By now many of you may have seen the reports making their way around the internet circuit relating to the regrettable circumstances in DeKalb County, Georgia. If you haven’t caught up on the incident particulars then check out these links, HERE, HERE and HERE for starters.
There are some poignant and significant issues that clearly come to light relating to the basic and fundamental premise of Company and Command Officer Responsibility, Accountability and Complacency. Three words that when aligned with an alarm response, based upon caller information, communications dispatch and organizational protocols and procedures; sends a deployment of fire resources to report of a dwelling fire with the expectation that you’ll perform your duties in a prescribed manner based upon your training, knowledge, skills and protocols. In other words; “You’ve got a run” to a report of a possible structure fire. It’s 01:03 hours in the morning and you’re in the street running the call. The balance of the alarm dispatch arrives; only to find nothing apparent or evident. How many times has this happened to you and your company? What have been the results, what could have been different?
Think about the numerous instances that you’ve takin’ in a dispatch for a reported condition that ultimately turns into something very predictable, routine- in the sense of frequency with similar outcomes. The repetitiveness and frequency of some alarms has a tendency to lessen an officer’s sensitivity to the circumstances, situational awareness and latent indicators that may be present, but may not be recognized or acted upon. If you’ve found yourself in this situation, then it’s time for a wake-up call. This type of performance is not only unacceptable, it borders on levels of dereliction and negligence.
As in the incident in DeKalb County, Georgia, fire officials launched an investigation into a house fire that occurred early Sunday morning, when firefighters responded twice to the same residence. The first time it was prematurely and ineffectively determined that there was nothing evident immediately following arrival and fire department services were not needed. The second alarm response five hours later resulted in a fully involved residential structure upon arrival, with a resulting occupant death. It was the actions during the first response that have resulted in four fire department officers; an Officer in Charge, two Captains and a Battalion Chief being place on leave with pay. at the present time. Here’s more from an article by Jaye Watson from WXIA-TV on the incident and investigation. DeKalb County fire officials have released their preliminary findings and have issued a report that you can find HERE.
A dispatch, and arrival; no evidence of fire, no walk-around, no 360, no investigation, no command implementation, no one getting out of their apparatus. Seven minutes elapsed following arrival and companies are returning; incident unfounded, services not required. More than five hours later at 6:40 a.m. neighbors called 911 to report a house engulfed in flames.
Read it, understand what took place and see what you would have done. I began talking about the fundamental premise of Company and Command Officer Responsibility, Accountability and Complacency. After reading the report, think about these three functional areas of Responsibility, Accountability and Complacency. There certainly shouldn’t be a need for a long dissertation on the meaning and relationships of these words and their relationship to any Company or Command Officer. IF, you understand your job, your duties; responsibilities and accountability to your company, your organization and the citizens you protect, THEN Accountability is a natural extension of everything. Oh, one more thing, let’s add Expectations to the basic mix; fundamental towards carrying out our sworn duties.
So the next time you find yourself “racing” to a scene and “racing” through the motions for what apparently may be a nothing of a call, think about the resulting actions and affects of the DeKalb County call and think about RACE: Responsibility, Accountability, Complacency and Expectations.
Don’t forget your 360 degrees of separation and situational awareness. You’re an Officer; perform like one at each and every call with due diligence and conscientiousness.
360 Degrees of Separation. The fireground often has competing or conflicting incident priorities, demands or distractions before a complete appreciation of all mission critical or essential information and data has been obtained. The effective assessment of the incident scene is much more than the three-sided size-up methodology of past fireground practices. In fact the term 
Dynamic Risk Assessment is commonly used to describe a process of risk assessment being carried out in a changing or evolving environment, where what is being assessed is developing as the process itself is being undertaken.
As we’ve transition into a new year, and as plans begin to take place that frame and outline the year’s activities, foremost in this planning, preparation, scheduling and outlook should be those activities and commitments that training, education and skill development can be implemented and enhanced. Take the initiative to recognize and identify training and operational gaps and distinguish the risk and options available to lessen or eliminate the risk and reduce the gap deficiencies. Take the time to implement effective, accurate and frequent training and skill development drills, training curriculums and programs.
Good to Great…How many times have you heard that buzz phrase in the last three years. Maybe you never even gave it much thought till now. So let’s take this opportunity to dissect the concept. Good… If you would ask most any company officer or firefighter if they were a good company they would most likely reply yes. If we posed the same question only changing company to department the most common answer would be yes. In general conversation this same group would use the word good in describing most of their collegues. So why do they use good and not great? What does it take to go from Good to Great?
“It’s no longer just brute force and sheer physical determination that define structural fire suppression operations. Aggressive firefighting must be redefined and aligned to the built environment and associated with goal oriented tactical operations that are defined by risk assessed and analyzed tasks that are execute
“Success comes from knowing that you did your best to become the best that you are capable of becoming.”
We seem to do a lot of things at times out of common practice and repetition, you know; “We’ve always done it that way….” syndrome. There’s a resonating theme that is making its way around the fire service dealing with going to a defensive tactical posture at vacant or unoccupied structure fires.
Fire in the United States
NIOSH issues 
How do you think these elements fit into the Big Picture during combat fire suppression operations at working structure fire? 
Many of us may have had someone in our career that provided influence, guidance and offered reinforcement, feedback or constructive criticism when needed. You know; that chief or company officer, who seemed to take you under thier wing and watchful eye in the street or at the least, spoke to you in the back of the apparatus bay when everyone else was in the day room. It was that seasoned veteran or senior member who always seemed to have a bigger picture and insights on what was happening both on the fireground as well as in quarters, who shared words of wisdom or nuggets of information that helped in our individual progress, development and growth. Many of the lessons and insights related to me, both as a young firefighter and as I transitioned to an officer have stayed with me to this day. Formal or informal, recognized or unacknowledged; mentors play a very real and important part in the development of a firefighter, company officer and chief officer. The opportunities for mentorship never pass with rank or position. On the contrary, the need magnifies and grows as you transition and move through the ranks and positions of responsibility and authority.
%26hl%3Den%26sa%3DN%26um%3D1){kind=link}