As I sit in the mid-afternoon traffic surrounded by a sea of disgruntled commuters, the brightly colored vest of a DOT worker catches my eye. It reminds me of the many comments I’ve heard from firefighters expressing their dissatisfaction toward those less-than-fashionable vests. Although the resistance is frustrating, I remind myself it’s just another hurdle in the path of change.
We’ve seen a lot of those hurdles. In 1987, the document that was going to “ruin the fire service” was first published. It forbid the use of 3/4-length boots, eliminated the option of riding on the backstep or tailboard and mandated that an accountability system be employed to track firefighters on the fireground. That document was NFPA 1500.
After more than 10,000 public comments and 20 years of interpretation, NFPA 1500 has become one of the most referenced documents in fire service history. Today, it’s used by nearly every rank within the fire service. Chief officers use it for budget justifications, company officers to develop training programs and union officials for contract negotiations.
A second wave of discontent spread across the fire service in the mid-90s. Firefighters from coast to coast firmly denied the need for a rapid intervention team (RIT), claiming it was a waste of resources (staffing): “We’re firefighters. We calm the ravages of fire and dive into the depths of danger to achieve victory in battle. We’re trained to the highest of levels and need not a mindless blanket of safety.”
Then the staunch reality hit home. Statistics were shared, case studies reviewed and the disturbing truth revealed: Valiant actions don’t always produce success.
Today, few, if any, fireground strategists would argue in opposition of the “safety blanket” RITs provide.
What caused the pendulum to shift in both these cases? Author Malcolm Gladwell would describe it as a “tipping point,” a social movement brought about by a culmination of three characters: connectors, mavens and salespeople. In short, the right people, armed with facts, promoting a concept that made sense and struck an emotional cord: firefighter safety and survivability.
Despite our most valiant efforts, however, this movement is beginning to lose momentum. As one generation begins to exit, another generation is coming forth to assume the responsibility of leadership and strategic oversight. At the same time, the modern fireground continues to evolve and develop a growing list of new hazards. The fire service is in desperate need of a pendulum shift.
The 16 Life Safety Initiatives (LSIs) were developed in 2004 to be the next “tipping point” of the American fire service. Goals were set, campaigns were launched and educational materials were distributed. Yet 5 years later, the statistics read much the same: approximately 100 line-of-duty deaths annually.
The time has come for the next generation of connectors, mavens and salespeople to step forth and take ownership of the concept of firefighter safety and survivability. The tipping point cannot and should not be a disastrous event that claims the lives of a group of firefighters. The tipping point must come from firefighters of all ranks taking ownership in their personal safety and accepting the responsibility–not as a matter of weakness, but rather an opportunity.
Used correctly, the LSIs can be the directional beacon of the American fire service. What we need to make that happen is the right people (connectors) building a coalition of firefighters who exemplify and support a culture of safety, nationally recognized training standards and the highest degree of health and wellness.
We also need to connect with those who question and resist a safety culture, and redirect their efforts toward challenging the status quo and demanding technological advancements and progressive operational tactics.
Chief officers and union officials (the mavens) must be armed with information backed by empirical research and quantifiable data. Working collectively, we need to support them in designing and developing operational guidelines and strategic plans that forecast the occupational hazards imposed by the modern and future fireground. At the same time, our mavens must be armed with the necessary information to advocate preventative measures, such as residential sprinklers and public education.
Finally, the success or failure of any change is a matter of salesmanship. Safety has always been a tough sell within our profession, but if sold correctly, we have the opportunity to change history and save lives. Safety is not a matter of weakness, it’s not a less-than-fashionable reflective vest, it’s the right tools used by competently trained firefighters who evaluate risk while taking actions that produce safe, effective outcomes.
The tipping point is within reach. It’s our responsibility to stand strong, unite and make OUR safety PRIORITY No. 1!
