FHWorld16: Weathering Organizational Change Takes the Efforts of Many

SAN DIEGO - Fire departments across the country were impacted by the 2008 financial downturn and one Northern California Department went from eight stations to three.

Battalion Chief Brian Helmick shared his experiences with how the East Contra Costa County Fire Protection District (ECCCFPD) managed to continue providing service despite the cuts during his "The 3 Ps of Addressing the Increase or Decrease of Organizational Resources" program at Firehouse World Tuesday. 

ECCCFPD covers 250 square miles and in 2008 they had 54 full-time firefighters operating from eight stations. Today they operate with 34 full-time firefighters from three stations. 

“We have by no means found the answer," Helmick told attendees. "What I want to do is show you what we have learned and how we have developed our organizational resources so far."

The district met a number of challenges, from communicating brownouts and station closings to firefighters and residents, along with labor management challenges. 

"We’ve led somewhat of the accordion life where the resources go up and down," Helmick said. The increased staffing with the SAFER grant, but lost some after the grant ran out. "We have changed resources over the last eight years."

They ultimately had to examine their resources, from staffing and equipment to budget plans for the future.

“Working through organizational change is what it really boils down to.”

In order to really evaluate it, you need to define the problem. 

"The problem in my world is that change is going to happen. And it's going to happen fast or slow."

Helmick said they used the three P's of organizational resource management: planning, preparing and proactive. 

He shared the 10 steps to assure the three P's are being properly utilized: 

• Plan well
• Allow for discussion and negotiation
• Allow for participation 
• Be clear about the financial impacts 
• Avoid too much change 
• Gain political support 
• Let employees see successful change
• Reduce uncertainty 
• Ask questions to involve workers 
• Build strong working relationships 

He recommends the need to develop a strategic plan using a SWOT analysis that breaks down strengths, weaknesses, opportunities and threats.  

The strategic plan includes the agency's mission, vision and values and provides a short-term directions for the agency. "You can front load with the three and that's the basis for an ethical decision making process."

Helmick also explained that you need to keep both internal and external customers needs in mind as you develop the plans. Both sides need to have buy-in in order for it to be successful and gain support. 

"You need to get their feedback to make sound decisions."

He suggested looking at the "Standards of Cover" from the Center for Public Safety Excellence. 

The next step is developing a business plan that is deployed internally to explain how the strategic plan is implemented. 

"Through all of this, we learned that the internal and external negative feedback could have been handled much quicker," Hemlick said of the eight-year experience.  

For departments who are in similar situations, Helmick recommended contacting the Center for Public Safety Excellence and the International Association of Fire Chiefs for assistance. 

He said both groups have helped numerous agencies weather the problem and that's where they developed many of their strategies. 

“The conversation doesn’t end when we leave," Helmick said. "We need to continue the discussion as we develop succession planning on how to increase the three Ps into the future and after we are gone."

"I am by no means stating that we figured it out. We’re still trying to figure it out and move forward."

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• Photos: Day 2 - Firehouse World 2016
• FHWorld16: Strategies & Tactics for Residential Attic Fires
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• FHWorld16: Trust Between Officers, Chiefs Critical to Fireground Operations
• FHWorld16: Weathering Organizational Change Takes the Efforts of Many