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Slide PL-1 LEADERSHIP I FOR FIRE AND EMS: STRATEGIES FOR COMPANY SUCCESS PLANNING SKILLS FOR THE COMPANY OFFICER.

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Presentation on theme: "Slide PL-1 LEADERSHIP I FOR FIRE AND EMS: STRATEGIES FOR COMPANY SUCCESS PLANNING SKILLS FOR THE COMPANY OFFICER."— Presentation transcript:

1 Slide PL-1 LEADERSHIP I FOR FIRE AND EMS: STRATEGIES FOR COMPANY SUCCESS PLANNING SKILLS FOR THE COMPANY OFFICER

2 OBJECTIVES The students will: Discuss the planning process used in the fire/ emergency medical services (EMS).Discuss the planning process used in the fire/ emergency medical services (EMS). Identify three types of plans.Identify three types of plans. Describe the effect the plans have on the Company Officer (CO).Describe the effect the plans have on the Company Officer (CO). Develop goals and objectives needed for planning.Develop goals and objectives needed for planning. Identify components of an action plan.Identify components of an action plan. Slide PL-2

3 OVERVIEW Types of PlansTypes of Plans DefinitionsDefinitions Any Program Should Have a PlanAny Program Should Have a Plan Establishing GoalsEstablishing Goals Setting ObjectivesSetting Objectives Developing and Implementing Action PlansDeveloping and Implementing Action Plans Monitoring and EvaluatingMonitoring and Evaluating Characteristics of Good PlannersCharacteristics of Good Planners Slide PL-3

4 TYPES OF PLANS Slide PL-4 Strategic Plan and Master Plan Staffing plan, training plan, fire prevention plan, public education plan, vehicle maintenance plan Incident Action Plan (IAP) Disaster Plan

5 TYPES OF PLANS (cont'd) Strategic Plan and Master PlanStrategic Plan and Master Plan – Departmentwide – Mission – Vision – Goals – Objectives Slide PL-5

6 TYPES OF PLANS (cont'd) Staffing plan, training plan, fire prevention plan, public education plan, vehicle maintenance planStaffing plan, training plan, fire prevention plan, public education plan, vehicle maintenance plan – More CO oriented – Affects daily routine – Lays out a pattern – Detail oriented – Understood by all Slide PL-6

7 TYPES OF PLANS (cont'd) IAP:IAP: – Incident specific. – Used to mitigate situation. Disaster Plan:Disaster Plan: – Pre-event plan that creates a framework of response for an event. – Broad-based approach. Slide PL-7

8 Slide PL-8 Activity PL.1 Types of Plans

9 DEFINITIONS Strategic PlanningStrategic Planning – Management tool – Used for one purpose--do better – Disciplined effort – Process is strategic Slide PL-9

10 DEFINITIONS (cont'd) Master Plan:Master Plan: – Example: comprehensive master plan. – Describes broad vision for future. – Core philosophy. – Guides development. – Tests appropriateness of development proposals. – Decisions will be made and judged. Slide PL-10

11 MASTER PLAN Compilation of goals, policies, and recommendations for each of the subject areas it covers.Compilation of goals, policies, and recommendations for each of the subject areas it covers. – Goals are conceptual. – Policies are the guides. – Recommendations define specifications. Twenty-year timeframe.Twenty-year timeframe. Reviewed or amended every 6 years.Reviewed or amended every 6 years. Slide PL-11

12 ANY PROGRAM SHOULD HAVE A PLAN Training:Training: – Yearly. – Quarterly. – Monthly. – By topic. – Mandated training takes priority. Slide PL-12

13 ANY PROGRAM SHOULD HAVE A PLAN (cont'd) Staffing PlanStaffing Plan – Per memorandum of understanding (MOU)/contract – Based on National Fire Protection Association (NFPA) 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments and 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Volunteer Fire Departments Slide PL-13

14 Staffing Plan (cont'd) Staffing Plan (cont'd) – Or based on your departments standard operating procedures (SOPs) – Long range – Short range Slide PL-14 ANY PROGRAM SHOULD HAVE A PLAN (cont'd)

15 Fire Prevention PlanFire Prevention Plan – Fire prevention bureau staff – Company inspections – Volunteers – Occupancy overload inspections – Development and community growth Slide PL-15

16 ANY PROGRAM SHOULD HAVE A PLAN (cont'd) Vehicle Maintenance PlanVehicle Maintenance Plan – Annual – Quarterly – Monthly – Daily Slide PL-16

17 INCIDENT ACTION PLANS Formally documents incident goals, operational period objectives, and response strategyFormally documents incident goals, operational period objectives, and response strategy Contains general tacticsContains general tactics Facilitates dissemination of informationFacilitates dissemination of information Revised on regular basisRevised on regular basis Slide PL-17

18 INCIDENT ACTION PLAN INCLUSION CONSIDERATIONS Incident goalsIncident goals Operational period objectivesOperational period objectives Response strategiesResponse strategies Response tacticsResponse tactics Organization list with Incident Command System (ICS) chartOrganization list with Incident Command System (ICS) chart Assignment list w/specific tasksAssignment list w/specific tasks Critical situation updates and assessmentsCritical situation updates and assessments Slide PL-18

19 INCIDENT ACTION PLAN INCLUSION CONSIDERATIONS (cont'd) Composite resource status updatesComposite resource status updates Health and safety planHealth and safety plan Communications planCommunications plan Logistics planLogistics plan Responder medical planResponder medical plan Incident mapIncident map Additional component plans, as indicated by the incidentAdditional component plans, as indicated by the incident Slide PL-19

20 DISASTER PLANS Natural disastersNatural disasters – Earthquake – Fire or wildfire – Flood and dam failure – Hurricane and high wind – Landslide – Thunderstorm – Tsunami – Volcano – Extreme cold – Extreme heat Slide PL-20

21 DISASTER PLANS (cont'd) Manmade disastersManmade disasters – Bioterrorism – Chemical agents – Pandemics and diseases – Radiation emergencies – Terrorism Slide PL-21

22 What part of this type of plan does a CO have the greatest role? Slide PL-22

23 ESTABLISHING GOALS Focus on solutionFocus on solution Broad statementBroad statement Goal: to improve company performance at structure firesGoal: to improve company performance at structure fires Evaluate your goalEvaluate your goal – Realistic – Important – Challenging Slide PL-23

24 SETTING OBJECTIVES Writing objectives: Specific description of expected outcome.Specific description of expected outcome. Spell out the "ABCDs".Spell out the "ABCDs". – Audience. – Behavior. – Conditions. – Degree. Define what you intend to accomplish.Define what you intend to accomplish. Slide PL-24

25 SETTING OBJECTIVES (cont'd) ExampleExample "By November 1, our crew will successfully complete four structure fire drills at the training tower." Slide PL-25

26 WRITING AN ACTION PLAN Step-by-step outline.Step-by-step outline. Each objective requires its own action plan.Each objective requires its own action plan. A good action plan requires the following:A good action plan requires the following: – Determine and assign tasks. – Assign responsibility for monitoring. – Plan for evaluation. – Determine timeframes. – Identify needed resources. – Document completion of each task. Slide PL-26

27 IMPLEMENETATION STRATEGYGoal: 5-2 Bicycle Safety and Helmet Program Program Manager: Com. Risk Officer Accreditation Criterion: "Risk Management" Accreditation Category: Objective: By June 2011, the station commander at the Cleveland Park station, with assistance of coalition, will conduct two rodeos per year. Estimated Startup Cost: $1,200 Estimated Annual Cost: $400 Task # TaskResponsibility DaysCostJanFebMarAprMayJunJulAugSeptOctNovDec 1 Research rodeo criteria Comm. Risk Officer 6$100X 2 Develop training manual Comm. Risk Officer 4$200X 3 Develop/ Build rodeo prop Planning Group 7$500X 4 Train fire/ coalition personnel Comm. Risk Officer ½X 5 Schedule rodeo Station Commander ½XX 6 Publicize event Publicity Chair 14$300XX 7 Conduct rodeo Fire/Coalition personnel 2$100XX Totals32$1,200 Slide PL-27

28 IMPLEMENTING THE PLAN Now you have a complete set of objectives for reaching a specific goal.Now you have a complete set of objectives for reaching a specific goal. Each objective has a clear and concise action plan.Each objective has a clear and concise action plan. Individuals can now go to work on their assigned action plan steps.Individuals can now go to work on their assigned action plan steps. Coordination and communication are essential.Coordination and communication are essential. Slide PL-28

29 MONITORING THE PLAN CO needs to monitor each activity.CO needs to monitor each activity. Completed tasks correctly and on time.Completed tasks correctly and on time. Amend plan where necessary.Amend plan where necessary. Keep all members informed of progress.Keep all members informed of progress. Slide PL-29

30 EVALUATING--DID IT WORK? Completion of the problem-solving process requires an indepth evaluation.Completion of the problem-solving process requires an indepth evaluation. "Lessons learned" approach."Lessons learned" approach. Capitalize on noted strengths and weaknesses.Capitalize on noted strengths and weaknesses. Bring work back together and evaluate.Bring work back together and evaluate. Slide PL-30

31 EVALUATING--DID IT WORK? (cont'd) Possible questions:Possible questions: – Did we meet our stated goals? – What did we do right? – What did we do wrong? – What could we have done better? Slide PL-31

32 EVALUATING--DID IT WORK? (cont'd) Monitoring and evaluating can indicate discrepancies in the plan that necessitate cycling back to earlier parts of the process. The problem-solving model is a continuing process, not one where you follow the steps once and are automatically successful.Monitoring and evaluating can indicate discrepancies in the plan that necessitate cycling back to earlier parts of the process. The problem-solving model is a continuing process, not one where you follow the steps once and are automatically successful. Slide PL-32

33 Slide PL-33 Activity PL.2 Developing a Plan

34 CHARACTERISTICS OF GOOD PLANNERS Leadership skillsLeadership skills – Vision and strategy – Establishing direction – Aligning people – Communicating – Negotiating – Motivating and inspiring – Influencing organizations – Overcoming barriers to change Slide PL-34

35 CHARACTERISTICS OF GOOD PLANNERS (cont'd) General management skillsGeneral management skills – Planning – Finance and accounting – Personnel administration – Technology – Organizational development – Delegation – Team building – Conflict management – Solving problems Slide PL-35

36 CHARACTERISTICS OF GOOD PLANNERS (cont'd) Communication skillsCommunication skills – Writing – Listening – Speaking – Presenting – Media relations – Public relation – Meeting management Slide PL-36


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