In my 35-year career, I have seen great and rapid change in the fire service. From the way we ride to incidents to the PPE that we enjoy today, there is no comparison. Meanwhile, fireground tactics have evolved from total freelancing to a uniform incident command system. And, our primary role of fighting fire has expanded to include EMS, hazmat, special operations/rescue, and fire prevention and education.
The role of the fire chief has changed as well, from mostly an operations viewpoint to one that provides resources to meet the mission and move the department into the future. As fire/EMS leaders we need to be following trends and creating an environment that is accepting of change — rapid change.
My personal philosophy on change is this:
- During the years between 1950 and 2000, we had 50 years of change.
- Between 2000 and 2010, we realized the equivalent of an additional 50 years of change.
- Similarly, between the years 2010 and 2015, we will experience another 50 years of change.
Change still needs to be driven from the top. The key to creating an environment that will accept and implement change easily is that management and labor need to have the same vision for the future. Creating this shared vision is paramount to our success.
No one has a crystal ball to predict the future; but keeping up with innovations and technology will help. Talking with vendors and getting involved with focus groups can help you stay informed, which in turn will improve your ability to ensure that fire and emergency service needs are met.
We also must learn from the past, without living in the past. Putting out fires and “getting the job done” is just a part of who we are. In looking at our past, I see us as problem-solvers. For example, we did not reduce structure fires by putting them out more efficiently. We have fewer fires because we addressed the fire problem with code changes, early warning detection, fire safety education, and commercial and residential sprinkler systems.
We must take a more global look at our past achievements and apply those lessons learned to the challenges facing us, such as the following:
EMS calls. Approximately 80% of our calls today are medical-related, with a growth rate of 3% to 7% every year. There are many unanswered questions concerning EMS and whether such growth is sustainable long-term. The key question is this: how can we better provide fire-based EMS? Simply answering the call and transporting to the hospital may not be the answer in the future.
Nuisance (or unwanted) alarms. With today’s technology and our commitment to fire prevention, the fire service cannot continue responding to calls to which we do not need to respond, which represent roughly 10% of all calls. It is dangerous and a waste of valuable resources, particularly in a time when resources have been greatly reduced. (See more in my June column.)
Communications. During most critiques of major incidents, communications seems to be at the top of the list of problems. Interoperability has been an issue during my entire career. Since 9/11, there has been a lot of money spent to develop interoperable communications, but little progress made. The fire service must continue to fight to ensure that it is heard on this issue.
Clearly, there are many other challenges that the fire service faces, but rapidly evolving technology and the economic climate in which we operate will continue to accelerate the pace of change. As a leader, will you be driving this change or accepting what others decide for you?
Stay safe, be proud of what you do, and try to make a difference when you can.
Jack Parow is the president of the International Association of Fire Chiefs. The retired fire chief in Chelmsford, Mass., Parow is a 33-year veteran of the fire service.
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