由史蒂夫·普尔齐博洛夫斯基（Steve Prziborowski）
消防部门面临的挑战之一是确保所有成员，尤其是new ones，精通各个部门的特定部门手册或包含部门相关信息的粘合剂。例如，在我的部门中，我们有一份规则和法规手册，政策和程序手册，标准操作指南，培训手册，政府与工会当地人之间的协议备忘录，线路官员的行政指南以及相互的指南援助/自动援助手册，仅命名关键手册。所有这些手册都符合其目的，因为它们为如何根据各种利益相关者的既定方向和愿景提供了方向。
无论您的部门所说的手册如何，都有可能以某种身份记录相同类型的信息。多年来，我发现的最大问题之一就是掌握着写下的内容。当我被录用消防队员，我确实竭尽所能，以掌握所有手册。我不想做一些我不知道自己不能或不应该做的事情的麻烦。我还想确保自己尽力而为，成为资产，而不是责任。
当需要在仍在担任消防员的同时开始学习船长考试的时候，我非常感谢自雇用那天以来所做的所有研究。为什么？因为我不必开始从头开始学习所有内容。当某人准备一个促销exam, they will usually start going through all of those above mentioned manuals about a year or less before the exam, knowing they will probably be asked questions on the written exam or the assessment center, which may contain an oral interview, and possibly an emergency simulation, a writing exercise, and a personnel counseling session.
当我听到工作十年或更长时间的人员问我应该学习什么时，它会杀死我为下一次促销考试做准备。当我提及所有这些手册时，他们通常的反应是一种表明他们将首次打开这些书。如果他们从雇用的时间起就一直保持着这些信息，那么促销准备过程将会更加顺利：他们只是在刷新信息，而不是试图学习并在枪支下保留它。
现在不要误会我的意思；我并不是说我逐字了解这些手册中的一切促销考试。在所有这些时期，出于明显的原因，我可能都在此信息之上。我学到的最好的事情是，我意识到我不知道那些逐字化的东西 - 我是第一个承认我不尝试记住所有这些信息的人，因为它有时会感觉像信息过载。但是，尽管我逐字了解手册，但我确实知道要点，更重要的是，我知道在哪里可以找到我需要参考或向某人提供指导的信息。
这是一个示例，说明为什么不理想您知道这一切并依靠内存。作为新晋升营长当他巧妙地说：“酋长，当政策说这句话时，你怎么能为我提供建议，而不是（即我在咨询什么）时，我如何为我提供口头咨询。”Although my first instinct was to say he was wrong (I thought, “I know these policies verbatim–I’ve read them a million time–how can I be wrong?”), but then fortunately my gut instinct told me to say to him, “Are you sure? Give me minute and let me double-check.”
Lo and behold, when I pulled out the policy manual, we found that he was right and I was wrong. I immediately apologized for putting him in this position, told him I was sorry that I had made a mistake, and asked for his forgiveness. He kindly responded, “No problem,Chief， 接受道歉。”我进一步加强了为什么在尝试提供任何形式的意见或纪律之前实际阅读部门手册至关重要，因为没有这样做会导致这样的令人尴尬的时刻。我没错了，我没问题，我努力从错误中学习。这里学到的教训是永远alwaysdouble-check your reference manuals before providing an opinion or even discipline. I regularly reinforce this lesson with current and future company officers and chief officers.
LESS ISN’T ALWAYS BETTER
In a perfect world, I would think we should have less documentation. Less is better, isn’t it? Well, unfortunately in today’s world, less isn’t always better. Every department has a policy that usually has a name attached to it–meaning someone did something wrong and now there is a policy in place so nobody can ever say, “I didn’t know I couldn’t do that!” Well, now you know. I have heard many say that we should just require personnel to use常识, and to discipline them for not having or using common sense. That isn’t as simple as it sounds, especially in today’s world.
首先，我们知道常识并不像我们想要的那样普遍。其次，假设您将因禁止您不知道的事情而受到纪律处分。您的工会代表或您的律师在告诉您受到纪律处分时会做出回应的第一件事是什么？如果使用该学科的人回来说：“这不是写下来的，我们只是希望成员使用常识，”纪律可能不会坚持。结果，将针对下一个类似实例制定策略。
作为一个新的培训首席,很明显,我f it was tough for me to stay up-to-speed on all of the written documentation, it was probably tough for everyone else to do the same. I thought long and hard for different ways to ensure that personnel stayed on top of the information. Finally, I put together a plan in which, over the course three years, all personnel would be made aware of the key written documentation from the various manuals. Each month, our training captain publishes the monthly training calendar, with a variety of subjects the station personnel need to review or train on. Most of these items are training mandates, but there is some flexibility, which makes this plan ideal. I went through each of our key manuals and created a plan that would spread the key information out over three years to ensure that all personnel were getting their hands on the manuals and actually reviewing the key information. If someone wanted to take a future promotional exam, this was the perfect study plan for them; even if they did not desire to get promoted, they still needed to stay on top of the department expectations.
在三年轮换结束时，我们将评估该概念是否满足我们的需求以及需要调整或取消的内容。尽管我上面提到我们也有一个训练手册（专门提供有关如何使用我们部门内使用的各种工具，设备和设备的指导），我选择不包括手册，因为我不得不将这些数百个项目放入三年中轮换时间表。我希望在2014年评估轮换时间表时找到时间。
建立轮换时，我考虑了每个文档的长度，并在三年的时间内平衡了整个手册。我还试图将尽可能多的文档与每月的重返基础主题相匹配。例如，互助/汽车援助手册附录12是全县范围内的high-rise计划。该物品是在同一个月进行的，该项目专门用于三年轮换的重新建筑物。188金宝搏合法
至于交货,预计的那么ny officer will have the crew review the required items of the month individually or as a crew, and then discuss them as a crew. Good company officers will also take the time to provide real-life examples of their experience of the information, positive and negative. On completing the training, the company officer will log the training hours into our records management system (RMS).
除了确保定期审查所有关键书面文档项目的好处外，它还为准备促销检查的成员提供了重点的学习指南。
对于最后一组newly hired firefighters, I provided them with a CD containing all of those department manuals in a PDF format so they could review them at their leisure and have their own copy. Unfortunately, this does not ensure accountability or any confirmation that the newly hired firefighters actually will take the time to review the hundreds if not thousands of pages of written documentation related to their new employer. However, our RMS allows us to upload those documents and then assign them to personnel, who must acknowledge they have read and understood the document by checking the box. This provides a permanent record of completion.
对于将来雇用的任何消防员，我们计划在18个月的缓刑过程中分配上述三年旋转中包含的项目。尽管这是正常旋转的一半时间，他们将要求在缓刑后完成，但如果适当地管理时间，他们应该能够适应所有所需的阅读。
对于消防公司官员和首席官来说，必须听到有人说：“我从不知道”或“没有人告诉我I could not do that,” or, better yet, “I didn’t know we had a policy on that.” Although having a plan will not eliminate those comments, it at least enables us to know that they were made aware of those documents at hiring and through the regular rotation. The last thing any chief wants to hear from a company officer or firefighter is, “Dear chief, nobody was more surprised than I when…” Having a plan in place to review department documentation routinely may help eliminate such phone calls or letters from your crews.
Steve Prziborowskiis a deputy chief for the Santa Clara County (CA) Fire Department with more than 20 years in the fire service. He is an adjunct faculty member in the Chabot College fire technology program, where he has been teaching fire technology and EMS classes since 1993. He is a past president of the Northern California Training Officers Association, and was named the 2008 California Fire Instructor of the year. He is a state-certified chief officer and master instructor. He has an associate degree in fire technology, a bachelor’s degree in criminal justice, and a master’s degree in emergency services administration, and has completed the Executive Fire Officer Program at the National Fire Academy. Steve has been published in all of the leading fire service publications including Fire Engineering, and is a regular speaker at fire service events across the country such as FDIC.
