BY WILLIAM SHOULDIS
Many fire service leaders believe that pace of safety changes depends on a wholehearted “buy-in” by responders at the strategic, tactical, and task levels. Often, this means following the basics. Most times, it means using our collective knowledge, which can include tips on a safe response, seeking cues from a continuous size-up evaluation, disseminating information, and notifying the proper people or agencies when summoning help. Finally, properly documenting the incident and sharing lessons learned cannot be ignored. Each distinct phase provides a boundless opportunity to address personnel safety and operational effectiveness.
In January, the events in the West Virginia coal mining accident at the Sago Mine revealed the need to manage the flow of information (it was first reported that only one miner was deceased; in reality, only one miner survived). The duty of the formal and informal organization is to control rumors. Miscommunication during a search operation can have a negative outcome and erode public confidence.
THE POWER OF PEER PRESSURE
Last winter, in Philadelphia, a serious vehicle accident involving a fire department unit reinforced a formal policy and provided a practical example of the enormous power of peer pressure. It started with a member’s involvement in an off-duty minor traffic accident. No serious injuries were sustained, but the member’s private vehicle was damaged.
On the member’s return to full active duty, based on the recent experience, he convinced his paramedic partner to use the seat belt. The remark had direct “buy-in” and an instantaneous positive behavior change. Retrospectively, the casual remark may have saved the partner’s life. As a chief officer, I can only dream of developing a “by-the-book” management technique that could have such an immediate impact and be adopted by an agency.
Within a week, the pair, working together in an ambulance, survived an extreme event on the roadway. I received a call from a senior fire department official who told me that two paramedics had been injured in a crash and were en route to a local trauma center. I was directed to work as the hospital liaison/logistics officer. While the paramedics were receiving initial treatment, I met with a father, fire service friends, and union officials. Once the fire chief departed the hospital and the members were discharged, I arranged for transportation and follow-up.
The serious motor vehicle crash involved a passenger vehicle and Medic Unit #12. The weather was cold, and driving was difficult. It had snowed most of the day, and the temperature was hovering around freezing. At the time of the accident, “black ice” covered many sections of the streets and highways like a thin sheet of glass. Published reports claim the driver of the private auto lost control near a bridge. The medic unit was returning from an emergency call and was traveling in the opposite direction.
According to witnesses, the private auto went airborne. The flying vehicle, a sports utility type, struck the front of the ambulance by the grill and hood. One injured paramedic said that the last thing seen was the undercarriage of the SUV bouncing off the windshield. As the air bags deployed, the medics heard the sound of the SUV rolling off the ambulance.
Both paramedics, despite this experience, responded in an admirable manner. The operator of the fire department’s ambulance was able to free himself and raced to assist the 24-year old female driver of the SUV, who was ejected through the windshield. She was in grave condition, and the paramedic began medical interventions. The attendant, despite suffering a head wound, keyed the microphone on the mobile radio and transmitted a priority message. He accurately described the situation, gave an approximate location, and requested additional assistance. The Dispatch Center sent the closest units.
Shortly, the first unit arrived on-scene. It approached in a manner that permitted only a partial scan of the scene. The engine company could see the undamaged rear of the medic unit and was unaware of the heavy front-end damage. The SUV was about 60 feet away. The company officer gave a brief initial report (BIR), and the crew quickly went to work. Since both paramedics were wearing seat belts prior to the accident, their injuries were not deadly.
CLICK THAT SEAT BELT
For years Dr. Burton Clark, chair of the Management Science Programs at the National Fire Academy and assistant chief in Laurel, Maryland, has lectured on the need for a greater commitment to personnel safety-in particular, the use of seat belts. Regrettably, last year a large number of line-of-duty firefighter fatality reports cited failure to use seat belts as a contributing factor. It is estimated that more than one-half of line-of-duty deaths result from traumatic injuries, many occurring in motor vehicle crashes.
Federal and state laws mandate the wearing of seat belts. Many fire departments’ policies mandate fastening seat belts before leaving quarters. Tragically, these regulations are often disregarded.
To complicate the situation, misinformation or “myths” surround seat-belt use. One such myth is that rapid deployment supersedes firefighter safety. It is also common to find fault with the manufacturer’s design of the restraining devices. Factual information is readily available, and complete compliance with seat-belt rules will protect personnel in any type collision.
The Sago Mine and the Medic #12 incidents garnered a lot of interest and received much media attention. Both events resulted in death, and both have valuable lessons to be reviewed. Surely in upcoming months, evaluating safety steps, developing training programs, and ensuring obedience to all formal policies will be addressed. Don’t leave accountability and information management to chance. A true hero helps others! Courage takes many forms. Start a new tradition based on proven safety steps. Strive to be that informal or formal force that will reduce deaths and injuries in the protective services. Now is the time to get it right-click that belt, and spread the word!
WILLIAM SHOULDIS is a deputy chief with the Philadelphia (PA) Fire Department, where he has served in line and staff positions for more than 33 years and is currently a field commander. In the past, he served as the training and division commander. He is an adjunct instructor for the National Fire Academy. He teaches in the resident and field programs. Shouldis has a bachelor’s degree in fire science administration and a master’s degree in public safety. He is a member of the Fire Engineering editorial advisory board and a presenter at FDIC.
