Southwestern Fire Chiefs Association

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Executive Director Lisa Moatts

Director Moatts joined the IAFC as the Southeastern Division executive director in December 2013.

Prior to joining the SEAFC Ms. Moatts was the New Business Development/ Project Coordinator with a major distributor of uniforms and safety equipment serving the Greater Charleston area.  Ms. Moatts was able to secure the contract for fire and ems uniforms for all government organizations through her affiliation with JPTA, a nationally funded procurement association.

 

While serving with the SEAFC, Ms. Moatts took the association to a new level of governance structure by

Assisting the executive board in updating existing policies, adding new policies and procedures to help

Enhance the organization and encourage growth not only financially but also in sustained revenue streams.

Ms. Moatts was appointed to Vision 20/20 Initiative task force, created by the Institute of Fire Safety Engineers to represent the Southeastern Division Chiefs in promoting fire safety awareness and education in the targeted states of Alabama, Mississippi and Tennessee and West Virginia.  The appointment grew to working at the blessing of the IAFC Fire & Safety Section and Mr. Jim Crawford. Ms. Moatts led the collaboration of appointing SME from each state fire chief association to attend the   Vision 20/20 Summit.  This led to the nationwide discussion of fire safety awareness and education and furthered the nationwide cause.

Ms. Moatts also worked with the American Red Cross Initiative to distribute smoke alarms.   Ms. Moatts

Worked with local agencies “boots on the ground” to locate high-risk neighborhoods and educate the citizens on fire safety and the importance of smoke detectors.    

Ms. Moatts joined the Southwestern Division in October 2015 and continues to work with the present administration to improve governance as well as promote the annual conference by locating talented speakers and instructors to improve the divisions relevance and bring more of what the members have requested. 

Here is a brief resume of Director Moatts positions held

 

  • Recognized as regional new business development salesperson of the year for 2011 & 2012- Unifirst Corporation
  • Member of National Manufactured Housing Commission-Alabama Chapter Code Enforcement Division 1998-2002
  • Safety Director Glidewell Specialties Foundry 2005-2009
  • Committee member of Gatlinburg Wildfire Recovery and Resources established by the Tennessee Fire Marshal’s office and Tennessee Fire Chiefs Association- 2016
  • Vision 20/20 Task Force representative of Southeastern and Southwestern Divisions
  • Incident Commander responsible for SEAFC Leadership Conference 2015 and 2017

 

 

2nd Vice President elected in Fayetteville

Fire Chief Dennis Pacheco 

 

1981-2003

Company Commander (Lieutenant)

Las Cruces Fire Department

Las Cruces, New Mexico

 President – Las Cruces Professional Firefighters Association

 Vice President – New Mexico Professional Firefighters Association

  LCFD SCBA/Air Maintenance Manager

 Academy Instructor

2003-2014

Shift Commander (Deputy Fire Chief)

NASA Fire Department

White Sands Test Facility

Las Cruces, New Mexico

2003-2013 Operations Chief

2013-2014 EMS Chief

2015 – Present

Fire Chief

NASA Fire Department

White Sands Test Facility

Las Cruces, New Mexico

Volunteer Fire Department History

1989-2012

Dona Ana Volunteer Fire Department

1990 – Captain

1991 – Asst. Chief

1994 – 2012 Fire Chief

                President – Dona Ana County Fire Officer’s Association

                Vice President (NM) IAFC Southwestern Division 2005 – Present

               

 

  

 

 

Secretary/Treasurer Chief James Fullingim (retired)

 

Retired Fire Chief James Fullingim has been a member of the Norman Fire Department since 1981.  In that time he has advanced through the ranks holding

all fire suppression positions in the chain of command; Firefighter, Driver/Engineer, Captain, Assistant Chief and Deputy Chief and was appointed to the Fire

Chief’s position in June 2006.  He serves as both the Chief of the Norman Fire Department and the Emergency Management Director for the City of Norman.

  Chief Fullingim has completed the University of Maryland’s National Fire Service Staff and Command Course. He is a past president of both the

Southwestern Division of the International Association of Fire Chiefs and OKC Metro Chiefs Association. Chief Fullingim has an Associate Degree in

Municipal Fire Protection from OSU-OKC, and a Bachelor’s Degree in Management and Ethics from MACU.

 

 

 

Exhibitors in Fayetteville

Indoor Exhibit is located on the 1st floor in the White River Room across from the general sessions.  See map below

COMPANY Booth Number
First Net  
FIREHOUSEBEDS.com  
Lexipol  
Knox Company  
Emergency Reporting  
CLI Enterprises  
EVS – GW Diesel  
Top Tier Tactical  
David’s Fire Equipment  
Air Cleaning Technologies  
Siddons-Martin Emergency Group  
 FROGGYS FOG  
Binder Lift LLC  
Casco Industries, Inc.  
Fire Facilities  
IAFF Local 2866  
NAFECO  
Pure Blue Design (Fire Rescue GPO)  
Southwestern Division  
Thermo Scientific  
Walmart  

IFSTA AD

Chancellor_Conference_Rooms_Layout

Managing within the context of a fire organization

Human Relations: Managing within the context of a fire organization

• September 2018 • Chief Robert Benoit – 2nd Vice President, IAFC-SW Division – Fire Chief Lafayette Fire Department

The basic principles for managing one’s personal and family life, a private corporation (small or large) and both for-profit and nonprofit businesses are similar to those needed to manage a fire department. These management processes provide an orderly structure to achieving goals and objectives through delegated authority under competent leadership.
Within the context of a fire organization, effective management is a learned behavior that demands continuous training, requires team spirit and provides a strong disciplinary influence.
The NFPA Fire Protection Handbook, Section 10, Chapter 1, states

  Almost all fire departments were administered by clearly defined organizational structures long before system techniques were applied to industry and business. A system of task allocation to engine and ladder crews was developed whereby each person on the apparatus performed certain functions in sequence so the team operated as a coordinated unit, without duplication of effort.

Most fire departments are structured around this traditional model, and with it, leaders have a firm foundation to build on; continuous training, team spirit and influence are some of their construction tools.

Continuous Training

On June 15, my department held its 101st recruit academy graduation, with 17 graduates who started their training in January. The academies are six months long, with the objective of making sure each recruit has the foundation needed to perform in an effective manner during the working test period, which totals 18 months of probationary status. At the end of the working test period, they’re confirmed as permanent firefighters.

This is where the real training begins, and it will continue throughout their careers.

Effective leaders in the fire service are no different than those they manage. Management principles must start at the top and flow downward through the chain of command. Lower-level officers often find it difficult to practice leadership styles different from their superiors if we are not practicing what we preach.

Common sense is not without its merits. However, it’s just one tool mangers use, along with consistent education and training, to help members understand that decisions made at the member level may resolve an issue temporarily but that some decisions need to be made from a wider perspective, such as seen by the department leadership, to have lasting effects.

Team Spirit

If you are going to wear the jersey, become a team player. A spirit of cooperation is a powerful tool, meaning sometimes you will have to change your focus and direction for the betterment of the organization. Staff meetings are critical, can be very efficient and should be inclusive. All aspects of the department, both supervisors and members, should be able to sit at the table and present ideas to management on a regular basis.

The fire and emergency service is a very complex field that is constantly evolving, often very rapidly. Individual skills can make or break an organization and can best be managed when the leaders feel the pulse, which can only happen in a huddle (that is, staff meetings).
When employees are given the opportunity to provide input, self-ownership takes over and the stronger players have a way of getting the weaker players to buy into their goals and objectives. As a manager and part of the team, you have the authority to make things happen. Never let power keep you on the sidelines.

Influence

Black’s Law Dictionary defines influence as

“Power exerted over others. To affect, modify or act upon by physical, mental or moral power, especially in some gentle, subtle and gradual way.”

A lot can be said about influence depending on who is in charge. I like the phrase “gentle, subtle and gradual way” because it takes the sting out of having to use force to achieve goals and objectives in running an efficient fire service organization. The truism “you can catch more flies with honey than vinegar” goes a long way in making people feel appreciated.
Managers are held to a higher standard and are always being watched, filmed, recorded and scrutinized. Managers can get in trouble for off-duty actions, sometimes forgetting we’re always on the radar. Fire service leaders who excel do so because they’re on top of their games. More often than not, we forget that we’re human; it’s not the big things hurting us, but the illegal, unethical or immoral acts that destroy us because we don’t think things through.

Education = Knowledge = Success = Power

As an administrator, you have the authority to manage the performance within your organization. It takes a long time to build character and excel to the level of leadership in the fire service. It only takes a split second to crash and burn. As a leader, you owe it to yourself, your family and the entire fire service to finish strong, making a colossal impact on the organization you represent.

Chief Benoit is a member of the IAFC Human Relations Committee and currently sits on the executive board of the IAFC-Southwestern Division

Lack of quality sleep leads to other issues

 by Dr. Curt Sumners

Sleep Deprivation

(and it’s lasting effects of your qualify of life)

Is defined as not obtaining adequate total sleep. When someone is in a chronic sleep-restricted state they’ll notice excessive daytime sleepiness, fatigue, clumsiness, and weight gain or weight loss. In addition, being sleep-deprived affects both the brain and cognitive function.

Firefighters often don’t get enough sleep. Sleep deprivation can lead to real problems, including safety concerns. During sleep, pathways form between nerve cells (neurons) in your brain that help you remember new information you’ve learned. Sleep deprivation leaves your brain exhausted, so it can’t perform its duties as well. You may also find it more difficult to concentrate or learn new things. The signals your body sends may also come at a delay, decreasing your coordination skills and increasing your risks for accidents.

images

Sleep deprivation negatively affects your mental abilities and emotional state. You may feel more impatient or prone to mood swings. It can also compromise decision-making processes and creativitysleeping not

Sleep is a necessary bodily function that cannot be replicated through any other means. Fire service leaders need to let go of the attitude that “we don’t pay you to sleep” and firefighters need to lose the idea that they can function just as well in the 48th hour being awake as they did in the first.

Assuring quality sleep for firefighters is a health and wellness issue whose time is long overdue. Lives depend on it.

Steps for better sleep
1. First and most importantly, departments must recognize that adequate sleep is a wellness and performance issue equal to other priorities such as strength fitness, diet, and agility.
2. Fire departments should evaluate current logistics for sleep and consider changes. Some positive changes can be made quite simply — installing fans or white noise generating machines in common dorms, for example:

The room or place that is used for sleeping, should be relaxing and quiet. Lights, noises, a room that’s too hot or cold, or an uncomfortable bed, can keep people/firefighters from getting the sleep that they need. A dark room is more conductive for sleep, both night and day. The temperature should be 60 to 65 degrees Fahrenheit. Loud sudden noises from outside as well as the inside should be kept to a minimum. How old your mattresses,
Mattresses and foundations do wear out

old mattress

MATTRESS:
•Cheaper is not better for the budget you will end up replacing sub standard mattresses more frequently
• Should be supportive and comfortable
• 10 or more inches is good, 8 inches should be a minimum,
• Many of the newer Foam, Cool Gel Mattresses Are good
• The newer Hybrid mattresses (Spring and gel foam) offer superior support and excellent comfort
• A good mattress manufacturer should offer a 10 year manufacturer’s warranty

Reasons Why You SHOULD Replace Your Mattress Every 5 to 7 years

1. Hygiene Your bed is made of absorbent fabrics so over the years as you sleep on it bacteria, germs, sweat and debris such as skin, scales, hair, dust mites etc. are being built up in the mattress materials.
Gross, I know. The good news is if you clean your mattress regularly, change the sheets, and maybe even use a mattress protector you can extend the lifespan of your mattress. 5 to 7 years is the general rule of thumb. If your mattress is particularly grimy you may want to replace sooner.

 

2. Comfort The second main reason why we recommend replacing your mattress so frequently is for your own good or, at least your own comfort. If you find yourself tossing and turning at night a quick solution may be to replace your old mattress with a new one. Over time, a mattress loses its firmness and begins to sag in the middle. This can make it uncomfortable to sleep in and over time can cause back pain. It may be time for you to replace your old mattress.

3. Health Last but certainly not least the 3rd reason why everyone should consider replacing their mattress every 5 to 7 years is for health reasons. Like it or not our bodies are constantly changing. What was comfortable for you many years ago may no longer suit your sleep now. Not to mention, many common health problems like INSOMNIA , BACK PAIN and SLEEP DEPRIVATION may be caused by your bad mattress. (this is particularly important for the Fire and EMS industry)

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4. Do an assessment of the current state of sleep fitness among members. As much as possible, gather data anonymously to get an honest picture of how department members manage sleep both on and off the job.

5. Allow appropriate naps on duty. Numerous studies have shown that brief naps of 30 minutes or less can make a positive difference in cognition and reflexes for someone who is exhausted.

6.  Make resources available for those who are suffering from sleep disorders. Do not stigmatize the use of these resources.

7.  Reconsider shift scheduling and overtime rules to diminish the effects of sleep deprivation on emergency response.

Taking steps to minimize the effects of sleep deprivation keeps your liability down and improves the overall health of your firefighters.

 

 

Vendor Registration

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Conference Exhibitor-Sponsor Registration Form

Register by mail

Register with us by filling out the form below.

Register to attend the Leadership Conference

Register now for Leadership Conference

Dates October 2nd, 3rd and 4th 2018 in Fayetteville, AR

 

Instructor and Speaker Line-up

 

Are you ready for retirement?

THE MOST CHALLENGING SHIFT YOU’LL WORK

Preparing for public safety retirement

 

By Shirl Tyner

Some people think about it from time to time. Some people dream about it. Some people can’t even imagine it. Some people already did it. What, you ask? Retirement. Are you ready?

 

After a career in public safety, you probably have an idea of the legacy you’ve built and the effect your departure will have on the agency. But have you thought about the impact leaving will have on you? Public safety agencies prepare for retirements though succession plans, but most do a very poor job preparing the actual retirees. And this matters, because retirement is not easy.

 

Dying for the Job

Perhaps public safety retirement is not easy because working in public safety itself is not easy. We lack good statistics about suicide among public safety personnel, but what we do know is alarming. Police and firefighters rank sixth on the Center for Disease Control’s list of occupations by suicide. One study showed firefighters are three times more likely to die from suicide than a line-of-duty death, and the number of firefighters lost to suicide has increased each year for the last five years. The Firefighter Behavioral Health Alliance has documented 175 firefighter retiree suicides—36 of whom took their lives in the first week of retirement.

 

It’s even worse for law enforcement. The occupational fatality rate of law enforcement officers is three to five times greater than the national average. As John Violanti documented in his 2014 book, Dying for the Job, male officers commit suicide at a rate 8.3 times greater than those who are murdered on the job, 3.1 times greater than those killed in work accidents, and 4 times greater than firefighters.

 

Contributing factors to suicide by public safety employees include:

  • Shift work and sleep disorders. In addition to increasing your risk of arteriosclerosis, hypertension and cardiac problems, shift work has a recognized impact on psychological health. Officers working non-day shifts are 14 times more likely to sleep less than 6 hours per day and a 40-year-old study of suicide links shift work with suicidal ideation.
  • Alcohol abuse. Although studies vary, some have shown as many as 25 percent of law enforcement officers in the United States abuse alcohol. Firefighters binge drink twice as often as the general population.
  • PTSD and emotional trauma. Often, alcohol abuse among public safety personnel is an attempt to escape the emotional suffering of the job. None of us is immune to the stress caused by a career’s worth of emergency calls. For some, that stress becomes debilitating.

 

These contributing factors don’t disappear with retirement. In fact, they may get worse. In a way, retiring from public safety is much like a grieving process. We have made differences in people’s lives and when we retire it’s easy to lose that sense of purpose and believe our lives no longer have the same value. We feel like something has been taken from us and we lose our identity.

 

Note: Among all these statistics about firefighters and law enforcement officers, what is missing? If you said civilian employees, volunteers, support staff, EMTs, nurses, etc., you’re right! The number of people affected goes way up when you include—as we should—all members of public safety.

 

The Next Big Change

When we think about retirement, we think about the things we look forward to doing—travel, reading, sports, time with friends, church, volunteering and maybe even a part-time job. These are all wonderful ideas, but for public safety employees, retirement can be extremely difficult. Many public safety employees cannot even picture themselves outside the job. This isn’t what we do but who we are.

 

So when you retire, what will you miss? For starters, the people. This is a family, your family, one you’ve never been without and never want to be without. You’ll miss your partners, those you have worked beside and counted on, vented to, protected and leaned on, the ones who always had your back. There’s also the activity—the sights, smells, touches and tastes. Let’s not forget that adrenaline rush, hearing the dispatcher over the radio and the rush of getting to the call. And being part of something so great, something you never imagined being without.

 

Retirement is the next great adventure after all this. But it’s a mistake to look at your life and see a clear dividing line between your life in public safety and your life after public safety. In fact, retirement is another in a series of changes you’ve been experiencing your entire life.

 

Believe it or not, you have changed during your career. And I’m not just talking about your physique! You have changed physically, mentally, spiritually and emotionally. Maybe you’ve put on a few pounds. Have you grown more sluggish or more alert over the years? Has your faith become deeper and more personal, or has it waned? How do you deal with emotional turmoil now compared to 20 or 30 years ago?

 

Remember when you promoted? You probably asked your friends and family to not ever let you forget where you came from. You wanted to promote and be the best supervisor you could be, but you never wanted to be “one of them.” Now is a good time to remind yourself of that.

 

When you look at retirement as another in a series of changes, it’s possible to be as excited about retiring as you were about entering public safety when you were younger. Knowing that you have changed, believe that you can and will change again—mentally, physically, emotionally and spiritually. You are no longer part of your job even though the job is a huge part of who you have become. And that is not necessarily a bad thing.

 

Preparing Yourself

Retirement requires preparation. The more you plan, the smoother this transition will go. Here are just a few considerations:

 

  • Think about how you’ll spend your free time. Maybe it’s a second career, additional education or time with the grandkids. When you retire, you no longer answer to the clock or the phone. You have more free time than ever before. You have more time for that “honey do” list, and more time to spend with family and friends. And while free time is nice, it can also be terrifying to face an endless series of days with nothing you have to do.
  • Discuss your schedule change with your family. Sure, they have always wished you didn’t work at night or on the holidays and they want you home more often. But when you retire you must fit into their schedules. Their schedules didn’t change, yours did. Do you fit or are you interfering?
  • Prepare for a change in income. Even with a pension, retirement requires a clear-eyed look at your finances. You may need to see a financial counselor and develop a budget that accounts for expenses such as travel and healthcare.
  • Expect a hard hit. If you’re lucky, you won’t experience an emotional toll, but it’s best to be prepared for the loss of friends, loneliness, the feeling you’ve been forgotten and the concern that you didn’t leave the legacy you strived for. Exercise self-care and seek help if you see warning signs, such as emotional detachment, depression, spending too much alone time, abusing alcohol or drugs, or trying to stay involved in the job when you no longer have a place there.

 

Make sure you are ready to retire and don’t give in to outside influences. Go when you know the time is right for you! Don’t make a rushed, emotional decision. You’ve always controlled your career, now you must control your retirement—and your preparation for it.

 

Make It Count

It is easy to forget how much we love being needed until we no longer are. Watching the lights and hearing the sirens go somewhere without you is a bittersweet experience. Curiosity about the call, memories of past calls, and the desire to help all flood in.

 

Now, those of you who can’t wait to retire and don’t have to worry about any of this, I say hallelujah and lucky you! For the rest of us, attitude is everything. It is the key to understanding you are not who you were, that you earned this retirement and that you deserve to enjoy it. So, make it count! You love what you do or you would not be doing it. You were born with a servant’s heart. How can you put that to work in your retirement? After all, it’s retirement, not death!

 

As Charles Swindoll said, life is 10 percent what happens to us and 90 percent how we react to it. We may not be able to stop retirement from coming, but we can choose how we react to it.

 

So here’s to a happy, healthy retirement—and on to the greatest adventure of all!

 

Lexipol’s  Fire Policies and Daily Training Bulletin Service provides essential policies that support safe fire service operations.  Contact us today to find out more.

 

Shirl Tyner is a Management Services Representative for Lexipol and has 25 years of law enforcement experience as a civilian (non-sworn) employee, serving with the Oceanside (CA) Police Department and the Tustin (CA) Police Department. Shirl has experience as a Trauma Intervention Volunteer and has been heavily involved in peer support, with a special focus on PTSD. A graduate of the Los Angeles County Sheriff’s Department Deputy Leadership Institute, she has a bachelor’s degree in Psychology and a Graduate Certificate in Forensics and Crime Scene Investigations and is currently working on a master’s degree in Forensic Science. Shirl teaches Criminal Justice and Forensic courses at both the high school and college levels.

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