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National College Credit Recommendation Service
New York City Fire Department | Evaluated Learning Experience
Advanced Leadership in Emergency Medical Service - Captain's Course (MNG 300)
Version 1: 75 Hours (10 Days). Version 2: 90 hours (12 days). Version 3: 112.5 hours (3 weeks).
Fort Totten, Bayside, New York.
Version 1: February 2008 - February 2013. Version 2: March 2013 - May 2018. Version 3: June 2018 - Present.
Instructional delivery format:
Traditional classroom model
Version 1: Upon successful completion of the course, students will be able to: supervise emergency field command operations and manage comprehensive administrative needs of Emergency Medical Service personnel assigned to the field stations. Version 2: Same as Version 1, additionally, define the usual reader of Bureau of EMS documents; identify the dynamics of scheduling that require planning and frequent review and list factors that require scheduling changes; create a calendar for scheduling of periodic reports including daily, weekly, monthly, quarterly, annual, and intermittent; review attendance records and make necessary corrections; discuss options available to subordinates to avoid sanction status and the role of station officers in providing clear documentation; review and assess a problematic employee's attendance status and present and defend their determinations to the class and a panel of senior EMS Command Chiefs for further discussion and feedback; explain multiple aspects of situational awareness including secondary explosive devices targeting responders, active shooter incidents, and use of apparatus for shielding/line of sight protections/command post;establish effective field communications with Lieutenants and Deputy Chiefs to maintain clarity and accuracy of information; demonstrate competence in live simulations; manage subway incidents, EMS resources at a high-rise building, and MayDay management during a fire scene; discuss critical aspects of leadership conduct and create a list of those characteristics that leaders possess; participate in scenarios that demonstrate quality leadership communications and assertive behavior which will affect ability to project command presence; identify basic resource requirements for Mass Casualty Responses; identify factors requiring extraordinary circumstances (extreme weather, spike in call volume, special events, etc); assume Medical Branch Director responsibilities on arrival and provide clear direction to any EMS member who fails to follow ICS protocols or whose performance falls short of job expectations; review abovementioned errors and utilize Goleman's Emotional Intelligence qualities(self-awareness, self-regulation, motivation, empathy, and social skills); differentiate among motivated (and unmotivated) subordinate officers and develop strategies to promote harmonious working groups and teams; compare and contrast values of the four communication profiles (analytic, driver, expressive, amiable); define advocacy as a field leader and provide rewards for positive performance; define the limits of authority and delegation; discuss benefits of all Leadership styles and their relevance to FDNY EMS officers; discuss strategies for guiding Lieutenants through the evaluation process and common issues in evaluation and helpful steps in preventing unfair evaluation practices; outline expectations for the Lieutenant's approach to their subordinates before, during, and after an evaluation; propose considerations of the reviewer in providing feedback to the rater; differentiate between objective and subjective factors; describe the effects of recency, overemphasis, non-forgiveness, prejudice, favoritism, grouping, indiscrimination, and stereotyping; identify and correct problematic verbiage; discuss general guidelines to fair and appropriate evaluation practices; outline effective communication practices including active listening behaviors, eliminating barriers and providing feedback; describe essential elements of effective communication including knowing your message and recipient, maintaining objectivity and avoiding tangents; cultivate productive and harmonious relationships with superiors through effective communications; build trust with peers and subordinates through professional communications; recognize methods to empower the supervisory team and support their efforts; evaluate command discipline complaint reports while considering the circumstances, past similar episodes, seriousness of infraction, and past adjudication; explore the motivation of the issuing officer, interpersonal communications between officer and member; navigate through the delicate balance of supporting subordinate officers and maintaining strict fairness; clearly communicate behavioral expectations; and describe how to reestablish relationships with employees at the Command Discipline session. Version 3: Students will be able to: explain the task and standards of an EMS Captain; manage and prioritize the administrative responsibilities of an EMS Captain; identify critical thinking and decision-making skills; discuss the importance of effective communication as a leadership trait; recognize the value of active listening; identify the various social styles and how to interact with each style; prepare various FDNY reports in a concise and direct manner; develop strategies to run an efficient EMS Station; review and comprehend FDNY policies and procedures; practice Multiple Casualty Incident command and radio operations; apply concepts of the group project work to complex problems at an EMS Station; implement methods to ensure that station personnel remain informed and motivated; develop strategies to clearly delegate tasks to station officers; analyze various FDNY web based application; and measure performance in a consistent manner for effective evaluations.
Version 1: Major topics include: administrative responsibilities during field command operations; investigation and cover reports; leadership principles and practices, including emotional intelligence; reviewing performance evaluations; Incident Command Systems: problem solving techniques, decision-making, and communications; MCI radio reports; proper channels of communication; managing organizational relationships; fleet management; conflict resolution; mentoring; facilitated discussion. Version 2: Same as Version 1, additionally; write reports and perform needs assessments; use computer skills and logistics. Version 3: The course provides several “lab days” which allow students to practice in simulated live drill exercises as well as conduct field rotations to obtain experience from field Captains. The program also includes dedicated time for “project work” so students may complete a project collaboratively which explores ways to improve the FDNY.
Version 1: In the lower division baccalaureate/associate degree category, 3 semester hours in Emergency Medical Services Management, Emergency Medical Services Administration, Public Administration, Fire Science Administration, or Allied Health (10/08). Version 2: In the upper division baccalaureate degree category, 6 semester hours in Emergency Medical Services Management, Emergency Medical Services Administration, Public Administration, Fire Science Administration, Allied Health, Business Administration, Leadership, or Management (6/13 revalidation). Version 3: In the upper division baccalaureate degree category, 8 semester hours distributed as follows: 6 semester hours in Emergency Medical Services Management, Emergency Medical Services Administration, Public Administration, Fire Science Administration, Allied Health, Business Administration, Leadership, or Management AND 2 semester hours in Communication (6/18 revalidation).