Laserfiche WebLink
<br />Saint Cloud Fire Department, MN <br /> <br />Fire Protection Master Plan- Executive Summary Document <br /> <br />Figure 6: Long-Term Strategy Organizational Structure <br /> <br />Saint Cloud <br />Fire Chief <br /> <br /> <br />Suppression <br />Division <br /> <br />Administration <br />Division <br /> <br />Training <br />Division <br /> <br />Prevention <br />Division <br /> <br /> <br /> <br /> <br /> <br />Volunteer (POC) <br />Assistant Chief <br /> <br />1-CareerFiirefighter <br /> <br />1-CareerUeutenant <br />3-CareerFlirefighters <br />PQC Firefighters <br /> <br />1-CareerUeutenant <br />3-CareerFiirefighters <br />POCFirefighters <br /> <br />1-CareerUeutenant <br />3-CareerFHrefighters <br />PQCFfrefighters <br /> <br />Of course, this organizational strategy is not without its downside. It needs to be acknowledged that, <br /> <br /> <br />while there are many examples of success, there are also many departments using unified <br /> <br />combination staffing methodology that are among the most troubled organizations in the fire service. <br /> <br /> <br />Combination departments are easily the most challenging organizations to manage. This is because <br /> <br />of the inherent differences between career firefighting staff and on-call firefighting staff. <br /> <br />Career firefighters immediately point to the disparity in training and experience as a major factor. On- <br />eall responders might readily point out the financial benefit they can present over career personnel. <br />Many additional personality factors typically come into playas well. The result is often a culture of <br />distrust, resentment, and even destructive behaviors. <br /> <br />15 <br />