“The IC cannot oversee everything”
Kudos! to Chief Peter Hodge for his article “Live Wires Endanger Man in Burning Truck” (What We Learned, December 1996). Hodge recognizes a little-known truth in the American fire service–the value of having intelligent fire officers make informed decisions. It`s sad but true that all too often fire and emergency scenes tend to be “overmanaged” by the good-intentioned incident commanders. Hodge recognized that his officers had a better close-up view of the scene and were in a good position to make quick decisions. Recognizing rapidly deteriorating conditions in a life-threatening situation, Captain DeRosa made a critical decision that had a direct impact on the victim`s circumstances and saved the victim`s life. Quick thinking on DeRosa`s part and the vital support of the other rescue members made a dramatic rescue out of what could easily have been a tragedy. I am proud to say that I am a former member of the East Rutherford (NJ) Fire Department. Having worked personally many times with DeRosa, I can say with confidence that his actions were not only characteristically heroic but a testament to the freedom that allowed Hodge`s members to make informed decisions on their own. Incident command is effective when communication flows two ways. The IC cannot possibly oversee everything, so competent officers must be free to utilize their skills when necessary.
S. John Scarpa
Firefighter/EMT
Gladstone, Missouri
Fitness in the fire service
I recently read “Fits Over Fitness” (Editor`s Opinion, December 1996) and would like to offer my opinion about fitness in the fire service.
I am very familiar with Mr. Davis`s On Target program and have been certified as a fitness coordinator through his company. I`m sure that he has benefited financially through his program, and I can`t say that I think that`s wrong. Davis has put together one of the best tests for evaluating a firefighter`s ability to do his or her job that I have ever seen. I believe that a timed, task-oriented test is the only way to evaluate a firefighter`s physical ability to do the job. My reason for such a statement is supported by the following example. Suppose that an engine and a truck company arrive on the scene of a working structure fire and that the building needs to be ventilated before any entry can be made. The truck company is ordered to the roof while the engine company deploys its lines to the front door. If the truck company is not fit enough to do its job and takes 10 to 15 minutes to ventilate the roof, what effect will that have on the engine company`s ability to do its job? To be fair, let`s reverse the unfit company and say that the engine company lacks the fitness level to complete its job and becomes exhausted halfway through search and rescue/suppression efforts. Do we lose buildings and lives because our firefighters are not fit to do the job they have accepted?
Firefighters are exceptional people; they put their lives on the line every day to save people they don`t know. Why don`t we take care of ourselves? Why do some of the bravest people in the world give up their lives at early ages because they are too lazy to do some type of aerobic exercise three times a week and neglect to eat a sensible diet?
I agree with Davis, as would any sensible administrator, union representative, or firefighter, that it is imperative that a mature exercise fitness program already be in place before any extensive performance criteria be used to evaluate personnel. A program like that needs to include an extensive medical examination by a physician who understands the firefighter`s role, diet programs if needed, and intervention for the people found to have extensive coronary artery disease. These provisions are necessary so that these people do not become the firefighters we read about in the obituaries.
The three biggest problems in any program are money, the ability to enforce the program, and liability issues. We have had an extensive fitness program; it is currently in the process of being reevaluated–not because of financial constraints or a lack of enforcement but because of the hypothetical liability and moral issues that arose. What happens when you have a firefighter who has a medical problem that you know could be a contributing factor in ending his career? The doctor releases him, and he and comes back to work. The department keeps him exercising and evaluates him yearly. He appears to be in good physical condition but nevertheless has a career-ending cardiac event on the fireground. Whether the employee dies or just cannot come back to work, how will pension funds, workers` compensation benefits, or any legal action that might arise from the injury be affected? How does the administrator who knew there was a medical problem feel when, despite medical clearance, the employee`s career has just ended due to his fitness policy?
Fitness in the fire service is in its infancy, and the questions addressed above, plus many others, need to be answered. Do I believe that we need fitness in the fire service? ABSOLUTELY! The easiest solution would be if every firefighter would take fitness seriously as a job requirement, work out regularly, eat properly, and not feel the need to bring litigation to challenge a position based on the fact that our jobs require us to work at 110 percent of our capacity in a moment`s notice. I`ve worked with firefighters who are in excellent shape and others who aren`t. It never fails: Those who aren`t in shape are the ones who spend more time around the table complaining than they do in the exercise room working out.
Michael G. Condux
Lieutenant
Palos Fire Protection District
Palos Park, Illinois
