An Evaluation of the Rochester Fire Department First Line Supervisory Training Process
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An Evaluation 1 AN EVALUATION OF THE ROCHESTER FIRE DEPARTMENT FIRST LINE SUPERVISORY TRAINIG PROCESS EXECUTIVE LEADERSHIP BY: John P. Schreiber Rochester Fire Department Rochester, New York An applied research project submitted to the National Fire Academy as part of the Executive Fire Officer Program. January 2006 An Evaluation 1 Abstract Since 1986, the Rochester Fire Department (RFD) has sent its newly appointed officers to the First Line Supervisors Training Program (FLSTP) presented by the New York City Fire Department (NYFD). The RFD has not evaluated this program. Due to the increasing demand for fiscal constraint, evaluation of the training process is critical for accountability to the community. The purpose of this research was to evaluate the process for training a newly appointed officer of the RFD. The following questions were addressed: 1) What is the current process for training a newly appointed officer of the RFD? 2) What are the problems with and advantages of the current officer-training program? 3) What components should be included in an officer-training program for a newly appointed officer in the RFD? 4) What changes should occur to improve the training process of a newly appointed officer of the RFD? The author utilized descriptive research for this project. An informational survey was utilized to collect data from New York State career departments including management and line personnel of the RFD. Interviews were conducted with professionals, internally and externally, associated with the training process The results identified how the RFD trains a first line supervisor by utilizing an internal component as well as an external mandated component to attend the NYFD FLSTP. The local component lacked material regarding computer training, written communication / report writing An Evaluation 2 and practical exercises. The external instructional component was specific to NYFD and not upstate departments. It lacked leadership training and program content was too general. Recommendations include the establishment of communication with all stakeholders to review and update the program content of the FLSTP, establish a formal local mentoring program and collaborate with Monroe Community College to improve program content and program delivery. Explore the possibility of conducting an upstate FLSTP. An Evaluation 3 Table of Contents Abstract…………………………………………………………………………………...1 Table of Contents……………………………………………………………………...….3 Introduction…………………………………………………………………..…….……..5 Background and Significance ………………………………………………....................6 Literature Review…………………………………………………………….…………..8 Procedures………………………………………………………………………………..35 Results…………………………………………………………………….………….…..41 Discussion…………………………………………………………………………..........53 Recommendations………………………………………………………………………..64 Reference………………………………………………………………………..…...…..68 Captions………………………………………………………………………………….73 Figures……………………………………………………………………………………79 Appendix A (Survey Letter Request)……………..………………...…… …..…………92 Appendix B (External Survey)….……………………..…….. …..……..…..…………..93 Appendix C (Internal Survey)…………………………….……. …..……..…..………..95 Appendix D (External Interview)…………………..………………... …..……..…..….97 Appendix E (Internal Interview)……………………………….……. …..……..…..….98 Appendix F (Municipal Training Officer Listing)…...…………………………………99 Appendix G (Career Department Listing)……………...………………………………105 Appendix H ( Internal Mailing List)…………………………………………… ……..111 Appendix I ( Comments from Internal Survey)………………………………………...116 Appendix J ( Comments from External Survey)………………………………………..123 An Evaluation 4 Appendix K (ETIN - Emergency Training Information Network)……………………131 An Evaluation 5 Introduction Since 1986, the Rochester Fire Department has sent its newly appointed officers to the First Line Supervisors Training Program presented by the New York City Fire Department. The Rochester Fire Department has not evaluated The First Line Supervisors Training Program for effectiveness, relevancy and/or efficiency. Due to the increasing demand for fiscal constraint, evaluation of the training process becomes critical for accountability to the community. The purpose of this research is to evaluate the current process for training a newly appointed officer of the Rochester Fire Department. The author used descriptive research for this project. 1) What is the current process for training a newly appointed officer of the Rochester Fire Department? 2) What are the problems with and advantages of the current officer-training program? 3) What components should be included in an officer-training program for a newly appointed officer in the Rochester Fire Department? 4) What changes should occur to improve the training process of a newly appointed officer of the Rochester Fire Department? The research topic supports all four operational objectives of the United States Fire Administration by seeking to improve the quality of personnel to meet the needs of the community and the fire service. An Evaluation 6 Background and Significance The Rochester Fire Department consists of five hundred and fifty one dedicated individuals with an annual operational budget of forty million and a capital budget of approximately 3.2 million dollars. This metropolitan city covers 36.4 square miles and is divided by the Genesee River down the center. Lake Ontario forms its northern border. The fire department’s Operations Section is comprised of a Deputy Chief, three Battalions, sixteen Stations, Support Section with a Training Division/Academy, Fire Safety/Prevention Division, Special Operations Section, Emergency Medical Services Section and an Apparatus Division. There are seventy-two Lieutenants who are the departments first line supervisors (City of Rochester [CR], 2005, p.2). Since 1986, the Rochester Fire Department has sent its newly appointed officers to the First Line Supervisors Training Program presented by the New York City Fire Department. An increasing demand for fiscal constraint has led to questions regarding this practice. There have also been questions regarding the program content for Rochester and other upstate New York Departments. This process for training first line supervisory officers has, at times, received mixed reviews; however, no overall evaluation known to the author has been completed. In addition, the Rochester Fire Department, in recent years, has begun a local program to supplement the training that the officers receive in New York City. This local program has provided an opportunity for the officers to network with each other and supplement their leadership skills. This is an opportunity for the officers to learn from each other what it is to be a leader within the Rochester Fire Department. Trainees begin by conducting a self-assessment to identify their leadership style as well as strengths and weaknesses. Prior to these two programs, An Evaluation 7 training opportunities for officers were either on the job and/or self initiated outside departmental training (W. Curran, personal communication, October 2, 2005). According to George Weber, a contributing author to the book titled The Leader of the Future, growing people is the “creation and cultivation of a climate throughout the organization in which people are actively given the opportunity to try out their talents and skills, are deliberately exposed to progressive challenges, are given training and study opportunities that broaden their perspectives and abilities and, perhaps most important of them all ,are given management and leadership tasks that permit them and the organization to learn who and what they are in relation to the organizations mission” (Weber, 1996, p.306). In the National Fire Academy student manual for the course Executive Leadership, chapter six discusses succession planning. “Public safety organizations achieve excellence through a well trained and competitive workforce” (National Fire Academy [NFA], 2000, p.6-3). Training can be used to “support initiatives designed for cultural change, quality, or the introduction of new technology” (NFA, p.6-7). Training is the key to organizational success and meeting the demands of the community. An Evaluation 8 Literature Review The author reviewed Rochester Fire Department Rules, Regulations and Standard Operating Guidelines for officer requirements and training standards. The author reviewed a civil service job description to determine minimum qualifications and prior educational requirements. A review of periodicals, books, Internet documents, internal correspondence, convenience questionnaire and interviews were completed to give foundation to the problem and purpose to the research. In the National Fire Academy student manual for the course Executive Leadership, chapter six discusses succession planning. “Public safety organizations achieve excellence through a well trained and competitive workforce (NFA, 2000, p.6-3)”. Training can be used to “support initiatives designed for cultural change, quality, or the introduction of new technology” (NFA, 2000, p.6-3). The civil service listing for the position of Lieutenant outlines what is expected but is not clear about the path to get there. The job description lists the knowledge, skills and an ability required for the position, but gives no reference to state or nationally recognized standards or certifications for officer levels (City of Rochester [CR], 2002, p.1). In addition, there are no referenced study materials for testing purposes offered by the local civil service or the State of New York.