defining the role of the battalion chief in the prospect

Defining the Role of Battalion Chief 1

Running head: DEFINING THE ROLE OF BATTALION CHIEF

Defining the Role of Battalion Chief in the Prospect Heights Fire Protection District

Drew R. Smith

Prospect Heights Fire Protection District, Prospect Heights, IL


CERTIFICATION STATEMENT

I hereby certify that this paper constitutes my own product, that where the language of

others is set forth, quotation marks so indicate, and that appropriate credit is given

where I have used language, ideas, expression, or writings of another.

Signed: _______________________________________


Abstract

Organizational structure is essential to effective operations. In 2009 to improve its

management structure, the Prospect Heights Fire Protection District (PHFPD)

implemented the role of battalion chief. The PHFPD did not have a rank assigned to 24-

hours shift work that served separately from a company as the shift and incident

commander. Two years after implementation the problem was that the PHFPD had

created the battalion chief positions but had not defined their role within the

organization. The purpose of this research was to define the battalion chiefs’ role within

the PHFPD. The research questions were: (1) How do non-fire service organizations

define the role of mid-level managers? (2) What is the role of a battalion chief in similar

fire service organizations? (3) How do chief officers, battalion chiefs, company officers,

and firefighters of the PHFPD define the role of its current battalion chiefs? Using Action

Research, structured interviews were conducted. The interviews identified best

practices, and success and failures related to the role of battalion chief. Structuring

adequate span of control and managing the change process were keys to success. A

revised job description and professional development program were implemented to

improve performance and member satisfaction at all ranks of the PHFPD. The need to

promote lieutenants and ensure each company had a permanent supervisor is a

PHFPD-specific recommendation. Recommendations that may be applicable to other

fire service organizations include use of Donabedian framework; instituting professional

development for battalion chiefs, using a mentoring program, analyzing impact of

proposed change, and encouraging publishers to develop a battalion chief-specific

manual.


Table of Contents

Abstract 3

Table of Contents 4

Introduction 5

Background and Significance 5

Literature Review 11

Procedures 25

Results 27

Discussion 64

Recommendations 74

Reference List 76

List of tables

Table 1: Demographics of interviewed fire service organizations. 39

Table 2: Responses of interviewed chief officers. 43

Table 3: Responses of interviewed battalion chiefs. 44

Table 4: Summary of responses of interviewed chief officers. 46

Table 5: Summary of responses of interviewed battalion chiefs. 47

Table 6: Major elements or sections of interviewees’ job description. 48

Table 7: Responses of interviewed PHFPD chief officers. 51

Table 8: Responses of interviewed PHFPD company officers. 55

Table 9: Summary of responses of interviewed PHFPD company officers. 56

Table 10: Responses of interviewed PHFPD firefighters. 61

Table 11: Summary of responses of interviewed PHFPD firefighters. 63

Appendices

Appendix A: Transcripts of non-fire service organizational leader interviews 79

Appendix B: Transcripts of fire service organizational leader interviews 90

Appendix C: Job Descriptions 113

Appendix D: Transcripts on PHFPD Interviews 124

Appendix E: Battalion Chief Job Description 141

Appendix F: Battalion Chief Professional Development Program 157


Introduction

It is not unusual for a fire department to utilize the rank of battalion chief within its

organization structure, particularly when the fire department operates multiple

companies or fire stations. In many fire departments this rank is commonplace and part

of its culture and history. Many fire service management textbooks describe the rank in

general terms and organizational examples.

The problem is that in 2009 the Prospect Heights Fire Protection District

(PHFPD) created battalion chief positions but did not define their role within the

organization. The purpose of this Applied Research Project is to define the battalion

chiefs’ role within the PHFPD organization. The research questions are: (1) How do

non-fire service organizations define the role of mid-level managers? (2) What is the

role of a battalion chief in similar fire service organizations? (3) How do chief officers of

the PHFPD define the role of its current battalion chiefs? (4) How do the current

battalion chiefs of the PHFPD define their role? (5) How do the company officers of the

PHFPD define the role of its current battalion chiefs? (6) How do the firefighters of the

PHFPD define the role of its current battalion chiefs?

The research method will be Action Research. By using interviews the action of

this ARP will develop a revised job description defining the role of the battalion chief

within the PHFPD. In addition, supporting material to implement the revised job

description will be produced.

Background and Significance

Located eight miles north of Chicago O’Hare International Airport, the PHFPD


serves an area of approximately six square miles with a population of 19,000 people.

Approximately 90 percent of these residents reside within the city of Prospect Heights

(City of Prospect Heights, 2004).

The PHFPD serves two distinctly different and unconnected areas separated by

freight and commuter railroad tracks. With no bridge or viaduct over/under these tracks

a single grade crossing connects these two areas. 80 percent of the area has a rural

feeling lacking sidewalks, streetlights and storm sewers and is without a municipal water

system. This area is dominated by large homes of 3000-6000 square feet on one-half to

three-quarter acre lots. Several churches, schools and strip malls are included in this

area. 50 percent of all residents live on the east side of the city in a one-half square mile

area. This area contains 3,859 units of multi-family housing in multi-story buildings

(PHFPD, 2011). Most residents are of low income and recent immigrants to the United

States speaking little or no English (City of Prospect Heights, 2004).

The PHFPD provides Aircraft Rescue and Fire Fighting (ARFF) to Chicago

Executive Airport, the fourth busiest airport in Illinois. With more than 160,000 take-offs

and landings annually, Chicago Executive’s activity exceeds that of many commercial

airports (AirNav.com, n.d.).

The PHFPD protects approximately 1,300 acres of wildland interface connected

to more than 50 square miles of continuous wildland open space that encircles the

Chicago area. This area borders several major hotels, homes, Chicago Executive

airport, and Interstate 294. Three state highways traverse the entire length of this area.

These three highways are the connection between Chicago’s north and northwest

suburbs (DeLorme, 2007).


The PHFPD rosters 55 members who operate two engine companies, one squad

company, one tower ladder company, one tender-pumper company, an ARFF

apparatus and three advanced life support (ALS) paramedic ambulances. Two fire

stations are staffed 24-hours a day with 10 members. Three members staff the

substation while the remaining seven staff the headquarters station. Six of the ten

members on each shift are part-time and paid an hourly rate. The remaining four shift

members as well as the fire chief and two deputy chiefs are full-time employees. With a

designated chief officer on call and automatic mutual aid, 20 firefighters are assembled

on the first alarm. In calendar year 2010 the PHFPD responded to 1,688 incidents. 66

percent of all incidents are for ambulance service (PHFPD, 2011).

As a member of the Mutual Aid Box Alarm System (M.A.B.A.S.) the PHFPD

participates as a mutual aid provider for fire, EMS, rescue, hazardous materials and

technical rescue assistance to other stricken fire-rescue departments. Under the

M.A.B.A.S. agreement, secondary and tertiary response areas are regularly covered.

The secondary response area, which includes O’Hare International Airport, is

approximately 30 square miles. The tertiary response area is approximately 350 square

miles (DeLorme, 2007).

The PHFPD was formed in 1944 as a special district under Illinois state law.

From its beginning until 1985 the PHFPD operated as a volunteer fire department. In

1985 it began to employ its volunteers on a part-time manner to deliver advanced life

support ambulance service. With three members on duty in the fire station, this allowed

for a rapid response and guaranteed at least one company during weekdays. In 1995

the PHFPD service area expanded by more than 100 percent, training demands


increased due to newly acquired hazards, and daily staffing rose to eight members

twenty-four hours a day, 365 days a year. By 2004 daily staffing had increased to ten

members twenty-four hours a day, 365 days a year to ensure three-member companies.

Daily absences of the part-time members, both firefighters and company officers, were

increasing making it difficult to meet daily staffing requirements. The fire chief and

deputy chiefs who were hired as full-time members in 2000 and 2001 respectively

increasing spent time supervising and responding to single-company incidents as a

result of staffing issues (Prospect Heights Fire Protection District, 2010).

In 2005 three captains and six firefighter/paramedics were hired. Besides the fire

chief and two deputy chiefs, these were the first full-time members of the department.

All three captains had been part-time members for many years. However, only two of

the six full-time firefighters had been part-time members. Until 2005, part-time members

had entered the fire service with the PHFPD where they were trained and mentored.

These new part-time members then shared the values and traditions of the PHFPD;

new full-time members did not have this experience.

In 2009 three additional full-time firefighters were hired and the captains

transitioned from riding on a company to operating from the command vehicle and were

promoted to battalion chief. This promotion did not result in any change in job

description. Badges changed from silver to gold, bugles became crossed and helmets

went from red to white. This promotion was done to align the PHFPD organizational

ranks with the 30-plus departments in its mutual aid region and to indicate to the

membership that the battalion chiefs were clearly part of the management team. There

was a consensus among the fire chief and two deputy chiefs that the on-duty shift


commander needed to be able to function as the incident commander without also

trying to manage a company.

However, there was a change not recognized at the time. The captains were now

directly supervising the lieutenants of the other companies. In the past these lieutenants

were indirectly supervised by the captain. When the captain was assigned to a company

he functioned within the company and provided very little direction to the other

companies. The other companies freely set their daily routines, traveled about as

desired, and conducted their business as they determined. To varying degrees,

organization goals were met or ignored until chief officers interceded.

The persons most affected by this organizational change were the lieutenants.

Most had more than twenty years of service with the PHFPD. None had fewer than

fifteen years of service with the PHFPD and all were full-time, career firefighters at other

area fire departments. These officers each had their system for operating their shift and

conducting fire department business. In many cases their system was neither the

PHFPD’s system nor its vision. D.R. Gould (personal communication, September 29,

2010).

With regard to shift operations, the chief officers had two major reasons for

instituting the battalion chief position. First, on most multi-company responses all

companies would arrive on the scene and begin to operate before a chief officer arrived.

Standard operating guidelines were not always followed and the captain could not

correct this at the time because he would be functioning with his crew. Second, the

captains could not respond to assist other companies with administrative decision-

making without compromising the staffing; he would either take his whole company


removing his apparatus from availability for another incident or he would have to leave

his company with reduced staffing for the time he was away.

Over the past three years the PHFPD has had two occasions where some full-

time members were lobbying for a bargaining unit. At this time the PHFPD is dealing

with a third such effort. In the past, and now, these efforts were partially about money

and benefits but equally about working conditions and how the full-time members

believe they are treated. Some comments come from senior members, members the

chief officers (battalion chiefs included) respect and trust, include: micromanagement,

subordinate accountability; being talked down to; telling versus yelling; can’t tell when

he is joking or serious; walking the fine line between too much hands-on and too little

hand-on; requiring subordinates to address you as battalion chief; and lack of positive

feedback. Additionally, the shift knows when performance is not satisfactory; telling shift

members “You owe me” (for granting vacation time requested), “I covered for you,”

“You’re making me look bad;” Asking questions when the battalion chief feels he is

correct but is not and never an apologizing if discovering he was wrong (Prospect

Heights Fire Protection District, 2011).

Introduction of a new rank within an existing organization is a change and will

bring challenges. Defining the role of any position in the organization’s structure,

particularly a rank such as battalion chief, presents both technical and adaptive

challenges. A clear, well written position description is required for any new rank and

should be accompanied by a program to implement the change. For this technical

challenge to be successful an implementation plan for the adaptive challenge is equally

necessary. The role of the executive fire officer in managing and leading adaptive


challenges is the main focus of much of the Executive Development course.

Clearly defining the role of the battalion chief in the PHFPD is consistent with the

United States Fire Administration’s operational objectives of improving local planning,

improving the fire and emergency services capability for response to and recovery from

all hazards, and improving the fire and emergency services’ professional status.

Literature Review

Several fire service management textbooks describe the general structure and

organization of fire departments of varying sizes. Each of these text books discusses

the matter briefly with varying degrees of specificity.

Freeman (2002) describes a battalion chief as a senior officer who supervises

and manages all of the companies within a battalion. These companies usually consist

of a company officer (first-level supervisor) and firefighters assigned to a single

emergency vehicle (apparatus). One or more companies are assigned to each fire

station. The geographic grouping of apparatus and fire stations form the battalion

commanded by the battalion chief. Battalion chiefs in this organization scheme are

usually assigned to the same shift schedule as the company officers and firefighters of

their battalion. (pp. 116-117).

Within the organizational structure of any fire service organization lays the role of

mid- or intermediate-level manager (officer). It is these officers that generally supervise

and manage companies or bureaus. NFPA 1021 Standard for Fire Officer Professional

Qualifications describes this level of officer as a Fire Officer II and III. The title of this

rank may vary but commonly used terms are deputy chief, battalion chief and district


chief (Carter, H.R. & Rausch, E., 2008, p. 34).

Section Four of the CFAI Fire & Emergency Service Self-Assessment

Manual lists criterion for the organization of a fire department. Specific performance

indicators are listed in Criterion 1B: Agency administration. 1B.1 states “The

administrative structure reflects the agency’s mission, goals, objectives, size and

complexity.” 1B.4 states “Personnel functions, roles, and responsibilities are defined in

writing, and a current organizational chart exists…” (Center for Public Safety

Excellence, 2009). These criterions indicate that there is no single approach to defining

the organization and its staff, particularly the battalion chief.

The Center for Public Safety Excellence (CPSE) includes battalion chiefs in its

definition of a chief officer. As such the CPSE encouraged all battalion chiefs to pursue

Chief Fire Officer Designation (CFOD). Composed of seven components and twenty

technical competencies, the CFOD program defines roles and responsibilities common

to chief officers. (n.d.). Through documentation of the components and technical

competencies a fire department will be able to see how its battalion chiefs compare to

other battalion chiefs and further define the roles and responsibilities within its own

organization. Adherence to the CFOD Code of Conduct sets forth ethical and moral

responsibilities that translate to local actions. Attainment of formal, post-secondary

education is essential to becoming a CFOD.

In order to ensure any position in the organization is effective, a complete job

analyses is required. Kramer (2002) states such job analyses will illustrate what specific

knowledge, skill and abilities are required and how the job is positioned within the

organizational structure. (p. 144).


A job analysis also defines the parameters for performance measurement. While

there are task and behavioral measures applicable to the battalion chief, the overall

performance of the battalion in achieving organizational goals is a function of such

senior managers. (Endicott, 2002 p. 302).

Carter and Rausch (2008) outline eight guidelines to be used in the analyses of

management/leadership scenarios. These guidelines are participation, communications,

competence, satisfaction, reviews, coordination, norms, and goals (pp.6-7). The level of

participation in scenarios will vary depending on the issue at hand. How much or how

little participation should occur is the consideration. The relevant aspects of

communication as they relate to management and leadership are important to

effectiveness. Competence of the manager and leader is also important. Satisfaction of

all stakeholders, particularly peers, superior officers and subordinates, factor into the

effectiveness of the manager and leader. Can evaluation of performance reviews or

evaluations improve or change the effectiveness and efficiency of the manager and

leader? In addition to participation, communication and satisfaction how does the

manager and leader coordinate matters to ensure cooperation and avoid damaging

conflict with both intra-department, inter-department, and inter-governmental personnel?

Norms includes appropriate action to maintain positive discipline. Finally, the

organizations goals, both formal and informal, should guide the manager and leader in

any decision-making.

An earlier concept known as the 3C model consisted of only control, competence

and climate of the organization and linked to these three elements to the attitudes,

knowledge and skill, and needs of the individuals of the organization. The model has


been used widely by several Federal agencies. (Carter & Rausch, 2008, Appendix F).

Four organizational principles of division of work, coordination, clear lines of

authority, and unity of command also are key to any organizational structure. How work

is divided needs to follow a plan related to the operating units (companies or bureaus)

and its members. Coordination of the work between companies, bureaus and the

organization’s members must be structured and account for the size and complexity of

the organization. As old as the fire service is the concept of lines of authority. Lines of

authority are generally vertical and rarely diagonal or horizontal. While some members

or functions within a fire department may have responsibility for work these same

members may not have the authority to make decisions resulting in restricted

performance or effectiveness. Hand in hand with lines of authority is the principle of

unity of command. Unity of command ensures subordinates report to and receive orders

or instructions from a single superior officer. Span of control and the number of

subordinates reporting to a single supervisor also must be considered and adhered to.

Typical organizational charts of both small and large fire departments address these

four organizational principles. (Carter & Rausch, 2008, pp.28-32).

Williams, DuBrin, & Sisk (1985) believe that the degree to which the

organizational structure is formalized plays an important role in the structure of an

organization. Being specific and without ambiguity in the roles, responsibilities and

authority of a particular management level is vital to success (p. 199). When these

decision are not well made, made incompletely or not made at all the organizational

structure needs to be addressed. One method of addressing such matters is action

research (p. 277). Organizational analyses techniques such as questionnaires, review


of job descriptions and organizational charts, and the organization manual can be used

to redefine role(s) in the organizational structure (pp. 280-283). In redefining roles

consideration of companies, bureaus and divisions, span of control, and balance of

work load are all important in ensuring the mission and goals of the department are met

(p. 287).

Charnov & Montana (2008) define key terms in the basic concepts of organizing

a workforce. The organizational chart is an illustrated schematic of how workers are

arranged and how workers relate to one and other so the work may best be performed.

Division of labor defines the component of the organizational chart that groups the

workers and their work into smaller units. Documents other than the organizational chart

may further detail this division of work. Span of control is described as the maximum

number of workers each manager can effectively supervise. Unity of command states

that each worker reports to a single superior as his or her immediate supervisor, rather

than multiple superior officers (p. 176).

Arranging the services provided by the organization into manageable work

groups achieves departmentalization. In the fire service, the terms company, bureau or

division are often used to describe this departmentalization (Freeman, 2002, p.117). As

part of departmentalization, delegation of responsibilities occurs at various levels.

Coupled with a clear chain of command, delegation can also be achieved (Charnov,

2008, p. 183).

The approach to departmentalization can take many forms. Options for

departmental organization include using functions or divisions, with the divisional

approach guided by the organization’s services, markets, or geographic area. The


functional structure is considered the oldest and most common method of organizing

the workforce. Functional structure creates work force groupings such as production,

finance, and sales. Within the fire service such common groupings are response

companies, fire prevention, and support services. A divisional structure keeps all

functions common to a market or geographic region within a single work group.

Divisional structures are more common to organizations that perform multiple types of

work, such as municipalities and counties, or serve large geographic areas, such as

states. (Charnov & Montana, 2008, pp. 184-186). The reader should not confuse the

common definition of division as used within the fire service with that definition used by

Charnov and Montana.

In addition to the functional or divisional structure, the line and staff structure also

exists. Charnov and Montana (2008) describe three models: The line organization, the

line and staff organization, and the committee organization (pp. 197-198). In the line

organization all workers are involved in the delivery of the service or production of a

product. The line and staff organization defines which levels of the organizational chart

are staff functions supporting the line functions. Staff functions provide specialized

support to the line function. A committee structure rarely operates an entire organization

but manages ad hoc issues or standing functions particular to a unit of the organization.

Various terms are commonly used by managers when defining roles and

organizational structures. It is important that managers have a common definition of the

terms used. In Chapter Three of the Handbook of Modern Personnel Administration

(1972) Stieglitz opines the following definitions.

Manager: A person who plans, organizes, and controls others within the


organization. A manager may use motivation and discipline as tools.

Delegation: Allowing another person in the organization, commonly a

subordinate, to carry out one of the many functions of the organization. The

planning and organization may have been performed by the superior then control

is delegated to a subordinate.

Responsibility: The organizational functions assigned to a person. Often,

delegation and responsibility are linked.

Accountability: The duty owed when responsible for delegated or assigned

functions, work, and service. Accountability centers on answering to the superior

for success or failure of one’s work, or lack thereof.

Authority: The power, rights, independent judgment of any person within the

organization. The degree of authority is often linked to the degree of

accountability and responsibility one possesses.

Line and staff: These terms have a military connotation. This is consistent with

the paramilitary nature of the fire service. The terms classify the type of work or

role and its commensurate authority. Line functions often carry out the work of

the organization. Staff functions often support the line functions; the internal

customers of the organization.

Stieglitz then defines an organizational planning process: First, state the

objectives; second, understand the existing structure of the organization; third, create

the desired, perfect structure; fourth, define how the change will occur; fifth, plan to

implement the change in phases; finally, set about implementing the change.

While other texts utilize these terms, none of those reviewed except for Stieglitz


define their meaning. Without such definition their meaning is left to individual

interpretation (Stieglitz, 1972, pp.3-3 – 3-5).

Further literature suggests that often some form of this planning process is not

used when altering the structure of organizations. While this source was published

nearly forty years ago, other sources reviewed did not contain the above described

definitions and planning method. The other sources describe the necessary and usual

and customary functions used by many fire departments.

The modern workforce population can be categorized as Baby Boomers,

Generation Xers, and Millennials. The characteristics of each group may not be valued

or welcomed by the other. Many of those in the baby boomer generation are now in

supervisory positions. Baby boomers demand hard work and loyalty while challenging

themselves and their organizations to perform. Generation X, sometimes referred to as

the technology generation, comprise a large portion of the workforce. How these

members conduct business is different than the baby boomers. In the end, Generation

Xers will work hard, but, for themselves and not the organization. When the shift is over

so is their commitment to the organization. Millennials represent those members who

are entering the fire service during the past ten years. They may not embrace the

current culture and exhibit no desire to learn traditions or history. These members feel

they are in control of themselves. Rule are just guidelines and meant to be challenged

(Berardinelli, 2009). How these groups view the role of various ranks define how the

organization will operate.

Regardless of the generations involved, it is the officers who set the tone

and have either a positive or negative impact on the fire department they serve. Older


members may be rejuvenated upon promotion. Youthful members may lack experience

to filter ideas or decisions. (Cline, 2010).

According to Bill Quiseng (n.d.), a noted management expert within the hotel and

hospitality industry, information sharing is the key. Senior executives often assume mid-

level manager know their role within the organization and clearly understand how they

support the operation. By clearly defining goals for these managers they will understand

the big picture.

Each generation is attributed to one or more central influences. These influences

are the social structure that most members of the generation experienced. While not all

members of a particular generation have the same experiences and adopt the same

work ethic Marston (n.d.) states these generalities: The Matures, those born prior to

1945 value the military, its structure and values. Many matures have retired from the fire

service and no longer dominate its workforce. Boomers, also known as Baby Boomers,

were born post-World War II and up to 1964 and make up the largest segment of the

workforce. However, many Boomers are now retiring from the fire service. Gen Xers

desire to see proof of whatever is demanded or professed; tell me why I need to do this.

Gen Xers were born between 1964 and 1980. Many Gen Exers are now managers at

the senior level of the fire service. By and large, those entering the fire service now and

even those who are our first-level supervisors, the company officers, are Millennials,

those born post-1980. Many Millennials demand instant gratification, both in their

personal and professional lives. Many times this gratification is met using technology to

deliver information or items.


These generations view how success is defined, how success is achieved, how

communications is achieved both intra- and inter-generationally, and what significant

social events define all of this differently. In order to successfully define roles Marston

suggests allowing employees to set the “rules for engagement,” having the manager

adapt his or her approach to meet their vision of success, refrain from a traditional this-

is-how-we-do-things approach, use examples, be flexible and customize your approach

to message delivery, allow workers to use all the available options, focus on and

communicate that this is an organizational goal-not your personal mission, and finally,

be prepared to answer the question of why is this needed or important (n.d.).

How the next generation of the workforce perceives the previous generation, the

generation in which many supervisors and manager reside, is usually different. How

each generation expects to manage and be managed carries challenges. Previous

expectations of all groups may produce conflict. For newer generations, the use of

technology in all functions – emergency response, training, daily work, personnel and

personal matters – is expected (McLoughlin, 2010).

The presence of various generations in the workforce will challenge chief officers

to implement administrative solutions. Many chiefs have adapted to the challenge while

others have not. The various programs implemented at the Phoenix, Arizona fire

department by retired chief Alan Brunacini are a testament to how one manager can

succeed. Other fire service notables include Ronny Coleman and the late Charlie Rule.

All these chiefs implemented programs that required change within their organizations

(Cade, 2006).


The United States Fire Administration (USFA) has developed the Fire and

Emergency Services Higher Education (FESHE) program to standardize curricula and

the educational development of fire officers. Through its work the USFA has developed

the National Professional Development Model and National Professional Development

Matrix. These two documents strategically illustrate the positioning of the fire officer

within the organizational structure.

The National Professional Development Model (United States Fire

Administration, (2010) places battalion chiefs and other such ranks of shift commander

at the Fire Officer II level, described as Manager, and possibly the Fire Officer III level,

described as Administrator. The role separation between these levels focuses on to

what degree a person functions in agency operations or risk management.

The United States Fire Administration National Professional Development Matrix

details the recommended higher education coursework commensurate with the role of

the Fire Officer II and Fire Officer III (2010). These courses can be directly linked to the

job functions that a battalion chief in a given organization must perform. These courses

help to further define the role of the battalion chief.

National Fire Protection Association (NFPA) standard 1201 requires each fire

department to have a formal organizational structure (2009). Such a structure is to be

based on the size and complexity of the individual fire department.

NFPA standard 1021 defines the job performance requirements for both the Fire

Officer II and Fire Officer III. Similar to the FESHE, the NFPA defines the Fire Officer II

as being at the supervisory/managerial level while the Fire Officer II is defined as being

at the managerial/administrative level (National Fire Protection Association, 2008).


Unlike FESHE, NFPA 1021 recognizes that there is some overlap of roles between

levels.

Fire Officer IIs are involved in evaluating member performance, dealing with

allied organizations within the community, preparing project or divisional budgets and

policies, supervising multiple units at an incident scene, and managing the health and

safety of assigned members. The Fire Officer III takes on the organization-wide roles of

human resource development, expanded relations with community organizations and

other governmental organizations, expanded divisional or department-wide budget and

finance administration, evaluation of community risk and hazard prevention activities,

managing the pre-incident planning of multi-company incident operations, and

management and development of department-wide health, wellness, and safety

programs.

The most important function in defining the role of the battalion chief will be to

ensure his or her effectiveness. Prziborowski (2010) describes several factors and

qualities of an effective battalion chief. Among these include: has life experience; has

fire service experience; has education and training; exhibits command presence; is

organized and exhibits planning skills; is a good communicator, both in listening,

speaking, and writing; understands and uses the political process well, both within the

fire station and the community; customer service is practiced; likes people and shows it;

leads, mentors, and respect subordinates, superiors and peers; remains ethical and

moral; and hold him or herself and others accountable. These qualities must be

implemented before promotion and carried throughout one’s career.


Similar to the situation at the PHFPD, Farley (2007) identifies a pace of rapid

change at the Grand Chute, WI fire department. His original research identified that

leaders need to communicate why the change is needed and how it will improve not

only the organization but the member’s personal situation. This must go beyond simply

solving a problem as change may, and often does, result in disruption to the members

and the organization. When his members were disrupted, resistance to the changes

from these members was experienced. Members of the Grand Chute Fire Department

expressed support for much of the change but qualified that support with expressions of

frustration at how the changed was implemented.

Love (1999) researched the perceptions of both career and volunteer members

as it related to their interaction and support for their department’s goals and objectives.

A majority of both career and volunteer members expressed their support while also

pointing out short comings of each other’s group. He concluded that this is a definite

leadership issue. Leaders must communicate effectively with all members of the

organization, both career and volunteer, at all ranks. In this communication, well-defined

roles and responsibilities are key for each member from top to bottom of the

organization understanding and accepting the messages and directives.

Other fire departments have created battalion chief positions within their chain of

command. In doing so they have also developed a professional development plan. One

such department is the Mokena, IL Fire Protection District (MFPD). Stephen (2008)

described a demographic similar to that of the PHFPD. The MFPD is subject to a

collective bargaining agreement (CBA) that describes the requirements for promotion to

battalion chief even thought the MFPD had not yet created that rank. It had already


been determined in the CBA that there will be battalion chiefs The administrative staff

wanted to ensure that promoted battalion chiefs would be developed to succeed in the

new rank. What is not stated is what exactly will be the role of these battalion chiefs.

Parker, CO Fire Protection District has had battalion chiefs for well over a decade

when it realized they had not formalized their career development program. Minimum

educational requirements had been set but direction to achieving these requirements as

well as suggested or enhanced education and training that promoted the goals of the

organization were lacking (Baker, 2003).

Planning for the implementation of battalion chiefs within the PHFPD began in

2007. The proposal to restructure the chain of command to include battalion chiefs was

approved by the Board of Trustees at their October 2, 2008 workshop. The workshop

included a presentation by the chief officers as to why this change was necessary. The

need was defined to the board but not to the membership. Prior research by Smith

(2008) determined that of the 36 fire departments in the PHFPD mutual aid region, 86

percent of the departments had a shift commander rank that used the word “chief” such

as battalion chief, district chief, or duty chief. 61 percent of the 36 departments used the

rank of battalion chief within their chain of command and organizational chart.

A request via TRADENET on March 17, 2011 for any fire departments that used

a formal process to define the role of a battalion chief received zero responses other

than four job descriptions for the rank of battalion chief (TRADENET, 2011).

The current Position Description for Battalion Chief in the PHFPD (2010)

contains several elements including typical duties and responsibilities, essential


functions, and major areas of responsibility in addition to stating the requirements and

prerequisite training, education and experience.

Procedures

The research questions are: (1) How do non-fire service organizations define the

role of mid-level managers? (2) What is the role of a battalion chief in similar fire service

organizations? (3) How do chief officers of the PHFPD define the role of its current

battalion chiefs? (4) How do the current battalion chiefs of the PHFPD define their role?

(5) How do the company officers of the PHFPD define the role of its current battalion

chiefs? (6) How do the firefighters of the PHFPD define the role of its current battalion

chiefs?

In order to answer these questions, structured interviews were conducted with an

individual, individuals or focus group representative of the questions asked. Scripted

interviews were used to ensure consistency and were chosen to ensure adequate

details were included and the target audiences responded. All responses were recorded

on the interview form.

The term battalion chief when used within these procedures describes that rank

and position in the organization structure that is superior to the company officers but

inferior to any mid-level or senior management within the fire department. Additionally,

battalion chiefs work an assigned shift identical to the company officers and firefighters,

and perform their work from a separate vehicle. In some interviewed departments the

battalion chief position is filled by members who hold a different rank such as lieutenant.


For non-fire service organizations, a source identified during the literature review

was selected as a subject matter expert (SME). This SME is a national-level presenter

on management in the hospitality industry. The hospitality industry shares selected

common elements with the fire service, in particular the 24-hour a day nature of their

business. A second interview was attempted with local hospitality industry

representatives but these persons were not cooperative with the request. An interview

with the executive director of patient care for a local regional hospital was conducted.

This hospital was selected due to the large growth they have experienced over the past

twenty years resulting in a significant increase in their nursing workforce which is a 24-

hour a day, 365-days-a-year operation dealing with acute and emergency situations

similar to the fire service.

The sample for fire service interviews was limited to combination fire

departments with two or more stations that had planned to institute battalion chiefs

within the past five years. Of the 246 fire departments within the seven-county greater

Chicago metropolitan area, five met the criteria and were chosen for interviews. The

seven-county area was used as it allowed the author to travel to each department and

conduct the interviews. Additionally, it was felt that these departments would have

similar operations and characteristics to that of the PHFPD. The five fire departments

chosen were Mokena, Woodstock, Frankfort, Oswego, Mokena, and McHenry.

Woodstock, Frankfort and Oswego have recently instituted the battalion chiefs into their

structure when neither had the rank previously. For each department an interview was

conducted with the chief officers (fire chief and assistant or deputy chiefs). A second

interview was conducted with one or more battalion chiefs of the same department.


Mokena developed a plan to implement the battalion chief but due to the

economic downturn of 2008/2009 has placed implementation of the plan on hold.

McHenry is in the process of implementing its first battalion chiefs. In these cases the

questions in the interview are adapted to the current situation of each department.

For the four groups within the PHFPD, identical questions were asked in an effort

to gather comparative information. Single interviews were conducted with the fire chief

then the three battalion chief as a group. Three interviews were conducted with the

company officer group; one for each of the three shifts. Similarly, three interviews were

conducted with the firefighter group.

Appendices A, B, D, and E contain the interview questions used.

Results

Six research questions were asked. All six questions resulted in a series of 18

interviews with a total of 44 participants.

Question 1: How do non-fire service organizations define the role of mid-level

managers?

Two non-fire service organization leaders were interviewed. Appendix A contains

transcripts of each interview.

Interview one.

The first interview was with Mr. Bill Quiseng, a professional speaker in the

areas of customer service for the luxury resort and hotel industry. He has

received numerous industry rewards and authored several articles on the

subject. Prior to the interview, Mr. Quiseng was provided with the background


and significance of the problem statement. In turn, he provided several articles

for review as well as answered prepared questions.

Much of Mr. Quiseng’s management experience was with the Marriott

Corporation. Marriott presents its managers with a copy of the Marriott

Management Philosophy. This eleven page document details what J. Willard

Marriott, founder of the Marriott Corporation, said to his son J. W. Marriott. J.W.

took over control of the corporation from his father and this document is based on

excerpts of correspondence from the father to the son. This collection sets the

tone for performance at all levels of management. The foundational quote in this

collection from J.W. Marriott is "Take care of your people and your people will

take care of your guests." Marriott also conducts formal succession planning and

training to promote managers to more senior positions within the corporation.

Mr. Quiseng discussed how research has shown that new employees join

a company but generally leave due to the manager and not the company. To

reverse this position Mr. Quiseng discussed the book The Leadership Challenge

by Jim Kouzes and Barry Posner. In their book, they expound five principles:

model the way; inspire a shared vision; challenge the process; enable others to

act; encourage the heart. In those job descriptions that Mr. Quiseng has authored

or approved, the document is structured to incorporate the organization’s mission

and values as well as list the performance expectations for the required work. It

is through the well structured job description, a published management

philosophy that is promoted, mentoring, and succession programs that success

is achieved or unacceptable persons are removed.


Mr. Quiseng went on to state that “hotel managers understand that guest

satisfaction starts with associate satisfaction. How managers treat associates is

how associates will treat guests. To that end, the best managers are committed

to providing a positive and rewarding work environment for all its associates. It

is critical to have associates” buy in to the ‘big picture’ to gain commitment.” In

order to assess success or failure an engagement survey of hotel associates is

desirable. Through an anonymous electronic survey each associate rates on a

Likert scale whether they strongly agree or disagree with3 to 9 statements in

each of 7 major areas. The use of such an assessment can determine the

effectiveness of the manager in leading his or her area of responsibility and its

people who carry out the required task.

Mr. Quiseng opined that this problem is also a change management issue.

Contained in the material he provided pre-interview was a document from the

Harvard Business Review and a sample job description.

Harvard Business Review (HBR) Product 12599 is a collection of articles

on change management that were previously published in the HBR. The first

article, Leading Change: Why Transformation Efforts Fail is written by John P.

Kotter a retired Konosuke Matsushita Professor of Leadership at the Harvard

Business School in Boston, MA and published January 2007. Mr. Quiseng stated

he uses this article in presentations and consults.

Kotter established eight stages for implementing change and details the

actions needed and pitfalls of each of these stages. Kotter goes on to state that a

critical mistake in any phase of the organizational transformation may have a


serious impact on success and may lead to failure. Successful transformations

occur when a few senior members cause other peers and or subordinates to buy

in to the vision and plan. These converts then energize others leading to

exponential growth of the change team. Such buy-in happens when the mission’s

vision is clearly communicated. Failed transformations often have clear plans and

programs but lack vision. Communication of the vision is essential and critical.

Successes in the first few years can then decline or disappear if vision is not

maintained. Change of organizational culture often is a dynamic process over

many years. Victory is best declared when the change is referred to by the

masses as “the way we do things around here.”

In discussion with Mr. Quiseng regarding this article and the Prospect

Heights Fire Protection District (PHFPD) it appears three stages of the change

process may have not been adequately addressed: Establishing a sense of

urgency; creating a vision; communicating the vision.

Establishing a sense of urgency. Discussions with the Board of Trustees

of the PHFPD did do this but such discussions did not occur with the first-

level supervisors (the company officers) or firefighters. Perhaps more

urgency of the matter would have helped create the vision.

Creating a vision. Knowing that you need battalion chiefs and having the

Board approve such a change is not the same as creating the vision. The

vision addresses the urgency and how it will be solved or helped. Vision

communicates who will do what with what and what success should look

like.


Communicating the vision. A one-time vision statement is not enough. The

vision needs to be preached by the change leaders who make success

their business. Ongoing and charismatic communication of the vision

leads to the buy-in, organization growth, and ultimately the

institutionalization of the change as “the way we do things around here.”

Four specific questions were asked in writing prior to the interview:

1. Is there a formula within the hospitality industry for organizational

structure?

For this interview, the focus was on those hotels and resorts that

are best described as full-service luxury brands. In full-service hotels there

are three levels: Executive Committee, Department Heads, and

Supervisors. The General Manager is ultimately in charge and possesses

the ultimate authority to accept, approve, modify or reject the actions of

any other member of the Executive Committee similar to the authority and

role of a fire chief. Other members of the Executive Committee are similar

to deputy or assistant fire chiefs. The Department Head level parallels the

mid-level managers of the fire service: Battalion chiefs and bureau or

division chiefs, directors, managers, etc.. Supervisors are equivalent to the

company officer.

2. Formal or informal – How do you know when to add a mid-level manager?

There is a formal process driven by anticipated occupancy. It is

uncommon in the hospitality industry for a property to create mid-level

management positions once the property is built and opened. Since a


hotel has a set number of rooms and amenities, the management

structure is usually established prior to its opening.

3. Traditionally, what typical mid-level management positions exist in

most resorts or hotels?

Typically, there are mid-management positions for all hotel

departments: front desk, housekeeping, restaurant, catering, kitchen, and

engineering/maintenance. In resorts, there would be additional department

heads depending on the amenities offered, such as golf or ski

maintenance, golf or ski services, concierge, recreation.

4. When a position is created, how is that announcement or change

introduced to the workforce, particularly the subordinate supervisors

or managers?

The organization should not become static. In implementing a new

role, short term gains should be seen in the 12-24 month phase-in period

followed by increased productivity in subsequent years.

Mr. Quiseng supplied a number of documents which were reviewed prior to the

interview. These documents included a sample job description for an executive

housekeeper which is the mid-level manager at a major hotel property and

selected articles on change management from the Harvard Business Review.

Sample Job Description.

The sample job description is formatted with several headers. Of

significance are the following: Summary, Relationships, Property Core Values,

Essential Duties and Responsibilities, a Checklist, and Hospitality Skills. In


reviewing this document, the job descriptions of the five fire departments

previously interviewed, and the current job description of the PHFPD the

following points were raised during discussion with Mr. Quiseng:

Summary. The summary gives a clear and concise statement of the role and

responsibilities as they relate to the mission statement, vision and values of

the employer and property. General expectations are stated. The contents of

this summary are then discussed in more detail in the subsequent sections of

the document.

Relationships. The chain of command is stated here but stakeholders are also

included. If diagramed, these relations would resemble more of a wheel with

spokes and a hub or tetrahedron rather than a traditional top-down/bottom-up

organizational charge. As part of this section a statement in quotations is

made: “If you are not taking care of the Guest, you better be taking care of the

person who is” stating that mid-level managers, when not attending to guests,

are attending to staff. Discussion on this point led this author to contemplate a

brief and concise mission statement of “We respond to requests for service.

When not responding, we prepare members, equipment, and facilities to be

able to respond.” This will be added to upcoming command staff and general

membership meetings for discussion and refinement. Mr. Quiseng put forth

that the mission statement should communicate as briefly as possible what

we do, what we do it with, and for whom do we do it. Such a brief statement

when properly constructed will easily be stated and ultimately lived by the

members.


Property Core Values. These values are part of the mission and its vision.

Behaviors and performance that are not negotiable make up these values:

How guests are spoken with, social interaction with guests, and attentiveness

to the guests needs and wants are stated.

Essential Duties and Responsibilities. Many, if not all, job descriptions contain

these, as they should. However, not all job descriptions communicate rather

than simply state these items.

Checklist. The checklist set the minimum expectation for success by detailing

how the mid-level manager would achieve the relationships, property core

values, essential duties and responsibilities, and hospitality skills required.

Hospitality Skills. Six key, essential skills on how to interact and treat guests

are detailed. In the fire service, these might be described as political skills;

how to endear yourself to the citizens (not just politicians). Adaptation of

these six skills to the realm of the fire service and how citizens are

approached, dealt with and treated may have significant benefit.

Harvard Business Review.

Harvard Business Review (HBR) Product 12599 is a collection of articles

on change management that were previously published in the HBR. The first

article, Leading Change: Why Transformation Efforts Fail is written by John P.

Kotter a retired Konosuke Matsushita Professor of Leadership at the Harvard

Business School in Boston, MA and published January 2007. Kotter established

eight stages for implementing change and details the actions needed and pitfalls

of each of these stages. Kotter goes on to state that a critical mistake in any


phase of the organizational transformation may have a serious impact on

success and may lead to failure. Successful transformations occur when a few

senior members cause other peers and or subordinates to buy in to the vision

and plan. These converts then energize others leading to exponential growth of

the change team. Such buy-in happens when the mission’s vision is clearly

communicated. Failed transformations often have clear plans and program but

lack vision. Communication of the vision is essential and critical. Successes in

the first few years can then decline or disappear if vision is not maintained.

Change of organizational culture often is a dynamic process over many years.

Victory is best declared when the change is referred to by the masses as “the

way we do things around here.”

Interview two.

A second interview was conducted with the Executive Director or Patient

Care Services at a local regional hospital. This hospital was selected due to the

large growth it has experienced over the past twenty years resulting in a

significant increase in their nursing workforce which is a 24-hour a day, 365-

days-a-year operation dealing with acute and emergency situations similar to the

fire service.

Ms. Kathy Ferket is the Executive Director of Patient Care Services (PCS)

for this hospital. PCS supports the in-patient and out-patient services ensuring

flow and staffing are optimum. Each unit of the hospital has autonomy but

globally they serve a common mission. Within the Emergency Department there


has been significant change over the past five years, primarily due to the change

in the ED physical environment and establishment of a separate pediatric

emergency department. Ms. Ferket’s responses to the following four questions

are as follows:

1. Is there a formula or standard within the hospital industry for

organizational structure?

NCH uses the Donabedian framework for determining the

organization and structure of its patient care services. The Donabedian

framework uses the three dimensions of outcome, process, and structure.

This theoretical framework ensures rationale decisions and accountability

by senior or upper-level management. This structure supports their goals

and desired outcomes.

2. Formal or informal – How do you know when to add a mid-level

manager?

Using the above-mentioned framework.

3. Traditionally, what typical mid-level management positions exist in

most hospitals the size of NCH?

Patient Care Services was the only area discussed. In most of the

hospital a unit manager oversees multiple work sites. A manager of the

medical nursing unit may have patient rooms on more than one floor.

Charge nurses on each floor or wing then supervise the shift work. The

risk at these sites is relatively less than in specialty units.


In special units such as Maternity and the Emergency Department

three levels of mid-management exist: Director, Manager and Clinical

Coordinator. This structure exists due to the level of crisis and chaos that

are prone in these units. It becomes part of risk management.

The Director has overall responsibility for the department. The

manager serves under the Director and has direct input into decision-

making by the Director. In addition, the Manager receives daily updates

from the Clinical Coordinators and is responsible for the evaluation,

coaching and performance of the Clinical Coordinators. There is only one

Manager and one Director per department. There are multiple Clinical

Coordinators.

Clinical Coordinators are the highest level management position

that is staffed 24/365. At any given time during a 24-hour period a Clinical

Coordinator is in the particular department supervising the nursing staff.

Below the Clinical Coordinator are individual nurses designated as first-

level supervisors over other nurses and allied nursing staff.

3. When a position is created, how is that announcement or change

introduced to the workforce, particularly the subordinate supervisors

or managers?

Human Resources becomes involved and jointly between Patient

Care Services and HR a job description is developed and then posted.

Between the Department Director and Executive Director of Patient Care

Services the plan for the position is directly communicated to the staff.


Question 2: What is the role of a battalion chief in similar fire service

organizations?

Five fire protection districts were selected and interviews were conducted with

the chief officers of each. This resulted in a series of eight interviews with 13

participants. Two fire protections district did not have battalion chiefs available. Mokena

has not implemented its program, which will be described below, and McHenry had

implemented its program one day before the interview was conducted. The other three

fire protection districts had instituted their battalion chief program less than one year

prior to the interview. All five fire protection districts have utilized a designated company

officer as the shift commander prior to creation of the battalion chief program. From

discussions all five explained how using a person assigned to a company did not allow

them to meet their goals and manage their personnel. Appendix B contains the

transcripts of each interview. In each interview the participants were given the

background and significance of the problem statement.


Demographic

Averages Woodstock Oswego Mokena Frankfort McHenry

Interview Date 2-Aug 5-Aug 11-Aug 19-Aug 7-Sep Square miles served

56 90 66 12.5 55 58

Population reported

45,500 40,000 60,000 17,500 50,000 60,000

Number of stations

4 4 4 3 5 4

Number of full-time members

39 30 64 33 69 0

Number of part-time members

43 36 20 5 3 150

Daily staffing 16 19 18 10 18 13 Number of incidents annually

3,825 4,000 4,000 2,037 4,200 4,888

Table 1: Demographics of interviewed fire service organizations.

INTERVIEWS WITH CHIEFS

Woodstock Oswego Mokena Frankfort McHenry

1) B/C position created

7/1/2011 12/1/2010 Not Applicable

2009. Appointments

made in October 2010.

2009. Appointments

made in September

2011. 2) Why? Personnel

issues and need for mid-level management

With four stations there was too much responsibility on the HQ station company officer.

Not Applicable

FD hired consultant to evaluate FD. This was one of the recommendations.

Need for consistency.




3) How was decision made?

Through collective bargaining. Introduced by fire chief.

Through collective bargaining. Introduced by fire chief.

In his original EFO ARP, A/C Stephens described the 2008 plan to appoint B/Cs. Need was based on one company officer at each station but no on-duty senior officer to manage and lead all three officers.

Union agreed to promotional process and rank. Fire Chief and Assistant Chief wanted B/Cs and not captains to make it clear B/C was part of management and excluded from bargaining unit.

Part of the discussion that involved the chief’s hiring.

4) Promotional process used:

Currently, appointment by fire chief. Will be tested next year.

Appointment by fire chief. Fire Chief and Assistant Chief reported "they just knew" who they wanted.

Current collective bargaining agreement details process once decision is made to implement B/C.

Members were mentored for nearly one year before test. Mentor was source trusted by both staff and line members.

Tested by Board of Fire Commissioners

5) Past practice:

Appointed company officer assigned to HQ fire company, not command vehicle.

Appointed company officer assigned to HQ fire company, not command vehicle.

Assistant Chief working days continues to manage company officers.

Assistant Chief of Operations managed all 15 company officers.

22 part time officers covered each day's two, 12-hour shifts.




6) Supporting documents

Job description

Job description

EFO ARP used in literature review. A/C states there was analysis to support need but that it was not contained in the FDs long range plan.

Job description Job description

7) Integration and acceptance:

Good with chiefs, mixed with company officers, and good with firefighters.

Good. A few company officers felt they should have been appointed but now it seems all understand vision of fire chief.

While collective bargaining agreement contains plan, lieutenants currently enjoy freedoms and less accountability and direct supervision than if a B/C were present.

Good. The few issues that arose were quickly resolved.

2 years worth of discussions at officer meetings leading up to this.

8) Performance versus expectation:

Good. At one-month it appears B/Cs are taking ownership.

Excellent. Current system working. A second assistant chief was appointed 30 days ago to do on 40-hour week what 24-hour B/Cs would do. This is viewed as a temporary measure.

Excellent. The correct persons were selected.

Not applicable




9) Learning curve:

Too soon to tell but anticipated.

For Fire Chief, Assistant Chief, and all three B/Cs they had to each figure out who would handle what details.

Not Applicable

If the chiefs could, they would have implemented the process 6-12 months sooner.

Many changes anticipated.

10) Strengths Fixed management, span of control, accountability.

Continuity and normalcy of operations.

With B/C shifts will be more standardized and ICS use improve.

3 B/Cs and letting them define their role; Mentoring program; B/Cs change shift one hour prior to companies.

Day to day consistency.

11) Weaknesses

Currently, appointment by fire chief. Will be tested next year.

None reported.

Current lack of management on nights and weekends. Each company officer interprets daily plans differently.

A few old part time members resigned due to changes.

Lack of experience by both BCs, both full time FF and BC experience.

12) Opportunities

First taken was Union agreeing to allow temporary appointments.

Improve level of administrative support to B/Cs.

To implement B/Cs when economy improves revenues.

Using mentors; Establish captains to assist B/Cs; B/Cs to begin to mentor next generation; Using Blue Card and State Fire Academy's Fireground Company Officer program.

Not applicable




13) Threats Next year's testing process could result in starting over with three new B/Cs.

Collective bargaining agreement. Eventually, Union may not want Fire Chief to make appointments and invoke state law requiring testing.

None. Perhaps in future, complacency.

None perceived by either chief.

Table 2: Responses of interviewed chief officers.


INTERVIEWS WITH B/C

Woodstock Oswego Frankfort


Good. Role has not changed much but now feel better able to carry out duties. In past, part-time officers had been resistant to full-time officers.

Very well. Shifts had idea of who B/Cs would be before announcement.

Good. Chief has made a clear vision of the program and his expectations. Good relations with subordinates on Day 1. Mentoring program key.


Increased mobility resulting in increased contact with other officers.

Chief has indicated he is happy with performance.

The liaison by B/C between company officers and administration is key. 80% of issues are personalities or personnel.

3) Learning curve:

Significant due to no previous model.

Had to learn to step back and work through company officers.

Mentoring, as mentioned. Apprehension of unknown. Learning to work through lieutenants.

4) Strengths All officers are now full-time versus part-time

B/C serves as buffer between Fire Chief/Assistant Chief and companies.

3 B/Cs rewritten all fireground SOPs. Early shift change and Blue Card. Better communication.

5) Weaknesses No previous B/C as mentor or template.

None reported. None. Early start has all 3 B/Cs talking together as one FD.

6) Opportunities

Next year's promotional exam.

Being the B/C versus the company officer who is in charge.

Added administrative load possible. Using open-door policy with chiefs. Eat meals at all 5 stations, not just HQ.

7) Threats Loss of third ambulance which was necessary to place B/C in command car.

None reported. That companies may "shut up" when B/C enters room.

Table 3: Responses of interviewed battalion chiefs.



Summary of Responses

1) B/C position created

Positions were created 12 to 36 month prior to this research being conducted. In most cases, the actual promotions occurred one day to one year prior to the interview.

2) Why? All stated a need to manage personnel matters and provide consistency on a day-to-day basis.

3) How was decision made?

Need identified by fire chief was present during collective bargaining with four of the five interviewed departments. In these four cases, the Union agreed to the need. In the fifth case, no bargaining agreement existed resulting in a unilateral decision by the fire chief. In all cases, the governing body of each fire protection district - its Board of Trustees - agreed to the concept prior to collective bargaining. One fire protection district has used a consultant to substantiate its need. One fire protection district used its long-range planning process to determine the need.

4) Promotional process used:

Two FPDs allow the fire chief to select and place the battalion chiefs. Three FPDs use a testing process to select those appointed. One of the FPDs that allows the fire chief to select and appoint will be switching to a testing process in the future.

5) Past practice: Past practice varied. Two FPDs used a company officer assigned to the headquarters fire station to manage the shift. Two FPDs used an Assistant Chief working a day shift to manage the shift; one FPD remains doing so. Two FPDs used part-time company officers assigned to a command vehicle to manage the shift; one did this before switching to the use of a designated company officer.

6) Supporting documents

All supplied a copy of the job description. An analysis of the elements or sections of each job description is contained in a separate table.


The three FPDs with instituted battalion chiefs reported good integration and acceptance of individual battalion chiefs as well as the battalion chief program. All report issues that have arose and have been dealt with positively.


The three FPDs with instituted battalion chiefs reported that performance is meeting expectations. This was both the chief officers as well as the battalion chiefs themselves.

9) Learning curve: A learning curve is being experienced in all organizations. One FD reported they believe they should have instituted the program six to 12 months sooner. One reported that that the biggest challenges was the division of labor (work, not people) and which chief would handle what duties.

10) Strengths All reported the strength of day to day standardization, consistency, and continuity of operations. Other strengths included allowing battalion chiefs to define the details of their roles, having battalion chiefs change shift one hour earlier than balance of shift, and increased accountability.

11) Weaknesses Reported weaknesses varied from lack of experience at the battalion chief and organizational levels, that currently appointed battalion chiefs could be replaced in the future if collective bargaining removed the fire chief's appointments, and resistance to change from older, part-time members.




12) Opportunities Many expressed the opportunities taken such as winning Union approval via the collective bargaining process to appoint battalion chiefs. The desire to establishing a formal mentoring program for future battalion chiefs and company officers. The ability to expand the role of the battalion chief into the administration and operation of the fire department's major functions such as health and wellness, training, special operations, EMS, fire prevention and public education.

13) Threats Two FPDs reported that the collective bargaining process and how future negotiations might change the process for selection and appointment of battalion chiefs as a threat. One reported possible complacency with the position and structure. Two FPDs could not identify any immediate threats.

Table 4: Summary of responses of interviewed chief officers.


INTERVIEWS WITH B/C



All three report good acceptance by all levels of the chain of command. One reports it is easier to carry out duties when not part of a company. One reports that the shifts knew who the battalion chiefs would be and therefore were accustomed to their management style. One reported that due to the formal mentoring that had occurred all levels knew what the battalion would be responsible for and what duties he would carry out.


One reported the increased mobility improved contact with subordinates. Two reported that their interaction with the fire chief and assistant chief were very good and key to their success.

3) Learning curve: All three reported there was a learning curve due to no previous battalion chief charting the path. One that had a formal pre-promotion mentoring program had less of a learning curve. Apprehension and/or fear of the unknown was reported by all three.

4) Strengths All reported that the battalion serves as the layer between the chiefs and shifts, serves as buffer. All reported that a full-time, dedicated battalion chief, not a designated officer on a company, is a more effective role. One reported that the rewriting of all fireground SOPs by the three battalion chiefs has improved department operations and implemented standardization.

5) Weaknesses None reported although one mentioned the lack of a mentor as a need in the future.

6) Opportunities Increase administrative work load on battalions, being in rank as battalion versus company officer. One FPD reported that next year's promotional exam was a personal opportunity. One department battalion chief reported that rotating meals between stations and maintaining the open door policy was essential.

7) Threats One FPD had to reduce the number of staffed ambulances by one. One battalion chief mentioned that now members "shut up" on occasion when he enters a room.

Table 5: Summary of responses of interviewed battalion chiefs.


Job Description Element Averages Woodstock Oswego Frankfort McHenry Nature 4

X (combined) X X X

Duties 3 X X Distinctive Features 1 X Illustrative Examples 2 X X Knowledge, Skills, and Abilities

3 X (combined)

X X

Education and Experience Required

3 X X

Physical and Mental Requirements

1 X

Work Environment 1 X

Table 6: Major elements or sections of interviewees’ job description.

Complete job descriptions for the above four fire protection districts are located in

Appendix C.

Question 3: How do chief officers of the PHFPD define the role of its current

battalion chiefs?

and

Question 4: How do the current battalion chiefs of the PHFPD define their role?

On September 15, 2011 at 15:30 hours an interview with Donald R. Gould,

Jr., fire chief of the PHFPD was conducted in his office. Chief Gould has been a

member of the PHFPD since 1968 and has served as fire chief since 1988. He is

a graduate of the Oklahoma State University School of Fire Protection and holds

numerous Office of the (IL) State Fire Marshal certifications including Fire Officer

III (NFPA 1021 Fire Officer 4) and Instructor IV.

On September 21, 2011 at 11:00 hours an interview with Battalion Chiefs

Robert Pyzyna, Mark Oeltgen and Alan Grzeslo of the PHFPD was conducted in


the headquarters fire station conference room. Battalion Chief Grzeslo was

unable to complete the interview due to an emergency incident that required his

response. On September 27, 2011 at 15:30 hours Battalion Chief Grzeslo was

asked to provide any additional responses he desired to those of the other two

battalion chiefs.

Below is a summary of both interviews presented side by side to facilitate

comparison. Appendix D contains complete transcripts of each interview.

INTERVIEWS WITH FIREFIGHTERS

Fire Chief Battalion Chief

1) What is the role of the BC?

Upper management, initial IC, run day to day operations of FD. Serve as stop-gap between labor and management.

Overall day to day operation of assigned shift. Responsible party and facilitator. IC. Leads shift without micromanaging.

2) Who do the BCs directly supervise?

Lieutenants, but in PHFPD currently they also supervise the acting officers and firefighters due to the lack of lieutenants.

Should be just lieutenant or acting officer but sometimes must be line firefighters.

3) Who do the BCs indirectly supervise?

See above response. Those firefighters under supervision of a lieutenant or acting officer.

4) Divide up their day into tasks Administrative 25% 45% Supervision of

personnel 25% 20%

Training 30% 25% Incident Response 20% 10%

Other: 0% 0% 5) With regard to administrative tasks, what activities are involved and when should these be completed?

Run shift, develop manpower roster and schedule and time off requests, review all reports, serve as IC, and perform divisional work.

Schedule, first 1-2 hours of shift management (staffing, planning, etc.). Communicate day’s plan to shift.




6) With regard to supervisory tasks, what activities are involved and when should these be completed?

Currently this line is blurred according to the fire chief due to the responses given above.

Laying out day’s plan to lieutenant. Discipline. Keep lieutenant informed. Accountability and scheduling of day’s activities.

7) With regard to training, what types of training does the BC need to conduct, observe, and delegate?

Multi-company drills, special operations, anything with MABAS and NIPSTA (regional mutual aid program and regional fire academy), training outside of fire station or with neighboring FDs.

Lieutenant should conduct most training. Observe as much as possible to evaluate personnel. One BC feels he needs a high level of participation due to (lack of) experience level and need to meet standards. Personally conduct SOP/SOG implementation.

8) What is the role of the BC on various incidents: Code 1

Stage with companies when told to stage for police, unusual circumstances, accidents.

See the big picture, deal with family, liaison as needed. Ensure quality of care. Safety officer at transportation incidents.

Code 2 Car fires Scene safety and support at car fires. Code 3 IC IC at command vehicle Code 4 Stay IC with command team at

command post Remain IC. One BC feels he should move to a forward position to better use the strengths of each member on his shift.

9) When does the BC become involved with issue with firefighters?

Matters of disciple and safety. All other times, work through lieutenant.

When issue is brought to BC’s attention. When lieutenant cannot solve.

10) What tasks or behaviors would best be performed by a deputy chief versus a BC?

Policy and budget. Organizational goals and planning versus day to day.

11) What tasks or behaviors would best be performed by a company officer versus a BC?

Anything done at the company level should be run by the lieutenant.

Tactical decisions on fireground. Riding assignments: BC assigns members to companies then LT decides who drives, etc. Station and shift management. Assign each lieutenant a divisional responsibility such as hose, station supplies, etc.




12) What tasks or behaviors are best performed by a BC versus a DC or CO?

Day to day stuff such as schedule, problems and issues.

Holding company officers accountable. Overall organization and direction of shift. Management of divisions.

13) How could the BC role best be improved?

Add enough first-level supervisors to manage span of control.

Clarification of the roles of each deputy chief. Better understanding of budget. More advanced scheduling of shift personnel: Get schedule out 30 days in advance versus only 1-5 days ahead of month. Increase number of first level supervisors (lieutenants). Be on same page as fire chief and deputy chiefs/reduce tunnel vision.

14) Strengths of the program

Having the BC versus having the Fire Chief and Deputy Chiefs trying to manage the FD and the shift. Having that layer between management and labor.

Most things are funneled through BCs. Strong group of BCs. Continuity of shifts enhanced. Chiefs empower BCs to runs shifts as they see fit.

15) Weaknesses of the program

Not enough first-level supervisors, the lieutenants. The BC has to wear too many hats. Many acting officers lack experience.

Communication top down. No acting BC or backfilled BC program. Chain of command: Old ways versus using BCs (bottom up flow). No enhanced or ongoing training for BCs.

16) Opportunities to take

Upcoming lieutenant’s exam will allow for promotions and the streamlining of the chain of command and defining roles.

Involve BCs with other towns as backup to their BC. Stay current on new trends and practices.

17) Threats, if any? Changes to the current Board of Trustees. A perception that there are too many managers at the FD. A lack of understanding on how the FD operates and span of control.

None other than circumvention of chain of command by firefighters/company officers.

Table 7: Responses of interviewed PHFPD chief officers.

Question 5: How do the company officers of the PHFPD define the role of its

current battalion chiefs?

All six lieutenants of the PHFPD were interviewed apart from their subordinates

and superiors. Lieutenants were interviewed on their respective shift. Appendix D does


not contain complete transcripts of each interview as that information is contained

below. Lieutenant interviews were more brief and had fewer comments or responses

than the other interviews. Station 9 is located at 10 E. Camp McDonald Road. Station

39 is located at 1275 S. Wolf Road. Both stations are in the city of Prospect Heights, IL.

INTERVIEWS WITH LIEUTENANTS

Black Shift Red Shift Gold Shift

Lieutenants participating

Lt. Siwik Lt. Murray Lt. Lahey Lt. Olsen Lt. Szczech Lt. Dorsey

Date, Time, and Location of Interview

09-29-2011 1430 hours

Station 9

09-30-2011 1500 hours

Station 9

09-21-2011 1530 hours Station 39

10-01-2011 1000 hours

Station 9

09-23-2011 1600 hours Station 39

09-26-2011 2030 hours

Station 9 1) What is the role of the BC?

Fireground critical decision maker. Overall person in charge of duties on shift. Provides accountability.

Holds shift together, sets tone, provides consistency, solved shift's problems. Does not run the companies.

Runs the day to day functions of the FD. Coordinator of shift. Plans and designates manpower.


Lieutenants Lieutenants and acting officers

All on duty members. Lieutenants.


Senior firefighter Firefighters. BC should not be dealing with FFs. Less socializing with FFs.

Fire prevention bureau. Firefighters.

4) Divide up their day into tasks Administrative 40% 45% 60% Supervision of

personnel 10% 15% 20%

Training 25% 30% 10% Incident

Response 25% 10% 10%

Other: 0% 0% 0% 5) With regard to administrative tasks, what activities are involved and when should these be completed?

Divisional work. Relaying information from chiefs to shift members. Scheduling, payroll, public education.

Payroll, reports, reviewing paperwork. Dealing with politics of fire district members and staff. Supporting shift needs. Buffer between shift and chiefs. Evaluate acting officers. Briefs shift.

Vehicle maintenance, Station management, fire prevention, divisional or project work. Paperwork and report review. Accountability. Rules and regulations. Agenda from chiefs.





Mostly observe shift. Hard to stay involved in day to day activities without micromanaging. Should not have to be involved in day to day operations.

Very little involvement. Just deals with company officers. Has faith in LT or acting officer to get work done. Is more seen and not heard.

Discipline and staff briefings. Delegating tasks to LTs.


Any training event BC wants to conduct. Policies, new procedures should be a priority for BC. Skills should be left to lieutenants. Observe then critique LT afterwards.

Delegates and observes. BC should be good at all skills so he can ask subordinate to perform them. This goes to his credibility. Only delivers/instructor on policy & SOP/SOGs.

Delegate company level drills to company officers. Teach overall functions of companies. New policies and procedures.

8) What is the role of the BC on various incidents: Code 1 IC at transportation-

related incidents. Safety at psych and carbon monoxide calls. DOA.

Keeps call on track, IC at entrapments. At full arrest deals with scene. When BC arrives members want to know why he is there; confused if he does not take command. Most EMS calls should not require a BC.

General oversight. at transportation-related incidents LT conducts operations and BC works at overall level, not task level.

Code 2 Safety at car fires Safety at car fire. Oversee. No reason for BC.

Code 3 IC IC IC Code 4 Remains IC Relieved by fire chief or

deputy chief and is assigned a sector.

IC then maybe reassigned sector once fire chief or deputy chief on scene.


Disciplinary matters. When LT cannot handle. Depends on severity of matter.

When LT cannot handle matter. Always involved in disciple but follows chain of command in both directions.

When LT asks or is not being addressed by the LT. If BC is only witness he handles.





Operations. Pass responsibilities down. Maintain current structure. Liaison to outside agencies.

Serious discipline. Manages BCs. Due to smaller size of FD most operations and administration issues are handled at DC level.

Anything that relates to operation of FD, budget, administration, meeting with other FDs. MABAS, big picture issues.


Run shift. BC passes jobs to LT. LT to assign riding positions. Supervising daily work.

Coaches firefighters. Projects within divisions such as hose, small tools, etc. Handling station operations and riding assignments.

Operations at stations and training companies.


Relay info from deputy chief. Very little hands on. BC not fully an administrator.

Paperwork, IC. Uses roll call as training opportunity. Division assignments. Assigning members to stations then letting LT make riding assignments.

Overall daily operations.


Be open to changes needed. Discuss issues with BCs and chiefs. Less micromanagement. Too concerned with project details versus goals.

For current BCs to observe an experienced BC at another FD. Can't add more incidents that require a BC so this is impossible to solve.

Don't micromanage. Get everyone on same page. Empower BCs more.


Knowing we have a BC as IC. Having layer between LT and deputy chiefs. Training program.

Opportunity to be the BC. Command structure at incidents. Security and safety of BCs eyes at incidents.

Extra person to run scene. Allows LT to manage crews versus scene. Having BC as IC.


Micromanagement. Low incident volume prevent development of IC.

No mentoring prior to promotion. Inconsistency among 3 BCs and not backfilling when BC is off.

Lack of calls. Not backfilling BC position when BC is off.

16)

Opportunities to take

Have one BC handle the whole scheduling process. Have BCs ride-along at another FD.

Embrace the position. That our BC program is new and can be molded. That Deputy Chief recognizes this issue.

Allows more flexibility with staffing to ensure whole district is covered.




17) Threats, if any?

None other than budget. Full time labor force: Unionization. Driving wedge between full time and part time members. Same as weakness above.

Micromanagement. Not backfilling BC position when BC is off.

Table 8: Responses of interviewed PHFPD company officers.




Manages and coordinates the day to day operations of shift providing consistency. Delegates manpower assignments to stations. Allows LTs to run the companies. Solves shift's problems. Critical decision makers. Ensures accountability.


Lieutenants and acting officers.


All on duty firefighters of the shift.

4) Divide up their day into tasks Administrative 48% Supervision of

personnel 15%

Training 22% Incident Response 15%

Other: 0% 5) With regard to administrative tasks, what activities are involved and when should these be completed?

Relaying information from chiefs and serving as layer between management and labor. Review of payroll and reports. Scheduling. Evaluation of officers. Divisional assignments such as vehicle maintenance, special operations, communications, etc.


Mostly observe: Seen and not heard after AM briefing or roll call. Only deals with company officers. Has faith in company officers to get the job done. Uses delegation with company officers. Should not be involved in the tasks of day to day operations.


Policy, procedure and guideline implementation or review should be conducted by BC. Most all other drills and training should be delegated to the company officer. BC may observe company drills but does not intercede; coaches company officer after drill.




8) What is the role of the BC on various incidents: Code 1 Medical calls: No need for BC. Transportation incidents: Safety or IC

depending on severity. Does not operate at task level. Code 2 Safety at car fires Code 3 IC Code 4 Remains IC supported by fire chief or deputy chief.


Disciplinary matters following chain of command and policy.


Operations and administrative matters. DC may assign certain ops or admin tasks to a particular BC.


Run the shift and supervise the work of the firefighters. This includes making riding assignments. Skill drills are a job of the LT.


Briefing LT and shift. Relaying information between shift and chiefs. Reviewing all reports, paperwork and payroll. Managing the daily operations of the shift.


Less micromanagement. Have our BCs observe the BC at another FD. Empower BCs more. Get all three BCs on the same page.


Having the BC as IC. Having this layer between the chiefs and LTs. Improved safety.


Micromanagement. Low incident volume. No mentoring program. Inconsistency among the three BCs.


The position is new and can be molded. That a Deputy Chief recognizes a problem with the program. Improved staffing flexibility. Have BCs ride-along at another FD with their BC.

17) Threats, if any? Full time labor force contemplating unionization. Wedge between full time and part time members. Micromanagement. Not backfilling the BC position when a BC takes a day off. No mentoring program.

Table 9: Summary of responses of interviewed PHFPD company officers.


Question 6:How do the firefighters of the PHFPD define the role of its current

battalion chiefs?

One interview was conducted on each of the three shifts. All on-duty firefighters

participated. The appendix does not contain a transcripts of each interview. Those

details are contained below.



# Firefighters participating in interview

7 7 8


Responsible for all operations of FD on their shift including problem and incidents; follows chain of command and delegates to company officers.

Management, chief level. Manage people and calls. Shift command. Day to day organization of shift.

Manage versus supervise. BC is backbone of shift.


Company officers, the lieutenants

Company officers Company officers who are lieutenants


Everyone on the shift Firefighters All companies. Should not micromanagement.

4) Divide up their day into tasks Administrative 50% 50% 60% Supervision of

personnel 20% 10% 10%

Training 20% 10% 10% Incident Response 10% 5% 10%

Other: 0% 25% 10% 5) With regard to administrative tasks, what activities are involved and when should these be completed?

Schedule, payroll, projects and areas of responsibility

Schedule, time off requests, trades. Liaison to chiefs, other shifts, outside agencies. Works with chiefs. Meets with administration.

Manpower, scheduling, time off requests, projects, setting priorities, paperwork, reviewing EMS and fire reports, payroll.





Dealing with company officers, discipline, delegating tasks to company officers. BC should be able to fill in any position on a company.

Makes sure members report on time, delegates training and tasks to company officers. Knows strengths and weaknesses of individual firefighters.

Battalion chief should be involved in immediate issues that are safety related. All other matters should work through chain of command using lieutenants. A morning roll call should be standard.


Multi-company drills and not skills such as hose and ladder evolutions. Ensure minimum standards are met.

Validates abilities of drivers and officers assigned to his shift. Leads multi-company drills. May observe but does not conduct hands-on drills such as hose and ladders.

Involves multi-company drills, when there is risk, when a safety officer is needed. Drills conducted outside, off fire district property. Sometimes should observe then coach or mentor lieutenants later versus lead drill. Evaluate lieutenants competency as leader and instructor.

8) What is the role of the BC on various incidents: Code 1 Safety at car crash,

hazards exist. Let company officer handle scene.

No patient care. May give friendly reminders. Needs to work through company officer. Worry about family and safety.

Observe versus act. Do not micromanage. Should not be in back of ambulance. On full arrest, deal with family and scene; not directing patient care. On auto accident let lieutenant manage company and serve as safety officer and resource manager.

Code 2 Safety at car fire. Investigate trouble alarms versus engine.

Basically just car fires. Look out for scene safety.

Car fires and unusual situations serve as safety officer.

Code 3 IC IC IC




Code 4 Stays IC at command post

Remains IC and is backed up by Fire Chief or Deputy Chief. Insures scene stability.

Remains IC to ensure accountability and continuity.


Serious or egregious issues. When there needs to be discipline. When LT can't handle matter. When LT requests BC's involvement.

Personnel problems, formal discipline. Immediate safety issues. Mentors members.

When LT brings BC issues. If BC observed issue, address it to LT unless it is serious and he is only witness and in these cases include LT in actions.


Policy development. Budget. Major purchases. Big picture stuff.

Policy and procedure development. Punishment. Union issues (No current CBA at PHFPD).

No answer given.


Tasks performed by the company. Issues with vehicles and equipment. Basic skills training. Vehicle repairs. Station maintenance.

Running with company. Dealing with firehouse problems that do not require formal action. Almost all issues should be handled by the Daily duties.

Day to day tasks such as drills, housework. Rig assignments such as who drives and who is backstep. Manage shift's time. Give LT tasks and goals for day and let LT get it done.


Holding LT accountable for day's work. Benchmarking day with LT. Holding briefing with LT that involves two-way communications.

Schedule but not riding assignments. Liaison between company and chiefs and outside agencies.

Daily manpower and staffing but not riding positions. Conduct daily roll call. Serve as IC at incident. Letting lieutenant know when goals are not being met.





Have lieutenants on all shifts and companies at all stations.

Get all BCs on same page with same message. BCs need to back off and be less hands on and less involved with the company. Keep personal opinions about others to self.

To not have the BC interact with the shift after about 10:30 hours unless it is an incident, meal time, or special circumstance.


Having the mid-level managers. An on-duty IC. Having Fire Chief and Deputy Chiefs support the BC nights and weekends. Safety eyes (BC looking out).

BC keeps Fire Chiefs and Deputy Chief out of day to day management of the shift. Always having an IC. Having structure like neighboring FDs.

Resources of BC, support from administration and BC. Company officer does not have to be IC.


Too much hands-on participation by BCs

BCs sweat the small stuff. Two-way lack of trust. Micromanagement of companies. FFs feel BCs are scared of chiefs, that chiefs will disciple BCs for not meeting expectations. PHFPD at disadvantage due to its size: fewer call and fewer stations equals less typical work of a BC. Having permanent acting officers may have created irreparable damage due to formed habits.

Loss of firefighter from a company. (When BC position was created one daily position was reassigned from a company.) Personalities.


Acting LT and acting BC programs needed. Have BCs ride-along with experienced BCs at other FDs.

Peer evaluation of organization. Training for BCs. Ride-alongs at other FDs with BCs.

Officer development and mentoring should and needs to occur. Hold tabletops and tactics discussions with officers. Set and communicate with lieutenant benchmarks that are met or need to be met versus telling task detail.





That all three BCs appear to be in competition with one another.

Not replacing BC when BC is off. If BC is not needed every day will Board of Trustees keep position?

Who will replace BC if one retires, resigns, etc.

Table 10: Responses of interviewed PHFPD firefighters.




# Firefighters participating in interview

Average of 7.33


Manage versus supervise all day to day operations of the fire district that occur on their shift following the chain of command.


The company officer who is the lieutenant.


The company members who are firefighters.

4) Divide up their day into tasks: AVERAGES Administrative 53%

Supervision of personnel 13% Training 13%

Incident Response 8% Other: 12%

5) With regard to administrative tasks, what activities are involved and when should these be completed?

Schedule, payroll, time off requests, projects, review of reports and paperwork, Liaison between chiefs and shift, other shifts, and outside agencies. Carries out projects related to divisional responsibilities.


Discipline. Delegation of task and goals to LTs. Know positions and strengths and weaknesses of each assigned firefighter. Use chain of command. Conducts morning roll call each shift.


Conducts multi-company drills, not skills such as hose and ladder minimum standards which are delegated to LTs. May observe other drills but does not get involved. Ensures minimum standards are met by mentoring and coaching LTs on instructor and leadership skills. Serves as safety officer as needed. Accompanies companies when drilling off fire district property.

8) What is the role of the BC on various incidents: Code 1 Medical call: Observe versus act or micromanage. Auto Accident: Safety

officer role. Allows LT to manage scene. Extrication: IC. Full arrest: Scene but not patient management, liaison to family.

Code 2 Safety officer at car fire or unusual circumstances. All other Code 2s should not require a BC.

Code 3 IC Code 4 Sustained IC supported by fire chief or deputy chief and ensuring

accountability.


Serious issues. When there will be formal discipline. When LT cannot handle matter or asks BC for assistance. Use chain of command.





Policy and procedure development. Big picture planning and operations.


Assigning company riding positions. Performing tasks with company. Housekeeping and maintaining vehicle and equipment. Conducting basic skills training. Most all issues of the company should be handled by the LT.


Holding LT accountable for daily assignments and company behavior. Scheduling but not riding assignment. Liaison between chiefs and companies. Conducting daily roll call. Serving as incident commander.


Have lieutenants on all shifts and companies at all stations. Get all BCs on same page with same message. BCs need to back off and be less hands on and less involved with the company. Do not have the BC interact with the shift after about 10:30 hours unless it is an incident, meal time, or special circumstance.


Having the mid-level managers. An on-duty IC. Having Fire Chief and Deputy Chiefs support the BC nights and weekends. Safety eyes (BC looking out). BC keeps Fire Chiefs and Deputy Chief out of day to day management of the shift.


BCs sweat the small stuff. Two-way lack of trust. Micromanagement of companies. Too much hands-on participation by BCs. FFs feel BCs are scared of chiefs, that chiefs will disciple BCs for not meeting expectations. PHFPD at disadvantage due to its size: fewer call and fewer stations equals less typical work of a BC. Having permanent acting officers may have created irreparable damage due to formed habits.

16) Opportunities to take Acting LT and acting BC programs needed. Have BCs ride-along with experienced BCs at other FDs. Peer evaluation of organization.

17) Threats, if any? Not replacing BC when BC is off. If BC is not needed every day will Board of Trustees keep position? Who will replace BC if one retires, resigns, etc. That all three BCs appear to be in competition with one another.

Table 11: Summary of responses of interviewed PHFPD firefighters.

The responses to the interview questions three, four, five, and six contained in

the above tables to do not lend themselves to tabulation of their collective results.

Comparison to one another will be contained in the discussion section.


Discussion

The purpose of this paper is to define the role of the battalion chief within the

PHFPD. A search of available literature did not produce any document that had a direct

correlation to this topic. The literature review raised four pertinent and related issues

involved with defining the role of the battalion chief: How other fire departments

managed organizational change; how published textbooks and journal articles address

the subject of management structure; workforce generational issues; and the role of

formal education in establishing job roles. Of significance, and directly related to the

Executive Fire Officer Executive Development curriculum is the issue of adaptive

challenges, or change management. This issue is as much one of change management

as it is one of structure and definition of the tasks performed.

The 2009 transition of the captains to battalion chief and from riding on a

company to operating from the command vehicle was a significant change for not only

these three persons but the PHFPD as well. Even though this promotion did not result in

any change in job description, the job did change. Badges and helmets changed from

silver and red to gold and white. More fundamentally, the battalion chief now operated

apart from any company. The fire chief and deputy chiefs believed the change was

necessary to ensure adequate, timely and accountable management of the personnel,

daily functions and incident responses. The impact of the change was not fully

recognized at implementation. The superior/subordinate relationship had changed.

Captains no longer indirectly supervised other lieutenants. Battalion chiefs were now

directly supervising lieutenants and how those lieutenants conducted, or did not


conduct, their duties or carried out operations were affected by the battalion chief. All

levels of the organization were impacted by the change, some more than others. Similar

to the situation at the PHFPD, other fire departments have experienced change

management issues with restructuring (Farley 2007, Love 1999). While there was

planning for the change within the PHFPD, the change was not managed at all levels.

Many fire service management text reference the battalion chief or shift

commander role referencing several variations of the title or rank (Freeman 2002,

Carter, H.R. & Rausch, E., 2008,). These texts generally describe the battalion chief as

a senior officer superior to company officers and one who manages multiple companies

and stations. However, most do not expand on the role. In the literature review, rarely

was more than one page dedicated to this essential and vital role. International Fire

Service Training Association (IFSTA) manual Fire and Emergency Services Chief

Officer, Second Edition, and Fire and Emergency Services Company Officer, Fourth

Edition address the first-level supervisor and upper-level manager without deeply

addressing the role of the battalion chief. Neither of these manual were included in the

literature review due to their lack of pertinent information. While the company officer

may be the most vital role in the view of many fire service leaders, the battalion chief is

the glue that holds together a shift of multiple companies.

While Section Four of the CFAI Fire & Emergency Service Self-Assessment

Manual(2009) lists criterion for the organization of a fire department and the CPSE

includes battalion chiefs in its definition of a chief officer (n.d.) it does not require a more

detailed qualification job analysis other than adherence to the NFPA 1021 (2008)

standard. The use of a thorough job analysis will help to define performance


expectation. (Endicott 2002, Carter and Rausch 2008, Williams, DuBrin, & Sisk 1985).

Of significant importance is a common understanding of terminology to be used when

analyzing and defining organizational structures. Chapter Three of the Handbook of

Modern Personnel Administration (Stieglitz, 1972) was the only management text of the

literature review that defined all the applicable term, terms used with regularity in

various fire service and non-fire service management texts including those cited above.

While Stieglitz’s work is nearly 40 years old it remains relevant in a discussion such as

this. Central to meeting CFAI (2009) criteria would be a good understanding of these

terms and their application to organizational structure.

Implementing a level of management not used before is a significant organization

change. One factor in such change management is the paradigm of its workers based

on their generation. Marston (n.d.) states some generalities regarding four common

generations within the fire service. These groups, the Matures, Boomers, Gen Xers, and

Millennials all play a role in the change process. For the PHFPD it is important to

recognize that the senior management, the fire chief, deputy chief and battalion chiefs

are primarily Boomers while the company officers are all Gen Xers and much of the

firefighters are Millennials. Three very different groups with differing values, work ethics,

experiences, and expectations. One is not necessarily better than the other, just

different and this will challenge the battalion chiefs in carrying out their duties. Outside

the PHFPD it appears many but not all chiefs have succeeded at the challenge. (Cade,

2006).

Prziborowski (2010) describes several factors and qualities of an effective

battalion chief. His presentation on the subject at national and regional fire service


conferences seek to assist with this task. This seems like good and reliable advice but

is generic in its approach of the subject; it is not specific to the PHFPD or any

organization other than perhaps his own. In preparation for the role of battalion chief,

formal education, both from certification programs and higher education, are essential.

The USFA (2010) FESHE program contains standardized curricula for the educational

development of fire officers. NFPA standard 1021 (2008) defines the job performance

requirements for both the Fire Officer II and Fire Officer III and the PHFPD requires

state certification of this knowledge, skill and ability. The most important function in

defining the role of the battalion chief will be to ensure his or her effectiveness. Perhaps

the PHFPD has not been as diligent as it should have been to meet this need? Exactly

what is the battalion chief going to be doing and how will education play a role in

success? Can an organization define a role or rank based solely on the recognition of a

single standardized educational format without a needs analysis or other formal

planning?

Having a philosophical vision may be essential to the definition of any role within

an organization. This paper’s research determined that such a philosophy, when written

down and communicated to new employees is vital. The Marriott Management

Philosophy is one example. Establishing what is expected is essential to a role.

In discussion with Mr. Quiseng the subject of the workforce being able to clearly

understand the mission comes down to each worker knowing who will do what, with

what, and for who. Regarding the Harvard Business Review article Leading Change:

Why Transformation Efforts Fail, which is mentioned in the interview and contained in

the appendix, and the Prospect Heights Fire Protection District (PHFPD), it appears


three stages of the change process may have not been adequately addressed:

Establishing a sense of urgency; creating a vision; communicating the vision.

Establishing a sense of urgency. Discussions with the Board of Trustees of

the PHFPD did do this but such discussions did not occur with the first-level

supervisors (the company officers) or firefighters. Perhaps more urgency of

the matter would have helped create the vision?

Creating a vision. Knowing that you need battalion chiefs and having the

Board approve such a change is not the same as creating the vision. The

vision addresses the urgency and how that urgency will be solved or helped.

Vision communicates who will do what with what and what success should

look like.

Communicating the vision. A single event where the vision is communicated

is not enough. The vision needs to be preached by the change leaders who

make success their business. Ongoing and charismatic communication of the

vision leads to buy-in, organizational growth, and ultimately the

institutionalization of the change as “the way we do things around here.”

Ms. Ferket stated the hospital’s use of the Donabedian framework in the planning

and implementation of all functions related to patient care services. While this process

was developed to ensure quality health care, it has application to any management

system. The process of determining the desired outcome first then determining the

process to achieve the outcome second with allow better planning for the third step

which is structuring the organization. Outcome-process-structure seems to be a rather

effective method and opposite of what many organizations do. Much of the literature


seems to suggest that the structure first should be determined first. In the case of the

PHFPD the desired outcome was known to the chiefs and the structure was determined

but the process to link the two was not established resulting in a failure to succeed.

Lack of a mission that is clear (who will do what, with what, and for who) and not

using a planning process than puts outcomes before structure were two major faults in

the implementation of the battalion chief role within the PHFPD.

While the interviewed fire protection districts all stated success and pleasure with

their programs, only one seemed to follow a formal process for planning and

implementation of the battalion chief position. In most cases these fire protection

districts recognized a need (desired outcome) and then implemented the structure

without establishing the process by which the outcome would be achieved. All

interviewed had needs that were similar but not identical. While the chief officers (fire

chief and deputy or assistant chiefs) had much praise for the program, the battalion

chiefs tempered their pleasure with qualifying remarks about the challenges faced when

the position is new and there was not a predecessor who served as a model or mentor;

one fire protection district did hire a formal mentor prior to the selection and promotion

and this seemed to dramatically improve the program’s success. A review of the job

descriptions indicates many are incomplete compared to each other; what one lacks the

other contains and vice-versa. While not all had adequately addressed the issue, what

was clear is that these organizations had identified a span of control issue prior to

implementation of the battalion chief role.

In comparing the responses to the interview questions three, four, five, and six it

is interesting to note than many of the questions gathered similar responses from the


fire chief, battalion chiefs, lieutenants, and firefighters. However, there were differences

in the details to the answers. These details provide insight into why perhaps there is

disagreement on how the role is fulfilled. Members of all ranks cannot profess a

program to be successful when all stakeholders are not in consensus as to the

outcome.

While all those interviewed agree on the general role, the firefighters and

lieutenants feel that is micromanagement occurs. The chief officers feel there should not

be micromanagement but are not aware of the opinion of their subordinates. Equally all

agree that the battalion chief should only directly supervise the lieutenants. However, as

a result of this project the failure of the PHFPD to adhere to a manageable span of

control was identified. As indicated by the number of lieutenants and firefighters

rostered, the span of control well exceeds the standard (Carter & Rausch, 2008).

When breaking down the role of the battalion chief into the four major areas of

administrative activities, supervision of personnel, training, and incident response there

is a very different opinion between the line and staff members. All members generally

state that the same portion of the day is involved in response to incident. However,

when the distribution of time for administrative activities, supervision of personnel, and

training is evaluated the expectations differ greatly. Chief officers view the role of the

battalion chief as one that involves less than half the day being involved in

administrative duties, those duties that do not involve interaction with line personnel.

Conversely, line personnel see administrative duties occupying more than half the work

day of a battalion chief. These same line personnel conflict with the chief officers when

the areas of supervision of personnel and training are evaluated. In both cases the line


personnel feel the battalion chief should have a smaller role with less interaction with

the firefighters; that in most situations and on most days the lieutenant should handle

these activities based on the general direction and guidance of the battalion chief. Being

a smaller department with less demands may contribute to these perceptions. When

compared with the responses of the five surveyed fire protection districts, the chiefs of

the PHFPD share a contrary view regarding the role of the battalion chief.

Interestingly, when asked to provide examples of administrative activities,

supervision of personnel, and training that the battalion chief should be involved with or

delegate to the lieutenant, there is nearly complete agreement between the ranks. So

why is there conflict regarding these matters? Perhaps because there has not been a

vision communicated to all members. Quiseng (personal communication) elaborates on

this need to be met both in writing and in person. Ferket (personal communication) uses

the Donabedian process to establish the program.

When asked to describe the role of the battalion chief on various incident types

all ranks were in agreement that the battalion chief serves as the incident commander

for structure fires and vehicle extrication calls and remains in that position even with the

arrival of the fire chief or a deputy chief. Disagreement is evident as to what other types

of incidents require a battalion chief. Chief officers see the need for a battalion chief on

a variety of incidents, many which involve a single company response. It is this need

and the role of the battalion chief that apparently has not been communicated

adequately to the battalion chiefs and line members.


Regarding the strengths, weaknesses, opportunities and threats to the battalion

chief program a variety of responses were gathered. Of these, some common and a few

isolated but relevant topics are noteworthy.

The main strength of the battalion chief program as viewed by all ranks is a

designated incident commander and shift leader. The battalion chief provides an

essential layer between the chief officers and the line members. Battalion chiefs

maintain continuity day to day.

Several weaknesses were identified. Line personnel noted their perception of a

lack of trust in both directions between the battalion chief and the line personnel.

Exactly what this meant is contained in the interview notes. In addition to lack of trust,

the most frequent weakness stated was micromanagement of the line personnel by the

battalion chiefs. In some interviews, the lack of incidents and the fewer number of

stations may be a factor. That is difficult to address. The lack of a mentoring program for

the battalion chiefs was also identified. Several members also identified the fact that

when a battalion chief takes a day off the position is not backfilled resulting in a void to

the structure of the shift. The fire chief sees a significant weakness in the lack of

promoted lieutenants. With three companies each day and only one lieutenant, the use

of several acting officers prohibits accountability and personnel development beyond

each individual shift.

In order to move the battalion chief program forward several opportunities were

identified. The creation of additional lieutenants due to the upcoming promotional test is

seen as one way to help define the role of the battalion chief: give each battalion chief

enough lieutenants for each company. Develop an acting battalion chief program to


ensure on-duty coverage of the battalion chief position when the regular battalion chief

is absent. Develop mentoring and ride-along programs for both the battalion chief and

lieutenants who might become acting battalion chiefs. Conduct surveys of all ranks of

the PHFPD to determine the success, failures, happiness and mood of the members.

Finally, several threats were identified. The failure to backfill the battalion chief’s

position when the battalion chief is off. Circumvention of the chain of command by all

ranks. Firefighters who bypass the lieutenant, battalion chiefs who bypass the

lieutenant, and chiefs or lieutenants who bypass the battalion chief. Lack of a mentoring

program. Competition between battalion chiefs to establish the best practices. A

possible perception by the Board of Trustees that there may be too many managers.

The final product of this Action Research is the revised job description contained

in Appendix E. The job description begins with an opening statement or introduction that

describes the role within the structure of the PHFPD. Based on research and

organizational need this job description sets forth the typical functions and

responsibilities by grouping them into major areas then enumerating the expectations

for each area. Each major area lays out the functions, duties and task, and guiding

principles and expectations. A pie chart showing the relative distribution of time in a

typical shift illustrates the balance between functions. Other sections typical of a job

description detail essential job functions (based on the functions above), the educational

and experience requirements, and the work environment and physical demands. This

job description will be rolled out to the battalion chiefs as part of a six-part professional

development program beginning the fall of 2011. An outline of the professional

development program is contained in Appendix F.


Recommendations

The purpose of this Applied Research Project is to define the battalion chiefs’ role within

the PHFPD organization. This was achieved through action research that created a

revised job description and implementation program. By implementing the revised job

description through formal and ongoing staff training and change process management

success can be achieved. Ongoing professional development at all levels of the PHFPD

will be crucial.

Additionally, increasing the number of first-level supervisors, lieutenants, within

the PHFPD to ensure an adequate and achievable span of control is a crucial and

essential short-range recommendation. Keeping the number of subordinates per

lieutenant below the standard 5:1 maximum should be a target as new lieutenants will

need to develop leadership skills to succeed. This improved span of control will also

increase the effectiveness of the battalion chiefs.

For other fire service organizations the following recommendations are offered:

1. Utilization of the Donabedian framework to achieve desired structure;

outcomes and process should occur before structure is determined.

2. Develop and implement a formal, on-going post-promotion professional

development program for the battalion chiefs. Such a program will ultimately

improve the effectiveness of not only the battalion chiefs but the lieutenants

as well. The annual, semi-annual or quarterly use of regional or national-level

guest presenters, within the budgetary constraints of the PHFPD, will be a

goal of this recommendation.


3. Mentoring program using outside consultants may offer a blueprint for

success. Formal education alone will not result in success.

4. Survey additional fire departments/fire protection districts to develop a more

comprehensive description of the role of a battalion chief.

5. Analyze in depth the impact on the organization that the implementation of

battalion chiefs will have. This is primarily a change management issue and

failure to properly plan and execute the change will result in failure.

6. Lobby publishers of fire service management text books to address the role of

the battalion chief. Current text books are inadequate in defining the role,

specific duties, and offering instruction in the necessary knowledge.


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Parker Fire Protection District. Emmittsburg, MD: National Fire Academy. Berardinelli, E. & Stein, P. (2009, April). Bridging the gaps among the generations. Fire

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Carter, H.R. & Rausch, E. (2008). Management in the fire service, Fourth Edition.

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Engineering, 163(7), 107-110. DeLorme. (2007). Street Atlas USA 2008 Plus. Yarmouth, ME: Author. Endicott, D. T. (2002). Performance measures and organizational improvement. In

Compton, D. & Granito, J. (Eds.), Managing fire and rescue services (p. 302). Washington, DC: International City/County Management Association.

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(Eds.), Managing fire and rescue services (p. 144). Washington, DC: International City/County Management Association.

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Protection District. Prospect Heights, IL: Author. Prospect Heights Fire Protection District. (2011). Minutes of the February 16, 2011 chief

officers meeting. Prospect Heights, IL: Author. Prospect Heights Fire Protection District. (2010). Position Description #6-9 Battalion

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Cincinnati, OH: South-Western Publishing Company.


APPENDIX A

APPENDIX A

Transcripts of Non-Fire Service Organization Leader Interviews

Bill Quiseng Kathy Ferket

Interview Questionnaire

(1) How do non-fire service organizations define the role of mid-level managers? Name Position Date & Time of Interview Bio 1. Is there a formula within the hospitality industry for organizational structure? 2. Formal or informal – How do you know when to add a mid-level manager? 3. Traditionally, what typical mid-level management positions exist in most resorts or

hotels? 4. When a position is created, how is that announcement or change introduced to the

workforce, particularly the subordinate supervisors or managers?


APPENDIX A

How do non-fire service organizations define the role of mid-level managers? Interview with Mr. Bill Quiseng via telephone September 7, 2011 at 4:15 p.m. Bill Quiseng is a highly sought professional speaker in the areas of customer service for front-line associates and associate engagement and leadership for managers. Bill has over thirty years of luxury resort/club management experience. He served as general manager of The Inn at Bay Harbor - A Renaissance Golf Resort, MI. Under his administration, The Inn received the Renaissance Hotels & Resorts North America Savvy Service Award, Food and Beverage Service Excellence Award and the Customer Service Overall Award. In addition, The Inn at Bay Harbor was recognized as one of the World's Best Hotels by Travel+Leisure Magazine and by Golf Magazine as the first and only Gold Medal Award premier resort in Michigan. Bill's achievements include receiving the Marriott International Spirit to Serve Award, Renaissance Hotels & Resorts General Manager of the Year, Marriott International Leadership Excellence and Sales Excellence Awards and Petoskey Chamber of Commerce Mission Award. In 1989, he received the American Hotel Motel Association's Pearson Award for Excellence in Lodging Journalism. He continues to give customer service presentations in front of Chambers of Commerce, hospitals, private companies, financial institutions, high schools, community colleges, universities and associations. Prior to the interview, Mr. Quiseng sent the following correspondence:

4 September 2011:

Thank you for the opportunity to participate. In order for me to best help you, is there a possibility you could send me a list of interview questions so I can best prepare for it. As a starter: HOW MID LEVEL MANAGERS ARE IDENTIFIED: While succession is different in companies throughout the hospitality industry, I have had the good fortune of working for what I believe to be the best company in the business, Marriott International. I started in 1977 when there were only 32 Marriott hotels worldwide. Today there are 3200 Marriott brand hotels worldwide. They must be doing something right. The growth of Marriott is driven by J.W. Marriott, the founder's mantra, "Take care of your people and your people will take care of your guests." Based on 360 degree performance reviews and face to face interviews, there is a succession plan for Marriott middle managers to groom them for general manager and corporate positions. HOW MID LEVEL MANAGERS ARE GROOMED: If you go to my website, under Presentation Handouts, under Handouts there is a PDF entitled Marriott Management Philosophy. This is given to each new manager as part of the Marriott managers’ orientation. It defines

http://www.innatbayharbor.com/�


APPENDIX A

the uniquely Marriott way to take care of the people. Since Marriott promotes heavily from within, the culture simply continues. HOW MID LEVEL MANAGERS (who are not Marriott) SUCCEED: As part of the interview I would add that "People join companies. They leave managers." The Gallup organization interviewed 2 million employees in 700 companies and concluded that the length of time and productivity of a person is directly related to his relationship with his immediate supervisor. In your case, you are most likely that immediate supervisor. If you've gone to my website, you probably have seen a quote on the recommended books page from philanthropist Charlie "Tremendous" Jones, "Five years from now, you will be the same person you are today except the people you meet and the books you read." As a book to read, I would recommend The Leadership Challenge by Jim Kouzes and Barry Posner. Here is a link to the Five Principles: http://bit.ly/nHJskM

• Model the Way - Serve as a role model. Do what you said you would do, the way you said you would do it, when you said you would do it.

• Inspire a Shared Vision - Imagine you are a pilot on an airplane and your team is the passengers. You say to them, "Welcome aboard Prospect Heights Airlines. A little bit about our flight today, we will be traveling at an altitude of 35,000 feet at a speed of 800 miles an hour. Just one little thing. As you pilot, I have no idea where we're going." Your role as a supervisor is to reinforce the mission. In order to get commitment, not just contribution (picking up a paycheck), you need to continually reinforce the vision.

• Challenge the Process - IYAD WYAD YAG WYAG: If you always do what you always did, you always get what you always got, and that no longer is good enough. Always be looking to innovate.

• Enable Others to Act. Particularly in your situation, this is critical. Everyone has to be moving in the same direction.

• Encourage the Heart. The number one reason why people leave is not because of money. It is because of the lack of recognition.

So your success will be dependent on how you live these Five Principles of Leadership. As a daily reminder, I have attached The Leadership Test. When I speak, I pass out a 3.5"x5" notecard and tell the attendees to review it every morning and then at the end of the day to drive Encouraging the Heart.

4 September 2011:


APPENDIX A

I have also attached a sample of a middle manager's job description. You can see that in addition to the specific job responsibilities, we incorporate our mission and values within the JD. At the same time, there is a list of human relations expectations we have for every manager that is built into the JD. Hotel managers understand that guest satisfaction starts with associate satisfaction. How managers treat associates is how associates will treat guests. To that end, the best managers are committed to providing a positive and rewarding work environment for all its associates. It is critical to have associates buy in to the "big picture" to gain commitment. Each manager, from the GM to the line level manager is responsible for ensuring the satisfaction of their associates. In order to ensure that satisfaction, each year most major hotel brands conduct an engagement survey (ES) of its hotel associates, what I referred to as a 360 degree survey. The ES allows the brand and individual hotels to monitor the extent to which they provide a work environment that fosters employee engagement – how passionate employees are about the company’s mission and their willingness to “go the extra mile” to see it succeed. The electronic survey asks each associate to rate on a scale of 1-10 on whether they strongly agree or disagree with statements that assess the following areas:

a. Associate Engagement: i. I would not hesitate to recommend this company ii. I rarely think about leaving this company iii. This company motivates me to contribute more than is

normally required to complete my work iv. I am proud to work for this company

b. Leadership Excellence i. Senior management is open and honest in communication ii. Senior management here values differences in age, gender

and race or ethnicity iii. My immediate supervisor is available to answer my

questions iv. Suggestions made by associates are listened to and acted

upon by management v. My immediate supervisor gives helpful feedback on a regular

basis so I can improve my performance vi. My immediate supervisor gives me recognition (beyond pay)

for a job well done vii. My immediate supervisor treats all associates fairly viii. Senior management acts in ways that inspire commitment to

our goals


APPENDIX A

ix. The General Manager at this property provides great leadership

c. Personal Growth Opportunities i. There are opportunities within the company for me to

advance and take on more responsibility ii. Learning and development opportunities are available at this

property to help me build skills iii. The performance review process helps me understand my

strengths and weaknesses iv. Career development opportunities are available to all

qualified associates d. Quality of Life at Work

i. The amount of my work is right for me ii. I truly enjoy the work I do here each day iii. I have the authority to make decisions needed to do my job

well iv. The balance between my work and personal life is right for

me v. I have the information I need to do my job well vi. I have the supplies, tools, equipment and technology I need

to do my job well e. Teamwork

i. My coworkers respect my thoughts and feelings ii. My coworkers work well together to achieve our goals iii. Associates provide equal service no matter the differences in

guest race, gender, or background f. Rewards: pay and benefits

i. My health care benefits meet my needs well ii. I am paid fairly for the contributions I make to the company's

success iii. My retirement benefits will help me to achieve my retirement

plans g. Action Planning (the sharing of information to see the progress of

addressing need areas as defined by the previous year's associate survey)

i. AOS results are used throughout the year at this property to recognize things we do well and/or to make improvements

ii. Participating in the AOS will help make this property a better place to work

iii. The results of last year's AOS were clearly explained to associates at this property

I can tell you that GM's and middle managers are held accountable and some have been terminated as a result of consistently poor associate survey scores.


APPENDIX A

Looks like you are going through some change transformation. I have attached an excerpt from Harvard Business Review about Change Management. The best article is the first one defining why change transformation fails. There is a great eight step blueprint for organizational change on page 6. It all starts at the top. What we say is, "the fish stinks from the top down." If there is no commitment from the top, the change simply will not take hold throughout the organization.

Interview Questions. Mr. Quiseng provided the following written response. During the actual interview information was clarified and expanded upon. Additions as noted were then made by this author to Mr. Quiseng’s original answers.

1. Is there a formula within the hospitality industry for organizational structure?

There are various types of hotels, from select services such as Courtyard by Marriott, Comfort Inn and Hilton Inns to full service brands such as Marriott, Hilton and Sheraton to luxury brands like Renaissance, Ritz Carlton, and Four Seasons. For this purpose, I’d focus on full service hotel organizational structure. In full-service hotels there are three levels: 1. Executive Committee: General Manager, Director of Rooms, Resident Manager

or Assistant General Manager, Director of Food and Beverage, Director of Finance, Director of Engineering (maintenance), Director of Sales and Marketing, Director of Human Resources

2. Department Heads: Executive Chef, Executive Housekeeper, Front Office Manager, Restaurant Manager, Director of Security, Retail Manager.

3. Supervisors: Housekeeping Supervisors, Front Desk Supervisors, Restaurant Supervisors, Banquet Captains

Additional information from actual interview: The General Manager is ultimately in charge and possesses the ultimate authority to accept, approve, modify or reject the actions of any other member of the Executive Committee similar to the authority and role of a fire chief.


There is a formal process driven by anticipated occupancy. The position requisition is approved by the Executive Committee Member for the respective department, i.e. the director of F&B approves a supervisor, then forwarded to General Manager. The request is reviewed against the annual budget. The new manager’s salary is calculated to ensure it is within the budgeted labor cost percentage of sales. If it is within the guidelines, the GM approves the requisition and forwarded to the Director of HR. In turn, the Director of HR posts the job requisition internally for 72 hours. After 72 hours, the job is posted on the company intranet. As appropriate, the job posting is then publicized using other media such as internet job boards (Simply


APPENDIX A

Hired, HCareers, Hospitality Online, etc.). Rarely are newspaper classifieds used for mid-level management positions.

3. Traditionally, what typical mid-level management positions exist in most resorts or

hotels? Typically, there are mid-management positions for all hotel departments: front desk, housekeeping, restaurant, catering, kitchen, and engineering/maintenance. In resorts, there would be additional department heads depending on the amenities offered, such as golf or ski maintenance, golf or ski services, concierge, recreation.

4. When a position is created, how is that announcement or change introduced to the

workforce, particularly the subordinate supervisors or managers? The open position is posted for at least 72 hours internally before any external announcement is made. This allows for internal candidates to apply. The position job description is available to internal candidates upon request. This reduces the perception that the selection was based on favoritism or cronyism. If it is a newly created position, as much advance notice is given to staff to drive transparency. Additional information from actual interview: It is uncommon on the hospitality industry for a property to create mid-level management positions once the property is built and opened. Since a hotel has a set number of rooms and amenities, the management structure is usually established prior to its opening.

Additional information from actual interview: The organization should not become static. In implementing a new role, short term gains should be seen in the 12-24 month phase-in period followed by increased productivity in subsequent years. Mr. Quiseng supplied a number of documents which were reviewed prior to the interview. These documents included a sample job description for an executive housekeeper which is the mid-level manager at a major hotel property and selected articles on change management from the Harvard Business Review. Sample Job Description:

The sample job description is formatted with several headers. Of significance are the following: Summary, Relationships, Property Core Values, Essential Duties and Responsibilities, a Checklist, and Hospitality Skills. In reviewing this document, the job descriptions of the five fire departments previously interviewed, and the current job description of the PHFPD the following points were raised during discussion with Mr. Quiseng: Summary. The summary gives a clear and concise statement of the role and

responsibilities as they relate to the mission statement, vision and values of the


APPENDIX A

employer and property. General expectations are stated. The contents of this summary are then discussed in more detail in the subsequent sections of the document.

Relationships. The chain of command is stated here but stakeholders are also included. If diagramed, these relations would resemble more of a wheel with spokes and a hub or tetrahedron rather than a traditional top-down/bottom-up organizational charge. As part of this section a statement in quotations is made: “If you are not taking care of the Guest, you better be taking care of the person who is” stating that mid-level managers, when not attending to guests, are attending to staff. Discussion on this point led this author to contemplate a brief and concise mission statement of “We respond to requests for service. When not responding, we prepare members, equipment, and facilities to be able to respond.” This will be added to upcoming command staff and general membership meetings for discussion and refinement. Mr. Quiseng put forth that the mission statement should communicate as briefly as possible what we do, what we do it with, and for whom do we do it. Such a brief statement when properly constructed will easily be stated and ultimately lived by the members.

Property Core Values. These values are part of the mission and its vision. Behaviors and performance that are not negotiable make up these values: How guests are spoken with, social interaction with guests, and attentiveness to the guests needs and wants are stated.

Essential Duties and Responsibilities. Many, if not all, job descriptions contain these, as they should. However, not all job descriptions communicate rather than simply state these items.

Checklist. The checklist set the minimum expectation for success by detailing how the mid-level manager would achieve the relationships, property core values, essential duties and responsibilities, and hospitality skills required.

Hospitality Skills. Six key, essential skills on how to interact and treat guests are details. In the fire service, these might be described as political skills; how to endear yourself to the citizens (not just politicians). Adaptation of these six skills to the realm of the fire service and how citizens are approached, dealt with and treated may have significant benefit.

Harvard Business Review:

Harvard Business Review (HBR) Product 12599 is a collection of articles on change management that were previously published in the HBR. The first article, Leading Change: Why Transformation Efforts Fail is written by John P. Kotter a retired Konosuke Matsushita Professor of Leadership at the Harvard Business School in Boston, MA and published January 2007. Kotter established eight stages for implementing change and details the actions needed and pitfalls of each of these stages. Kotter goes on to state that a critical mistake in any phase of the organizational transformation may have a serious impact on success and may lead to failure. Successful transformations occur when a few senior members cause other peers and or subordinates to buy in to the vision and plan. These converts then energize others


APPENDIX A

leading to exponential growth of the change team. Such buy-in happens when the mission’s vision is clearly communicated. Failed transformations often have clear plans and program but lack vision. Communication of the vision is essential and critical. Successes in the first few years can then decline or disappear if vision is not maintained. Change of organizational culture often is a dynamic process over many years. Victory is best declared when the change is referred to by the masses as “the way we do things around here.”

In discussion with Mr. Quiseng regarding this article and the Prospect Heights Fire Protection District (PHFPD) it appears three stages of the change process may have not been adequately addressed: Establishing a sense of urgency; creating a vision; communicating the vision.

Establishing a sense of urgency. Discussions with the Board of Trustees of the PHFPD did do this but such discussions did not occur with the first-level supervisors (the company officers) or firefighters. Perhaps more urgency of the matter would have helped create the vision? Creating a vision. Knowing that you need battalion chiefs and having the Board approve such a change is not the same as creating the vision. The vision addresses the urgency and how it will be solved or helped. Vision communicates who will do what with what and what success should look like. Communicating the vision. A one-time vision statement is not enough. The vision needs to be preached by the change leaders who make success their business. Ongoing and charismatic communication of the vision leads to the buy-in, organization growth, and ultimately the institutionalization of the change as “the way we do things around here.”


APPENDIX A

(1) How do non-fire service organizations define the role of mid-level managers? Interview on September 14, 2011 at 13:00 hours with: Kathy Ferket, RN, MSN, APN Executive Director, Patient Care Services Northwest Community Hospital 800 W. Central Road Arlington Heights, Il 60005 Ms. Ferket leads the division of the hospital, Patient Care Services, that supports the in-patient and out-patient services ensuring flow and staffing are optimum. Each unit of the hospital has autonomy but globally they serve a common mission. Within the Emergency Department there has been significant change over the past five years, primarily due to the change in the ED physical environment and establishment of a separate pediatric emergency department. 1. Is there a formula or standard within the hospital industry for organizational

structure?

NCH uses the Donabedian framework for determining the organization and structure of its patient care services. The Donabedian framework uses the three dimensions of outcome, process, and structure. This theoretical framework ensures rationale decisions and accountability by senior or upper-level management. This structure supports their goals and desired outcomes.


Using the above-mentioned framework. 3. Traditionally, what typical mid-level management positions exist in most hospitals

the size of NCH?

Patient Care Services was the only area discussed. In most of the hospital a unit manager oversees multiple work sites. A manager of the medical nursing unit may have patient rooms on more than one floor. Charge nurses on each floor or wing then supervise the shift work. The risk at these sites is relatively less than in specialty units.

In special units such as Maternity and the Emergency Department three levels of mid-management exist: Director, Manager and Clinical Coordinator. This structure exists due to the level of crisis and chaos that is prone in these units. It becomes part of the risk management.


APPENDIX A

The Director has overall responsibility for the department. The manager serves under the Director and has direct input into decision-making by the Director. In addition, the Manager receives daily updates from the Clinical Coordinators and is responsible for the evaluation, coaching and performance of the Clinical Coordinators. There is only one Manager and one Director per department. There are multiple Clinical Coordinators.

Clinical Coordinators are the highest level management position that is staffed 24/365. At any given time during a 24-hour period a Clinical Coordinator is in the particular department supervising the nursing staff. Below the Clinical Coordinator are individual nurses designated as first-level supervisors over other nurses and allied nursing staff.

4. When a position is created, how is that announcement or change introduced to

the workforce, particularly the subordinate supervisors or managers?

Human Resources becomes involved and jointly between Patient Care Services and HR a job description is developed and then posted. Between the Department Director and Executive Director of Patient Care Services the plan for the position is directly communicated to the staff.


APPENDIX B

APPENDIX B

Transcripts of Fire Service Organization Leader Interviews

Frankfort Fire Protection District

Oswego Fire Protection District

Woodstock Fire Rescue District

McHenry Township Fire Protection District

Mokena Fire Protection District

Interview Questionnaire

(2) What is the role of a battalion chief in similar fire service organizations? CHIEF OFFICERS Date & Time of Interview Names & Ranks Fire Protection District Location of Interview Demographics Information: Square miles served Population served Number of members Daily staffing level Number of annual incident response 1) When did your department create the BC position? 2) Why? 3) How was the decision made? 4) How were members selected for promotion? 5) What was the past practice? 6) Any supporting documents available?


APPENDIX B

7) How has integration and acceptance worked, particularly for company officers? 8) How is performance versus expectations? 9) Any learning curve? 10) Strengths of the program 11) Weaknesses of the program 12) Opportunities to take 13) Threats, if any? 14) What typical incidents do you have the BC respond to? (2a) What is the role of a battalion chief in similar fire service organizations? BC Date & Time of Interview Names & Ranks Fire Protection District Location of Interview 1) How has integration and acceptance worked, particularly for company officers? 2) How is performance versus expectations? 3) Any learning curve? 4) Strengths of the program 5) Weaknesses of the program 6) Opportunities to take 7) Threats, if any? 8) What typical incidents do you have the BC respond to?


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? CHIEF OFFICERS Interview 19 August 2011 at 0900 Hours with Chief James M. Grady, III Assistant Chief Robert Wilson of Frankfort Fire Protection District at 333 W. Nebraska St. Frankfort, IL 60423 Demographic: 55 square miles 50,000 population Five stations 54 career members 15 contract firefighter-paramedics 3 Part-time members Daily staffing of 18 Approximately4,200 incident responses annually The fire protection district was formed in the early 1960s, began ambulance service with paramedics in the 1980s using personnel obtained from a contractor, experienced the building boom of the late 1990s and 2000s hiring its first full time firefighters in 2002. 15) When did your department create the BC position?

In 2009 following evaluation of fire district by consultant. 16) Why?

Chief Grady stated that in 2008/2009 that the fire district did hire Buzz Beverly of the Illinois Fire Chiefs Association’s consultation service to complete a comprehensive analysis of the fire district. One of the recommendations was that the chief offices needed additional management staff. Between managing the daily staffing schedule and ensure a chief officer available for emergency response, the fire chief and assistant chiefs were unable to attend to other important matters.

17) How was the decision made?


APPENDIX B

In meeting with the Union an agreement was reached on the promotional process and rank. The fire chief and assistant chief wanted battalion chiefs and not captains. The battalion chiefs would be clearly management and not part of the bargaining unit. It should be noted that the department has transitioned from two stations and only paid chief officers with contracted paramedics to five stations with a large paid staff in nine years.

18) How were members selected for promotion?

The chief officers determined that one of their part time fire investigators who was a battalion chief in a neighboring fire district we nearing retirement. This person had respect from the chief officers as well and company officers. When asked about whether or not he would be interested in additional work and duties of formally mentoring company officers for promotion to battalion chief he presented a plan he had already developed. That plan was accepted and it was learned he had been informally doing this work for some time. This mentor worked with each candidate for one year. A log was kept of activity. Both tactical and administrative issues were covered. The fire district used the services of Resource Management Associates to conduct the testing process.

The opportunity to test for promotion to battalion chief was made available to the original nine full time lieutenants. Seven applied and tested. Three were promoted and the mentor continues to work with them. Of the seven who tested, five were appraised as strong candidates. One was appraised as OK and one as weak.

19) What was the past practice?

Assistant chief of operations managed all 15 lieutenants. He was responsible for coordinating their schedules and well as the schedules of all daily staffing. He also had immediate incident response duty.

20) Any supporting documents available?

Job description supplied.

21) How has integration and acceptance worked, particularly for company officers?

Good. No issues than have not been resolved. 22) How is performance versus expectations?

Excellent. The correct people have been promoted. 23) Any learning curve?


APPENDIX B

If we could do it over again we would do it six months to one year sooner.


• The three battalion chiefs and letting them define their role. • The mentoring program. Coupled with this, the candidates also spent time at

other departments observing and interacting with their battalion chiefs. • Battalion chiefs change shifts one hour prior to firefighters (FFs change at

0800 and BCs change at 0700). This allows the BC to set up staffing and reach to any last minute issues prior to the start of the next tour of duty.


A few old part time members but those are now gone (resigned) from the department.


• Using the mentor that was available to them. • Setting up a captain rank to assist the battalion chief, determine succession,

and fill in for the battalion chief when he is off duty on leave. • Having battalion chiefs mentor next generation. Not having to go outside the

department to fill senior ranks will be a testament to the success of the program.

• Having all company officers complete the Blue Card program and complete the IFSI Fireground Company Officer program.


None at this time. Perhaps complacency in the future.


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? BC Interview 19 August 2011 at 1030 Hours with Battalion Chief Todd Hamm of Frankfort Fire Protection District at 333 W. Nebraska St. Frankfort, IL 60423 9) How has integration and acceptance worked, particularly for company officers?

Good. The chief communicated a clear vision of the program and his expectations. A good relationship with subordinate offices was established on Day 1. Using an internal process of members brought up through the ranks was a big help.

10) How is performance versus expectations?

• The liaison that the battalion chief provides between the administration and the shift is key to success.

• 80 percent of the issues are personalities or personnel-driven. 11) Any learning curve?

• Mentoring prior to testing diminished this. • Biggest thing was apprehension at the beginning. With the one-year

anniversary of the promotion approaching the battalion chiefs seem comfortable in their position.

• Learning to work through the lieutenant and letting him run the shift and deal with the members individually.


• The three BCs implemented standard operating guidelines to make the fireground SOG-driven. Companies no longer freelance. Each company has the standard expectations of the other companies.

• Blue card certification. • Early shift change. • Ability to keep clear communications and break down barriers that had

existed before. 13) Weaknesses of the program


APPENDIX B

None. Having the early start, all three BCs talking together has created one department.


• Additional projects and administrative load from the chief officers. • Maintaining the open-door with the fire chief and assistant chiefs. • Maintain effort to eat meals at all stations rather than just headquarters.


That the firefighters and company officers now may “shut up” when a battalion chief enters a room; that a conversation may stop until the BC leaves. This can be interpreted as either they are hiding something so don’t find out or they are still hiding it but the company officers is dealing with it at his level.


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? CHIEF OFFICERS Interview 05 August 2011 at 0900 Hours with Chief Rick Neitzer Assistant Chief William Perkins of Oswego Fire Protection District at Central Station #1 3511 Woolley Road Oswego, IL 60543 Demographic: 66 square miles 60,000 population Four stations 64 career members 20 Paid-on-call members Daily staffing of 18 Approximately 4,000 incident responses annually 1) When did your department create the BC position?

Three battalion chiefs were appointed December 2010. About four to five years ago, the battalion chief position was created but it

was just for incident response and no member was promoted to the rank. The various staff chiefs, including the fire chief, were given additional compensation to work shifts nights and weekends in the fire station and cover the assignment.

Background: In 2008 the OFPD hired its first full time members. In one hiring, 51 members were hired. An exam for lieutenant shortly followed. From these newly promoted lieutenants, three were appointed as shift commanders in 2009. At the time, firefighters and company officers had not organized a collective bargaining unit. These shift commanders were assigned to the company at the headquarters station.

2) Why?

With four stations, it was too much on the headquarters lieutenant. Multiple call situations prevented the shift commander from managing both incident responses and administrative duties as he needs to participate with his company. Other duties of the assistant chief were being neglected because he needed to deal with many of these issues that the shift commander should handle but could not. The fire chief and the assistant chief believed that the shift commander role


APPENDIX B

was always temporary and that the battalion chief position would eventually be created.


See above and below questions. 4) How were members selected for promotion?

The three battalion chiefs came from the three shift commanders. The shift commanders were long-term, senior members of the department and had served the department as managers under the contact vendor. There was a consensus between the fire chief and assistant chief as to whom they wanted as battalion chiefs. Both stated “they just knew” who they wanted. In negotiating its first labor agreement the Union agreed to allow the fire chief to appoint battalion chiefs; no formal test or evaluation was used to make the appointments.


Prior to the 2008 hiring of the first full time members, the OPFD contracted with a private company to supply its firefighter-paramedics. Starting with six personnel in 1986, the contact expanded to 50-plus personnel. Under this contract company officers were designated by the vendor in collaboration with the current fire chief. It should be noted that nearly 100 percent of these contact personnel were hired by the OFPD in 2008 as the first full time members.


Job description supplied. 7) How has integration and acceptance worked, particularly for company officers?

Good. While a few lieutenants may have felt they should be battalion chiefs, all the current firefighters and company officers seem to accept the battalion chiefs and understand that the fire chief and assistant chief are completely supportive of the battalion chiefs. Many of the members have told the fire chief and assistant chief that the right people were selected.


Excellent. 9) Any learning curve?

There was a huge learning curve for the fire chief, assistant chief and all three battalion chiefs. Since the organization never had battalion chiefs, there was much to discover and learn. While all felt prepared for the role, there were issues


APPENDIX B

that had never before been seen since other issues took priority. With dedicated staff these issues could now be addressed.


Continuity and normalcy of operations on a day to day and shift to shift basis, both intra-and inter-shift.


None. 12) Opportunities to take

Improve level of administrative support each battalion chief can supply. 13) Threats, if any?

Collective bargaining agreement. Eventually, the Union may determine it does not want the fire chief to be able to appoint and a test may be required.


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? BC Interview 05 August 2011 at 1000 Hours with Battalion Chief Jeff Warren of Oswego Fire Protection District at Central Station #1 3511 Woolley Road Oswego, IL 60543 1) How has integration and acceptance worked, particularly for company officers?

Very well. The firefighters on this shift had an expectation of who would be their battalion chief.


“I’m happy.” The chief and members indicate he is meeting expectations. 3) Any learning curve?

The need to step back from interacting with firefighters and work through lieutenants. B/C does not hang out with the line members. On the fireground, it seems like the clock runs slow. How long it takes companies to arrive and complete tasks is perceived much differently that when he was functioning on the fireground as a company officer.


The battalion chief serves as that buffer between the chiefs and the companies. This applies to communications in both directions: Top down and bottom up. Battalion also has gained a better understanding of each member’s strengths and weaknesses.


None. 6) Opportunities to take


APPENDIX B

Fire chief keeps them informed. The opportunity is to then use this information to succeed. Having the rank of battalion chief versus lieutenant

7) Threats, if any?

None.


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? CHIEF OFFICERS Interview 2 August 2011 at 1100 Hours with Chief Ralph Webster Deputy Chief Terry Menzel of Woodstock Fire Rescue District at 435 East Judd Street Woodstock, IL 60098 Demographic: ## square miles ##0,000 population Four stations 30 career members Part-time members Daily staffing of Approximately 4,000 incident responses annually 1) When did your department create the BC position?

Position was created July 1, 2011 just 32 days prior to this interview. The position is Shift Commander, not battalion chief, but the role is basically the same. Currently, three lieutenants have temporary appointment to this position.

2) Why?

Chief officers realized they had a number of issues managing personnel and programs within the organization. They determined the need to have mid-level managers on each shift who provide direction at the strategic level, approve budgets and schedules, and administer policy consistently.

Each shift commander is responsible for four officers (three other lieutenants and one acting officer). In addition to daily duties common to all three shift commanders each shift commander is responsible for two department programs such as public education and fitness and wellness. The goal is for company officers to handle company-level decisions and allow the shift commanders to act more globally and across all shifts.



APPENDIX B

The decision was made as part of recent collective bargaining. The chief explained his needs, the union agreed and wanted a test. The chief agreed to the test but under Illinois law one year notice of the testing requirements was needed. The union agreed to allow the chief to make the three temporary, one-year appointments to shift commander. The three members given these temporary appointments are the same three members who have served the past two years as the command lieutenant. Additionally, these members were part of the original six full time members. Staff had confidence in these members.


See #3 above. 5) What was the past practice?

For several years, part time officers rotated duty staffing the command vehicle as the duty officer. However, this staffing was erratic and only pertained to incident response, not other administrative or supervisory functions. A pool of more than a dozen officers covered the duty officer position. These officers held various ranks of lieutenant and captain. This practice was discontinued in 2009.

For the two years prior to the current plan, the lieutenant at the headquarters station was designated the “command lieutenant” and was responsible for management of the shift. However, being assigned to a company and responsible for the company members limited his or her ability to interact on a regular basis with the other officers at the other stations.


Job description supplied. 7) How has integration and acceptance worked, particularly for company officers?

There have been mixed emotions from the other lieutenants. At the firefighter level acceptance has been good. Staff feels the firefighters welcome the continuity of command.


Good. In just one month the shift commanders are beginning to exhibit ownership of the position.

9) Any learning curve?

They are sure there will be but for the past month, no.


APPENDIX B


Fixed management, better span of control and accountability. 11) Weaknesses of the program

Because there will be a test to make these positions permanent, other lieutenants may be promoted. Also, until three additional lieutenants are promoted (which should occur this year) the shift commander must also utilize several acting officers for his headquarters company.


Numerous. The first opportunity was taken by having the union agree to the temporary appointments rather that delay the agreed upon need for twelve months.


The worse-case scenario is that the three current shift commanders do not get promoted due to their performance on the test scheduled for next year and three new shift commanders are installed. The past mentoring and development will be lost.


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? BC Interviews 2 August 2011 at 0930 Hours with Lieutenant Karen Bush, gold shift Shift Commander and at 1030 with Lieutenant Mike Hill, red shift Shift Commander of Woodstock Fire Rescue District at 435 East Judd Street Woodstock, IL 60098 1) How has integration and acceptance worked, particularly for company officers?

Good, primarily the role with subordinate members at headquarters has not drastically changed. Past practice was similar. However, now the shift commander can carry out that role more effectively and regularly for the whole department and its other three stations. Since the part time officers were relieved of authority and responsibility two years ago this transition is probably easier. Part time officers had been resistant to change and resentful of full time officers. Some actively worked against the system.


The company officers can be company officers. Mobility is definitely a plus and allows more interaction with the company officers.

Since July 1 shift commanders have not had their authority challenged or questioned. However, there are some personnel issues that will soon need to be addressed and this may become a conflict or the first test of authority. There is a need to begin to mentor the newer lieutenants.


There is definitely an increased administrative workload. The shift commanders feel confident in their ability to handle this responsibility.

Huge learning curve as there was not model or prior officer to model the job. 4) Strengths of the program

All full time officers versus all part time officer nine years ago. 5) Weaknesses of the program


APPENDIX B

No mentor other than fire chief and deputy chief. Both have had to figure a lot out on their own through trial and error.

The program is in the transition phase and the three shifts have differences in management that need to be worked out.

When assigned to company as command lieutenant, that was a big weakness. 6) Opportunities to take

For the shift commander, the 2012 promotional exam will be an opportunity to demonstrate their gained knowledge, skill and ability as shift commanders.

7) Threats, if any?

Loss of third ambulance. In order for this program to work, permanent personnel reassignment resulted in the lack of staff for the third ambulance. Currently, the station four ambulance must change quarters on a regular basis to ensure adequate coverage of the large district.


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? CHIEF OFFICERS Interview September 7, 2011 at 1330 Hours with Chief Anthony Huemann Deputy Chief Rudy Horist of McHenry Township Fire Protection District at 3610 West Elm Street McHenry, IL 60050-4356 Demographic: 58 square miles 60,000 population Four stations No career members other than command staff 150 Part-time members Daily staffing of 13 4,888 1ncident responses in 2010 The fire chief joined as a volunteer in 1983 working his way up to part-time assistant chief until 2005 when he took the fire chief’s position at t neighboring fire department. From 1986-2009 he served as a full time member of the Mount Prospect, IL FD retiring as a battalion chief. In 2009 he became the full-time chief of the MTFPD. D/C Horist retired in 2009 where he had served as the full-time Assistant Chief of the Elgin, IL FD to serve with the MTFPD. 1) When did your department create the BC position?

2009 when Chief Huemann was hired. Actual promotion and hiring of the first two BCs occurred September 6, 2011 – 24 hours prior to this interview.

2) Why?

Need for consistency. For several years prior the FD had transitioned from an officer taking home the command car to those same officers staffing the command car at the HQ station. 22 officers made up this cadre. Days were split into two, 12-hour shifts. These officers were captains and lieutenants who mainly saw their role as the incident commander and not the leader of the shift or


APPENDIX B

department. These officers did not address personnel issue, administrative matters or other non-incident situations.


When Chief Huemann was hired the Board of Trustees agreed to the concept of battalion chiefs. It was part of the discussion that involved the chief’s hiring. The chief stated he would not lead without battalion chiefs to manage the day to day operations.


Board of Fire Commissioners tested. Test was open to outside persons who had not served part time with the MTFPD.


See #2 above. 6) Any supporting documents available?

Job description. Cost projections which were part of past budgets. 7) How has integration and acceptance worked, particularly for company officers?

There has been two years worth of discussions at officer meetings leading up to this. Some part time officers who are full time firefighters at other FDs, and have BCs at those full time FDs, do not acknowledge the need for a BC at the MTFPD. For a variety of reasons each officer may feel a loss such as a loss of income, a loss of status, or a loss of autonomy.


Not applicable. 9) Any learning curve?

Many changes are anticipated in the long term. When a BC has time off the position will first be offered to another BC. If the BC declines then the part time officers will be able to fill the spot. However, in the past the position was Duty Officer. Now it will be Acting BC and along with that will be increased pay for increase responsibility, accountability and expected performance.


APPENDIX B


Day to day consistency. 11) Weaknesses of the program

Neither BC has been a full time firefighter let alone a full time battalion chief before. The two current BCs (the third BC has not been hired) had been full time administrative members working a Monday through Friday day shift. Now both are on a 24-hours shift with 48-hours off between shifts.


Not applicable at this time. 13) Threats, if any?

None perceived. Both chiefs did not view nay-sayers or attempts to undermine the program as threats.


APPENDIX B

What is the role of a battalion chief in similar fire service organizations? CHIEF OFFICERS Interview 11 August 2011 at 0900 Hours with Assistant Chief Howard Stephens of Mokena Fire Protection District 19853 S. Wolf Road Mokena, IL 60448 Fire Chief not available for interview. Second Assistant Chief not interviewed as he was promoted to assistant chief 30 days prior to this interview. A/C Stephens was author of EFO ARP that was used in the literature review of this ARP. Mokena Demographic: 3 stations Fire Chief and two Assistant Chiefs (2nd AC position was created one month ago) 9 lieutenants 21 full time and 5 part time members 12.5 square miles 17,500 population 1) When did your department create the BC position?

Has not been created. The position was created in the 2008 collective bargaining agreement but has not been filled due to economic and operational issues. Instead, a second assistant chief was promoted to assist in the daily management of the lieutenants and their shifts. The position of battalion chief has been created within the collective bargaining agreement. Promotional criteria as been established. It is thought that the battalion chief position may be implemented in five years when the local economy improves allowing for funding.

2) Why?

Not applicable.

The interview continued with a focus on how the above decision was arrived at. 3) How was the decision made?


APPENDIX B

The original decision was made in 2008. (Note: That same year A/C Stephens authored an EFO paper on creating an educational plan for battalion chiefs. It was this EFO ARP that led this author to interview A/C Stephens.) At that time and to this day, the department operates daily with one lieutenant at each of its three stations. On a daily basis, these lieutenants check in with the assistant chief but also must coordinate activities and training amongst themselves. With some regularity there is conflict and disagreement between these lieutenants requiring the intervention of the assistant chief.


When implemented, members will be tested as provided for in the collective bargaining agreement.


Not applicable. 6) Any supporting documents available?

None other than EFO paper contained in literature review. Analysis was conducted but not documented in the department’s long range plan.

7) How has integration and acceptance worked, particularly for company officers?

Even though it has been bargained for, A/C Stephens feels that the lieutenants are not 100 percent on board with the plan. Currently, there is a greater degree of freedom and less accountability due to the absence of the battalion chief.


The system is currently working, the second assistant chief will help a great deal but weekends will remain in need of improvement.


Not applicable. 10) Strengths of the program

With a battalion chief shifts will become more standardized among the three stations and three shifts. Incident command will improve. Daily duties will be better managed.



APPENDIX B

Currently, there is a lack of management on weekends, each lieutenant is able to interpret the work assignments differently. On incidents, the first arriving lieutenant must assume command until a chief officer arrives. This prohibits him from directly leading his company and may reduce accountability.


Implement the battalion chief program when budget permits. 13) Threats, if any?

None.


APPENDIX C

APPENDIX C JOB DESCRIPTIONS

Frankfort Fire Protection District Oswego Fire Protection District Woodstock Fire Rescue District McHenry Township Fire Protection District


APPENDIX C


APPENDIX C

OSWEGO (IL) FIRE PROTECTION DISTRICT JOB DESCRIPTION

3.06 BATTALION CHIEF

A. Nature of Work

The Battalion Chief shall act under the administrative direction of the Fire Chief, Deputy Chief, and Assistant Chief. A Battalion Chief plans, directs and coordinates the activities of a fire/emergency medical services duty shift; supervises company officers; monitors and evaluates performance levels of subordinate personnel in relation to department standards for emergency responses, training drills and exercises, fire, emergency medical and other emergency response, classroom training, physical fitness programs, equipment maintenance, public education, fire prevention activities, fire suppression system inspections, incident response, training and activity reporting and records maintenance, facilities maintenance and other appropriate standards. Plans and participates in employee development activities intended to improve and maintain effective and harmonious employee relations. Serves as incident commander at multi-unit emergency response scenes, not necessarily limited to Oswego Fire Protection District units. Responsible for ensuring that the Assistant Chief, Deputy Chief and Fire Chief are notified of all major emergency incidents. Performs related duties as assigned.

B. Duties and Responsibilities The Battalion Chief shall meet the requirements of Section 3.02 where applicable and: 1. Be subordinate in rank to the Fire Chief, Deputy Chief and Assistant

Chief, and in the absence of the Fire Chief, Deputy Chief, and Assistant Chief, assume control of the District and perform the duties and exercise the powers incidental to the office of the Chief in his or her area in such order of precedence as may be designated, and shall be appointed by the Fire Chief.

2. Comprise the general staff of the Chief and assist in the formulation and administration of the policy, rules and regulations, practices and procedures governing personnel and operations of the District.

3. Within his or her command, be responsible for the enforcement of all policy, rules and regulations, practices and procedures of the District, as adopted by the Board of Trustees.

4. Designate commissioned members and POC’s to act in the absences of other officers.

5. Respond to alarms and special calls when dispatched and assume command of operations according to the operating procedures of the District.

6. Be on duty of periods to be determined by the Chief as the needs of the District may require.


APPENDIX C

7. Recommend to the Chief the tools, appliances and equipment of the District and their manner of care and use.

C. Illustrative Examples of Duties

1. Planning The Battalion Chief is responsible for establishing short and long range goals, objectives and priorities for one of three work shifts involving all fire department facilities and personnel assigned for fire suppression, emergency medical services and other emergency response services in harmony with overall standards established for the department. Such planning activity will include the identification and allocation of resources needed to carry out specific programs and objectives and the effective communication of these plans to superiors for ratification and to subordinates for effective delegation. The Battalion Chief will also assist the Assistant Chief, Deputy Chief and Fire Chief in departmental and emergency services planning.

2. Coordination The Battalion Chief participates in regular staff meetings to reduce duplication of effort, eliminate overlaps of responsibility and improve the economy and control of all departmental operations.

3. Personnel Activities

The Battalion Chief is responsible for coordinating the employee relations activities of subordinate supervisors in the administration of the department’s rules, regulations, general orders, and district policies. Of particular importance is the development of effective human relations skills and the application of sound personnel practice to the day to day operations of their shift. The Battalion Chief has primary responsibility for performance evaluation and for counseling subordinate supervisors regarding staff development, performance appraisal and discipline.

4. Inspection / Monitoring The Battalion Chief is responsible for routine and special inspections of fire department facilities, equipment and personnel to determine adherence to departmental and shift standards and programs. This activity normally results in evaluative feedback to the company officer regarding acceptability (plus or minus) of the company or individuals within the company with respect to established standards.

5. Interpretation The Battalion Chief acts as the senior official on each shift responsible for explaining and clarifying directives, regulations, plans, policies, practice and procedures to give them meaning to the public, colleagues and subordinate personnel and to establish their relevance to the various


APPENDIX C

responsibilities or interests of such individuals. This responsibility includes obligation to effectively communicate such interpretations so that the information exchanges are not only technically accurate effective communicated so as to enhance public employee relations.

6. Technical Supervision The Battalion Chief is directly responsible for supervising company officers including direct guidance, motivation and control of such subordinate personnel in the performance of their daily activities. Such supervisory duties include authority to effectively recommend selection of personnel, their assignment, discipline and the adjustment of employee grievances.

7. Scheduling The Battalion Chief is responsible for approving all work plans of company officers. The Battalion Chief is the official responsible for effective use of time by all manpower assigned to their shift. Approve scheduling of vacations and holidays for their shift. The Battalion Chief assigns personnel consistent with standard procedures, the needs of the department and effective utilization of available manpower resources.

8. Technical / Professional Activities Acts as a fire/emergency services provider and in particular carries out the key responsibility of incident commander in emergency situations involving multiple units, some of which may be from other jurisdictions. As an incident commander, he or she shall fulfill all the duties and functions as described in national standards. This requires current education and the skills employed by subordinate personnel.

9. Investigation and Research Periodically participates in efforts to collect and prepare in final form, information necessary for operating decisions. This includes such information items as, but is not limited to, information concerning operations, purchases, training, disaster planning, communications alternatives and manpower planning.

10. Evaluation The Battalion Chief is the key evaluator and assessor of performance of the shift under their authority and control. The Battalion Chief may also participate in evaluations of other shifts or other functions as determined by the Fire Chief, Assistant Chief, or Deputy Chief. In this latter capacity, the normal form would be an evaluated team responsible for internal audits as an assurance of maximum effectiveness.

11. Public Relations


APPENDIX C

The Battalion Chief is responsible for dissemination of information within the context of established department rules and procedures. As incident commander, the Battalion Chief would typically be responsible for directing officials of other fire departments and other municipalities as necessary. The Battalion Chief is responsible for assuring the department personnel are responsible to public inquiries and contribute to the creation of favorable attitudes towards the fire department. The Battalion Chief often represents the department at meetings of community groups, intergovernmental meetings, seminars and the like, often in a public speaking role.

11. Acting Chief The Battalion Chief, on duty, shall assume the position of acting Chief during the absence of the Fire Chief, Deputy Chief and Assistant Chief. In this capacity they shall have the full extent of the authority and responsibility of the Chief. Discretion will be used to determine which items require immediate disposition or should be deferred pending return of the Fire Chief, Deputy Chief, or Assistant Chief.

D. Preferred Requisite Experience and Training

1. Six years of progressively responsible fire fighting experience in the District.

2. Two years experience as a Lieutenant supervising engine/truck company operations.

3. Firefighter III and Fire Officer II certifications issued by the Division of Personnel Standards and Education of the State Fire Marshal’s Office.

E. Requisite Knowledge and Skills Thorough knowledge of the layout and location of District streets and principle buildings; considerable knowledge in local, state and federal laws, statutes and regulations which define fire protection activity; extensive knowledge of modern fire fighting techniques, fire prevention, water mains and fire hydrant locations; comprehensive knowledge of training techniques and practices, personnel management, budget procedures and general administration. Must be able to maintain and practice a high level of communication skills, both oral and written.


APPENDIX C

WOODSTOCK (IL) FIRE RESCCUE DISTRICT

Job Description – Shift Commander (Career Position)

Overall Purpose This is a management position responsible for managing and supervising fire, rescue, and ems companies on an assigned shift. The work involves direct supervision of the company officers and indirect supervision of all other personnel of the assigned shift. The work involves participation in developing, planning and scheduling programs and work as related to the operational goals of the fire department. The position assists with formulation and implementation of management principles and practices and in maintaining and improving performance and service delivery standards. The position possesses effective authority to commit fire district resources. The position is responsible for the day to day supervision, control, direction, evaluation, and management of shift personnel and their activities including emergency scene management of firefighting operations, rescue operations, delivery of emergency medical services, hazardous materials responses, and other activities as needed or directed. The incumbent works under the direction of the Fire Chief. Qualifications / Basic Job Requirements / Skills and Abilities A career member of the Woodstock Fire/Rescue District (WFRD) with all requirements for

the Fire Officer II Provisional certificate and 2 years served in rank as a career Lieutenant with the District.

Directly supervises the Company Officers of the assigned shift. Responds to emergencies and calls for service and manages operations of personnel. Establishes Incident Command at emergency scenes and manages resources as needed. Supervises and reviews activities of shift personnel. Plans and coordinates daily activities of shift personnel in concert with training, inspections, maintenance, and public activities. Reviews daily activities of shift personnel, ensures departmental activity goals are met. Coordinates and manages shift personnel work schedules, leave requests, training requests,

etc. Conducts evaluations of immediate subordinate personnel, reviews evaluations of other

personnel assigned to shift, and provides feedback to subordinate personnel. Prepares and administers disciplinary actions against subordinate personnel in the form of

counseling sessions and reprimands. Assists subordinates with projects, special activities and assignments. Assists with development of policies and procedures. Inspects fire stations, apparatus, equipment, and personnel to ensure operational readiness. Attends various seminars, educational programs and series related to emergency management responsibilities. Assists with service delivery planning and goal setting. Administers and enforces department policies. Coordinates and monitors building maintenance and repairs with assigned Lieutenant.


APPENDIX C

Identifies needs of the department and makes recommendations to the Fire Chief. Issues letter of commendation. Attends weekly staff meetings. Responsible for the conduct, efficiency, and discipline of personnel assigned to shift. Responsible for evaluation and critique of major incidents. Responsible for overall operation of assigned fire station(s). Promotes conditioning for the strenuous physical labor that is often required. Sits on the board of the WFRD Safety committee. Responsible for the entering of hours into the software system that will provide employees

with their paychecks. Ability to exercise good judgment in evaluating situations and making decisions. Ability to analyze and resolve complex and sensitive problems. Ability to concentrate and accomplish tasks despite interruptions. Ability to perform variety of tasks simultaneously or in rapid succession. Ability to express ideas clearly and concisely, orally and in writing, to groups and

individuals. Ability to plan, direct and supervise the work of others. Ability to report for work on time and perform the duties of the job for a complete shift. Working knowledge of the uses, operations, maintenance requirements, and locations of fire

fighting, ems, rescue, haz- mat, special operations, and other emergency equipment tools and apparatus used by the department.

Sound working knowledge of fire chemistry, building construction, fire and building codes, inspection principles and practices, emergency operations, ems care and operations,

emergency incident management and the ability to apply this knowledge to specific situations. Thorough knowledge of the Incident Command System and the ability to apply it in

emergency events. Ability to communicate effectively verbally and in writing with diverse groups within the

department, city and community. Ability to interact effectively with citizens, community leaders, city administration

personnel, department supervisors, and subordinates at all levels. Ability to resolve conflict at the lowest possible level. Ability and skills necessary to operate computer software and develop advanced reports and documents. Ability to maintain personal physical fitness consistent with department standards.


APPENDIX C

MCHENRY TOWNSHIP (IL) FIRE PROTECTION DISTRICT

Battalion Chief Job Description • The Battalion Chief position requires excellent interpersonal relationship skills, effective

communications skills, extensive management skills knowledge and the ability to work well with teams and supervisors throughout the department and must have the ability and maintain the ability to perform essential functions of a firefighter.

• The Battalion Chief will have a highly productive work ethic and demonstrate the ability to lead calmly under pressure while uncompromisingly pursuing the goals of the department.

• Perform complex emergency service and administrative work at a senior command level with responsibility for a broad range of administrative and technical activities and related work as required.

• Work is performed under the broad supervision of the Deputy Chief of Operations. • Direct the operation of emergency service delivery. • Responds to, operates in, or commands emergency incidents as required. • Assures appropriate notification of incidents and unusual activity or circumstances is made to

the Deputy Chief of Operations. • Coordinates post-incident operations as needed, including post incident analysis and critique. • Provides oversight and coordination of scheduling and deployment of fire department

personnel. • Reviews fire and EMS reports and payroll on a daily basis to ensure accuracy and

completeness. • Mentoring, counseling and disciplining of fire department personnel. • Assists in formulating long and short term plans and procedures. • Observes performance of subordinate officers to conduct performance appraisals. • Conducts investigations into accidents or incidents involving personnel, equipment loss,

apparatus damage and citizens complaints. • Responsible for communication between the administrative staff and the company officers. • Responsible for maintaining sufficient on-duty shift personnel. • Required to report to work at the appointed hour (0600 hours) as scheduled. • Assigned to 24/48 hour shift schedule. • Represent the McHenry Township Fire Protection District in a positive manner with

employees, city and Village departments, community organizations and other governmental agencies.

• Attend monthly officer meetings and officer training sessions. • Submit monthly reports to the Fire Chief regarding emergency response and operations,

monthly training activity, program activities and personnel activities and issues. • Submit written reports to the Fire Chief as requested. • Responsible for participation and assistance in the creation and management of the annual

budget. • Reports to work wearing button down uniform shirts with sewn on collar bugles, last name

and gold badge. Uniform pants or dress uniform pants. Cargo pants are not allowed. • Performing other such duties as may be required. • May be assigned to function as the Acting Deputy Chief in the Deputy Chief’s absence.


APPENDIX D

APPENDIX D

Transcripts on PHFPD Interviews

Fire Chief Battalion Chiefs Firefighters

Interview Questionnaire How do (interview participant) of the PHFPD define the role of its current battalion chiefs? Name & Rank of Participants Location of Interview Date & Time of Interview 1) What is the role of the BC? 2) Who do the BCs directly supervise? 3) Who do they indirectly supervise? 4) Divide up their day into tasks?

a) Administrative_____% (Defined as activity physically separated from companies and performed in office setting)

b) Supervision of personnel _____%

(Defined as involving two-way communications and personal interaction with company members)

c) Training _____%

(Defined as any form of training led, observed, or participant in) d) Incident response _____%

e) Other:

5) With regard to administrative tasks, what activities are involved and when should

these be completed?


APPENDIX D


7) With regard to training, what types of training does the BC need to conduct,

observe, and delegate? 8) What is the role of the BC on various incidents:

Code 1 Code 2 Code 3 Code 4

9) When does the BC become involved with issue with firefighters? 10) What tasks or behaviors would best be performed by a deputy chief versus a

BC? 11) What tasks or behaviors would best be performed by a company officer versus a

BC? 12) What tasks or behaviors are best performed by a BC versus a DC or CO? 13) How could the BC role best be improved? 14) Strengths of the program 15) Weaknesses of the program 16) Opportunities to take 17) Threats, if any?


APPENDIX D

(3) How do chief officers of the PHFPD define the role of its current battalion chiefs? Name: Donald R. Gould, Jr. Rank: Fire Chief Location: Fire Chief’s office Date: 9-15-2011 Time: 15:30 hrs.


Upper management, initial IC, run day to day operations of FD. Serve as stop-gap between labor and management.


Lieutenants, but in PHFD currently they also supervise the acting officers and firefighters due to the lack of lieutenants.

20) Who do they indirectly supervise?

See above.

21) Divide up their day into tasks?

f) Administrative__25___%

g) Supervision of personnel __25___%

h) Training __30___%

i) Incident response __<20___%

j) Other: No reply given.


Run shift, develop manpower roster and schedule and time off requests, review all reports, serve as IC, and perform divisional work.


Currently this line is blurred according to the fire chief due to the responses given above.


APPENDIX D


observe, and delegate?

Multi-company drills, special operations, anything with MABAS and NIPSTA (regional mutual aid program and regional fire academy), training outside of fire station or with neighboring FDs.

25) What is the role of the BC on various incidents:

Code 1 Stage with companies when told to stage for police, unusual circumstances, accidents.

Code 2 Car fires

Code 3 IC

Code 4 Stays IC and is part of command team


Matters of disciple and safety. All other times, work through lieutenant. 27) What tasks or behaviors would best be performed by a deputy chief versus a

BC?

Policy and budget.


Anything done at the company level should be run by the lieutenant.


Day to day stuff such as schedule, problems and issues.

30) How could the BC role best be improved? Add enough first-level supervisors to manage span of control.


Having the BC versus having the Fire Chief and Deputy Chiefs trying to manage the FD and the shift. Having that layer between management and labor.


APPENDIX D

32) Weaknesses of the program Not enough first-level supervisors, the lieutenants. The BC has to wear too many hats. May acting officers lack experience.


Upcoming lieutenant’s exam will allow for promotions and the streamlining of the chain of command and defining roles.


Changes to the current Board of Trustees. A perception that there are too many managers at the FD. A lack of understanding on how the FD operates and span of control issues.


APPENDIX D

(4) How do the current battalion chiefs of the PHFPD define their role? Name Oeltgen, Pyzyna Grzeslo Rank All Battalion Chiefs Location: Station 9 Conference Room Date 9-21-11 9-27-11 B/C Grzeslo had to respond on an incident

and could not be interviewed with the other two BCs. Time 1100 1330


Overall day to day operation of assigned shift. Responsible party and facilitator. IC. Leads shift without micromanaging.


Should be just lieutenant or acting officer but sometimes must be line firefighters. 3) Who do they indirectly supervise?

Those firefighters under supervision of a lieutenant or acting officer. 4) Divide up their day into tasks?

a) Administrative_45____%

b) Supervision of personnel __20___%

c) Training __25___%

d) Incident response __10___%

e) Other:


Schedule, first 1-2 hours of shift management (staffing, planning, etc.). Communicate day’s plan to shift.

6) With regard to supervisory tasks, what activities are involved and when should

these be completed?

Laying out day’s plan to lieutenant. Discipline. Keep lieutenant informed. Accountability and scheduling of day’s activities.


APPENDIX D



Lieutenant should conduct most training. Observe as much as possible to evaluate personnel. One BC feels he needs a high level of participation due to (lack of) experience level and need to meet standards. Personally conduct SOP/SOG implementation.


Code 1 See the big picture, deal with family, liaison as needed. Ensure quality of care. Safety officer at transportation incidents.

Code 2 Scene safety and support at car fires.

Code 3 IC at command vehicle

Code 4 Remain IC. One BC feels he should move to a forward position to

better use the strengths of each member on his shift. 9) When does the BC become involved with issue with firefighters?

When issue is brought to BC’s attention. When lieutenant cannot solve. 10) What tasks or behaviors would best be performed by a deputy chief versus a

BC?

Organizational goals and planning versus day to day. 11) What tasks or behaviors would best be performed by a company officer versus a

BC?

Tactical decisions on fireground. Riding assignments: BC assigns members to companies then LT decides who drives, etc. Station and shift management. Assign each lieutenant a divisional responsibility such as hose, station supplies, etc.


Holding company officers accountable. Overall organization and direction of shift. Management of divisions.



APPENDIX D

Clarification of the roles of each deputy chief. Better understanding of budget. More advanced scheduling of shift personnel: Get schedule out 30 days in advance versus only 1-5 days ahead of month. Increase number of first level supervisors (lieutenants). Be on same page as fire chief and deputy chiefs/reduce tunnel vision.

14) Strengths of the program Most things are funneled through BCs. Strong group of BCs. Continuity of shifts enhanced. Chiefs empower BCs to runs shifts as they see fit.

15) Weaknesses of the program Communication top down. No acting BC or backfilled BC program. Chain of command: Old ways versus using BCs (bottom up flow). No enhanced or ongoing training for BCs.

16) Opportunities to take Involve BCs with other towns as backup to their BC. Stay current on new trends and practices.


None other than circumvention of chain of command by firefighters/company officers.


APPENDIX D

(6) How do the firefighters of the PHFPD define the role of its current battalion chiefs? Names: Gorecki, Moore, Grossmann, Roma, Kotowski, C. Herling, Miller. Shift: Black Location: Station 9 training room Date: 9-15-2011 Time: 10:30 hrs.


Responsible for all operations of the FD during the 24-hours shift. Handles all problems of shift. Ensures everyone follows chain of command. BC gives tasks to lieutenants and they execute the schedule.


Company officers, the Lieutenants. 3) Who do they indirectly supervise?

Everyone on shift.


a) Administrative__50___% b) Supervision of personnel __20___% c) Training __20___% d) Incident response __10___% e) Other: Zero %


Schedule, payroll, projects and areas of responsibility.


these be completed?


APPENDIX D

Dealing with company officers, discipline matters, using company officers to deal with issues, delegate tasks to company officers, BC should be able to fill in all positions on shift himself.



Multiple company drills, not skills such as hose pulling. Ensure minimum standards are completed.


Code 1 Car accident, Multiple patients, hazards exists. Code 2 Car fires, trouble alarms (hold engine up) Code 3 IC

Code 4 Stays as IC


It is serious or egregious. When their needs to be discipline. When Lieutenant can’t handle it. When Lieutenant requests BC to become involved.

10) What tasks or behaviors would best be performed by a deputy chief versus a

BC?

Policy development. Budget. Major purchases. Big picture stuff.


Tasks performed by company, things with the rigs, basic skills training, vehicle repairs, tools. Station maintenance.


Holding lieutenant accountable for daily operations. Daily benchmarks set in shift briefing-this needs to be two-way communication.


Have lieutenants on all shifts and all companies.



APPENDIX D

Having the mid-level manager and supervisor. Designated IC person. Having Fire Chief and Deputy Chiefs available to support BC nights and weekends. Safety eyes (from BC).

15) Weaknesses of the program Too much hands on participation by BCs.

16) Opportunities to take Acting lieutenant and acting BC programs needed. Have BCs do ride-along at busier FDs.


That the three BCs appear to be trying to out-do one another, that it’s a competition between them. The firefighters state there has been quite a bit on discussion on this at the blue shirt level. They state that the three need to get together more and ensure consistency among the shifts.


APPENDIX D

(6) How do the firefighters of the PHFPD define the role of its current battalion chiefs? Names: Tranchita, Tragesser, Beckman, Gray, Pacocha, Plonski, Stempien Shift: Red Location: Station 9 Training Room Date: 9-16-2011 Time: 1400


Management, chief level. Manages people and calls. Shift command. Day to day organization of shift.


Company officers. 3) Who do they indirectly supervise?

Firefighters.


f) Administrative__50___% g) Supervision of personnel __10___% h) Training _10____% i) Incident response __5___% j) Other: 25%


Schedule, trades, time off requests. Liaison to chiefs, other shifts, outside agencies. Works with chiefs. Meets with administration.


these be completed?

Makes sure members report on time, delegates training and tasks to company officers, know the strengths and weaknesses of the individual firefighters.


APPENDIX D



Competencies drivers, officers assigned to his shift. Leads multi-company drills. May observe but does not conduct hands-on drills such as hose, ladders, EMS.


Code 1 No patient care. May give friendly reminder. Needs to work through company officer. Worry about safety and family.

Code 2 Basically, just car fires. Look out for scene safety. Code 3 IC Code 4 Remains IC and is backed up by Fire Chief or Deputy Chief.

Insures stability of scene.

General comment was that on Code 1s and 2s there is a feeling of anxiety that when the BC assigns himself members think “why is he coming?”


Personnel problems, formal discipline. Immediate safety issues. Mentor members.


BC?

Policy and procedure development. Punishments. Union relations (NOTE: PHFD does not have a collective bargaining unit)

11) What tasks or behaviors would best be performed by a company officer versus a

BC?

Running the company, Dealing with firehouse problems that do not require formal action. Almost all issues should be handled by the company officer. Schedule, daily duties, paperwork.


Schedule but not riding assignments. Liaison between company and chiefs and other outside agencies.


APPENDIX D


Get all BCs on the same page with the same message. BCs need to back off and be less hands on, less involved in details of shift and company. Should not be commenting on which shift is better or worse. Keep personal opinions to self.

14) Strengths of the program BC keeps fire chief and deputy chiefs out of day to day management of shift. Always having an IC. Having a structure like our neighbors.

15) Weaknesses of the program BCs sweat the small stuff. There is a two-way lack of trust. Micromanagement of companies. Firefighters feel that BCs are scared that chiefs will discipline the BCs if certain things are not done right. Our FD is at a disadvantage since we are smaller, fewer stations and calls so there is less work for the BC than at other FDs and this allows them to get into things they do not need to be involved with. Since we have had permanent acting officers on most shifts this may have created permanent damage that cannot be repaired. Habits are formed. BCs undermine company officers/actors in their daily duties. For example, calling a crew at the super market and telling them to hurry up when they have been gone only 30 minutes.

16) Opportunities to take Peer evaluations of organization. Training for BCs. Ride-alongs at other FDs with their BCs.


Not replacing the BC when he is off. If he is not needed one day then why would the board think he is needed all the time. Need to have an acting BC program.


APPENDIX D

(6) How do the firefighters of the PHFPD define the role of its current battalion chiefs? Names: Tsoulos, McDonald, Golonka, Rill, Cossman, Bos, Grish, Hardy Shift: Gold Location: Station 9 training room Date: 9-14-2011 Time: 10:30 hrs


Manage versus supervise. BC is backbone of shift.


Company officers who are the lieutenants. 3) Who do they indirectly supervise?

All the companies. Should not micromanage.


k) Administrative_60____% l) Supervision of personnel __10___% m) Training __10___% n) Incident response _10____% o) Other: 10%


Manpower, scheduling, time off requests, projects, setting priorities, paperwork, reviewing EMS and fire reports, payroll.


APPENDIX D


BC should get involved in immediate issues that are safety of operational and for all others work through lieutenants and chain of command. A morning roll call should be standard.



Involves multiple companies, risk, when a safety officer is needed. Drills conducted outside, off FD property. Sometime should just observe then later coach or mentor lieutenant versus direct or lead drill. Evaluate lieutenants competency as leader and instructor.


Code 1 Observe versus act. Not to micro manage. Should not be in back of ambulance. On a full arrest, deal with family and scene and not direct patient care. On regular auto accident let lieutenant manage company and serve as safety and resource person.

Code 2 Really just car fires or unusual situations. Mainly look out for safety. Code 3 IC Code 4 Remains IC to ensure accountability and continuity.


When lieutenant brings issue to him. If he observes, he goes to lieutenants unless he is the only witness and it is serious. Even in these cases he should involve the lieutenant and keep him in the loop.


BC?

No direct answer given. 11) What tasks or behaviors would best be performed by a company officer versus a

BC?

Day to day task such as drills, housework. Rig assignments such as who is driver, etc. Management of shift’s time: Give lieutenant goals/tasks for day and let him get it done.


APPENDIX D


Daily manpower and staffing (not riding assignments). Conduct daily roll call. Serve as IC at an incident. Letting lieutenant know when goals are not being met.

13) How could the BC role best be improved? To not interact with the BC after about 1030 unless it is an incident or meal or a special circumstance.

14) Strengths of the program Resources of BC, Support from admin and BC, Company officer does not have to be IC.


Lost a fireman on a company. Personalities. There is more time to fill in a day because the PHFD BC has fewer calls and stations to visit than other FDs.

16) Opportunities to take Officer development and mentoring should and needs to occur. Hold tabletops and tactic discussions with officers. Set and communicate with lieutenant benchmarks that are met or need to be met versus telling task detail.


Who will replace BC is one resigns/retires/leaves/etc.?


APPENDIX E

APPENDIX E

PROSPECT HEIGHTS FIRE DISTRICT EFFECTIVE: 01 OCT 11 POSITION DESCRIPTION # 6-9 SUPERSEDES: 01 OCT 10 BATTALION CHIEF

1. GENERAL PURPOSE Within the organizational structure of the Prospect Heights Fire District (PHFD), the Battalion Chief is the shift commander and the highest-ranking member assigned to work a 24-hour on-duty shift. The Battalion Chief is positioned below the Deputy Chief and above the Lieutenant making this person a mid-level manager in the PHFD’s Chain of Command and a member of the PHFD command staff. The PHFD command staff is composed of the fire chief, Deputy Chiefs, and Battalion Chiefs. A Battalion Chief of the PHFD protects life and property by planning, coordinating, implementing, carrying out, directing, delegating, supervising and evaluating the fire fighting, rescue, emergency medical care, hazardous materials and fire prevention duties conducted by company officers and firefighter/paramedics using PHFD equipment, apparatus, and facilities. The majority of actual work will involve supervisory and management functions requiring the exercising of independent judgment to carry out the mission, vision, goals, objectives, policies and practices, and the like, of the fire protection district. A Battalion Chief of the PHFD is a decision-maker and participant in the hiring, orientation, evaluation, discipline, suspension, termination, reward, promotion, or settlement of grievances involving subordinates. The fire chief, deputy chiefs, and Board of Trustees rely on the unconditional support of the Battalion Chief for the clarification, implementation, and execution of all PHFD policy and procedure, standard operating procedures and operational guidelines as well as the efficient and effective leadership, management, administration of the fire district during the 24-hour shift. The Battalion Chief is able to influence the development and creation of PHFD policy and procedure, standard operating procedures and operational guidelines and use the command staff meeting process to express concerns or grievances with any PHFD policy and procedure, standard operating procedures and operational guidelines.


APPENDIX E

2. SUPERVISION RECEIVED Works under the indirect supervision of the Deputy Chief of Operations. Works under the indirect supervision of the Deputy Chief of Administration and the Fire Chief.

3. SUPERVISION EXERCISED

Directly coordinates, instructs, delegates, and supervises the work of company officers such as lieutenants and acting officers. Indirectly supervises all other members of the assigned shift.


APPENDIX E

4. TYPICAL FUNCTIONS AND RESPONSIBILITIES As a Battalion Chief, carry out the following functions and responsibilities: Function/ Responsibility

4.1. FUNDAMENTALS

Duties/Tasks 4.1.1. Issue direct and indirect orders to subordinates as appropriate and necessary to carry out both emergency and non-emergency duties and services.

4.1.2. The authority to immediately correct any imminent hazards to any member.

4.1.3. Exercise independent judgment to carry out the PHFD mission and policies when specific direction is not given or cannot be obtained in a reasonable period of time.

4.1.4. During each shift has regular and frequent communications with the lieutenants or acting officers of each company.

4.1.5. Keep Fire Chief and/or Deputy Chief(s) informed of pertinent matters.

Guiding Principles & Expectations

The Battalion Chief: Is progressive with and forward-thinking without being

overbearing or a micro-manager. Knows when to be a hands-on manager versus a hands-off

manager. Uses his power and authority appropriately, judiciously, and

effectively. Addresses problems, issues and rumors in a timely and

preemptive manner. Ensures the policies, procedures and guidelines are known and

followed. Interacts casually but with authority on multiple occasions

during each shift. Management-by-Walking-Around is practiced regularly. Cheerleading and beating the drum to accomplish success through others are normal practices.

Makes them self available by proactively approaching subordinates as well as having an open-door policy that still respects the chain of command.

Knows what type of information and when such information must be communicated urgently versus casually to the Fire Chief and/or Deputy Chief(s).


APPENDIX E

Function/ Responsibility

4.2. EMERGENCY OPERATIONS

Duties/Tasks 4.2.1. Respond to emergency incidents as assigned by RED Center or as self-determined.

4.2.2. Initiates, maintains and terminates command of incidents consistent with established principles and practices of the Incident Command System and PHFD operational guidelines.

4.2.3. Function as sustained incident commander on incidents involving more than two companies.

4.2.4. Make strategic and tactical decisions regarding incident operations, which are consistent with modern fire suppression and emergency management practices.


The Battalion Chief: Is the first and not last to respond. Follows the ICS and ensures companies operate within the ICS.

The ICS is used on all incidents to prepare everyone for the true emergency.

Assigns tactics and tasks based on strategy communicated to companies.

Models proper PPE and SCBA use and ensures such use by subordinates.

Stays current on modern fire suppression, rescue and special operations by reading fire service publications, attending outside training, and actively promoting the operational guidelines of the PHFD.


APPENDIX E


4.3. ADMINISTRATIVE

Duties/Tasks 4.3.1. Determines, delegates, supervises and evaluates daily, weekly, monthly and other assigned activities.

4.3.2. Creates plans with short and long term goals to carry out assigned functions and responsibilities.

4.3.3. Creates and completes required reports for incidents, daily, weekly, monthly and other assigned activities.

4.3.4. Reviews fire, EMS and administrative reports of subordinates for accuracy, completeness, and clarity.

4.3.5. Ensure accurate and complete payroll reports and records are submitted by the responsible person in compliance with PHFD policy.

4.3.6. Provides commentary/makes recommendations to chief officers on current and proposed policy and procedure, standard operating procedures and operational guidelines.

4.3.7. Inspection of members, uniforms and protective equipment, apparatus and its equipment, and facilities including fire stations to ensure their readiness and ability to deliver service in compliance with PHFD and national standards.

4.3.8. Conduct briefings/information exchange with the off-going Battalion Chief immediately prior to the beginning of each shift. Likewise, conduct briefings/information exchange with the on-going Battalion Chief immediately prior to the conclusion of each shift.

4.3.9. Attend and actively participate in regularly scheduled and special command staff meetings.

4.3.10. Make effective use of email and other PHFD resources to communicate with superiors, fellow Battalion Chiefs, and subordinates.

4.3.11. Conduct a preliminary investigation into an accident or complaint using the policies, procedures and guidelines of the PHFD.

4.3.12. Other duties as from time to time may be assigned by the Deputy Chief or Fire Chief.


APPENDIX E


The Battalion Chief: Prepares for the next shift on the previous shift. Scheduled

events and tasks located in the fire district’s record management system as well and correspondence from superiors and fire district policies, procedures, and guidelines are used in this process.

Reports and records are completed the same shift and are accurate and thorough. Reads his own as well as his shift’s fire, EMS, and payroll reports, maintenance forms and checklists, and training reports the same shift to ensure accuracy, completeness, and thoroughness.

Participates in the development of policy, procedure and guidelines by actively commenting on drafts and revisions as well as putting forth proposals.

Communicates with the off-going and on-coming Battalion Chiefs prior to the end of his shift. To meet this expectation, he is awake and interacting with his peers prior to the completion of his shift.

Attends most if not all command staff meetings as well as those meetings with subordinates of his shift as scheduled by superior officers. The command staff meeting is forum, time and place to communicate successes, failures, or short comings of fire district policy, procedure, or guidelines as well as contribute to the creation of new or revised policy, procedure, guidelines, or programs that improve the fire district’s operations and reduce duplication of effort or resources.

Following command staff meetings, conducts meeting or briefing with subordinate officers and/or members, as appropriate, to disseminate information from and decisions made at command staff meetings.

Looks out for the best interests of the fire district and manages risk that is identified.

Always takes the position of management in advocates to the

command staff for subordinates when appropriate. Ultimately, the Battalion Chief is part of the management team and not labor.


APPENDIX E


4.4. PERSONNEL

Duties/Tasks 4.4.1. Coordinates and monitors work performance, schedules, member attendance and leave requests for members assigned to his or her shift. The Battalion Chief is the person responsible to ensure that their assigned shift is properly staffed before the beginning of a daily tour of duty. There is an expectation and requirement that all vacancies known to a Battalion Chief will be filled prior to the Battalion Chief taking any planned time off.

4.4.2. Insures shifts and companies are properly staffed and operated. This includes making personnel shift and station assignment changes.

4.4.3. Dispenses praise and commendation as well as coaching, counseling and discipline to subordinates. Disciplinary action is in compliance with PHFD rules and regulations and its authority involves the ability to issue suspensions.

4.4.4. Manage and advocate for the health and safety of assigned members.

4.4.5. Monitors the performance of subordinates as it relates to PHFD policies, procedures, and guidelines and other performance indicators contained in the member performance evaluation documents.

4.4.6. Completion of both informal and formal member performance evaluations on subordinates.


APPENDIX E


The Battalion Chief: Is the key player in promoting positive labor-management

relations. Excellent interpersonal relationship skills are essential.

Values interaction and communication with all members. Such interaction and communication is a key and essential part of each shift and is regular, sometimes spontaneous, and often casual. As part of this interaction and communication both positive and negative feedback from the Battalion Chief to the company officers is essential.

Proactively addresses time off requests, absences, and schedule vacancies not only for his own shift, but for those shifts between his current and next shift. Part of this is good communication with the other two Battalion Chiefs to ensure proper staffing for the next 72-hours.

Probationary period, annual, and as-needed performance reviews are conducted in a timely and effective manner to communicate that expectations are met as well as that deficiencies exist. When deficiencies exist, performance reviews are preceded by coaching, counseling, retraining, and/or discipline, as appropriate. Only in rare instances should a subordinate receive a performance review in which the he or she is informed of a less than desired performance or behavior that has not been addresses as described above.


APPENDIX E


4.5. EXTERNAL RELATIONS

Duties/Tasks 4.5.1. Coordinate fire prevention and public educations effort assigned to shift.

4.5.2. Interact professionally, competently, and positively with members of the public, civic organizations, law enforcement, local government officials and employees, as well as other fire department’s members and officers.

4.5.3. As part of normal shift operations, act as liaison between the PHFD’s dispatch center and PSAP as well as with the shift commanders or the neighboring fire and police departments.

4.5.4. When directed or assigned, act as liaison between the PHFD and other emergency service organization, governmental agencies, and non-governmental agencies at the local, regional, state and national level.

4.5.5. In the absence of the fire chief and deputy chiefs, serve as the official representative of the PHFD and make decisions commensurate with the immediate need in order to protect life and property and maintain effective PHFD operations.


The Battalion Chief: Understands the value that stakeholders bring to the fire district. Builds relations with other fire departments, RED Center, local

police departments and sheriff, our city government, local special districts such as schools, parks, and library, and local civic and non-governmental organizations.

Communicates to other members of the command staff essential information gained during interaction with the above groups. The Battalion Chief will know when such communication is urgent and needs to be made in a timely manner or can wait for a command staff meeting or well composed email.


APPENDIX E


4.6. TRAINING

Duties/Tasks 4.6.1. Ensure the schedule training and education, both for initial education and training and for the regular, periodic refresher subjects, are conducted and completed. To this end, the Battalion Chief will consult the plans and guides prepared by the training division. Additionally, special team training attendance for those members assigned to the Battalion Chief’s shift also needs to be coordinated by the Battalion Chief.

4.6.2. Instructs firefighter, officers and companies in fire suppression, rescue, hazardous material and emergency medical services and skills.

4.6.3. Identify those areas where subordinate members may require additional training and/or education.

4.6.4. Plan and participate in the professional development of subordinate members, both formally and informally.

4.6.5. Orient and train newly hired members using the plans and documents of the PHFD. To this end, the Battalion Chief will be responsible for this process but should assign and delegate specific orientation and probationary period activities to appropriate non-probationary members and company officers who will serve as mentors and preceptors.

4.6.6. Serve as mentor to those lieutenants assigned to the Battalion Chief’s shift.


APPENDIX E


The Battalion Chief: Plans how scheduled training will be carried out within the

schedule period: Who will conduct each session; where each session will be conducted; what apparatus, equipment and supplies are needed.

In planning training understands the guidance of the training division as well as understands when he should be the presenter of specific information or sessions. Once key function of a Battalion Chief with respect to new or revised policy, procedure, or guidelines is to give these documents meaning and life within the fire district.

Evaluates performance of individuals and companies during certain training sessions and at incidents to determine competence, deficiencies, and conflicts with policy, procedure, guidelines, minimum standards or job performance requirements (JPRs). To this end, when less than desired performance is identified and such performance may have an immediate impact on member safety, the Battalion Chief addresses the performance through immediate retraining. The Battalion Chief may perform that retraining or delegate such activity to a subordinate.

Coordinate with the training officer the professional development of subordinates in programs such as Fire Fighter 3/Advanced Firefighter, Vehicle and Machinery Operations, and MABAS Special Teams training, both initial courses and monthly drills. The Battalion Chief is responsible for ensuring adequate coverage of members sent to schools and drills so that minimum staffing is maintained.

Ensures a plan for newly hired members to achieve completion of probationary requirements within established time frames and benchmarks. The Battalion Chief may directly carry out the necessary tasks or delegate such activity to a subordinate. If delegated, the Battalion Chief retains responsibility and accountability.

Mentors members by not only addressing formal job requirements such as probationary member and new officer checklists, but by also reviewing aspects of each position description and performance review criteria prior to the formal performance review process.


APPENDIX E

5. RELATIVE DISTRIBUTION OF TYPICAL FUNCTIONS AND RESPONSIBILITIES Within a typical 24-hours shift approximately 8-10 hours will be spent in a standby mode awaiting incidents. The majority of this standby time will occur in the late evening into the next day and involve sleeping. The balance of the shift, from 0600 until evening, is typically distributed in the below graph. No percentage or number of hours is assigned as the distribution of one area is relative to the others. The majority of this time is spent in administrative and management functions that do not require direct involvement with subordinates.

Relative Distribution of Daily Functions

Administrative

Supervision of Personnel

Training

Incident Response

6. ESSENTIAL FUNCTIONS

A Battalion Chief must possess the following abilities prior to employment: 6.1. All essential functions contained in the PHFD’s Lieutenant Position Description. 6.2. Work an assigned 56-hours work week of consisting of 24-hours on duty followed

by 48-hours off duty, including nights, weekends and holidays. 6.3. Work assigned or mandatory hours in excess of an average of 56 per week as

required. 6.4. Be able to multi-task when appropriate and necessary to carry out any and all

duties in the required time frame and to meet stated goals or benchmarks. 6.5. Be able to rapidly, and in some cases, immediately, switch from one task to another

then back, when required.


APPENDIX E

6.6. Be able to concentrate and accomplish tasks and duties despite frequent interruption.

6.7. Knowledge of PHFD rules and regulations, policies and procedures, standard operating procedures and operational guidelines.

6.8. Ability to read, interpret, plan and complete work schedules and assignments. 6.9. Ability to complete proper and accurate reports using both typewriter and computer. 6.10. Ability to create work plans and programs 6.11. Ability to use word processing and spreadsheet software. 6.12. Ability to independently carry out and manage assigned projects and functional

divisions of the PHFD that meet expectations or goals set by the fire chief or a deputy chief.

6.13. Maturity and judgment to maintain confidentiality. 6.14. Ability to work harmoniously, deal calmly, politely, and professionally with

subordinates and superiors at all levels. 6.15. Ability to lead and manage subordinates. 6.16. Ability makes self heard clearly and understood. 6.17. Ability to conduct difficult conversations with subordinates and superiors. 6.18. Ability to implement and manage change within the organizational structure, fire

district policies, procedures, and/or guidelines. 6.19. Ability to instruct members in both didactic and skill materials. 6.20. Ability to remain calm under duress and stress of emergency incidents and

disciplinary matters. 6.21. Ability to make rapid decisions with minimal time during emergency operations in

order to effect positive change at an incident. 6.22. Ability to evaluate circumstances and information and make decisions when

urgency is not a primary factor. 6.23. Ability to conduct periodic informal performance reviews, verbal or written as

necessary, of assigned members including retraining, discussion, coaching and counseling as required with member and follow-up with deputy chief on process and actions needed to ensure reviewed members are able to perform as required and desired within the position description applicable to the reviewed member.

6.24. Ability to conduct annual performance reviews of assigned members including preparation of the written performance review using the PHFD form, in-person presentation of form to member, discussion, coaching and counseling with member as required, and follow-up with deputy chief on process and actions needed to ensure reviewed members are able to perform as required and desired within the position description applicable to the reviewed member.

6.25. Ability to deal calmly, politely, and professionally, to communicate effectively both verbally and in writing, and interact effectively with diverse groups such as citizens/members of the public, community leaders, and elected and appointed officials of other governmental agencies such as city administration and its department heads.

6.26. Be able to meet with members and resolve conflict or grievances between self and subordinates, between subordinates of identical or different ranks, and between members and the public.


APPENDIX E

6.27. Ability to administer discipline within Battalion Chief’s scope of authority to those member’s who violate the rules and regulations, policies and procedures, standard operating procedures, operational guidelines, position descriptions, minimum standards or job performance requirements, or other published documents of the PHFD.

6.28. Ability to implement and operate Incident Management System at all incidents. 6.29. Knowledge of modern fire suppression, emergency medical care, hazardous

materials and rescue methods and skills. 6.30. Knowledge of geography, topography, roads and ways and strictures contained

within the PHFD. 7. MAJOR AREAS OF RESPONSIBILITY

Each Battalion Chief shall be assigned one or more areas of responsibility from the following list: Public Education Street guides and maps Records and Reports Communications Service Billing Facility Maintenance Uniforms & Protective Gear Apparatus Maintenance Emergency Medical Services Safety & Health

SCBA and Air Compressor Small Tools & Equipment: Special Teams Recruit Training Company Training Paid-on-call Training EMS Training Driver/FAE Training Airport Training Others as determined by staff

The assigned Battalion Chief shall be able to manage, administer, and operate each division without direct supervision of a Fire Chief or a Deputy Chief. With regard to this section, the role of the Fire Chief or a Deputy Chief is to provide counsel, guidance and vision to the Battalion Chief and to mentor the Battalion Chief in the above and developing their ability.

8. REQUIRED EDUCATION, TRAINING, AND CERTIFICATIONS 8.1. At time of application,: 8.1.1. All requirements contained in PHFD Position Description # 6-5 Full-Time

Lieutenant. 8.1.2. Meet provisions adopted by the Board of Fire Commissioners of the Prospect

Heights Fire Protection District. 8.1.3. Certification from the Office of the State Fire Marshal as a Fire Officer 2 or

Provisional Fire Officer 2. 8.1.4. Completion of DHS-approved ICS 100, 200, 300 and 400 and IS-700 and IS-800. 8.1.5. Experience required: 8.1.5.1. Ten years as a member of the fire service. 8.1.5.2. Five years experience as a lieutenant. 8.1.6. Experience desirable before promotion: 8.1.6.1. Serve as acting battalion chief 8.2. Education desirable before or after promotion:


APPENDIX E

8.2.1. Bachelor of Arts or Bachelor of Sciences in related field such as management, business or safety.

8.2.2. Completion of Illinois Fire Chiefs Association Fire Officer 3 program. 8.2.3. Certification as Fire Officer 3 by the Office of the State Fire Marshal. 8.2.4. Completion of National Fire Academy’s Executive Fire Officer Program. 9. TOOLS AND EQUIPMENT USED

Emergency medical aid unit, fire apparatus, fire pumps, hoses, and other standard firefighting equipment, ladders, first aid equipment, radio, pager, personal computer, phone, hand and power tools commonly found in home centers and hardware stores.

10. PHYSICAL DEMANDS 10.1. The physical demands described here are representative of those that must be met

by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

10.2. While performing the duties of this job, the employee is frequently required to stand, walk, use hands to finger, handle, or operate objects, tools, or controls, and reach with hands and arms, and talk and hear. The employee is regularly required to sit at his or her assigned desk/work space. The employee is regularly required to climb, balance, stoop, kneel, crouch, crawl, and taste or smell.

10.3. Physical activity distribution by percentage approximates as follows. Activity

Average workday

Resting and sitting 20% Sleeping and lying 30% Reading, writing, performing computations, speaking, learning didactic materials, performing administrative office duties and/or sitting in classroom or at desk

40%

Lifting, reaching, exerting, and performing manual labor or fire fighting/emergency care skills

15%

11. WORK ENVIRONMENT 11.1. The Battalion Chief’s work environment is significantly different from that of

subordinate personnel. Time will be generally divided equally between an office environment performing administrative and management functions and field/out of office work performing training, incident response and leading/managing subordinates. During emergency operations, the Battalion Chief generally responds alone is a separate vehicle and functions apart from the work of individual companies. Occasionally, a Battalion Chief may have to operate at the company level to cover for staffing shortages. Such occasions are rarely for an entire shift.


APPENDIX E

11.2. While performing the duties of this job, the employee regularly works in outside weather conditions. The employee occasionally works near moving mechanical parts and in high, precarious places and is occasionally exposed to wet and/or humid conditions, fumes or airborne particles, toxic or caustic chemicals, risk of electrical shock, and vibration.

11.3. The noise level in the work environment is usually moderate, except during certain fire fighting or EMT activities when noise levels may be loud.

12. SELECTION PROCEDURE

Members are selected and appointed to the rank of Battalion Chief by the Board of Fire Commissioners.

13. EVALUATION OF ABILITY AND RESPONSIBILITY On an informal and periodic basis a Deputy Chief or the Fire Chief will evaluate, discuss with, and provide feedback to the Battalion Chief regarding his or her performance since the last review. During the probationary period, on a quarterly basis a Deputy Chief or the Fire Chief may perform a formal written evaluation of the Battalion Chief using this document as well as the fire protection district's rule and regulations, policies and procedures, standard operating procedures and operational guidelines as well as reports and records produced by the Battalion Chief. On an annual basis a Deputy Chief or the Fire Chief may perform a formal written evaluation of the Battalion Chief using this document as well as the fire protection district's rule and regulations, policies and procedures, standard operating procedures and operational guidelines as well as reports and records produced by the Battalion Chief.

14. PROBATIONARY PERIOD

The probationary period for a newly promoted Battalion Chief begins on the first day of work once the employee has taken the oath and continues for twelve (12) months.

15. The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position.

16. The job description does not constitute an employment agreement between the

employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job change.

Approved:__________________________________________________, Fire Chief


APPENDIX F

APPENDIX F

Battalion Chief Professional Development Program

Beginning in the fall of 2011 and continuing through calendar year 2012 the PHFPD will

conduct a professional development program. Part 1 contains six sessions aimed at

defining the role of the battalion chief. Part 2 will consist of a series of guest speakers.

Part 1: October 2011 through January 2012

Conduct twice a month.

Session #1: Overview; How did we get to where we are; Mission, Vision and

Values.

Session #2: What are our needs; Job Description; Profession Development

Plan.

Session #3: Best practices from the fire service.

Session #4, #5, and #6: Role playing case studies

Part 2: February 2012 through December 2012.

Conducted quarterly, Topics will include:

• Writing performance evaluations and conducting the presentation meeting

with the subordinate.

• Having difficult conversations with superiors, peers, and subordinates

• Correcting fireground errors/safety issues

• Coaching and counseling skills for the company officer: The battalion chief’s

role.