Significant Incident Reporting on Fire App PDF

19-02Significant Incident Reporting on Fire App - After Action Report (AAR) shall be written for all events per the appendix’s: 1. Fire extending beyond the room/ area of origin 2. Collision with complex or extended extrication 3. Hazmat Inc...

19-02Significant Incident Reporting on Fire App - After Action Report (AAR) shall be written for all events per the appendix’s: 1. Fire extending beyond the room/ area of origin 2. Collision with complex or extended extrication 3. Hazmat Incident with Suited Entry 4. Technical Rescue asset used 5. Mass Casualty is declared 6. Lessons or recommendations can be learned from an incident - “Significant Incident” tab has been added to Fireapp and maybe selected. Once the narrative is completed a automatic notification will be sent to: 7. Author 8. BC assigned Lessons Learned as collateral duty The Seven Habits of Highly E ective People by Stephen R Covey Habit 4: Think Win/ Win See all diagram from text Principles of Interpersonal Leadership - Commit Golden rule to life - Stepping from independence into interdependence in any capacity, you step into a leadership role - Leadership role is a position of in uencing others - E ective Interpersonal Leadership is Think Win/ Win - Win/ Win - Philosophy of human interaction - It only takes one person to think win/ win, and everyone ultimately wins - Cooperative strategies signi cantly out produce competitive strategies - 6 Paradigms of Interaction: - 1) Win/ Win 2) Win/ Lose 3) Lose/ Win 4) Lose/ Lose 5) Win 6) Win/ Win or no deal ff fi fl ff  2. Win/ Win - Better Way (3rd Alternative- synergistic solution) - Agreements and solutions are mutually bene cial, and satisfying to all parties - Cooperative, not competitive - Hardball (strong) or softball (weak) way of thinking, is fundamentally awed it's based on power rather than principle - Habit of interpersonal leadership - 5 Dimensions of Win/ Win - 1) character 2) relationships 3) agreements 4) support systems 5) processes 1. Character - Foundation of Win/ Win - 3 Character Traits of Win/ Win - 1) integrity 2) maturity 3) abundance mentality 1. Integrity - value we place on ourselves 2. Maturity - balance between courage and consideration (pg 16, chart) 3. Abundance Mentality - plenty out there for everyone, nds joy in others success, and expresses it outwardly - Public victory - working, communicating, making things happen to come together and reach a goal that was unreachable independently - In contrast, Scarcity Mentality - di culty sharing in any form, genuinely unhappy for others success, secrete hopes of others misfortune, be surrounded by yes people 2. Relationships - Must build and maintain Win/ Win relationships - Trust - is the Emotional Bank Account - Emotional Bank Account ensures individuals are focused on issues not personalities and position in life - Open with each other, cards on table - Emotional bank account is high, and both parties are committed to win/ win that is the ideal spring board for tremendous synergy - When working with a win/ lose person you must focus on your Circle of In uence - Dealing with win/ lose is the real test of win/win fi fl fl ffi fi  - Continue to deposit into the emotional bank - Emotions run higher, proactive rather than reactive - Goes from transactional leadership to transformational leadership and transforming the relationship and the individuals involved - Win/ win people can validate and rationalize - Malicious obedience - do exactly and only what you tell me to do accepting no responsibility for results 3. Agreements - Performance agreement - - Partnership agreements - - Win-win agreements are tremendously liberating but require set out expectations. Both positive and negative consequences need to be set out from the start - Five Elements of the win/win Agreement 1. Desired results - what is to be done when 2. Guidelines - parameters for results 3. Resources - human, nancial, technical and organizations help available to accomplish results 4. Accountability - standards of performance and the time of evaluation 5. Consequences - good/ bad, natural/ logical what does and will happen as a result of the evaluation - Four types of consequences (can be good or bad) 1. Financial 2. Psychic or Psychological 3. Opportunity 4. Responsibility - Five elements give win/ win agreements, a life of their own - Traditional authoritarian supervision is Win/ lose - If trust isn't there, you feel you have to control people, hover over them VS if trust is there get out of the way - Shifts in paradigms will always be met with resistance - Win/ Win Performance Agreement - Require Vital paradigms shifts - Focused on results, not methods this releases tremendous individual human potential, creates synergy and builds PC - Individuals evaluate themselves fi  - Managers letter - deep and thorough discussion of expectations, guidelines and resources to create harmony with organizational goals. Employee responds back to manager with a letter summarizing the discussion. - Boss becomes rst assistant span of control goes from 6 to 8 to 20 or 30 4. Support systems - To be Win/ Win you must talk the talk and walk the walk, but if you preach cooperation by practice competition, that's win/ lose - Win/ win cannot survive in an environment of competition and contest - All systems must support win/ win 5. Processes - Principal Approach VS Positional Approach - Focus on interest not positions - Win/ Win is not a personality technique. It is a total paradigm of human interaction - Abundance Mentality that grows out of high trust, relationships - Four Step Process 1. See problem from other person's point of View 2. Identify key concepts in issues 3. What results constitute a fully acceptable solution 4. Identify possible new options to achieve those results - Win/ Win Application Suggestions 1. Commit to a balance of courage and consideration 2. Make a list of obstacles within your circle of in uence and eliminate them 3. Choose a relationship to apply, win/ win to, create a list and work towards a mutually bene cial solution 4. Identify 3 key relationships, and write down speci c ways you can make deposits in each emotional bank account 5. Deeply consider your scripting, are they win/ win 6. Identify a win/ win role model and learn from them 3. Win/ Lose - Low trust, and competitive way of thinking - Most of life is inter-dependent, not independent reality - "Counterproductive, competitive and full of pride fi fi fl fi  - Example - Sports - School - “normal distributive curve”, compares you to everyone else - Siblings - If I do this, I will get more love than my brother or sister - Law/ attorneys - Win/ lose, ght to win instead of compromising so all parties win/ win - 52% report feeling sad about their careers - Laws are win/ lose - When converting Win/ Lose to Win/ Win It helps to use a Win/ Win role model/ mentor. 4. Lose/ Win - no standards, no demands, no expectations, no vision - this type of person is usually quick to please or appease - Seek strength from popularity or acceptance - Little courage to express themselves, intimidated by ego/ strength - “step on me again everyone else does” - Doormat syndrome "wipe your feet on me. Everyone else does " - Leadership style is permissive or indulgence - Win/ Lose people love Lose/Win people because they feed on them, take advantage, weakness compliments strength - Both win/ lose and lose/ win are a position of weakness - Win/ Lose produces more results draws o of strength from people at the top - Lose/ Win is weak and chaotic from onset - Executives, managers and parents swing back-and-forth between Lose/ Win and Win/ Lose - Suppressed feelings cause: - Psychosomatic illness - Respiratory, nervous and circulatory systems - Disproportionate rage or anger, overreaction to minor provocation and cynicism our other embodiments of suppressed emotion - Win/ lose creates withdrawal by the losing party 5. Lose/ Lose fi ff  - Happens when 2 Win/ Lose people interact with each other and both will lose - Becomes vindictive get evening/ get back - blind to the fact that murder is suicide and revenge is a two edged sword - Desire for enemy to lose even if it means losing themselves - Philosophy of: - adversarial con ict - of war - Highly dependent person without in a direction - Miserable and thinks everyone else should be too - “if nobody ever wins, perhaps being a loser isn't so bad” 6. Win - Get what they want - Someone else losing is irrelevant - Most common approach to negotiations - Securing his own ends, leaving others to secure theirs 7. Win/ Win or No Deal - Agree to disagree, if both sides of a deal, don't feel like it's a win then there's no deal - If values or goals do not align, it's better to realize this upstream VS downstream - Individual expectations cause disillusion - No deal in your mind makes you feel liberated and that you have no need to manipulate or push your own agenda - If Win/ Win can’t be reached, you are better o to go No Deal - Most realistic at the beginning of a business relationship or enterprise - Better to set up a business, knowing that no deal downstream maybe an option - Negotiating this way, creates an incredible feeling/attitude of freedom - Win/ lose - Bad when you're trying to promote cooperation to achieve maximum success - Good between o ces with no functional relationship fl ffi ff - Lose/ Win - Works in relationships - “let's do it your way” - Expense/ Time - "isn't worth it” - Best choice on how to act in a situation is based on reality - must read reality accurately - Inter-dependent reality win/ win is the way to go - Anything other than win/win in an inter-dependent reality is second-best, and will impact long-term relationships - Win/ loss is not viable - You may win an argument but feelings get hurt afterwards and person will come back to you afterwards - Short term win is a long-term loss - Lose/ Win eventually leads to lose/ lose in business - If it isn't a win for both of us, we both lose in the long run. Win/ win is the only real alternative in inter-dependent realities Full Contact Leadership Ch 1 Congrats on Your Promotion! Now What? The gift of leadership comes with great responsibility Leader must Demonstrate - Loyalty to superiors - Carry out lawful orders - Enforce pol/pro - Support mission - Achieve goals of the department - Committed to excellence 24/365 Engine that drives responsible leading is loyalty - no room for passive loyalty - “Act Like You Own It” Prime Directive - everyone comes home safe - Protect people from self in icted wounds Formal Organization - Department provides framework designed to support an o cer in soft and hard environments, safeguard (SOP, Pol/ Pro, training…) Playing by own rules, be prepared to accept responsibility - confusion, uncertainty, inconsistency, failures in leadership are all byproducts ffi fl  Informal Organization - Uno cial information, gossip, rumors, scuttle butt - when properly directed it can become an invaluable asset O cer must align the Informal Organization with the goals and the missions of the Formal Organization by nding the intersection between the two Best counter to Informal Organization is to ensure proper information is available O cers that refuse to recognize the informal group will dilute there own ability to lead Eight Criteria of an E ective Leader - Student of Human Relations 8. Be Consistent - set clear expectations and follow through 9. Be Honest - honesty builds credibility - dishonesty is a credibility killer 10. Be Emotionally Mature - ability to understand and manage emotions - No place for Adrenaline driven decisions - Contagious, others will act emotionally mature with you 11. Be Fair - Judgements that are free from discrimination 12. Be Competent - How an o cer carries out responsibility of rank roles/ functions - Communicate e ectively orally and in writing 13. Be Organized - facilitates a leaders compactly for competence, consistency and fairness - Action without a plan is a form of Russian Roulette 14. Be Intellectually Curious - time and energy invested in learning about the JOB - Knowing about and understanding the people, organization and the mission - Seek to challenge themselves and those around them causing them to think about problems and issues 15. Respectful of The Power of Orders - the way you follow orders is the way orders will be followed Ch 15 Setting Expectations E ective leadership starts and ends with setting expectations Telling doesn’t mean comprehension, allow for questions and answers Leaders are accountable to personnel, equipment, apparatus and facilities under there command Commanders accountable to the department ff ffi ffi ff ff ffi ffi fi  Department responsible to the public they serve - re prevention is a point of contact with the public O cers are responsible for supporting mission and enforcing expectations and educating assigned personnel Pro ciency and Compliance is the job of the company o cer When setting expectations or giving orders, a full contact leader will leave no room for ambiguity or misunderstanding Setting expectations is key to consistency and fairness To set expectations an O cer must have uid communication with subordinates and superiors All orders must be justi able Set expectations early, often and as needed Life safety and property conservation can never be compromised O cer must have vision and command philosophy to guide action and decision making - put it to paper Proactive leadership - makes things easier for o cers and subordinates Reactive leadership is a fall back position only called on in the absence of proactive leadership New Engine O cer - Good Start - Place gear on unit, check SCBA, PASS - 360 - unit with re ghters until they can do it on there own - Confer with o going o cer/ FF - Review company journal - Co ee and breakfast after these duties have been completed Department Expectation - having everyone ready to roll is the single reason we exist Primacy - learn best when we get it right the rst time “At-the-rig” meeting is a great way to reinforce expectations Comfort Zones - get out of them Watch and See strategy - Observation period for strengths and weaknesses to develop a plan and vision Subordinate deviations are in direct relation to leadership support Ch 16 Coaching and Counseling fi ffi ffi ff fi ff fi ffi fi ffi fi ffi fl fi ffi ffi  Synergy occurs when individuals work together in a positive supportive work environment - every emergency depends on synergy Job should be better when you get o than when you stated Fire department is where synergy, cohesion, division of labor, specialization, mission teamwork come together to protect and serve the citizens they are sworn to protect - (Swiss Army knife for the Community) Fire Service is a career of learning, relearning adjusting and reevaluating Profession - The Job Fundal Mental Contract - Follow to the best of there abilities, lawful service related orders and directives Any mission is possible when leaders properly coach and counsel leaders placed in charge Coaching and counseling skill are acquired from study and practice and more study and practice FD is a large team divided into smaller teams Fire ghters are the most valuable asset of the department “Hardware” - tools, facilities, apparatus… - maintenance is routine do to Pol/Pro “Software” - Human assets of FD - require more care - tool for this is coaching and counseling Coaching encompasses hands-on, motivational and emotional aspects of the JOB Leader must demonstrate commitment to the department, mission and the people they are in charge of leading Nine States of Being that Requirer Coaching and Counseling must be applied at every stage 1. Preparation 2. Inservice and Ready 3. Standing by 4. In Response 5. Arrival and Size up 6. In Operation 7. Termination 8. Returning to Quarters 9. Standing Down Leader Coach - guides someone to learn and execute to the best of there ability through instruction, reinforcement and clarifying tasks - Expands the contributive capacity of each individual to optimize the team - Good leader coaching saves lives fi ff  Coaching - exercise of interpersonal communication - Requires a plan that includes the team and set clear objectives - Feed back loop for listening and acknowledgment for accomplishments - positive and negative assessments - Super vigilant on how things are said - Enthusiasm is contagious - Each one Teach one mindset - someone always has there back Leaders success is measured by the success of there men and women Counseling is interpersonal communication - Interview, job appraisal, performance review, employee assistance, support… - Goal - align re ghter with needs and requirements of the formal organization - Never focus on person or personality just behavior and con ict resolution - Clarify and reinforce team members roles and responsibilities - Positive Discipline - proactive or preventative discipline - not negative - Considered of full contact leadership - DON’T PUT IT OFF Leader-counseling - open honest conversation about subordinates negative or distracting behavior - Key is being physically, emotionally and intellectually connected - More asking than telling, requires hyper vigilance Spot Counseling - on the spot attention - Never use for issues that require structure/con dentiality 5 Components of Subordinate Counseling 1. Appropriate Environment - Identify reason/ purpose of meeting - Behavior not person and reinforce value to department 2. Supervisory Responsibility and Problem Solving Skills - Acknowledge problem - Improvement Path - Explore alternative problem solving 3. Command Presence - composure, self control - Encourage open honest discussion - Attentive Listening - repeat back fi fi fi fl  - Follow Solution to Completion 4. Understand Requirement of Leadership - Action plan agreed to in writing - With schedule and Bench marks - Set follow up and review - A rm value to Department 5. Perform Self-Assessment - Do all involved agree - Inform other parties? - Firm Logical decisions? - Does meeting meet Pol/Pro - Submit report to supervisor Counseling skills paired with Coaching are Formal, Semi-formal, Informal - lite forms are Semi-Formal and Informal Leader Counseling/ Coaching is a form of Mentoring Confront the Uncomfortable - Human to Human Interaction Transfer the Punishment fails to calculate the disruptive impact “Problem the Cat Dragged in” at new re house - Doesn’t teach management how to learn to handle issues Lazy Leadership - Rationalizing away or Fails to recognize negative impact of half stepping routine and/ or seemingly incipient-sized marginal muscle or prerogative - Plays HAVOC within and Organization Blew it, Knew it - revealed by post incident review of facts and discipline choices in professional development of leaders O cers don’t need to explain every decision or order just rationally justify action or order 80% of leadership is protecting re operations from self-in icted consequences Successful “in-house programs” can be developed and pushed department wide Routine Preventative and Human Maintenance 1. Monitor - your people 2. Assess - in service readiness 3. Make Ready - certify in service ready status FD success is dependent on support, engaged, e ective mission centric leadership corp ffi ffi fi fi ff fl  Transfer - valued leadership skill - support sta ng and coverage requirements - Also happens with promotions or specialty training - As sophisticated as telling someone to stand in the corner but maybe be e ective under certain criteria and must be communicated - Transfer is change and change is stressful Discipline vs Transfer as Punishment - Leaders actions and orders must serve a purpose of supporting and protecting the member, organization and advancing FD - Discipline - training that corrects mold or perfects behaviors and mental faculties - Best Discipline is front loaded with positive training, education and unambiguous prescription for action - Punishment - in icted or imposition as a penalty for an o ense - Negative Discipline - designed to align employees behavior with department goals and responsibilities - Transfer is a managerial slight of hand, failure of leadership, white ag and a knee jerk reaction, disruption that causes a ripple e ect - Discipline - is a team building tool fl ff fl ffi ff ff  Union Contract 5, 53, 56, 59 Article 5 Management rights This agreement shall not impair the right and responsibility of the employer Determine overall budget, mission of employer, improve operations, determine services and operations, hire/ re, promotional standards, relieve employees for lack of funds/work, transfer/assign, performance standards, pay grades… Exception Charter section 404 of the chapter that allows grievances Article 53 – Resignation Voluntary act, submit in writing 2 weeks prior to FC maybe done orally 5 calendar days to withdrawal resignation, FC may deny if later then 5 calendar days Maybe grieved Article 56 - Demotion Demotion - Movement of an employee to a lower graded class Voluntary Employee may request a demotion in writing Request or accept - prevent termination or personal reasons Must not interfere with work performance or promotion Maybe allowed yo keep current salary may not increase Must be within pay grade ranges Must not be decreased by 20% Involuntary Less than satisfactory performance review with 3 months opportunity to improve Discipline in accordance with article 30 No more than 20% salary deduction Noti cation 10 calendar days prior - must include E ective date Appeal rights - (article 38) Reason ff fi fi  Reduction in Force or Disability Director allow salary for 2 years if above demoted pay grade or maintain current salary Director must not approve raises for the demoted employee during 2 years and max salary at pay grade will be paid after 2 yrs Article 59 – Individual Performance Planning and Assessment IPPA - employee appraisal, guidance to the employee in correcting de ciency and recognize successful performance, is the responsibility of the immediate supervisor 4-12 months and be attached increment date or hirer date 3 Components: Performance Plan - expectations and action plan (beginning) Performance Management - supervisor observes, provides feed back and discussions (includes progress discussions) Performance Appraisal - rating employee, providing feed back and progress up date De nitions Critical Standards - Failure to meet one critical standard at an acceptable level indicates a rating of “Does Not Meet Expectations” Reviewing O cer - BC or higher ensures immediate supervisors work and help resolve disputes in the plan, must be done before employee reviews with supervisor Work Improvement Plan - plan that indicates performance problems and or reoccurring de ciencies (required whenever an employee Does not meet expectations) review goals after 4 months Interim Appraisals - cover a 4 month period to reestablishment of the performance plan but an annual must be done as well Policy Assist MCFRS identifying employees that are willing and capable to assume greater rolls in the department IPPA should be considered for merit increase, promotions, performance awards, demotions, dismissal, termination or other actions involving performance problems but does not replace disciplinary process fi fi ffi fi  IPPA signatures will be limited to AC, BC, Capt. And Lt. Begins 30 days after merit status, new position, new annual review period Minimum standard “meets expectations” Note employee saw plan but refused to sign, refuser to sign must meet with reviewing o cer, unwilling to sign after meeting with reviewing o cer make note on IPPA Receive a copy of IPPA in 14 calendar days of completion Employee works for supervisor for 6 months must complete IPPA and multiple supervisors share responsibility based on there roles “Does not meet expectations” must have speci c examples described in the narrative component and note accomplishments or progress towards a developmental action plan Kept in Operation le for 5 years Supervisor keeps on le for 1 year, maintain nalized IPPA with signatures Forward “exceptional” or “does not meet” via chain of command to the Division Chief BC will le completed reports Performance Rating (4) 1) Exceptional 2) Above Expectation 3) Meets Expectation 4) Does Not Meet Expectations Work Improvement Plan Procedures Prior to taking a performance-based personnel action, the employee must be: Informed in writing of the problem; Counseled as to what corrective action to take; and Allowed an adequate and speci c time-frame to improve or correct the performance de ciency. The immediate supervisor must also inform the employee that unless the employee’s performance improves and is sustained at an acceptable level, the employee may be reassigned, demoted or terminated. The Work Improvement Plan must be submitted to the reviewing o cial prior to being reviewed with the employee. ffi fi ffi fi fi fi ffi fi fi fi  The Work Improvement Plan must be submitted to the Bureau Chief via the chain of command after being reviewed with the employee.