Commissioned Officers (Management)
Provide high level management to support the running of organisational, geographical and operational units and sections within the defence forces and fire and police services.
Getting a district ready
You are a commissioned fire officer in charge of preparing your district for a day of high fire danger forecast for Thursday. It is Tuesday afternoon. Conditions are expected to be severe. You have six stations to organise, a community meeting this evening and a number of people with views on what you should do.
Choose what you would do. Then see what happens. There are often good reasons for each choice.
My crew has been out a lot this season. Several are exhausted and one has told me he is thinking of leaving. I know Thursday is important, but I am worried about how much more I can ask of them.
Tell Wallace that Thursday is too important and everyone is expected to be available
Wallace's crew turns up, but tired and resentful, and two do not return next season. Expecting volunteers to give without limit eventually costs you the very people you rely on.
Thank him, ask what his crew can realistically offer and arrange extra support or rest for the most tired members
Wallace's crew commits to a shift plan that suits them, and you cover the gaps from other stations. People turn up for leaders who notice how they are doing.
Tell him to stand down his tired members and cope with the rest
The tired crew rest, but Wallace is short on Thursday with no plan to fill the gap. Looking after people needs a plan for the work as well.
My elderly father lives alone on a ridge road. I am frightened for him on days like Thursday. Can you promise me your crews will get to him if there is a fire? I would sleep so much better if you could say yes.
Promise that crews will reach him, to give her peace of mind and let her sleep tonight
Hui Min relaxes, but nobody can promise that on a bad day. If a crew cannot reach him, her trust in the service breaks at the worst moment.
Acknowledge her worry, say honestly what crews can and cannot do, and help her plan with her father
Hui Min is not given a promise nobody could keep, but she is given something real: a plan, a contact and a reason to act early. Honest preparation is more useful than comfort.
Say that every resident must take responsibility for themselves, as crews cannot be everywhere on a bad day
It is partly true, but it lands as cold. Hui Min leaves without help, and is less likely to listen to the service when it matters.
A news crew has asked to speak to someone in charge about readiness in your district, and I would like it to be you. They are looking for a story. Keep it positive. We do not want to alarm the public. What will you say?
Say your district is fully prepared and there is nothing to worry about, to keep the tone positive
People hear that all is well and take less care. Telling the public there is nothing to worry about on a dangerous day is a message you cannot take back.
Decline to speak, since the topic is too sensitive
A spokesperson with less local knowledge speaks instead, and residents miss the chance to hear from the person in charge. Silence is not always the safe option.
Give calm information on the conditions, what crews are doing and what residents should do
Residents get useful advice and the tone is steady. You have been honest about the danger without causing panic. Clear information is the most helpful thing a leader can offer.
How it went
By Wednesday night your crews have a plan, one resident has a plan of her own and the public has calm, honest advice. Commissioned officers lead people into hard days, and much of their work is preparation, fairness and plain speaking. Would you want to be the person others look to when conditions get serious?
This is a simplified, fictional situation to help you explore. It is not professional instruction or a test of your ability.
Case study: Two stations, one new truck
A fictional case set in a fictional district headquarters of an emergency fire service, where an officer leads several stations and volunteer brigades.
The situation
Commissioned fire officer Bernadette Okoro was responsible for six stations across a hilly district. The service had funded one new truck for her area. The captain of the northern station said his town had grown, with more homes among the trees. The captain of the southern station said his old truck was close to failing and his brigade had the most callouts. Both were respected, both were right about something, and each had told their crew that the truck was theirs.
What they did
Bernadette did not decide on the strength of the loudest argument. She gathered figures on callouts, response times and the age of each vehicle, and drove to both stations to see for herself. She invited both captains to meet together, shared the data openly and asked each what they would do in her position. She then made the decision, explained her reasoning to both crews in person and laid out a plan for the other station within the following year.
How it turned out
The southern station received the truck, because its old vehicle posed a risk to the crew. The northern captain was disappointed but said he understood the reasoning. Bernadette arranged for his brigade to get upgraded equipment instead. The openness of the process mattered more to the crews than the result.
What would you do?
- Why did Bernadette drive to both stations instead of deciding from the figures?
- How would you tell a respected captain that their request has been turned down?
- What do you think makes the difference between leading volunteers and leading paid staff?