November/December 2007

Chief Concerns

by Richard Marinucci

Avoid Regrettable Buys Evaluate All New Products

Wouldn’t you like your department (and yourself for that matter) to become more efficient and effective in the delivery of service? Yeah, me too.

Hardly a week goes by that I am not introduced to a new product or new technology that promises to make the fire and emergency service better and firefighters’ and fire chiefs’ jobs easier and safer. It takes time to sift through all that info.

Technology is advancing so rapidly that more and more companies are trying to find ways to innovatively take advantage of the trend with new products and new promises.

For example, a company might develop a new widget that allows for quicker ventilation, or a new system of personal accountability or a device that can be added to apparatus to make them stop faster.

There are also products to help with the management and administration of the department – more realistic training or user-friendly software.

Regardless of what it is, the salespeople will always tell you how much better you will be in your profession. The products may even make sense, initially, because they seem to have merit. But, if you are not prudent, you can end up with a basement full of “great ideas” accumulated over the years just waiting for the next public auction.

Some new technologies end up in the station, wanted or not, simply because they are required by a law or accepted under a new standard, like those published by the National Fire Protection Association (NFPA).

In most cases, technology required by NFPA has received some level of testing and, most likely, has a track record indicating that the product, or technology is necessary, for safety sake, in the emergency services.

New Technology

The manufacturer will most likely include the product because it is in a standard. Your choices are limited in that situation, and it will be incorporated in your department.

There are, however, many instances where departments do have an option on whether to accept the new technology after carefully evaluating what is really needed and what will really help.

New technology is introduced into a department in a variety of ways. Departments may hear about it via a cold call from a salesperson, or through an email, direct mail, a conference, a trade show, department members, other fire departments and even other agencies, such as police or information technology departments.

When To Act; When To Wait

Many times, the products are introduced to you through your network of fire service professionals. Other times, you discover ideas in your readings or during your travels. Sales people also will do their best to get you interested in their product. Everything is a “must have” and will make your life easier. Lives will be saved, some may claim, if only you buy every new “thing” that crosses your desk.

In most cases, someone is excited about the possibilities and potential. They do their best to convince you to take the chance and be on the leading edge of advancements in the profession.

The challenge for you is to know when to act and when to wait.

You should have a system to do two things: learn of advancements that are occurring; and evaluate products to determine the possible benefit to your organization and the services you provide.

Obviously, buying every new thing that you’re shown or told about is not the answer. On the other hand, there are plenty of good products and ideas being developed all the time. Some are likely to help you.

Some might have value, but do not offer the return on the investment your department might require.

For example, Class A foam has been shown to extinguish fires faster. There is a cost, and is the value is worth it? Many departments have said absolutely while others reject the product. Only you, and your department, can place a value on any product. Don’t base your decisions on what your neighbor is doing, or what a sales person says. Make a decision based on your needs and values.

In your system, there should be a simple method of determining if there is a potential benefit in the product.

Junk Mail

It seems there’s more and more junk mail being delivered by the U.S. Postal Service these days than ever before. And now, junk mail can come electronically, via e-mail. Most of us are quick to dispose of it in some manner, and in nearly all occasions that’s the right course of action.

However, there will undoubtedly be something that will catch your eyes. When this happens, you need to do a quick evaluation so you can make up your mind whether to pursue more information. I can say from experience that I have do not have a high percentage of “hits” when something does catch my eyes.

The other means of introduction, at vendor shows, through other departments or agencies, or members of our organization, have a higher rate of getting to the next step.

Early-Generation Products

I then need to be convinced that the idea has merit. In many ways, this can be specific to an organization. Just because something works in one department does not mean it is right for another.

As an example, there are many personal accountability systems to consider. Some are very basic while others are more technical in nature.

Our department has been approached with the barcode system for on-scene accountability. Based upon our operation, not enough people are convinced that we are ready for this technology or that it will significantly improve on our existing system. This is not to say it won’t work in other organizations. The system does have merit and many advantages – it’s just not right for us at this moment.

If an idea has merit, research is needed to determine if the product will do what its manufacturer claims. Often, early generations of products need to have the bugs worked out.

While someone needs to be the first to use something, it doesn’t always have to be you. The concept of a Personal Alert Safety System (PASS) device has always had merit.

One could argue that the early generations did not always deliver. Subsequent developments of the product have improved the performance. If you jumped on board early, you have a lot of useless devices.

It’s wise to use your network to see how others view products you’re contemplating. You could also get the vendor to let your department test sample products.

Cost is always a driving factor. There are many things that you may want, but just can’t afford. When you find a product that may prove beneficial to your organization, you need to weigh that benefit against the cost. Even though something might work, its cost may not justify the outcome.

Of course, lower costing items are easier to deal with. You may have a certain amount of discretionary funds that allows you to try things that are within your budget.

Regardless of the cost, do your homework so you don’t waste limited resources on items that could have been avoided with a little effort.

Seeking Support

Other items you think would be beneficial may have a higher price tag. Obviously these take effort to evaluate.

You also will need time to appropriate the funds through your budget process. You may also have more stipulations in convincing others of the value and gaining their support.

For example, any issues related to computers most likely will need the approval of the IT department. They are the experts in that area and will understand the technical aspects and the likelihood that the product will deliver on its claims.

It is very difficult to get significant funding for projects when the local “experts” are not on board. You will need to do what you can to educate them as to your needs and what you expect so they will be supportive.

Stay Current

Technology is a great thing. It can fix things or make jobs easier. There are more products available than ever before and not all of them are right for you and your organization, either because you cannot afford them or the value that they have on your service levels is not significant.

Regardless, you need to stay current and make the right choices to make your organization better. Use your staff and have a system.

Above all else, try to keep your basement empty of bad choices.

Editor’s Note: Richard Marinucci is chief of the Farmington Hills (Mich.) Fire Department, a position he’s held since 1984. He is a past president of the International Association of Fire Chiefs (IAFC) and past chairman of the Commission on Chief Fire Officer Designation. In 1999 he served as acting chief operating officer of the U.S. Fire Administration for seven months. He holds three bachelor’s degrees in fire science and administration and has taught extensively.