By Joan Buzzard
On Nov. 1, 2004, the Effingham (Ill.) Fire Department experienced a change in leadership that forever changed operations in this small southern department. The newly appointed chief was from the north and believed that teaching his firefighters ownership responsibilities was just as important as other training and quickly implemented these beliefs into action. While ownership and in-house accountability aren’t new concepts in the fire service, success stories such as Effingham’s are deserve attention, as they reinforce these principals and prove they work.
Effingham is a small yet progressive town situated 200 miles south of Chicago. The department needed to reorganize and change shift hours, staffing and training requirements to serve a growing community. With nearby interstates and two major rail lines, officials realized they needed a leader with proven skills who could prepare the combination fire department for a variety of disasters.
While fire department personnel were expecting some of these changes, a change in leadership meant some apprehension. But Chief Joe Holomy was experienced, educated and most of all committed to the ideas and beliefs of ownership and accountability.
So how does a new chief — a complete stranger to the community — reorganize personnel responsibilities and implement new shift hours and training requirements, develop a sense of ownership and accountability, and still manage to have everyone talking to him?
Devoting adequate time to understanding and realizing the potential of each individual firefighter/officer within the ranks is the first step. Delegating responsibilities based on individual strengths and interests is a must for positive results. Allowing some input from personnel in this area is beneficial, but trusting your instincts and experience to guide you with your final decisions is required, too.
Personnel assessment is not a new concept, but it bears repeating and is applicable to fire departments large and small. Any emergency agency that supplies multiple services to the public, no matter how small, should assess personnel and then establish divisions/committees guided by these assessments. In doing so, the workload is delegated, and expertise can be developed in multiple areas. Remember to assist from a distance; set deadlines and hold each person accountable in his or her respective area.
However, the essential component needed for the concept of ownership to take hold is true accountability. Ownership, in this application, means that everyone is held accountable for the success of the department and all are expected to contribute their share toward that end. Each committee whether it is strategic planning or training, should be comprised of a mix of members from the career and POC/part-time or volunteer ranks when possible. Each member then should be expected to respect the opinions of others, educate and train in their respective areas, attend meetings to establish goals, and contribute to the formation of any plans to implement new ideas. Division/committee leaders of each area are also responsible for submission of budgets and monthly reports for their areas.
So what is the chief doing during this time? He is sitting in on the various committee meetings, contributing his ideas, evaluating new suggestions, mentoring the members of the department, keeping an open mind, and trusting his fellow firefighters to do their jobs. If the chief is truly committed to the concept of ownership, his door is always open to his staff and their ideas. Communication is the key; constructive criticism is always allowed while any negative feedback is evaluated for merit purposes only. Any recognition for achievements accomplished is usually shared by all. As chief, remind your firefighters it is “their” department and any goals achieved are a direct result of their diligence and hard work.
In the end, if you have held true to these beliefs and implemented these practices, you have not only fostered enthusiasm within your department but you have managed to instill a sense of pride that results from taking true ownership. A new found respect between you and the members of your department will develop provided a professional decorum built on trust is established and maintained. Work ethics are forever changed and a sense of pride for goals established and accomplished are the end result. An added outcome bonus is the new leaders that you have mentored for the next generation.
In less than two years, the Effingham Fire Department was reorganized and operating at peak performance, thanks to Holomy and the department personnel who believed in him and the concepts of ownership and accountability.
During this same two-year time span, when he was implementing the positive changes within his own department, Holomy managed to pull together 20 area fire departments/districts into what is now known as MABAS Division 54, applying this same concept of ownership. It did not take long for the chiefs of these area departments/districts to realize the benefits in training together and meeting often to solve problems within their division. Their dedication and ownership beliefs have helped them organize and create the Illinois MABAS Division 54 Hazmat Tech A Team that now serves Homeland Security Region 17.
A department can achieve ownership and true accountability with hard work, dedication and a strong leader. However, ownership does require constant maintenance and a personal pledge by all department personnel, administration, and city leaders for continued cooperation and accountability.
Joan Buzzard is the executive secretary to the fire chief for the Effingham (Ill.) Fire Department. She also has served as the secretary to the Effingham Board of Fire & Police Commissioners. Currently, Buzzard is the MABAS Division 54 executive board secretary, a board member of the Illinois Fire Service Administrative Professionals, a member/writer for the IFSAP Newsletter Committee and a volunteer member for the Illinois Mobile Administrative Support Team for MABAS. In 2005, she obtained certification as Fire Service Executive Support with the Illinois Office of the State Fire Marshall.