Thought Leadership

Another thing I've never understood is "down time". What is this "down time"? Do these firefighters and officers know their job functions, their response district, the fire risks in that district, etc., so well that there is no need for training, drilling, touring, pre-planning, etc.? As a Company Officer, how much time are you devoting each tour-of-duty to those four important human capital development tasks?

Once upon a time…with a beginning like that you just know this is going to be a good story, right? Well the good news is that it’s not a fairy tale. It is, however, the fictitious story of how a fictitious municipal fire department, the Cutting Edge County Fire and Rescue (CECFR) Department, created a non-profit organization (NPO) to provide financial support to its customer service efforts. It serves as a model for actual departments to follow.

By:  Robert Avsec, Executive Fire Officer Thank you to my Guest Bloggers, Branden Husky and Charles Snyder, for their contributions to this space over the past couple of week!  (You’ve given my fingers a well-deserved rest!) Recently, I have had several informative communications via e-mail with folks who are desperately looking for funding sources to help them accomplish their mission ...

Picture if you will the L. A. Police Department posting images and videos of the Rodney King incident. Or maybe imagine FEMA sporting "EMA porn" taken during Katrina in New Orleans on their website. Now imagine the public outcry that would occur if say LAPD made a music video out of the Rodney King beating with the soundtrack of Pat Benatar singing Hit me with your best shot or FEMA posting a video of the Katrina disaster images to the soundtrack of Scorpions singing Rock you like a hurricane. Two very extreme examples I admit, but just as questionable. In both cases, someone would end up with an express ticket to the unemployment line.

Changing our culture? I saw this piece from Chief Robert Avsec on LinkedIn and I couldn't help myself so I posted my comments on the LinkedIn Group. Chief Avsec (the author) contacted me and asked me to use my comments as a Guest Blogger, so here I am.

But changing a fire service organization’s culture is not as easy as changing the type of hose that your department carries on its fire apparatus. That’s because making changes to the culture—that mix of rituals, values, and traditions that defines a group—is tricky business and frequently messy. The current culture persists because it’s one of the main ingredients in the glue that holds the organization together. Culture exists in the “space” between people, not just in any one individual or small group of individuals.

In this latest installment of Reader “Mailbag” I’ve collected several of the reader comments in response to the blog post, The Sexual Sexual Harassment Strike OutAssault and Rape of Women Firefighters: Survey Results. I gleaned the representative comments from across the various social media platforms where this blog appears, e.g., LinkedIn Groups, Facebook, and Twitter.

Sound rather harsh? Sound unrealistic? So does closing fire stations and laying off firefighters. So does continuing to expose firefighters to increasing levels of risk of injury or death because of negligence on the part of building occupants, developers, and builders. So does continuing to increase the fiscal burden to local taxpayers to pay for an antiquated fire protection model that is reactive rather than proactive.

I’m sitting at my computer on a beautiful Sunday morning, Mother’s Day as a matter of fact, and I’m working on this blog post. And I’m getting madder by the minute. Mad because I’m collecting the written comments from the survey on Sexual Assault and Rape Against Women Firefighters and I cannot comprehend the idea that the same men who are treating the moms in their lives to flowers and cards and dinner are the same men who have sexually assaulted or raped their female colleagues in the fire station.

I find it truly sad and disappointing that in 2014 we still have politicians making such outrageously poor management decisions for their Seattle FD BCcommunity’s Fire and EMS protection. I look at this individual’s investment in herself and in her department, as well as her department’s investment in her, and I’m left shaking my head in dismay.