Fire Tech Brief: The Future of the Fire Service is Already Here

Inside of the command post, the incident commander (IC) glances at a tablet screen. High above, there is an aerial drone streaming live thermal imaging as crews advance hose into a building they already know the layout of from pre-incident plan data they reviewed on the way to the scene. Dispatch notes, hydrant locations, and live streams from bystanders are available before the first boots hit the ground.

This is no longer science fiction, and, in many cases, this is the normalized operation for many departments across the country. While the traditions of the fire service continue to withstand how and when departments adopt technology, there is a growing trend of departments that have already embraced innovation and moved forward. While some may see inspiration, it Is my hope that others can also see a roadmap to improving incident outcomes and reducing the risk of an inherently dangerous career.

Large-scale system innovation

When you look at the largest departments across the country, FDNY, Los Angeles Fire Department (LAFD), and even San Diego Fire-Rescue Department (SDFD) often come to mind. These large departments are not easily swayed from their traditions; however, they have embraced and, in many ways are helping shape the future of fire service technology.

FDNY has a Robotics Team, Strategic Innovation Position, and an entire section dedicated to Technology Development & Systems. Piloting programs with aerial drones, robotic assistance, and even AI analysis, this is a great example of moving forward at scale with a purpose.

LAFD has established a goal in their strategic plan to “explore, implement, and integrate technological innovations and advancements.” Investing heavily in predictive analytics that use historic incident data, geographic trends, and time-based modeling to position resources in anticipation of demand. This approach has reduced response times, even in high-volume areas, without an increase in staffing levels. Data is no longer viewed as an afterthought, rather it is proactively shaping their response.

SDFD has taken a different approach that is proving to be equally as impactful. They are investing heavily in unmanned aerial systems which have changed how the IC sees the fireground. Drone programs now provide real-time intelligence that provide visual confirmations of once was guesswork or intuition. These departments have moved beyond simple adoption and are redefining situational awareness.

EMS integration

As the fire service expanded its scope into EMS, many departments are focused on improving patient outcomes and creating efficiencies for responders. Dallas Fire-Rescue Department (DFRD) has focused their technological efforts on ensuring their EMS operations are integrated. Electronic patient care reports, mobile data terminals, hospital communication platforms, are now interconnected. Information from the field can move throughout the patient’s journey starting with the emergency response. This has led to improved patient outcomes, reduced delays, and improved the continuity of care. Crews can focus on the patient care through reduced redundant documentation, hospitals receive critical patient information quicker, and decision-making for both parties are improved. However, this did not come without some lessons learned as integration required training, discipline, and adjustments to the way things had always been done. In this example, technology alone was not a success. The success came from a commitment to enhancing services and improving outcomes.

Prevention through data

While we often focus on the technology to enhance the response capabilities, there are many departments, like San Antonio Fire Department (SAFD), who have embraced their data and built programs to help reduce the need for responses. Innovative programs like the taxi-voucher program and mobile integrated healthcare prove that not all solutions take technology, rather an innovative mindset. By analyzing patterns, identifying high-frequency users, and targeting at-risk populations this has proven that an ounce of prevention is worth a pound of cure. Fewer repeat calls improve overall response times, patient outcomes, and reduce crew burnout. This shift in thinking is taking main stage as resources are stretched thin and success is no longer measured in how well we respond. I always said, if I was the best fire chief in the world, we would never respond again. Seeing every response as a failure to prevent is a change that is being embraced.

Bringing the lab to the street

The Charlotte Fire Department (CFD) has invested in a new concept for hazmat incidents, referred to as the field screening unit. This technology-based solution started with a problem that led to the design of a specialty apparatus to identify suspicious powders, unknown liquids, chemical exposures and provide real time results to help mitigate incidents. Essentially a mobile lab with contamination protection and a mass spectrometer, this self-contained lab was built to safely pass on samples to the technicians for analysis. While the department still relies on laboratory testing for final confirmation, this innovative approach has redefined how the department manages these types of incidents. This is a fitting example of adaptation to solve a problem.

Lessons learned

While I have highlighted multiple approaches that the modern fire service is taking to shift the culture to one of innovations, there are common themes.

First, technology adoption is driven by need, not curiosity or ego. LAFD wanted to reduce response times, SDFD wanted better visibility, DFRD needed to improve efficiency, SAFD had to reduce call volumes, and CFD had to address a specialty need. In all cases, the people doing the work were deeply involved in finding the best technological or innovation to solve the problem.

Second, without integration there is limited impact. The real value comes when data and information flow and become operational intelligence. Siloed systems become stagnant and are never available in real-time to assist those who respond.

Third, culture is a huge factor in the success of technology and innovation. Leadership to address the resistance to change, establishing expectations of innovation, and ensuring novel solutions are backed with proper training and support are all deciding factors in successful programs. For most of these departments, there were internal champions, demonstrated value, and a clear focus on solving the problem.

Conclusion

These departments are not the outliers, rather I would argue that they are clear indicators of where the fire service is heading. They are proof that better data leads to better decisions and more importantly better outcomes. Unfortunately, the fire service has a bad tradition of evolving through tragedy instead of innovation however, these departments, and others, are providing an example for others to follow. Another thing I always said is that I will never live long enough to make every mistake so I must learn from others. Seeing technology in action means the future is not a distant fantasy, it is here.