Effective Management within a government agency Anthony Mozealous Palm Beach State College MAN 3025 Dr. Grossman

Within every organization or business, certain basic requirements need to be established in order for proper operation. These areas fall within management that allow “a process of administering and coordinating resources effectively, efficiently, and in an effort to achieve the goals of the organization” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg. 5). Under management, these basic functions, known as the basic managerial functions, are: planning, organizing, leading and controlling. The purpose of this paper is to establish research and evidence that confirms the Department of Financial Services (DFS) State Fire Marshals is a well managed, properly functioning organization that provides the most pristine service to its communities, when referenced to the above mentioned functions.
The Department of Financial Services (DFS) is a state organization that has many divisions encompassing anywhere from financial accounting to law enforcement investigations. Under this organization, the Division of State Fire Marshals is a law enforcement investigations unit that conducts origin and cause investigations into fires throughout the state of Florida. The Bureau of Fire and Arson Investigations is the state law enforcement branch within this Division and are responsible for investigating fires both accidental and criminal. Dating back to 1973, the State Fire Marshal’s office was established and its main purpose was “suppression of arson and the investigation of the cause, origin, and circumstances of fire” (“DFS SFM History”, 2012). In 1976, the bureau became law enforcement recognized and currently today has over 100 sworn officers. The bureau operates twenty-four hours, seven days a week, as investigators are constantly available to respond to any request that requires an origin and cause investigation. The main mission for the State Fire Marshals bureau of Fire Investigations is “To effectively prevent, discourage, investigate and prosecute arson and arson related crimes for the protection of Florida citizens and their property” (“DFS SFM Mission Statement”, 2012). Under this mission, the bureau operates under four Florida Statues which address the need for the organization. F.S. Section 552.113, 633.03. 943.0312 and 552.21. These four statutes identify who can investigate fires, how they are supposed to conduct an investigation, and what is required of the organization during its daily operations. Last year, the bureau investigated several incidents that were estimated to be worth $150 million in losses to the citizens of Florida. About $40 million was from the crime of arson (“DFS SFM About Us”, 2012). Within the Bureau of fire and arson investigations, two districts were formulated to address the entire state of Florida. District 1 has three regions ranging from Jacksonville and covers the entire northern part all the way to Pensacola. District 2 has three regions that cover the major cities from Orlando to Tampa and south to the Keys. The management structure is one Major per District, with a Captain in each region. Under the Captain, there are field Lieutenants that are in charge of managing the Detectives within each region. For example, in the South Region, Captain Holt has two regional Lieutenants that supervise the West Palm Beach and Ft. Lauderdale/Miami field offices. (“DFS SFM Organizational Chart”, 2012). These districts have the responsibility of responding to requests of assistance to agencies with origin and cause investigations. With the experience the agency has to offer, many outside law enforcement and fire departments require the State Fire Marshals to investigate all the fires that occur within their jurisdictions. The bureau has established a well balanced organization that is properly managed by the entire managerial team.
PLANNING
As described earlier, the basic functions involved in management are planning, organizing, leading and controlling. Each is part of a piece to the pie and is necessary to allow for a successful operation within a business or organization. The bureau of Fire Investigations operates under these four functions. When examining the organization, planning is the first of the four functions and allows for “setting goals and defining the actions necessary to achieve those goals” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg. 6). As with any organization, a mission is required to help guide operations and allow for planning which will help complete the purpose at hand. Strategic management and planning allow for such goals to be accomplished. The mission of the Fire Investigations bureau is to prevent and prosecute those guilty of arson and arson related crimes. In doing so, it will protect all Floridians and their property. To ensure that the organization is mission ready, specific personnel have been assigned to ensure proper planning is conducted yearly. With this said, over years of trial and error, the agency has established protocols that allow for a more fluid operation. These protocols have been strategically planned to help insure the agency can operate in its highest capacity daily. For example, Section 2.307: Policy Formation; states that the bureau will maintain a system of written procedures that will help employees meet the agencies professional standards. This procedure identifies the specific way in which an employee will operate when representing the bureau. Each employee is held accountable for following directives and will be held accountable if they are not met (DFS SFM Section 2.307, 2003). Within the bureau, quarterly goals are established within each region based on the supervisor’s directive. Annually, goals are set as a whole but within each region a supervisor may adjust it quarterly to maintain a more proficient group of employees. For example, in the South region, the West Palm Beach (WPB) field office is responsible for over seven counties ranging from Hendry to Indian River down to Palm Beach County. Within each county, both Fire and Law Enforcement agencies require assistance from the WPB field office on a daily basis. To establish goals, monthly meetings are coordinated by the field office lieutenant in whom territories are disseminated. The goal for each month is to maintain contact with each agency and provide any assistance required. These monthly/quarterly goals allow for a more personal relationship and thus build a stronger professional bond. In return, these agencies will be more prone to request our services, thus providing the up most quality to Florida’s citizens (Lt. Anthony Stafford, WPB Field Office Interview). At a management level, weekly meetings are coordinated to address issues and currents goals. These meetings provide a solid communication tunnel which help relay information and ensure effective communication. In doing so, all levels of management are aware of the current operations that are being conducted within the bureau and allows for successful completion of the set goals.
ORGANIZING
The second basic managerial function is organizing. Within the bureau, organizing “is the process of determining the tasks to be done, whom will do them, and how those tasks will be managed and coordinated” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg.6). Within the State Fire Marshals, we have multiple positions that have specific job functions. The Bureau is divided into three areas: management, investigators, and administrative personnel. At the administrative level we have a regional administrative assistant who is responsible for maintaining day to day paperwork.
The management level is composed of a Bureau Chief, who has the responsibility of overseeing the agencies day to day operations. He is tasked with meetings with Florida legislators and other political affiliated individuals. Second in command to the Chief, is a Lt. Colonel who serves as advisor and provides secondary support in the absence to the assigned Chief. Two Majors are assigned to each district and are tasked with overseeing the daily operations within each region of the districts. A Captain is assigned to each region and manages several Lieutenants that operate field offices. The Lieutenants have the most demanding jobs amongst the managerial team. They are the immediate supervisors to the investigators. They maintain public relations with each county they are assigned to and are in constant contact with the investigators issuing they are properly serving the community.
In the mid-level of the organizational structure bureau are the investigators. At this level, an investigator has many responsibilities. Under Florida Statue 633.03 a fire investigator is responsible for the investigating the cause and origin into a fire (FS 633.03). A fire investigator is considered to be highly trained in the field of fire origin and cause. They also need to know investigative techniques, criminal law, and how to process a crime scene. A fire investigator must be law enforcement certified by FDLE and must complete advanced training classes in the field of fire investigations (“DFS SFM Website”, 2012). The variety of skill required for this is demanding at times.
The investigator position itself requires extensive hours of training and knowledge. Since fire investigations are never quite the same, a constant challenge faces every investigator to determine the origin to the fire. With this said, the fire investigator has a very high task significance. They are the backbone of the agency. A fire investigator is the one who investigates the fires and determines if they are criminal or accidental in nature. They conduct law enforcement interviews, collect evidence, and make arrests if probable cause exists. Without this position, the bureau would not function.
The final role within the agency is the administrative assistant/criminal intelligence analyst. These two positions have a very important role. The administrative assistant monitors all calls received to conduct investigations, maintain reports, assist with submitting weekly paperwork to headquarters and is the records clerk. Without this role for each region, necessary paperwork and meetings wouldn’t be scheduled on time as investigators are constantly working new cases. They help with maintaining balance within the bureau and are considered to be the time keeper within the organization.
A criminal intelligence analyst (CIA) has one of the most critical jobs outside of the field investigator. Their main function is to provide up to date criminal intelligence information to help with officer safety. They constantly maintain an up to date portfolio with information that can keep a fellow investigator out of harms way. Another asset they provide is having the ability to obtain criminal, financial, and personal data that pertains to any person involved in a criminal case. In doing so, vital information can be rapidly provided which can help with successfully closing a case out with an arrest.
All three levels of the organization play a vital role and without one, proper function can be problematical. From the highest level to the bottom, having all three levels filled with competent employees keeps the organization running a successful course.
LEADING
Within the agency, there are many forms of leadership that allow employees the motivation to accomplish goals the organization has set forth. To be an efficient leader, one must motivate and direct a group into achieving goals that are set by the organization. Being capable of understanding and having a vision will help steer a group into the direction of success. As defined leadership is “a social influence process to influence people to achieve a common goal” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg.321). Within the agency, because of its paramilitary influence, the employed managerial style is based on delegation. The delegating style “provides the subordinates with few task or relations behaviors. Authority and responsibility rest with the follower” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg. 331). In doing so, employees are given more responsibility and gain confidence is conducting themselves during their daily duties, all while achieving attainable goals. The south region, which consists of ten counties, is managed by two lieutenants and one captain. At the lieutenant level, the delegation style is highly used, as the investigators are tasked with more responsibility and do not require as much supervision. Because at the captain oversees many employees, their style of managing is considered more involved. The captain manages in a participating style. They constantly maintain some form of communication with all parties in the region. This helps with a more encouraging work environment, and encourages alack of fear when rendering an opinion. By participating within normal operations, not only are the captains informed, but it gives motivation to others to complete the tasks at hand in an efficient but quick manner. At both levels, each supervisor has knowledge of their employees. In the south region, each lieutenant has around three to five investigators. The captain oversees all employees in a region, which can constitute up to fifteen employees. With that said, since the agency is small, it is not surprising when a person from Tallahassee recognizes a particular person by name. Each supervisor takes the time to get to know their subordinates, which helps with communication and aids in the acquisition of mutual respect. In doing so, a supervisor can identify what makes a specific employee comfortable and how to maximize work potential. With a diverse group of employees, it is up to the supervisor to understand those they supervise. Each employee may have specific issues that are not necessarily similar to others. Self motivation is one that can be a plus for a supervisor. Having an employee who is self motivated allows more time to those that lack this characteristic. A group of employees tend to fall into two categories, type A or type B personality. Type A is one that “has a sense of urgency, impatience and high drive.”, where Type B “is easygoing and less competitive in daily events” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg. 348). By having knowledge of this type of employees, a supervisor can challenge those that need that extra push and maintain stability within the work environment.
CONTROLLING
One of the most important functions is the aspect of controlling. Having supervisors or managers monitor performance within an organization along with implementing both strategic and operational plans is essential for success. As defined in text, controlling “is monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg. 6).
Monitor Performance Within every law enforcement agency, written directives are formulated to identify a standard of conduct. In doing so, these directives address areas in which subordinates can frequently monitor a person’s performance based on the requirements each directive identifies. Under DFS Florida Division of State Fire Marshal Policy # 1.1.1: Written Directives are procedures “that standardize the format and indexing system for written directives to allow for greater understanding and accessibility” (DFS SFM Policy 1.1.1). This policy was created to establish a standard that will help or affect the conduct and performance of the Florida State Fire Marshal employee. By creating and enforcing such policies, supervisors within the State Fire Marshal have a minimum standard used to evaluate employees. The basic guideline used to address if there have been no violations can be referenced in Section 2.101: Standard of Conduct. This procedure basically addresses how a Bureau employee shall act both on and off duty. Under AP&P#5-2 the Division of State Fire Marshal will conduct a performance evaluation annually. This procedure provides a guideline on what a performance evaluation consists of. An “Employee Performance Evaluation” identifies a member’s strengths and opportunities for improvement; encourages and recognizes positive performance; discourages negative performance and provides a mechanism for improvement; assists in developing each member’s potential; and identifies training needs (DFS SFM AP&P #5-2). These evaluations will be conducted on an annual basis for full time employees. The ratings shall be based solely on the performance during the rating period and how well a person conducted themselves based on their current job function. Once an evaluation has been completed, a one on one interview will be conducted, revealing the results and addressing areas of concern. Each employee is authorized “an opportunity to provide written comments regarding the evaluation.”(CFA 16.03M “B”). The same process is completed for new hire employees specifically addressing what is expected of them during their first year of employment. By employing such an evaluation, the State Fire Marshal Office can determine a person’s retention, promotion potential, and suitability for specialized assignments, job effectiveness and the need for training. This tool alone is not necessarily set in stone on how an employee functions within the organization. Many external factors have to be evaluated identifying reasons why a person may have performed under average. Based on the style of supervision, an immediate supervisor has the authority to conduct weekly meetings. Most of the time, based on man power or scheduling, monthly meetings are enforced. In doing so, supervisors can address issues of concern and also receive feedback from their team. These meetings allow for a more informed way of managing, which then allows for a steady performance from all.
Identify and Correct Deviations Since the bureau is considered a fairly diverse organization, a control process “must be used to regulate organizational activities that are consistent with expectations of plans within and help to achieve all predetermined standards of performance” (Lewis & Goodman & Fandt & Michlitsch, 2007, Pg. 406). Within such a process identifying and correcting deviations may be required only if corrective action is needed based on actual performance to established standards. Under the DFS AP&P 5-02, employee performance evaluations will assist with correcting deviations based on an employee’s evaluation. If an employee’s individual performance is below expectations, an improvement plan will established. This plan helps with documenting improvements that can ensure a specific employee will meet the minimum expectations for their position. It also encompasses a “career pathing and enhancement plan” that list developmental activities which will help an employee improve their personal performance (DFS AP&P 5-02). The agency has established a well functioning evaluation process that will assist with corrective actions. In doing so, employees are more prone to constantly provide excellent performance.
Performance and Budget Reviews Just like annual employee evaluations, the agency as a whole needs to undergo annual inspections identifying areas of concern. Both performance and budget reviews are conducted addressing areas of success or distress. The bureau has formulated policies that address staff inspections. SFM policy 1.1.3 is utilized to conduct staff inspections. In doing so its purpose is “to establish a system for internal review and control of Division of State Fire Marshal” (DFS SFM Policy 1.1.3: Staff Inspections).
DFS SFM Section 2.304 is a procedure that ensures resources are being utilized “effectively, efficiently and economically to achieve established goals and objectives” (DFS SFM S.O.P Section 2.304). The staff inspections are performed by the Professional Standards Unit addressing personnel, equipment, facilities, and overall operations. The main goal of these inspections is to “evaluate all facets of the Bureau’s operations to determine compliance with programs, directives, procedures and policies” (DFS SFM S.O.P Section 2.304.4). Once the annual staff inspection is complete, a written report will identify any areas that have deficiencies. A recommendation will be given in order to improve or correct these areas. If no corrections are required, positive feedback will be provided and all paperwork will be forwarded to the Bureau Chief. On February 3, 2010, the bureau was awarded with accreditation from the Commission for Florida Law Enforcement Accreditation (CFA, Standards Manual Edition 4.0.26.). This process is a voluntary assessment of the agency by outside members who conduct on-site assessments. The process is similar to a staff inspection identifying that all areas are functioning properly and standards are at their highest. Recently as of February 21, 2013 the agency was reaccredited, which identifies the agencies dedication to excellence. Under accreditation standards, an agency “must conform to best practices and prove adherence to legal, operational, and administrative processes designed to protect taxpayers from unnecessary liabilities, better train and equip staff, and provide a higher level of service to the community” (DFS SFM Website: Accreditation). Such an award identifies how well the organization is managed and continues to conform to standards that will benefit the State of Florida and its residents.
The Bureau of State Fire Marshals goal is to “reduce the loss of life and property to fire and other disasters statewide through internal and external leadership, standards and training, prevention and education, and fire and arson investigation” (DFS SFM Website). Even though the agency is law enforcement entity, the main mission is to provide the best service to those it serves. In 2010, a total of 3852 requests for investigations were made. From these cases, the property loss was estimated at more than $3 billion, with arson being a direct cause of $ 135 million from that annual loss. Over 500 arrests were made, which prevented excessive amounts of financial loss to the state and the possibility of seeking restitution for the losses that occurred from these crimes (PDF FFIRS). The national dollar loss from fire in 2011 was at an all time low over five years at 6.6 billion dollars. The state of Florida contributed to that national loss of $150 million, in which $41 million was from arson related crimes. The bureau made 429 arrests which again helps assist with financial losses across the state. With staggering numbers annually, the agency is tasked with preventing financial losses from fire related crimes. To maintain such an entity, the bureau must have a solid foundation, which starts with the basic four managerial functions. As described earlier, the agency has established the necessary managerial building blocks to help make it successful. With a stabilized managerial group the bureau can identify areas of concern immediately and rectify any issues without affecting those it serves. Having strong communication from top to bottom allows for a free flowing organization that will identify and complete tasks at hand. The current leadership in place has proven it worthiness and maintains a solidified work environment that benefits the beautiful state of Florida and its residents. This agency exemplifies what dedication, efficient management and professionalism stands for.

References
- Lewis & Goodman & Fandt & Michlitsch (2007) . Palm Beach State College MAN3025: Administrative Management. Mason, Ohio: Cengage Learning.
- (2012). About the Florida State Fire Marshal. In Division of the State Fire Marshal. Retrieved from http://www.myfloridacfo.com/division/sfm/AbouttheStateFireMarshal.htm#.UXrNyz3D_IU
- (2012). About Us. In the Division of the State Fire Marshal. Retrieved from http://www.myfloridacfo.com/Division/SFM/BFAI/AboutUs2.htm#.UXrRnD3D_IU - (2013). Organizational Chart. In Division of State Fire Marshal. Retrieved from http://www.myfloridacfo.com/division/sfm/SFM_Organizational_Charts.htm
-Stafford, Anthony. Personal interview on Management. (2013, January, 16).
- Florida Department of Financial Services: Division of State Fire Marshal. Bureau of Fire and Arson Investigations, Standard Operating Procedures. DFS SFM Section 2.307, 2003, DFS SFM Policy 1.1.1, DFS SFM S.O.P Section 2.304, DFS SFM S.O.P Section 2.304.4, DFS SFM Policy 1.1.3: Staff Inspections. (2012).
- Florida Department of Financial Services. Administrative Policies and Procedures. DFS SFM AP&P #5-2, DFS AP&P 5-02. (2012).
-Jamison, Deborah. (2012, November, 16). Press Release: Memebers of the Public Invited to Comment on Accreditation for the Bureau of Fire and Arson Investigations. Florida State Fire Marshal. Retrieved at http://www.myfloridacfo.com/sitePages/newsroom/pressRelease.aspx?ID=4118
-Commission for Florida Law Enforcement Accreditation, INC. (2012, September). Standards Manual Edition 4.0.26. Retrieved at http://www.flaccreditation.org/Standards%20files/CFA/CFA%20Standards%20Manual%20Fourth%20Edition%204.0.26.pdf
- Division of State Fire Marshal. Florida Fires (2010). Annual Report. Retrieved at http://www.myfloridacfo.com/Division/SFM/FFIRS/documents/sfm2010ar.pdf
-U.S. Fire Administration. FEMA. (2013, February, 28). Residential and Nonresidential Building Fire Estimates. Retrieved at http://www.usfa.fema.gov/statistics/estimates/index.shtm