And Now a Word From The Sponsor
Saturday, July 25, 2015
Tuesday, March 3, 2015
Monday, January 5, 2015
Friday, January 2, 2015
Friday, December 26, 2014
The field of leadership and management studies is marked by never
ending fads, pleasantly attired gurus, and far too little real life insight from
those who have tried, failed, and failed again to bring about serious change in
their organizations. All of the
formulas, apps, and charts are of little use if you do not have an honest idea
of what to expect when you actually try to put a new idea and vision into
effect in the workplace that is your own.
They are even less useful when you encounter the type of resistance that
can and does occur from some of the most dysfunctional of organizations.
Monday, November 10, 2014
The time has come for an "Honorable Deal.". This comprehensive approach to veterans services would address these issues and more through a common sense approach-- leveraging the best solutions from our past to meet the needs of the modern veteran and his/her family.
Part One: Solve the Housing and Community Problem
Many of our military bases across the United States have vast tracts of underutilized land and space. In one or two bases per state, utilize these spaces to construct 1,000 pre-fab homes for veterans. Using modern pre-fab construction, these 400 square foot homes should cost no more than $10,000 to $15,000 per unit. For families, a larger model, approximately 1,000 square feet would be constructed. Each of the "transitional housing bases" would be able to support approximately 2,500 people. In these areas, access would be permitted to outside community directly-- in other words, no gate between the community and the outside, however security would be maintained by base personnel.
These new communities would be constructed using traditional urban design, meaning a "walk-able" community-- with a few stores at the center, open spaces, and playgrounds. In addition, a medical center offering veteran's and family services would be constructed in the center of the community. This facility would also offer mental health services and community meeting space as well as training and educational space for local community colleges, high-schools, tech-schools, and other entities to use. This design would be standardized across the country, allowing even this facility, which could also be a re-use of existing/abandoned space, to be constructed inexpensively and efficiently.
Of special consideration would be vacant "big-box" retail outlets in close proximity to the military bases where the housing would be located. These types of buildings could easily hold all of the services to be offered and would remove a potential blight.
Part Two: Solve the Jobs Problem
For those veterans moving onto the transitional housing locations, jobs could initially be provided on the base or in the local community government helping address critical infrastructure needs and general community maintenance. In this case, approximately 50,000 jobs would be needed. In cases where local governments do not have vacancies or the local military base can not support the work-- five year tax subsidies would be provided to local governments or private employers to hire veterans. This would be on a temporary basis until the veteran has obtained necessary skills to find full employment (five years or less). In each of the areas where one of these facilities would be located, a local jobs survey would identify key unfilled or undefiled classes of jobs. Vocational and Technical Training would be provided to meet the needs of that local community. This training would be supported by a public/private partnership and be open to all local residents-- not just those who are veterans, however veterans would receive an allotment of available jobs and, where feasible, preferential hiring- especially where their skills sets meet the needs of local employers.
Part Three: Solve the Education and Training Problem
At the local community centers would be the opportunity to take classes and training leading to employment. However, for those not living within the centers, there must be improved access to training for all veterans. A National roll-out of a veterans and low-income training and hiring program would benefit both veterans and those with little access to essential skills training. As mentioned above, local employers would be surveyed to determine their needs for new employees. This is a golden opportunity to fill the jobs American employers can't because of a lack of trained and qualified workers.
Part Four: Make any Success Sustainable
Many would be concerned about creating a new government welfare program-- no matter how noble the cause or idea. For this reason, the communities would have a graded tax structure to fund both the communities themselves and the services they provide. The start-up costs and expenses for the first three years would be funded by the federal government. However, beginning with year three, residents of the communities would pay a 3% flat tax on income earned as a type of "local government residency fee"-- This would increase to 4% in year four and 5% in year five. If anyone wishes to stay in the community beyond the five year period, they would have to pay into an additional Community Development Fund to help pay for community expansion infrastructure needs, etc. A critical component of this effort would be keeping costs low-- reducing the need for car travel and including gardens and other sustainable elements to any community design. The goal will be for families to be able to support themselves on one-income or with one partner working part-time instead of two full-time workers. This will decrease costs for the family and improve family cohesiveness.
This is my idea but it is not my problem. It is OUR problem. If you have suggestions for how we could improve it, please feel free to comment or to share. If you are a politician and want to do something with it-- that's even better. But if you think its stupid or unworkable- fine-- what's your idea? Whatever we do, t has to be sustainable and take into account the big picture. Too often today, we can't even get little solutions for big problems-- who knows, maybe we an get a big solution for a big problem?
Sunday, October 5, 2014
The most unfortunate part of all is that I am very familiar with the computer system that they utilize to Dispatch (Intergraph) and a related product known as Deccan. Neither of these tools are being used to their full potential. I should say I do not think this is because anyone in Columbus is heartless or incompetent. They have some of the best fire and EMS personnel in the US who do great work everyday.
However, what they lack, is a vision of Fire Service Communications as an integral tool to ensure effective outcomes for public safety. Fire Dispatching there has been seen by many as an ancillary function. I have been told by one Columbus official that dispatching is about "just following the model" with no room for adjustment; modification or the creative thinking that marks a quality dispatching operation. That is like saying your star quarterback should never change the play at the line of scrimmage or that you should just stick the direction of the compass, even when it leads you into the swamp. (Thank you Mr. Lincoln)
My experience in our profession has taught me something much different. That Dispatchers are capable of amazing things when treated like professionals. When given the skills and the training and the equipment and the authority to do their job, dispatchers can and do make miracles happen. That is why I love this job and why I am so honored to work where I do-- with a group of people who can and do make that kind of impact every day. The bitter irony, and another motivation for me regarding this topic, is that I was taught that way of thinking by Columbus Fire Dispatchers that served from the 50s to the 1980s. They were my mentors and I would love to see the Columbus Division of Fire honor their legacy by reinstalling the same values they taught me long before I ever processed my first 9-1-1 call or made my first relocation.
So what could CFD do to make things better? Well, it is simple really...
1) Activate the Deccan product. Program it to ensure that alerts are provided whenever any area of Columbus is unable to be reached by an Engine Company in (8) Minutes or by two Engine Companies in (10) minutes. When it recommends relocations-- start making them.
2) Connect the City Intergraph system with the suburban CAD systems ASAP. Using the same combined unit data table as was developed in the DC area, you can save assigning Automatic Aid units to runs that are not available. On a related note, build the interface to allow these runs to be transmitted seamlessly, shaving minutes off the dispatching times for these types of runs.
3) Utilize CFD Medic Units for BLS runs if they are within 10 minutes of the run, even if mutual aid unit is closer. For example, Medic-29 can take the BLS run at Meijer on Hamilton Road, even though Medic-133 is slightly closer. This reduces the on mutual aid units while keeping them available for time critical incidents.
4) Until the link is built in, adjust the ETAs of Mutual aid units by one minute, due to the delay in them getting dispatched. This will allow a more realistic and effective response to the border areas.
5) Designate Engine-Rescues as "Rescues" and Heavy Rescues as "Heavy Rescues" in the computer system. Allow The Engine/Rescues to respond as Engines to fires if they are in the closest three engines. This will get engines on the scene faster in areas such as Polaris and to use those Engine/Rescues more effectively. For example, a fire in Polaris would be: Engine-33; Rescue-111; Rescue-101; Ladder-33 & 111; Heavy Rescue 11; Medic-33 and Battalion-2.
6) End the dual rescue response to auto accidents unless there is clear indication of an extrication or an extrication is confirmed. Then have the assignment be: (2) Extrication Equipped Units, at least one of which must be a Heavy Rescue. This would increase availability and save the HRs from responding clear across the city when their services are almost never required.
7) All CFD units should monitor the primary dispatch channel at all times on at least one radio. This will help maintain situational awareness of nearby incidents and the need to redirect when required. The Intergraph CAD can be programmed to recommend the redirection of units-- from one call to another when they may be passing a new call, or when they would be better used at a higher priority event.
8) During storms, EMS units should respond alone to all but the highest priority medical events. This will help maintain Engines free for the 2nd call.
9) In the event that any surplus personnel are available on a shift, they should be provided to the busiest outer medic units as drivers (Medic 32,5, 29, 33, 26, 31, 30, 28, 22, 4)-- thereby keeping the Engines in service for the next run in that area. It kills response times to have Engines (with medics on board) follow another truck to medic runs instead of saving them for the next call where they will be of much better use. The new CAD can be programmed for this as well.
That's my suggestions for now. Perhaps someone will read them and at least think about them. Hopefully they do, but they will work for many other agencies as well.