Your Department: Community Asset or Liability?

BY RICHARD MARINUCCI

Sometimes the line between problems, issues, and challenges is very fine and not very discernable. Most of the problems discussed in this column are narrow in focus and often are centered on a single individual or event. Many have a certain uniqueness based on the individuals and departments involved. But what happens when the problem transcends the individuals and organizations, becoming a problem/issue/challenge for the entire fire service? Will the same basic principles work in looking for the best possible solution to the problem?

One of the biggest challenges facing the fire service is the effect that the economy has had and is having on fire departments all across the country. It seems that every organization has been touched, resulting in staffing reductions, decreases in pay and benefits, changes in training, and a continual reevaluation of the essential apparatus and equipment needed. Although doing more with less is not always possible without some change in process, the fact is that organizations that have less will most likely do less.

Besides the economy, the ever changing world in which we live allows anyone with a cell phone or a video camera to capture news and transmit it around the world in minutes. Videos of firefighters at work and “play” that do not always show the service in a flattering fashion have been taken. Mistakes on an emergency scene are broadcast, and firefighter indiscretions are placed on YouTube and other media sites. The public is seeing things they never saw before, and this is affecting the public’s image of the fire service. Social media, such as Facebook, have allowed firefighters to “post” items that previously were confined to the firehouse.

FIRE SERVICE IMAGE CHANGING

The image of the fire service is changing a bit, and the economy is allowing some to take advantage of the situation to “downsize” fire departments. Somewhere in the discussion, the fire service has gone from an asset to the community to a liability that is not always thought of as worth the expense. Maybe there has always been an undercurrent, but with news items seen daily on the Internet, there seems to be a change in some people’s minds as to whether or not fire departments and the firefighters are of significant value to the community.

If you look through the various articles on the Internet about fire departments, you will find many comments (blogs) at the end that are not often flattering and frequently are hostile to firefighters and the service. The writers attack the cost; many claim firefighters are overpaid and have too many benefits and too much time off. The situation with the economy provides cover for those who are not hostile to openly criticize fire departments. They may be critical, but they do it only because they can claim there is no money. Overtime, which is the result of understaffing, is blamed on the fire department, not on the inadequate funding that leads to poor staffing. It seems that the only ones coming to the defense of firefighters and their organizations are the firefighters themselves. Where are our allies?

This is very unfortunate, as we all know that the overwhelming majority within the fire service are outstanding people committed to public service in the true spirit of the fire service. Yet, the mistakes made by a few are amplified and sent far and wide for all to read and view. This provides continual fodder for those with an agenda to discredit the fire service. It allows people to use this information, along with the state of the economy, to promote the fire service as a luxury in the community, a luxury that can no longer be supported in the way that has become normal.

Those in the fire service know this is not the case. In fact, those with some time on the job realize how much the service has changed and how much the responsibilities have changed. Not that long ago, fire departments responded to fires. The training and equipment were quite basic and required relatively little time to master (compared to today). Even though the number of fires in many communities has decreased, emergency responses have not because of the additional responsibilities of EMS, technical rescues, hazardous materials responses, and the like.

EFFECTS OF STAFF REDUCTIONS NOT READILY EVIDENT

A reduction in services provided will rarely see an instant reaction in the marketplace. This supports those that do not understand the scope of the work performed. Some of these people use simple correlations that do not make sense to those in the fire service. They believe a reduction in fires means that you need fewer firefighters. They do not understand that the same numbers of firefighters are needed if there is even one fire. They don’t get it that calls are unpredictable regarding time of day or whether or not there is an overlap of calls. Cutbacks in fire prevention may not be revealed for years. The closing of stations may not affect outcomes, depending on when and where the next emergency occurs. Even though we know there is a price to pay for decreases in service, that price may not be known for some time in the future.

A STRATEGY IS NEEDED

The fire service did not create the downturn in the economy. In spite of some people’s belief that the pay and benefits of government employees, including firefighters, contributed significantly to the budget woes of municipalities, facts do not support this. Regardless, this has become the new world in which we live. In some parts of this country, the fire service and firefighters have been “demonized.” This has created the problem for the entire fire service. The fire service as a whole needs to change the perception that it is a liability and not an asset within government.

Since it is an industry problem, it needs to be solved by the industry. The core problems need to be clearly identified and solutions proposed. These solutions then need to be implemented and evaluated. Adjustments can then be made depending on the outcomes of the actions taken. This is not much different from the approach taken to solve a much simpler issue. Unfortunately, the complex nature of the problem and the diverse nature of those affected by the problem make solutions difficult to develop and complicate implementation plans. One possible first step would be to establish a “think” tank of representatives of all facets of the service to develop a strategy.

IN THE MEANTIME, RESTORE OUR IMAGE

In the meantime, some things must be done on a local level to create a value and a sense of worth for the fire service while minimizing damage caused by bad publicity. (Remember, poor actions within the fire service are communicated rapidly and are newsworthy. People then lump everyone together, which tarnishes everyone’s reputation.)

Following are a few suggestions for improving your department’s image:

• Do a good job every day, every call.
• Train to be outstanding.
• Step up any public relations that you may do.
• Increase your customer service to add value on every call.
• Stay busy; this is no time to be seen in the recliner!
• Establish a sound social media policy to minimize the damage that could be created by an individual’s poor decision.
• Act as if you are on camera every time you are out of your house, because you might be. On or off duty, people know you are a firefighter.
• Be polite and considerate all the time—no bad days allowed.
• Find friends of the fire service in your community.
• Educate whoever is willing to listen of the complexities of your job, especially any government officials or policy makers willing to hear from you.
• Understand the issues; emotional arguments might not work.
• Be professional.
• Behave.

These are but a few suggestions. Evaluate your organization to determine your current status and what you can do to improve your image. You are a value to your community and do affect the quality of life. Your community was established in part for the public safety and good. Work toward returning your organization to the asset side of the ledger.

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.