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Human Capital 28 th Annual Virginia EMS Symposium November 2007 Norfolk, Virginia.

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Presentation on theme: "Human Capital 28 th Annual Virginia EMS Symposium November 2007 Norfolk, Virginia."— Presentation transcript:

1 Human Capital 28 th Annual Virginia EMS Symposium November 2007 Norfolk, Virginia

2 Protecting Our Greatest Resource with Comprehensive Wellness & Fitness Programs 28 th Annual Virginia EMS Symposium November 2007 Norfolk, Virginia

3 Welcome!

4 Meet Your Neighbor Explain to your neighbor your organizations plan to manage equipment, apparatus, or facility fatigue/obsolescence. i.e., Whats your apparatus replacement plan? Are you engaged in a plan to build or replace apparatus or facility?

5 Meet Your Neighbor Take four (4) steps to the right. Now, explain to your new neighbor your organizations plan to manage personnel fatigue/obsolescence.

6 Meet Your Neighbor Take four (4) more steps to the right. Now, explain to your new neighbor why you are here today and what wellness means to you.

7 Our Greatest Asset

8 Greatest Asset Our people are our greatest asset and resource It is not equipment, apparatus, or facilities It is through our personnel that the we serve the public, accomplish our missions, and are able to make a difference in our communities!

9 Greatest Asset Firefighters and EMS personnel risk their lives saving people and property Value of work has become increasingly apparent following 11 September 2001 Many Americans – including fire & EMS personnel – dont realize that our personnel need protecting too The statistics are clear: our people are at an extremely high risk of becoming injured or dying while helping others.

10 Greatest Asset Heart attack is the leading cause of on-duty death among firefighters!

11 Greatest Asset Stress-related cardiac deaths is the leading cause of firefighter fatalities (historically accounting for 50% of firefighter fatalities) 1 Many had pre-existing conditions 1 (arteriosclerosis, previous MI, hypertension) Most organizations do not have expectations regarding fitness and wellness We have lengthy bouts of sedentary activity separated by intense periods of hyper-strenuous activity 2 1 United States Fire Administration, Firefighter Fatality Study 2 Texas A&M University Study

12 Greatest Asset The risk to our personnel when responding to or operating at a call for service can increase their chance of suffering from a heart attack by 10- 100x 3 Other emergency response activities have also been shown to substantially increase the risk of heart attack 4 3 Harvard Medical School Study 4 Emergency Duties and Deaths from Heart Disease, Kales

13 Greatest Asset Improving the fitness & wellness of our personnel will help ensure safe and effective services for the community 7 out of 10 firefighters retire with some sort of disability 1 1 in 4 firefighters die on the job 1 We lack good data for EMS-only injuries and line-of- duty-deaths 1 United States Fire Administration

14 Deaths & Injuries of Personnel

15 2006 Line-of-Duty-Deaths 106 LODDs 44 Urban 46 Rural 16 Wildland Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

16 2006 Line-of-Duty-Deaths Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

17 2006 Line-of-Duty-Deaths 77 Volunteer 29 Career Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

18 2006 Line-of-Duty-Deaths 100 Male 6 Female Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

19 2006 Line-of-Duty-Deaths Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

20 2006 Line-of-Duty-Deaths Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

21 2006 Line-of-Duty-Deaths Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

22 2006 Line-of-Duty-Deaths Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

23 2006 Line-of-Duty-Deaths Firefighter Fatalities in the United States in 2006. U.S. Fire Administration. July 2007.

24 Health Surveillance of Personnel Health Surveillance for Rural Volunteer Firefighters and Emergency Medical Services Personnel. American Association of Occupational Health Nurses, Inc. February 2007.

25 2001 Non-Fatal Injuries 2001 Firefighter Injuries. Michael J. Karter, Jr. and Joseph L. Molis.

26 The Population Americans arent active! We like to think of ourselves as not part of the general population After all, we are the ones who come to help those in need Emergency services personnel are not an exception We are a cross-section of the population and representative of the population-as-a-whole.

27 Physical Activity Level 1997 2002 Total 25-44 years Female 75 years and over Male 18-24 years 45-64 years 65-74 years 040%20%80%60% National Health Interview Survey. Department of Health & Human Services, CDC. 2002. No Physical Activity for Adults by Gender & Age

28 Greatest Asset The research supports the need to give greater attention and focus to wellness The health and well-being of many of our people is in serious jeopardy every day We should strive to help our greatest resource – our people – better prepare themselves for the selfless duties they perform daily. The only way to do this is through comprehensive wellness and fitness programs.

29 Wellness

30 Wellness is a comprehensive term that includes all of the following: – Medical Fitness & Health – Physical Fitness – Emotional & Behavioral Health – Rehabilitation – Data Collection & Reporting Wellness programs are intended to strengthen personnel so that their mental, physical, and emotional capabilities are resilient enough to withstand the stresses and strains of life and the workplace.

31 Wellness Weve supersized everything: Food Drinks Vehicles Homes Even emergency apparatus Isnt it time we super-size wellness?

32 Super-Sized Bigger is better, right?

33 Super-Sized

34 The Benefits of Wellness What are the benefits of wellness? Make two (2) lists: 1.Organizational benefits 2.Individual benefits Select a leader to present your findings in five (5) minutes.

35 Benefits to the Organization Better Overall Fitness Better Total Wellness Reduced Injuries Reduced Disabilities Reduced Sick Leave Lower Long-Term Healthcare Costs

36 Benefits to the Individual Greater strength and stamina Weight reduction/control Lower cholesterol and blood pressure levels Decreased risk of death, injury, or disability Improved job performance & enjoyment from work Better posture and joint functioning Reduction of anxiety, stress, tension, and depression

37 Benefits to the individual Increased energy, general vitality, & mental sharpness Enhanced self-esteem & self-image More restful sleep Enhanced capacity to recover from strenuous & exhaustive work Increased tolerance for environmental stress Improved mobility, balance, and coordination

38 Cost-Benefit

39 Many corporations tout returns of $1.50-$3.40 for every dollar invested in wellness efforts

40 Cost-Benefit In January 1997, the City of Phoenix, Arizona conducted an audit of their disability retirement program for all city employees Annual Disability Pension Costs: The reduced disability pension cost for the Phoenix Fire Department reflects their 12-year commitment to an effective wellness & fitness program. City of Phoenix DepartmentAnnual Cost Fire$100,000 Police (2x as many personnel as Fire) $721,000 General Government (5x as many personnel as Fire) $623,000

41 Cost-Benefit Companies starting to realize the importance of wholly-well staff Higher healthcare costs of staff with sedentary lifestyles & poor diets Charging higher healthcare premiums to those with poor diet, and/or unhealthy habits Companies are allowing – and encouraging – fitness/wellness activities on-the-clock

42 A Commitment, A Partnership

43 Commitment & Partnership A wellness program is not just another program, it is a total commitment to: – the health, safety, and longevity of all personnel – the productivity and performance of personnel – the cost effectiveness and welfare of the organization

44 Commitment & Partnership When personnel are ill or injured, malnourished or overweight, over stressed or out of balance, it affects their ability to effectively do their job Wellness is a personal commitment that all personnel must make to survive, ensure career success, and to improve their quality of life.

45 What is your commitment? Take a few minutes to complete your pledge card. Pledge how you plan to make a change in your level of commitment to individual wellness as soon as you leave the room today.

46 Commitment & Partnership Responsibility for wellness & fitness cannot just be given to management Without labor input & cooperation in the process, members will not buy in to the program Labor & management must develop a wellness program that is educational and rehabilitative – not punitive

47 Commitment & Partnership Wellness is important for all personnel Some individuals may gravitate to job tasks other than firefighting or EMS delivery because of personal necessity or interest All jobs are important and involve significant physical and emotional stress Remember to include uniformed and non- uniformed personnel in your efforts!

48 ACTION #1 Develop an organizational fitness & wellness team.

49 Wellness-Fitness Team & Resources

50 Who should be on your team? Take a few minutes to jot down who you think would make good Wellness & Fitness Team members.

51 Resources International Association of Fire Fighters Fit to Survive! www.iaff.org/HS International Association of Fire Chiefs www.iafc.org American Council on Exercise www.acefitness.org IAFF/IAFC/ACE Joint Labor Management Wellness-Fitness Initiative, Second Edition

52 Resources National Volunteer Fire Council www.nvfc.org www.healthy-firefighter.org www.cholesterolalarm.com

53 Resources U.S. Department of Agriculture www.MyPyramid.gov Firefighters Workout www.firefightersworkout.com Occupational Safety & Health Administration (OSHA) www.osha.gov National Institute for Occupational Safety & Health (NIOSH) www.cdc.gov/niosh Centers for Disease Control (CDC) www.cdc.gov

54 Resources American Speech-Language Hearing Association www.asha.org American College of Sports Medicine www.acsm.org American Heart Association www.americanheart.org Healthier US www.healthierus.gov

55 Resources Aerobics & Fitness Association of America www.afaa.com American Dietetic Association www.eatright.org National Fire Protection Association www.nfpa.org United States Fire Administration www.usfa.dhs.gov National Fallen Firefighters Foundation www.firehero.org

56 Resources Albemarle County Department of Fire Rescue www.ACFireRescue.org Other Departments Miami-Dade County, FL Fire & Rescue Fairfax County, VA Fire & Rescue Austin, TX Fire Charlotte, NC Fire Los Angeles, CA Fire New York City, NY Fire Phoenix, AZ Fire Seattle, WA Fire

57 Our Culture

58 What is our current culture? Put others before ourselves: Greater love hath no man than this, that a man lay down his life for his friends. - John 15:13 Contradicting culture: Do no further harm. Check the scene of safety. Ensure that it is safe for us to help.

59 What is our current culture? If we – our people – are not physically fit or emotionally well, are we really helping as we should be? We train, we practice, we drill, we evaluate, we respond. But, are we potentially creating another hazard by being unprepared physically and emotionally?

60 Changing Our Culture Research has shown the need for high levels of aerobic fitness, muscular endurance, & muscular strength to perform safely and effectively Physical fitness & emotional well- being is critical to maintaining the wellness of our personnel Fitness & wellness must be incorporated into the overall fire/EMS philosophy & culture

61 What initiatives are in place now? Gather with your group again. List the initiatives that your organization already has in place. You may find that you already have key components of a program in place.

62 ACTION #2 Evaluate established practices and current initiatives.

63 Identifying the Need

64 Direct relationship between high levels of aerobic & muscular fitness and work place productivity & safety Greater physical capacity increases the ability to deal with adverse conditions such as: – hard, repetitive physical labor – exposure to extreme environments – long work hours – reduced sleep and rest

65 Identifying the Need A low level of fitness jeopardizes the safety of not only the individual but also their colleagues and the public Physical fitness & emotional health – combined with training & experience – are the most crucial factors in determining an individuals ability to perform safely & efficiently

66 ACTION #3 Identify where changes or additions are needed.

67 Program Components

68 Medical – Fit-for-Duty Exams/Annual Physicals Fitness – Trainers/Specialists – Assessments, Personalized Plan – Equipment/Gym Memberships – Time for Exercise Infection/Exposure Control – Immunizations Occupational Exposure Plan

69 Program Components Behavioral – Wellness Education – Individual Health-Risk Appraisals – Injury Prevention – Critical Incident Stress Management – Chaplaincy Program – Nutrition Education Rehabilitation Data Collection and Reporting

70 ACTION #4 Identify alternative approaches for each objective/component. Select the best alternatives.

71 Developing Your Plan

72 Your Fitness & Wellness Plan Budget constraints should not be a major barrier Consider alternative funding sources Education is always a great option Think Simple! Consider partnerships Understanding the risks and consequences of not participating in a health and wellness program is a critical step.

73 Alternative Funding Sources Fees for Service Grants (Assistance to Firefighters Grant, SAFER) Foundations Corporate Donations Cause-Specific Fundraising

74 Explore Potential Partnerships Health Clubs, Gyms, Fitness Facilities Hospitals, Medical Officers, Physical Therapists Colleges & Universities, Schools Fitness Stores Health Stores Local Businesses

75 ACTION #5 Prepare a draft plan.

76 Drafting Your Plan Combine existing programs with new/proposed components into a draft plan: – Plan can be organized in any way – Include how the organization intends to meet the objectives of the program – Include a timetable & program implementation schedule – Some components may have to be phased-in – Make participation incentives part of the plan

77 Participation Incentives More reasons a person has to participate, the more likely they are to do so! Programs supported by personal or financial incentives average 50-60% 1 participation – Cash or Gift Certificates – Schedule Priority – Choice of Duties – Recognition – Finance Rewards for Reaching Individual Goals – Reimbursement for Gym Membership 1 Healthy Balance Program. Wellness Council of America. 2000.

78 ACTION #6 Have administrators review the plan.

79 Administrative Review Conduct thorough review with administration – Solicit feedback, comments, suggestions Include reviews from: – Legal – Insurance Company – Risk-Management – Human Resources/Personnel – Management & Budget – Others

80 ACTION #7 Submit the revised plan for adoption. Adopt the plan.

81 Revise & Adopt Your Plan Revise draft plan based on feedback Include an executive summary making your case – Highlight goal of achieving specific levels of wellness & fitness – Include anticipated benefits to the organization, the individual, & the community at-large Educating all parties responsible for the adoption of the plan is crucial Emphasize the program would help bring the organization into compliance with national standards & regulations Adopt the plan (legislative or administrative)

82 ACTION #8 Organize implementation teams and identify implementation strategies.

83 Establish Implementation Teams Establish implementation teams (1+) Empower each team to implement specific components Teams should report to a central authority/responsible party Use a common-sense approach Integrate each component in a way that ensures the best chance of meeting identified objectives Strategies must consider the climate of the specific organization

84 ACTION #9 Implement the plan; monitor progress.

85 Implement Plan & Monitor Progress Use an identified step-by-step process Complete the process sequentially Periodically assess progress; require regular updates from team leaders Employ standard project management practices

86 Reality Check

87 Top Five Reasons Programs Fail

88 1.Lack of Information on Risk to Self 2.Lack of Individual Goals 3.Lack of Appropriate Training 4.Lack of Time to Devote to the Program 5.Lack of Motivation Top Reasons Fitness Programs Do Not Work. Michael Stefano. www.firefightersworkout.com

89 ACTION #10 Review and update the plan regularly.

90 Evaluate & Update Make sure implementation plan includes when & how program components should be reviewed & updated – Review periodically – Ensure that objectives & assumptions are still valid – Make appropriate changes or modifications

91 Things to Remember Not quick or easy Important process to ensure high level of service Will help change our culture and our philosophy Make it a priority; always advocate in words and actions A comprehensive wellness & fitness program provides critical level of maintenance and support to the most important resource within our organization – our people!

92 Questions?

93 Thanks for Coming! Stay Well!

94 Case Study

95 Fitness assessments were conducted on prior to and immediately following an intense twelve-week boot camp style, individualized physical training (PT) program

96 Case Study The assessments consisted of: – Pre-Evaluation Fitness-for-Duty Medical Exam Self-Assessment Tool Medical/Lifestyle History – Aerobic Capacity Gerkin Protocol (Treadmill) – Muscular Strength Hand-Grip, Leg, & Arm (Jackson Strength System & Jamar Hand Dynamometer) – Muscular Endurance Push-Up & Sit-Up (WFI Protocol) – Flexibility Sit & Reach (Standard) – Post-Evaluation Body Composition (Skinfold Caliper) Nutrition Workshop

97 Case Study Personnel had a minimum of four (4) hours of PT weekly

98 Case Study: Aerobic Capacity Fitness can be measured by the volume of Oxygen one can consume while exercising at maximum capacity.

99 Case Study: Muscular Strength Grip strength, upper body strength, and lower body strength are key to a firefighters efficient performance.

100 Case Study: Muscular Strength

101

102 Case Study: Muscular Endurance Core body strength and stability and general muscular endurance are imperative to a firefighters performance and safety.

103 Case Study: Muscular Endurance

104 Case Study: Flexibility Flexibility is necessary for normal activities and especially necessary during strenuous ones. Maintaining a solid range-of-motion allows the firefighter to complete tasks, maintain good posture, and reduces the possibility of injuries and lower back problems.

105 Case Study: General Health

106

107

108 Case Study: Body Composition

109

110 Thanks for Coming! Stay Well!


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