By Tim Hyden
Well, the time has come:Retirement. Although I have up to 60 months to continue working under the Florida Retirement System Deferred Retirement Option Program (DROP), I am—at least on paper—retired, and the thought is sinking in. This transition causes me to recall all that I have worked to accomplish during what has ended up being a relatively quick 22 years, years that, as many of us can attest to, slip by faster and faster as we age.
So, as I begin these final years of contributing what I can to the betterment of our fire service, I would like to share a few thoughts—in no particular order—on topics that I feel need the most attention over the next decade or so, here’s my “Top 10 List.” These subjects have been important to me for much of mycareer, and it is my hope that they will remain so to others after I am gone.
1. RECOGNIZING AND ACCEPTING CHANGE
我有口语和书面语的主题做的a better job at marketing ourselves several times; the public needs to know who we are and what we do, for their sake as well as ours. It could be a matter of survival to agencies suffering from or being threatened by budget constraints. Before the marketing process begins, however, we need to determine what it is we are going to market. In other words, what do we see ourselves as today, and what are we going to become in the未来?
Reality tells us that we are not responding to the number of fires that we once were. My bet is that most of the miles put onapparatustoday are for medical calls (usually in support of an ambulance service), travelling within the district for everyday matters (training, administrative needs, and so on), or performing required district maintenance (hydrants, preplanning, inspections, and so on). Granted, these are all necessary functions within our normal everyday routines, but we have learned that, financially speaking, it can be a challenge to justify the related operating costs to our taxpayers.
不要误会我的意思；我们仍然必须接受培训并准备好我们可能被称为的任何紧急情况，包括结构火。监督一个培训部的十年已经告诉我这很好。称呼loads, however, vary tremendously across jurisdictions and across the country to the point where personnel on some departments have not had a working structure fire in months, maybe years. We cannot deny that there is room for diversity in the services we provide.
如果您至少没有考虑带来社区的潜在好处RiskReduction (CRR) program into your agency, you probably should. Progressive thinking requires a determination of where the ‘market’ is trending—private businesses do it all the time, and with great success. Visitwww.strategicfire.orgfor more information.
Our personnel represent a great profession, looked on to provide answers and guidance with regard tosafety，保护和预防。让我们始终寻找接听电话的新方法。
2. COMMAND STAFF TRAINING
If I were to spend my remaining years involved in strictly命令and officer development training, it would be a full-time job. We have to continue pursuing a better trained and, therefore, better qualified command staff. Chief Alan Brunacini realized this many years ago and has developed a great program to answer the need. There are few opportunities to truly practice what we preach, certainly leaving some command officers (whether they want to admit it or not) internally questioning their true ability on a complex scene. This is not necessarily their fault; there is nothing wrong with recognizing your limitations or uncertainties about your ability. There is, however, everything wrong with denying or hiding that you need more training to be prepared for the tasks you may be asked to do.
考虑开发全面的需要什么事件指挥官；旨在创造一定程度的经验的培训和指导应有助于增强对自己能力的信心。信心使更有驱动的决定性水平。在紧急场景上有效的决策有助于显示一定的指挥处，通常表示主管事件指挥官（IC）。
我曾多次看到受伤或失败线 -死亡reports list deficiencies in either the incident command structure or the IC himself as a cause. Identification and acceptance of need, followed by appropriate training, are steps in the right direction to alleviate these deficiencies.
3. OFFICER PROFICIENCY TRAINING
当今的职业生涯较早，通常在年轻的时候就被晋升为军官职位。尽管这并不能自动表明问题，但确实有理由确保这些人准备好完成任务。当车站官员不仅仅是“其中一个人”，还参加了与他在晋升之前所做的同一权威层面的大部分活动，他现在正在监督他看他的人几乎没有理由有什么不同。
这些人的预期表现水平必须有明显的变化，以及他们与现在的下属的人的关系变化。尽管有些人比其他人更容易扮演新角色，但关于该角色的准备以及在电台内创造适当的氛围的充分准备，这些氛围有助于从“伙伴”过渡到“老板”。”
From a training perspective, a solid officer proficiency program is a good start; one that is objective-based with an assessment process to cap it off. A well-managed program will give graduates a good sense of what will be required of them when they get promoted as well as a true feeling of accomplishment, confidence, and respect when interacting with others. Although perhaps not a complete solution, it is a needed and well-suited foundation for further officer training.
In addition, when it comes to advanced officer development, let’s not forget the value of higher education. Earning a college degree does not automatically qualify an officer or officer candidate for the job, but the knowledge gained and self-discipline required to earn a degree cannot help but benefit the individual and their role as an officer.
4. NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) TRAINING
在9/11之前和之后是消防部门的成员，因此，在NIMS开发之前和之后，我可以证明该学说旨在解决的一些缺陷。我们大多数人都记得IS-700，IS-800和其他课程，我们需要完成作为2004年初NIMS后几年的一部分。尽管掌握整体概念可能有些有些在当时的挑战中，似乎我们通过简单地重新调整了事件命令系统（ICS）的使用来确信自己走上正确的轨道。这就是我看到许多机构用来定义NIMS对它们意味着什么的方法，就像使用ICS一样。
Focusing on the use of the ICS is certainly commendable, but you must also review the content and meaning of the Federal Emergency Management Agency Publication P-501. This booklet defines the concept in detail and clarifies what each of the five NIMS components are meant to accomplish. I fear that many of us are missing the true intent of NIMS when it comes to cooperative multijurisdictional and multiagency preparedness, communications, resource management, command, and ongoing management and maintenance. This disregard or misunderstanding could leave us less than prepared during a major disaster when we will need that cooperation and understanding the most. Be sure you are fully aware of the entire scope and meaning of the NIMS concept and continue to push for true compliance among all public safety and governmental agencies.
5.战略和继承计划
It is disappointing to see the number of organizations that fail to put together a solid succession plan for their future. Chief Mark Wallace wrote an excellent book entitledFire Department Strategic Planning: Creating Future Excellence（Pennwell，2006年）这不仅可以成为一个好的使命和愿景声明，而且还为未来的组织方向提供指导，在您实施良好的继承计划之前，所有这些都是必需的。毕竟，如果尚未明确定义组织的未来，如何选择合格的人员来担任未来职位？
尽管从内部促进肯定有很多话要说，并有足够的证据表明实践中有价值，但我们是否过于依赖某些人所说的“好生男孩系统”？我们的组织是否通过外面的公平和诚实的竞争中缺少不同观点的机会来做到这一点？如果可晋升的人员认为自己是“鞋子”，那么当某人退休时，他们是否会尽力而为地准备为组织做好准备吗？
A thorough strategic plan that brings input from both internal and external stakeholders greatly increases your chance of buy-in from everyone involved. If people do not feel as though their voices have been heard, they are more likely to justify disagreeing with nearly any long-term plan that is conceived. Make them part of the process.
For Part 2 of this article, click这里
照片在Wikimedia Commons由Sypecom提供。
TIM HYDEN是东方的培训/安全官的人吗atee (FL) Fire Rescue.
