Bottom Line: Managing Difficult Time…Again

By Chief Dennis Compton
September/October 2008

For much of our country, the current economic environment has resulted in decreased revenue at all levels of government…including our local fire departments. This puts elected officials, administrators, and Fire Chiefs in very difficult decision-making dilemmas. Fire Departments are not immune to participating in budget reductions, while at the same time, elected officials are sensitive to reducing the levels of public safety in their communities (in the eyes of their constituents). Although in some of the hardest hit areas in the nation, stations are being closed and firefighter positions eliminated, in most cases, Fire Chiefs are being instructed to identify “non-essential” line services that can be reduced, as well as staff support areas where savings can be realized. This always puts important services such as training, fire prevention, fire and life safety education, maintenance, clerical support, etc. in jeopardy…and this is difficult for all involved. It can result in anxiety and reduced morale throughout the organization.

There are two areas I would like to explore in this article…one involves steps that can be taken in good times that can be of help in difficult times; and the other involves weathering these fiscal storms in a way that can leave workers as positive, productive, and healthy as possible when the down cycle begins to shift towards better times.

How we communicate with decision-makers about our programs and services in good times can impact decisions they make in times of fiscal difficulty. Also, the manner in which we conduct ourselves within our organizations can have a significant positive or negative impact on the programs we’re responsible for. As an example, fire and life safety public education is one of the major line fire department services provided to the public…and it should always be communicated and represented as such. It is a long-term ongoing component of our public safety infrastructure and it saves lives and property. People are given information and taught skills and behaviors that will prevent fires and other life-threatening emergencies. Without delivering this program effectively, the level of public safety is reduced. We know this to be true, but do we communicate it accurately and regularly to policy-makers during good times? Do we invite policy-makers to participate in events designed to bring public recognition to these programs? Do we develop and conduct fire and life safety programs in a way that brings ownership and credit to policy-makers, opinion leaders, and the general membership of the fire department? Do we always conduct ourselves in a way that brings credibility and a sense of pride to the programs we are responsible for, or do programs get a bad rap within the organization because of inappropriate conduct by the person(s) responsible for them? We don’t usually control the final budget decisions made during difficult financial times, but we can do things during good times to make those decisions as difficult and painful as possible for the decision-makers because of their positive relationship with the programs and with the people responsible for delivering them.

When budgets are being reduced in fire departments it is difficult for the entire organization. We do all we can to justify not reducing our service levels and resources. It is painful and stressful to dismantle portions of programs we have pride in…and even more painful to see co-workers be reassigned or lose their jobs. Whether you’re the Fire Chief or a public educator caught-up in this, it’s very difficult to look beyond what is happening today and begin envisioning a better situation when the fiscal climate turns around…but that’s what we have to do…as soon as we can.

The bad times I’ve been responsible for managing through have never been a one-year problem. They are usually at least three years in duration. Experts say this current downturn could last up to five years. This reality helped me be more strategic in the reductions we made the first, second, and third years. It also helped others feel that the ship (although in difficulty) still had a rudder and a direction…and that is absolutely critical.

Bad financial times can also lead to a feeling of hopelessness and helplessness because there’s no money to buy, enhance, build, or add much of anything that’s not critical. To prevent these organizational (and personal) doldrums, this can be an opportunity to strengthen the organization internally. Revising Standard Operating Procedures (SOP’s) that are outdated, improving training, enhancing internal communications and relations, fine tuning programs, and even beginning to plan better overall can get attention that in good times they may not get. None of these cost very much money…if any.

The idea is to keep yourself and the people you’re responsible for moving forward. Stay as positive, productive, and healthy as possible for your own benefit, for the benefit of others in the organization, and for the effectiveness of the mission. It might even help to refocus yourself a little more towards the aspects of your work and personal life that you have more control over and that tend to bring you joy.

There isn’t a magic bullet to get us through stressful, hurtful, and challenging times. From the standpoint of budget reductions, what I’ve mentioned in this article have been a few of the helpful concepts used by me and others. I guess I would wrap this up my saying:

• Take full advantage of good financial times because they set the stage for decisions made in difficult financial times.
• Do the best you can to represent the needs you have for resources to carry-out and support your programs.
• Always be on the lookout for alternative revenue sources, including enterprise funds where appropriate.
• Never forget how important you are to the safety of your community. As fire and life safety educators, you add knowledge, change behavior, and help individuals act out their roles as members of society in preventing harm to themselves and others.

Thank you for all you do to improve people’s lives.

About the Author

Chief Dennis Compton is a well-known speaker and the author of several books including the When In Doubt, Lead! series, Mental Aspects of Performance for Firefighters and Fire Officers, as well as many other articles and publications. He is also the Co-Editor of the current edition of the ICMA’s textbook titled, “Managing Fire and Rescue Services”.

Dennis served as the Fire Chief in Mesa, Arizona for five years and as Assistant Fire Chief in Phoenix, Arizona, where he served for twenty-seven years. He is currently the Chairman of the Home Safety Council Board of Directors. Chief Compton is also the Chairman of the National Fallen Firefighters Foundation Board of Directors and serves in leadership positions with several other national fire service organizations.