief is accountable to the governing body. 3. Fire fighters should consider themselves civil servants, working for the tax-paying citizens who fund the fire department. D. Federal and state governments also: 4. Grant authority to fire departments 5. Operate their own departments and agencies E. Some private corporations have government contracts to provide fire protection services or offer subscription services to private property owners. F. Most urban and suburban fire departments are organized by a jurisdiction government. 6. Just like police department G. Fire protection district 7. Special political subdivision 8. Single purpose = to provide fire protection within a defined geographic area 9. Overseen by a fire district board f. Usually elected by voters 10. Operates very much like a school district g. Sets tax rate h. Collects taxes i. Issues bonds H. Some volunteer departments are independent of any local government body. I. Chain of Command 1. Managing the department 2. Directing fire-ground operations J. Ranks vary by department, but the chain of command is generally the same. 1. Fire fighters usually report to a supervising officer/lieutenant who is responsible for a single fire company. 2. Supervising and managing fire officers report directly to administrative fire officers, usually called chiefs. 3. Battalion chiefs, or district chiefs, are responsible for managing the activities of several fire companies within an area. 4. Assistant or division chiefs are a rank above battalion chiefs and are usually in charge of major functional areas. 5. The fire chief is the executive fire officer who has overall responsibility for the administration and operations of the department. K. The chain of command 11. Used to implement department rules, policies, and procedures 12. Enables a fire department to efficiently and effectively fulfill its mission 13. Ensures that a given task is carried out uniformly L. National Incident Management System 14. Established by FEMA and includes the ICS 15. Applies to all incidents, regardless of cause, size, location, or complexity 16. Standard for emergency management for both planned and emergency events 17. Designs to expand or contract based on event 18. Uses a standard set of concepts and principles for all events M. Management Principles 19. Paramilitary style of leadership 20. Unity of command j. Each fire fighter answers to only one supervisor. k. Each supervisor answers to only one boss. l. A direct route of responsibility leads from chief to fire fighter. m. All functions are assigned according to incident priorities. n. Prevents a fire fighter from becoming overwhelmed by conflicting assignments 21. Span of control o. Refers to the maximum number of personnel or activities one individual can control p. Usually three to seven q. Fire officer must recognize his or her own span of control to be effective. 22. Division of labor r. Breaks down overall strategy into smaller tasks s. Divided into units based on function t. Prevents duplication of job assignments 23. Discipline u. Department establishes guidelines for fire fighters. v. Behavioral requirements include following orders from superior officers and performance expectations. w. Standard operating procedures x. Corrective disciplines discourage inappropriate behavior. N. Other views of organization 1. By function a. Examples: training division, engine companies, hazardous materials squads 2. By geography a. Each department is responsible for a specific geographic area. 3. By staffing a. Staffing affects all fire departments, whether they are career departments, combination departments, or volunteer departments. b. Members of volunteer organizations can be especially challenged. c. Combination departments may have difficulty ensuring appropriate mix of qualifications/capabilities. d. In career departments, the challenge is ensuring all assigned positions are covered. e. In all models, company officer acts as staffing coordinator. VI\. The Functions of Management A. Planning 1. Developing a scheme, program, or method worked out beforehand to accomplish an objective 2. The fire officer develops plans to achieve departmental, work unit, and individual objectives. a. Short-range planning covers developing a plan that extends up to a year. b. Medium-range planning covers planning that is 1--3 years in advance. c. Long-range planning covers events longer than 3 years in advance. 3. Includes establishing goals and objectives, then developing a way to meet and evaluate those goals and objectives B. Organizing 1\. Putting resources (people, equipment, structure, time) together into an orderly, functional, structured whole 2\. Includes decisions about who will perform certain duties C. Leading 1. Guiding or directing in a course of action 2. A complex process of influencing others to accomplish a task 3. Includes motivating, training, guiding, and directing D. Controlling 1. Restraining, regulating, governing, counteracting, or overpowering 2. Includes ensuring compliance with departmental policies E. Fire officers use the functions of management to get work accomplished by and through others. 1. Four functions constitute a continuous cycle; never finished 2. Each level may use each to different degrees. VII\. Rules and Regulations, Policies, and Standard Operating Procedures A. Fire officers must thoroughly know the department's regulations, policies, and standard operating procedures. 1. Fire officers must not only follow directives but must also ensure compliance by subordinates. B. Rules and regulations 1. Developed by government or government-authorized organizations to implement a law 2. Example: wearing a seat belt when riding in vehicles 3. No room for latitude or discretion C. Policies 1. Provide guidelines for present and future actions 2. Often require judgment on best course of action within the policy 3. Example: maintaining station sidewalk safety in winter D. Standard operating procedures (SOPs) 1. Written organizational directives that establish routine methods to follow for designated operations or actions 2. Developed within the fire department and approved by the chief of the department 3. Provide a uniform way to deal with emergency situations 4. Example: step-by-step process for vertical ventilation 5. Sometimes called standard operating guidelines a. Distinction is subjective. VIII\. Establishing a Strong Supervisor/Employee Relationship A. The basis for a strong, positive, and effective relationship is open, honest, and constant communication. 1. Some form of agreement, compromise, or answer will be found. B. Key recommendations include: 1. Schedule regular one-on-one meetings. 2. Schedule regular meetings with the whole company. 3. Work together when disagreement arises to develop solutions. 4. If your relationship is rocky, improve by listing the areas in which you can succeed together. a. Start with easy goals and build on success. C. Maintaining a good relationship does not mean you will agree on everything. 1. In some cases, mediation is necessary. 2. Always be honest and up-front. a. Suspicion leads to acrimony. k. Whenever communication deteriorates, the officer should refocus on open exchange. 3. A cooperative, collaborative supervisor/employee relationship is the profession at its best. IX\. Positive Labor-Management Relations A. A healthy labor-management relationship is essential. 1. Positive outcomes 2. Avoiding strife 3. Success is built on honest communication. 4. Each side must focus on mutual benefits. B. The root cause of almost every labor disturbance is a failure to manage the relationship between labor and management properly. 5. Move away from confrontational strategies and toward cooperative relationships. 6. Mediation is the intervention of a neutral third party in an industrial dispute. 7. Everyone can lose power and influence in the aftermath of conflict. 8. Positive relationships built on mutual respect and understanding are more likely to produce results. 9. The most successful and progressive fire departments put significant effort into managing labor-management relationships. 10. Public support is vital for both sides. C. The International Association of Fire Fighters 11. Largest fire service labor organization in the United States 12. Represents 316,000 fire fighters and paramedics 13. Has existed for more than a century 14. Initial principle objectives: a. Establish the two-platoon/12-hour workday schedule b. Ensure that promotions were based on merit 15. Unique in its dominance of a single profession c. Other organizations have very little influence. i. International Brotherhood of Teamsters ii. American Federation of State, County, and Municipal Employees 16. Advocacy has improved. d. Quality of protective clothing e. Safety of equipment f. Content of training programs g. Response to addiction and PTSD h. Advanced emergency techniques D. National Volunteer Fire Council 17. Leading nonprofit membership association representing volunteer interests 18. Provides resources, programs, education, and advocacy 19. Includes 24,551 individuals, departments, associations, and businesses 20. Programs include: i. Fire Corps j. Heart-Healthy Firefighter Program k. National Junior Firefighter Program l. Make Me a Firefighter recruitment program m. Share the Load n. Wildland Fire Assessment Program X. The Fire Officer's Role as a Supervisor A. The basic authority of a supervisor and the duties of subordinates are defined by: 1. The personnel rules of the city or governmental organization 2. Specific rules, regulations, and procedures of the fire department 3. Collective bargaining agreement or labor contract B. **Supervisors are expected to follow all of the established rules and procedures in assigning duties and all other aspects of the relationship with their subordinates.** 1. This can be a significant challenge for newly promoted officers. C. **The line between labor and management is complicated in fire departments because everyone belongs to the same collective bargaining unit.** 2. The formal line between labor and management is often established at a higher level. D. **As a supervisor, a fire officer is generally the first point of contact between the fire fighters and the fire department organization.** 3. If a disagreement occurs, the officer has the first opportunity to resolve the problem. 4. Officer must clearly understand the established problem-solving process. XI\. The Fire Officer's Tasks A. The Beginning of Shift Report 1. Fire officers should provide a prompt and accurate report at the start of the workday. a. Provided to the battalion or district chief b. May be electronic, paper, or verbal c. Ensures adequate staffing and equipment d. Notes: i. Any issues with staffing ii. Location and condition of all apparatus iii. Any "must know" information B. Notifications 1. Officers must make prompt notifications. a. Injury and infectious disease exposure reports 2. "No surprises" rule C. Decision Making and Problem Solving 1. Chiefs want new officers to run their companies and make the decisions within their scope of responsibility. 2. Chiefs are available for consult but should not need to run fire stations. 3. Do not complain about a problem without proposing a solution. a. Most valuable proposals consider the larger picture of how this affects the rest of the department. D. Example of a Typical Fire Station Workday 1. Accomplishing the department's mission requires a balance of management and leadership skills. 2. Annual goals are used to develop annual, quarterly, and monthly objectives. a. Captain and lieutenant must meet regularly to set and review these goals. 3. Emergency incidents will alter the workday and require schedule adjustments. 4. Sample schedule: b. 0700 Line-up and equipment check. Send beginning of shift report to chief. c. 0800 Dust and vacuum all carpeted areas. Empty trash, run dishwasher, sweep all tile floors. d. 0830 Physical training and skill drill e. 1100 Heavy cleaning f. 1130 Scrub bathrooms after fire fighters clean up from physical training. g. Noon Lunch h. 1330 Scheduled productivity activity i. 1800 Dinner, followed by kitchen clean-up. Run dishwasher. j. 1930 Individual study time, occasional fire safety inspections (nightclubs) or drills k. 2130 Remove all trash, tidy up day room, and make final pass through the kitchen. 5. Annual activities l. January: Community CPR and AED training m. February: Safety officer inspection of facility, apparatus, and personal protective equipment (PPE) n. March and September: Steam-clean carpeted areas. o. April: Fire chief's annual inspection of the fire station p. May: EMS Week open house q. October: Fire Prevention open house r. December: Holiday community party E. **Example of a Typical Volunteer Duty Night** 6. Incorporates the same essential tasks 7. Sample schedule: s. 1800 Evening duty crew starts. Equipment check. t. 1900 Dinner, followed by kitchen clean-up. Run dishwasher. u. 1930 Classroom session, skill drill, or community outreach activity v. 2230 Remove all trash, tidy up, and make final pass through the kitchen. Take clean dishes and cups out of dishwasher and put away. 8. General station, company evolutions, and apparatus cleaning tasks are conducted on weekends. 9. One section of the fire station gets a major cleaning two or three times each year. 10. Specialized heavy cleaning is scheduled throughout the year. 11. Volunteer supervisory officers must enter and maintain participation logs. w. Vital measurement used in reporting and service award program benefits XII\. The Transition from Fire Fighter to Fire Officer A. Major changes in a fire fighter's career 1. Fire fighter completes probation training period 2. Fire fighter gets promoted to officer 3. Fire fighter gets promoted to chief officer 4. Fire fighter retires B. All four represent a significant change in relationship between individual, organization, and other members of the department. 5. Primarily related to sphere of responsibility C. Promotion to fire officer is a large step. 6. Often requires new officer to change some on-duty behaviors or practices 7. Wearing the fire officer badge enhances the effect and consequences of any action or response. D. Promotion to chief officer is an even larger step. 8. Less of a hands-on role 9. Works outside the hazardous area but still responsible XIII\. The Fire Officer as Supervisor-Commander-Trainer A. Supervisor 1. Official representative of the fire chief 2. Every fire officer issues orders and directives consistent with chief's objectives. 3. Supervise in a manner consistent with all rules and regulations 4. Unpopular Orders and Directives a. You may be required to enforce unpopular orders even if you disagree with them. b. Determine the story behind the directive to put it in perspective. c. Express concerns/objections with your supervisor in private. d. Occasionally, special circumstances may require authorized adjustments. e. Once the private meeting is over, enforce the order as issued or amended. f. Telling your subordinates that you do not agree with the order undermines your authority. g. Fire fighters must understand that the officer does not make all the rules or choose which to enforce. h. This is part of the job. B. Commander 5. When operating at the scene of an incident, the officer: i. Functions as a commander j. Exercises strong direct supervision k. Is responsible for directing additional resources l. Might function as the initial incident commander 6. The ability to bring order out of the chaos of an emergency incident is an art that requires a well-developed skill set, requiring: m. Clear, calm, and concise radio transmissions n. Communication consistent with the organization's requirements and ICS 7. Developing command presence is key. o. The ability to project an image of being in control p. Officer must convince others to follow. 8. Establishing command requires: q. Detailed knowledge of the responding companies r. Mastery of local procedures s. Ability to issue clear, direct orders 9. Command presence can constructively focus the efforts of an action-oriented team. C. Trainer 1. Officer has the responsibility to make sure fire fighters are confident and competent. a. Responsible for the performance level of the company b. Must establish a set of expectations for high performance c. Specialized knowledge may be requisite. d. Some districts require higher skill or knowledge levels than others. 2. The company officer plays a key role in developing company-specific competencies. a. Develop a personal training library i. Notebook with subject matter tabs that match NFPA 1001, reflect curricula, or a personal list of important topics ii. All notes and handouts should be placed into the notebook. iii. Some advocate for officers to maintain a personal journal of incidents and issues recorded as soon as possible after the incident. iv. Electronic versions are possible. v. You can obtain personal copies of textbooks/references used in training and for exams with your notes and annotations. l. Know the neighborhood i. Detailed knowledge of the environment you protect ii. Go out on inspections and do walkthroughs of structures. (Take pictures with permission.) iii. Obtain detailed overhead view of your district to locate access routes, plan apparatus placement, and identify exposure problems. iv. Includes working with building owners and occupants v. Strive to establish good working relationships. m. Use problem-solving scenarios. i. Help the company become more skilled by providing opportunities to use problem-solving skills. vi. Present fact-based situations and require fire fighters to use code to solve problems. vii. Excellent for adult learning viii. Can also be used in reviews of preincident action plans XIV\. The Fire Officer's Supervisor A. A fire officer's supervisor is usually a command-level officer who supervises numerous fire companies. 1. The fire chief's orders and directives are passed down through the deputy chief or assistant chief to the battalion or district chief, who then ensures that the fire officers enact those orders or directives. B. Regardless of the organizational structure, every fire officer has an obligation to work effectively with a supervisor. 2. Keep your supervisor informed. 3. Make appropriate decisions at your level of responsibility. 4. Consult with your supervisor before taking major disciplinary actions or making policy changes. 5. Make sure your supervisor is not surprised or blindsided. 6. Problems should be addressed and situations resolved where and when they occur. a. If a fire officer has the authority to solve a problem, he or she should not wait for the supervisor to arrive to solve it. b. Authority usually covers activities such as maintenance, training, and outreach. c. Expectation is that shift issues will be resolved at supervising officer level. C. Some issues require consult with a supervisor. 7. If a decision will have an impact that goes beyond the fire officer's scope of authority, it is time to move the discussion up to the next level in the chain of command. 8. This policy also applies before major disciplinary action is taken. d. All discipline should be delivered in a consistent and impartial manner. e. Also recommended practice in most volunteer departments XV\. Integrity and Ethical Behavior A. The formal organization provides the fire officer with symbols of power (badge, insignia, helmet markings), but core values are what create an effective fire officer. 1. An unethical fire officer is ineffective and damages the department's reputation. 2. Corrupt officials will corrode public trust. B. Integrity 3. Refers to a complex system of inherent attributes that determine a person's moral and ethical actions and reactions, including honesty a. You must demonstrate the behaviors you say are important. 4. Can be demonstrated by steadfast adherence to moral code b. Combines internal values with organizational values 5. Organizations publish their expectations as a code of ethics/conduct or list of value statements. C. Ethical Behavior 6. Decisions and behavior consistent with department values, mission, and code of ethics 7. Inappropriate behavior can be a target of attention from the media. c. Officer's poor choices often appear in the newspaper and have negative consequences for individual and organization. 8. Ethical choices are based on a value system. d. The officer must consider each situation, often subconsciously, and make a decision based on his or her values. 9. If organizational values are not clear, individuals substitute their own value system. Organizations need: e. A code of ethics well known throughout the organization f. To select employees who share organization values g. To ensure that top management exhibits values h. Clear job goals i. Performance appraisals that reward ethical behavior j. An ethics training program 10. Ask yourself: k. What would my parents and friends say if they knew? l. Would I mind if the newspaper ran it as a headline story? m. How does it make me feel about myself? 11. The fire officer should act as if someone is always documenting his or her actions when out of the fire station. XVI\. Workplace Diversity A. Diversity reflects differences in terms of age, cultural background, race, religion, sex, and sexual orientation. 1. Civil rights are established by federal laws enforced in the workplace by: a. The Equal Employment Opportunity Commission b. Title VII of the Civil Rights Act of 1964 2. It is illegal for an employer to: c. Refuse to hire or discriminate against any individual in terms of employment because of race, color, religion, sex, or national origin d. Limit, segregate, or classify employees or applicants on the basis of race, color, religion, sex, or national origin 3. The Civil Rights Act of 1991 provides additional compensatory and punitive damages. 4. Many fire departments have made changes to their recruitment, hiring, and promotion practices to comply with the various civil rights laws. e. Legal remedies have also included consent decrees and court orders outlining specific hiring practices. 5. The workforce should reflect the community it serves. 6. A consent decree can require: f. Community outreach g. Job fairs h. Pre-employment preparation i. Peer group coaching j. Meetings with a department representative to determine progress 7. Some departments operate under a specific court-mandated hiring process. k. Remains in place until the diversity goal is accomplished 8. Expiration of a court order does not relieve the fire department of its charge to maintain diversity. B. The Fire Officer's Role in Workplace Diversity 9. Today's supervisor has the benefit of 4 decades of equal employment opportunity/affirmative action court decisions to guide decision making. l. Thousands of court decisions have created a large body of case law. 10. Fire officers should focus on actionable items and the definition of a hostile work environment. m. A hostile work environment can result from the unwelcome conduct of supervisors, co-workers, customers, contractors, or anyone else with whom the victim interacts on the job, and the unwelcome conduct renders the workplace atmosphere intimidating, hostile, or offensive. 11. Actionable Items n. An employee behavior that requires an immediate corrective action by the supervisor i. E.g., use of derogatory or racist words in the workplace ix. Regardless of the conditions, context, or situation, such words are inappropriate and represent a potential million-dollar liability to the organization. o. Failing to act when these situations occur is likely to create a liability and a loss for the department. p. Fire officer must act immediately. i. Speak privately with the offending fire fighter ii. Counsel said fire fighter that these words are unacceptable iii. Provide the fire fighter with EEO/AA policy statement and code of conduct iv. Maintain a record of the counseling session v. Ensure a higher-level supervisor is informed q. The same policy applies to regularly assigned fire fighters, those visiting the fire station, and other uniformed or civilian members of the department. r. Unacceptable language requires an immediate response. i. Failure to act is interpreted as official condoning/encouragement of the behavior. s. What constitutes harassment remains dynamic. The officer must stay informed. i. Most large organizations have an EEO/AA office that can answer questions. 12. Hostile Workplace and Sexual Harassment t. EEOC amended sexual harassment guidelines in 1999. i. Broadened types of harassment ii. Requires employers to maintain a harassment-free work environment u. The standard is what a "reasonable person" in the same circumstances would find intimidating, hostile, or abusive. v. Employers are liable for the acts of those who work for them if the organization knew or should have known about the conduct and did not take immediate, appropriate corrective action. i. This is why a fire officer must immediately act. w. Sexual harassment is unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature. Essential components: i. Abuse of power ii. The employee is made to feel that he or she has to endure such treatment to remain employed. iii. Whether the employee submits to or rejects such treatment is used when making employment decisions. iv. The employee's work performance is affected. v. An intimidating, hostile, or offensive work environment is present. x. Hostile workplace complaints will shape workplace diversity. i. Quid pro quo cases of sexual favors ii. Trend is toward retaliation complaints. y. Hostile workplace issues can result in large court-directed settlements. 13. Handling a Harassment or Hostile Workplace Complaint z. Initiating a complaint i. Federal government ii. Local government iii. Fire department a. Fire officer may be first point of contact. b. The fire officer should know the department's procedure for handling a complaint. c. Designated role depends on the department/jurisdiction procedures. i. Maybe limited to appropriate notifications ii. May be required to perform initial investigation and submit report d. Keep an open mind. i. Failure to investigate a complaint can result in liability. ii. Every complaint must be investigated and documented. iii. Do not come to conclusions until investigation is complete. iv. Follow procedure and inform your supervisor. e. Treat the person filing the complaint with respect and compassion. i. Filing a complaint is difficult. ii. Be professional and understanding. f. Do not blame the person filing the complaint. i. Second most common way to establish liability g. Do not retaliate against the complainant. i. It is against the law. ii. Obvious forms include termination, discipline, demotion, or threats. iii. Subtle forms include changing shift hours or work locations. h. Follow established procedures. i. Interview the people involved. i. Start with the complainant. ii. Find out exactly what the employee is concerned about; obtain details. iii. Then talk to employees being accused; get details. iv. Be sure to interview witnesses. v. Take notes and gather relevant documents. j. Look for corroboration or contradiction. i. Accuser and accused may offer different versions, making the truth elusive. ii. You may have to turn to other sources for clues. iii. Documents may prove that one side is right. k. Keep it confidential. i. The close environment of the fire service can make this difficult. l. Write it all down. i. Take notes. ii. Go back through your notes with the interviewee. iii. Keep a journal. iv. Note the steps you have taken. v. Keep a list of documents reviewed. vi. Anticipate that these items will be used in subsequent court action. m. Cooperate with government agencies. i. If complaint is filed with other agency, that agency may investigate. ii. Notify your supervisor if you receive a call or visit. iii. You may be asked to provide documents, give your side of the story, or explain your efforts to deal with the situation. iv. Be cautious but cooperative. n. Regardless of where the complaint is filed, the fire chief is required to take corrective action if the investigation confirms that the complaint has merit. i. Mandatory training ii. Work location transfer iii. Demotion iv. Termination XVII\. Credentialing and Fire Officer Development A. History of company officer practice 1. Big-city company foreman of the 1880s 2. Experience from 20^th^ century wars evolved practice and procedures. 3. NFPA codified professional qualification standards. 4. IAFC expanded company officer development to prepare for the CFO designation. 5. Two organizations offer credentialing: a. CPSE i. International technical organization ii. Works with most fire and emergency service agencies iii. Mission is to lead the fire and emergency service to excellence iv. Provides accreditation and credentialing v. CPC offers 5 distinct designations, looking at the whole officer vi. Includes a self-assessment, professional portfolio, peer review, and interview process b. NFA i. Works to enhance the ability of fire and emergency services and allied professionals to deal more effectively with emergencies ii. Free training courses and programs iii. Managing Officer Program is a multiyear curriculum that introduces emerging emergency service leaders to needed skills. iv. Elements include 5 prerequisite sources, 4 courses at the NFA, and a community-based capstone project. B. The IAFC Company Officer Leadership Program 6. Designed for: c. Crew leaders d. Senior station leadership e. Sergeants f. Lieutenants g. Captains 7. Three-level program that provides what company officers need and chief officers expect 8. Based on NFPA 1021 and IAFC Officer Development Handbook 9. Each level consists of 21 contact hours: h. Administration and Human Relations, 3 hours i. Leadership, 3 hours j. Community Risk Reduction, 3 hours k. Operations, 3 hours l. Safety, Health, and Wellness, 3 hours m. Elective, 3 hours n. Social Learning and Networking, 3 hours **XVIII**. Summary A. At the Fire Officer I level, emphasis is placed on accomplishing the department's goals and objectives by working through subordinates to achieve desired results. B. The Fire Officer I performs administrative duties and supervisory functions that are related to a small group of fire department members. C. The roles and responsibilities of a fire officer differ from those of a fire fighter. Understanding the new role is essential. D. Most fire department organizations divide fire fighters into two categories: career and volunteer. E. Source of authority, chain of command, and the NIMS models help departments focus individual efforts and provide structure. F. Most fire departments are structured on the basis of four management principles: unity of command, span of control, division of labor, and discipline. G. The four functions of management are planning, organizing, leading, and controlling. Fire officers use the functions of management to get work accomplished by and through others. H. The fire fighter is required to follow all regulations, policies, and procedures. The fire officer must not only follow these directives but also ensure compliance with them by subordinates. I. The basis for a strong, positive, and effective supervisor/employee relationship is open, honest, and constant communications between the fire officer and the fire fighter. J. The root cause of almost every labor disturbance is a failure to manage the relationship between labor and management properly. K. Important leadership concepts and activities include the beginning of shift report, notifications, decision making, and problem solving. L. A significant change occurs when the fire fighter transitions to a fire officer. The company-level officer is directly responsible for the supervision, performance, and safety of a crew of fire fighters. M. In the supervisor role, the fire officer functions as the official representative of the fire chief. When operating at the scene of an emergency incident, the fire officer is expected to function as a commander and to exercise strong direct supervision over the company members. N. The company-level officer is responsible for the performance level of the fire company. O. A fire officer's supervisor is usually a command-level officer (a battalion chief, a district chief, or a battalion commander) who supervises numerous fire companies within a geographic area. P. The fire officer should demonstrate the behaviors that he or she says are important. Q. Diversity, as applied to fire departments, means the workforce should reflect the community it serves. R. There are two organizations that offer fire credentialing: the Center for Public Safety Excellence and the National Fire Academy.