FIREFIGHTERS: TRAINED TO PREVENT AS WELL AS PROTECT
BY MARK CHUBB
How many of you firefighters reading this article are directly involved in fire prevention during every duty day? What role does fire prevention play in the routine of your fire department? These questions may seem odd or impertinent, but they certainly were not to those who wrote our nation`s fire codes. Indeed, the fire codes` authors long ago recognized the valuable role firefighters play in controlling fire through both prevention and suppression.
Each of the nationally recognized model fire prevention codes defines a fire hazard from the unique perspective of those who must respond when prevention fails. Generally, they state the following:
Fire Hazard–Any thing or act which increases or may cause an increase of the danger or menace of fire to a degree greater than that customarily recognized as normal by persons in the public service regularly engaged in preventing, suppressing, or extinguishing fire; or which may obstruct, delay, hinder, or interfere with the operations of the fire department or the evacuation of occupants in the event of fire.
This definition acknowledges that the training firefighters receive and the experience they possess enable them to recognize and explain the menace of fire better perhaps than anyone else in the community. In appreciation of the danger firefighters face in the normal performance of their duties, the codes also recognize that situations that increase the risk to firefighters are unacceptable.
Many fire departments have successfully employed the underlying philosophy of this definition to not only improve the productivity of their personnel and the effectiveness of their fire prevention efforts, but also to increase the readiness and effectiveness of their firefighting personnel, to improve the public image of their departments as progressive and proactive, and to encourage the development and advancement of their personnel.
PREVENTION: “MORE WITH LESS”
Doing “more with less” is nothing new to the fire service. We all have witnessed the growth of fiscal constraints on fire department budgets, especially as our profession has become the object of new regulatory mandates. As fire service and other local government administrators have grappled with these realities, innovative solutions have emerged from studying successful public and private models for productivity.
In their blockbuster public policy manifesto, Reinventing Government, David Osborne and Ted Gaebler describe 10 successful public sector paradigms. The only one that explicitly recognizes fire service programs is prevention. This philosophy for improving government effectiveness requires public administrators to respond proactively to situations that will demand costly response services and drive up the cost of their operations but won`t necessarily improve the quality of the service their customers (citizens) receive. In other words, there is no glory in fighting a fire that could have been prevented–or to put it a better way, the best fire protection is fire prevention. Unfortunately, although Osborne and Gaebler acknowledge that the fires service is one of the best public sector examples of the prevention philosophy, they curiously fail to cite even a single example of a successful fire prevention program.
Perhaps one of the reasons for this is that good fire prevention programs are difficult to identify. Unlike new fire apparatus, successful prevention programs are designed not to stand out. Consequently, they may be difficult for others to emulate or duplicate.
SHOW ME THE FIRE THAT WAS PREVENTED
It is equally as difficult to define successful fire prevention programs as it is to identify them. Proving that prevention works is the fire service`s version of a Zen qu or riddle: How can I show you the fire that I have prevented?
Nearly every fire department considers its mission to be the reduction or elimination of life and property loss from fire. Despite the fact that our nation`s fire service spends less per capita on fire prevention than almost any other industrialized nation on earth and still has one of the highest rates of fire losses, injuries, and deaths, these numbers have leveled off or declined in recent years. The reasons for poor fire prevention support are myriad; the reasons for a concurrent decline in fires and fire-related losses are not entirely clear.
Among the reasons most often cited for our nation`s still troubling fire incidence, loss, injury, and death rates are public ignorance and apathy toward fire prevention, the affordability of insurance to cover losses, a high standard of living to ameliorate the effects of losses not covered by insurance, and the ready availability of firefighting forces. The risk of fire seems remote to most of us because we usually have little direct experience with its effects; and by buying fire insurance, installing a smoke detector (but not testing it or developing a home exit plan), and providing financial support for the fire service through taxes or user fees, we have reassured ourselves that fire`s effects can be easily controlled.
Fire service inputs receive a lot of attention. Our budgets, resource deployment, staffing, and equipment are sources of continuing discussion and debate. Although these things have the ability to enhance our safety, these inputs alone do not constitute fire safety. Similarly, the number of fire inspections performed, the number of people attending public educations programs, and the number of investigations conducted do not tell us much about fire safety either. Results count. Inputs tell us how much we can accomplish, not what we have accomplished. Quantitative measure of fire safety, while surely possible, may be too much to ask for, but qualitative changes in community awareness of arson, anecdotes about successful saves, and cooperation with fire hazard reduction efforts are meaningful and positive achievements.
A fire service commitment to obtaining results can make a big difference in the level of fire safety a community enjoys. Fires are not remote occurrences to those who combat them; the too often tragic consequences of uncontrolled fire are vivid and lasting experiences for firefighters. Unfortunately, most of the lessons from these experiences are shared only around firehouse kitchen tables and in the pages of our own publications.
YOU ARE MY BROTHER
Firefighters and members of the public can benefit from increased contacts with one another. Firefighters still occupy a unique position of respect within their communities. People generally recognize and admire firefighters` willingness to risk their lives for the chance to save the lives of others. That public esteem for the fire service may not be what it once was may be more a product of our behavior than of changes in society.
How much responsibility do we bear for such phenomena as Devil`s Night or attacks on firefighters as have occurred in Gary, Indiana, and New York City? If the community people do not see us, talk to us, get to know us, how can they respect us? Fire departments whose rolls do not reflect the diversity of their community population or whose stations resemble armed encampments can rationalize such behavior, but they must pay the price in the danger they confront with each alarm they answer.
How well do we know our communities? Certainly, we as firefighters share the pain of family members and friends whenever an injury or death occurs. Many of us can recall returning home after a particularly tragic or traumatic incident happy to see the faces of our spouse and children. It`s easy to be concerned with those we love and easy to grieve someone else`s loss because we can empathize with their pain. Clearly, it`s much more difficult to reach out to the community before a loss occurs, as we would do to members of our own families.
We became firefighters to save lives. Yet, how many of us have actually had the opportunity to make that last-minute “from-the-jaws-of-death” save? Couldn`t we derive satisfaction daily by working to prevent fires rather than by only preparing to extinguish them?
STAND UP AND TAKE A BOW
Personal fulfillment comes in many forms. Even though it is not possible for everyone to pin on a medal for valor, it certainly is possible for all of us to have a reasonable shot at a promotion. Admittedly, the rewards for saving lives by preventing fires rather than fighting them usually are intangible and for many may seem unfulfilling.
Fire prevention is the responsibility of all members of the fire service. You who are aspiring to advance in the fire service may be surprised to learn that the role of fire prevention outside of that specific discipline`s own professional qualifications standards (NFPA 1301, 1033, and 1035) is emphasized most at the firefighter and company officer levels. Once again it seems, the rank and file`s perspective and experience are recognized and valued.
Each of the nationally recognized fire service professional qualifications standards recognizes fire prevention duties as an integral part of a firefighters (NFPA 1001) and fire officer`s (NFPA 1021) career. In other words, the consensus within our profession is that everyone plays a role in fire prevention, not just the folks down at “The Bureau.”
Advancement in the fire service requires an increased understanding of the role and benefits of fire prevention. From the firefighter entry level upward, firefighters and fire officers are expected to fulfill their role as the community`s experts on how to control the menace of fire.
For entry-level firefighters, this knowledge begins with a detailed understanding of the chemistry and physics of fire and the principal causes of fires and how to prevent them; and continues with a fundamental appreciation of the benefits of early-warning smoke detectors and automatic sprinklers, procedures for conducting home fire inspections, and finally the importance of inspections, public awareness programs, and fire department public relations.
Senior firefighters are expected to have a more detailed understanding of how fires grow and spread, how building services such as ventilation affect fire growth and spread, how to evaluate water supplies for fire protection, how sprinkler systems operate, how to identify impairments to proper sprinkler system operation, and how to determine the proper operation of fire alarm and detection systems. In addition, senior firefighters must have a detailed understanding of common fire hazards in various commercial and residential occupancies, procedures for conducting fire safety surveys, exit procedures for homes and schools, and features of building construction and how they affect fire spread and the danger of building collapse during afire. Ultimately, this knowledge is intended to help the firefighters instruct the public in proper fire safety practices as well as to prepare preincident plans they can use to control the identified fire hazards.
No job in the fire service is more important or difficult than that of the company-level officer. Company officers are expected to understand the importance of fire inspection, public awareness, and public education programs and to know how to implement them in the community. A detailed understanding of fire service legislation and fire prevention code requirements and how to enforce their provisions is essential. The ability to document and analyze information about fire hazards in the community is also required.
Beyond the technical knowledge outlined for firefighters, company officers must have an appreciation of how community factors such as economic conditions, family structure, demographics, and culture affect fire risk behavior. Company officers are expected to be the primary link between the fire department and community organizations that can help spread the word about fire safety and the activities of the fire department to their members. Effective oral and written communication skills are essential to the company officer`s abilities to implement these programs.
In addition to their managerial skills, officers must possess detailed knowledge of specific fire extinguishing systems and equipment, such as fire pumps, private water supplies, and wet and dry chemical systems. They also must have detailed knowledge of the dangers associated with the storage, handling, and use of hazardous materials and of how to use information about their hazards to mitigate the dangers to firefighting personnel and the community.
GETTING THE JOB DONE
When it comes to protecting lives and property, the spirit and education of America`s fire service is superior. Where we seem to be lacking, however, is in our commitment to use all of the tools and resources at our disposal to get the job done. The most important tool in any fire department is its personnel. When we fail to engage everyone in the mission of preventing fire losses, injuries, and deaths, we are missing opportunities to improve productivity and prevent suffering.
When I interviewed for a transfer from a low-activity station to the fire prevention bureau many years ago (clearly, I was desperate), I was asked to describe what I believed the mission of the fire prevention bureau was or should be. Without hesitation, I said, “to put the fire suppression guys out of business.” Even then, I explained, I did not think this was actually possible, but I did believe it was the ideal. Learning and practicing the fire prevention responsibilities outlined in the professional qualification standards is aimed not only at preventing fires, but also at minimizing losses when they do occur–in other words, since there are practical limitations of our ability to identify and eliminate fire hazards through inspection or to change public behavior through education and awareness, we must not neglect our responsibility to prepare for the worst. Fire prevention then remains an integral part of what we are as firefighters–the best defense against fire.
Fire prevention is a holistic response to our mission. By definition, fire hazards are not only those things that increase the chance that a fire will occur or that will delay or prevent the escape of occupants, but it includes also those things that will impede fire department operations. The fire prevention responsibilities of firefighters should include conducting surveys of the properties in their districts to identify fire protection features, investigate special operational hazards, and eliminate or mitigate those hazards that may expose firefighters to unreasonable risks. In this context, fire safety surveys or preincident planning surveys are of particular benefit to the fire service. But as long as we are out there, why not look for opportunities to promote the fire safety of the public, too? Either way, we`re getting the job done right.
GUIDELINES FOR SUCCESSFUL COMPANY-LEVEL FIRE PREVENTION
Assuming this all makes sense so far, you may be asking how this can be done in the average fire department or in your company. As a former program manager of a citywide company inspection program, I have the following suggestions:
Set reasonable goals and establish meaningful priorities. Company-level programs get in trouble when too much is expected from them; for example, company-level fire safety inspections are a good idea, but it may not be reasonable to expect a company-based code enforcement program to work. Inspection programs that only identify the three “Xs”–discharged extinguishers, burned-out exit signs, and misused extension cords–don`t enhance the level of community fire safety much and may irritate citizens more than motivate them. On the other hand, firefighters and company officers may do an excellent job of helping fire inspection personnel identify and monitor enforcement priorities in their districts and can do a lot to encourage code compliance through community awareness of fire safety.
Encourage company-level fire prevention efforts by avoiding stereotypical fire prevention efforts. Company-level fire prevention programs should be designed to give the company officer a leadership role in managing the fire problem in the district. Because fire department personnel and resources are distributed throughout the city, company officers and firefighters are in the best position to know their neighborhoods and their fire problem. Headquarters or the bureau can establish program priorities and focus, but company officers should be given the tools and the mandate to plan and implement their own programs consistent with the physical, cultural, and technical characteristics of their districts. It is possible to transform this knowledge into successful action by developing company officers` competencies as described in NFPA 1021.
While pursuing community benefits, don`t overlook the value of fire prevention to the fire department. Personnel productivity and reduced losses are important rewards of implementing company-level fire prevention programs. But company-level benefits of better preparedness through preincident planning and organizational development through increased responsibility may be just as important in the long run. Public awareness of the fire department, its professionalism, and its proactive approach to public safety can bolster its image and esteem. The personal rewards of knowing that these activities may save lies is nothing to sneeze at either.
Direct training and resources to support company-level initiatives. Prevent company-level initiatives from burning out or getting into ruts by monitoring their progress and supplying the training and resources needed to get the job done. Training and education for firefighters and company officers are essential elements of a successful company-level fire prevention program. The more company-level personnel know about fire prevention, the better they will appreciate the rewards (however intangible they may be) of doing a good job. Moreover, the more they know, the more innovative they are likely to become. If adequate resources and support are available, company officers would be more likely to try new things. Unlike the fireground, most of the things they can try in fire prevention are not likely to get anyone hurt. Quite the contrary, most initiatives are likely to make people safer.
Concentrate on outputs, not inputs. Nothing can kill a program faster or dull initiative quicker than concentrating on inputs instead of outputs. How much time a company spends doing fire prevention is less important than where the time was spent or what the result is. If a company identifies and refers one troubled juvenile firesetter to the bureau for intervention, how many fires might they prevent or lives might they save? Companies should be made responsible for what happens in their district. Not every fire prevention initiative can be measured quantitatively. Qualitative results are often more telling and compelling. Anecdotes such as the one in which a young boy explains how he saved his little sister when her clothes caught fire by remembering the “Stop, Drop, and Roll” lesson he learned from a firefighter can be more rewarding that the best stop on a fire.
Making fire prevention an integral part of each firefighter and company officer`s training and responsibilities will help departments get the most and the best out of themselves and their communities. After all, who knows fire or fire safety better than firefighters? n
MARK CHUBB is fire code coordinator for the Southeastern and Southwestern Association of Fire Chiefs and Southern Building Code Congress International, which publishes the Standard Fire Prevention Code©. In this capacity, he is responsible for promoting fire prevention through code development, interpretation, and instruction. He began his career as a line firefighter and has spent the past 14 years working in various capacities as a firefighter, fire inspector, fire investigator, fire protection consultant, and instructor. As a fire prevention supervisor for the Dayton (OH) Fire Department, he supervised a citywide company-level fire inspection program utilizing 21 companies on three shifts. He has a bachelor`s degree in fire science and urban studies form the University of Maryland.
