1 The situation and tasks faced by the fire command center 1. 1 The number of police officers is increasing year by year. In recent years, the number of alarms and police dispatches by the national fire brigade has greatly increased. The tasks undertaken by the fire brigade have changed from single fire fighting to fire fighting, including emergency rescue such as leakage and explosion of dangerous chemicals, road traffic accidents, building collapse, earthquakes and their secondary disasters, water accidents, and social assistance and disposal such as taking keys, delivering water to people, taking rings and taking hornets' nests. According to statistics, the current ratio of fire fighting, emergency rescue and social assistance is about 2: 4: 4. 1.2 The types of disasters and accidents are complex and diverse. With the acceleration of urban construction and industrialization, high-rise underground buildings, petrochemical and natural gas production and transportation industries are developing continuously, extreme weather is becoming more and more frequent, and various disasters and natural disasters occur frequently. In recent years, there have been many typical sudden disasters in Beijing, such as "10/1"Xilongduo shopping mall fire, "1.29" Bai Rong World Trade Center fire and "7.2 1" flood fighting and emergency rescue. Fire fighting, emergency rescue work has the characteristics of diversity, complexity and arduousness. 1.3 People's expectations are getting higher and higher. At present, under the background of media informationization, the public security fire brigade should not only "act quickly", but also "do a good job in fighting". Otherwise, the fire command center, as the first link of receiving police dispatch, will easily fall into the "cusp" of the media, and a little carelessness will easily make the fire brigade fall into the accountability dilemma of "ineffective rescue". With the enhancement of the awareness of the rule of law, the masses pay more and more attention to the efficiency of fire fighting and rescue, and put forward higher requirements and expectations for the troops. 2. Many factors affect the function of the fire command center. The fire command center mainly undertakes the business functions of receiving police, deploying troops, commanding the first battle, assisting decision-making, information processing, public opinion monitoring, war preparation supervision and duty management. However, the comprehensive ability of the fire command center is seriously affected by the shortage of actual combat personnel, the low overall comprehensive quality and the inconsistency between training and warfare. At present, there are still several problems in the construction of fire command center. 2. 1 "low" functional orientation is mainly manifested in "three unobvious": First, the command function is not obvious. Some officers and men unilaterally believe that the responsibility of the command center is to receive police and divert cars, and the concept of "re-dispatching and neglecting command" is deeply rooted. Second, the coordination ability is not obvious. In the process of receiving police, there is a lack of scientific prediction of disaster site disposal, and in line with the idea of "not seeking merit but seeking no fault", it is rare to actively analyze and predict the development of disaster site. Third, the role of staff is not obvious. I am busy with information sorting and reporting, and the functions of information collection, synthesis, analysis and reporting are weakened. 2.2 The personnel composition is new, and the "weak ability" is mainly manifested in the "three exigencies": First, the fire fighting experience needs to be enriched. Many dispatchers are engaged in dispatching work from recruits, lacking grass-roots fire fighting experience, and their understanding of fire and vehicle equipment is inconsistent with reality. Second, the staffing needs to be increased. In the face of expanding work functions, the existing staffing of the command center can no longer meet the needs of the new situation and new tasks. In addition, vacation, training, business trip and other factors make it difficult to fix and deepen the existing dispatching command and police handling system on duty. 2.3 Team training is "difficult" At present, the command center undertakes a lot of non-command center business work, such as receiving and sending official documents, video conference support, letters and visits, supervision and inspection. The cadres and soldiers on duty are on duty 24 hours a day, and the alarm system, radio station, telephone, etc. stay up late for a long time, which has a great impact on the physical and mental health of officers and men, causing some officers and men to be unable to work with peace of mind, hoping to transfer to other posts, and the mobility of personnel is great. In addition, there is no priority guarantee in the promotion of cadres, the meritorious service of soldiers and the promotion of non-commissioned officers, which makes some officers and men reluctant to engage in police work. Countermeasures to improve the construction of fire command center under the new situation Receiving police is an important part of the generation of combat effectiveness of public security fire forces, and it is also the key to the success or failure of fire fighting and emergency rescue operations, which is related to the safety of people's lives and property. By doing a good job in five aspects: police on duty, scientific and technological support, training innovation, service guarantee and business development, the core role of the fire command center will be fully exerted, laying a solid foundation for the fire fighting and rescue work of the troops. 3. 1 The police on duty should be in place. First, establish the authority of the fire command center to ensure the smooth flow of police orders. Establish and improve the system of hierarchical scheduling, information reporting, and alarm handling. Not only should we serve warmly, but we should also make analysis and judgment in the shortest time and give the police instructions accurately. The second is to strengthen the construction of joint logistics linkage mechanism, establish an information sharing platform with government emergency offices, public security, medical and health departments, realize the integration and sharing of information resources, and effectively improve the ability and level of handling emergency rescue emergencies. The third is to do a good job in building the professional quality of the team. Through the systematic and professional training of business skills of fire command center, the rapid response consciousness and ability of command center personnel are improved. At the same time, it is necessary to establish a sense of serving the masses and enhance professional self-confidence, and enhance the sense of honor and mission of officers and men as dispatchers. 3.2 scientific and technological support should be in place. The first is to build "big data" fire protection, and form a fire risk analysis report by analyzing the police data over the years to guide the fire fighting and rescue work. The second is to connect the public security monitoring system and the traffic police's road monitoring system with the fire command center to realize real-time monitoring from receiving police, driving and on-site disposal, which provides a strong guarantee for the first battle command. The third is to strengthen the application of mobile combat command terminal. Get in touch with the alarm person and fire fighting unit in time through communication means such as WeChat and 3G mobile phone. Before the arrival of the first fighting force, get the video and audio information of all kinds of information on the fire scene from the alarm person and fire fighting unit, and send it to the mobile command terminal of each unit at the first time, so as to facilitate commanders at all levels to grasp the scene situation and make correct decisions. 3.3 Training innovation should be in place. First, expand business training. Refer to the advanced concepts of fire command centers in Japan, Hong Kong, Paris and other countries and regions, and constantly expand the business training content of the command center. On the basis of traditional training, systematically and deeply carry out official document writing, information submission, first aid knowledge, equipment familiarity, public opinion monitoring, information application and other training subjects. The second is psychological training. Train police dispatchers in psychology, logic, overall planning and language skills, cultivate good psychological quality and logical thinking ability, and improve the accuracy of police dispatch. The third is to enrich interesting training. By taking measures such as developing fire water sources, making city street puzzles, making performance cards of fire truck equipment parameters, randomly setting complex and changeable field conditions, and conducting daily training and simulation drills of the first battle command and dispatch, students can intuitively simulate the overall situation of the disaster site, which is conducive to the development of overall concepts and strategic thinking. 3.4 Safeguard measures should be put in place. First, we should give policy preference to the selection and use of personnel in the command center. Excellent talents can be given priority by the command center, and appropriate priority should be given to the promotion of cadres, soldiers' learning to drive, joining the party, and examinations. , thus stimulating the competitiveness of posts and the enthusiasm of officers and men. The second is to establish a step-by-step training mechanism and vigorously strengthen the training of reserve talents; Regularly carry out typical war case reviews and business discussions, sum up the experience and lessons in practical work in time, and constantly improve the business level. Third, when there is a large fire fighting and rescue site, organize officers and men of the command center to participate in the disposal at the scene and accumulate actual combat and dispatching experience. Fourth, take the form of regular assessment to evaluate the ability level of the personnel who receive and go out to the police, and adjust those who are not suitable for continuing to work, so as to keep the team in an efficient and rigorous working state at all times. 3.5 Business expansion should be in place. First, strengthen the supervision and inspection of duty preparation. Using video conference system, remote monitoring system, roll call system, vehicle GPS management system and other information systems, we can check the work situation of each unit and the on-the-job situation of personnel and vehicles at any time, and effectively strengthen the control of grass-roots units. The second is to strengthen the supervision and inspection of the fire fighting and rescue site. Real-time control of dynamic parameters such as vehicle trajectory, parking position, fire extinguishing agent load, water adding time and so on through on-board GPS device. Those who put out the fire passively, add water for too long, or delay the arrival time will be dealt with severely on this basis, so as to ensure the fire control discipline. The third is to strengthen the reminder of team management. By SMS, telephone, e-mail, public opinion report, etc. , will be on duty preparation, team management, superior supervision and inspection and other work trends to the superior leaders and grassroots commanders, providing a strong information guarantee for the smooth completion of the military center work.