By Manuel A. Maldonado
It is said that those that fail to plan, plan to fail. It is also said that what is measured is managed. The more fire departments miss opportunities to capture and measure data, the more they lose control of the trajectory of their effectiveness. Organizations generate stockpiles of data every time processes are completed; in fact, data is also generated when processes aren’t completed, hence efficiency metrics that can track productivity. This is why it’s crucial to secure budget support for data collection and communications platforms.
- Data-Driven Decision Making for the Fire Service
- Crafting a Small Unit Vision Statement
- Using Mission Statements in the Fire Service
Strong fire department leaders understand the criticality of having accurate coordinates of where the organization stands as it moves towards its vision. To chart a course to that vision, the organization must fully understand where it was so that it can make further decisions on the lessons it has learned as it continues its journey. In this instance, the right data can provide statistics on trajectory and operational pace. Obtaining high-quality data is a crucial first step for fundamentally improving leadership development because it allows administrators to systematically craft powerful, purposeful, and lasting initiatives (Spisak 2023).
The market has a myriad of software and data package options available, from ad hoc applications to boutique customizations. Administrators will find benefits and disadvantages to each choice, and this is why it’s crucial to have a clear sense of their organization’s vision and mission. When it comes down to making the decision on which software package to invest in, business leaders shouldn’t leverage their decisions on cost savings alone. Making the right decision on software is an investment into the future growth of the organization. Decisions based on cost alone might only provide partial solutions, and may result in organizational chaos as users become frustrated with inadequate tools.
The amount of data collected by an organization is only limited by the imagination of the administration; data can be collected on any aspect of the operation. However, all the data in the world is useless if it cannot be sorted and packaged so that leaders can make strategic judgments. The extent to which leaders can frame issues, make smart calls, and ensure that they are well executed is at the crux of those data-informed decisions (Jules 2022).
Output Focused Architecture
The philosophy of data collection and communication must be monitored and adjusted frequently. It’s important to remember that data collection that takes time and effort for users to enter may be skewed, especially when the data is collected manually or when end users don’t fully understand the reason for the collection. Additionally, when data is collected on more operational aspects that can be effectively managed by administrators, the resulting data overload can cause management to lose focus.
Choosing the right data to capture and how to prioritize communication relies heavily on the leadership’s ability to accurately name objective goals based on the vision and mission statements of the organization. This can be likened to packing a suitcase for a vacation. The traveler must choose the right set of questions to ask so that the suitcase is packed appropriately for the destination, weather, and length of the trip. Simply stated, start with the end in mind. Though data can be captured on tried-and-true metrics, it’s important for an organization to capture data that supports their vision and mission. Time should be invested into learning what type of data sets are needed and then working backwards to include the type of questions that will be asked to produce the expected data. This can help leaders select the proper platform on which the data will be collected.
Making the Connection
The goal in data acquisition isn’t who can convince decisions makers to pony up the most money for software. Instead, the goal is to support the vision and mission of the fire department with the tools available. Even the most tailored custom applications will fail if their strengths are not aligned to the goals of the organization. There are many software tools on the market to choose from. One globally recognized program is sometimes only used for aspects of its suite that users are familiar with, but has extremely underutilized newer applications built right into it. I have found that Microsoft Office for Business is more than a powerful tool, it is a fully customizable data platform. Most users only use the applications that they’re most known for, such as Outlook, Word, Excel, and PowerPoint, but there are many more new tools available. I have built fully functioning systems to support operations for the two departments that I serve. The tools have proven to be easy to navigate for our end users, and have helped increase communication and productivity across a variety of departmental functions.
The Microsoft Business package has evolved immensely and offers applications like “Forms” which allows users to create data capture templates that can then be automatically compiled into a spreadsheet; I like to call this data crowd sourcing. A Microsoft Form can be created for any type of data acquisition, whether it is within or outside of the organization, and whether the goal is a simple survey, a test that produces a score, or a more in-depth query. Every field is customizable so that the administrator can craft the type of questions that they want to add to the template as they think about the type of responses they want to receive. Microsoft makes their forms so accessible and shareable that they provide administrators with automatic custom QR codes for each form created. On top of that, Microsoft provides administrators with graphs that are automatically created based on the data capture from the forms.
Another powerful tool is Microsoft Power Automate. This tool provides novice users with the ability to automate processes and communicate across Microsoft applications. I’ve found this tool useful in generating emails to specific accounts or groups after data has been collected in Microsoft Forms. Administrators can then be alerted by email anytime data is submitted, and can customize which data sets are automatically included in the emails. Thus, the administrators are alerted of the submission and provided with only necessary information in an easy-to-read format. Parallel coding can be completed so that as one email is generated to one group with their pertinent information, another email can be sent to a separate group with their pertinent data.
PowerBI is a game changer. Though this tool requires more skill than the other applications it doesn’t require a computer science degree, either. Users can learn how to use this application to pull data captured from Microsoft Forms for query and visualization. Much like how a basic two-dimensional spreadsheet is set up, this application can be thought of as Excel’s third dimension. Rather than having to sort data after collection, this application follows administrators’ parameters and provides automatic reporting in easy-to-read dashboard style visualizations. During the COVID pandemic, my organization made extensive use of this application to provide immediate trend analysis to decision makers and provided up-to-date visual graphics to the community.
Each Microsoft Form and PowerBI report an organization develops creates one more link for users and administrators to save for later use. Plus, as organizations move away from paper and into the digital arena, they in turn are creating more links that users need to save. An organization cannot be productive or true to its vision if the data and communication interfaces they want users to interact with are scattered across multiple platforms. In my organization, we found Microsoft SharePoint to be the solution to organizing many of our digitally accessible tools. SharePoint works like a website, but requires no HTML programming and is simple to set up.
One advantage that administrators can appreciate is that the only way to access the SharePoint is through validation of the business IT credentials. If you don’t have a login you won’t get in, and even if you have a login you will only have access to a SharePoint that the administration gives you access to. Like a website, the SharePoint can house links to documents, pictures, and videos, but adds another layer as it also functions as a shared Cloud Drive where files can be stored and shared with anyone who has approved credentials. In my organization, we use SharePoint as an internal website to house all of our links to frequently used applications like the staffing table, the payroll site, learning management tools, Microsoft Forms, other SharePoints, and PowerBi reporting. The mobile version houses links to other helpful tools, like the National Response Guidebook, NFPA Electric Vehicle guides, department standard operating procedures, etc.
My department’s SharePoints are built with the end user in mind. They act as the storefronts and libraries for each division, prioritizing information at the tops of their pages and providing digital access to all of the services provided by that department. One of the things I like best about what Microsoft SharePoint can do is its ability to be mobile. Microsoft has created a SharePoint phone application that, when downloaded, functions much like an app without having to pay the annual fees. This aspect gives the end user and administration a mobile access point to interact with any aspect of the business they have credentials for.
It’s said that we are only as strong as our weakest link. Leaders should take a proactive approach to finding ways to strengthen the organization’s ability to communicate up and down the company’s nervous system clearly. Whether through a vendor-designed application or tools that can accomplish the data requirements that support the vision and mission of their business, it’s important to build virtual tools that are organized, easily accessible, useful to the end user, and enhance communication.
More communication means more data, of course, so it’s important to ask the right questions to get useful data relevant answers. Care should not only be taken in how applications are chosen, but how they are built to interact with beginning and end users. As organizations get better at collecting data, they need to be even better at using the right tools to sort, package, and communicate those data results to administrators to support agile decision making. In today’s high-stakes, fast-paced environments, leaders need to streamline communication and data for all users.
References
Christian, B and Griffiths, T (2016) Algorithms to Live By: The Computer Science of Human
Decisions. Henry Holt and Company Inc.
Gates, B (1999) Business @ the Speed of Though: Using a Digital Nervous System. Grand
Central Publishing
Jules, C (2022) Building Better Organizations: How to Fuel Growth and Lead in a Digital Era.
Barrett- Koehler Publishers Inc.
Medina, J (2014) Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and
School. Pear Press
Spisak, B (2023) Computation Leadership: Connecting Behavioral Science and Technology to
Optimize Decision-Making and Increase Profits. John Wiley & Sons Inc
Manuel A. Maldonado resides in El Paso, Texas and has 15 years of career and volunteer experience. He currently serves as the assistant chief of operations for the West Valley (TX) Volunteer Fire Department ESD #2 and the battalion chief overseeing the organizational research and development division for the City of El Paso Fire Department
