“Alone we can do so little; together we can do so much.”
– Helen Keller, 1880 – 1968, American writer.
In a world where institutions and authorities are often seen as responsible parties, the way we think about fire safety and security must change.
The prevailing notion that fires safety is only the concern of fire departments and government agencies needs to evolve into a collective effort.
It is time for communities to realise their important role in changing unsafe attitudes, behaviors, and conditions.
The message is simple yet powerful: “We want to see you before the fire, not after.” This phrase highlights the urgency of community engagement to ensure preparedness for any eventuality.
Moving from reacting to being proactive requires education. Education is the tool to shift a population’s mindset, from being complacency to being vigilance.
The ASKED model – Attitude, Skills, Knowledge, Experience, and Determination – is the guide for this transformation.
Drawing inspiration from General Sun Tzu’s wisdom about winning without fighting, a new idea emerges: “zero-fire.”
This self-help programme, created and run by the community, for the community, aims to minimise fire incidents.
In Sarawak, the State Fire and Rescue Department (BOMBA Sarawak) has led initiatives under this approach, even though limited exposure remains a challenge.
The 5’E concept – Education, Engagement, Empowerment, Enforcement, and Evaluation – is the foundation of this effort.
Again, education is crucial. It shares accurate information and tools for fire-resilient communities. Yet, education alone is not enough.
A comprehensive 7’E approach was introduced to station chiefs and divisional zone chiefs. This approach emphasises community-driven preparedness: Contact, Communicate, Collaborate, Coordinate, Cooperate, Command, and Control.
Even amidst challenges like monsoons, floods, and COVID-19, this approach has shown its effectiveness.
The carefully planned 7’C framework has brought positive results.
By establishing contact between authorities and citizens, encouraging transparent communication, promoting collaboration, managing coordination, nurturing cooperation, and maintaining command and control, success becomes achievable.
However, achieving this success requires visionary leadership, not just commitment.
Strong disaster-resistant communities are built on leaders who believe in the cause, are determined, and use their influence to guide and inspire.
Empowerment and resources are essential for these leaders to execute necessary tasks with confidence.
To make this happen, collaboration is crucial. Agreements that benefit everyone create a strong base.
Coordination becomes a manageable process, streamlining efforts for effective teamwork.
Ultimately, the peak of command and control emerges, going beyond management to become the heart of all operations.
The point is, fire safety and security can’t be left only to fire departments and governments.
Communities must take charge. A change in attitude, behavior, and understanding is necessary.
With education, the ASKED model, and the 7’E framework, communities can shift from being passive to proactive.
The “zero-fire” initiative shows the potential of community efforts.
By adopting this model, communities can endure challenges like monsoons, floods, and pandemics with strength.
For this change to work, visionary leaders, resources, and harmonious collaboration are essential.
Effective disaster management involves prevention and preparedness to save lives and respond well during emergencies.
In times of crisis, quick and organised response is crucial.
Then, the recovery phase becomes important for reducing the disaster’s impact and returning to normal.
As we rethink fire safety, remember: the aim is to prevent fire threats, not just fight fires.
The new motto is, “We’re united against fire – beforehand, not afterwards.” This slogan captures the spirit of a society that’s moved from passivity to vigilance, empowerment, and resilience.
