BY KENNETH O. BURRIS, JR.
If you have been reading this column over the past year, it should be evident that many changes are afoot in the U.S. Fire Administration (USFA). With the full support of James Lee Witt, the director of the Federal Emergency Management Agency (FEMA), the USFA has been undergoing a major transformation in how we do business. Our mission is simple: to reduce life and economic losses caused by fire and related emergencies. This month’s column will provide a wrap-up of what the USFA has done in the past year to retool the organization as it prepares to accomplish this mission in substantial and significant ways.
STRATEGIC PLANNING PROCESS
No organization can shape its future without a plan that indicates where it wants to go and how it wants to get there. Hence, the USFA has embarked on writing a strategic plan that will define ambitious goals and objectives for reducing this nation’s losses attributable to fire. The outcome of the strategic planning process will result in a transformed USFA that is
- timely in addressing emerging issues and formulating deliverable products to address those issues;
- viewed as a leading source and partner for the delivery and distribution of course materials considered as state-of-the-art;
- serving as a catalyst for a renewed and committed effort toward fire prevention and education;
- a strong and viable partner in the arena of fire research and technology; and
- undeniably an advocate on the federal level in the formulation of national policy in supporting a strong fire service.
REORGANIZATION
For this vision of an effective USFA to be realized, a new organizational structure must be created that enables us to accomplish the results established in our strategic plan. Our reorganization takes into account the recommendations contained in the Blue Ribbon Panel Report of October 1998, that reporting relationships be redefined so that “working relationships can be improved in terms of empowerment, delegation of authority, and accountability,” and the USFA Action Plan of November 1999, to “develop strong organizational linkage (communication/coordination) between and among USFA components.”
The USFA has restructured the current organization into four divisions composed of teams. Like functions have been re-aligned, and first-line supervisor positions have been reduced.
This reorganization promotes the USFA’s mission and functions relating to the leadership, advocacy, coordination, and support provided to enhance our major functions, the intent of which is to better serve our customers.
We are excited about the vision for the USFA-to move into a position of national prominence, as was envisioned 25 years ago by the crafters of the National Fire Prevention and Control Act. We have created an organization that will draw its strength from its interconnectivity of purpose and mission-one that derives its resilience from the inability to distinguish a part from the whole and that values everyone’s contribution equally.
THE “NEW” USFA
We have come a long way in a year’s time. To get to this point, we did several things to ensure a successful transformation to the new USFA.
- To move into a team-based environment, it was necessary to experiment with pilot teams, which was first done in September 1999. This pilot tested the idea of USFA staff working together in cross-functional ways to better integrate their activities and create a new synergy of delivery methods for our programs and courses. It was important to evaluate the results, the members’ interactions, and the effectiveness with which management performed in its support and accountability functions. The teams’ charge was to unite resources and create a comprehensive approach to attacking the fire problem. If there were lessons to be learned, we wanted to learn them on a smaller scale before launching the reorganization.Any pilot test should have an objective evaluation of its success; hence, an evaluation team was also created to develop benchmarks of team behaviors, management support, and performance factors. Each team’s activities were then measured against these benchmarks. Verbal and written feedback processes were used to communicate how well the teams performed.
- After the pilot teams were established, additional teams were created. They were spawned from each area covered in the USFA Action Plan: Core Mission; Leadership and Communication; Staff Development; and Advocacy, Partnerships, and Marketing. Cumulatively, these recommendations will address the 32 issues raised in the Blue Ribbon Panel report. Other teams were also created to examine innovative ways to accomplish new and existing USFA administrative and coordinating functions and responsibilities.
- The president of the local Federal Employees Union, AFG Local 1983, was invited to participate in all USFA senior staff meetings, including those dealing with the reorganization and strategic planning. All the employees have had, and continue to have, the opportunity to participate in all phases of the strategic planning process, either directly or in the form of commenting on drafts generated at each step.
- Likewise, information about the reorganization nd other pertinent issues-pending fire legislation, for example, is provided to staff on a frequent basis.
- We created a Team Operations Center (TOC), a high-“tech” meeting room through which all team- and management-related work flows. The TOC is designed to be the “town square” of the USFA program and project activities by providing all staff open access to information about the progress to date toward the accomplishment of our strategic objectives.
What do these changes going on at the USFA mean to you, our customer? In other words, what can you expect from us in the future?
First, you can expect more focused programs and courses, which directly contribute to the USFA mission of reducing the loss of life resulting from fire, particularly among children, seniors, and firefighters.
Second, you can expect these programs and courses to be innovative and delivered in ways and formats that are prompt, responsive, and effective.
When I look back on this year, I am proud of what the USFA staff has accomplished. It was Thomas Edison who said, “If we did all the things we are capable of doing, we would literally astonish ourselves.” Next year’s wrap-up will describe our path to astonishment.
KENNETH O. BURRIS, JR., is the chief operating officer of the U.S. Fire Administration. He retired as fire chief from the City of Marietta, Georgia. He has an MPA from Kennesaw State University and a bachelor’s degree in fire protection and safety engineering technology from the University of Cincinnati. He formerly served as treasurer of the International Association of Fire Chiefs.
