BY RICHARD MARINUCCI
Most of the problems we have discussed in this column have been specific to events that have gone wrong. I believe as long as there are people involved in the fire service there will be an endless supply of cases that can be discussed. There is a value in studying what has gone wrong so that the right steps can be taken to address that specific issue and also to learn for future occurrences.
Every day fire departments respond to 911 calls. Many are “routine” and are handled competently, professionally, and expediently. One reason that this occurs is that many of these calls are repetitious and within the comfort zone of the firefighters. For example, fire department medics are extremely competent when handling common medical emergencies such as chest pains and difficulty breathing. The frequency with which these problems occur allows the firefighters to maintain their skills through repetition, leading to great confidence in handling these types of emergencies.
What about the incidents that don’t happen on every shift or maybe even once a month? How do you prepare personnel for them? The reality is that commercial fires don’t happen frequently in most communities. If they do happen a few times, they might not be on the same shift or out of the same fire station. Even departments that have a high run volume should determine how much real experience individual members get on the less frequent incidents. Departments should look at the actual experience that their members have in emergencies such as commercial and industrial fires, significant vehicle accidents, major trauma, dwelling fires in homes with lightweight construction, and other incidents that require a high level of performance.
Every fire that I have been to has gone out, there are no patients left in vehicles, and the bleeding has always stopped. In some cases, the job was well done; in others, there was much room for improvement. In some cases there were close calls where perhaps luck was more of a factor in the outcome than skill, both in resolving the emergency and not getting anyone seriously hurt. We shouldn’t have to rely solely on luck when it comes to handling our job. I know things can go wrong, but we must be prepared to do the best we can every time we go out the door. A high level of skill is the best way to reduce the inherent risks in this profession.
All fire departments must perform a very candid evaluation of their performance and training programs. Only they can determine if they are really ready for the job. As implied above, all fires go out, and all patients receive treatment. What needs to be determined is the level of competence that is acceptable in your organization. In almost all cases, fire departments get a passing score (at least in the eyes of the public or court system, as the number of complaints against fire departments for emergency performance is low). But if you are, or aspire to be, a truly professional organization, you must be able to distinguish between an A, B, and C performance. All are passing, but which grade do you want for your organization?
There are components that contribute to a grading system. Generally, it takes a good, sustained effort to get an A. Meeting the minimum criteria earns you an average grade of C. A grade of B is somewhere in between. If your organization aspires to be at the top of the class, then clearly there needs to be great effort. Although there are organizations that grade departments such as the Insurance Services Office and the Center for Public Safety Excellence, there are other ways to determine if the appropriate effort and preparation are being made to pursue excellence on every call, every day, every time.
Training is the most important element in getting to great. Obviously, talented people and good, appropriate equipment are needed. For example, if an individual does not have the basic talent needed, all the training in the world will not work. (I will never be a concert pianist no matter how much I practice. Concert pianists do not play on junky pianos that are out of tune.) But those people at the top of their profession, whatever that may be, train, practice, and drill regularly to be great and earn an A or A+.
Good performances in any field begin with a great foundation in the basics. To continue with our comparison with playing the piano, great players practice the basics every day, doing their scales and other drills that allow them to then focus on the more complex elements of the job. How often does your fire department practice the basics? I am certain that everyone can get the hose off the truck, connect to a water source, engage the pump, and deliver water to the fire. I am also sure that the departments that do it more frequently and practice their basics are going to do it better. High competence in the basics allows all firefighters to better focus on the job at hand, which can reduce some of the risks of the job. Organizations and individuals fundamentally sound in the basics are “freed up” to make better decisions on the scene of the emergency if they are not wasting energy doing the things that should be second nature.
Skills are enhanced by repetition. Even though something can be done, it might not be as good as it can be if it is not regularly practiced. For example, I may be able to hit a golf ball. But, I will not be consistent and as good as I could be if I do not practice regularly (side note, I am not as good as I could be because I don’t practice enough). This same logic applies to any skill, including firefighting and EMS. Departments, stations, and shifts need to really look at the frequency of their practice and commit to improving to the highest standard possible, not just the bare minimum (A vs. C). Better performance of the basics will minimize the risks of problems arising.
In addition to the skills, members need to run through the “game” as often as possible. This can be challenging if the appropriate props are not available. Training towers and computer simulations are not readily available to many fire departments. Creativity must be used to make the best possible effort to be prepared. Imagine our piano player showing up at Carnegie Hall never having performed the piece he is about to play! If we have not prepared for the infrequent events in our profession, we will have our first performance live and potentially in a very dangerous situation.
In the fire service, virtually all emergencies get resolved. In most cases, there is no one there to evaluate the performance except the emergency responders. But in today’s world with almost everyone with a camera (still or video) available, the potential for our performance to be broadcast to anywhere as fast as the Internet can take it is very real. The possibility of errors being revealed and problems being identified is increasing. The best way to minimize the potential of a problem happening is to make sure everyone is trained to the highest level possible. This includes drill, repetition (to the point and beyond boredom), new skills, and continual study. Better preparation leads to fewer problems. And, an A performance is owed to everyone who calls 911.
RICHARD MARINUCCI has been chief in Northville Township, Michigan, since January 2009. Previously, he was chief in Farmington Hills (1984–2008), president of the International Association of Fire Chiefs, and chief operating officer of the U.S. Fire Administration. He has bachelor degrees from Western Michigan University, Madonna University, and the University of Cincinnati. He teaches for Eastern Michigan University and the Maryland Fire and Rescue Institute.
