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Becoming Fully Involved in Firefighter Safety Kelvin J. Cochran United States Fire Administrator.

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Presentation on theme: "Becoming Fully Involved in Firefighter Safety Kelvin J. Cochran United States Fire Administrator."— Presentation transcript:

1 Becoming Fully Involved in Firefighter Safety Kelvin J. Cochran United States Fire Administrator

2 “FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards.” FEMA’s Mission 2

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4 Becoming Fully Involved Defined Becoming: in the state or process of changing; attractive Fully: entirely or wholly Involved: committed, engaged A state or process of changing attractively and entirely to a wholly committed and engaged firefighter or organization 4

5 5 Becoming Fully Involved “Fully Involved Structure Fire” Requirements:  Fuel  Heat  Oxygen  Chemical Chain Reaction

6 6 Becoming Fully Involved “Fully Involved Fire Service Leader” Requirements:  Dreams  Purpose  Character  Values  Virtue

7 7 To set a crew, a battalion, section, division or organization on fire, the leader must first have dreams, purpose, character, and virtue; which sets their wood ablaze – only then can they set others on fire, a fire to “become fully involved”.

8 8 Becoming Fully Involved “Fully Involved Fire Service Organization” Requirements:  Vision  Mission  Culture  Values  Virtue

9 How can we grow Do I belong What do I give What do I get Building a Great Place to Work Ownership Growth Teamwork Individual Contribution Basic Needs Copyright © , 2008 Gallup, Inc. All rights reserves. FEMA_GMP_Mnl_en-US_ _mm

10 META-ANALYSIS BUISNESS IMPACT ANALYSIS TM Opportunities to learn and grow Progress in last six months Best friend Coworkers committed to quality Mission/Purpose of company My opinions count Encourages development Supervisor/Someone cares Recognition last seven days Do what I do best every day Materials and equipment I know what is expected Productivity Safety Profitability Retention Customer Copyright © , 2008 Gallup, Inc. All rights reserves. FEMA_GMP_Mnl_en-US_ _mm How can we grow Do I belong What do I give What do I get

11 11 Individual Virtue Core Self Evaluations Affectivity: Outlook on life Self-esteem: View of self worth Self-efficacy: Ability to make a difference Locus of control: Influence we have on our destiny

12 12 The Virtuous Organization Definitions of the word virtue:  Moral excellence; goodness; righteousness (in right standing)  Conformity of one’s life and conduct to moral and ethical principles  Effective force, power or potency  An order (trait) of angels

13 The Value of Organizational Virtue  Increased Coordination and Collaboration  Administrative initiatives  Operational initiatives  Increased Agility  Executing high-volume routine activities  Rolling out new initiatives  Executing impromptu opportunities (nimble)  Increase member involvement  Greater commitment to overall mission  Enhanced access and inclusion

14 14 Sources of Organizational Virtue  Human Resources: dedicated and committed members and staff  Controls: policies, procedures and rules which govern decision making and behavior  Competence: formal and continuing training and professional development

15 15 Sources of Organizational Virtue  Climate: creating an atmosphere where personnel look forward to coming to work, and stakeholders look forward to participating  Sustained Sources of Income: securing a stream of revenue which contributes to operational and strategic goals  Operational Image: creating a compelling brand; establishing organizational character and integrity which inspires support for its mission

16 16 Enemies of Organizational Virtue  Complacency: self-satisfaction accompanied by unawareness of areas of vulnerability and deficiency  Stagnancy: not advancing or developing  Stereotyping: frequent almost mechanical like repetition of the same posture, movement, or form; lacking originality

17 17 Enemies of Organizational Virtue  Incompetence: inadequate or unsuitable for a particular purpose; lacking the qualities needed for effective action  A Culture of “Isms”: racism, sexism, nepotism, favoritism, territorialism  Lingering on Past Successes: celebrating too long; failure to reinvent or refurbish the organizational image

18 18 Becoming Fully Involved … A virtuous fire service leader continuously monitors the atmosphere to fight the enemies of organizational virtue in order that everyone becomes fully involved in firefighter safety.

19 19 Types of Wood  Kindling: small pieces of wood that ignite easily for setting fire to larger pieces of wood and other fuels  Kindling: in fire service organizations new enthusiastic members and leaders with shared values, who are mission-driven and excited about future possibilities; small victories worth celebrating department-wide;  Kindle: set on fire; light; stir up; arouse; light up; brighten

20 20 Types of Wood  Cured wood: wood that through the process of becoming has evolved to maximum burn potential  Cured wood: fire service members whose purpose, character and values do not change under challenging circumstances

21 21 Types of Wood  Petrified wood: cured wood that through the course of time has turned to stone and is noncombustible  Petrified wood: in fire service organizations are members who lack vision, purpose, values, character and virtue; whiners and complainers  Petrified forest: ancient forest whose trees have turned to stone; an entire crew, battalion, group or staff

22 Types of Wood  Dead wood: wood that never fully developed or was damaged or is no longer rooted or nourished by roots  Dead wood: fire service members who never embraced the values of the organization from their hire date, but has somehow managed to survive employment and even promotions  Petrified wood and dead wood subtract from organizational virtue and has potential for converting or quenching kindling and cured wood

23 Federal Involvement Develop and communicate vision Develop standardized LODD definition Enforce standards (incentives, sanctions) Mandate RIT/Mayday 23

24 National Organizations Involvement Unity of voice on LODDs and Injuries Consistent stance on certifications Support federal vision Mandate RIT/Mayday 24

25 State Organizations Involvement Standardize minimum requirements for certifications for positions Enforce national and federal standards/vision Heavy emphasis on fire prevention, health and safety training Mandate RIT/Mayday 25

26 Local Organizations Involvement Support federal/national vision Cultural change and education Support firefighter safety standards with ordinances, policies, and law Mandate RIT/Mayday training and standardization 26

27 Fire Chief Involvement Support federal/national vision Visionary for cultural changes and improvements Priority on fire prevention and firefigther safety Mandate RIT/Mayday training and standardization 27

28 Company Officer Involvement Support federal, national, department vision Focus on fire prevention and firefighter safety Lead, enforce, train firefighters on safety Mandate RIT/Mayday training and standardization 28

29 Firefighter Involvement Support federal, national, department vision Engaged in cultural change Personal accountability for prevention and safety Mandate RIT/Mayday training and standardization 29

30 30 Levels of Accountability Federal/National USFA Goals and Strategic Initiatives National Fallen Firefighters Foundation Wellness Fitness Initiative (IAFC/IAFF) Fire and Life Safety Priorities (IAFC) NFPA Standards Residential Fire Sprinkler Initiative

31 31 Levels of Accountability State State Government State Training Institutions State Fire Prevention and Control Offices State Fire Marshals

32 32 Levels of Accountability Local City Government: Mayors, City Council County Government: County Administrators, County Commissioners Fire Board of Commissioners Public Safety Commissioners

33 33 Levels of Accountability Fire Chief Assess Risk and Capabilities Human Resources Professional Development Equipment Facilities, Supplies, Technology Emergency Response Readiness Develops Policies, Procedures, Guidelines

34 34 Levels of Accountability Battalion Chief Implements administrative and operational policies and programs Monitors performance, outcomes and impacts Manages personnel, facilities, and equipment Supports company officers

35 35 Levels of Accountability Incident Commander Effective size up Incident priorities: life safety, incident stabilization, property conservation R.E.C.E. O. V.S. Incident safety officer Accountability officer Personnel accountability reports

36 36 Levels of Accountability Company Officer Maintains Company Skill Levels Maintains Crew Integrity Follows Safety Policies Posts Incident Discussion Rewards – Good Behavior Disciplines – High Risk Behavior

37 37 Levels of Accountability Firefighter Team Work Stays Fit Personal Accountability Maintains PPE Maintains Skills

38 Federal/National State Local Fire Chief Battalion Chief Incident Commander Company Officer Firefighter 38

39 39 Q 12 ® Meta-Analysis Study Information Correlations of Q 12 to: l turnover/retention l customer metrics l safety l absenteeism l shrinkage l productivity l profitability Correlations of Q 12 to: l turnover/retention l customer metrics l safety l absenteeism l shrinkage l productivity l profitability Analysis of: l 681,799 employees l 23,910 business units* l 125 organizations** l 37 industries Analysis of: l 681,799 employees l 23,910 business units* l 125 organizations** l 37 industries * Includes business units in 23 countries in Asia, Central/South America, Europe, and North America ** 20 organizations exclusively outside the United States Copyrigt © 2008 Gallup, Inc. All rights reserved.

40 40 Q 12 ® Meta-Analysis: Outcomes Difference between top and bottom quartiles Turnover AbsenteeismShrinkage Safety Incidents CustomerProductivityProfitability Difference between engaged and actively disengaged employees in unexcused absences High- Turnover Orgs. Low- Turnover Orgs. Copyright © 2008 Gallup, Inc. All rights reserved.

41 A Fully Involved Firefighter Results in a change in the culture of the American fire service to a Nation of firefighters vigilant in their commitment toward eliminating line of duty deaths and injuries. 41

42 The American Fire Service has made great strides in developing standards, fire equipment enhancements, wellness/fitness initiatives, and personal protective equipment and safety awareness initiatives. 42

43 Firefighter Fatalities 43 *Includes Hometown Heroes 12/

44 16 Firefighter Life Safety Initiatives 1.Define and advocate the need for cultural change 2.Enhance personal and organizational accountability for health and safety 3.Focus on the “integration” of risk management 4.Be empowered to stop unsafe practices 5.Develop and implement standards for training, qualifications, and certifications 6.Develop and implement medical and physical fitness standards 7.Create a national research agenda and data collection system 8.Utilize available technology 9.Thoroughly investigate all firefighter fatalities, injuries and near misses 10.Make safe practices an eligibility requirement for grant programs 11.Develop standards for emergency response policies and procedures 12.Develop protocols for response to violent incidents 13.Provide counseling and psychological support for firefighters and their families 14.Include public education as a critical fire and life safety program 15.Advocate for home sprinkler systems 16.Always consider Safety in the design of apparatus and equipment 44

45 Everyone Goes Home 45

46 The Fire Service Preamble We the fire service leaders of the United States; in order to form a more perfect fire and emergency service… 46

47 Fire Service Preamble Establish Justice: by developing and administering fair and equitable hiring, and promotional policies; fair and equitable disciplinary and grievance procedures and a system of rewards and recognition for our members. 47

48 Fire Service Preamble Ensure Domestic Tranquility: by providing prompt and safe emergency services through firefighting, rescue, emergency medical, and special operations so that citizens and visitors have the assurance of a responsive, committed, competent and unified force of firefighters to meet their needs in the most trying circumstances of their lives. 48

49 Fire Service Preamble Provide for the Common Defense: by remaining vigilant to address emergency preparedness and response capabilities for terrorists’ risks and natural disasters which threaten the nation. 49

50 Fire Service Preamble Promote the General Welfare: by being assertive in the administration of public education, public relations and public information programs which empower Americans to prevent fires to their homes and businesses and fire deaths to themselves and their families; and to prevent heart attacks, strokes, injuries and harm to themselves and others 50

51 Fire Service Preamble And Secure the Blessings of Liberty to Ourselves and Our Posterity: by our diligence in seeking increases in salaries and benefits commensurate to providing a wholesome quality of life for ourselves and our families; and securing an attractive compelling future for the generations of firefighters who will take our place when we retire 51

52 Fire Service Preamble Do Ordain and Establish this Mission; for the Brave and Heroic Men and Women of the Fire Service of the United States of America... 52

53 My Challenge to You… 53 Are You Doing Everything You Can to Prevent Line of Duty Deaths and Injuries? Are You Committed to Being A Safety Advocate for Your Department, Organization and Community?

54 54 Working Together… We Can Make A Difference

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