Page 12 - In Command Volume 18 - Ohio Fire Chiefs Association

Shattering the
Financial Glass Ceiling
in Route to Becoming Chief
Author Bio
Assistant Chief Christopher Menapace is Assistant Chief for the Whitehall Division of Fire. Assistant Chief Menapace obtained his BBA from Mount Vernon Nazarene University, is an OFE Class 9 graduate, and holds certifications as a CFSI, EMS Instructor, Assistant Fire Instructor, as well as the standard FFII/EMT-P. He has been an active instructor affiliated with Central Ohio Technical College as well as the Knox County Career Center. He is also the South Central District Trustee on the Ohio Fire & Emergency Services Foundation Board and is an active member and contributor to the OFCA publications committee.
BTy Assistant Chief Chris Menapace, OFE, Whitehall Division of Fire
ime and time again, organizations However, peel back the “onion layers”, lose the opportunity to follow and the organization is wrought with a traditional succession plan by a “dead end” perspective in its officer
promoting from within when filling administrative staff vacancies. It is very common for high ranking shift person- nel to either not compete for the vacant position or turn down the promotion if given the opportunity. What causes this trend? Is someone within the organiza- tion challenging these decisions to either not participate or not accept the job? What processes are being developed to correct this pattern if it is found to be contrary to the mission?
These are tough questions that require careful consideration. Self-evaluation
of the organization must occur, often yielding predictable results. It is possible that the organization simply needs a fresh perspective on policy development, departmental growth, employee account- ability, and improvement on the current customer service model. In this case, the department would not be burdened by the “glass ceiling” phenomenon. Hiring a chief officer from a pool of external candidates is done most often because the hiring authority has become serious about addressing issues they believe
exist within their fire department. They do not feel that an internal candidate exists that can properly address needed changes.
It is also very possible that the organization appears to be healthy and thriving from the outside. It looks to be running smoothly; the personnel appear to be well trained; and the department seems to be engaged in the community.
corps. It is this type of organization that must remain diligent to avoid creat- ing a glass ceiling for aspiring leaders
to overcome. While it is common for administrative personnel to earn a higher base pay than other members on their roster, they are usually exempt from overtime or special duty pay offered to their subordinate staff. In addition, insurance benefits can differ as they are no longer part of the collective bargain- ing process and do not always benefit from the contract negotiating process. Finally, it is likely aspiring leaders have seen a glimpse of the responsibility, time, and commitment demanded of the chief officer. They simply do not feel confident the system will support their wishes in exchange for the promotion. This results in high ranking shift person- nel unwilling to take on the leadership burden for a reduction in overall earn- ings and possibly support.
The current administration must identify if this type of scenario exists within their fire department. If so, care- ful thought and planning must ensue. The culture of the organization must be dissected and examined. Future leaders must be fostered and pushed through development. The glass ceiling can be overcome. It’s a matter of instilling a sense of ownership, pride, impact, and vision in the next generation of chief officers.
In addition, the agency must create a valued “worth” for the chief officer
12 InCommand APRIL/MAY/JUNE 2017 • www.ohiofirechiefs.org