1. The City of Los Angeles … Second Largest City in the USA 470 Square Miles Third Busiest Port Fifth Busiest International Airport 4 Million People 40,000 City Employees LAPD – 9,500 Employees LAFD – 3,500 Employees – 106 Fire Stations

2. The Fire Service – 2013 and beyond

3. “ The times they are ‘a changin’ ” Organized over a century ago to guard against property loss

4. The 1970’s Baby Boomer Generation Structure Fires dwindle dramatically National economy improves The beginning of EMS

5. 70’s-80’s-90’s Sprinklers Stringent building codes Fire prevention Fire retardant materials Smoke Detectors Fires continued to decrease

6. 70’s-80’s-90’s Lightweight construction Faster fuel loads Less fire-ground experience

7. Cultural Shift Baby Boomer Military – Construction Unquestioning Dedicated-Loyal Little formal education Generation X-Y Less willing to sacrifice family and personal interests Very educated

8. September 11, 2001

9. The Economy

10. Public Safety=50%-70% of city budgets Fire Departments = 20% of city budgets 94% are salaries (LAFD) 96% work in “the field” Most cities Crime is up Fires are down

11. What drives Change? Demands by customers Competition/Privatization Economy Political will Social issues

12. Change is the Fire Service “There is nothing more difficult to take in hand, more perilous to conduct, more uncertain in its success, than to take the lead in the introduction of a new order of things” Machiavelli, 1537

13. The call for change ADA- age discrimination New Haz Mat Environmental ICS SCBA Technology Risk Management Alternative Fuel vehicles GEO positioning Managed Health care

14. The call for change Reduced funding Change in response matrix (70% EMS) Public expectation Maintain service Less personnel Keep response times Consolidation “Right size” Maintain standards

15. Change is the Fire Service So what’s the problem? We take great pride in our past and we have entitlement. Most of us have no “say” in the change. We’re rarely told the Who, What, How and Why. We have to implement the change.

16. WHY do people resist change? They are stubborn and ignorant? They have legitimate concerns the leader may not have considered?

17. Resistance to Change Think of any significant changes that have been made since you’ve been a member of the Fire Department What was your first reaction? What is your feeling now, years later?

18. We Fail to Communicate Effectively!

19. INDIVIDUAL Sources of Resistance See no need to change Fear losing something of value Taken out of their comfort zone Fear they lack skills Negative past experience

20. What are they Seeing?

21. Leader Strategies to Overcome Resistance Demonstrate the Need for the Change It must be tied to the mission, somehow. It it’s budget driven, that must be acknowledged honestly. It should, in most cases, undergo an extensive review after implemented

22. Leader Strategies to Overcome Resistance Demonstrate the Need for the Change Allow people to participate There should never be “operational” changes that are a surprise to the field

23. Leader Strategies to Overcome Resistance Demonstrate the Need for the Change Allow people to participate Arrange additional training

24. Leader Strategies to Overcome Resistance Demonstrate the Need for the Change Allow people to participate Arrange additional training Actively Support the Change

25. Leader Strategies to Overcome Resistance Demonstrate the Need for the Change Allow people to participate Arrange additional training Actively Support the Change Make Changes Incrementally

26. Leader Strategies to Overcome Resistance Demonstrate the Need for the Change Allow people to participate Arrange additional training Actively Support the Change Make Changes Incrementally Have to courage to re-adjust

27. So, what do we do now? Determine how best to “keep” what we hold true and dear Politics are a dangerous but necessary game

28. Professionalism We are public servants Appearance is who we are perceived as Office Vehicle Uniform Equipment Credibility, Support, and reputation come with a sharp appearance and professional demeanor

29. Commanding Officers Decision Template The Needs of the public 1st The Organization 2nd The Individuals3 rd

30. Does it make the Commanding Officer popular? Uniforms Driving Regulations Safety Equipment Behavior/Jokes There a LOT of rules, but have we really trained them on how to make the best decision? And do we always model the appropriate behavior?

31. Behavioral Risk Management Making the right decision all of the time. Where is your Loyalty?

33. Behavioral Risk Management Why do we still have issues? - Disobedience (serious to “trivial”) - Lack of understanding (Training) - Humor/Firefighter Culture - Inconsistent application

34. Lack of Understanding Have you truly been trained? Black & White Issues Grey areas?

35. Behavior “Template” Are you going to do it, or allow it? Is it specifically outlined in our policy? Could it affect your ability to respond? Could it have a negative affect on the work environment? (is it work related?) If the public knew about this could it bring discredit? Still unsure? Call your boss! Ask ‘em! Is it Job-related, professionally based, mission consistent, and in the best interest of the public?

36. We have to compensate, operationally Less personnel requires operational changes & innovative methods We must continue to strive for effectiveness & safety

37. In April of 2004, fire service leaders from across the United States gathered in Tampa, Florida. At this summit meeting these leaders began to design a new fire service culture. This new culture is built on the 16 Firefighter Life Safety Initiatives so that Everyone Goes Home.

39. Initiative # 1 Define and advocate the need for a cultural change within the fire service relating to safety; incorporating leadership, management, supervision, accountability and personal responsibility.

40. Cultural change has to begin with informal leaders, managers, supervisors. From top to bottom: the culture of the fire service must change. You can change your behavior TODAY. What Initiative #1 Means Be part of the “NEW” Fire Service Safety Culture Examine your attitudes & behaviors regarding safety Realize that change is not a threat to the organization Embrace Health & Wellness programs & practice them Lead by your own example & make the difference— be an agent of change Be part of the “NEW” Fire Service Safety Culture Examine your attitudes & behaviors regarding safety Realize that change is not a threat to the organization Embrace Health & Wellness programs & practice them Lead by your own example & make the difference— be an agent of change

41. Initiative # 2 Enhance the personal and organizational accountability for health and safety throughout the fire service.

42. Each fire service organization must promote safe practices; each individual must have the tools to be safe and adhere to safe practices at ALL TIMES. What Initiative #2 Means Follow SOPs at all times Follow SOPs at all times Train / Learn / Teach everyday Train / Learn / Teach everyday Utilize the Incident Command System Utilize the Incident Command System Adhere to Vehicle Inspection Schedules Adhere to Vehicle Inspection Schedules Schedule and stick to equipment checks Schedule and stick to equipment checks “Strap in and Stay In” “Strap in and Stay In” Don’t take the environment for granted Don’t take the environment for granted Follow SOPs at all times Follow SOPs at all times Train / Learn / Teach everyday Train / Learn / Teach everyday Utilize the Incident Command System Utilize the Incident Command System Adhere to Vehicle Inspection Schedules Adhere to Vehicle Inspection Schedules Schedule and stick to equipment checks Schedule and stick to equipment checks “Strap in and Stay In” “Strap in and Stay In” Don’t take the environment for granted Don’t take the environment for granted

43. Initiative # 3 Focus greater attention on the integration of risk management with incident management at all levels, including strategic, tactical, and planning responsibilities.

44. Learn the concept of “Risk Management”; Ensure everyone understands the difference between an acceptable risk and an unacceptable risk. Develop and implement a system to pre-identify unacceptable risks. What Initiative #3 Means

45. Initiative # 4 All firefighters must be empowered to stop unsafe practices.

46. Firefighters must be allowed to identify and report unsafe practices. They must be able to stop activities that present imminent harm to themselves or others, without fear of penalty or reprisal. What Initiative #4 Means Be aware of safe practices and look for unsafe ones Take the initiative to develop and implement procedures to enable and empower firefighters to stop unsafe conditions in training, on the fire ground and during routine operations Never question the integrity of those who speak out for safe fire ground operations Be aware of safe practices and look for unsafe ones Take the initiative to develop and implement procedures to enable and empower firefighters to stop unsafe conditions in training, on the fire ground and during routine operations Never question the integrity of those who speak out for safe fire ground operations

47. Initiative # 5 Develop and implement national standards for training, qualifications, and certification (including regular re-certification) that are equally applicable to all firefighters based on the duties they are expected to perform.

48. Fire service departments are recognizing national certification standards as a way to measure the competency of their members. National standards encourage departments to operate at higher levels of effectiveness. What Initiative #5 Means Seek state and national certifications at all levels of your fire department employment Support efforts toward mandatory re-certification or refresher training; refreshing teaches new methods and improves skills which are used infrequently Seek state and national certifications at all levels of your fire department employment Support efforts toward mandatory re-certification or refresher training; refreshing teaches new methods and improves skills which are used infrequently

49. Initiative # 6 Develop and implement national medical and physical fitness standards that are equally applicable to all firefighters, based on the duties they are expected to perform.

50. In this profession, health and wellness are non-negotiable. Departments should establish and enforce SOPs which support wellness. Individuals must embrace wellness as a strategy for successful fire service careers or seek employment elsewhere. What Initiative #6 Means Adopt a heart-healthy lifestyle, including making healthful food choices and regular exercise Don’t smoke / Don’t do drugs Follow all health and wellness SOPs Be a Good Example Understand the impact your death would have on your family, co-workers and community Adopt a heart-healthy lifestyle, including making healthful food choices and regular exercise Don’t smoke / Don’t do drugs Follow all health and wellness SOPs Be a Good Example Understand the impact your death would have on your family, co-workers and community

51. Initiative # 7 Create a national research agenda and data collection system that relates to the initiatives.

52. We won’t know if we are living the initiatives if we do not collect data. Data analysis is the key to making any course corrections regarding the Life Safety Initiatives. It will also provide important corollary data. What Initiative #7 Means Encourage your department to participate in national data recovery systems such as NFIRS Support data gathering at the local level Be vocal with local politicians about where your tax money is spent—urge them to support our national agenda for firefighter safety Encourage your department to participate in national data recovery systems such as NFIRS Support data gathering at the local level Be vocal with local politicians about where your tax money is spent—urge them to support our national agenda for firefighter safety

53. Utilize available technology wherever it can help produce higher levels of health and safety Initiative # 8

54. It is irresponsible not to use technology when it can improve safety outcomes. Technological solutions should be a leverage and a tool for improving fire ground safety. What Initiative #8 Means Attend conferences to keep abreast of new technologies and take this knowledge back to your department Encourage your department to employ Command and Rescue vehicles on scene which are equipped with technological advance systems that can be integrated into the command system Become the technology geek of your department Attend conferences to keep abreast of new technologies and take this knowledge back to your department Encourage your department to employ Command and Rescue vehicles on scene which are equipped with technological advance systems that can be integrated into the command system Become the technology geek of your department

55. Thoroughly investigate all firefighter fatalities, injuries, and near misses. Initiative # 9

56. Even if your organization is uncomfortable with sharing information about a fatality, injury, or near-miss incident, it is a moral obligation to do so. Knowing what happened can prevent it from happening again. What Initiative #9 Means Implement investigations without delay—learning can begin immediately Be familiar with NIOSH, FEMA, USFA, CDC, NFPA reports. They can be studied to increase safety Encourage the collection of “near-miss” data. Near-miss incidents provide excellent learning / training tools Implement investigations without delay—learning can begin immediately Be familiar with NIOSH, FEMA, USFA, CDC, NFPA reports. They can be studied to increase safety Encourage the collection of “near-miss” data. Near-miss incidents provide excellent learning / training tools

57. Initiative # 10 Grant programs should support the implementation of safe practices and / or mandate safe practices as an eligibility requirement.

58. There is grant money available for you to begin implementing the initiatives. Grants should however, be tied to increasing safety measures. No safe practices / no grant. What Initiative #10 Means If you ask for a grant to improve health and wellness for example, recommendations should be made and implemented as a condition of future grants. Take time to learn how to write grants professionally— beginning with the identification of granting sources. If you ask for a grant to improve health and wellness for example, recommendations should be made and implemented as a condition of future grants. Take time to learn how to write grants professionally— beginning with the identification of granting sources.

59. National standards for emergency response policies and procedures should be developed and championed. Initiative # 11

60. National Standards for emergency response policies and procedures should be developed. At the local level, departments may have to increase response times to “arrive alive.” What Initiative #11 Means Help to adopt safe driving rules and enforce them. Secure loose objects in cabs and on vehicles. Respond to emergencies using emergency response SOPs; no red lights and sirens to routine calls. Make sure all vehicles meet current safety standards. MOST IMPORTANT: MANDATE SEAT BELT USE! Help to adopt safe driving rules and enforce them. Secure loose objects in cabs and on vehicles. Respond to emergencies using emergency response SOPs; no red lights and sirens to routine calls. Make sure all vehicles meet current safety standards. MOST IMPORTANT: MANDATE SEAT BELT USE!

61. Initiative # 12 National protocols for response to violent incidents (including terrorism) should be developed and championed.

62. Fire and EMS workers deserve to have policies which will reduce their exposure to all threats of violence. What Initiative #12 Means Promote policies to “stage” violent incident responses, removing the pressure to react immediately. SOPs should include “GO” and “No- GO” criteria. Learn all you can about responding to terrorist incidents, regardless of your department’s size or proximity to predicted targets. Promote policies to “stage” violent incident responses, removing the pressure to react immediately. SOPs should include “GO” and “No- GO” criteria. Learn all you can about responding to terrorist incidents, regardless of your department’s size or proximity to predicted targets.

63. Initiative # 13 Firefighters and their families must have access to counseling and psychological support

64. Firefighting is a high-risk occupation which, from time to time, can put the employee and his or her family under extreme stress. They deserve access to mental health care. What Initiative #13 Means If you are feeling stress (depression / anxiety or physical symptoms) seek help from physicians, EAP counselors, and religious or other sources. Don’t “tough it out”; this could lead to bad results for you and your family. Stress-awareness should be part of firefighter training at all levels. Help a buddy you see struggling with stress- related problems. If you are feeling stress (depression / anxiety or physical symptoms) seek help from physicians, EAP counselors, and religious or other sources. Don’t “tough it out”; this could lead to bad results for you and your family. Stress-awareness should be part of firefighter training at all levels. Help a buddy you see struggling with stress- related problems.

65. Public education must receive more resources and be championed as a critical fire and life safety program Initiative # 14

66. Public Education is a responsibility of all fire service personnel. It should not be reserved for one week in October. Increased civilian awareness will decrease firefighter risks. What Initiative #14 Means Make communicating the fire prevention message to the community a priority. Utilize USFA resources and materials—they are free and excellent. Become an ambassador for community safety in your church, children's’ schools, volunteer groups, etc. Become an advocate for code adoption & enforcement. Make communicating the fire prevention message to the community a priority. Utilize USFA resources and materials—they are free and excellent. Become an ambassador for community safety in your church, children's’ schools, volunteer groups, etc. Become an advocate for code adoption & enforcement.

67. Advocacy must be strengthened for the enforcement of codes and the installation of home fire sprinklers Initiative # 15

68. The widespread use of residential sprinklers will improve outcomes for civilians and decrease firefighter injuries and LODDs. What Initiative #15 Means Ensure all firefighters understand how sprinkler systems operate and the value they bring to reducing Line of Duty Deaths. Actively advocate for residential sprinkler laws and widespread adoption. If you build a home, consider the installation of a sprinkler system—lead by example. Ensure all firefighters understand how sprinkler systems operate and the value they bring to reducing Line of Duty Deaths. Actively advocate for residential sprinkler laws and widespread adoption. If you build a home, consider the installation of a sprinkler system—lead by example.

69. Safety must be a primary consideration in the design of apparatus and equipment. Initiative # 16

70. Encourage your department to make “safety” the highest priority in equipment and apparatus purchases — as high as design and price. What Initiative #16 Means Form an apparatus committee and help set your department’s policies on equipment and apparatus purchases. Read professional journals and attend conferences where new innovations in apparatus and equipment are demonstrated. Learn NFPA standard 1901 regarding apparatus safety standards. Form an apparatus committee and help set your department’s policies on equipment and apparatus purchases. Read professional journals and attend conferences where new innovations in apparatus and equipment are demonstrated. Learn NFPA standard 1901 regarding apparatus safety standards.