, paying one's taxes, clothing oneself before appearing in public), but rather that is essentially (primarily) motivated by the expectation of psychic benefits of some kind as a result of activities that have a market value greater than any remuneration received for such activities. (Brown, 1999, p
Along with numerous organizational formats, however, the volunteer fire service shares several common threads running through them. "Most volunteer fire departments have volunteer fire chiefs" (Clay, 1998)
17) Service for the Community Franklin Gould (2003), a former third grade teacher in New Hampshire stresses the value of volunteers to his class. He regularly asks new students: "How are the lending library and the volunteer fire department DIFFERENT from Ben Franklin's other inventions?" The correct answer is "They provide a service for the community" (Gould, 2003, p
McCluskey (2002) point out in Burning for success: How volunteer fire departments motivate teams, coach leaders and deliver killer customer service without spending a dime. Frequently, however, firefighters work unnoticed (Harkins & McCluskey, p
Nevertheless, volunteer firefighters and fire departments "must also meet exactly the same continuing education standards as their paid counterparts. They need to act just as quick[ly] and efficiently during an emergency" (Snook, et al
It impresses upon all residents that it is their moral as well as their legal responsibility to the environment and to their neighbors to unite in this effort. Since 2006, the El Dorado Hills Fire Safety Council and the El Dorado Hills Fire Department have begun to organize Community Clean-Up days to reduce residential fire hazards, "arranging green waste dumpsters and use of our Residential Chipping Program and assisting you and your neighbors in preparing for a wildfire disaster" (Yorty 2006)
Test of the Environment -- Strategy Linkage The purposes of this step in the analysis is to test how well the proposal anticipates the challenges and the opportunities of the change model, and to identify the impact of the strategic proposal on supply, demand, competition, and government. The change management model provides several strategies for moving people toward change, including: "(1) Education and communication; (2) Participation; (3) Facilitation and support; (4) Negotiation; (5) Manipulation; and (6) Cooptation and coercion" (Robbins et al
A cost-cutting strategy that has been used in New York, Los Angeles and other cities include shutting down fire houses on a daily basis. Fire Commissioner Lloyd Ayers of Philadelphia says "That strategy is going to be about what we in fire service call, brown outs (Cueller & Bloomquist, 2010)
For instance in Philadelphia, a young boy reportedly died when EMS personnel took nine and one half minutes to reach him due to brown outs (ibid). Recently, a mansion burned out of control due to delays in dispatching fire equipment in Bloomfield Township in Michigan (Laitner, 2010)
Hence, the functions and duties of the fire service changed to keep up not only with the demands of times but with the realities in the fire scenes firefighters actually faced such as the need to provide first aid to victims or even contain hazardous materials during fires. The contemporary challenges are numerous and these include: building construction/fire behavior changes; tactics and training on new construction; communications; staffing; personal protective equipment (PPE); and the effects of the economy (Kirby & Lakamp, 2010)
But all these served to continually improve the capabilities of the fire service. In today's fire service, most fire departments have expanded their role to reflect a so-called, 'full-service fire department,' which includes all of those new services from Emergency Medical Service to Customer and Community Service (McGrail, 2007, p
" In the case of Hurricane Katrina, "The response to Katrina featured neither an effective network nor an effective hierarchy. It lacked a clear command and positive working relationships among key actors (Moynihan, 2007)
" In the case of Hurricane Katrina, "The response to Katrina featured neither an effective network nor an effective hierarchy. It lacked a clear command and positive working relationships among key actors (Moynihan, 2007)
This is already a clear picture of how fire departments can mage future emergencies such as the two disasters being discussed herein considering the message is already clear that change in the way fire departments are managed needed major changing. there has first to be an "initial identification of issues in non-critical incident police and fire service delivery that can serve as 'building blocks' leading to more expansive planning and service delivery models (Nickerson & Straub, 2006)
However, all these will only be possible with the right leadership and with the right leaders will come proper and better management of the fire service. In John Salka and Barret Neville's book First In, Last Out: Leadership Lessons from the New York Fire Department, the authors reiterated a tried and tested leadership principle wherein "people should be put in positions where they can do the things they are best at, and not to ask them to do work that they are not suited for (Salka & Neville, 2004, p
The knowledge obtained by studying enduring psychological reactions among rescuers has far-reaching public health implications. (Trappler, 2011)" Various lessons could already be learnt from the 9-11 and Katrina disasters especially fire department personnel who suffered not only emotional and psychological problems but got sick years after the events happened
Hence, the functions and duties of the fire service changed to keep up not only with the demands of times but with the realities in the fire scenes firefighters actually faced such as the need to provide first aid to victims or even contain hazardous materials during fires. The contemporary challenges are numerous and these include: building construction/fire behavior changes; tactics and training on new construction; communications; staffing; personal protective equipment (PPE); and the effects of the economy (Kirby & Lakamp, 2010)
But all these served to continually improve the capabilities of the fire service. In today's fire service, most fire departments have expanded their role to reflect a so-called, 'full-service fire department,' which includes all of those new services from Emergency Medical Service to Customer and Community Service (McGrail, 2007, p
" In the case of Hurricane Katrina, "The response to Katrina featured neither an effective network nor an effective hierarchy. It lacked a clear command and positive working relationships among key actors (Moynihan, 2007)
" In the case of Hurricane Katrina, "The response to Katrina featured neither an effective network nor an effective hierarchy. It lacked a clear command and positive working relationships among key actors (Moynihan, 2007)