Fire Service Ethics Chapter 6 Firefighter Responsibilities

101 102 103 104 105 105 Chapter 6 Firefighter Responsibilities Bob Dylan: “You gotta serve somebody” Personal and professional lives are a complicated matrix of responsibility and obligation.  Concept is the more our personal life, flourish and professional success. We achieve the more possessions and more responsibility we Shoulder. 1. Consequentialism theory of ethics: focuses on the outcome of an action in judging the relative ethical worth. 2. Deontology: recognizes that an individual has responsibility and obligation, although it differs in those obligations are rooted in a sense of duty. 3. Ethical behavior: comes from God or arises from a social contract that is based on mutual benefits 4. Social norms: to adhere to ethics PRIME THEORY OF OBLIGATION: (Base ethical obligation of the Fire Service. Touchstone for all other responsibilities and obligations associated with FD activities.) 1. Axiom ethics 2. Ethical obligation to act in the public interest. 3. Efficiently fulfill its duties exist because of the nature of the work and FD does and supported by tax dollars 4. By joining FD, a firefighter agrees to support the mission of the FD and refrain from any activities that hinder the department in meeting its obligations Professional responsibility: 1. Public expect the Fire Service to:  Respond quickly  Perform efficiently  Willing to risk safety to save lives 2. Responsibility starts with our mission statement. “Save lives and property “ 3. Everyone goes home life safety program  Founded by the national fallen firefighter foundation in 2004. Provides free training and resources to implement the 16 Firefighter life safety initiatives. The goal is to reduce the number of preventable firefighter line of duty death and injuries. Firefighter, ethical responsibility: 1. Always act in the public best interest: provision of emergency response services  1922, Lippmann asserted at acting in the public interest was a rational response. - “public interest is what men would choose if they saw clearly, thought, rationally, and acted disinterestedly and benevolently.” Ethical responsibilities of the fire department Effective response: Requirement of a FD 1. Identify in recruit, qualified personnel  Acquire, qualified personnel required unbiased, recruitment and selection process and competency-based testing to identify individuals who are physically, emotionally and intellectually suited for the job. 2. Trained and equip firefighters adequately: 3. Implement leadership capable of the responsible supervision  Effective leadership is dependent on the provisions of adequate training and educational opportunities for potential administrators. 4. Seek adequate resources to provide for the public safety. Deploy resources as efficiently as possible. 5. Educate the public that there are limits to our capabilities Bare essentials necessary for the implementation of competent fire protection include: 1. Identify and recruit qualified personnel 2. Train equipped firefighters adequately 3. Implement departmental leadership capability 4. Provide adequate training and education opportunities for potential administrators 5. Seek and employ resources as effectively as possible to provide for an effective response Performance barriers: Funding, logistics, and time constraints. Provisions of effective incompetent. Respondents represents the minimum level of responsibility in meeting the terms of the contract. Anything less is a breach to trust.  Tight budget, staffing issues, and ever-increasing service demands are conspiring to make the provisions more difficult.  Public, all too often has an unrealistic notion of its local Department capabilities. Obligation to the firefighter safety: 1. Too often firefighters are being asked to conduct interior fire operations, alone, without a RIT team standing by or without proper ventilation. If FD has an ethical obligation to protect its firefighter 106 107 108 109 109 110 safety and risk firefighter safety or under resourced operation is inherently unethical. 2. Failure to provide reasonable safety measures for firefighters is a tantamount to a breach of trust  To do more with less is irresponsible.  Financial considerations are not an ethical justification for failure to provide reasonable health and safety provisions to firefighters Manage resources responsibly: 1. FIDUCIARY: (Hold an imperative ethical or legal responsibility for the welfare of another person or assets. Referred to as beneficiary or principal.)  Involves the handling of money  Ethical obligations to the public  Must follow federal and state ethics laws regarding bookkeeping, expenditures, purchasing practices, and transparency requirements. - Fire protection and law-enforcement can represent up to 1/3 of a community’s budget - FD, including administrators and division chiefs, have an ethical responsibility to produce honest budget based on justifiable needs.  Budgeting: some departments approach, budgeting, almost like the child’s game of hungry, hungry hippos. The philosophy of “get as much as you can while you can “can lead to irresponsibility and even unethical and financial practices.  Confused priorities: “don’t use it they will lose it. “ - Capriciously spending down budget for the purpose for protecting future allotments is unfair to taxpayers and represents a breach of trust Keeping current: One of the fire services true strengths is its respect for tradition.  Reminds us of who we are, where we came from, and most importantly why we are here.  Gives us roots and provide a foundation for growth  At the obligation to provide quality service, to use resources, responsibly, to employ methodology and technology that enhances capabilities. To most efficiently served the public, a department must be open to change.  Concepts, such as private republic, partnerships, mutually, training, consortium, and even Department reorganization should be approached with an orientation towards the public Strategic planning: focus on the mission statement, approach it with an open mind in regard to the implementation of technology and innovation in tactics, management, and administration.  If innovation produces greater levels of service or efficiency, it is leader ships duty to utilize it, and the rank in files duty to support it. Leading Community risk reduction: 1. Lack of public support is rooted in a lack of understanding. 2. Public often does not entirely connect risk reduction activities with their personal safety  This is consistent with human behavior 3. Lack of immediacy makes fire prevention tough to justify 4. Lack of support for fire prevention activities by fire suppression personnel is usually not about lack of interest, but rooted in self interest 5. Departments have an ethical obligation to protect others 6. Barriers to initiating robust risk reduction programs require vigorous leadership. 7. Objective obligation to be visible advocates for fire, safety, and the implementation of fire safe building practices  Sprinkler system represents the single most effective life safety feature in a building, and need to be advocates for mandatory installation  Fire protection is our core undertaking Last 30 years have seen a shift in FD operations to an all hazards response platform 1. Broaden the scope of FD responsibilities:  Fire Department functions: EMS, hazardous materials, technical rescue teams Being a positive influence in the community:  Both firefighters and the public jointly embrace the image of the Fire Service as a cultural icon Diversity: Fire Department has an application to provide equal access to fire departmental membership. 1. Beyond legal requirements, a FD has a ethical obligation to utilize fair and objective criteria for employment or membership 2. Recruitment and selection standards must not interfere with the department’s ability to perform 3. Service levels should be fairly distributed throughout the community based on need. Community service: 1. Brunacini: “Customer service “has become pervasive in the Fire Service vocabulary.  Book: essentials in fire department customer service - Concepts: professional excellence, politeness, respect for the dignity, privacy, and property of our customers 112 2. 1990s: articles, conference, presentations, and leadership seminars all its stressed the importance of customer service. 3. COMMUNITY-BASED INITITIVES: (programs in support of improving quality of life within the community)  Not directly related to public safety, but rather and in support of improving quality of life within the community. - Big brother/ sister, literacy programs, charitable organizations, various community events, and festivals  Two schools of thought: - The greater, the affection the public has for the Fire Service, the more influence it has at City Hall - Fire Service is essentially a public service agency and that, if it has a capability to provide a service it should, it is just the right thing to do.  Controversial: - Just an extension of what firefighters have been doing for years. 4. Individual firefighters and international Association of firefighters  Community service and charitable work - Burn camp, meals on wheels, St. Baldricks, fill the boot campaign - Fill the boot: representative of the long history of the Fire Service community services programs  Critics argue that community-based initiatives should remain in the hands of off-duty firefighters and unions. - not consistent with its fundamental mission statement. - Argue that customer service initiatives can distract from response capabilities by diverting time and resources away from the Department core mission - Programs are not only not ethically required, but maybe actually unethical because they distract from a pre-existing ethical obligation 5. Connection between ethical responsibilities and community-based customer service initiatives is not so clear:  Care ethics: imply that an agency or agencies that is in a position to do good has a responsibility to do so.  Social contract theory: suggest that public agencies having inherent responsibility to improve the lives of its citizens - Comfortable fit of the FD’s mission with that Of Community service that has urged so many fire departments to focus on community enrichment programs.  Deontology: support the notion that if no specific duty is attached, others can provide the service, then perhaps no obligation exist. - Support the idea that Customer service initiatives may be a good idea, but not necessarily an ethical or moral imperative 6. Collective bargaining agreements: represent binding agreement between firefighters and the department regarding labor conditions 7. Fire chief has a right to set service standards to meet expectations. Firefighters may have an obligation to meet those standards if legally imposed by the department’s chief. The firefighter’s responsibility and obligations: 1. The roles of roles:  Personal responsibilities: self-imposed, sense of virtue, subjective  Professional ethics: duty-based, condition of membership, personal sense of obligation 2. SOCIAL ROLES: (form a personal identity associated with responsibilities and obligations)  Examples: spouse, parent, friend 3. Influencing behavior: responsibilities can either be imposed externally (objectively) or internally(subjectively). 4. 2 Fundamental causes of ethical dilemmas and questionable behavior:  Inconsistency between the responsibilities associated with assumed roles  Inconsistency between obligations and our personal values, beliefs, and needs  2015, Kimberly Davis, Rowan county, Kentucky. Marriage license to same-sex couples Davis contended that her religious beliefs prohibited her from sanctioning same-sex marriages. - At the obligation to fulfill the duties, she willing fully undertook - Her conscience prevented her from caring out those duties - She can either seek to legally address the issue or resign 5. NUREBERG TRIALS: (1945 to 1949 Germany, series of military tribunals, judging Nazi officials accused of war crime.  Argued they had an obligation to obey legal orders  They were not morally culpable for the results of laws implemented by the Nazi party.  Following in moral orders is not a viable defense for committing atrocities. 113 6. Two dilemmas:  Moral obligations can conflict with the responsibilities associated with social roles.  Competing roles - Example would be a firefighter who must choose between an opportunity to attend the national fire Academy for special training or attending a friends wedding - Can cause internal emotional turmoil. OBJECTIVE RESPONSIBILITIES: (Rooted in obligations to task that is externally imposed.) Imposed on us from an outside source.  Closely associated with duty-based ethics or deontology.  DEONTOLOGY: (ethics clients were a code of conduct based on certain categorical imperatives.) Key Objective Responsibilities. Obligations to: Competency, safety, policies and authority, physical fitness, tradition, to learn, balancing work and private life, giving back, loyalty, and protection, union, leadership. 1. Obligation of competency:  Being unprepared or unwilling to meet, our competency obligation is a breach of trust, not only to the public, but to our fellow firefighters  Obligation for emergency response insist that we treat every classroom session and training session as if lives depend on it  All disciplines within the Fire Service matter. Inspections, code interpretation, hygiene, inspections, pre-plans, of education, details 2. Obligation to safety:  Moral and ethical obligation as much rooted in humanity as responsibility  Injury related: can compromise or prohibit firefighters from doing their job, effectively, reduce staffing, inhibit, team, cohesiveness, and reduce team productivity. - Can’t have an emotional and financial impact on firefighters, families, can have long lasting traumatic effects - Injuries are expensive: direct directly or indirectly it can cost Department significant money 3. Obligation to policy and authority:  Department’s ability to perform its functions, depends on - organization, - clear lines of authority - unity of command  Obligation rest on two principles: - Firefighter voluntarily enters pay department, excepts, implicitly, and explicitly the conditions of membership  By joining, agrees to its organization principles, its mission, and by extension the policies that support that mission.  Should a policy prove illegitimate because it is contra to the departments mission, is illegal, or is inherently unfair, a firefighter has an opportunity for procedural redress. - If a person accepts the ethical obligation to protect public safety and welfare, then, by extension the member of the apartment has a likewise obligation  Any action by Firefighter that disrupts the department’s ability to provide safety or service is tantamount to a dereliction of the same duty that bind the department 4. Obligation for physical fitness  Many firefighters mistakenly believe that firefighting is an exercise and brute strength. Studies have shown physical demands require a combination of cardiovascular health, strength and flexibility. Requires a regular exercise regimen, proper diet, abstinence from excessive alcohol and drug and proper sleep.  Obligates the firefighter to have a body, spirit, and mind prepare for shift.  SUBJECTIVE RESPONSIBILITIES: (responsibility that springs from internal values, beliefs, and priorities) self-imposed and open to self-interpretation. Rooted in values, they can be fairly described as associated with the ethics theories of consequentialism and virtue. 5. Respecting tradition:  Gives a sense continuity and identity.  Have a positive effect in reinforcing important shared values within a team  Represents and reinforces the departments legacy and it shared culture  Should not be confused with routines, habit, or organizational inertia  Work schedules, hose load, and fire tactics are not traditions  Give department members a sense of community and pride  Similar to ownership, a sense of belonging is also fundamental to instilling a sense of responsibility  Become victims to competing priorities  Cohesiveness, unity and shared experiences build trust. Which is essential to a highly functioning fire company. 6. Obligation of cohesiveness:  Firefighters live together as the concept, cooperation, invasive in the FD culture.  Bitterness, arguments, and cynicism can create a toxic, work environment and destroy initiatives and overall effective 7. Obligation to learn:  Open-mindedness and curiosity are essential for personal growth and development CULTERAL INERTIA: (tenancy of groups of people to maintain status quo). - Example: resistance to change by a majority of members 8. Balancing work and private life:  Becomes ingrained in self-identity  Can be a “demanding mistress”  Not have a balance can become burned out and suffer, marital problems 9. The obligation to get back:  Give back through leadership positions  Having the right to refuse, something does not necessarily negate the existence of the responsibility to do it  The right to choose their own career path, and the level of responsibility they are willing to undertake, that does not necessarily imply that there is not an obligation to undertake leadership roles  Obligation to contribute to the department’s future success  You can argue that acceptance of leadership and mentoring without being willing to do the same for others as self-serving  If a firefighter has the qualifications and prerequisite skills to be an officer, those qualities can contribute to the safety of fellow firefighters, there is an obligation to render those services. 10. Loyalty:  A virtue  Provide a sense of belonging and trust  Key elements and teambuilding  Imposes certain obligations on firefighters coming, including the willingness to commit to competency  Commitment to excellence is an act of loyalty 11. Responsibility of image protection  Obligation/ responsibility of reputation management  Foolish, selfish, or unethical actions of some firefighters tarnish the reputation  If a firefighter’s actions can harm others, then the firefighter has an obligation to refrain from those actions 12. Special case of union leadership:  Important role and protecting the safety, working, conditions, and rights of firefighters.  Can face significant conflicts or responsibility  Uncomfortable close to conflicting with obligations of maintaining organizational discipline  May have to balance their obligation to represent personal and financial interest of firefighters against what they may professionally feel our legitimate and ministry initiative  Ethical obligation to represent firefighters interest  IAFF and IFC have worked together to educate union leaders and fire officers about how to ethically manage both interest  Respecting privacy: - Respecting and protecting the privacy of those, we serve as both  Objective: restrictions that limit the FD prerogative to release personal information a. HEALTH INSURANCE PORTABILITY AND ACCOUNTABILITY ACT OF 1996 (HIPAA) (mandates industry wide standards for healthcare info on billing and processes, and requires the protection and confidential handling of protected health info) legislation restricts the release of a patient medical and personal info within very narrow perimeters.  Subjective: humanistic responsibility to protect the privacy of those we serve. - Firefighters must avoid gossip  Wrong because it takes advantage of those who are in need  Displays a lack of personal integrity and empathy 