1. Standardization of In America

2. I. DAVID DANIELS Assistant Chief Safety and Employee Services Safety and Employee Services Seattle Fire Department

3. In This Presentation: Is There Really a Problem?Is There Really a Problem? Signs of Command System DysfunctionSigns of Command System Dysfunction Moving Towards Best PracticeMoving Towards Best Practice

4. Is There A Problem?

5. The significant problems we face cannot be solved by the same level of thinking that created them Albert Einstein

6. The U. S. Fire Problem One of the highest fire death rates in the industrialized world (14.9 deaths per million population).One of the highest fire death rates in the industrialized world (14.9 deaths per million population). Annually, fire kills more Americans than all natural disasters combined.Annually, fire kills more Americans than all natural disasters combined. Fire is the 3rd leading cause of accidental death in the homeFire is the 3rd leading cause of accidental death in the home 80 % of all fire deaths occur in residences.80 % of all fire deaths occur in residences.

7. The U. S. Fire Problem About 2 million fires are reported each year.About 2 million fires are reported each year. It is estimated that over 40 percent of residential fires and three-fifths of residential fatalities occur in homes with no smoke alarmsIt is estimated that over 40 percent of residential fires and three-fifths of residential fatalities occur in homes with no smoke alarms Direct property loss due to fires is estimated at $8.6 billion annuallyDirect property loss due to fires is estimated at $8.6 billion annually Americans accept fire as an inevitability.Americans accept fire as an inevitability.

8. Two hundred years of tradition, uninhibited by progress Ancient American Fire Service Proverb

9. American Fire Service To often, accepts FF serious injury or deaths as hazard of the profession.To often, accepts FF serious injury or deaths as hazard of the profession. Wear most dangerous profession as a badge of honor.Wear most dangerous profession as a badge of honor. Being scrutinized more than ever by communities, employees and government.Being scrutinized more than ever by communities, employees and government. To often wait until we are forced to change.To often wait until we are forced to change.

10. American Fire Service Averaged over 90,000 injuries per year in the 1990s and was over 95,000 for the first four years of the decade.Averaged over 90,000 injuries per year in the 1990s and was over 95,000 for the first four years of the decade. On average, 45% of these injuries occurred on the fire ground.On average, 45% of these injuries occurred on the fire ground. Over the period of the 90s there were an average of 96 firefighter fatalities on the job.Over the period of the 90s there were an average of 96 firefighter fatalities on the job.

11. Duty Firefighter Fatalities

12. Compared to Canada... Or the years 1993 - 1997, the Canadian Center for Occupational Safety and Health reports only 18 fatalities total in all of public safety employees (police fire and EMS).Or the years 1993 - 1997, the Canadian Center for Occupational Safety and Health reports only 18 fatalities total in all of public safety employees (police fire and EMS). The absence of information on firefighter deaths suggests that the problem is not as wide spread, if it exists at all.The absence of information on firefighter deaths suggests that the problem is not as wide spread, if it exists at all.

13. Explanations for the Problem Most of the firefighter fatalities are volunteers (Does it matter?)Most of the firefighter fatalities are volunteers (Does it matter?) Firefighters arent as tough as the once were (Neither are the structures they enter)Firefighters arent as tough as the once were (Neither are the structures they enter) Over half of the fatalities are heart attacks (Another example has tough we are not?)Over half of the fatalities are heart attacks (Another example has tough we are not?) There are too many inexperienced chiefs (Welcome to the 21st century!)There are too many inexperienced chiefs (Welcome to the 21st century!)

14. Signs of Command System Dysfunction

15. Command Dysfunction Is a systemic failure in the incident management system of an organization or jurisdiction.Is a systemic failure in the incident management system of an organization or jurisdiction. Has six major symptoms.Has six major symptoms. Contributes every instance of multi- firefighter emergency scene fatality and a significant majority of single instances.Contributes every instance of multi- firefighter emergency scene fatality and a significant majority of single instances.

16. Dysfunction's Impact The American fire service averaged 96 fatalities a year in the decade of the 90s.The American fire service averaged 96 fatalities a year in the decade of the 90s. from 1995- 99, averaged 17 instances a year when more than one firefighter died at the same incident.from 1995- 99, averaged 17 instances a year when more than one firefighter died at the same incident. 71% of the multiple firefighter deaths during this period can be traced directly to command dysfucntion.71% of the multiple firefighter deaths during this period can be traced directly to command dysfucntion.

17. Single vs. Multiple FF Fatality

18. Six Symptoms Lack of Risk AssessmentLack of Risk Assessment Lack of Responder DisciplineLack of Responder Discipline Lack or Misuse of the Incident Management SystemLack or Misuse of the Incident Management System Ineffective Incident CommandersIneffective Incident Commanders Lack of AccountabilityLack of Accountability Poor CommunicationsPoor Communications

19. Risk Assessment Service level expectation and system capacity often dont match.Service level expectation and system capacity often dont match. Heart vs. Head responseHeart vs. Head response Recognition and acceptance of levels of risk at the scene.Recognition and acceptance of levels of risk at the scene. Resource allocation inconsistent with level of risk and potential benefits.Resource allocation inconsistent with level of risk and potential benefits.

20. Responder Discipline Predetermined tactical operations despite the situation presented.Predetermined tactical operations despite the situation presented. Self deployment of responding units without direction or coordination.Self deployment of responding units without direction or coordination. Tactical insubordination.Tactical insubordination. Responders are not self limiting.Responders are not self limiting.

21. Lack or Misuse of IMS System design or implementation.System design or implementation. Recognition of span of control issues.Recognition of span of control issues. Practice and real world conflictsPractice and real world conflicts Tactical addictionTactical addiction

22. Ineffective On-Scene Commanders Inadequate trainingInadequate training Little or no strategic focusLittle or no strategic focus Incident Micro-ManagementIncident Micro-Management Urgency addictionUrgency addiction

23. Accountability Lack of a system.Lack of a system. Unwillingness to use the system.Unwillingness to use the system. Realism of system expectationsRealism of system expectations Coordination with incident activitiesCoordination with incident activities

24. Communications Incident organizational structureIncident organizational structure Scene communications planScene communications plan Technological challengesTechnological challenges Information overloadInformation overload

25. Moving Towards Best Practice

26. If you dont know where youre going, any road will get you there Unknown

27. Incident Management Fallacies Command personnel will learn through experience.Command personnel will learn through experience. If an individual does an exceptional job as a firefighter or company officer, they will make a an exceptional incident commander.If an individual does an exceptional job as a firefighter or company officer, they will make a an exceptional incident commander. IMS slows the progress of putting the fire out.IMS slows the progress of putting the fire out.

28. Incident Management Facts Fire prevention advances in the 20th century have minimized the opportunities for experience in the 21st century.Fire prevention advances in the 20th century have minimized the opportunities for experience in the 21st century. The command skill set is different from the task orientation of a firefighter.The command skill set is different from the task orientation of a firefighter. IMS makes emergencies more efficient and effective.IMS makes emergencies more efficient and effective.

29. Safe Command Systems Begin prior to the incident with physical and emotional fitness as well as quality training for all members.Begin prior to the incident with physical and emotional fitness as well as quality training for all members. Increase level of safety for responders by increasing the functionality of command.Increase level of safety for responders by increasing the functionality of command. Increase survivability for fire occupants through more efficient use of resources.Increase survivability for fire occupants through more efficient use of resources.

30. Where Do We Lack? Enough actual emergencies to hone the skills of command personnel.Enough actual emergencies to hone the skills of command personnel. There is no widely accepted standard of care for IMS.There is no widely accepted standard of care for IMS. Specific training for Command Officers to increase their command skill.Specific training for Command Officers to increase their command skill. Verifiable methods of ensuring that command personnel are competent.Verifiable methods of ensuring that command personnel are competent.

31. Best Practice Models Common frames of reference for the development of organizational policy.Common frames of reference for the development of organizational policy. Common foundations for performance standards.Common foundations for performance standards. A template for training standards.A template for training standards. A tool for evaluation of performance in the field.A tool for evaluation of performance in the field.

32. Who Must Lead the Move? National Fire Service Incident Management ConsortiumNational Fire Service Incident Management Consortium National Fire Protection AssociationNational Fire Protection Association Firescope/National Wildfire Coordinating GroupFirescope/National Wildfire Coordinating Group IAFC/IAFFIAFC/IAFF Intl Fire Service Accreditation CongressIntl Fire Service Accreditation Congress Intl Incident Management FoundationIntl Incident Management Foundation

33. Natl Fire Service IMS Consortium Continued development of IMS model procedures guides.Continued development of IMS model procedures guides. Continued research and development into IMS improvements such as the upgrade of the Safety Section.Continued research and development into IMS improvements such as the upgrade of the Safety Section. Continued leadership in the coordination the efforts between other important IMS organizations.Continued leadership in the coordination the efforts between other important IMS organizations.

34. NFPA Development of a professional qualification standard for the American fire service can best be implemented through the NFPA consensus process.Development of a professional qualification standard for the American fire service can best be implemented through the NFPA consensus process. The decision on how to address this issue will be made at the Fall 2000 meeting of the NFPA.The decision on how to address this issue will be made at the Fall 2000 meeting of the NFPA.

35. Firescope / NWCG Should cooperate with the Consortium and the NFPA to ensure that necessary upgrades to the IMS are instituted.Should cooperate with the Consortium and the NFPA to ensure that necessary upgrades to the IMS are instituted. Must be willing to assist the American structural fire service as it moves through the development process.Must be willing to assist the American structural fire service as it moves through the development process.

36. IAFC and IAFF It is important that the leaders of both management and labor recognize the connection between safe command systems and firefighter safety.It is important that the leaders of both management and labor recognize the connection between safe command systems and firefighter safety. Cooperation between the two is paramount to any successes that might be achieved in the IMS arena.Cooperation between the two is paramount to any successes that might be achieved in the IMS arena.

37. IFSAC Is the entity best suitable to formalize the certification process once an NFPA consensus standard exists.Is the entity best suitable to formalize the certification process once an NFPA consensus standard exists.

38. International Command Foundation World wide efforts to collect and identify IMS best practice will be critical factors in addressing IMS issues in America.World wide efforts to collect and identify IMS best practice will be critical factors in addressing IMS issues in America. It is possible that the American fire service is not able conquer the many years of tradition through a single, internal approach, thus an opportunity to affect that change may exist.It is possible that the American fire service is not able conquer the many years of tradition through a single, internal approach, thus an opportunity to affect that change may exist.

39. Other Needs IMS specific training opportunitiesIMS specific training opportunities IMS specific conferences and information exchangesIMS specific conferences and information exchanges IMS training curriculumIMS training curriculum IMS research and development effortsIMS research and development efforts