The volunteer and combination fire service of today is simply not an emergency response agency. Today's version is a quasi-business, recognized as being responsible to the citizenry, influenced if not governed by political interests and subject to scrutiny for mistakes instead of being heralded as heroes even in defeat.

Over the past two years, VFIS has done extensive research on the changing nature of volunteer and combination fire departments. It's important not only to know how they are functioning and changing, but also how to assist them during times of change. People, equipment, organizational design and service delivery system issues are changing the way fire departments operate. This requires changes in management practices.

This research has broken down these management practices into 20 major elements involving the key aspects of business operation: planning, leading, organizing and controlling. These issues were corroborated by the recent report of the IAFC's Volunteer and Combination Officer's Section, Preserving and Improving the Future of the Volunteer Fire Service, where the value of good management and quality leadership were cited as critical issues contributing to the success of volunteer and combination fire departments.

Necessary practices

Just like a business, the volunteer or combination fire company needs management leadership — not just a chief to lead them into emergency response situations, but someone to manage the business-related aspects of the organization.

The chief executive officer may be the fire chief, president, chairman of the fire commission or any one of a number of other positions, depending on the organizational design of the agency or corporation ultimately responsible for the delivery of the emergency services. Regardless of the title, the CEO has to understand the responsibility that affects each aspect of service delivery, even if not directly responsible for that function. These aspects are diverse and in some cases complicated, which means more challenges for a chief who is already saddled with expanding administrative, operational and regulatory duties.

The research conducted by VFIS has identified 20 specific topics of importance to the chief executive officer of the fire department.

1. Applicable statutes, charters, bylaws and laws

   The organizational design is typically defined in bylaws, articles of incorporation, municipal statute or some similar enabling legislation that could be more than 100 years old. In addition, CEO actions are governed by federal, state or local regulations; NFPA guidelines; accreditation or state certification processes; and tax requirements, such as 501(c)3 or 501(c)4 status. The organizational status, impact and value must be reviewed to assure that it is appropriate and changed as necessary, just like a business.

2. Job duties and role

   The role of the CEO is defined via bylaws, articles of incorporation, standard operating guidelines, actual duties and organizational expectation. It also must be reviewed periodically to assure that it is still appropriate.

3. Decision-making

   The CEO is a senior manager and must possess the right skill sets in planning, leading, organizing, controlling and communicating. The CEO must continue to seek educational opportunities to stay in touch with industry standards and applications.

4. Communication techniques

   Communications play a significant role in any interpersonal or group situation. The ultimate success of the organization's motivation and group dynamics are directly related to the CEO's ability to communicate effectively through one-on-one and group communications and technical writing.

5. Financial management

   The CEO needs to understand fund-raising, the budget process, auditing requirements, the need for multiple income streams, when and how to manage spending patterns, and cash flow management.

6. Risk management

   Twenty years ago, managing risk was almost completely handled by insurance companies. Today, it's a combination of risk control (safety techniques) and risk financing (expensing losses, managing deductibles and buying insurance). The ability to understand these issues and gain competent counsel becomes critically important to the operational and financial health of the organization.

7. Meetings

   Any CEO or department leader must be able to manage each meetings by following agendas and moving business issues forward to advance the organization.

8. Physical assets

   Volunteer firefighters typically don't join the organization to buy and sell buildings or apparatus, or even become concerned with municipal and mutual aid coordination. However, these are realities and easily can be million-dollar transactions that novices can't be expected to perform.

9. Human resources

   People, the most valuable resource, must be managed effectively. This includes recruitment, retention, harassment prevention, discipline, hiring and firing, interviewing, and benefit programs.

10. Customer service

    Focus on identifying the customers, understanding their needs and expectations, and developing a responsive organization to deal with those expectations.

11. Conflict resolution

    Chiefs need to identify when conflicts are about to occur and manage the conflict before it happens or immediately thereafter. The incorporation of appropriate language in guiding documents is an important component of managing conflict resolution and complements hr issues.

12. Training techniques and professional development

    In most cases, the chief operations officer is responsible for the professional development of personnel, ensuring they meet both regulatory and operational training needs, but they may limit supervisory and management training to emergency scene management. Professional development of all officers in their general management responsibilities is directed by the CEO.

13. Information management

    Information management is not restricted to emergency run reports. Municipal data, budget information, public opinion, political input and other data all play a role in strategic planning. This information needs to be coordinated, reviewed and managed for effective use.

14. Quality management

    Today's successful emergency service organizations recognize the importance of professional, effective and efficient services to ensure community support and confidence. Quality efforts are driven by certification and accreditation processes.

15. Liability

    Discrimination, sexual harassment and wrongful termination are three of the more identifiable liability issues that have moved into emergency services in recent years. Prevention and management techniques must be understood and implemented.

16. Politics

    Whether local, regional or national, politics plays a major role in any emergency services organization. Understanding how the political leadership thinks, what their priorities are, and how you are perceived all play a role in your success. Politics is not being partisan; it is about making the personal, social and business interface effective.

17. Public information management

    Providing effective information to the public, can make or break the department's perception in the mind of customers and local community leaders. What is being communicated and how to implement that communication are critical issues that require planning.

18. Legal counsel

    Most departments have had to use legal counsel at one time or another. But knowing when to use an attorney, such as mutual aid agreements, facilities and equipment agreements, contracts, deeds, and loans is a critical management component.

19. Trouble avoidance

    Policies, procedures, supervision and enforcement are critical to ensuring that the organization is effectively managed.

20. Strategic planning

    The best is saved for last. No business is successful without some type of strategic planning — making sure that the business will survive. The emergency services organization is no different, and volunteer or combination departments require even more planning because of limited funding and resources. Strategic plans lay the ground work for effective organizational management and performance.

The CEO in a volunteer or combination fire department is the critical leadership position to ensure the organization's overall success. While you may identify a number of other qualities or capabilities a fire department CEO should have, starting with this list will assist your organization to be more effective in basic operations.

Dr. William F. Jenaway is the executive vice president of VFIS. As CEO of the King of Prussia (Pa.) Volunteer Fire Company, he was named Volunteer Fire Chief of the Year by FIRE CHIEF in 2001. Jenaway is a commissioner of the Commission on Fire Accreditation International, president of the Congressional Fire Services Institute and chairman of the NFPA Risk Management Committee.