Playing (and Losing!) Without a Playbook

Dear Nozzlehead,

I have been an officer at my fire department for two years, and while I love being a company officer, I am very frustrated by the lack of policy in our organization. We have some three-ring binders that have some so-called policies that aren’t applicable any longer-for example, tactical operations of the 1969 American LaFrance ladder.

Our chief tells us that he can’t put everything in writing, but working here is like working at three different fire departments with each captain doing what he feels like doing. There are times that we do get “policy” when something goes wrong, and that is normally via an e-mail telling us what the new policy is, but that’s where it stays-in an e-mail.

I would welcome any advice you can offer.

– Confused in Connecticut

Dear Confused,

I love the ladder part you wrote me about. Neither that apparatus nor American LaFrance even exists anymore, and that’s a perfect example of how fire department policy evolves.

1. Someone gets enthusiastic about something at the fire department.
2. Someone writes a policy.
3. That policy lasts “a while.”
4. That policy and the expected behaviors slowly rot away.
5. People do whatever they wanna.
6. Something goes wrong.
7. See #1.

That’s kinda how it works. So how should it work?

Look, before I get into all that, and I will, the fact is that a department needs a basic set of policies, but they must be applicable policies-applicable both in timeliness but also in regional and agency applicability. In other words, just because you have a set of FDNY, Boston, or Phoenix policies does not mean they are automatically “cut and paste” applicable or make any sense to use at YOUR fire department.

It’s 2016, and there has been enough fire service “history” to prove that EVERY fire department needs defensible policies along with applicable and regular training on those policies. Departments need state-specific policy (it must be legal in your state), and the department personnel must be provided with regular policy updates and regular scenario-based training based on your policy. Gone must be the days when you hear, “Well, those are our policies, but THIS is how we really operate.” If your policy doesn’t match how you operate, and vice versa, that’s a screaming warning sign, and it’s an invitation for career-altering problems.

To keep this simple, I want you to imagine a professional football team that operates with no rules, no policy, and no playbook. Would you bet on that team? Save your money.

Let’s break it down. While a fire department must allow for most decisions to be made by trained and experienced fire officers based on circumstances, a basic set of operational policies provides clear direction on what the basic expectations are. It is not appropriate to simply, always, and blindly “trust” the fire officers without some clear understanding of expectations, and policy is a critical foundation in providing that.

The rules that I refer to above are generally state and federal law. Chief, you cannot create your own rules that are not legal based on state law-but many chiefs do. There are numerous articles that tell those sad stories. One example is the ever popular local policy on what a pregnant firefighter can or cannot do. It’s not your decision; there are laws that cover it. While in many cases, the chief thought that he was doing the right thing by writing policy, the fact is it must be legally based.

The policy itself should be needed. In other words, developing a policy for everything is impossible, so focus on the areas that history has taught us some tough lessons on. Identify in your organization where the potential risks are and do an assessment on what policy you want to exist. Again, I am not talking about state and federal law; that’s not yours to adjust or change. However, you can create operational and tactical policies based on expectations and desired outcomes.

Incidentally, there are often discussions about policies vs. guidelines. A good rule of thumb is that a policy is something that we rarely can divert from; it’s kind of a no-choice thing. Examples of policies include the following:

• You can’t discriminate (federal).
• You can’t provide a service without certification (state).
• You can’t operate interior without an SCBA and full PPE (local).

Compared to a policy, a guideline can be a suggested best practice, but officers may choose to take alternative action based on conditions. Examples of standard operating guidelines (SOGs) include the following:

• The first-due engine will lay out from a hydrant.
• The second-due ladder will take the alpha/bravo corner.
• The third-due engine will stretch a handline to the Charlie division.

My partner at www.FireFighterCloseCalls.com, Gordon Graham (who also started the Lexipol policy program), is someone you may have heard speak at many fire programs and certainly at FDIC. We have presented together at FDIC for many years. Our preconference workshop focuses on “what goes right and what goes wrong, and why” for fire officers and firefighters. While I generally focus on the tactical, operational, and command aspects, Gordon focuses on the legal aspects and the failures related to the lack of policy. He educates the attendees on the critical need for what he calls solid realistic ongoing verifiable training (SROVT) based on written policy.

So how does this work? It’s not that complicated, but it will take some initial effort as well as on-going effort at all levels. So if the policies are going to be ignored or just sit on a shelf, quit reading this now. Turn the page.

Once the “needs” are identified, figure out how you are going to get the correct policies. Your department or state association attorney may be able to help you in addition to the above mentioned resources. By the way, your department attorney is the same person who should review ALL of your policies to ensure they are legal. That’s who defends you. For example: You may WANT to tell your firefighters that they must come in for training when they are off duty and will not get paid, but that may not be your decision to make. What’s the law? What’s the policy? That’s how things get done correctly.

At this stage, you have a draft policy. This is a good time to get input from those impacted by the policy. Ever had a policy directed toward you by someone who has no clue about what your job is? Yeah. Exactly. There are times when it is very appropriate to get input from those who “do” the job.

After the policy is finalized and deemed to be good by your department attorney, it’s time to train your members at three specific levels:

1. A classroom session explaining the policy and related expectations.
2. A hands-on session as applicable such as a tactical or equipment policy on a new tool or piece of equipment.
3. Training verification. This used to be known as testing, but when you mention the word testing, people go nuts, so just call it “training verification,” which means we want to be sure you are qualified to use this or do that. No more tears.

OK, so you have a set of policies and everyone has been trained on them. Now what? There are three more critical steps:

1. Follow the policy. You used a relatively democratic process when allowed to create the policy; you trained the troops on it and verified that they understand how to do it. Now do it. Everyone on every shift or crew is now expected to follow it.
2. Enforce the policy. If one of your personnel chooses not to follow the policy, he is forcing you to do your job. No BS; follow the policy and enforce it. It’s there for a reason, and hopefully you have explained the reason to your personnel. If one of your troops chooses to not follow it, then that’s a decision he made. Now go do your job.
3. Review the policy. This is where the policy is a regular part of your department’s everyday life. We do “it” or “that” because there is policy expecting it. When policy “lives” in your department as the foundation to your services, the reviews and need for change come easy. It’s when we have policy but then ignore it and do whatever we want that the organization is allowed to drift.

Policy (and the appropriate, regular training on the policy) along with guidelines provide any fire department with an assurance that personnel and the public will generally be taken care of in a proven, skilled, appropriate, consistent, and successful manner.

Certainly, there will be times where things won’t work out so well, but think about those football teams. Consider that one team operates based on a solid, proven, and trained-on playbook under experienced and trained leadership. Now consider that other team that uses no playbook and is led by the clueless. Now place your bets.