The task force hired to analyze and recommend changes for the Charleston (S.C.) Fire Department after a fire on June 18 fire killed nine firefighters issued its first of three reports last month. The report has the city claiming the changes are under way and some firefighters claiming nothing is being done. Brian Crawford serves on that task force and shared his insider view.

Did the task force have enough access to get a clear picture of the department?

As we moved in and out of various fire department, city government and community circles, we were met with noting but cooperation and a true desire to provide whatever information or documentation was requested.

What are the three most critical things that need to change in CFD?

One of the primary objectives of the task force is to look at everything with an extreme prejudice of safety. Even when I was having a discussion about hiring practices and compensation with the city's labor attorney, thoughts of [safety] were still paramount. I cannot simply name three recommendations, but will narrow the three critical scopes to: command and accountability, protective clothing (including SCBA), and proper use of equipment and firefighting techniques.

Will the task force evaluate the implementation and if so, how?

The task force is part of the implementation strategy of the Phase I report, to what degree remains to be seen. It is important that those responsible for moving forward with the recommendations have a clear understanding of exactly what the authors meant. With some of the recommendations there is little to no further explanation necessary; others may need a more in-depth explanation. A great number of the recommendation in the Phase I report [had] pages of supporting documentation that we used internally to draw our conclusions.

Two CFD firefighters told me that the department is doing nothing to implement the recommendations; did the task force observe this too?

Let me say this, the tragic incident that brought the task force members to Charleston is deserved of thoughtful discussion, thorough analysis and intense scrutiny. In that vein, there has been and will continue to be differences of opinion at many levels concerning the incident, the fire department, and what should, is or is not being done. The task force has a clear mission and we are on task for fulfilling our commitment, and that includes assisting to make certain the recommendations are implemented to the Phase I report's definition.

Did the task force consider CFD's ability to implement the changes when it made its recommendations?

We generally evaluated the Charleston Fire Department as we would any other fire department. Obviously this included national standards and best practices from the fire service industry as well as the private sector.

What is the likelihood that CFD will succeed in making substantial improvements?

I have no reservation that the Charleston Fire Department and the city of Charleston will succeed in creating a fire department indicative of the Phase I recommendations. The more relevant question has to do with the process that will get them there. In this, they themselves must chart a course that will ultimately determine their measure of success and the time in which it occurs.

How much money will implementation cost CFD?

The task force did not do a comprehensive financial analysis of the implementation costs. However, others have placed conservative estimates over $10 million. Some of those are one-time costs while others, such as personnel, are re-occurring. Those re-occurring expenditures ultimately have the greatest impact on the long-term financial ramifications of the reports.

Who paid for the task force's work and how much was that?

The task force works for the City of Charleston and, with the exception of Peter Piringer, whose services were volunteered by the Montgomery County (Md.) Fire Department, is under individual contract not to exceed $35,000 per member for completion of the three project components: Phase I — Fire Department Analysis, Phase II — Incident Analysis, and Phase III Strategic Plan.