We talk a lot in the fire service about our high standards and what is expected of firefighters by their bosses and by the department. But what about “them”? What about the people who we serve and protect?
In past years, the public simply accepted, without question or complaint, whatever service that we provided. While most people respected public service, few knew anything about our operations. Today, in 2020, life is very different. Indeed, the folks out there who call us—whether to stop the fire in their kitchen from spreading or to address a low-battery alarm on a smoke detector at two o’clock in the morning, etc.—actually do care what we do and how we do it.
Just about every single person who you might encounter on a response is well-informed and, more importantly, carries a cellphone that equates to a computer in a number of ways. What people don’t know they can and do look up on their phone in just a few seconds.
What does this mean for us? It means that you can’t just do what you want and they’ll never know. They know!
So, this brings us to the topic of expectations. Just what exactly do you believe that the expectations of the public are?
Now!
First and foremost, I believe that the public expects an immediate and rapid response to their call for help—even for calls that we believe to be “public service calls” but the caller considers an emergency.
We know that we knock each other over running to the rig for a reported structure fire, but when you’re sitting in the firehouse kitchen and a call is received for an electrical condition, you should move quickly to the apparatus for the response. Every run deserves immediate and rapid response—and immediate means now! Not after two more bites of the sandwich or after strike three when watching a ballgame. Remember, we are there for them, and they are waiting.
Show ’em
Another public expectation is competence. No need to look up the definition: It means that you know what you’re doing. Of course, we know what we’re doing, don’t we?
You need to answer that question for yourself. If you think about all of the emergencies and situations that we respond to, there are literally thousands of points of information and skills that we need to “ace.” This includes not only what direction to turn a gas or water valve to shut off the supply but also how to open a stalled elevator hoistway door without using the power saw and when and where to perform ventilation at a house fire.
In case you didn’t notice, departments are sued every day for faulty decision-making at structural fires, for failure to get a search team into a building where people are reported trapped and for running out of water at a one-line fire. Years ago, only we knew we screwed up. Now, they know, too.
Yes, sir. Yes, ma’am.
Question: Are you polite and professional to everyone who you meet while you perform your duty with your company?
I’m sure all of us are friendly when we are being treated nicely, but what happens when the caller is angry—really angry!—when you arrive on scene for a water leak that’s destroying his/her business? It is more important and much more difficult to be friendly and to maintain your cool when you deal with unhappy customers. Not every caller is waving an “I love firefighters” flag when you arrive. Get used to it and put on your happy face. Firefighters are there to serve, and when a response turns into a conflict, we have gone off the road and probably will fail to solve the original problem as well as ruin a relationship with the caller that probably never will be repaired. Oh, and the caller might make another call, this time to your boss and file a complaint. It just is easier and more professional to bite your tongue, be nice and move on.
As you can see, the list of expectations isn’t very long. That said, each is important, if not easy to fulfill. However, remembering why we are here and why we respond to each call will help us to succeed.
John J. Salka Jr. | Battalion Chief
JOHN J. SALKA JR., who is a Firehouse contributing editor, retired as a battalion chief with FDNY, serving as commander of the 18th battalion in the Bronx. Salka has instructed at several FDNY training programs, including the department’s Probationary Firefighters School, Captains Management Program and Battalion Chiefs Command Course. He conducts training programs at national and local conferences and has been recognized for his firefighter survival course, “Get Out Alive.” Salka co-authored the FDNY Engine Company Operations manual and wrote the book "First In, Last Out–Leadership Lessons From the New York Fire Department." He also operates Fire Command Training, which is a New York-based fire service training and consulting firm.
