By: Robert Avsec, Executive Fire Officer
I’ve just had my first book published, Successful Transformational Change in a Fire and EMS Department: How a Focused Team Created a Revenue Recovery Program in Six Months–From Scratch (Available in both Kindle eBook and paperback editions).
Change is hard. For any organization, successfully developing and implementing a transformational change can be an enormous challenge, one that’s fraught with ups and downs as members of the organization struggle to hold onto the past while the change agents struggle to inform, educate, and assuage the fears and apprehensions of their colleagues. But what about an organization that simultaneously tackled—and succeeded—at implementing TWO transformational changes?
Told from my perspective as a change agent who was there, did that, and saw their efforts come to fruition, Successful Transformational Change in a Fire and EMS Department, will take you through the work done by a focused strategic project management team as they created a fee for emergency-ambulance transportation in a county Fire and EMS department and digitalized the department’s patient care reporting process in six months—from scratch.Robert Avsec, author, Successful Transformational Change in a Fire and EMS Department: How a Focused Team Created a Revenue Recovery Program in Six Months–From Scratch
If you’ve come upon this book expecting to read about emergency calls, I responded to during my 26-year career with the Chesterfield (Va.) Fire and EMS Department, I’m afraid you might be a tad disappointed.
But if you want to learn about the greatest single assignment that I had the pleasure and satisfaction of serving in during my career, you have the right book. Because in this book you’ll learn about how a single project that I was a part of that created not one, but two transformational changes in our fire and EMS department.
During my final two-week course in the Executive Fire Officer Program at the National Fire Academy, Executive Leadership, I learned that a growing number of companies were embracing the use of story as a “best practice” that provided a more effective means of communicating a business organization’s history from one generation to the next. The RRIT felt that the use of story would be the most effective way to not only communicate “what it did” to the members of Chesterfield Fire and EMS; it would also give people a sense of “what it was like to be there.” What follows is the story of how that project team came together, did its work, and met the expectations of the leaders and the membership of Chesterfield Fire and EMS.