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Elections vs. Popularity
Contests PURPOSE: The purpose of this Elections vs. Popularity Contests module is to help students differentiate true elections of qualified candidates from popularity contests OBJECTIVE: Upon completion of this module, the student will: 1. differentiate true elections of qualified candidates from popularity contests 100% of the time, 2. recognize the need for qualified candidates to post their credentials including past performance with the company, training, education, certifications, special skills & experiences and plan for the good of the company, upon their successful election, during an officer selection campaign process, 3. identify the need to consider a detailed policy and procedures manual for the successful administration of the department. Procedure and General Information Content: There is a major distinction between an election and a popularity contest. Usually with VFD, the election of line officers, notably chief, is for the most part an election of who the company believes is the most qualified officer candidate. Although there are exception to this, which is usually those situations where someone (or family) is deeply entrenched in the department and this has been true for generations. Other exceptions occur when a very pedantic dictator type of chief gets in and remains, because others feel intimidated or at risk of retaliation if they run against them, or even vote against them. Usually, under these conditions the Assistant Chief is the most competent officer, who the members trust with their lives during an emergency call. The other line officers however usually follow and are selected on their training, skills, experience, and leadership abilities. Unfortunately, the election of administrative officers are more toward the popularity contests, or someone becomes the president as a consolation or substitute for being chief or another line officer. Unlike the line officers, there usually isn't much consideration to the management skills, education and experience of administration officers as there is competency for line officers. Likewise, administrative officers are chosen like they are being appointed to run a social club, rather than the functioning business component and management team of the fire department, which requires more management knowledge and skills than may be necessary to be the fire chief. This is certainly true now in a time of declining membership numbers, declining community contributions and general funding, increase in the demands for fund raising, increase in accountability requirements, increase in the competition for grant dollars, and increase in the computer/accounting/legal skills and experience required of VFD/EMS administrative officers. Line officer candidates should be made to post their training, experience and skills during the nomination and election process, so that all members can compare candidates intelligently, although most members do now the qualifications of the line officer candidates and their competency during an emergency call. However, just because someone has been the chief for 10 years, doesn't mean necessarily they are the best candidate, if other candidates have more training, more recent training, and have demonstrated command at a greater competency for the past year or two. Administrative officers should be held to the same standards, in that they should be required to post the following on the company's message board: 1. Years with the company, 2. Percentages of meetings, fund raisers, drills, and alarms during the past year, 3. Their educational experience, 4. Special management or skills training, 5. Special computer training and skills, 6. Their vocational/management experience, 7. Special contributions and efforts toward the company they have performed in the past year, 8. A brief narrative of what makes them the best possible candidate for that position, without any reference or mudslinging against other candidates. 9. A brief plan of what they intend to do in that position over the course of the coming year (or term of office) that will improve the performance of that position and the overall performance of the company. Officers should run on their own merits, whether they be campaigning for line officers or administrative officers. Caution should be given whether it be for line officers or administrative officers to vote for a slate of line officers or a slate of administrative officers. Slate campaigns generally reduce the companies performances whether line officers, administrative officers, or both. Slate politics like this usually lead to some form of corruption, conspiracy, or general chaos; which impacts the company at all levels. Each elected position should have the roles, rights, and responsibilities defined in the company's policy and procedures manual that is 100% accessible to all members. In doing this, such a manual prevents duplication (where not needed) and is a very good litmus test for each officer to prove they are meeting or exceeding the requirements of their positions. The policy and procedure manual, which defines the roles, rights, authority and responsibility for each elected office in the company will need to be something that is adopted and voted on by the entire company. If a company does not have a policy and procedure manual, the board of directors should review the by-laws and each position should then be defined per its function, authority and responsibilities. The company as a whole should have at least two reading and votes to adopt the policies and procedures manual. Changes to the policy and procedure manual (and the defined roles/responsibilities of line and administrative officers), which are necessary from time to time, should require two (2) readings and votes by the entire company, to prevent changes occurring at the whim, desire or interest of any given officer or member. Last modified: September 21, 2008
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