U.S. Fire Administration Library Citation(s)

 
Call Number:

45074

Knowledge, skills and abilities requirements for the Sedona Fire District battalion chiefs position

Author(s):Fleece, Benedict M. ; Sedona. Fire District.
Description: 76 p.
Publication Data:Emmitsburg, MD : National Fire Academy. November 2010
Identifier/s:Accession No.: 136395/ OCLC Record No.: 773955859
Type of Item: (EFO PAPER) EFO PAPER

PDF

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www.usfa.dhs.gov/pdf/efop/efo45074.pdf (402.2 kb)
Subjects:1. FIRE OFFICERS 2. QUALIFICATIONS 3. JOB DESCRIPTIONS 4. SKILLS 5. STANDARDS 6. NATIONAL FIRE PROTECTION ASSOCIATION 7. EDUCATION 8. FIRE SERVICE TRAINING
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The Sedona Fire District battalion chiefs' position places a high demand on the individual wishing to take on the task, offering little reward for doing so. In the past, persons taking on this challenge have lacked many of the knowledge, skills and abilities to perform at a high level; thus causing an overall decrease in acceptable performance. Research was conducted to determine what knowledge, skills and abilities are required; how the district could move to implement a national standard and finally how opportunities could be made available which addressed deficiencies. It was determined that the district needs to complete a complete position analysis as it relates to a nationally accepted standard. This should be followed by a comprehensive plan for implementation of the standard and the necessary training required; accomplishing the goal of professional, performing battalion chiefs.
Notes:Sedona, AZ; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

44849

Identifying inconsistencies in acting battalion chief training in Norfolk Fire-Rescue

Author(s):Burton, Robert G. ; Norfolk. Fire-Rescue.
Description: 57 p.
Publication Data:Emmitsburg, MD : National Fire Academy. September 2010
Identifier/s:Accession No.: 135988/ OCLC No.: 703941884
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo44849.pdf (536.7 kb)
Subjects:1. FIRE CHIEFS 2. FIRE OFFICERS 3. FIRE SERVICE TRAINING 4. STANDARDS
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • Norfolk Fire-Rescue (NFR) allows captains to act in a battalion chief capacity when the battalion chief is scheduled to be off. The problem exists that training the captains in this role was inconsistent, and the training goals and criteria were not well defined. The purpose of this research is to determine what steps are needed to close the performance gaps for captains who train to act in a battalion chief role. Descriptive research determined (a) what is the potential impact of not developing consistent performance standards, (b) what have other departments done to identify standards and criteria needed for captains to act in a battalion chief position, (c) how effective was the development of a formal training program in other fire departments towards achieving competencies for the acting battalion chief, (d) is the current procedure to train captains to act as battalion chiefs in NFR effective, (e) would there be a benefit to developing a training procedure for captains to act in a battalion chief role? Research incorporated data collected from NFR and other fire departments of various sizes to determine correlations in training procedures and effectiveness of that training. Results recognized the need to clearly identify training requirements for the captains preparing to function in the battalion chief role. Further identified in this research were recommendations for improvements in developing a standardized formal training process for the captains training to act in the battalion chief role.
Notes:Norfolk, VA; Executive Development; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

44807

Operations battalion chief's responsibilities, their effectiveness and impact the battalion chief's aide would have on it

Author(s):Lang, Anthony R. ; Omaha. Fire Department.
Description: 79 p.
Publication Data:Emmitsburg, MD : National Fire Academy. June 2010
Identifier/s:Accession No.: 135859/ OCLC Record No.: 703931029
Type of Item: (EFO PAPER) EFO PAPER

PDF

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www.usfa.dhs.gov/pdf/efop/efo44807.pdf (4.1 mb)
Subjects:1. FIRE CHIEFS 2. FIRE DEPARTMENT OPERATIONS 3. AIDES 4. EFFICIENCY 5. SAFETY
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The Omaha Fire Department (OFD) Operations Battalion Chiefs perform numerous responsibilities. However, they have never examined these responsibilities. The purpose of the research is to evaluate these responsibilities/duties and determine if they are excessive. Would an aide optimize the efficiency and enhance civilian/firefighter safety? Descriptive research and a survey were used to answer the questions: 1) What local, state or national guidelines are addressed for fire department operations BCs? 2) Do other fire departments utilize a BC aide? 3) What are the current responsibilities/duties of the OFD BC? 4) Do the responsibilities/duties of the OFD BCs have an impact on civilian and firefighter safety? 5) Would the implementation of a BC aide have an impact on the role of the OFD operations BCs?
Notes:Omaha, NE; Executive Analysis of Fire Service Operations in Emergency Management; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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The new battalion chief: establishing personnel expectations [in "FIRE ENGINEERING"]

Author(s):Prziborowski, Steve.
Description: In "FIRE ENGINEERING". v. 163 (7) p. 101-103
Publication Data: July 2010
Identifier/s:OCLC Record No.: 664776852
Type of Item: (JOURNAL) JOURNAL

PDF

URLs are tested and verified at time of data entry.
www.fireengineering.com/index/articles/display/8391389960/articles/fire-engineering/volume-163/Issue_7/Features/The_New_Battalion_Chief_Establishing_Personnel_Expectations.html
Subjects:1. FIRE OFFICERS 2. PERSONNEL MANAGEMENT 3. WRITTEN COMMUNICATION 4. JOB DESCRIPTIONS 5. SUPERVISORS
Notes:Sidebar: "Sample "personnel expectations" sheet", p. 102
Availability:Available on Interlibrary Loan
Copies:
  • : JOURNAL ROOM - ROOM 201 [Status: IN]
 
 
Call Number:

43010

Components of a battalion chief officer development program for the North Kansas City Fire Department

Author(s):Scarpa, Salvatore J. ; North Kansas City. Fire Department.
Description: 66 p.
Publication Data:Emmitsburg, MD : National Fire Academy. February 2009
Identifier/s:Accession No.: 131490/ OCLC Record No.: 666122784
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo43010.pdf (239.6 kb)
Subjects:1. OFFICER DEVELOPMENT 2. QUALIFICATIONS 3. STANDARDS 4. NATIONAL FIRE PROTECTION ASSOCIATION
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem is the lack of essential qualifications for promotion into management positions within the North Kansas City Fire Department (NKCFD). The purpose of this research was to identify components of a Battalion Chief officer development program enabling prospective officers to meet NFPA 1021 qualifications. This action research utilized literature review, interviews and questionnaires to identify qualifications for Battalion Chief officers; to learn what management development programs exist in other industries and other career fire departments; and to identify the components of a Battalion Chief officer development program at the NKCFD. The results indicated there is no standard management development program. The researcher recommended the NKCFD develop a Battalion Chief officer development program incorporating NFPA 1021 requirements as well as requiring a bachelor's degree for prospective chief officers.
Notes:Kansas City, MO; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

42902

Officer development program for acting battalion chiefs of the Elgin Fire Department

Author(s):Horist, Rudy ; Elgin. Fire Department.
Description: 61 p.
Publication Data:Emmitsburg, MD : National Fire Academy. February 2009
Identifier/s:Accession No.: 131213/ OCLC Record No.: 666102013
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo42902.pdf (764.9 kb)
Subjects:1. FIRE CHIEFS 2. OFFICER DEVELOPMENT 3. DOCUMENTATION 4. INTERVIEWING 5. MODELS
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem is the Elgin Fire Department assigns individuals to function as Acting Battalion Chief without providing a structured program to prepare them for responsibilities and challenges of the position. This has resulted in an inconsistent approach to preparing individuals for this important leadership role. The purpose of this applied research project (ARP) was to research and develop a draft program and recommendations for an officer development program for Acting Battalion Chiefs. The action research method was utilized and a copy of the draft program is provided in the appendix. Research questions identified the planning process for an officer development program, the applicable national and state standards, how other fire service organizations provide officer development, and what the Acting Battalion Chiefs and Battalion Chiefs of the Elgin Fire Department believed to be important components in an officer development program. The procedures included a literature review, requests for program documents from other fire departments, an external widely-promulgated feedback instrument and an internal interview. The results identified a planning model and several specific components for officer development. Recommendations included the immediate implementation of elements of the draft program in appendix G and H as well as several mid-range and long term recommendations.
Notes:Elgin, IL; Executive Development; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

42485

Battalion chief leadership development plan for the Mokena Fire Protection District

Author(s):Stephens, Howard B. ; Mokena. Fire Protection District.
Description: 79 p.
Publication Data:Emmitsburg, MD : National Fire Academy. August 2008
Identifier/s:Accession No.: 130150/ OCLC Record No.: 472535190
Type of Item: (EFO PAPER) EFO PAPER

PDF

Sections of this paper not on the Internet.
www.usfa.dhs.gov/pdf/efop/efo42485.pdf (124.6 kb)
Subjects:1. FIRE CHIEFS 2. LEADERSHIP 3. SUCCESSION PLANNING 4. CAREER DEVELOPMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was that the Mokena Fire Protection District (MFPD) has never had a rank of Battalion Chief (BC); thus is has never had a leadership development plan specifically designed to aid employees in the transformation to the promotion of BC. The purpose of this applied research project was to develop and implement a sustainable MFPD BC leadership development plan which ensures the BC will acquire the necessary knowledge, skills and abilities (KSA's) in order to be an effective leader. A descriptive research methodology was utilized in order to evaluate the information which was collected and analyzed from other organizations. Questionnaires were conducted to answer the following questions for research: 1. How do other types of service industries select their "Chief Officers"? 2. How is optimal performance (success) of BC's measured? 3. What KSA's and characteristics does a newly promoted MFPD BC need in order to be a successful Chief Officer? 4. What are the obstacles to developing successful Chief Officers? The author's recommendations derived of this research project are: Continue to promote education within the MFPD throughout the ranks; Continue to utilize the assessment center as the testing process of all MFPD BC's; Establish requirements that the BC is to obtain the necessary educational and experience criteria which will allow the BC to apply to the EFO program at the NFA; Establish requirements that the BC is to apply for Illinois Office of the State Fire Marshal (IOSFM) fire officer three certification; Establish requirements that the BC is to apply for CFO designation from the CPSE; and Establish requirements that the BC continue their education beyond the list above.
Notes:Mokena, IL; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 

Leadership stopgap: an Arizona battalion chief academy seeks to prepare the next generation of fire service leaders before they assume those roles [in "FIRE CHIEF"]

Author(s):Nichols, Mark.
Description: In "FIRE CHIEF". v. 52 (3) p. 38-39
Publication Data: March 2008
Identifier/s:OCLC Record No.: 550019122
Type of Item: (JOURNAL) JOURNAL
Subjects:1. TRAINING PROGRAMS 2. SUCCESSION PLANNING 3. LEADERSHIP 4. PEORIA, AZ 5. FIRE OFFICERS
Notes:Peoria Regional Fire Battalion Chief Academy
Availability:Available on Interlibrary Loan
Copies:
  • : JOURNAL ROOM - ROOM 201 [Status: IN]
 
 
Call Number:

41330

Axes to bugles: development of a promotional policy for the position of battalion chief

Author(s):Loftus, Jason R. ; Accomack County. Department of Public Safety.
Description: 50 p.
Publication Data:Emmitsburg, MD : National Fire Academy. December 2007
Identifier/s:Accession No.: 127590/ OCLC Record No.: 475154516
Type of Item: (EFO PAPER) EFO PAPER

PDF

Sections of this paper not on the Internet.
www.usfa.dhs.gov/pdf/efop/efo41330.pdf (92.8 kb)
Subjects:1. FIRE CHIEFS 2. FIRE OFFICERS 3. PROMOTIONS 4. PUBLIC SAFETY DEPARTMENTS 5. POLICIES
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem is that without a formal promotional process for the position of Battalion Chief in place, the Department of Public Safety opening its self to potential liability, in the form of legal action, grievances and decreased morale. The purpose of the research is to examine existing promotional practices within the fire service and identify components of those practices useful in the development of a plan for Accomack County. Action research was used to answer research questions designed to find legal limitations, current fire service promotional practices, and the compilation of data to create a plan for ACDPS. Data was collected through personal interviews and questionnaires as well as literary review. Results indicated several common evaluative assessment tools being used.
Notes:Tasley, VA; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

39964

Is a company commander in the Honolulu Fire Department prepared to be a battalion chief?

Author(s):Simeona, Edward K. ; Honolulu. Fire Department.
Description: 53 p.
Publication Data:Emmitsburg, MD : National Fire Academy. December 2006
Identifier/s:Accession No.: 123993/ OCLC Record No.: 475898883
Type of Item: (EFO PAPER) EFO PAPER

PDF

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www.usfa.dhs.gov/pdf/efop/efo39964.pdf (972.9 kb)
Subjects:1. SUCCESSION PLANNING 2. MENTORS 3. FIRE SERVICE MANAGEMENT 4. CAREER DEVELOPMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • Company Commanders in the Honolulu Fire Department (HFD) had no formal means of preparing themselves for the position of Battalion Chief (BC). The purpose was to identify, through descriptive research, the knowledge, skills, and abilities necessary for BC's in the HFD, and the processes and programs for assisting the Company Commander in preparing for the position of BC. Other emergency response agencies were queried as to the preparation of their supervisors for middle management or BC positions. Procedures included a literature review, an internal survey, an external questionnaire, and personal interviews. Here common leader development problems and the programs and processes for its resolution were discovered. Recommendations included a mentoring program, a rotating internship, and an education requirement of a Bachelors Degree.
Notes:Honolulu, HI; Executive Development; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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One educational journey: Battalion Chief Laurie Mooney [in "FIREHOUSE"]

Author(s):Lowe, Bill.
Description: In "FIREHOUSE". v. 29 (4) p. 94-95
Publication Data: April 2004
Identifier/s:OCLC Record No.: 549716456
Type of Item: (JOURNAL) JOURNAL
Subjects:1. CAREER DEVELOPMENT 2. CASE STUDIES 3. FIRE SERVICE EDUCATION 4. WOMEN FIREFIGHTERS
Series Data:Firehouse focus. Higher education
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]
 
 
Call Number:

35954

Developing a battalion chief career development program for the Parker Fire Protection District

Author(s):Baker, Robert F. ; Parker. Fire Protection District.
Description: 32 p.
Publication Data:Emmitsburg, MD : National Fire Academy. January 2003
Identifier/s:Accession No.: 112233/ OCLC Record No.: 476944553
Type of Item: (EFO PAPER) EFO PAPER

PDF

This paper will not be made available on the Internet .
Subjects:1. CAREER DEVELOPMENT 2. FIRE CHIEFS 3. PARKER, CO 4. SUCCESSION PLANNING
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was that the Parker Fire Protection District (PFPD) did not have a formal career development program to prepare lieutenants for promotion to the position of battalion chief. The purpose of this research paper was to identify the components of an effective career development program for the position of battalion chief in the PFPD. A combination of descriptive and action research methods were used to answer the following research questions: 1) What standards currently exist in the fire service for the position of battalion chief? 2) What minimum job requirements have other Colorado Front Range fire departments implemented for the position of battalion chief? 3) How many Colorado Front Range fire departments utilize a career development program for the position of battalion chief? 4) What components should comprise a career development program for the position of battalion chief at PFPD? The procedures involved using a literature review process to examine fire service standards for the position of battalion chief. This data was used to answer question 1. A survey of battalion chief minimum requirements for twelve Colorado Front Range fire departments was completed, with data used to answer questions 2 and 3. Existing fire service officer development programs were examined in a literature review to provide answers for question 4. The results of the research did not identify a national standard specific to the job description of battalion chief; however, the National Fire Protection Association does provide minimum standards for various company officer levels. Minimum job requirements for battalion chief positions in Colorado Front Range fire departments identified inconsistent requirements with regard to training, education, experience, knowledge, skills, abilities or certifications. Ninety-two percent of Colorado Front Range fire departments surveyed had not implemented a formal career development program for the position of battalion chief. Finally, the research identified a recommended composite of essential components of a career development program for the position of battalion chief at PFPD. Recommendations included incorporation of training, education, experience, knowledge, skill, ability and certification components in development and implementation of a formal battalion chief qualifications program for lieutenants aspiring to promote to battalion chief positions within PFPD. A critical component of this program was identified to be the inclusion of a mentoring process to provide for passing on of critical institutional knowledge from current battalion chiefs to lieutenants aspiring to the position. This component was identified as time-critical, due to anticipated attrition at the battalion chief level at PFPD in the next one to five years.
Notes:Parker, CO; Executive Development; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

35913

Analysis of fire service suppression division battalion chief officer development

Author(s):Bullins, David L. ; Greensboro. Fire Department.
Description: 61 p.
Publication Data:Emmitsburg, MD : National Fire Academy. July 2003
Identifier/s:Accession No.: 112060/ OCLC Record No.: 476911051
Type of Item: (EFO PAPER) EFO PAPER

PDF

Sections of this paper not on the Internet.
www.usfa.dhs.gov/pdf/efop/efo35913.pdf (281.8kb)
Subjects:1. CAREER DEVELOPMENT 2. FIRE OFFICERS 3. FIRE SERVICE EDUCATION 4. GREENSBORO, NC 5. STANDARDS 6. OFFICER DEVELOPMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was the Greensboro Fire Department did not have an effective Battalion Chief Officer Development Program for Suppression Division Officers. The purpose of this research project was to analyze battalion chief officer development and determine a method of improvement for the Greensboro Fire Department. The project used Historical and Action Research to answer the following question: 1) What are the nationally recognized standards and qualifications for Battalion Chief Officers? 2) What knowledge, skills, and abilities are needed to complete the duties and responsibilities of a Fire Service Suppression Division Battalion Officer? 3) What development programs are available to prepare fire officers for the role of Fire Service Suppression Division Battalion Chief? The procedures used to complete the research project consisted of a literature review beginning at the National Fire Academy, and included research locally. Personal interviews were also conducted with City and State fire service personnel. Information was compiled and an outline was developed to establish key points that related to the three research questions. The results of the project identified limited research previously conducted by the fire service community in recent years. However, current job descriptions were similar throughout the nation. National organizations had published documents relating to officer development. Also, there were leadership development programs available on a local level. The fire service community supported higher education and certification to assure competency. Planned experiences were suggested through mentoring programs and personal development methods were recommended for inside and outside of the fire service. Unforeseen was the fact that there were many variations of chief officer development. This researcher recommended a guideline to assist individuals planning for the chief officer rank. The guideline was divided into sections and provided direction into education and training, planned experiences, and personal development.
Notes:Greensboro, NC; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

34687

Mentoring battalion chiefs for achievement within the California Department of Forestry and Fire Protection (CDF)

Author(s):Eckles, Tim ; California. Department of Forestry and Fire Protection.
Description: 35 p.
Publication Data:Emmitsburg, MD : National Fire Academy. September 2002
Identifier/s:Accession No.: 108729/ OCLC Record No.: 477197389
Type of Item: (EFO PAPER) EFO PAPER

PDF

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www.usfa.dhs.gov/pdf/efop/efo34687.pdf (179.7 kb)
Subjects:1. CAREER DEVELOPMENT 2. FIRE CHIEFS 3. MENTORS
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The California Department of Forestry and Fire Protection (CDF) is encountering tremendous turnover of experienced staff. The void, caused through retirement and promotion, is being filled with an influx of new staff with less omniscience. In the spring of 2000 the Changing Face of CDF Recruitment and Retention Committee publication identified the following. "There are no clearly defined departmental mechanisms currently in place to provide leadership and technical administrative skills to those entry-level and mid-level personnel seeking administrative career track positions (i.e., trainee program, training assignments, mentor program)" (CDF, 2000). The problem was CDF administrative personnel retire, promote or transition prior to conveying their knowledge through a CDF Battalion Chief (BC) mentor program. The purpose of this applied research project was to propose a CDF BC mentor program to convey knowledge prior to retirement, promotion, or transition of administrative personnel. An action method of research was utilized to answer the following research questions: 1. What administrative mentoring programs do the public or private sector and military organizations use? 2. What criteria should be used to select a CDF BC protege? 3. What criteria should be used to select a mentor for a CDF BC? 4. What are the benefits to the department when employees participate in a CDF BC mentor program? The procedures used in this research project include an analysis of literature relative to mentoring, a review of public or private sector and military programs, and a survey circulated to CDF BCs to identify program interest. Three administrative mentoring programs offered significant information to consider. The Department of Air Force mentor program is the responsibility of the direct supervisor. Core values are emphasized and related to the strategic plan. The California Highway Patrol (CHP) Sergeant's Mentor Program is a 30-day process utilizing a tenured peer as the mentor. The mentor position is voluntary and must be able to effectively perform the duties of sergeant. Douglas Aircraft formal mentoring program is part of the long-term strategic plan of the company. A steering team determines the mentor and protege match. Mentors should have excellent interpersonal skills and be able to provide specific and timely feedback. The protege should have personal goals in mind, not be defensive to criticism and willingly participate in a program evaluation. Benefits to the department include increased motivation and productivity, stability of culture, reduced turnover, leadership development and improved communications. Recommendations produced from the research included the establishment of a CDF BC Mentor Program Advisory Committee. The committee will be tasked with formalizing the proposal, designing a program evaluation, and establishing a reward system for participants. It was also recommended that the CDF BC Mentor Program be incorporated into the CDF Strategic Plan.
Notes:Visalia, CA; Executive Development; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

33912

Designing an officer development program for the battalion chiefs in the Virginia Beach Fire Department

Author(s):Halstead, Travis W. ; Virginia Beach. Fire Department.
Description: 38 p.
Publication Data:Emmitsburg, MD : National Fire Academy. May 2002
Identifier/s:Accession No.: 106797/ OCLC Record No.: 477183383
Type of Item: (EFO PAPER) EFO PAPER

PDF

URLs are tested and verified at time of data entry.
www.usfa.dhs.gov/pdf/efop/efo33912.pdf (203 kb)
Subjects:1. CAREER DEVELOPMENT 2. FIRE OFFICERS 3. SUCCESSION PLANNING 4. VIRGINIA BEACH, VA 5. OFFICER DEVELOPMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was the Virginia Beach Fire Department (VBFD) did not have a formal officer development program for the rank of Battalion Chief. The purpose of this applied research project was to design a draft officer development program to assist the newly promoted Battalion Chief with their transition from Captain to Battalion Chief. A combination of action and descriptive methods of research was used in this project to answer these research questions: 1. What is an officer development program? 2. What are some of the officer development programs for Battalion Chiefs that are used by other Fire Departments? 3. What subjects should be included in the Virginia Beach Fire Department program? 4. Should Captains be required to attend the Battalion Chiefs Officer Development Program before they are allowed to serve as an Acting Battalion Chief? The procedures used in this research project included a review of available literature, a review of other fire service organizations officer development programs, and a four-question survey given to all members of the VBFD in the Captains, Battalion Chiefs and District Chiefs ranks. In addition to the literature review, a self-administered survey was developed and given to the members of the population group. Of the 90 surveys distributed, a total of 32, or 35 percent, were returned on or before the deadline date. Recommendations were made to form a process review team to review the draft Officer Development Program for Battalion Chiefs. This review should include a comprehensive analysis of the program that will refine and expand the elements included in the draft. In addition, the recommendation was made for the Virginia Beach Fire Department to adopt and implement a formal officer development program for their Battalion Chiefs.
Notes:Virginia Beach, VA; Strategic Management of Change; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

30723

Why are so many CDF battalion chiefs choosing not to promote

Author(s):Lombardo, Steve ; California. Department of Forestry and Fire Protection.
Description: 28 p.
Publication Data:Emmitsburg, MD : National Fire Academy. October 1999
Identifier/s:Accession No.: 97151/ OCLC Record No.: 482912674
Type of Item: (EFO PAPER) EFO PAPER

PDF

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www.usfa.fema.gov/pdf/efop/efo30723.pdf (205.3kb)
Subjects:1. CALIFORNIA DEPARTMENT OF FORESTRY 2. PROMOTIONS
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was that no in-depth analysis had been completed to determine why so many California Department of Forestry and Fire Protection (CDF) battalion chiefs were choosing not to promote to assistant chief. The purpose of this applied research project was to determine why so many CDF battalion chiefs were choosing not to promote. The researcher used the descriptive research method. The research questions were: 1. What is the percentage of CDF battalion chiefs choosing not to promote to assistant chief? 2. Why are so many CDF battalion chiefs choosing not to promote? 3. Does proximity of retirement affect a CDF battalion chief's decision to promote? 4. Do CDF battalion chiefs believe that top CDF and State management appreciate the contribution made by CDF assistant chiefs? In addition to a literature review, a survey of all current CDF battalion chiefs was conducted. The research determined that 92% of CDF battalion chiefs would not accept a promotion at this time. Most of the battalion chiefs would not promote because they did not want to work more days, have more responsibility and receive less money. The primary single reason cited by battalion chiefs for not promoting was the reduction in pay. The primary recommendation of this research paper was that CDF find a way to make sure that assistant chiefs are better compensated than battalion chiefs. Additionally, CDF should not rotate assistant chiefs, against their wishes, through the various assistant chief positions. CDF must find ways to make assistant chiefs feel more appreciated by keeping them informed and attempting to include them in the decision making process of CDF as much as possible. Finally, where possible, CDF should allow assistant chiefs to work a four-day work week.
Notes:Visalia, CA; Strategic Management of Change; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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To BC or not to BC [in "FIRE CHIEF"]

Author(s):Albertson, Chris.
Description: In "FIRE CHIEF". v. 43 (8) p. 84+
Publication Data: August 1999
Identifier/s:OCLC Record No.: 549642322
Type of Item: (JOURNAL) JOURNAL
Subjects:1. CAREER DEVELOPMENT 2. FIRE OFFICERS 3. INCENTIVES 4. PROMOTIONS 5. OFFICER DEVELOPMENT
Series Data:The promotional process
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]
 
 
Call Number:

29266

Span-of-control for battalion chiefs for effective management, development, and administration of personnel

Author(s):Merritt, Warren A. ; Bellevue. Fire Department.
Description: 39 p.
Publication Data:Emmitsburg, MD : National Fire Academy. January 1999
Identifier/s:Accession No.: 93682/ OCLC Record No.: 482786433
Type of Item: (EFO PAPER) EFO PAPER

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www.usfa.fema.gov/pdf/efop/efo29266.pdf (220kb)
Subjects:1. FIRE OFFICERS 2. MANNING 3. PERSONNEL MANAGEMENT 4. REORGANIZATION 5. SPAN OF CONTROL
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The human resource in any fire department is the most valuable asset it has. Fire department battalion chiefs are key personnel with significant responsibility for the support, development and training of personnel under their command. In addition, the battalion chiefs provide a key link between the line personnel and fire administration. The Bellevue Fire Department has experienced tremendous growth in on-duty resources and staffing under one 24 hour Operations Battalion Chief, which has become problematic. It is the author's belief that due to the excessive span of control, fire department Battalion Chiefs are unable to adequately assist employees to realize their full potential, which impacts daily operations and the employees they supervise. The author attempts to lay a foundation that examines the benefits for increasing the department's daily battalion chief staffing. The problem was that the Bellevue Fire Department continues to have nine fire stations, three emergency medical services (EMS) stations, creating a very broad span-of-control for a single battalion chief; the department needs to be reorganized from one to two battalions. The purpose of this applied research project was to demonstrate the need, and develop a plan, to reorganize the Bellevue Fire Department into two battalions. The research questions were: 1. What assigned activities/responsibilities for Battalion Chiefs are considered critical but inadequately addressed due to limitations on the battalion chiefs time? 2. How will reorganization into two battalions address the limitations of the battalion chiefs time? 3. How are other fire departments in the immediate area and of similar size organized? This research paper employed action research to identify issues precluding frequent contact, training and personnel development due to the time constraints caused by an excessive span-of-control. The literature review provided a compilation of information that outlined the significant responsibilities and issues to be considered when determining the level of battalion chief staffing. The author researched the battalion chief to station ratio of other fire departments of like size and found that as organizations increase in size, the number of stations battalion chiefs are responsible to oversee decreases. Based on the research, it is recommended that the Bellevue Fire Department with nine fire stations and three EMS stations, be organized from one to two battalions. Doing so will reduce an otherwise excessive span of control, yielding the benefits of improved firefighter safety, improved training opportunities, and enhanced employee development.
Notes:Bellevue, WA; Executive Development; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
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Call Number:

27200

Redesign of the battalion chief position in the Salt Lake City Fire Department

Author(s):Tallon, Thomas J. ; Salt Lake City. Fire Department.
Description: 41 p.
Publication Data:Emmitsburg, MD : National Fire Academy. August 1996
Identifier/s:Accession No.: 86048/ OCLC Record No.: 502540067
Type of Item: (EFO PAPER) EFO PAPER
Subjects:1. COMPANY OFFICERS 2. EMPLOYMENT CRITERIA 3. FIRE SERVICE MANAGEMENT 4. SKILLS
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • New directions in fire service delivery are changing the role of the battalion chief in today's fire department. The purpose of this project is to examine the role of the battalion chief as identified in current literature, and to present options regarding the need for a change in functions, responsibilities and skills needed in this position. This report describes the process initiated by the Salt Lake City Fire Department in forming an "Executive Design Team" and in reviewing the battalion chief role. The Salt Lake City project team researched the work schedule of seventeen other fire departments, reviewed the job requirements needed by the department, and developed an implementation plan. Three questions were developed by this project team: 1. What skills will a person in this position need? 2. What schedule will a person performing in this position work? 3. In what administrative functions or areas does the department need the leadership of a battalion chief? On July 8, 1996, the department implemented the new role, work schedule, and philosophy for battalion chiefs, based upon the findings and recommendations of the research team. The new battalion chief roles and responsibilities are identified in this report and reflect the department's need to manage change in providing improved leadership in the battalion chief position.
Notes:Salt Lake City, UT; Executive Planning; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

23323

A study of educational requirements for the position of battalion chief in fire departments across the U. S.

Author(s):Diaz, Robert L. ; Boca Raton. Fire Department.
Description: 33 p.
Publication Data:Emmitsburg, MD : National Fire Academy. September 1993
Identifier/s:Accession No.: 75084/ OCLC Record No.: 502535190
Type of Item: (EFO PAPER) EFO PAPER
Subjects:1. EMPLOYMENT CRITERIA 2. FIRE CHIEFS 3. FIRE SERVICE EDUCATION
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The nature of today's fire service is changing daily. To meet these challenges fire officers and executives need to diversify their knowledge and skills through continued education. No formal college degree requirement existed for the position of Battalion Chief at the Boca Raton Fire Department. The purpose of this research was to determine if a formal college degree should be required for this position.
Notes:Boca Raton, FL; Executive Development; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 

The 40-hour BC [in "AMERICAN FIRE JOURNAL"]

Author(s):Bridges, Richard B.
Description: In "AMERICAN FIRE JOURNAL". v. 45 (4) p. 22+
Publication Data: April 1993
Identifier/s:OCLC Record No.: 610159910
Type of Item: (JOURNAL) JOURNAL
Subjects:1. ATTRITION 2. COST EFFECTIVENESS 3. ECONOMICS 4. FIRE OFFICERS 5. REORGANIZATION 6. REDONDO BEACH, CA 7. BUDGETING
Series Data:Administration
Notes:Battalion Chiefs
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]
 
 

Test simulates battalion chief's duties [in "FIRE COMMAND"]

Author(s):Dieckhoff, Foster and Gist, Richard.
Description: In "FIRE COMMAND". v. 47 (3) p. 16-17
Publication Data: March 1980
Identifier/s:OCLC Record No.: 610158836
Type of Item: (JOURNAL) JOURNAL
Subjects:1. ASSESSMENT CENTERS 2. PROMOTIONS
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]
 
 

Assessment center designed to rate Battalion Chiefs on handling duties [in "FIRE ENGINEERING"]

Author(s):Shearer, Robert.
Description: In "FIRE ENGINEERING". v. 133 (1) p. 49-50
Publication Data: January 1980
Identifier/s:OCLC Record No.: 549825790
Type of Item: (JOURNAL) JOURNAL
Subjects:1. ASSESSMENT CENTERS 2. FIRE OFFICERS 3. SAN CARLOS, CA
Notes:South County Fire Authority
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]
 
 
Call Number:

18346

Career development training program for the position of battalion chief in the Menlo Park Fire Protection District

Author(s):Peters, Jerome ; Menlo Park. Fire Protection District.
Description: 27 p.
Publication Data:Emmitsburg, MD : National Fire Academy. October 1991
Identifier/s:Accession No.: 64974/ OCLC Record No.: 503521407
Type of Item: (EFO PAPER) EFO PAPER
Subjects:1. CAREER DEVELOPMENT 2. MENLO PARK, CA
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • For the past ten years, the Menlo Park Fire Protection District has had a position of Acting Battalion Chief. This position was initiated to give senior Captains (approximately 10 to 12) some experience in upper management techniques, as well as fireground techniques. The purpose of the project was to create a new career development program that improved upon the old system. The new program was to be based on data developed by using input from the local job description for Battalion Chief and a nationally accepted standard, such as National Fire Protection Association Pamphlet 1021, Fire Officer Professional Qualifications 1976. A Literature Review was used to show the importance of the project and the Executive Fire Officer program of the National Fire Academy. The procedures were developed from information in the job description and national standards. Input from previous classes at the National Fire Academy was also used. The program was developed based on six major subject areas: 1) Human Relations; 2) Supervision; 3) Public Speaking; 4) Writing Skills; 5) Major Emergency Planning; 6) Administrative Procedures. The program was to have a time frame of one year for completion, with specific goals and objectives to be met in that time frame. The goals and objectives were to be based on the six subject areas listed above. An individual training record was developed to keep track of the participant's performance during the year. The format for the career development program was completed in September of 1991. The program has been sent to the "meet and confer" labor process with a probable implementation date of late 1991. The program was developed for the senior Captain level, but with very little adaptation, it could easily work for Driver/Operators (Engineers), or for Battalion Chiefs looking to advance in their respective areas. The project was a great learning experience.
Notes:Menlo Park, CA; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

25385

Alternative schedules and collateral responsibilities for battalion chiefs during an era of a changing mission

Author(s):Bales, John E. ; Rocky Flats. Department of Fire and Emergency Services.
Description: 33 p.
Publication Data:Emmitsburg, MD : National Fire Academy. February 1995
Identifier/s:Accession No.: 81054/ OCLC Record No.: 502526506
Type of Item: (EFO PAPER) EFO PAPER
Subjects:1. CHANGE 2. MANNING 3. REDUCTIONS IN FORCE
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • In 1992, the Rocky Flats Department of Fire and Emergency Services was made aware of the Department of Energy's changing mission, primarily due to the end of the Cold War. Due to this change, it became evident that a down-sizing trend would be pursued by the Department of Energy. This new mission would impact the financial aspect of the fire department in a negative manner. The Rocky Flats Department of Fire and Emergency Services realized that mid-level managers (Battalion Chiefs) did not have collateral assignments that were relative to the changing mission and their role on the 24-hour platoon schedule would be an issue that would be challenged. This research project examined the impacts of alternative collateral assignments for Battalion Chief as well as investigated the need for a Chief Officer on the 24-hour shift. The focus of the research was on roles and responsibilities of mid-level managers, specifically Battalion Chiefs. The research reviewed for this project developed a common ground for effective incident management and firefighter safety through competent and experienced fire ground officers. The results also identified that the fire service would become involved in a variety of non-emergency and non-traditional activities that supported the mission of the fire service. Solutions and techniques utilized by other fire departments were also reviewed and analyzed. The final recommendations concluded that the department goals be transformed into major collateral assignments for the Battalion Chiefs as members of the management team. Also, to develop continuity among the platoons, it was a recommendation for the Battalion Chief to remain on the 24-hour platoon but to utilize an alternative schedule which created a change from traditional mid-management staffing.
Notes:Rocky Flats, CO; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

25370

Assessment centers: would the elimination of written examinations increase minority representation in the position of district/battalion chief

Author(s):Pizinger, Steven J. ; Saint Paul. Department of Fire and Safety Services.
Description: 22 p.
Publication Data:Emmitsburg, MD : National Fire Academy. October 1994
Identifier/s:Accession No.: 81071/ OCLC Record No.: 502525385
Type of Item: (EFO PAPER) EFO PAPER
Subjects:1. ASSESSMENT CENTERS 2. FIRE OFFICERS 3. MINORITIES 4. TEST PROCEDURES
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The majority of large city career fire departments are using an assessment center type testing process for the position of District/Battalion Chief. Most assessment centers use a written examination as part of the assessment center process. Many assessment centers are designed to use the written examination as a way to control the number of candidates entering the assessment center process. The purpose of this research paper was to determine if the elimination of a written examination in the testing process for District/Battalion would increase minority representation in that position. Descriptive research was used to answer the following questions: 1. Are large city career fire departments using an assessment center type examination process for the position of District/Battalion Chief? 2. Is a written examination used as part of the assessment center process? 3. Do large city career fire departments feel that the elimination of a written examination for the position of district/Battalion Chief would increase minority representation? Research information for the project was solicited and developed through the use of a questionaire and a literature review. The results of the study showed the majority of large city career fire departments were using an assessment center exam for the position of District/Battalion Chief. Seventy-seven percent of these assessment centers were using a written examination as part of the assessment center process. Twenty-six percent of large city career fire departments felt that elimination of a written examination would increase minority representation. Recommendations of the study are: Fire departments should follow the guidelines set forth in Title VII of the Civil Rights Act of 1964, which prohibits the use of any employee selection device whether entry level or promotional, which produces an "adverse impact" on minorities.
Notes:Saint Paul, MN; Executive Leadership; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

25660

Why TQM doesn't work, or does it - an evaluation of the process the Salt Lake City Fire Department used to redesign the battalion chief position

Author(s):Hansen, Jim ; Salt Lake City. Fire Department.
Description: 34 p.
Publication Data:Emmitsburg, MD : National Fire Academy. July 2000
Identifier/s:Accession No.: 99630/ OCLC Record No.: 477405767
Type of Item: (EFO PAPER) EFO PAPER

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This paper will not be made available on the Internet .
Subjects:1. EMPLOYMENT CRITERIA 2. FIRE CHIEFS 3. FIRE OFFICERS 4. JOB DESCRIPTIONS 5. SALT LAKE CITY, UT 6. TOTAL QUALITY MANAGEMENT
Series Data:Executive Fire Officer Program. Applied Research Project
Summary/abstract:
  • The problem was that the Total Quality Management (TMQ) process effort in the Salt Lake City Fire Department failed. This statement may be a bit exaggerated but the fact is, to date, almost all of the executives in the city and in the fire department who were the initiators of TQM have been fired or forced to retire. In 1996 newly appointed Fire Chief Thomas J. Tallon, an outspoken proponent of change and the use of TQM processes to initiate those changes, set out to redesign the battalion chief's position. Two years later, under internal pressure, his executive design was redesigned back to the original design. The next year, after a union no-confidence vote, the chief executive staff was fired or forced to retire. The purpose of this applied research project was to determine if this executive design was an example of a TQM failure or a misapplication of the Change Management Model (CMM) taught in the National Fire Academy's (NFA) Strategic Management of Change (SMOC) course. This applied research project used historical research methodology to answer these four research questions: 1. Is there a general perception that TMQ failed? 2. What processes were followed in TQM implementation? 3. How do these processes compare with the Change Management Model? 4. What can be done to restore TQM? To answer these questions the author used personal interviews, personal observations, research into department notes and documents, and a comparison study through literature review of knowledgeable published authors. The results were: 1. Yes, there was a general perception that TQM failed in the fire department. As a result of this perception, TQM failed and its terminology became profane twaddle. 2. The process used to develop the executive design was an extension of TQM using a transitional method of reengineering to develop the executive design project. However, the process was not communicated as such and when necessary changes were made in the evaluation phase the whole process was deemed a failure. 3. The process followed the CMM as closely as could be expected, though some important steps were neglected thus predictable forces of resisters were, out of necessity, handled through "damage control." 4. The initial answer was that nothing could be done. The image and reputation of TQM was so badly damaged that it could not be restored. This last fact lead to the recommendation that another management model using the foundations of TQM that were institutionalized into the fire department's culture might be successful so long as it maintained the four key tenets: customer satisfaction; respect for people; management by fact; and plan, do, check, act. It was this plan, do, check, act tenet that the author drew a comparison to the CMM's analyze, plan, implement and evaluate/institutionalism phases taught in the SMOC course.
Notes:Salt Lake City, UT; Strategic Management of Change; Abstracts for EFO papers are written by the author
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

11722

Individual participant feedback report: assessment center for battalion chief, Erehwon, California, Fire Department

Author(s):Jones, Patrick J.
Description: 3 p.
Publication Data:La Palma, CA : Personnel and Organization Development Consultants. 1978
Identifier/s:OCLC Record No.: 12091280/ Accession No.: 29764
Type of Item: (REPORT) REPORT
Subjects:1. ASSESSMENT CENTERS 2. PERFORMANCE EVALUATION
Availability:Available on Interlibrary Loan
Copies:
  • c.1: DOCUMENT ROOM - ROOM 209 [Status: IN]
 
 
Call Number:

TH 9157 .M25 1983

Fire department lieutenant, captain, battalion chief

Author(s):Mahoney, Eugene F.
Description: 245 p.
Publication Data:New York, NY : Arco Publishing Company, Inc. 1983
Identifier/s:OCLC Record No.: 19325038/ ISBN: 0-668-05611-8/ ISBN: 0-13-318361-0/ LCCN: 89-277/ Accession No.: 48022/ Accession No.: 89524
Type of Item: (BOOK) BOOK
Subjects:1. COMPANY OFFICERS 2. FIRE OFFICERS 3. PROMOTIONS
Series Data:ARCO civil service test tutor
Availability:Available on Interlibrary Loan
Copies:
  • c.1: CIRCULATION - BOOKS [Status: IN]
  • c.2: CIRCULATION - BOOKS [Status: IN]
 
 
Call Number:

TH 9157 .N33 1998

Battalion chief, fire department

Author(s):National Learning Corporation.
Description: 166 p.
Publication Data:Syosset, NY : The Corporation. 1998
Identifier/s:OCLC Record No.: 09525506/ ISBN: 0-8373-0081-9/ Misc. No.: C-81/ Accession No.: 107558
Type of Item: (BOOK) BOOK
Subjects:1. FIRE CHIEFS 2. FIRE OFFICERS 3. FIREFIGHTERS
Series Data:Career examination series; The Passbook series: passbooks for career opportunities. C-81
Notes:Title on cover: This is your battalion chief, fire department, passbook - test preparation study guide - questions & answers
Availability:Available on Interlibrary Loan
Copies:
  • c.1: CIRCULATION - BOOKS [Status: IN]
 
 

The 40-hour Battalion Chief may be hazardous to your health [in "AMERICAN FIRE JOURNAL"]

Author(s):Bennett, Jack A.
Description: In "AMERICAN FIRE JOURNAL". v. 45 (8) p. 33-36
Publication Data: August 1993
Identifier/s:OCLC Record No.: 610155285
Type of Item: (JOURNAL) JOURNAL
Subjects:1. ATTRITION 2. BUDGETING 3. COST EFFECTIVENESS 4. ECONOMICS 5. FIRE OFFICERS 6. REDONDO BEACH, CA
Series Data:Guest editorial
Notes:Rebuttal to "The 40-hour BC", which appeared in the April 1993 journal.
Availability:Available on Interlibrary Loan
Copies:
  • c.1: JOURNAL ROOM - ROOM 201 [Status: IN]