Chief Concerns | Richard Marinucci
Having returned from the Fire Department Instructors Conference (FDIC) International 2022 in April, I noticed signs that society is getting closer to returning to pre-COVID behaviors. The attendance was outstanding; everyone seemed to revel in the chance to interact with others.
Firefighters from other countries were in attendance, and things appeared to be as they once were. Even the flight to Indy was refreshing in that masks were not mandated. Of course, there were some that chose to wear masks, and that is okay. No one minded, both those with and without. Considering all of this, it is time to ask, “What’s next?” There is no question that fire departments changed their operations. COVID affected response, training, fire prevention, product acquisition, and interpersonal relations. Everyone has made changes, and now would be a good time to formally evaluate operations and programs to make sure the right things are being done.
It is hoped that the aforementioned FDIC serves as a catalyst to reinvigorate the entire training program of the fire department. During the pandemic, many factors contributed to adjustments in comprehensive training programs. Obviously, almost all conferences, seminars, and workshops were initially canceled and slowly reemerged. Online programs attempted to fill the void and “were better than nothing.” But the reality is that in-person training is absolutely essential. I know that not all departments have the wherewithal to participate, but those that have in the past should look at what is needed in their organizations and what is now available. There have been changes that necessitate evaluation.
Training within departments changed. We should all know that every day needs to be a training day. Perhaps some departments, stations, and shifts developed some undesirable habits. Increased run volumes, direction to maintain appropriate spacing, and added pandemic responsibilities all contributed to less training, especially on topics that required interpersonal interactions. Training involves gaining knowledge and developing and maintaining skills. If you don’t practice, you cannot gain and maintain the appropriate level of competence. Now is a good time to honestly evaluate your capabilities, individually and collectively, and institute a training program that gets everyone to the skill level needed to provide quality service and enhance the safety of firefighters. People who are better at their jobs obviously give better service but also reduce risks to themselves and company.
A very important area of the fire service that needs evaluation and recommitment is fire prevention—all aspects of fire prevention. This includes inspections and public fire safety education. Obviously, the pandemic prevented many personal contacts. This included the interactions with the business community and visits to schools. You could probably add oversight of new construction to the list also. Further, there have been some departments that reassigned personnel from the prevention bureau to help compensate for staffing challenges. Regardless of the reasons, fire prevention activities have been greatly reduced or eliminated in the past two years. A neglect such as this will have a negative impact and will require a recommitment to prevention to improve the overall safety of the community.
Training was mentioned regarding emergency response. There also needs to be a boost in fire prevention activities. This could be on two fronts. First, existing prevention staff may need continuing education and refresher classes. Some departments may have experienced retirements or promotions. There may be new people in the bureau who need training, experience, and supervision. Reset your policies and procedures. Check to see that you have made the adjustments so that officers are ready and capable.
Public education efforts rely on established relationships so that opportunities are presented. In-person meetings and chances to build relationships have declined or been postponed. They need to be reestablished. There are likely new players, so it may be a brand-new start for many. As a start, look at what needs the most attention. Is it your schools, both public and private? How about your senior population? Do you need to reestablish relationships with local media outlets? If you sincerely believe that fire prevention and public fire safety education work, you should be concerned that a lack of activity in this area will lead to an increase in fires and fire loss. A conscious effort to make up for lost time is necessary.
There are a couple of things to consider regarding equipping your department coming out of the pandemic. First and most important is that there could be significant funding available. Depending on your state, there may be grant money available. Your community may have postponed purchases or had savings from some parts of the budget that were not expended. Were you able to capture any of those funds and carry them forward? Another consideration is that you will need to do your research. As personal interactions were minimized, you may not have the latest information. Things have changed in the past two years. There may be new and improved items. You may also have to consider any items related to the pandemic. Is it appropriate to stock items “just in case”? We all should have learned lessons on the need to be better prepared.
The pandemic greatly reduced in-person contacts. We should all know the importance of relationships in everything we do—from political involvement to employee relations. We may think we have been able to maintain what we had prior to the pandemic through e-mails, texts, phone calls, and other technological means. But, there is nothing like spending time with other people to improve relationships and gain insight. There may have been some changes to the players involved. Was there an election in your community? If so, start getting to know those who control your resources. Were there any changes in some of the players in your community? The same approach is needed here.
The world changes quickly. Having two years of challenges due to COVID-19 means that much is different today than it was in early 2020. The pandemic has had a negative effect on most everything in society. The lockdowns and restrictions have changed many fire department programs, including fire prevention and training. There will be an impact on fires and service delivery. Now is the time for departments to reevaluate all their services and recommit to those that will deliver results to the community. People are excited to get back to doing things as they once did, including training, prevention, purchasing, and interpersonal relations. Reset your operation, and take advantage of this opportunity.
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.
