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PHX FIRE TEST > phx fire 401-500 > Flashcards

phx fire 401-500 Flashcards

1
Q
  1. At the Phoenix Fire Department, things just happen. They get done. They get taken care of. Nobody gives an order. There is discussion but no ______________, and there is no fighting. Nobody ends up filing a grievance. (PG. 27)
A

argument

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2
Q
  1. Around here, Labor and Management actually like each other. Issues that seem like they should bring nothing but chaos—like drug testing the entire Department—are problems that are simply and ________ solved. (PG. 27)
A

Quietly

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3
Q
  1. In the late 1970’s and early 1980’s nobody was happy. Police Officers in the City of Phoenix were paid at a rate _____% higher than firefighters. Negotiation with the City wasn’t going particularly well and there was talk of a strike. (PG. 28)
A

24%

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4
Q
  1. When the city refused to create parity between Firefighters and Police, the International Association of Firefighters, Local 493 went so far as to create a public relations campaign on television, radio, and in the newspaper called: “_____________________________________.” (PG. 28)
A

B. Firefighters Make House Calls

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5
Q
  1. From a distance, it looks like magic. Leaders from Fire Service organizations across the nation travel here to find out what the “magic dust” is, why it works, and how they can bring it home. Too often, when they take it back to their Department, it _________ work for them. (PG. 28)
A

doesnt

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6
Q
  1. If they couldn’t convince City leaders to come through with what they needed, they’d convince the ________ directly. (PG. 28)
A

voters

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7
Q
  1. In 1984, _________________ was a Federal Mediator who had worked with the City during its contract negotiations with firefighters. (PG. 28)
A

Sam Franklin

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8
Q
  1. Sam knew _______________, who was, at that time, Local 493’s President. (PG. 28)
A

Pat Cantelme

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9
Q
  1. He also knew Alan “_________” Brunacini, at that time the Fire Department’s Chief. (PG. 28)
A

bruno

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10
Q
  1. What mattered most is that Sam Franklin also knew that Cantelme and Bruno had known one another for years, had worked together, and had a ____________________ to the process. (PG. 28
A

strong commitment

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11
Q
  1. Because of that key relationship, Franklin was willing to try something that had never been done before: a program called ______________________________, or RBO. (PG. 28)
A

Relationship By Objective

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12
Q
  1. “RBO” had been used in the ______________, but never before had anyone tried the system in a public agency. (PG. 28)
A

Private Sector

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13
Q
  1. It was complicated at first and very structured, but things between Local 493 and the City were so strained, anything that might work was worth a shot. It couldn’t be used to solve _______ and ________ issues—those could only be negotiated officially with City Management. However, it began to address dozens of other differences that were starting to get in the way. (PG. 28)
A

Wage And Hour

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14
Q
  1. To start, they had to pick a “neutral zone” away from Phoenix where there would be few, if any, interruptions or distractions. They picked ______________, a two-hour drive from Phoenix. (PG. 28)
A

flagstaff

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15
Q
  1. It was far enough away that no one could get back to town quickly or easily, and no one from Phoenix could get to them. It is cold in Flagstaff in December so there wasn’t much to do outside the hotel. Cell phones and pagers weren’t what they are today, so phone ____________ would also be minimal. (PG. 28)
A

nterruptions

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16
Q
  1. The scene of the first RBO showdown was the Little America Hotel in Flagstaff. Sam and four other mediators were there. Each side—Labor and Management—picked people for their teams that represented all aspects of the _____________ in Phoenix. (PG. 28)
A

Fire Service

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17
Q
  1. This wasn’t necessarily a happy meeting, but to accomplish the goal of the RBO process, they had to start by agreeing on one thing: both sides either had to reach agreements, or they had to identify their ____________ and come up with a way to resolve them. (PG. 29)
A

Differences

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18
Q
  1. It started with each side being sent to individual conference rooms—Labor in one room, Management in another. The assignment: to come up with a list of the things they really hated—about each other, about the job, about the ____________. (PG. 29)
A

Department

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19
Q
  1. Then they had to come back together in the same room. The facilitators shared the lists that each group had made. The lists were long, and although many similar items showed up on both lists, there was a lot of disagreement. Some folks even remember there was a good deal of ___________. (PG. 29)
A

Shouting

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20
Q
  1. The groups broke up again attempting to come up with specific ideas to address each issue- - this time for discussion. After a few hours, they were back again as a group. This first RBO meeting went on like that for _______ days. (PG. 29)
A

3

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21
Q
  1. They did it. They met the goal that Federal Mediator ______________ had set for them: they came up with a list of issues and agreed to solve some of them. (PG. 29)
A

Sam Franklin

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22
Q
  1. Was it over? Not by a long shot. The next step in the RBO process was—and is— the ________
A

Action plan

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23
Q
  1. Some couldn’t be solved even after three days. On those, they agreed to disagree and find ___________________. (PG. 29)
A

Common ground

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24
Q
  1. Action Plans have evolved a little bit since that time, but the basics are the same. Every Action Plan essentially addresses one of two possibilities:
A

1: It will either implement a solution that has been agreed to, or —— 2: It sets up
specific steps that Labor and Management will take to come closer to an agreement.

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25
Q
  1. A committee is formed for each _________. (PG. 30)
A

Issue

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26
Q
  1. The ____________ is co-chaired by one person from Labor and one person from Management. (PG. 30)
A

Committee

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27
Q
  1. Committee members are chosen in equal numbers for Labor and Management. Depending upon the issue, there may be a _________ or more people involved. (PG. 30)
A

Dozen

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28
Q
  1. Specific ___________ are set up: how often the committee will meet, when the work needs to get done, and when the group will follow-up or report back. (PG. 30)
A

Timelines

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29
Q
  1. RBO Committees meet __________ and report back to the group at the annual meeting. (PG. 30)
A

Quarterly

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30
Q
  1. So, the reality is that once the annual RBO meeting ends, the __________________ Committees take over. (PG. 30)
A

Action plan

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31
Q
  1. During the quarterly committee meetings, these Labor/Management Teams decide the best way to meet the ________ set for their Action Plan, and put in motion whatever is necessary to make those goals happen. (PG. 30)
A

Goals

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32
Q
  1. In other words, until the next RBO meeting in Flagstaff, the Action Plans are a “_______________________.” (PG. 30)
A

Work in process

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33
Q
  1. A _____________ Committee, which includes the Fire Chief, Assistant Chiefs, the Union President, and the Union Vice-Presidents, tracks the progress of the Action Plan Committees. (PG. 30)
A

Correlating

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34
Q
  1. “Don’t sacrifice a _____________ for an outcome.” (PG. 30)
A

Relationship

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35
Q
  1. “Understand that conflict will occur and use the process to change the ____________.” (PG. 30)
A

Process

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36
Q
  1. “…Take care of __________ when they are small. Call first and talk to each other before you make a big deal out of a conflict.” (PG. 30)
A

Problems

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37
Q
  1. These lines come directly from the Phoenix Fire Department _____________________________, Labor/Management Team procedures. Not exactly what you’d expect from an official rulebook, but those lines are really there, and they are the magic. (PG. 3
A

Administrative regulations

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38
Q
  1. Remember the first RBO experiment back in _________? Sam Franklin was willing to try the RBO process with the Phoenix Fire Service because he knew one critically important thing was true: there already existed a good relationship between the Union President and the Fire Chief. (PG. 30)
A

1984

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39
Q
  1. As difficult as the early process was at times, Franklin knew that the ____________ was strong and would be protected. (PG. 30)
A

Relationship

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40
Q
  1. Protecting the relationship remains the key reason why the RBO process continues to work today. (That probably explains why, when other agencies from other cities try to duplicate what happens in Phoenix, they hit a dead end. Without the _____________________, the system often just doesn’t work as well.) (PG. 31)
A

Strong Relationship

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41
Q
  1. When you observe the annual RBO process, you notice that the process isn’t nearly as __________ or complicated as it was when it started. (PG. 31)
A

Formal

42
Q
  1. You won’t see Labor on one side of the table, Management on the other. In fact, most of the time, it’s difficult to tell who’s _____________ whom, because together, they represent all members of the Phoenix Fire Departmen
A

Representing

43
Q
  1. As the _______________ committees make their presentations, and as the discussion goes forward, you notice a few key phrases and concepts that come up again and again. (PG. 31)
A

action plan

44
Q
  1. __________________________ - This is more than a theme; it’s a mission. In each and every discussion, you’ll hear the emphasis on making sure the members of the Phoenix Fire Department are taken care of. (PG. 31)
A

Put The Members First

45
Q
  1. __________________________ - It’s by no means an order. Nobody really talks about it too much. This is just something everyone does. It’s not uncommon for the Labor and Management co-chairs of each committee to spend a lot of time thanking individual committee members by name for the work they did on the project. This translates to: leave your ego at home. (PG. 31)
A

Share The Credit

46
Q
  1. __________________________ - Part of this is inherent in the committee process, but there is another part that’s subtler. The message is: if you want to see change, participate. If you don’t like the system, work to change that, too. Complaining without taking action will get you nowhere. (PG. 31)
A

Share The Work

47
Q
  1. The atmosphere is so __________ that sometimes an issue is raised, discussed, and assigned to a committee before you even realize what’s happened. (PG. 31)
A

Casual

48
Q
  1. It’s not to say that there is never conflict—there is. But, by sticking to the system, treating one another with ____________, and protecting the relationships, conflict can happen without permanent damage. That’s the real goal. (PG. 31)
A

respect

49
Q
  1. Leadership Changes - Remember Pat Cantelme, the Union President and Alan Brunacini, the Fire Chief who helped create the RBO system? Pat and Bruno have __________, and even though they are no longer directly involved, the system still works. The relationships are still going strong. (PG. 32)
A

retired

50
Q
  1. _________, Billy Shields and Pete Gorraiz took over as the Fire Chief and Presidents of Local 493 respectively and continued the RBO process in an effective and productive way. (PG. 32)
A

Bob Khan

51
Q
  1. The current Fire Chief Kara Kaklbrenner and Local 493 President _______________ have continued the process in a very seamless manner. The process continues to improve, and represents the hard work of Labor and Management. (PG. 32)
A

Steve Beuerlein

52
Q
  1. Benefits of the Process When the RBO system works…

o Members gain because they’re __________ in the solution and can personally create change. (PG. 32)

A

Involved

53
Q

453.
o Management gains because they get “_________” from members and the best solutions to problems that face the organization. (PG. 32)

A

Buy-In

54
Q

454.
o Although conflict is part of the process, it is handled _____________. Lawsuits and grievances virtually disappear. (PG. 32)

A

Respectfully

55
Q
  1. RBO Summary - The Relationship by Objectives system is a tool that allows Labor and Management to work through tough issues, deals with conflict, and reach ____________. (PG. 32)
A

Agreement

56
Q
  1. It allows the Phoenix Fire Department to be more effective as an organization by improving service delivery, customer service, and most importantly, improving the _______________ for its members. (PG. 32
A

Quality Of Life

57
Q
  1. It works because both sides respect each other as being credible participants who have ________ to offer, and because both sides are willing to understand another point of view. (PG. 32)
A

Value

58
Q
  1. Those are the basic values that drive the organization—in other words; it’s the Phoenix Fire Department “_______”. (PG. 32)
A

way

59
Q

459.

The City of Phoenix is made up of a ___________ population and so is the Phoenix Fire Department. (PG. 33)

A

Diverse

60
Q
  1. This diversity is the strength of the Phoenix Fire Department that empowers us to provide the best __________________ and is the thread that connects us to the community. (PG. 33)
A

customer service

61
Q
  1. A _______________________ and representative workforce helps create a more flexible Fire Department through exposure to new ideas, different ways of working and making decisions. (PG. 33)
A

Culturally Diverse

62
Q

The Phoenix Fire Department encourages a workplace where we learn from each other and use each other’s differences as the ___________ to make us better. (PG. 33)

A

Strength

63
Q
  1. Improvements in the quality and accessibility of customer services have become increasingly linked to workplace ___________. (PG. 33)
A

Diversity

64
Q
  1. The Fire Department responds more _____________ when the firefighters understand and communicate skillfully with customers from a range of backgrounds. (PG. 33)
A

Effective

65
Q
  1. This ensures that our services are delivered in __________ appropriate ways and improves our effectiveness in meeting the community’s needs. (PG. 33)
A

Culturally

66
Q
  1. The required job skills of the modern firefighter are __________. In one shift, today’s firefighters may extinguish fires, mitigate a hazardous materials incident, provide emergency medical care to an adolescent victim, and support a grieving spouse of a dying patient. (PG. 33)
A

Complex

67
Q
  1. In addition, firefighters must interact frequently with ___________________ during routine pre-fire inspections, community events, and school presentations. (PG. 33)
A

Community Members

68
Q
  1. In order to accomplish these tasks successfully, it is necessary to have a well- rounded, competent workforce made up of both ________ and all races and ethnic backgrounds. (PG. 33)
A

genders

69
Q
  1. The culture and policy of the Phoenix Fire Department requires the _____________ of our differences as the strength of our organization. (PG. 33)
A

Acceptance

70
Q
  1. We understand that our Department is constantly changing and adapting to the needs of the community and the requirements of our ____________. (PG. 33)
A

D. Citizens

71
Q
  1. It is only through embracing the diversity of our community, the diversity of our Department, and the individual _____________ of our members that we will be the best. (PG. 33)
A

Uniqueness

72
Q
  1. The PFD Way is a philosophy that describes in detail the way each Phoenix Fire Department member, regardless of _________ or _________, is expected to perform, behave, and interact with each other and the public. (PG. 34)
A

Assignment Or Rank

73
Q
  1. Putting this philosophy into practice requires a constant, _________________ from each of us. (PG. 34)
A

Drive

74
Q
  1. The _____________ describes and guides our behavioral and performance expectations. (PG. 34)
A

PFD Way

75
Q
  1. Our _________ membership made the choice to become part of the Phoenix Fire Department. (PG. 34)
A

Diverse

76
Q
  1. As _________________ we work for the common good of the residents, workers and visitors of Phoenix. (PG. 34)
A

Public Servants

77
Q
  1. The PFD Way incorporates the values of service excellence, safety, integrity, professionalism, communication, __________ and __________. (PG. 34)
A

Teamwork And Respect

78
Q
  1. In order to provide the best service to the public, we are committed to the training, education and ___________ of each member of the Department. (PG. 34)
A

Well-Being

79
Q
  1. The Phoenix Fire Department serves a vast geographic area with expertly trained firefighters and ____________ using state of the art equipment and apparatus. (PG. 34
A

Support Staff

80
Q
  1. Although large in size, we do not lose sense of the importance of each individual __________ and __________. (PG. 34)
A

Member And Customer

81
Q
  1. The City of Phoenix is one of the ten largest cities in the country. In size, it geographically exceeds _______________. (PG. 34)
A

Los Angeles

82
Q
  1. The city has won many awards and honors, including the prestigious ____________________ Award for being the best-run city government in the world and a “best-managed city” designation by Governing Magazine. (PG. 34)
A

Carl Bertelsmann

83
Q
  1. The National Civic League has selected Phoenix as an “All-America City” _______ times. (PG. 34)
A

5

84
Q
  1. Most City of Phoenix employees belong to municipal unions who work with City ___________ to achieve service excellence. (PG. 34
A

Managemen

85
Q
  1. Firefighters belong to the International Association of Firefighters, Local _____, AFL-CIO (United Phoenix Firefighters Association). (PG. 34)
A

493

86
Q
  1. The ____________________ between labor and management is key to the success enjoyed by the Phoenix Fire Department and its members. (PG. 34)
A

Positive Relationship

87
Q
  1. Labor and management collaborate on improving customer service and maintaining a _________, effective work environment through the Relationships by Objectives (RBO) process.
A

. Safe

88
Q
  1. This process allows everyone a voice to change policy and/or procedures for improvements in the ________ of our service. (PG. 34)
A

Quality

89
Q
  1. The Phoenix Fire Department honors the ___________ of the past while embracing the technological advances of the future. (PG. 35)
A

Traditions

90
Q
  1. The ____________ and Executive Staff, along with City Management and elected officials, are fiscally responsible, innovative, and proactive. (PG. 35)
A

Fire Chief

91
Q
  1. The Phoenix Fire Department is committed to providing the best possible emergency _________ and __________ services, and to making the City of Phoenix a healthy, vibrant community in which to live, work and visit. (PG. 35)
A

Response And Prevention

92
Q
  1. The fire service has a rich and proud culture and tradition. New members of the Phoenix Fire Department benefit from the mentorship of ______________________. (PG. 35)
A

Seasoned Members

93
Q
  1. All members benefit from a common set of expectations. Our members are the _______________ of the Department. (PG. 35)
A

Foundation

94
Q
  1. We are self-disciplined and respectful, __________ and ____________ (PG. 35
A

On And Off Duty

95
Q
  1. In the sometimes stressful environment of emergency services, we are able to enjoy our profession and the ___________ between Fire Department members. (PG. 35)
A

Bond

96
Q
  1. How we behave and provide services in the ______________ have a direct correlation to the public’s respect, perception and support of our Department. (PG. 35)
A

Public Eye

97
Q
  1. Our members are expected to manage their own behavior with a positive attitude and commitment and to conform to the rules and regulations of the Department in a manner that reflects the philosophy of the _________________. (PG. 35)
A

PFD Way

98
Q
  1. In situations where ________________ breaks down, supervisors are expected to discern whether corrective, progressive action is needed or if outside assistance is needed. (PG. 35)
A

Self-Discipline

99
Q
  1. ________________ take care of each other. (PG. 35)
A

Team Members

100
Q
  1. ______________ (www.firestrong.org and 602-845-FIRE) is a resource for fire service members to obtain confidential mental, emotional and physical support. (PG. 35)
A

firestrong

PHX FIRE TEST (7 decks)

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