By RICHARD MARINUCCI
As we enter into the election season this fall, this might be a good time to talk a little about politics and some of the potential pitfalls. We all know that, ultimately, the politicians control the resources needed to provide the services required and requested. Fire departments and fire chiefs cannot operate in a vacuum and think that some magic fairy godmother will appear to help fund the organization. There needs to be regular interaction and relationship building with those who must support what we do. In return, politicians can have some expectations for support of their ambitions. This can be challenging to the fire chief, fire department, and every individual member. Now, on to the problem.
Your boss just called you and asked you to report to his office. When you arrive, you find that he is irate because of a phone call he just received. It seems that the top elected official in your community just called him to tell him that he had just heard that the local firefighters announced their endorsement of a candidate for a local judge position. The elected official is angry because the firefighters have never publicly endorsed anyone and his friend is running for the same position. Further, the elected official has been a great supporter of the fire department and firefighters. Even still, the firefighters have never endorsed this politician. Your boss understands that technically you cannot do too much, but he wants to know what is going on with the firefighters and what you can do to help alleviate the tension that has been created.
Although it is not always possible, it is usually best for the fire chief to stay out of the election process. Certainly, there are circumstances that require open support of elected officialsusually situations where the chief is appointed directly. The chief gets to keep the job if his candidate is elected or reelected. However, if the conditions are such that there is not a direct connect between the election and continuing on the job, then everything must be done to stay out of the “action.” This is not to imply that the fire chief is not a political position in many cases and that relationships with elected officials are not important. There needs to be clear communication with everyone regarding the fire chief’s position with respect to elections and endorsements. Most of the time, that position will be respected as long as it is consistent and does not publicly favor one candidate over another. There are other related issues to thisthe obvious talents of the chief, existing relationships, and role in the community, among others.
This strategy in dealing with elections would also work for the firefighters groups. However, many fire departments have reaped rewards by supporting particular candidates. The temptation to continue this can be great. Further, the fire chief does not control the direction of the firefighter groups in this area. If good communication exists between the fire chief and firefighters, discussions regarding the benefits, risks, and rewards need to take place. Not only do you need to ensure that the candidate being supported will win, but you must also consider future elections where the losing candidate this time is successful next time. You also need to consider the candidates’ “friends with influence.” As suggested in the above problem, it was not the direct support of a candidate that caused the problem but the failure to support the individual with local connections.
ACTIONS TO TAKE
What can you do? Offer to meet with the elected officials who have been offended. Your willingness to be open about the issue will help you. You may not sway any opinions, but you can hope to keep the animosity away from the day-to-day operations of the fire department. You can express the position that you have taken as fire chief and your direction to the department. You can also be honest regarding your view of the firefighter group. This is not the time to “throw them under the bus” so to speak but to offer your opinion in a tactful manner.
You also need to engage the firefighter group. You need to understand its perspective and the reasoning behind the decision. You can also take the opportunity to express your views based on your experience with these types of issues. You also may choose to discuss the differences between communities. Often, firefighter groups will see successes in other communities when they are engaged in the process. There is no doubt that many good things have happened because of the involvement in the political process. However, not all of these tactics are transferable to every community. You need to know the rules of engagement in your community. Understand what can and cannot work. Not one size fits all. Try to discuss, not lecture. Often, all parties involved can come to the same conclusion. Threats, intimidation, or direct orders rarely are successful. Again, good relations between workers and management can help you come to the right solution.
If this information had been relayed to you prior to the public announcement, you would have more opportunities to find the best solution before the problem occurred. Good communications and trust with all involved help address these types of issues before they get blown out of proportion. If you build solid working partnerships, these relationships can become a sound foundation when issues arise. If this is the case, rarely will a one-time issue create any long-lasting negative effect between the politicians and the fire department.
Playing in the political arena can be complex and competitive. It requires a good understanding of the system in place and the players involved. Certainly, supporters of the fire service need to receive reciprocal support. There are ways to do this without raising undue attention and staying engaged in the political process. Be aware of all of the circumstances, the risks and rewards. A seemingly simple act to support a friend can turn hostile in a hurry if the wrong individuals perceive unfair treatment or disrespect for them or their position.
RICHARD MARINUCCI has been chief of the Farmington Hills (MI) Fire Department since 1984. He was president of the International Association of Fire Chiefs in 1997-98 and chair of the Commission on Chief Fire Officer Designation. In 1999, he served as senior advisor to Director James Lee Witt of FEMA and acting chief operating officer of the United States Fire Administration for seven months as part of a loan program between the City of Farmington Hills and FEMA. He received the Outstanding Public Service Award from the director for his efforts. Marinucci has three B.S. degrees: in secondary education from Western Michigan University, in fire science from Madonna College, and in fire administration from the University of Cincinnati. He was the first graduate of the Open Learning Fire Service Program at the University of Cincinnati (summa cum laude) and was named a Distinguished Alumnus in 1995.
