DEVELOPING A PHYSICAL FITNESS PROGRAM FOR THE RICHARDSON FIRE DEPARTMENT EXECUTIVE LEADERSHIP

DEVELOPING A PHYSICAL FITNESS PROGRAM FOR THE RICHARDSON FIRE DEPARTMENT EXECUTIVE LEADERSHIP BY: Robert Fite Richardson Fire Department Richardson, Texas An applied research project submitted to the National Fire Academy as part of the Executive Fire Officer Program August 2002

2 Appendices A-D Not Included. Please visit the Learning Resource Center on the Web at http://www.lrc.fema.gov to learn how to obtain this report in its entirety through Interlibrary Loan.

3 ABSTRACT The problem was the Richardson Fire Department had a vague and undefined physical fitness standard that contributed to many firefighter injuries during the 1999-2001 budget years. The purpose of this applied research project was to develop a physical fitness standard that was safe and challenging for the members of the department in order to minimize injuries and improve the overall health of the firefighters. The action research methodology answered the four following research questions: 1. What were the causes to the physical fitness injuries within the past 3 years? 2. What are the components of a structured physical fitness program as recommended by fitness experts and implemented by other organizations? 3. What are the impacts to implementing a structured physical fitness program? 4. What components of a physical fitness program do the members of the Richardson Fire Department recommend? The procedures for this applied research project identified the participants and the variables to this study. In addition, the procedure utilized the qualitative research method that answered the four research questions using the Internet,

4 publication journals, peer fitness journals, group studies, and surveys. The results for this study revealed that the current fitness program contributed too many firefighter injuries. A more definitive program should have a warm-up period, strength training, cardiovascular exercise, and a cool-down period. The benefits to this program would decrease sick time, limit injuries, and increase productivity. The recommendations that resulted from this study were 1) implement Appendix A and utilize the current fitness procedure as written, 2) upgrade and maintain fitness equipment, 3) begin tracking critical data such as cholesterol and fat analysis of employees as a measurement tool to success, 4) track future injuries and data in an organized spreadsheet, and 5) purchase a fitness book for each station.

5 TABLE OF CONTENTS ABSTRACT 3 TABLE OF CONTENTS 5 INTRODUCTION 6 BACKGROUND AND SIGNIFICANCE 7 LITERATURE REVIEW 10 PROCEDURES RESULTS DISCUSSION 20 24 28 RECOMMENDATIONS REFERENCES 33 36 APPENDIX A 2 APPENDIX B 2 APPENDIX C 2 APPENDIX D 2

6 INTRODUCTION Firefighters continue responding to emergency incidents that require extreme physical output and often result in physiological and psychological outcomes. Over time, these situations have an overwhelming effect on the wellness and overall health of firefighters. The future fire service requires that current fire departments face the challenge of keeping firefighters fit today. To meet this challenge, all fire departments should embark on a mission of improving firefighter s health by creating a physical fitness program for their organization. Within the Richardson Fire Department, the administrative leadership embarked on this challenge during the 1997-1998 budget year and created a physical fitness program. However, this program was vague and did not define any fitness components thus contributing to the fitness injuries. The purpose of this action research project is to develop a physical fitness program for the Richardson Fire Department in order to minimize future physical fitness injuries. Minimizing injuries is defined as reducing the number of average injuries that occurred in 1999-2001 when compared to future injury data. To complete this action research project, this study answered the four following research questions:

7 1. What were the causes to the physical fitness injuries within the past 3 years? 2. What are the components of a structured physical fitness program as recommended by fitness experts and implemented by other organizations? 3. What are the impacts to implementing a structured physical fitness program? 4. What components of a physical fitness program do the members of the Richardson Fire Department recommend? The purpose of this study is to minimize future physical fitness injuries by providing a structured physical fitness program for the City of Richardson firefighters. The organization should learn that there is a direct correlation between the current injury rate and the physical fitness program. The changes resulting from this study will attempt to decrease future injuries caused by physical fitness by enhancing the current program. BACKGROUND AND SIGNIFICANCE From 1999 to 2001, injuries from the physical fitness program created numerous medical claims and the department suffered a loss of many personnel hours. In 2001, one of the Richardson Fire Departments goals was to improve the overall well-being and health of the firefighters by reducing the injuries associated with the current physical fitness program.

8 The critical step in accomplishing this goal is the creation of a more defined physical fitness program as compared to the current program. Wellness was an established goal of the organization in 1998. Wellness includes a comprehensive medical exam, stress test, and required physical fitness programs. The Richardson Fire Department implemented a wellness program in 1998 and the program included all of the above categories. The main problem is the Richardson Fire Department does not have a defined physical fitness program for the firefighters. The current standard states, In addition to stretching and strength training, each member should complete a minimum of 20-minutes of aerobic activity (Appendix D). This undefined standard is mandated to all firefighters. Yet, the department does have a defined standard and process concerning fitness evaluations and peer fitness trainers but the department does not utilize nor incorporates this part of the operational policy. The researcher of this project is a Battalion Chief for the Richardson Fire Department. The two main responsibilities for the Battalion Chief are safety of personnel and adequate staffing of emergency equipment. All injuries to firefighters, including physical fitness injuries, have a direct impact on firefighter safety and the adequate staffing of fire apparatus. This study will attempt to decrease the injuries to firefighters

9 caused by the current physical fitness program. In return, the members of the department will be more physically fit and able to work more often because of the injury time reduction. This important benefit will be to the city budget process because the workers compensation insurance and overtime will decrease. In addition, a more physically fit firefighter is more capable of rescue and emergency operations when called into a hazardous environment. Through a thorough literature review, this study will develop a physical fitness plan that will be safe, challenging, and improve the firefighters well being. This study will develop a plan by reviewing other organization s procedures, journal reviews, peer fitness journals, and seek the input from the members within the organization. The research will outline the impacts of the program so the organization can understand the future impact of the plan prior to implementation. The direct linkage to the research problem and the Executive Leadership course is as follows: 1. Chapter 3: Decision Making. The action research project will need sufficient information to conduct the study. As a result, Chapter 3 identifies two critical areas of success to the decision making process, which include 1) The participants must participate and believe in the department s goal and 2) the decision must be structured

10 and well defined. This study will include department member input and will define supporting components of the program. 2. Chapter 5: Transition. As defined in Chapter 5, the department and its members must transition from the normal way of doing business to a new defined procedure. The group must be self-motivated in order to accomplish the goal of minimizing injuries. LITERATURE REVIEW This research project outlines the historical injury data for the Richardson Fire Department for the years 1999-2001 in order to understand the need for this research project. The historical data outlines the number, types, and causes of the fitness injuries. Subsequently, the research project details what the recommended components of a physical fitness program should encompass, which include a warm up period, cardiovascular training, strength training, and a cool down period. Additionally, the study identifies goals and desired outcomes of a structured physical fitness program, which include healthier employees, reduction of sick time usage, and overall decrease in workplace injuries. Finally, the members of the department were surveyed to determine their recommended components to the program since these are the members mandated to use the program.

11 Historical Injury Data From 1999-2001, there were 96 injuries to firefighters within the Richardson Fire Department that included injuries on emergency incidents, training, responding to alarms, and physical fitness (Philibert, 2002). Of these 96 injuries, 23 were related to the physical fitness program (Philibert, 2002). Out of the 23 injuries, 15 were a result of competitive sports such as volleyball, basketball, football, or racquetball while the other eight were injuries associated with activity within the weight room and at the recreation center (RFD, 2001). In 1999, 214 personnel hours were lost because of five fitness injuries (RFD, 2000). In 2000, 840 personnel hours were lost because of nine fitness injuries (RFD, 2001). In 2001, 960 personnel hours were lost because of nine fitness injuries (RFD, 2002). Considering the above data, the fire department lost 2014 personnel hours within the past 3 years from physical fitness injuries. These hours cost the City of Richardson approximately $40,280 during the past 3 years. This monetary figure does not include the medical cost associate with each injury so the actual cost would be considerably more. Recommended Components of a Physical Fitness Program Fire departments should implement a physical fitness program to improve the health of the employees (IAFC, 2001). The IAFC (2001) continues and states that the goal of any program is

12 improving the health and fitness of firefighters so the program should encompass basic exercises to accomplish the goal. Currently, every Richardson Fire Department member must obtain 20 minutes of cardiovascular activity each shift (RFD, 1997). This standard does not define, outline, or detail any component of a physical fitness program except cardiovascular exercise. Before a firefighter can participate in any physical fitness campaign, a physician should examine each participant and medically approve each member to participate (Scully, 2000). Kibler (1989) supports this documentation to state that any fitness program should prevent injuries but each participant should undergo a thorough medical exam before participating. In addition to the medical exam by the physician, each organization that attempts to establish a physical fitness program should have a fitness coordinator for employees to seek advice from and provide one on one fitness instruction (Williford, 2002). Williford (2002) continues and states that the fitness coordinator is a critical aspect to any successful program and he recommends that each fire department train a fitness coordinator for each shift. The IAFF (2002) recommends that each department implement peer fitness trainers and have each certified by the American Council on Exercise. San Diego, California, Fire Department implemented the peer fitness trainer program and had every member assessed and given a personal

13 fitness program designed to his or her age and current health status (IAFC, 2002). Scully (2000) agrees and reiterates that each member should have a one on one session with a trainer or fitness coordinator to outline a plan for each member. The literature review suggests that there are four main components of a safe and effective physical fitness program. These components are a warm-up, cardiovascular training, strength training, and a cool-down period. In order to implement any program, the facility should be adequately spaced and equipped with the following items: treadmill, stationary bicycle, rowing machine, medicine ball, pull up bar, full weight circuit training, free weights, universal machine, and weight equipment (U.S. Office of Personnel Management, 1987). Warm Up At least 30 minutes should be set aside for workplace fitness and at least 90 minutes set aside during the day if the occupation is physical or demanding (Weider, 1996). For fire departments, there should be at least 90 minutes if not more set aside each day for firefighters to participate in the physical fitness program (Stefano, 2002). The initial step of any structured fitness program includes stretching and warm up exercises (Weider, 1996). This includes, but not limited to, knee bends, trunk twisters, jumping jacks, push-ups, sit-ups, hamstring stretches, and back stretches (LFD, 1992). The

14 objective of the warm up period is to increase the body temperature as well as the heart rate to allow the muscles and nerves the ability to respond to the training (U.S.Army, 2002). Strength Training Weight training should come before cardiovascular training if both are performed in the same day (Weider, 2001). Weight training consists of circuit machines, free weights, or universal equipment for at least 20 minutes (IDEA, 2001). For a busy fire department, the optimal time for muscular training is at least 20 minutes (Gladdin, 1992). For optimal conditioning of muscles, use medium repetitions at 60% of the muscle strength and do this for at least three times during strength training exercise (Berg, 2001). A complete body toning is needed if an organization is pressed for time (Hayford, 1996). This can include bench press, leg press, leg curls, military press, and bicep curls (LFD, 1992). Other strength building exercises include barbell press, chin ups, dips, pull downs, incline bench-press, incline curl, and french curls (Pearl, 1986). The U.S Army (2002) recommends dividing the routines into three modules, that include 1) Legs and abdominal 2) Chest and triceps, and 3) Back, shoulders, and arms. The leg module consists of leg presses, calf raises, squats, and leg extensions. The chest and tricep module includes bench press, incline bench press, push ups, dumb bell press, flyes, tricep

15 extensions, reverse curls, and French curls. The back, shoulder and arms module consist of seated rows, lat pull downs, upright rows, military press, lateral raises, hammer curls, and incline curls (U.S.Army, 2002). Cardiovascular Training Cardiovascular exercise is critical to any physical fitness program (Luepeker, 1996). Cardiovascular exercise can consist of stationary bicycle, treadmill, rowing machine, and stair stepper machines (Tacket, 1998). Lecuyer (1998) adds that whatever a participant does for cardiovascular conditioning then it should last at least 20-30 minutes for three times a week and the sustained heart rate should be at least 60%-70% of the maximum heart rate determined by a fitness coordinator. Gladdin (1992) agrees and states for fire departments that 20-30 minutes per shift is adequate for aerobic training. Cool Down Period Cool-down is a good way for the muscles to recuperate after exercising (Hayford, 1996). Hayford (1996) states there should be at least 10 minutes of cool down for every firefighter. He continues to state that a cool down can be light walking or stretching exercises. LFD (1992) suggest using the same warm up exercises as defined previously for the cool down period as well.

16 Impacts of a Physical Fitness Program Every progressive fire department should attempt to improve the overall well being of a firefighter (ICMA, 1988). IAFC(2001) recommends to improve the well-being of a firefighter that fire departments should place value on a wellness program, which includes yearly medical physicals, stress tests, peer fitness trainers, and a physical fitness program. Some aspects to measure for a physical fitness program are blood pressure, cholesterol levels, cardiac output, and heart rate, and recovery rates (Luepeker, 1996). From 1990 to 2000, 74 firefighters, chosen randomly, were studied for 6 years. During these 6 years, each firefighter participated in a physical fitness program. All 74 firefighters had a decrease in their body fat and cholesterol levels as compared to firefighters who did not participate in a structured program (Randal, 1999). Decrease in Sick Time and Injuries Predominantly, organizations that have a physical fitness program will have reduced sick time usage and less ergonomic injuries (Murphy, 2001). In addition, because employees feel better about themselves, a physical fitness program can increase morale within a company, which can lead to an increase in production (Wendel, 1996). To verify this claim, a study that followed 1358 companies that allowed some workers two days a week for one hour to participate in a physical fitness program.

17 Jackson (1997) supports this claim with another study to document that 1200 corporate employees were allowed to walk or bike twice a week and the sick time usage among these employees immediately decreased by 23%. Even though their work production hours decreased, 90% of the companies reported that these same studied employees had an increase in measured production and stated they were happier and more satisfied with their employment (American Demographics, 1989). For 10 years, a manufacturing plant studied the effects of a physical fitness program. This study found that from 1984 to 1993, back and muscle injuries decreased 58% since implementing a physical fitness program (Mahone, 1993). A Dutch study in the Netherlands found that 884 workers were given one hour a day, twice a week to walk or ride a bike and the company immediately noticed that these 884 workers used on the average of five fewer sick days as before (Wheelers, 1998). Other Impacts Any organization that implements a physical fitness program will have to justify substantial costs each year to maintain the program (Lecuyer, 1998). Lecuyer (1998) continues and states the cost and maintenance of the equipment and the medical screening by a physician will be costly to an organization but the benefit to the employees are long lasting. Companies should not allow competitive sports as part of the physical fitness program

18 because of the high rate of injuries as employees compete against each other (Hayford, 1996). Even with a structured program, an organization can expect some increase of injuries initially as employees adapt to the program (Wendel, 1996). However, Wendel (1996) continues to say these injuries will quickly dissipate as the employees adapt to the program and the fitness machines. Recommended Components by the RFD Members Surveys were given to 130 firefighters within the Richardson Fire Department. Appendix C documents the results of the survey. Overwhelmingly, the members of the organization insist that the fitness program be flexible on time and components and mandatory for all firefighters. The components as recommended from the members for a fitness program are a warm up period, strength training, circuit training, and cardiovascular exercise via treadmill, competitive sports, or stationary bicycle (Appendix C). Summary of Literature Review Losses of personnel resulting from injuries can be devastating to any organization. This loss is compounded when the injuries are preventable and related to competitive sporting activities. Although the literature supports a structured fitness program that forbids competitive sports, most of the injuries detailed in the literature review identified

19 competitive sports as a contributing factor. During these three years, 23 firefighters suffered injury resulting in a loss of 2014 personnel hours of lost work production. To formulate a structured program, the literature review supports four basic functions for a fitness program. These functions are warm up, strength training, cardiovascular training, and a cool down. The desired time for an organization to allow its employees to participate in a fitness program that is at least 60 to 90 minutes. The literature review suggests that every company train key members to be peer fitness trainers or coordinators. These key members should outline a program for each employee that best fits his/her needs. Yet, as mentioned above, the program needs to include the four major components. No fitness program can be established without some costs associated with the program. Each organization that implements a program will see start up costs for employee medical screenings, training for fitness coordinators, purchase of equipment, and initial injury claims as the program commences. Yet, the longterm effects of the program will improve morale, increase production, decrease sick time usage, and improve employee safety. In conclusion, the employee of any company is the most important resource. This resource should be provided an opportunity to improve his/her overall health through a company

20 sponsored fitness program. However, this fitness program will need structured guidelines and a fitness coordinator to assist each employee improve their overall health. Companies that invest time and money in a physical fitness program will reap the benefits for many years to come because employees will be healthier and at work more often. PROCEDURES Definition of Terms Ergonomic: The science of designing equipment or a workplace with the intent to minimize operator fatigue (Webster, 1988) Peer fitness trainer: Fire department employee chosen to receive fitness program training that includes individual assessment, program design. Program implementation, and program administration (IAFF, 2002). Participants The participants of this study are firefighters employed by the City of Richardson. Approximately 130 firefighters will participate in this study. The average of all participants is 32 and all but four of the participants are male. As defined by operational policy, all participants are required to participate in the physical fitness program. Currently, the physical fitness program is 20 minutes of aerobic activity and this study will provide definitive guidelines to a more structured program.

21 Variables to the success The first variable is cost. Due to current fiscal constraints, the City is facing a major economic slowdown, meaning less tax revenue to meet budget expenditures. These constraints could prevent the repair and purchase of any fitness equipment recommended by this study. By eliminating or not keeping the equipment maintained and safe, the Fire Chief may opt to eliminate the physical fitness program. The second variable is a scheduling conflict. The nature of firefighting and paramedicine continues to grow more complex. Many other duties assigned to firefighters such as fire education, fire inspections, fire prevention, training, equipment maintenance, facility maintenance, and multiple administrative duties. All of these tasks require numerous hours per day. Currently, the time allotted for physical fitness is 8:00 10:00 a.m. and this includes all clean up activities. While this time frame is not expected to change, any increase in the work schedule could alter or even eliminate physical fitness time set aside for the firefighters. Limitations No limitations were noted that effected the procedures or methodology of this study.

22 Research Methodology The inspiration for this study originated in an administrative staff retreat in January of 2002. All of the staff officers recognized the need to reduce injuries caused from the current physical fitness program because of the time and money that these injuries were negatively affecting the city budget process. As stated in a goal at the retreat, there was a desire to improve firefighter health by composing a study into a structured and defined physical fitness program, thus causing a need for this applied action research study. A qualitative research method was used to answer the four research questions. To find data concerning research question one, the researcher collected injury data for 1999-2001 as compiled by internal fire department records. These validated records are secured within the fire department s administrative office and are considered confidential because of the medical content. These records included all injuries ranging from training, emergency scenes, responding to alarms, and physical fitness. These injuries are tracked on a Microsoft Excel spreadsheet and include personnel hours, monetary amounts, and type of injuries. To determine the answers for research question two, the researcher identified the components of fitness by reviewing military procedures as well as other fire departments and

23 private industry. The researcher found this data in the City of Plano, Texas, public library utilizing publications and fitness journals and an extensive Internet search. The fire department data was gathered at the National Fire Academy, Learning Resource Center in Emmitsburg, Maryland. To determine the data for research question three, the researcher utilized past studies from other organizations. Most of these studies measured the impacts of a fitness program within private business or military and targeted the direct impact the fitness program had on sick-time usage, injury rates, morale, production, and the overall employee well-being. The studies were found in the City of Plano, Texas public library in peer fitness publications and health journals. To determine the data for research question four the researcher relied on an internal survey of the fire department members. A preliminary survey was tested on 10 firefighters and the survey was slightly altered due to their narrowed responses. The final survey was sent via inter-office mail with a cover letter to all Captains (Appendix B). One hundred and thirty surveys were sent to the membership and 116 were returned. The potential sample size was 130 employees and all were given a chance to respond to this survey. This equated to a 89% response rate that assures validity. The survey was done in order to gather input from department members since these are the

24 employees using the fitness program. Internal input is a critical element to success to any applied project with a proposed change to a procedure. Research Question One RESULTS The results for research question one documented that the fitness injuries accounted for 24% of all of the injuries within the fire department from 1999-2001. The fire department records are filed but the researcher found some of the data was hand written and not recorded in an organized manner. Table 1 documents the fire departments total injury data from 1999-2001. Table 1: Fire Department Injury Total 1999 2000 2001 Total On Scene 22 9 15 46 At Station 8 5 6 19 Fitness 5 9 9 23 Training 4 4 0 8 Total 39 27 30 96 As shown in Table 1, of the 96 injuries during the threeyear period, 27 of the injuries were directly related to the fitness program. Most of the injuries were a direct result of competitive sports such as volleyball or basketball. Table 2 documents each fitness injury and how many personnel hours were lost because of the injury. Included in Table 2 is the monetary amount of the personnel hours lost based on an average of $20 per personnel hour. This hourly rate does not include the

25 benefit costs or the medical charges associated with these injuries. Table 2: Personnel Hours Lost to Injuries 1999 2000 2001 Total Hours Total Cost Racquetball 1 @ 0 hrs 3 @ 120 hrs 1 @ 0 hrs 120 $2,400 Basketball 1 @ 22 hrs 4 @ 456 hrs 1 @ 120 hrs 598 $11,960 Weights 2 @ 144 hrs 1 @ 264 hrs 0 408 $8,160 Volleyball 0 0 4 @ 528 hrs 528 $10,560 Rec Center 2 @ 48 hrs 1 @ 0 hrs 2 @ 72 hrs 120 $2,400 Football 0 0 1 @ 240 hrs 240 $4,800 Total 5 @ 214 hrs 9@ 840 hrs 9 @ 960 hrs 2014 $40,280 Research Question Two Appendix A is the result of this action research project. The results for research documented that any physical fitness program should be designed to improve the overall well-being of an employee. To assist in accomplishing this goal, the fitness program should be physician approved and a peer fitness trainer should compliment the program. This program should have the needed equipment and space. The results document some important needs to implement a program such as 1)treadmill, 2)staionary bicycle, 3)rowing machine, 4)medicine ball, 5)pull up bar, 6)full weight circuit training, 7)free weights, 8)universal machine, 9)jump rope, and a 10)full compliment of weight lifting equipment Overall, there are four recommended components to a fitness program. These four components are 1) Warm up period 2) Strength training 3) cardiovascular exercise and 4) Cool down period.

26 The recommended time allotted for a fire department fitness program should be 60-90 minutes. The first 10 minutes should be warm up exercises such as knee bends, push ups, sit ups, back stretches and trunk twisters. The second component of the program should be the strength training exercises. These exercises include an entire body work out or sectional work outs. The entire body work out for occupational fitness includes: 1) Bench press 2) Leg press 3) Military press 4) Leg curls and 5) Bicep curls. Other strength building exercises were 1) Barbell press 2) Incline bench press 3) Incline curl 4) French curls and 5) Squats leg presses 6)calf raises 7)leg extensions 8)incline bench press 9)dumb bell press 10)flyes 11)tricep extensions 12)reverse curls 13)French curls 14)seated rows 15)lat pull downs 16)upright rows 17)lateral raises 18)hammer curls and 19) incline curls. The results of the literature review suggest to gain optimal strength and endurance that the participant should do each exercise three times at 10-12 repetitions. The weight used on each exercise should be 60%- 70% of the one time maximum effort. After the strength training, the literature review suggested that cardiovascular exercise should follow. Effective cardiovascular exercises included walking or jogging on a treadmill, riding a stationary bicycle, or climbing a stair

27 machine. Each of these should be done twice a week for at least 20 minutes. Finally, the final component should be a cool down period. The cool down period should be 10 minutes and should consist of light walking or jogging to allow the body time to cool down in order to maximize work effectiveness. Research Question Three The results for research question three document that a physical fitness program is just one aspect of a complete wellness package. The literature review documented that wellness is a comprehensive package that included a yearly medical exam, yearly stress test, utilization of peer fitness trainers or other trained professionals, and incorporate a complete fitness program. The results documented through thorough studies that a fitness program will benefit an organization in the following ways: 1) Decrease overall body fat per employee 2) Decrease overall cholesterol per employee 3) Decrease sick time usage per employee and 4) Decrease overall injuries such as back and muscle related types. The literature reviews that competitive sports should not be encouraged or allowed because of the high injury rate associated with competing employees. The results did show one negative affect of fitness program would be the increased costs associated with the program to purchase and maintain the fitness equipment.

28 Research Question Four Results for research question four documented that the 94% of the Richardson Firefighters overwhelmingly desire a degree of flexibility when it comes to the fitness program. As shown in Appendix C, the results conclude that flexibility is a critical factor in time and structure. Appendix C documents that 98% of the members feel that the fitness program should be mandatory for all personnel. The two issues that were split in opinion were competitive sports and changing the policy. Most of the comments documented from the survey revealed that the members do not want a restrictive policy and they felt the current policy was adequate since the new policy prompted some form of change. DISCUSSION Research Question One The researcher interpreted the results for research question one to document that the current fitness procedure contributed to the number of fitness injuries from 1999-2001. The research provides a direct link of the injuries to the fitness program by documenting 23 fitness injuries from 1999-2001 (Philibert, 2002). Of the 23 injuries, 15 were directly related to competitive sports such as basketball, volleyball, and racquetball (RFD, 2001). During this three-year period 2014 personnel hours were lost from the 23 injuries costing the City of Richardson approximately $40,280. The implication to the

29 organization is the original goal of the fitness program was to improve the health and fitness of the firefighters. However, instead of promoting fitness it mistakenly promoted a competitive atmosphere of sports that indirectly caused injuries to firefighters. The organization will need to adopt a more defined program that is designed to improve the firefighter well-being, not contribute to the injuries. In addition to defining the program, the organization will need to implement the critical element of the policy that allows for peer fitness trainers (Appendix D). Research Question Two The researcher interpreted the results for research question two to document all fire departments should implement some form of a fitness program (IAFC, 2001). The goal of this program should attempt to improve the overall health and fitness of a firefighter and should use fitness coordinators to monitor the programs success (Williford, 2002). In order to implement a program, the U.S. Office of Personnel Management (1987) recommends key equipment components to make the program successful. The researcher concluded that all fitness programs reviewed had four common elements that included a warm up period, strength training, cardiovascular training, and a cool down period. The appropriate time allotted for occupational fitness

30 should be at least 90 minutes (Weider, 1996). For fire departments, the time set aside for physical fitness should be at least 60-90 minutes (Stefano, 2002). The first step of any fitness program is warming up (Weider, 1996). Appropriate exercises to warm up are jumping jacks, trunk twisters, hamstring stretches, knee bends, sit-ups, and push ups (LFD, 1992). The bulk of the fitness program as defined from the literature review was the strength training and the cardiovascular exercise. For optimal strength training, a participant should use 10-12 repetitions and repeat an exercise three times (Berg, 2001). If an organization is pressed for time, the research recommends a full body toning period (Hayford, 1996). One example of a fire department using a full body toning was the Louisville Fire Department. For over 10 years, the LFD has successfully implemented a fitness program that includes a full body toning of bench press, leg press, leg curls, military press, and bicep curls (LFD, 1992). The military prefers to divide the muscles into modules and each module is trained separately on respective days (U.S.Army, 2002). Cardiovascular exercise is critical to any fitness program (Luepeker, 1996). The results identified several cardiovascular exercises such as walking or jogging on a treadmill, stationary bicycle, rowing machine, or a stair stepping machine. Lecuyer

31 (1998) defines no matter what a participant does for cardiovascular exercise that it should at least be done for 20 minutes. The final stage of a fitness program is a cool down period. The cool down period allows the muscles a way to recuperate and develop (Hayford, 1996). LFD (1992) suggest to us the same cool down exercises as used during the warm up period. The implication to the organization is that many businesses, both public sector and private, have fitness programs that provide defined parameters. These parameters are designed by fitness professionals and provide enough administrative control to minimize injuries while improving the overall health of the employee. The Richardson Fire Department needs to adopt a fitness standard that encourages firefighters to participate up to the level of their fitness ability. The program should not be all encompassing but user friendly enough so each firefighter can participate to their level. Research Question Three The researcher interpreted the results to document any fitness program should have measurable results such as cholesterol levels, cardiac output, and heart rate levels (Luepeker, 1996). Randal (1999) proved in a study that firefighters will improve their body fat and cholesterol levels if the participate in a structured program.

32 A valued benefit of any fitness program will be a decrease in sick time and less ergonomic injuries (Murphy, 2001). Studies have shown that employees who participate in a fitness program will use less sick time and will be injured less. Mahone (1993) documents a study to validate this claim to show a 58% decrease in back and muscle injuries when employees were given one hour a day, twice a week, to walk or ride a bike during work. Another valued benefit is morale will improve and production will increase (American Demographics, 1989). One major interpretation documented is that competitive sports, such as football, should not be allowed in company fitness programs (Hayford, 1996). The implication to the organization is to stop allowing competitive sports as a form of fitness and begin measuring the benefits of a program once implemented. Research Question Four Appendix C documents the Richardson Fire Department members want a program that is mandatory yet flexible. The members value their time and would like to have flexibility to participate in the fitness program that is beneficial to their current fitness level. The researcher interpreted the results from the internal survey conducted. The implication to the organization is to develop and implement a program that is flexible on both time and components. If the department creates a very restrictive

33 program and defines detailed time allotted periods, the member s morale may suffer and the program may not be a success. The organization must practice the operational policy that is in effect that pertains to peer fitness trainers (Appendix D). RECOMMENDATIONS Recommend: Implement Appendix A and incorporate this into the current operational policy #612. Appendix A will replace Section V, subsection F (1-4) of the current policy. The remainder of the policy will remain into effect. This recommendation will directly assist to minimize future injuries. Recommend: Utilize the current fitness policy Section VI, subsection A-E as written. The policy is approved and in the Operations Manual but it is not being used. This recommendation will directly assist to minimize future injuries because the peer fitness trainers can monitor the program and provide one on one instruction to the firefighters. Recommend: Upgrade and maintain current fitness equipment. Assure that there is at least two treadmills, two stationary bikes, two stair steppers, complete dumbbell sets, weight benches, and circuit machines at each station. With single company firehouses, the stair stepper, treadmill, and bike can be reduced to one. This recommendation will directly assist to minimize future injuries because the equipment will be safely maintained.

34 Recommendation: Organize future injuries into categories and track all injuries on a computer spreadsheet. Ideally, the organization should track type of injuries, causes, hours lost, monetary costs, preventative measures, and action taken to eliminate future injuries. This recommendation will directly assist to minimize future injuries because this will better identify trends and problems before massive personnel hours are lost. Recommendation: Tie current fitness policy with the Wellness policy and begin tracking overall department body fat analysis, cholesterol, and weight and attempt to identify a relationship between the health of the firefighters and the fitness procedures. This recommendation will directly assist to minimize future injuries because the program will be measurable and the peer fitness trainer can assist employees. Recommendation: Purchase a fitness manual for each fire station that includes pictorials of exercises and the proper use of weight equipment. This recommendation will directly assist to minimize future injuries because it will provide a framework and examples for firefighters to follow and learn from. Conclusion Future readers should learn that an organization couldn t simply put a fitness program in place and not monitor the results. Future readers attempting this study

35 should have detailed baseline data to measure the programs results. This data can be utilized for budget presentations in order to justify the cost for the equipment and time needed to make the program a success.

36 REFERENCES American Demographics. (1989). A workout for the bottom line. American Demographics,11,10, 34-38. Berg, M. (2001). Your idea rep range. Men s Fitness,16,29. Gladdin, D. (1992). Establishing a Fire Department Fitness Program. Emmitsburg, Maryland: National Fire Academy. Hayford, J. (1996). Firefighter fitness, why sports cant get you in shape. Firehouse,15, 60-63. IDEA Health and Fitness Source (2001). Fitness programs, a trends report. IDEA Health and Fitness Source,19, 47. International Association of Fire Chiefs (IAFC)(2001). Fire service joint labor management wellness-fitness initiative. IAFC Today,6, 20-21. International Association of Firefighters (IAFF)(2002). Fire service peer fitness trainers certification. (n.d.) Retrieved March 3, 2002 from http://www.iaff.org/safe/content/wellness/peer.htm International City Managers Association (ICMA)(1988). Managing the fire service. Washington, D.C.: ICMA Training Institute Jackson, M. (1997). Corporate wellness. St. Louis Business Journal,17, 1b.

37 Kibler, W. (1989). Preventing injury and improving performance. American Journal of Sports Medicine,17,4, 525-527. Lecuyer, J. (1998). Assessing firefighter aerobic capacity, the Rockport test. Fire Engineering,2, 40-49. Louisville Fire Department (LFD)(1992). Health maintenance program. Louisville, Kentucky: Louisville Fire Department. Luepeker, R.(1996). Physical activity and cardio health. Journal of American Medical Association, 276, 241-246. Mahone, J. (1993). Solutions for ergonomic related hazards. Industrial Engineering, 25,7, 23-24. Murphy, M. (2001). Injury prevention exercise. Men s fitness,10, 27-29. Pearl, B. (1986). Getting Stronger. Bolinas, California: Bill Pearl and Shelter Publications: Philibert, L (2002). Injury report summary. Richardson, Texas: Richardson Fire Department. Randal, K. (1999). Lack of exercise puts firefighters at risk. Fire Engineering,2, 30-37. Richardson Fire Department (RFD) (1997). Standard Operating Procedures. Richardson, Texas: Richardson Fire Department. Richardson Fire Department (RFD) (2000). Injury report for 1999. Richardson, Texas: Richardson Fire Department. Richardson Fire Department (RFD) (2001). Injury report for 2000. Richardson, Texas: Richardson Fire Department.

38 Richardson Fire Department (RFD) (2002). Injury report for 2001. Richardson, Texas: Richardson Fire Department. Richardson Fire Department (RFD) (2002). Staff retreat summary. Richardson, Texas: Richardson Fire Department. Scully, T. (2000). A fit force. Fire Chief, 46-48. Stefano, M. (2002). The firefighters workout. Firehouse. Retrieved January 14, 2002 from the World Wide Web: http://firehouse.com/fit. Tackett, C. (1998). Overcoming cardiovascular exercise plateaus. National Bodybuilding and Fitness,15, 30-35. U.S. Army. (2002). Army Physical Fitness Research Institute, Health and Fitness. Retrieved on January 15, 2002 from the World Wide Web: http://carlisle www.army.mil/apfri/health_and_fitness.htm U.S. Office of Personnel Management. (1987). The Federal Fit Kit. Step by Step Guidelines for Employee health and Fitness Programs. Washington D.C.: The Branch. Webster J. (1988). Websters Dictionary. New York, New York: Trend Press Company Weider, J. (1996). 30 minutes for workplace fitness. Muscle and Fitness, 57,I6, 14. Weider, J. (2001). Maintain muscle. Muscle and Fitness,60, 7-10.

39 Wendel, S. (1996). The healthy workplace. Sara Wendel Incorporated Magazine of Health, 18,11, 71-77. Wheelers, S. (1998). Workplace fitness works. Boating Industry, 61,I3, 3. Williford, H. (2002). Fitness and body fat. Fire Engineering. Retrieved March 2, 2000 from http://fe.pennnet.com/ articles/articles_display.cfm.

40 APPENDIX A Proposed Fitness Policy

41 APPENDIX B Fitness Survey

42 APPENDIX C Fitness Survey results

43 APPENDIX D Richardson Fire Department Operational Procedure # 612