The Official Magazine of the International Association of Fire Chiefs Resilience in the Fire Service: Rising to Meet the Challenges of a Changing World Electric Vehicle Responses Page 9 Recruitment and Retention Tips Page 16 Building a Fire Department Page 18 And much more! Spring 202309 Published For: INTERNATIONAL ASSOCIATION OF FIRE CHIEFS 8251 Greensboro Drive, Suite 650 McLean, VA 22102 Tel: 703.273.0911 www.iafc.org CEO and Executive Director Rob Brown Director of Communications Bill Rehkopf Published By: MATRIX GROUP PUBLISHING INC. 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WHAT’S HAPPENING AT THE IAFC 5 A Message from the IAFC CEO and Executive Director FEATURES 6 #FireServiceOneVoice 9 Electric Vehicle Responses 14 Challenging the Status Quo Through Critical Thinking 16 Recruitment and Retention Dos and Don’ts 18 How to Build a Fire Department REPORT FROM WASHINGTON 20 Legislative Update: Government Relations Outlook 22 INDEX TO ADVERTISERS 14 06lessons to help build a stronger (and yes, more resilient) department. What happens when a jurisdiction realizes that the traditional model of volunteer fire departments just won’t meet the needs of the com- munity in a growing and changing environment? If you’re in Carroll County, Maryland, you grow a career county fire system with the help and guidance of the volunteers. We hear from Fire Chief Michael Robinson on the successes and challenges of the ongoing development of the Carroll County Department of Fire and EMS. Lastly, Ken LaSala, the IAFC’s Government Relations Director, writes about the legislative victories the fire service realized in Washing- ton in 2022, including the law that will allow the United States Fire Administration to investigate and report on major fires and legislation ensuring that the Assistance to Fire- fighters Grant (AFG) and the Staffing for Adequate Fire and Emergency Response (SAFER) grant will be fully funded in 2023. The IAFC is committed to ensur- ing its members and the fire service at large have the necessary tools to lead, educate, and serve to be a resilient force in their communities. Enjoy this issue of iCHIEFS, and be safe. Rob Brown IAFC Chief Executive Officer and Executive Director In this edition of iCHIEFS, you can follow the theme of resilience in the fire service. You’ll find articles that each demonstrate the ability to adjust to our changing times. Chief Michael O’Brian of the Brighton Area Fire Authority in Michigan is the International Director of the IAFC’s Fire and Life Safety Section and is one of the industry’s foremost experts in responding to and mitigating electric vehicle (EV) fire incidents. He takes a look at some of the best practices and innovations for firefighters as they face an increasing number of EV-related incidents. How does the fire service stay with the times and progress while remem- bering its rich history? Fire Chief Tim Sendelbach is the Vice President and Chief of Public Safety Operations for iFIRE International. He also serves as fire chief for the Loveland Fire Rescue Authority in Colorado. Fresh off his ex- cellent presentation at the IAFC VCOS Symposium in the Sun, Chief Send- elbach explains how critical thinking can help today’s fire service leaders stay on the frontlines of progress and advancement. One of the biggest challenges facing career and volunteer fire departments today is not just the recruitment of new members, but retaining the members they have. In a “dos and don’ts” article, hear from fire service leaders who have learned and applied recruitment and retention RESILIENCE. WE HEAR and see the word used frequently in the American lexicon. We think of the word when we are describing something that stands the test of time. Merriam- Webster’s online dictionary defines the word as an ability to recover from or adjust to misfortune or change. Think about it. Over the past several years, there have been plenty of opportunities to employ the word “resilience.” From the pandemic to economic uncertainty, there has been plenty of misfortune or change to recover from and adjust to. In our personal lives, such change and misfortune are always seemingly lurk- ing around the corner. And yet, we move on. The same can be said for the fire service. Of course, we’ve all heard the joke that our industry is “250 years of tradition, unimpeded by progress.” With any objective assessment, as much as we think the comment is true, it simply isn’t. While we have maintained our traditions over the years, the fire service has always risen to meet the challenges of a changing world. In 2023, the challenges facing our men and women are many and diverse. And the International Association of Fire Chiefs (IAFC) continues to be a leading voice as we seek to lead, educate, and serve our members by providing them with the practical knowledge and tools they need to remain resilient. Becoming a Resilient Force in the Community // WHAT’S HAPPENING AT THE IAFC “While we have maintained our traditions over the years, the fire service has always risen to meet the challenges of a changing world.”In December, we rounded out 2022 with the move of IAFC Headquarters to the Tysons Corner area of Fairfax County, Virginia (8251 Greensboro Drive, McLean, VA 22102). This move strategically locates our headquarters along a Metrorail line, allowing for quick and convenient access to our federal partners, Capitol Hill, and Washington’s Reagan National and Dulles International airports. Entering 2023, the IAFC Board of Directors held an in-person meeting in early January in Tysons Corner, Virginia. At this meeting, we reviewed (VCOS) held another successful Symposium in the Sun in Clearwater, Florida, and, despite an intense tropical storm knocking out power, the conference presentations went on without a hitch. That same month, IAFC Past President Chief Ken Stuebing and IAFC Treasurer Chief Steve Locke, along with Metropolitan Fire Chiefs Association President Chief Robert Rocha and Executive Secretary Chief Otto Drozd III, attended the 52nd Federation of EUropean fire officers (FEU) council meeting in Madrid, Spain. This foundational meeting between IAFC and FEU leadership was an important first step in expanding our international footprint, as identified in our new IAFC Strategic Initiatives Plan (SIP) and to share and collaborate globally on emerging issues related to clean energy technology and climatic impacts on the growth of wildfires. T he year 2023 marks the 150th anniversary of the International Association of Fire Chiefs (IAFC), one of the oldest established associations in the United States. We are excited to honor our history while we look forward to the next 150 years of service to our members and partners. There is a lot to talk about, and I will be sharing much more as we get closer to our annual Fire-Rescue International (FRI) conference in August in Kansas City, Missouri. The last quarter of 2022 was extremely busy for the IAFC and for the fire service at large. In October, we held the highly successful inaugural Technology Summit International in Irving, Texas, at which attendees had the opportunity to learn about the latest innovations in technology impacting the fire service. In November, the IAFC’s Volunteer and Combination Officers Section FEATURE \\ The United States Fire Administration Fire Stop Tour marked the launch of the National Fire Service Strategy. By Fire Chief Donna Black, IAFC President and Board Chair #FireServiceOneVoicediscussion and were able to speak with one collective voice to our federal leaders about those issues impacting the fire service and our personnel. This was followed by our colleagues speaking on the state of science through a series of short impactful talks. It was truly a historic day. Working groups were then identi- fied to address these issues, and I’m excited to report that the IAFC has representation in all groups. The goal of these working groups is to identify strategies and report at the second Summit on Fire Prevention and Control during Fire Prevention Week in October 2023. on Fire Prevention and Control. This conference of stakeholders has not been held since the inaugural 1947 President Truman’s Conference on Fire Prevention that launched the America Burning report and established the United States Fire Administration (USFA). At the 2022 summit, representatives from the IAFC, International Association of Fire Fighters (IAFF), National Volunteer Fire Council (NVFC), National Fallen Firefighters Foundation (NFFF), and the National Fire Protection Association (NFPA) had the privilege of participating in a roundtable the IAFC’s fiscal year (FY) 2022 financials and approved a balanced budget for the coming year. Thanks to the direction of IAFC Treasurer Steve Locke, and in collaboration with IAFC staff and the staff of our contracted finance/CPA firm, we not only ended FY 2022 well in the positive, but we also established a board-designated financial reserve fund in addition to our investment reserves and net asset balance. We are now positioned to fund all of the strategic initiatives our stakeholder groups identified and the Board of Directors prioritized for FY 2023. FY 2023 FUNDED IAFC STRATEGIC INITIATIVES The IAFC Strategic Initiatives Plan (SIP) identifies 19 initiatives to be accomplished from 2023 to 2026. With the first 11 strategic initiatives listed in Figure 1 about to get underway, we are well on our way to shaping the future of the IAFC and serving our members for the next 150 years. Part of serving IAFC members at the next level has come from the vision and leadership of Dr. Lori Moore-Merrell, U.S. Fire Administrator. In October, during Fire Prevention Week, Dr. Moore-Merrell convened the U.S. Fire Administrator’s Summit “I am committed to bringing our U.S. National Fire Service Strategy findings to our global fire and emergency service colleagues. This way, we can all share, learn, and work collectively for worldwide success.” Figure 1: The IAFC Strategic Initiatives Plan (SIP) Initiative 1A Implement a comprehensive communications strategy that includes messaging, marketing, and promoting a mindset that enhances the fire service. Initiative 1B Advocate for fire chiefs and the fire and emergency services through education, representation, and influence. Initiative 2A Integrate all of IAFC educational programs under one umbrella and work to offer higher-education credit for IAFC education programs and course offerings. Initiative 3ADevelop a consistent, concise member communications plan. Initiative 3CExplore mental health and wellness programs and partnerships for chief officers. Initiative 3D Reengineer and expand the IAFC’s “digital footprint.” Initiative 3EDevelop strategic partnerships to enhance member benefits. Initiative 4A Lead, encourage, and integrate diversity, equity, inclusion, and belonging (DEIB) in everything we do and stand for. Initiative 4BExpand and improve the IAFC international footprint. Initiative 4CBuild IAFC membership through new partnerships and programs. Initiative 4DEvaluate member representation and involvement opportunities.Here, I share with you the National Fire Service Strategy, as this will be the collective work of all of our fire service partner organizations: • Prepare all firefighters for the climate-driven increase in wildfires in the wildland-urban interface by providing them with the proper training and equipment; • Invest in a national apprenticeship program to address the firefighter shortage and make the fire service more diverse and inclusive; • Establish a comprehensive firefighter cancer strategy that invests in research, provides access to screening for firefighters, and reduces and eliminates exposure to dangerous contaminants such as carcinogens or “forever chemicals” that have been linked to cancer and other health problems; • Provide behavioral health resources and suicide prevention initiatives for all firefighters; and • Create safer communities by implementing and enforcing codes and standards, especially in the wildland-urban interface and under- served and vulnerable populations, providing affordable and fire-safe housing. The amazing collaboration of our fire service colleagues is captured in the use of the hashtag #FireServiceOneVoice. I truly believe that this momentum will transcend all of the current leaders and will become part of the fabric of our organizations into the future. As we are the “International” Association of Fire Chiefs, and my comments above apply to the U.S. strategy, I am committed to bringing our U.S. National Fire Service Strategy findings to our global fire and emergency service colleagues. This way, we can all share, learn, and work collectively for worldwide success and continue to advocate for improved health and safety, better equipment, and judicious codes and standards. Ultimately, this will allow our personnel to serve our communities effectively, efficiently, and safely. tour began in New York City, proceeded to Philadelphia, and ended in Washington, D.C. The purpose was to honor those lost in two tragic fires in early 2022 – the Twin Parks Fire in the Bronx in New York and the Fairmount Fire in Philadelphia, Pennsylvania. A media event was held at each location to allow the fire service organizations to speak as one voice while honoring those lost to these tragic fires by calling attention to the growing threat of fire in our nation. All of these efforts combined provide for the foundation of the development of the National Fire Service Strategy. Under the USFA, in conjunction with the IAFC and our fire organization partners, we are addressing the threat of fire in our communities and the ramifications of this increasing threat on our nation’s firefighters. To launch the National Fire Service Strategy, Dr. Moore-Merrell, with the assistance of the NFFF, set out on the USFA Fire Stop Tour. This three-stop times can have the incident wrapped up in only 30 minutes from dispatch. However, when responding to fires in electric vehicles (EVs), where a high- energy battery pack (often lithium-ion) the United Kingdom responds to just under 90 vehicle fires a day. Our staff has the experience, expertise, and knowledge to respond to our conventional vehicle fires and many F ire service professionals truly adapt to the constant changes we encounter every day. Many of the changes we have seen in our careers have dealt with building construction, radio communications, and increasing demands on our emergency response and resources. Many organizations, fire companies, and departments are taxed with our current responses and are working diligently to prepare their staff for the next change in our response, as the world adjusts to climate change policies and changes with the vehicles on our streets. Within the United States, the fire service responds to nearly 400 vehicle fires a day, while the fire service in // FEATURE By Chief Michael O’Brian, Brighton Area (MI) Fire Authority Electric Vehicle Manufacturers are working diligently to create a battery pack that can withstand mechanical damage due to an incident. As sales of electric vehicles increase, the fire service must continue to modify tactics to properly respond to electric vehicle fires. ResponsesNext >