BY ALESIA JUNG, DAVID BUI, and JEFF BURGESS
Emergency service vehicle incidents (ESVIs), including crashes, rollovers, and roadside struck-by incidents, are leading causes of occupational fatality and injury among firefighters and other emergency responders. Between 1994 and 2012, 390 United States firefighters were killed in ESVIs, and approximately 1,100 firefighters are injured in ESVIs every year.
ESVIs are also a danger to civilians, given emergency vehicles’ large sizes and high-speed operations. Between 1997 and 2006, 94 of 107 fatalities from collisions involving a fire service vehicle during emergency response were occupants of the other vehicle, pedestrians, or bicyclists.
Recently, a multidisciplinary team of researchers and fire service partners, led by researchers from the University of Arizona, completed the first comprehensive review of interventions designed to reduce or prevent ESVIs. For this review, researchers gathered articles published in the past decade featuring ESVI interventions and interviewed key informants (chiefs, captains, and lieutenants) from fire departments serving major metropolitan areas. These key informants were from departments found in the reviewed articles or referred by chiefs from the International Association of Fire Chiefs and National Fire Protection Association Metropolitan Fire Chiefs. The team reviewed more than 400 published articles and interviewed 17 fire departments across the United States and United Kingdom (UK). They identified several effective and promising evidence-based interventions currently available to fire and emergency services. Interventions identified included additions or modifications to the emergency vehicle, modifications to the environment (including roads and stations), policy and administration interventions, and education and training programs.
Of the interventions reviewed, proactive risk management and enhanced driver training/refresher training had data available showing proof of ESVI reduction. Proactive risk management uses a formalized procedure of identifying, evaluating, and ranking risks and implementing controls. It has been used in various industries, including mining and automotive manufacturing, to prevent and reduce occupational risks and hazards, and several fire departments are already doing this with great results. Rockland County (NY) Paramedic Services reported a 58 percent reduction in ESVIs, 54 percent reduction in related costs, and 36 percent reduction in crash-related injuries. Crash data from the London Fire Brigade in the UK revealed a 19 percent reduction in overall crash rates.
Enhanced driver training and refresher training programs were found to be particularly effective. These programs typically increase the amount of hands-on field training and vehicle-specific operation training and include closed-course evolutions and scenarios. Data from several departments showed significant reductions in ESVIs attributable to enhanced training. After implementing a comprehensive driver training program in 2008, the Seattle (WA) Fire Department reduced its average crash rate by 19 percent. The Sacramento (CA) Fire Department had an immediate 26 percent reduction in crashes one year after implementing a comprehensive emergency vehicle operator course, including annual refresher training. Its crash rates continued to decline, resulting in an overall 50 percent reduction in crashes that reportedly saved the city an average of $3 to $4 million annually from avoided vehicle collisions.
Not all interventions identified in the review could be evaluated for how effectively they reduced ESVIs. These interventions included driver mentoring programs, emergency veh
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Posted: Oct 1, 2018
BY ALESIA JUNG, DAVID BUI, and JEFF BURGESS
Emergency service vehicle incidents (ESVIs), including crashes, rollovers, and roadside struck-by incidents, are leading causes of occupational fatality and injury among firefighters and other emergency responders. Between 1994 and 2012, 390 United States firefighters were killed in ESVIs, and approximately 1,100 firefighters are injured in ESVIs every year.
ESVIs are also a danger to civilians, given emergency vehicles’ large sizes and high-speed operations. Between 1997 and 2006, 94 of 107 fatalities from collisions involving a fire service vehicle during emergency response were occupants of the other vehicle, pedestrians, or bicyclists.
Recently, a multidisciplinary team of researchers and fire service partners, led by researchers from the University of Arizona, completed the first comprehensive review of interventions designed to reduce or prevent ESVIs. For this review, researchers gathered articles published in the past decade featuring ESVI interventions and interviewed key informants (chiefs, captains, and lieutenants) from fire departments serving major metropolitan areas. These key informants were from departments found in the reviewed articles or referred by chiefs from the International Association of Fire Chiefs and National Fire Protection Association Metropolitan Fire Chiefs. The team reviewed more than 400 published articles and interviewed 17 fire departments across the United States and United Kingdom (UK). They identified several effective and promising evidence-based interventions currently available to fire and emergency services. Interventions identified included additions or modifications to the emergency vehicle, modifications to the environment (including roads and stations), policy and administration interventions, and education and training programs.
Of the interventions reviewed, proactive risk management and enhanced driver training/refresher training had data available showing proof of ESVI reduction. Proactive risk management uses a formalized procedure of identifying, evaluating, and ranking risks and implementing controls. It has been used in various industries, including mining and automotive manufacturing, to prevent and reduce occupational risks and hazards, and several fire departments are already doing this with great results. Rockland County (NY) Paramedic Services reported a 58 percent reduction in ESVIs, 54 percent reduction in related costs, and 36 percent reduction in crash-related injuries. Crash data from the London Fire Brigade in the UK revealed a 19 percent reduction in overall crash rates.
Enhanced driver training and refresher training programs were found to be particularly effective. These programs typically increase the amount of hands-on field training and vehicle-specific operation training and include closed-course evolutions and scenarios. Data from several departments showed significant reductions in ESVIs attributable to enhanced training. After implementing a comprehensive driver training program in 2008, the Seattle (WA) Fire Department reduced its average crash rate by 19 percent. The Sacramento (CA) Fire Department had an immediate 26 percent reduction in crashes one year after implementing a comprehensive emergency vehicle operator course, including annual refresher training. Its crash rates continued to decline, resulting in an overall 50 percent reduction in crashes that reportedly saved the city an average of $3 to $4 million annually from avoided vehicle collisions.
Not all interventions identified in the review could be evaluated for how effectively they reduced ESVIs. These interventions included driver mentoring programs, emergency veh
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A few years ago, I was contacted by someone in the tech field who was testing a new product—Google Glass. He wanted to show me what they could do and see what the potential was in the industry.
I was very impressed and thought that it would only improve and that there were options for use, especially in management and administration. Recently, I was talking about technology with another chief and I recalled my exposure to this product. I said that obviously I was not a good judge of the technology market, as I have not heard anything about Google Glass in a few years. The point here is that it is not always easy to predict the winners and losers. Technology is changing rapidly, and without a good plan many in the fire industry can make errors in selecting what is likely to help with service and last longer than the warranty.
There seems to be a tendency to want to get onboard with the latest advancements in the industry. This is not all bad, but you should remember the old advice when something seems to be ready to solve all your problems—“Caveat Emptor”—or let the buyer beware. Like all decision making, you should have a process to evaluate any and all products to determine if there is benefit and if that benefit is worth the cost. Part of any evaluation should be whether or not the product improves service, saves time, or does both. Finding a tangible, measurable tool for every new development is very challenging but will be worth the effort so you don’t waste valuable resources.
RESOURCES
Speaking of resources, you should have a few at your disposal that can be of assistance. If there is an IT department, those in that agency generally have a good feel for the direction of technology and the types of products to produce results. This does not mean they have all the answers, particularly in the emergency services, as the job functions are not their area of expertise. They also may not be aware of any mandates or standards in the industry that require action. But, they cannot be discounted in their core knowledge in this area. Take the time to build a relationship and work with them. Do not discount the importance of seeking their opinion even when you may not think it is important. Inclusion, even when not needed, can pay off when you need advice on items out of your area of expertise.
Besides the IT department, there are probably members of your department who have an aptitude for technology. Not to put anyone in a predetermined box, but younger firefighters have grown up with technology and don’t remember a world without it (what is a typewriter?). As such, they have a comfort level and enjoy looking at new “toys” that can help them on the job. Your job here is to set parameters and make sure you aren’t going faster than the entire organization can handle. You need to know not only your “techies” but also those who are in a position of influence who may not be as ready to adapt. Sometimes a good idea needs a “sales pitch.” Technology that is intended to improve service and save time will do neither if it is not embraced by the leadership of the department, both the formal and informal leaders.
Sales r
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