...Reprinted from FireRescue1

Aggressive tactics and operational safety aren’t mutually exclusive when policies are clear, current and consistently applied

Two things that most fire service personnel seem to agree on are their collective dislike for change and the way things are, right now. To the outside world, this seems a bit odd, but for many in this profession, this contradiction underlines their entire career. To be fair, without a little forward thinking, it’s easy for anyone to get stuck in the past. On the flip side, jumping on every new idea can cause change fatigue and has the potential to cause just as many morale and safety issues as maintaining the status quo.

The safety vs. aggression debate

The debate over safety culture and aggressive firefighting tactics seems to be one of those topics where fire service personnel fall into the “change” dichotomy. For the past few years, we’ve seen some argue that firefighter safety trumps all other priorities on the fire scene, and on other end of the spectrum, some argue that aggressive tactics is what gets the job done, with supporters emphasizing that the scene actually becomes safer once aggressive tactics are deployed. (Of course, how you define “safe” and “aggressive” is at the heart of the issue here, but you can read all about that in some of the other articles in this series.) As with many persistent debates, the answer likely falls somewhere between the two extremes — and this year’s What Firefighters Want survey results are helping us unpack the nuance.

Nearly 91% of the respondents reported their department “demonstrates a strong commitment to safety.” Does that mean that we as a fire service have become less aggressive in our fireground tactics? Some might argue that number indicates just that. However, over 86% of respondents indicated that their department supports aggressive fireground tactics. So, the vast majority of survey participants serve in fire departments that are both aggressive and safety-minded. How does this happen?

It comes down to policies and procedures.

The role of policy

Every department should have policies and procedures — and not just relegated to a binder in the station or a folder somewhere on the city’s intranet. Policies and procedures must be vetted, understood and continuously trained on by all members of the department, no matter what their rank.

Let’s say you want to get your department to a healthy level of aggressiveness while maintaining a fireground that is as safe as practicable. You’ve put together a committee that has drafted policies and procedures that cover everything from primary search and water supply to rapid intervention and ventilation. On paper, you’ve got everything handled. Congratulations, you have an aggressive fire department with a strong safety culture. Wrong!

When policies and procedures are drafted, it is done so with the benefit of a non-stressful, non-time-compressed, nobody-is-going-to-die atmosphere of the fire station office setting. It’s like the car commercials that have the disclaimer in the fine print at the bottom of the screen: “Professional driver on a closed course.” Your policies and procedures are written in a “closed course” environment. All you really have is a bunch of words that tell people what they should do in certain situations.

Many times, the validity of tactical and strategic policies and procedures is not determined until a specific situation arises on the fireground. Here’s where vetting, training and understanding come into play. Policies and procedures that have not been vetted for current best practices or statutory and regulatory constraints pose a liability issue and can even cause safety issues on the scene. Likewise, when all members of the department don’t train on and understand the tactical and strategic policies and procedures, we see confusion as to when a more conservative approach is warranted and when a more aggressive decision is appropriate.

Policy in action

The survey results also reveal that aggressive tactics deployed in a relatively safe manner aren’t just the product of vetting, learning and understanding the fireground policies and procedures. Nearly 92% of the participants report that their department, “provides the tools members need to operate safely on scene.” Another 74% indicated that their department “conducts after-action reviews after building fires.” Those two points go hand in hand when we’re talking about aggressive tactics and safety.

Does your department have a committee to test new tools and tactics? Does it allow members to make suggestions or use tools and equipment that are not provided by the department? A good policy that the members understand can go a long way in preventing problems, and it typically encourages personnel to participate in the process. Consider items like bailout harnesses. Do they make the average fireground task inherently safer? Probably not. But could having one and being able to use it correctly mean the difference between walking away from an incredibly dangerous situation and suffering a life-altering injury or even death? In many cases, the answer is resoundingly affirmative.

When we consider the role of after-action reviews (AARs), we’re talking about both safety and tactics. AARs provide a chance for the shift, company, battalion or even the entire department to analyze the good, bad and ugly aspects of an operation. With any luck, your AAR policy will require memorializing the most significant findings in some sort of document so others can review it later or use it for training. Without documented AARs, it can be tough to achieve widespread learning following a major incident.

With nearly three-quarters of the survey participants reporting that their department conducts AARs following building fires, my guess is those departments have a policy in place that requires a review of major incidents. Having a policy that delineates when formal AARs are conducted has multiple benefits:

• It helps remind command staff of the need for an AAR the next shift, drill or meeting night.
• It provides an automatic setting to review things like new tactics, tools and equipment.
• It allows personnel to be more comfortable, as they know there will be an AAR after each major incident. If the department only holds an AAR when something goes wrong, members are less likely to share their observations and thoughts because they want to avoid having the spotlight turned on them. On the other hand, if the personnel know there is an AAR after every major incident, they will be more prepared to talk about the ups and downs of the incident without feeling threatened.

Enforcement and review

We’ve covered aggressive tactics, commitment to safety, access to tools to help improve operational safety, and AARs. We’ve discussed the importance of training to help ensure the members understand and follow the policies and procedures related to each of those things. But there is another piece to the puzzle. Department leaders must ensure that those policies and procedures and consistently enforced and regularly reviewed. Close to 72% of the survey participants reported that their departments are doing just that. Another 64% indicated that their departments regularly update their policies and procedures to align with safety best practices.

Consistent enforcement of the rules is a critical component to developing a fire department that is both aggressive in its tactics and operates with a strong commitment to safety. We all have seen what happens when enforcement is haphazard. Aggressiveness sometimes becomes confused with recklessness. When this happens, it’s a losing proposition for the public we are sworn to protect as well as our fire service personnel.

Policy evolution

In this business, we should constantly strive to improve. That mantra isn’t limited to strategy and tactics. As line personnel hone their on-scene skills, department leadership needs to ensure their policies and procedures stay up to date with industry best practices. Consider communications on the scene. It wasn’t all that long ago when portable radios were few and far between on the fireground. The incident commander and officers might have one, but most personnel did not. Now, the standard is a portable radio for every riding position.

Similarly, it’s not hard to find personnel who didn’t wear hoods earlier in their career because they weren’t a requirement. Now, the hood is considered an integral part of PPE, and most personnel would feel naked without one. Or consider how far the fire service has come (and how far we still have to go) when it comes to the reduction of exposure to carcinogens. Has your department updated the respiratory protection policy and/or SCBA procedure to include mandatory use during overhaul? Does your department have a policy for deconning at the scene or cleaning PPE?

The point here is that most departments are regularly reviewing and updating their safety-related policies and procedures. However, as the survey indicates, 35% of survey respondents don’t see that happening. Consider that the U.S. Fire Administration lists about 27,000 fire departments in the United States. One-third constitutes about 9,000. That’s roughly 9,000 fire departments that are not regularly reviewing and updating their safety policies. That’s 9,000 departments that are taking the chance that their current practices aren’t up to the national standards.

We’re talking about 9,000 fire chiefs that don’t ensure a regular review and update of their policies, for multiple reasons. Maybe it’s due to time, budget or personnel constraints. Maybe it’s due to the “that won’t work here” mentality that runs rampant in our business. Or maybe, just maybe, it’s because the collective opinion of the department is that safe practices and aggressive tactics can’t coexist.

Go beyond existence

So, is it possible for a fire department to place a high value on safety and still employ aggressive fireground tactics? Judging by the 2025 What Firefighters Want Survey results, most firefighters do not believe the two to be mutually exclusive. Of course, it’s not as easy as answering a single question. Balance between aggressiveness and safety requires commitment at all levels of the department. The most tangible example of that commitment comes in the form of policies and procedures. But remember, policies and procedures can’t merely exist; they must be vetted, trained on and understood by all personnel, and they must be consistently enforced by department leadership

Jon Dorman is Director of Content – Fire for Lexipol. He has more than 25 years in the fire service in both combination and career departments, retiring as the assistant chief of operations and deputy emergency manager. Dorman also has more than a decade of experience teaching in the Fire Science and Emergency Management program at Purdue University Global (formerly Kaplan University). He has a bachelor’s degree in fire protection science from SUNY Empire State College, a master’s degree in employment law from Nova Southeastern University, and a master’s degree in homeland security and emergency management from Kaplan University. Dorman can be reached at jdorman@lexipol.com.

Employer Responsibilities for Reporting Work-Related Injuries

When an employee is injured on the job, it’s essential to follow proper procedures to ensure compliance and support the injured worker. Here’s what employers need to know:

Timely Reporting

• Report any work-related injury requiring medical attention (beyond first aid) within 5 days of learning about the incident.
  If the injury becomes reportable to the NC Industrial Commission (NCIC):
  • Provide the injured worker with a completed NCIC Form 19.
  • Also give them a blank NCIC Form 18 to complete.

Medical Treatment

• Under NCGS 97-25, employers have the right to direct medical treatment for work-related injuries.

Claim Reporting

• Report all claims to the North Carolina League of Municipalities (NCLM).
  For serious injuries or fatalities, notify NCLM immediately.
• Notify NC Department of Labor (NCDOL)

In Case of a Fatality:

• Report any work-related fatality to the Occupational Safety and Health (OSH) Division within 8 hours:
  • During business hours (8:00 a.m. – 5:00 p.m.): Call 1-800-625-2267 or 919-779-8560.
  • After hours, weekends, or holidays: Call State Capitol Police at 919-733-3333.

For Serious Injuries:

Report within 24 hours if the incident involves:

• In-patient hospitalization of one or more employees.
• Work-related amputation.
• Loss of an eye due to a work-related incident.

Understanding Compensable Injuries

When an employee is injured at work, it’s important to understand what qualifies as a compensable injury and how to respond. Here’s a breakdown of key definitions, benefits, and employer responsibilities.

What Is a Compensable Injury?

To be considered compensable, an injury must occur by accident and arise out of and in the course of employment—with a few exceptions:

• Back and Hernia Claims: Must result from a specific traumatic incident or accident related to assigned work.
• Occupational Disease Claims: Must be significantly caused by work conditions and show that the employee was at increased risk of developing the disease.

Even if an injury worsens a pre-existing condition, it may still be compensable if it disables the employee.

Key Definitions

• Injury by Accident: An unexpected event interrupting normal work (e.g., slip, trip, fall).
• Specific Traumatic Incident (STI): A distinct event causing trauma, especially for back or hernia injuries.
• Suitable Employment (Post-MMI): A job the employee can perform considering their limitations and skills (for claims after 6/24/11).
• Return to Work (Pre-MMI): For claims before 6/24/11, any job offered must be suitable—not just “make work.”
• Average Weekly Wage (AWW): Calculated from the employee’s earnings over the 52 weeks before the injury, including overtime.

Benefits for Compensable Injuries

• Indemnity Pay: After a 7-day waiting period, injured workers receive 2/3 of their AWW if they remain disabled.
  • Note: NC law does not adjust for firefighter schedules.
  • 2025 Compensation Rates: Minimum – $30/week; Maximum – $1,380/week.
• Medical Coverage: 100% of authorized treatment, prescriptions, and necessary equipment.
• Mileage Reimbursement: Travel over 20 miles roundtrip to authorized appointments is reimbursable.
• Death Benefits: Up to 500 weeks of compensation and $10,000 for funeral expenses (for claims after 6/24/11).

When a Claim Occurs

1. Direct Medical Treatment: Choose a facility that treats workers promptly and respectfully. Use the NCLM Medical Authorization Form.
2. Report Claims:
   1. Immediately report serious injuries or fatalities.
   2. Notify OSHA if:
      1. A fatality occurs.
      2. Three or more employees are hospitalized from the same incident.
3. Offer Light Duty: Provide any job or combination of jobs that meet the employee’s light duty restrictions.
4. File Forms: If the claim meets state filing criteria (e.g., more than one day of lost time or over $4,000 in medical costs), send:
   1. Completed NCIC Form 19 to the injured employee.
   2. Blank NCIC Form 18 for them to complete.

From Scottie Harris, Weaverville Town Manager: 

Having served as a Fire Chief in different municipalities, incorporated fire departments and contract fire services, I can say that working with the North Carolina League of Municipalities (NCLM) Fire Risk Management program has been a game changer. I have since transitioned to the role Town Manager for Weaverville where I still find the program and services the League offers to be very valuable. Having someone on the other end to reach out to has proven to be beneficial in several areas in identifying associated risk. 

One of the things I learned early on my career was everything is about calculated risk. How many of us have heard in the fire service, “risk a lot to save a lot”? Many of our decisions are based off calculated risk. I assure you that having help to work through those risks when there is time is a game changer. That is when I relied heavily on the League with questions of navigating or implementing a policy that wasn’t in place or seeking guidance on what others are doing. Looking at internal risk assessments that can identify shortcomings on apparatus, training, facilities, operational readiness.

The Fire Service Risk Management team at the League has been instrumental in providing on-site training opportunities for our staff. Most small municipalities don’t have a “risk management” employee this program offers a force multiplier to give that support. I have worked with the Fire Services Risk Management Consultant to apply for the safety grant and have been successfully awarded a grant that focuses on helping our firefighters and offsetting costs to provide updated safety equipment for their role. I highly encourage any department to take advantage of the many resources and programs offered to you through the NCLM Fire Service Risk Management program. Reach out as you will be surprised at how it can benefit you and your department.

Everyone wants to provide a safe working environment for all our employes, and this program offers another tool in the toolbox to help us evaluate how well we are doing that. They are instrumental in not only assisting in identifying problems but working with leadership on providing solutions to the identified areas, so you never feel like you are out on an island by yourself trying to tackle an identified area. That is where that force multiplier is key, especially for departments that don’t have the staff to dedicate someone to that role full-time. 

Whether it’s a police officer, a public works employee, or a firefighter, municipal workers across North Carolina are on the road every day in service of their communities. From patrolling neighborhoods and repairing infrastructure to rushing a fire truck through traffic en route to an emergency, the work is essential, but the risks associated with driving on the job are significant—yet preventable.

According to claims data compiled by the Property & Casualty Trust, administered by the League, vehicle-related incidents are the leading cause of claims among member municipalities. From fiscal years 2021 through 2024, driving-related claims consistently outpaced all other categories, highlighting a clear and urgent need for safer driving practices.

For firefighters, the risks are especially apparent. In 2023 alone, an estimated 19,225 collisions involved fire department emergency vehicles, resulting in 1,450 firefighter injuries. According to the National Fire Protection Association, vehicle accidents remain the second-leading cause of firefighter line-of-duty deaths, exceeded only by sudden cardiac events.

“Getting behind the wheel is one of the most dangerous parts of any job,” said TJ Deluca, League fire risk control consultant. “But when you’re operating a 40,000-pound fire truck with lights and sirens, the margin for error is razor-thin. Staying vigilant can save lives.”

The Hidden Costs
Driving-related claims aren’t just the most frequent; they’re among the costliest. These incidents can result in property damage, serious injury and even loss of life. For municipalities, the financial impact can extend far beyond repair bills or medical costs. Time lost, reputational harm and the emotional toll on employees all add to the real cost of vehicle-related incidents.

The financial implications for fire departments can be staggering. The Federal Highway Administration calculates the average comprehensive cost of a fatal collision at $11.2 million. In 2017, 18 firefighters died in vehicle-related incidents, placing the cost of those deaths at more than $200 million. For nonfatal firefighter collisions, the National Fire Protection Association data suggests annual costs ranging from $180 million for non-injury crashes to as much as $707 million for crashes resulting in injuries.

And that doesn’t include the unique costs of fire apparatus crashes. A single ladder truck or engine can cost more than a million dollars to repair or replace. Emergency fire vehicle accidents also frequently involve lawsuits, disability payments, overtime to cover injured personnel, and retraining costs for new recruits.

“Our goal is always to keep people safe, first and foremost. But there are so many other benefits. The less money being paid out in driving-related claims means more money for other risk prevention opportunities,” said Tom Anderson, League director of public safety and risk control.

Training as Prevention
Recognizing these risks, the League’s Risk Management Services team has prioritized safe driving training across all municipal departments, including fire. Defensive driving and real-world scenario training have already shown success in policing, where programs combine classroom education with track-based skill drills.
Similar efforts are available for fire departments, with training and policy review designed to ensure safety.

“The results of the FD Risk Management Program and Mr. Deluca’s assistance have surely saved lives and reduced unnecessary suffering due to injury in the municipal fire service. Considering the ever-changing tides of risk management and focused efforts needed in today’s workplaces, this essential service is a refreshing addition to the references formerly unavailable to North Carolina’s fire chiefs,” said City of Salisbury Fire Chief Robert A. Parnell. 

A Culture of Safety
Driving is one of the most visible ways municipal employees interact with the public. A fire truck weaving through traffic with sirens blaring, or returning quietly from a call, becomes a public symbol of how the community is served. By prioritizing safe driving, fire departments and municipalities demonstrate professionalism, responsibility and genuine care for both employees and residents.

To further develop the safe driving culture for all municipal employees behind the wheel, the League’s Risk Management Services team is proud to introduce a new safe driving campaign. This comprehensive initiative is designed to support municipalities in creating a strong culture of safety behind the wheel, no matter what the job is.

The campaign will include resources like training videos, suggested policies for driving-related positions and informational materials that will keep safety at the top of mind when behind the wheel.
For more information, visit the League’s Risk Management Services webpage.

Reprinted from Fire Rescue Fitness

As first responders, maintaining a nutritious diet is crucial for optimal performance, yet challenging due to demanding shifts and surroundings filled with tempting, non-nutritional foods. Here are essential nutrition tips to help firefighters, EMTs, and medics make healthier choices without overwhelming stress.

1. Have a Plan
   
   Successful healthy eating starts with a commitment to a plan. Create a weekly meal schedule, considering your shifts and social events. It's okay to indulge occasionally, but aim for only 10% of your meals. Shop twice a week and use food containers for easy meal prep. A family cooking day can also promote participation in healthy eating habits.
   
   
2. Know What You're Eating
   
   Awareness is key to any dietary success. Understand what you consume by reading labels, checking serving sizes, and noting ingredients. This mindful approach promotes healthier choices by reinforcing your understanding of nutrition.
   
   
3. Out of Sight, Out of Mind
   
   Keep unhealthy snacks out of reach. Research shows that visible junk food leads to weight gain. Instead, stock your kitchen with healthy options—like cut veggies and fruits—while placing less nutritious foods in cupboards.
   
   
4. Keep Frozen
   
   The frozen food aisle offers a plethora of healthy options. Stock up on frozen fruits and vegetables, which retain their nutritional value. They're perfect for quick meals—just toss them into stir-fries or salads for a nutritious boost.
   
   
5. Easy Protein Sources
   
   Have lean protein readily available, such as rotisserie chicken or easy-to-cook options like fish or beans. Utilize kitchen appliances like an Instapot Pot or air fryer to save cooking time while preparing nutritious meals.
   
   
6. Meal Prep with “3 for 30”
   
   Use the “3 for 30” principle for quick meals: select a protein (chicken, fish), a quick-cooking whole grain (quinoa, brown rice), and a pre-washed green (spinach, arugula). Combine these for a balanced meal ready in 10–30 minutes!
   
   
7. Stockpile Healthy Snacks
   
   Replace tempting candy with nutritious snacks. Keep items like a homemade trail mix, fresh fruit,  yogurt, or a healthy snack bar at hand. These options will curb hunger while providing energy and health benefits during long shifts.

Bonus Tip!

Hydration is Key to Health.

Aim to drink at least half your body weight in ounces of water daily. Keeping hydrated can minimize false hunger cues and promote overall health.

By incorporating these tips into your daily routine, you can cultivate a healthier lifestyle despite the challenges of our demanding job. Healthy eating is not just about strict dieting; it's about making conscious choices that support your well-being and performance in the field. 

Stay safe and healthy!  

--Aaron Zamzow

Get more nutrition tips, meal plans, and snack options along with offers and workout options for firefighters, EMTs, and medics. Click HERE to join the FRF Briefing Newsletter.

Now that we are in the first quarter of the new fiscal year, it is a good time to begin thinking about performance evaluations. For many organizations, performance reviews are a once-a-year event typically crammed into the final quarter. Managers scramble to collect notes, employees anxiously anticipate ratings, and the process often feels rushed, incomplete, and disconnected from the actual work performed throughout the year.

Evaluating performance only in the last few months of the year overlooks an employee’s full contributions and creates bias toward recent events which in turn misses opportunities for real-time growth. Adopting a year-round approach encourages continuous feedback, clearer expectations, and stronger employee development.

Implementing a yearlong performance evaluation strategy doesn’t mean more paperwork, it means building a culture of ongoing communication. This approach helps employees feel supported and gives managers the information they need to make fair, informed assessments. Key benefits include:

·       Real-time feedback: Employees can adjust their performance immediately rather than waiting months to learn what went wrong.

·       Stronger engagement: Ongoing conversations show employees their contributions matter.

·       Fairer evaluations: Managers have a more complete picture of performance over time, not just a recent snapshot.

·       Better alignment with goals: Continuous check-ins ensure individual performance stays connected to evolving priorities.

How can managers implement a year-round evaluation?

• Set clear expectations early. Begin the year by reviewing goals, responsibilities, and success measures. Document these so both manager and employee have a shared understanding.
• Schedule regular check-ins. Instead of waiting until year end, hold one-on-one meetings monthly or quarterly to focus on progress, challenges, and development opportunities
• Incorporate informal feedback. Quick recognition during a team meeting or constructive coaching after a project helps reinforce behaviors in real time.
• Use performance journals or tools. Encourage both managers and employees to keep a running log of accomplishments, challenges, and feedback throughout the year. This creates a record to draw from during the formal interview.

Performance reviews should be a tool for growth. By adopting a strategy of ongoing evaluation, managers create a culture of feedback, accountability, and developments. Employees stay more engaged, goals remain on track, and the organization benefits from higher performance overall.

Each September, we pause to remember the lives lost and the courage shown on September 11, 2001. For the fire service, this day holds deep meaning—a reminder of the 343 firefighters who made the ultimate sacrifice, and of the strength, unity, and resilience that define our profession.

As we honor their legacy, we reaffirm our commitment to service, safety, and each other. May their bravery continue to inspire us in every call we answer.