Chief Concerns Richard Marinucci
As I travel and interact with firefighters, either in classes or informally during discussions about the job, I will often ask them what they consider the most valuable resource of their fire department. The answer is always, “Our people.” I agree and then ask them for some proof. I will prod a bit to generate discussion.
What do you wash first after a fire? Your most valuable resource? Does your organization invest in the health of its firefighters with National Fire Protection Association (NFPA) 1582, Standard on Comprehensive Occupational Medical Program for Fire Departments, compliant physicals? Does everyone have two sets of turnout gear? I can go on, but you probably get the picture. In many cases, the actions of departments and individuals don’t match their statements about most valuable resources.
It is a bit of a trick question, but it is intended to get individuals and organizations to begin to truly evaluate their efforts to improve firefighter safety, health, and wellness. There must be a wholistic approach that looks at activities on emergency responses and all the other times. It will consider mental and physical well-being. The efforts begin with the hiring of the firefighters and continue until the individuals end their employment with the goal of a long and healthy retirement. Helping with this is the ongoing and ever-expanding research that provides valid reasons to take action.
- Out of My Mind: Health and Wellness
- Presentation on Health and Wellness in the Fire Service
- Six Ways to Optimize Firefighter Health and Wellness
Everyone should know the major threats to firefighters resulting from the work they are asked to perform. Annually, the leading cause of line-of-duty deaths (LODDs) listed by the United States Fire Administration is cardiac-related. This is only true because cancer-related deaths are only beginning to be counted as a cause. When added in, the LODD may include up to 80% related to occupational cancer. This information must drive decision making in fire departments and change operations to address these known threats.
There are things that can be done to help in these areas. Most of the actions that can be taken are preincident. Promotion of fitness/wellness programs will have a positive impact on reducing cardiac-related events. Annual NFPA 1982 physicals can identify risks and catch potential concerns early so corrective measures can be taken.
Turning to the emergency scene, solid rehab policies will improve outcomes. Simple things like rotation of personnel, hydration, and fuel replacement must become standard practices. Monitoring personnel and any deviation from normal expectations must be recognized by all personnel, especially officers. Pay attention to actions and what is being said. If an individual openly states that he doesn’t feel well, don’t leave him alone. Begin a medical assessment. Regarding things that can be done for cancer prevention and exposure, mandate gross decontamination on the scene, use some approved type of wipe to remove contaminants as soon as possible, have personnel shower within an hour of an event, and implement other simple yet cost-effective means to limit the time carcinogens expose firefighters.
Competence in firefighting is one of the best things individuals and organizations can do to improve firefighter health and wellness and minimize risks. The better you are at the job, the safer it will be while allowing appropriate risk taking commensurate with the benefit to be gained. Practicing skills often enough will maintain competence so proper actions can be taken.
Firefighters and officers also need to remember the basics. We are taught in rookie school to enter a building low, crawling. Yet, too often, as members get more experience, that basic is neglected. This puts firefighters at risk from early failure in buildings of lightweight construction and also exposes them to more heat and carcinogens. While veteran firefighters may not like to get on their knees, this action improves health and wellness in both the short and long term.
There are other things to continually study and learn throughout your career. Building construction methods and materials continue to change and will do so probably forever. The building is your office, and you need to know as much about it as you can. This is something that must become a part of regular training program. Learn as much as you can and look for changes that affect your operations and standard operating procedures.
There is also more information on fire behavior. Knowing the effects of wind, flow paths, and fuel loads provides valuable information that must be factored into all decisions. Practice makes you not only better but also faster in decision making during time-sensitive emergencies.
In today’s fire service, no comprehensive health and wellness program would neglect the mental health of firefighters. More and more evidence indicates that there are factors in this business that have an impact on mental health not only while on the job but into retirement. Like the threat of cancer, it does not stop when you decide to hang up your helmet. Department leadership must improve the approach to services intended to improve mental health both while in service and beyond. This is an emerging issue with much additional information becoming available. I recognize that this industry is becoming much more complex and there are challenges to stay current with everything that is progressing, but this is one area where there needs to be an adequate investment in time and money.
The discussion here has focused on the actions to take and changes to make based on a changing work environment. That does not mean that you can neglect changes in the hardware used to protect firefighters. Equipment and protective clothing that are up to date are critical in providing the best working conditions. A professional athlete or musician would not go to work without the best tools of the trade kept in optimum condition. The same approach must be taken to protect firefighters. If you are going to ask people to go in harm’s way intentionally, give them what they need to be successful and minimize their personal risk. That is only reasonable. This will require resources that the leadership needs to demand and motivation for the firefighters to use what they are given in the manner intended.
Protecting firefighters is getting more complex, as there are many threats to their overall health and wellness. If the employees are truly the most valuable resource in the organization, there must be continual evaluation of methods to keep them in great condition throughout their career and beyond. A holistic approach must be adopted. Look at the mind, body, and soul. It is a total package. This will not be easy, as change must be embraced by all—from the chief to the newest firefighter—and the necessary resources must be acquired.
RICHARD MARINUCCI is the executive director of the Fire Department Safety Officers Association (FDSOA) and chief (ret.) of the White Lake Township (MI) Fire Department. He retired as chief of the Farmington Hills (MI) Fire Department in 2008, a position he had held since 1984. He is a Fire Apparatus & Emergency Equipment and Fire Engineering Editorial Advisory Board member, 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 has a master’s degree and three bachelor’s degrees in fire science and administration and has taught extensively.
