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An Edmonton firefighter at the scene of the MacEwan Green fire in July 2007, which resulted in changes to the building code regarding smoke and fire
TUsing our resources to improve our industry
he New Year’s editorial. Wait! Don’t run. I promise no top 10 list, no best and worst of 2008, no big, dramatic resolutions. Having said that, the start of a new year is a good time for change, reflection and looking ahead.
First, the changes. Longtime CFF contributor Aaron Brouwer is finding his new gig as a full-time firefighter in Prince George, B.C., leaves little time to write his quarterly Fit for Life column. We hope he’ll still write occasionally about fitness issues for us and we wish him well in his job. We’ll introduce a new fitness and nutrition columnist shortly.
Meantime, Tim Beebe, the fire chief in Upsala, Ont., takes over the back page of CFF with his formerly online column, Spontaneous Combustion. Tim’s wry sense of humour and his ability to turn every happenstance into a thigh-slapping but enlightening story makes him a valuable addition to our magazine. You can read Tim’s inaugural CFF column on page 42 and see his earlier online stories at www.firefightingincanada.com (click on web exclusives).
Vern Elliott, who has written the Between Alarms columns for a year or so, also has many plates in the air. His final column ran in October but Vern, being the resourceful guy he is, introduced us to Jesse Challoner, an EMT who has been with Strathcona County Emergency Services in Alberta for 2.5 years and is completing the two-year paramedic program at the Northern Alberta Institute of Technology. Jesse’s first Between Alarms column, in which you’ll discover his passion for his job, is on page 36.
Now, some reflection. The news business is cyclical, regardless what kind of news it is. There’s a rhythm to our industry, too. Fire prevention. Training. Budgets. Political awareness. The issues aren’t seasonal, but they become familiar. The themes recur in the pages of this magazine, never exactly the same, but each issue hopefully being advanced and explored more deeply, or more innovatively each time.
The big development in 2008 for us at Firefighting in Canada was our website. About a year ago we overhauled our site. Given the proliferation of digital technology, we wanted not just to keep up but to stay ahead of our readers in the way they want to consume information. The website is updated every weekday with breaking news from across the country that we think is relevant and interesting to you.
We developed a weekly digital newsletter with links to stories and news for you. You can read our content on a PC or a Blackberry or in the magazine, at home or at the station or on the road. Our site brings us more ways to reach you, faster, with more information, than ever before. We know you’re using these information pipelines and that’s good. It makes us part of your routine. It helps to make us a town hall for the industry where issues can be aired out, where hot buttons can be pushed.
One of the best things about the digital era is the ease with which readers can communicate with us – post a blog item, comment on a blog item, send an e-mail on something you saw on the site or in the magazine or in the news, suggest a topic for a story.
Looking ahead to 2009, I’d like to hear more from more readers. I’d like to see the site come alive with debate and comment. I’d like people to start the conversations that they have with me in the spring and summer at provincial and regional conferences online so others can participate.
We’re lucky to have an educated, articulate and motivated readership. The industry – all of you – would be even better served by using our website for interactive industry participation. We win because we learn instantly what’s on your minds. You win because you hear other points of view.
January 2009 Vol. 12, No. 1
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Being prepared
Detailed departmental procedures key to helping others during disasters
by PAUL DIXON
When your business is responding to other people’s emergencies, it can be all too easy to see yourself and your agency as somehow immune to the calamities that befall others in your community. “Emergencies are our business” is often heard, as though just keeping a positive attitude will protect you and somehow enable your organization to overcome anything that comes its way. That attitude may have carried the day when fire engines were steam powered and pulled by horses, but the horses are long gone and that attitude is about as relevant today as a buggy whip holder.
On Nov. 2, 2007, as Tropical Storm Noel approaches Nova Scotia, EMO co-ordinator Barry Manuel chairs a meeting of emergency managers in preparation for the storm. From left are Manuel, Divisional Chief Terry Bourgeois, Platoon Chief Bryson Wilson, Sgt. Jeff Wells and Insp. Darrell Beaton of the RCMP.
Look back on events of the past 100 years that have defined the word “disaster” in this country by pushing emergency services to the brink – the Halifax Explosion, the SS Noronic fire in Toronto, the ice storm of 1997-’98, the blackout of 2003, wildfires in B.C. in 2003 and Hurricane Juan in the Maritimes, to name a few.
Your department has standard operating procedures or protocols for responding to major emergencies. They are an extension of your daily business. Are you able to operate under these guidelines when the event or a combination of events affects an entire region? Consider what firefighters in southern California were facing recently; wildfires driven by the Santa Ana winds raging out of control, ultimately threatening several of the primary hydro transmission lines supplying the Los Angeles region.
If nothing else happened, how would your department fare if you were required to run on emergency power for a day, a week or a month? A secondary threat that comes with just about every regional disaster is the loss of electrical power and the resultant loss of communications across the region. As we have adopted more sophisticated communications systems, we have conversely become more vulnerable to the loss of electricity.
In 2007, British Columbia’s Okanagan Valley was victim to an unforeseen wind storm that toppled trees over a 160 kilometre swath, knocking out power and communications throughout Penticton, Kelowna, Vernon and dozens of smaller communities.
Chief Wayne Williams of Penticton Fire & Rescue relates that while there were emergency generators in place at fire halls and other key civic buildings, it quickly became apparent that the generators were not enough as the city’s newly installed Voice Over Internet Protocol phone system was rendered inoperable. The city has since expanded the emergency power network and ensured that adequate generators are on hand.
In July 2008, a fire in an underground electrical vault in Vancouver knocked out power to more than 4,000 commercial customers in the downtown core. Businesses across Canada were affected because servers for e-mail and financial transactions were affected, some for up to four days, leaving thousands of businesses across the country without e-mail and unable to process credit and debit card transactions. A relatively small event thousands of kilometres from your community can have a profound impact on your ability to conduct business.
The general day-to-day operational cycle
PHOTO BY WAYNE JOY/DOUG HUBLEY, HALIFAX REGIONAL FIRE AND EMERGENCY
of fire departments is measured in minutes and hours but when disaster strikes that cycle can be stretched to days and even weeks. Systems, equipment and, most importantly, the people who operate them, have to be prepared to work to the new cycle.
Do you have adequate emergency power to meet the operational needs of a department operating in a post-disaster environment? Are your emergency generators equal to the load you will place on them when most needed? Do you test them regularly – not just starting them up from time to time, but make a point of running your operation on backup power for extended periods? How about fuel, for both the generators and your fleet – how long will it take you to exhaust your internal stores and how will you replenish them in time of crisis? Will it really be as simple as just calling your regular supplier for a delivery? How often do you replace your emergency fuel supply to ensure your generators will start and keep running?
What would cause your radio system to fail? Do you have alternate methods of communications and if so, how often do you test them? Cellular phones should never be relied on as a replacement communications system. If you have satellite phones, do you understand their limitations and have you trained your staff? Amateur radio has proven to be the one communications link that survives in a disaster, from Banda Aceh to Hurricane Katrina. How well connected is your department to amateur radio and have you ever run a real-time exercise using amateur radio?
Cellular phones should never be relied on as a replacement communications system for fire departments. Amateur radio has proven to be the one communications link that survives in a disaster.
The most important resource your department has is its people. Your facilities and equipment may survive a disaster but it takes those human resources to put them to work. Deputy Chief Dan Barnscher of Surrey Fire Service in B.C. realizes this. “The people who are working need to know what has happened to their families and loved ones while the people who are off duty need to be able to ensure the safety of their families before we can expect them to report for duty.”
For Surrey Fire Service that means providing staff with the information required to put a personal emergency plan in place for staff families. It also means developing an alternate communications plan in the realization that telephones and cell networks will not be operational. It means encouraging staff to develop informal support networks so that those living in the same neighbourhoods take responsibility for checking on each other’s well-being, depending on who is on shift and who is not. Just knowing that someone will be making the effort to contact and connect with families goes a long way to alleviate the stress of those who are working.
On the job, it means a systematic approach to a post-disaster response. For Surrey Fire Service, in the wake of an earthquake, the first step is simply a size-up at
each hall. Is the building still standing? Are there any injuries? Is the apparatus functional? If the building is still standing, how safe is it? To this end, Surrey is training a number of its members in rapid building assessment, to enable them to determine if a structure is safe enough to keep using it. Once the initial size-up is complete, the next step is to check in with fire communications. If there is no contact with the dispatch centre by radio or telephone, then attempt to connect with neighbouring fire stations to gather an overall idea of the situation. Then a “windshield survey” of the station’s response area by driving to key installations such as hospitals, care facilities and schools, conducting initial assessments and responding only to life safety issues.
In a post-disaster environment fire services must also integrate into a larger response model through a community or even regional Emergency Operations Centre (EOC). Deputy Chief Dave Burgess of North Vancouver City Fire Department realizes that it requires specialized skill sets for people to function effectively in a large EOC. “As I work through updating our current emergency plan, I realize that we have to ensure that our staff have the training and abilities to fulfill the roles assigned them within the emergency plan. Over the past few years we’ve had a signifi-
Members from Station 55 in Seabright, N.S., move a man across the rocks at Peggy’s Cove the morning after Tropical Storm Noel struck. The man was picked up by a large wave and thrown about three metres onto the rocks. Planning for natural disasters is crucial for fire departments.
cant turnover in personnel due to retirements and it’s a challenge to ensure that everyone gets the ICS and EOC training their position demands as they move up.”
Burgess also realizes that the emergency plan is a living document and not just limited to the fire department. “Our planning involves the City of North Vancouver engineering and other city departments for the areas where we overlap. We also get tremendous support from the staff at the North Shore Emergency Management Office in developing our plans.”
The District of North Vancouver is presently updating emergency plans for all departments within the municipality, including the District of North Vancouver Fire Rescue Service, under the direction of Fiona Dercole, the district’s manager of public safety. “We involve as many people as possible, working from response through recovery,” she says. “By engaging a large number of people in the process and using a ‘what if’ approach, we can see needs that we would not have thought of.”
The Surrey Fire Service in B.C. has a detailed protocol for the aftermath of an earthquake, including size-up at all stations to determine if the buildings are safe and if the apparatus are functional.
Deputy Chief Vic Penman of DNVFRS sees the need to train as many people as possible in EOC operations and ICS. “Years ago the deputy chief was the one who had the knowledge and we had to wait for him to give direction. Today, we’re ensuring that all of our chief officers and company officers have that level of training.”
Fire departments do not operate in a vacuum. Effective post-disaster response, on
a local or regional basis, requires the desire and ability to work with other agencies and organizations on as high a level as possible. It is unrealistic to expect that staff will stay on the job or report for duty and ignore their families or loved ones. Emergency plans should empower and enable staff and not restrict them. An emergency plan can only be effective if it is an extension of your organization’s daily operations.
PHOTO BY WAYNE JOY/DOUG HUBLEY, HALIFAX REGIONAL FIRE AND EMERGENCY
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Countering culture
Changing the nature of conflict resolution
by LES KARPLUK
Some people believe that leadership encompasses the fringe benefits of being the official leader of an organization, while others realize that with leadership comes the responsibility to deal with and resolve conflict in the workplace.
The ability to relate to staff is a significant factor in the success of a leader. In their book People Styles at Work, Making bad relationships good and good relationships better, authors Robert Bolton and Dorothy Grover Bolton, write that unsatisfactory relationships are the chief cause of failure in all fields of work. And in the fire service, given the multitude of goals and needs there will inevitably be conflict.
As we all know, a department can pay a heavy price for conflict in terms of low morale, decreased productivity, dysfunctional relationships and, in some cases, potential litigation.
Conflict is not something that can be avoided and, unfortunately, few fire service leaders receive formal training in personnel conflict management.
The environment of the department can be drastically impacted by workplace conflict. In their 2003 book, Emerging Systems for Managing Workplace Conflict: Lessons from American Corporations for Managers and Dispute Resolution Professionals , David Lipsky, Ronald Seeber and Richard Fincher define conflict as “nearly any organizational friction that produces a mismatch in expectations of the proper course of action for an
employee or a group of employees.” With the climate of a fire station coupled with the bonding of firefighters, there is little doubt that organizational friction will result. It is, in fact, alive and well in the fire service.
Too many times, conflict is created as a result of miscommunication among employees, ambiguous policies, ineffective department goals and poor leadership. The good news is that there is a bright side to conflict; these incidents bring forth new opportunities to improve our communication styles, policies, department goals, and leadership traits.
Kenneth Cloke and Joan Goldsmith suggest in their book Resolving Conflict at Work, A Complete Guide for Everyone on the Job that taking the time to analyze the conflict makes us better able to look beneath the tip of the iceberg to the real underlying issues. These issues add weight to the conflict and by identifying the underlying issues there is a better change of resolving the conflict. This is a paradigm shift from the old conquer-and-win mentality, but today’s fire service leader must understand that conflict can be a journey to improving systems and processes.
Organizational impact
The dark side of conflict is the impact it can have on an organization and its staff. A simple misunderstanding can escalate into lost relationships, a breakdown of trust, decreased productivity, rumours, an increase in employee sick time, grievances and potential lawsuits. The price of conflict is difficult to measure but these problems do cause emotional wear and tear on individuals. Let’s face it – we would
rather get along with each other than face conflict and the emotionally draining effects it has on us. Authors Bolton and Bolton note in their book that 75 per cent of the population is different from you. They further identify some differences that are not worse, not better, but just plain different in people that we deal with in the workplace. These include:
• People think differently;
• People work at different paces;
• People communicate differently;
• People handle emotions differently;
• People manage stress differently, and;
• People deal with conflict differently.
Is it any surprise that from time to time we face conflict in our departments? Unfortunately, the fire service still has some antiquated beliefs that need to fall into a specific mould, where members think, act, and socialize in the same manner. Any deviation from this mould creates conflict in the department. Unresolved conflict may cause staff to leave the department, disassociate themselves psychologically or seek alliances in other firefighters, which, in turn, may produce work slow downs and disrupt department objectives. Obviously, this is something a department needs to avoid and only through a paradigm shift can change really occur.
Changing conflict culture
The challenge for today’s fire service leader is to change the view of conflict and create a culture of honesty, open communication, conflict prevention and conflict resolution. We need to move away from the notion that conflict must foster aggressive behaviour,
angry responses and a win-lose resolution.
We have a choice, to view conflict negatively or as an opportunity to learn and grow. Because we often become emotionally involved when we are dealing with conflict, the concept of changing the conflict culture in our departments is not easy. In Resolving Conflicts at Work , Cloke and Goldsmith identify that by viewing conflict as a journey we also explore our relationship with our opponents, and discover our “hot buttons” and the reasons we allow them to be pushed. This is the beginning of self discovery, through which we can examine our motives and values toward the organization and those with whom we work.
Understanding who we are and how we are wired is a fundamental process in resolving conflicts. The proactive leaders in the fire service are in tune to their interpersonal communication styles and how they play a critical role in preventing and resolving conflicts.
Once conflict is viewed as an opportunity to learn and not as an aggressive assault on who we are as individuals, the first step to changing the conflict culture has already been taken. Without this shift in our thinking, our departments will stagnate and leaders will become ineffective. Our profession deserves nothing less from the men and women in our departments.
Les Karpluk, CFO, BAppBUS: ES is fire chief of Prince Albert Fire and Emergency Services. He is a graduate of the certificate in fire service leadership and fire service administration programs at Dalhousie University and graduate of the Bachelor of Applied Business: Emergency Services from Lakeland College. Contact him at l.karpluk@sasktel.net.
Offering: A 2 course certificate in incident command for experienced incident commanders. Please contact our office for more information.
Are you looking to take on more responsibility in your Department? Trying to round out your technical ability with leadership skills? Preparing to advance your career?
At Dalhousie University we offer a three course program, the “Certificate in Fire Service Leadership” to career and volunteer fire officers.The 3 courses Station Officer: Dealing with People,Station Officer:Dealing with New Operations and The Environment of the Fire Station are all offered in each of our 3 terms, September, January and April. The program can be completed in one year.
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Ingleside, ON
A how-to for RIT response
Running rapid intervention team takes commitment, practice
by MARK VAN DER
I’m often asked by firefighters when their departments should implement rapid intervention teams. In my opinion, RITs should be implemented right away. However, other fire department operational capacities may hinder this. Let’s look at a few points surrounding implementation the RIT.
Implementation of RIT should be planned
Preplanning for buildings in our municipalities helps us in our fight against fire. We know the layout, utility locations and special hazards ahead of time so that when we get to the building we are prepared. We can apply the same principle to RIT. We can plan out certain target hazards, buildings and events with thought given to where the RIT team will be located, how many teams will be needed, where our main points of entry and exit are and building features that may hinder our ability to act. Preplanning for these variables gives us a step up in the battle should we ever have to deploy the RIT team.
Implementation of RIT should be part of your SOG or SOPs
Make RIT response a standard operat-
ing guideline or procedure for your fire department. Ontario Guidance Note 6-11 (35) says every fire department should establish an SOG or SOP detailing RIT operations. It requires that departments put in writing exactly what the RIT team will do, how it will respond, what equipment it will bring, how many fire fighters it will include and who will be in charge. Having all the details in writing makes the job easier to perform. It also ensures that all members of the fire department will share a common goal.
Implementation of RIT should include mutual aid
You will need manpower to conduct RIT operations. Having only two or four people as your RIT will not cut it. Usually the initial RIT making entry will get only to the location of the firefighter before its quarter service air alarm starts going off. If you have all your resources committed to the fire, who are you going to call to supplement the RIT? The obvious answer for smaller departments is to involve mutual aid, and for bigger departments the solution is to additional box alarms. No matter what, you will need fresh bodies to conduct the rescue of a firefighter. Now, imagine having two or three firefighters requiring rescue and you will see how quickly you can use up your resources.
Implementation of RIT should be part of a dispatch protocol
If you preplan your RIT implementation and create an SOG/SOP for RIT, then you should also include a dispatch protocol. This means you will automatically dispatch RIT based upon the type of call to which you are being dispatched. Examples of these types of calls include working structure fires, offensive fire operations and special hazard operations. Whenever a call is sent out for any of the above situations, an automatic dispatch should be sent to the appropriate agencies for RIT response. This dramatically cuts down the response time of your RIT, as the team will arrive at the scene at the same time as you do. This way, you will have RIT on site right away. If you arrive on scene and you don’t need the RIT, you can always cancel it.
Implementation of RIT should be requested by the first arriving incident commander. If you do not have any formal written policy or any automatic dispatch protocols, then the job of implementing RIT falls on the first-arriving
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PHOTO BY MARK VAN DER FEYST
A rapid intervention team enters a smokefilled structure during a training exercise.
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incident commander. This tactical objective is often overlooked because we are concerned with the present situation, usually putting out the fire. However, we also need to address the bigger picture, which includes the RIT. Using a tactical worksheet will help prompt the incident commander to establish an RIT team.
Implementation of RIT can involve more than one team
Depending on the size of the incident, the complexity and number of personnel involved, you may need more than one rapid intervention team. This is why it is so important to bring in other resources to augment the RIT operation. Should you need to deploy an RIT, you are guaranteed to use at least 12 to 20 personnel to affect a rescue for one firefighter. The previous points dovetail together to arrive at this point; you may need more than one RIT team, and if you do, how are you going to deal with it?
As mentioned before in the October issue, RIT works only when you have committed the personnel and training to ensure an effective operation. You will want people with an aggressive “can-do” spirit on your RIT because it takes that kind of attitude to rescue downed firefighters. You also want people who can act quickly under poor conditions. The key to implementing your RIT is to have a team that trains together regularly to instill teamwork and proficiency. Make sure you can implement your RIT team right away.
Mark van der Feyst began his career in the fire service in 1998 with the Cranberry Township Volunteer Fire Company, Station 21, in Pennsylvania. He served as a firefighter and training officer for four years, then joined the Mississauga Fire & Emergency Services, where he served for three years as a firefighter and shift medical instructor. He is now the training division captain for the City of Woodstock Fire Department in Ontario.
The rapid intervention team makes entry after being activated by command during an RIT training exercise.
Rapid fire
Tackling the dangers of lightweight construction
by LAURA KING
There has been a lot of talk lately about residential sprinklers, building codes and lightweight construction products that burn faster than firefighters can get to the scene.
And there’s been a lot of preaching about taking action on these kinds of issues.
Edmonton Fire Chief Randy Wolsey has done just that. Many have heard the story about July 21, 2007 – the day Wolsely was to host his youngest daughter’s wedding reception at his home. Wolsey’s pager went off at 5:18 a.m. He could see the flames from his living-room window. A massive residential complex under construction had been set on fire. Eighty firefighters and 20 apparatus responded in the first 20 minutes.
The fire consumed 149 condominium suites and 78 duplexes. It burned so hot that homes up to 90 metres away were damaged by heat, not fire. One woman recounted to fire officials how she heard what she thought was wind, looked out the window and saw a wall of flames. By the time she got her family out through the garage, the house was fully engaged, the fire having burned from the outside in.
The lightweight construcution used in Edmonton’s MacEwan Green housing com-
plex burned so fast that the incident commander chose to protect exposures only.
“It was the right choice,” says Wolsey, who was named the Candian Association of Fire Chiefs top chief of 2007.
After four such fires and $37 million in damages, Wolsey called for change, opting to postpone his planned 2007 retirement until he succeeded in having sections of the Alberta building code rewritten.
Wolsey retires March 31, the building code is being amendded and 18 of 22 recommendations by a handful of fire-service experts known as the high-intensity residential fires working group have been accepted by the province of Alberta.
Most Canadian firefighters are well aware that this kind of rapid fire spread is a relatively new phoenomenon and that most provincial building codes remain based on the 1957 St. Lawrence Burns Operations on homes built in the early part of the 20th century.
Engineered wood releases BTUs faster than traditional sawn lumber, making it difficult for firefighters to extinguish established fires, but new data from Underwriters Laboratories (http://www.ul.com/fire/ structural.html) on the structural stability of engineered lumber confirms what Wolsey and others knew from experience – that lightweight construction burns in less than
four minutes, leaving firefighters no time to safely enter a structure to save occupants or contents.
“In fact, everything that we had anecdotally been saying is now confirmed and is actually worse than we had said,” Wolsey said. “The truth is that we hadn’t been exaggerating, we had been understating it. The good part is that we now have this scientific evidence to back up the code changes that are necessary for the safety of our community.”
Through a grant provided by the U.S. Department of Homeland Security, Underwriters Laboratories compared lightweight construction – non fire-rated lightweight floor and roof construction assemblies – with legacy (old fashioned) construction in nine tests. According to the online course on lightweight construction on the Underwriters website, the experiments explored how modern fuel loads combined with modern building practices and existing building codes have made a routine house fire one of the most dangerous situations a firefighter can face.
BY THE EDMONTON
Edmonton firefighters tackle hot spots in the debris after the July 21, 2007, MacEwan Green blaze.
PHOTO
JOURNAL.
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The 2008 Emergency Response Guidebook was developed for use by firefighters, police, and other emergency services personnel who may be the first to arrive at the scene of a transportation incident involving dangerous goods. The guidebook is primarily a guide to aid first responders in quickly identifying the specific or generic hazards of the material(s) involved in the incident, and protecting themselves and the general public during the initial response phase of the incident.
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“This should be mandatory for all firefighters to view, to enhance the safety of firefighting operations,” says Wolsey. The online slideshow is blunt and disturbing, showing in detail how a basement fire destroys the floor above in minutes, how firefighters in smoky conditions might fail to notice floor deflection, and proving that thermal imaging cameras fail to detect the fire beneath the floor. The Underwriters presentation concludes that the fire service needs to push for mandatory residential sprinklers and to change codes to require the following:
• That all floor and roof systems are protected with a mininum one-hour fire rating;
• That truss girders are protected with a one-hour fire rating;
• That draft-stopping requirements be changed to limit concealed spaces to no more than 500 square feet;
• And that draft stopping exemptions are eliminated.
The presentation also concludes that:
• Lightweight assemblies, whether protected or not protected, fail significantly faster than legacy assemblies;
• Legacy assemblies tend to fail locally
Continued on page 38
PHOTO COURTESY EDMONTON FIRE RESCUE SERVICES
Heat from the massive MacEwan Green fire damaged buildings up to 90 metres away.
Managing disaster
Canada’s HUSAR teams face challenges
by JAMES CARELESS
Even before 9-11, the need for heavy urban search and rescue (HUSAR) teams was known in Canada. But the collapse of the World Trade Centre in New York raised awareness to a new level. Suddenly, the possibility of digging through tons of collapsed concrete and steel was real for Canada’s first responders.
To address this challenge, Public Safety Canada and other levels of government fund HUSAR training and response capability through the Joint Emergency Preparedness Program (JEPP). Money is provided to support volunteer teams based in Vancouver, Calgary, the province of Manitoba, Toronto and Halifax. These teams are “called to disaster sites involving collapsed structures and trapped people anywhere in Canada as required,” says Jacinthe Perras, spokesperson for Public Safety Canada. “The teams have the capability to be ready for transport to emergency sites within six hours.”
HUSAR teams face many challenges meeting their mandates, not the least of
which is money. “There is never enough money,” says Lance Stephenson, team leader of the Can-TF2 team based in Calgary. “Sustainability and knowing if the money will come every year is the biggest worry.”
Challenge 1: Finding and keeping the right people
All of Canada’s five HUSAR teams are made up of volunteers. This means the people on the teams come from other firstresponder agencies, with their wages underwritten by those agencies.
“We feel that utilizing volunteers for the task force is good for the team,” says Stephenson. “We are able to attract highly qualified personnel from around the province who wouldn’t otherwise apply as they wouldn’t leave their current place of employment.
“Another advantage is it gives the team diversity. If an event was to happen in a specific geographical area, we know we can rely on members from outside that area to fill task-force positions.”
Task force members are highly skilled. “We have people from multiple disciplines in Manitoba’s Can-TF4 HUSAR team,”
says Robert Pike, program supervisor of emergency services in the province’s Office of the Fire Commissioner.
Besides fire, police and EMS personnel, the team includes members from the Office of the Fire Commissioner, the RCMP and Manitoba hydro. It also has USAR dogs from the Winnipeg Police Service, who are trained to sniff out victims at incident scenes.
Manitoba’s 120-member team took three years to assemble. The recruitment process involved all agencies associated with Can-TF4. Pike says agencies maintain their commitment and numbers to the team through active recruitment. “Our retention has been quite good as we continually seek applicants that have the support of their agencies,” he says.
Canada’s HUSAR teams are big. Manitoba’s is the largest, while Toronto’s team
PHOTO COURTESY MANITOBA CAN-TF4
Members of Manitoba’s Can-TF4 heavy urban search and rescue team participate in Operation Trillium Response in Thunder Bay in November.
(Can-TF3) has 117 members. Calgary’s team, Can-TF2, which is “in its infancy,” says Stephenson, has 70 members. The goal is for the Calgary team is to have 210 members in all, as it wants to be able to deploy 65 to 70 people at a time.
“Because we’re volunteer based, our aim is to be staffed three deep in each position,” Stephenson says.
Vancouver’s Can-TF1 team has 72 members but will that will increase to 100 in the spring, says team leader Brian Inglis, and Halifax’s Can-TF5 has 45.
It takes time to staff a HUSAR team, due to the care with which the teams vet their members.
“There are minimum requirements they must meet and we perform extensive background checks and check references,” says Inglis. “Then there’s a panel interview.” The result: “We might take one in five on a good recruitment,” he says. “It takes time for the same reasons it takes time to hire an employee.”
Once people have joined up, keeping them is sometimes difficult. One reason: With the exception of occasional training exercises, Canada’s HUSAR teams don’t often get to use their skills because the kinds of incidents they are trained for generally don’t happen – a point of some contention among some in the fire service who wonder if the money devoted to disaster teams might better be used on conventional equipment that’s used every day.
“Retention is always a challenge,” says Inglis. “We have tried to mitigate this by involving volunteers in task force events as often as possible, involving their families and involving their employers. We also try to communicate regularly to maintain their interest. We would actually like more deployments, more regularly, as this would also help in retention.”
Manitoba, however, has found retention to be a non issue.
We have reached the point that finding people is not difficult,” says Pike. “It is the ongoing recurrent training and outfitting that we are focused on. Again, the support of the involved agencies secures our personnel.
“Our members are supported and recruited by their respective agencies and are located throughout Manitoba. This support means our members are dedicated to the CAN-TF should the need arise.
Challenge 2: Getting trained on – and maintaining – the equipment
Canada’s HUSAR teams are generally well equipped. They have dedicated caches of
rescue supplies, everything from rope and shoring materials, listening devices and remote cameras to Bobcats, 4x4s and tractor trailers for moving their equipment. They also have complete suites of SAR tools, water purification systems, portable kitchens and MREs; washrooms, tents and the ability to construct wooden buildings as needed. Add hazmat gear and decontamination showers, interoperable radio systems and satellite uplink capability, and the HUSAR teams are ready to swing into action at a moment’s notice. It takes time and money to train people to use this equipment; no matter how proficient they are in their own departments. “Training has been a challenge only because of funding,” says Stephenson. “Most of the funding for training will be coming from the federal JEPP grant. In order to do all the training that is required we need additional funding from the province. This is being worked on.”
“JEPP is probably not the best funding stream for this, but it’s all there is,” Inglis says. “We could all use some more capital to complete the teams, but we are limited to the current budget.
In addition, it’s the ongoing maintenance that’s the killer. Not everybody has this problem: In Manitoba, the current budget is a 25 per cent to 75 per cent provincial/federal commitment “This allows us to bolster our capital infrastructure resources and provides a basic operational and maintenance allowance,” says Robert Pike.
“In the future, our capital asset requirements will see new and specialized equipment being added, a training cache of equipment designated, and a maintenance, repair and consumable budget being required.”
Making training happen “is always a challenge,” says Paul Shannon Can-TF5’s program co-ordinator in Halifax.
It’s not just that the volunteers have day jobs taking up their time – getting HUSAR teams into the field for education is a very expensive proposition. This is why provincial and national training events happen only once a year. When not able to hone their skills at national training events, the teams work on classroom and other forms of training to gain new skills and keep them sharp.
“We currently offer a variety of advanced skills to our team members,” says Pike. CAN TF-4 utilizes skilled trade workers, such as journeyman welders, electricians and nurses and provides them with NFPA 1006 Professional Qualifications for Rescue Technician in the areas of Structural Collapse, Confined Space, Rope, Trench, Surface Water. “All of
our training is conducted through the Manitoba Emergency Services College and is accredited by the International Fire Service Accreditation Congress (IFSAC),” continues Pike. Other competencies offered to members of CAN TF-4 include NFPA 472 Hazmat/ CBRNE tech, Incident Command 300 and CMA accredited PCP/ACP.
Still, when training does take place, the result is impressive. A case in point: Manitoba’s Can-TF4 and Toronto’s Can-TF3 teams took part in a joint exercise in Thunder Bay in November. Known as Operation Trillium Response, the exercise was meant to see how well these teams could help Thunder Bay deal with a 1998-style ice storm. Among other problems, Trillium Response required the evacuation of 35 residents caught inside a collapsed building (due to ice load), plus various weather-cased car accidents. It also tested the ability of the teams to pack up their equipment and deploy quickly using DNDsupplied aircraft.
“We packed up equipment into a DND Hercules and left at 12:30 p.m. on a Friday. By Sunday at 1700 hours, the job was done and we came home. says Division Chief Doug Silver of Toronto Fire Services, who belongs to Can-TF3.
“We learned a lot from the exercise,” he adds. “It was extremely challenging working in cold conditions; trying to set up a shower system at -16 degrees. And we proved that Can-TF3 can be quickly deployed by military aircraft; wherever we are needed.”
Looking ahead
Canada’s HUSAR teams face a contradictory existence. On the one hand, they have to be highly capable and mobile, ready to deploy at a moment’s notice. On the other hand, the situation for which they are trained rarely if ever occur in real life. It’s a case of the old military cliche – hurry up and wait – taken to the extreme.
For those who lead these teams, finding and retaining good people will always be a challenge, one made more difficult by the funding uncertainty. In this sense, Canada’s HUSAR teams are coping with personnel challenges familiar to every fire chief in Canada, no matter or large or small the department. What remains to be seen is how serious Ottawa’s commitment to HUSAR will be in future years, especially given the nature and frequency of tasks they respond to. As well, unless other levels of government pitch in (some, like Toronto, already have), it is hard to know if funding will ever be adequate for the task.
The evolution of the air chisel
Improvements to versatile tool make it better suited to rescue operations
Hand-held rescue tools such as the pneumatic air chisel were the tools of the trade prior to the introduction of hydraulic cutters, rams and spreaders. The chisel still had a place on the truck, but was used less and less frequently as time went on.
One problem rescuers experienced with the original air chisel was the low volume of air it delivered that resulted in sluggish cutting capability. Also, the retainer spring that locks the chisel bit in place had to be unscrewed prior to inserting the shank of the bit, then screwed back on. This works at the body shop but when time is of the essence it becomes problematic. Another concern was that chisel bits broke or became dull quite quickly because they were not made with high-quality alloyed steel, which is necessary for the chisel to be used as a rescue tool. Given these operating issues, it is easy to see why the tool fell out of favour when new options became available.
All that has changed in recent years, however, and the air chisel is making a strong comeback. Many design improvements have been made, with specific attention being paid to fire-service uses. Higher volumes of air can now be delivered at the 200-psi range as opposed to the former standard 90-psi, thus improving speed and allowing heavier, thicker metals such as door hinges to be cut with minimal effort.
Assembly time for loading the chisel bits has been significantly reduced as the bit retainer has been changed to a spring-loaded retractable collar design that allows safe and efficient insertion and exchange.
Numerous sizes and lengths have been designed into the chisel bits to provide different applications that have expanded the use of this tool.
Here are a few uses for the air chisel.
tips to cut or spread crushed vehicle components.
The chisel may also be a better choice if you’re working in tight spaces and don’t have room to bring in hydraulics.
Search-and-rescue groups have used this tool in building collapses and confined space environments when tasks involve breaking masonry walls, penetrating concrete floors, breaking apart locks, digging for tunnel operations and cutting rebar and other metal composites.
RANDY SCHMITZ
‘ The Kwik or curved cutter bit is probably the most versatile and convenient for experienced users.’
Using this tool to complement hydraulic tools can be a huge asset to extrication procedures. Door hinges and Nader pins can easily be exposed by cutting away the thin sheet metal that surrounds them. This allows for uninhibited placement of cutter blades and spreader
Other possible applications include third door conversion; roof removal; seat removal; cutting crushed sheet metal; cutting hinges, Nader pins; removing bolt heads; trunk tunnelling; and door handle cut-out for linkage access.
Design and function
The pneumatic air chisel is made up of essentially four components: an air supply; air regulator; hose; the chisel; and assorted cutting bits. (See photo 1.)
The air supply may come from a couple of different sources, such as a 2200- or 4500-psi breathing apparatus bottle where the high-pressure regulator is screwed directly onto the bottle, or a portable cascade system with its own high-pressure regulator hard plumbed into the rescue truck. Either way, a regulator will reduce the air down to a manageable working pressure from a high-pressure source.
In general, a three-eighths inch air hose with quick-disconnect couplers attaches between the regulator and air chisel and delivers the reduced air pressure.
The air chisel body is constructed out of metal and weighs about five pounds with an overall length of about nine inches.
There are several operating pressures, depending on the manufacturer, the chisel bits being used and the tasks being performed.
Ajax air chisel pressures for instance range from 90 psi up to 200 psi. (Keep in mind that most air chisels that are made for industrial markets such as mechanical and autobody shops have
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a maximum working pressure of 90 psi, which is usually stamped on the cylinder of the chisel. This has been proven the most efficient operating pressure for prolonged use of the tool in an industrial setting. However, chisels designed for rescue work are capable of much higher working pressures, which allows for extra air power when needed.)
With the air pressure set and the trigger button depressed, a piston inside the cylinder will move back and forth roughly three inches to make contact with the end of the chisel bit that is inserted into the retainer. This moves the bit forward and starts to penetrate into the material.
(Note: At 90 psi, an Ajax Super-Duty Air Hammer will have 1,560 blows per minute. This term describes how many
times the piston goes back and forth within the cylinder. The lower the BPM a tool has, the harder it hits the chisel. In other words, a lower BPM results in more impact or cutting power in the tool.)
Chisel bits
There are many designs and styles of chisel bits depending on the application and they generally range from six inches to 18 inches in length. Most manufactured chisel bits are built to rotate while cutting metal; the user can direct the blade of the bit by holding onto the shank and turning it left or right for the desired effect. Along with a turn type bit, Ajax chisel kits offer a non-turn style bit; this will keep the bit oriented in one position so the user can operate the chisel with both hands for hard-to-reach tasks or accurate
work and not have to hold onto the shank.
Here are the three most commonly used bits for extrication:
• Panel cutter – for cutting single layer sheet metal (see photo 2);
• Kwik or curved cutter – for cutting heavy gauge metal such as door hinges, hood brackets (see photo 3);
• Narrow flat chisel – for cutting and shearing off bolt heads (see photo 4)
A panel cutter can have a single or double blade and works best for cutting thin or single layers of sheet metal such as a door skin or undamaged top layer of metal from a vehicle’s room.
This bit design allows the user to easily guide it in the intended direction and is a good start for first time users to train with and get a feel for the tool. (See photo 5.)
Photo 4
Photo 5
Photo 6
Although this bit can be very useful it has its limits. One complication is that while making an attempt to cut a cross-member or brace that may be attached underneath the outer skin layer, the panel cutter bit will slow down significantly almost to the point that it becomes ineffective.
Another potential problem arises when an effort is made to cut sheet metal that has been damaged and crumpled from an impact. In this case, it can be extremely difficult to successfully keep the bit embedded in the metal while pushing it forward.
Even so, this bit is capable of clean, accurate and extremely fast metal removal when used in the correct application. For proper cutting technique, place both hands on the gun, position the bit with one of the cutting points at a 45-degree angle to the sheet metal,
press firmly then slowly pull the trigger until the bit embeds itself, slightly lower the bit towards the surface and push lightly forward while allowing the tool to do the work.
Practise making straight accurate lines, curves, turns and circles. When you can successfully write you name in the hood or roof section of a vehicle, it is time to move on to the next level in metal cutting.
The Kwik or curved cutter bit is probably the most versatile and convenient for experienced users.
If you are proficient with this tool, an advantage to this bit is that you can use it for almost all of your metal cutting/removal needs. It is capable of cutting sheet metal alone, crumpled up, double or triple layers of steel, thick hood and door hinges and Nader pins. (See photos 6 and 7.) Because the bits are of-
fered in different lengths, the user is able to work in extremely confined or hard-to-reach locations. (See photos 8 and 9.) In addition, the curved cutting edge helps keep the bit embedded in the material. (See photo 10.)
Start the cut by placing one edge firmly against the material at a 45-degree angle then pull the trigger just until the bit sinks in. Do not let the bit drive itself in too deep or it is likely it will become stuck in the metal. Maintain about half of the blade above the material being cut. Try using it at a vertical orientation and also laying it flat against the material and sliding it along for effective cutting.
When cutting thick, metal door hinges, try to keep the metal in the blade centre.
If the blade does become buried and stuck, attempts to rock it from side to side or “pry”
Continued on page 30
Photo 7
Photo 8
Photo 9
Minimizing risks for ourselves and others
Fire fighting has always been about doing everything in our power to help the public (our customers) deal with whatever crisis confronts them on any given day. So much so, in fact, that we often neglect our own safety in the process.
Often, it’s unavoidable and we place ourselves in harm’s way knowing that our training and equipment will see us through.
But are we doing everything we can to minimize the risks that firefighters face?
For example, to my knowledge, as of this writing, no Canadian fire department has yet issued “self rescue” systems to its members.
Furthermore, many departments lack the resources to provide adequate on-scene RIT personnel.
This month, I offer several suggestions relating to our own safety and survival, all of which can, if necessary, be conducted at the company level.
Bumps to the pump
Some of you may have a different memory aid that you prefer, but I’m talking about a failsafe method of identifying hose couplings that will lead you out of the fire.
As a rookie firefighter, I believed you could only get lost in large, fully involved structures, until the day I got lost in a smoky 1,500 squarefoot townhouse.
Years later, I was taught to identify the “bumps” on the male half of the hose coupling and that by following the hose in that direction, I would eventually reach the “pump”, or the outside.
ficulty operating their radio with a gloved hand in the rapidly deteriorating environment in which they suddenly find themselves.
Yes, even firefighters have to be reminded that it’s OK to ask for help and to do it right away.
Several outstanding training packages can be found on the internet by searching “Calling the mayday”. Find the one that best suits your crew or department and train on it!
PETER HUNT
‘ As of this writing, no Canadian fire department has yet issued “self rescue” systems to its members.’
As an officer, and based on my townhouse experience, the “bumps to the pump” drill has become mandatory practice for my crew. In zero visibility, and with gloved hands, firefighters following the hose line can immediately determine the direction in which to travel from the first coupling they encounter that will lead them to safety.
With the cold weather upon us, this is an excellent indoor drill to conduct on the apparatus floor with a blacked out face piece. It also works well when included in your regular training on search patterns for both small rooms and large areas.
However you present it, make sure it becomes second nature for the entire crew.
Mayday, mayday, mayday
How hard can it be for firefighters, who are thoroughly trained in the techniques of rescuing others, to recognize when they are in trouble, activate their man-down feature, and say the words mayday, mayday, mayday into their portable radio?
Apparently, it’s pretty hard. I can’t answer the question myself because I’ve never done it for real, and thankfully, most of us never will.
Evidence has clearly shown that firefighters often refuse to admit to themselves that they’re actually in trouble, struggle to rescue themselves until they’re exhausted and/or out of air, don’t transmit adequate information to allow the RIT team to locate them quickly, or have dif-
The Denver Drill
In September 1992, Denver, Colo., firefighter Mark Langvardt tragically died despite the Herculean efforts of his fellow firefighters to rescue him from a structure fire in a commercial building. Although this and many stories like it are long remembered, the important “lessons learned” are often forgotten.
RIT programs in the early ‘90s were still in their infancy in most fire departments, if they existed at all, and it’s not difficult to understand why attempts to rescue firefighter Langvardt were unsuccessful.
Following his death, the Denver Drill was developed and quickly became accepted practice for removing downed firefighters from confined spaces adjacent to an exterior window.
I’m not going to attempt to teach the drill, but I strongly urge you to Google either “Denver Drill” or “Mark Langvardt” and practice this life-saving manoeuvre. It is extremely physical (especially for our smaller members) and must be reviewed regularly to be successful.
In the spring of 2002, I listened to retired Phoenix fire chief Alan Brunicini speak of the loss of one of his members in a tragic event that was subsequently overshadowed by the events of 9-11 and therefore unknown to most of us.
In March 2001, the Phoenix Fire Department believed that it had developed an adequate RIT program.
However, when firefighter Brett Tarver became separated from his crew while exiting a department store fire due to deteriorating conditions, the tragic events that followed forced the department to make dramatic changes to its program. Firefighter Tarver became lost, transmitted a mayday and soon ran out of air. The ensuing rescue (which tragically became a body recovery) required much more time and many more companies than the department had ever imagined.
The most important lesson we can all learn from these and similar tragedies is the importance of assembling adequate personnel early, taking your RIT assignment seriously at all times and always assembling the proper tools and carrying out the proper scene assessment as if a life depends on it.
Peter Hunt, a 29 year veteran of the Fire Service is a Captain in the Ottawa Fire Departments Suppression Division. He can be reached at peter.hunt@rogers.com
Extrication Tips
Continued from page 27
will put the bit under high stress and it will likely break. Instead, slowly move it up and down while pulling the trigger in short bursts. After a couple of attempts it will usually free itself.
It takes practice to become efficient with this bit, but after making a few straight, curved cuts in sheet metal and attempting some door hinges, you will become confident enough to use it in a rescue situation.
A narrow flat chisel comes in handy when a bolt head or nut needs to be severed. The blade design for this type of bit is significantly thicker than the curved chisel, which permits the user to place the sharp edge behind the nut or bolt head and simply sheer it off.
Helpful points to keep in mind: hold the bit firmly behind the bolt head and give a few short bursts of air pressure from the trigger – this will penetrate the metal to create a slight groove so the bit won’t slip off. (See photo 11.)
Once a good-sized gap is formed, keep constant pressure on the gun and hold until it pops off. For thick or stubborn bolt heads, work the tool all the way around the edges of it until you are successful.
General assembly and operation
If using a portable compressed-air source, thread the regulator directly onto the bottle. Connect the air hose to the regulator, then the air chisel to the hose, via the quick connect couplers. Select the proper bit for the application, pull back the bit retainer and insert the bit, then release it, giving a tug to ensure it is seated properly.
Turn on the air from the bottle, set regulator for the desired pressure. The system is ready for operation; press the bit against a hard surface and test fire.
Caution: never dry fire an air chisel, this will add extreme wear on the piston, cylinder and also the bit and cause it to mushroom and become problematic to remove from the retainer.
Become familiar with how much air it takes to perform specific tasks; for instance, setting the regulator pressure to roughly 90-100 psi (sheet metal cutting) will normally give between 15 and 20 minutes of cutting time if using a 4500-psi bottle. Operating the tool at 200-psi while cutting thick metal like a door hinge, will give you about 10 minutes, depending on how efficient the tool is being used.
Trouble shooting
• Loss of power – If the chisel appears to have lost power and a noticeable sound of air hissing past the steel barrel is heard, the retaining coupler has probably started to come loose. Solution: Tighten up the setscrews on the coupler housing; this should stop the air leak.
• Chisel does not activate when the trigger is pulled: a) This usually happens when there has not been enough lubrication within the cylinder and the piston has become stuck. b) The tool has extreme frost built up on the gun, hose and/or regulator. Solution: a) Lightly tap the back end of the cylinder portion of the chisel with a plastic mallet, as this will dislodge the piston. Ensure proper lubrication before using the chisel again. b) Reduce high flow air pressure, this will diminish frost buildup on the components if the regulator has been set on maximum pressure for too long and has stopped completely or has become extremely sluggish.
Best practices
• Always adjust your pressure settings for the given task to conserve air, don’t run the tool at a higher pressure than needed.
• When disassembling the system, always turn off the main air
supply then bleed down the system of the remaining air by holding the bit against a hard surface and pulling the trigger. Disconnecting a pressurized system is destructive, dangerous and unnecessary.
• After each use lubricate the air chisel with pneumatic tool oil. Put five or six drops into the air inlet and also the cylinder to lubricate it and the piston. It cannot be stressed enough how important this preventive maintenance step is, more problems are caused from under lubrication than anything else.
• Add a silica gel packet to the air chisel storage container, this will help combat moisture. Condensation will continue to build up on the tool even after they have been put away, especially if they have been used at higher pressures. (See photo 12.)
• After every use the chisel bits need to be checked for wear and tear and sharpened or replaced if necessary. Using dull, chipped or damaged bits will cause nothing but grief.
Safety tips
• Always wear impact resistant eye and face protection when working with or near the operation of air tools.
• Do not exceed rated air pressure to increase the output of the tool. This could cause injury and shorten tool life.
• Hearing protection is highly recommended during air chisel evolutions.
• Rescue tools can be loud when working in close proximity to patients and rescuers alike, work in short duration then stop and listen. Make sure the medics, patients etc., are OK prior to continuing with metal cutting operations. Do this frequently!
• Never point the air chisel at anyone, if the chisel bit is not secured in the retaining coupler correctly it could dislodge and injure someone when the trigger is depressed.
• Keep your finger away from the trigger until you are ready to work.
• Use only the manufacturer’s chisel bits. In the April issue we will look at specific chisel evolutions more in detail.
In October’s Extrication Tips column, Randy Schmitz discussed vehicle entry. A model guideline for vehicle lockouts, developed by Schmitz and that your department can adopt, is online at www.firefightingincanada.com, on our home page under Recommended.
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Photo 10
Photo 11
Photo 12
Choosing top-quality protein power
Three-quarters of the world’s population is taking some form of vitamin or supplement. Whether it is a simple vitamin C, meal replacement protein or some sort of advanced workout formula, people are looking more and more to supplement their meals to improve their health. You need to ask yourself whether you really know what you are putting in your mouth?
There are three different grades for raw materials used in products: feed grade (meets the standard for animal consumption); food grade (meets the standard for human consumption); and pharmaceutical grade (meets pharmaceutical standards). It is extremely important to make sure any vitamin or supplement you take is up to pharmaceutical grade. If you owned a Ferrari, would you buy parts for it at WalMart? No, you are going to buy top-of-the-line parts from a Ferrari dealer. It should be the same with your body. Your body is far more sophisticated than any Ferrari so why settle for no-name/store brand supplements?
What does pharmaceutical grade mean?
• Adheres to good manufacturing practices – GMPs define a quality system that manufacturers use as they build quality into their products.
• Licensed by FDA and State of California – FDA puts the supplement through several tests on animals and humans to determine the effects of the supplement. If the health benefits outweigh the known risks then the supplements is approved.
deliver all 22 amino acids that people will use throughout their bodies. The bottom line is that you should do some research about the protein products you purchase and make sure you get a product that gives you the highest quality and level of protein. Depending on the product, you could get anywhere from 30 per cent to 90 per cent protein. Find a product that will give the purest protein. A lot of supplement companies use food-grade proteins; don’t settle for this. Find a company that uses pharmaceutical grade proteins to receive the purest and highest quality.
AARON BROUWER
‘ Find a company that uses pharmaceutical grade proteins to receive the purest and highest quality.’
• Holds an exclusive “A” rating from the National Nutritional Foods Association. An “A” rating means the supplier has excellent compliance with the Natural Products Associations GMPs, with few deficiencies noted.
• Rigorous formula review process.
• Ingredients meet ALL criteria for safety and purity.
• Ingredients selected for potency and efficacy.
• Quarantining of raw materials (when the supplier gets ingredients from other companies they are quarantined until they have been tested to prove they are the quality and purity required).
• Heavy metal testing.
• Batch control testing (to ensure that each batch has exactly what the label says it has).
• Microbiological testing.
• Cold-processed and solvent free to preserve nutritional value of ingredients.
• Exclusive aqueous coating technology (there is no shellac on our vitamins. They break down in your system within 30 minutes). Where do protein powders come from? Some protein powders use hydrolyzed chicken feathers or dried fluid that remained from milk after cheese making, while others use a more scientific approach that selects a variety of proteins designed to immediately
Protein helps to increase muscle tissue, give you a faster recovery after your workout and strengthen your immune system. Since protein shakes are digested a lot faster than solid foods (usually 30 minutes) the protein we receive from shakes will act a lot faster to help our bodies. Remember that when you work out you are essentially tearing your muscles, then the muscles heal the small tears, which makes the muscles bigger and stronger. So, the best time to take a protein shake is immediately after a workout so you are delivering protein to the muscles while they are healing.
Don’t be fooled by the large container either. Most of the time the big tubs are only half filled and are usually a low quality of protein. Some products tell you to take a 40-gram serving to get 20 grams of protein – what else are you digesting in there? The closer the serving size to the actual amount of product you want the higher the quality of protein being delivered. On a personal note, I have been using protein powders for the last six years. I used to pick up my protein at a local drugstore or Wal-Mart. I never did any research and never saw the results I wanted. I worked out regularly and had a healthy diet. Being six feet, three inches tall and only 160 pounds, my goal was to add 25 to 30 pounds. At the time, I was a volunteer firefighter pursuing a career as a full-time firefighter. I knew I needed to increase my upper body strength and was looking to add muscle mass.
After I got hired on with Prince George Fire Rescue in B.C., I started doing some research and stumbled upon Body Wise (www. bodywise.com). Body Wise products are all pharmaceutical grade A and deliver the highest quality protein I had found up to that date. After three months of taking Body Wise, I’m finally starting to see the results that I was after. I am now at 185 to 190 pounds and I feel stronger and healthier.
I share my story not to sell you on Body Wise but to encourage you not to give up. If the products you are using are not working for you, do the research and find one that will give you the results you are after. Take the time and effort to make sure you are giving your body the highest quality of nutrition that you can. Treat your body like a Ferrari.
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Signature series alerts hearing impaired
The Sidekick II Signature series, by Silent Call Communications of Waterford, Mich. monitors doorbells, telephones, smoke detectors and fire alarms within 610 metres and alerts people with hearing problems that there is a visitor, phone call or danger.
The Sidekick II Signature series’ bright-flashing strobe and front indicator panel alerts users quickly to visitors, calls and emergencies. If a fire or smoke alarm has a low battery, blocked path or malfunction Sidekick II notifies the user so corrective action can be taken. For details visit www.silentcall.com.
Bullard introduces online training
Bullard is introducing an online training program for fire service and law enforcement professionals. Bullard Smartline takes users through six lessons that explain thermal imaging technology and how to interpret images using a thermal imager.
The training covers the complete line of Bullard Thermal Imagers for fire service and law enforcement including the T4, T3Max, T320, T3XT and the TacSight SE35 and S2. The six lessons take participants step-by-step through:
• Thermal imaging technology;
• Operating a thermal imager;
• Applications of a thermal imager;
• Optional accessories for your thermal imager;
• Care and maintenance of your thermal imager;
• Self-assessment test.
Following each lesson is a true or false exercise that lets the users know how well they are doing before taking the final assessment at the end of the training. After successfully passing the final assessment, a certificate of completion is awarded to the user. This training will be provided on CD with every Bullard Thermal Imager sold beginning in January. This allows customers the option of accessing the training online or through CD. The online training can be accessed by visiting: www.Bullard.com/trainonline
Pitak helmet features filter
Wayne, N.J. - The Pitak is a specially designed helmet for wear by firefighters. It boasts a replaceable filter incorporated into the design of the face shield. This design provides a practical means of protecting the wearer from smoke and particulate inhalation. It will be manufactured of lined Kevlar or comparable reinforced fiberglass composite material designed to resist cracking and chipping while serving to protect the user from impact to the head. The Pitak is a sturdy helmet featuring a noncorroding high-temperature face shield with attached chin strap. Within the design of the shield is a molded holder inside of which is a replaceable filter that encompasses the user’s nose and mouth. The flame-resistant filter is designed to trap particulars such as soot while absorbing hazardous gases associated with smoke. For details visit Website at www.adventproduct.net/23356/default.htm
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Exploiting the strengths in our numbers
Imagine yourself and your crew training at the hall or maybe executing a rescue or battling a blazing fire. Is there someone among you, or in your department you turn to for expertise when you are involved in an incident? It may not be the same person every time – maybe during an operation everyone turns to you, their eyes searching for an answer or for a skill you possess.
The familiar adage “no one is good at everything but everyone is good at something”, is one that we should all take to heart, especially at the firehouse. Be it our newest probie or our most senior officer, everyone has something to offer. It may lie in being apt with ropes and knots or an in-depth understanding of fire behaviour; it could be proficiency in rescue tactics and operations or outstanding interpersonal skills – the point is that in a team environment no one person acts alone, we rely on each other to carry out tasks. We are all certainly able to get the job done, but there are firefighters among us who have aptitudes in specific areas and it is our responsibility to use those talents for everyone’s benefit.
ences and expertise.
The flip side of this coin is to ensure that we take the opportunities to learn from those around us when we can. We should never pass up the occasion to discover a new skill or to practise an old one. We all know that fire fighting is a progressive field and those who get rusty, who stop learning, who choose not to keep up, often get left behind. Unfortunately it is usually those people who make mistakes and in our business any mistake can be catastrophic. It is therefore imperative that we continually challenge ourselves to become better. We can accomplish this in many ways; one simple avenue is to pay attention when a brother or sister on the floor offers up a voice to say something productive.
JESSE CHALLONER
‘ We should never pass up the occasion to discover a new skill or to practise an old one.’
Having these skills at our disposal is a great advantage for our departments, but we may not be taking full advantage of these talents. If we can identify people’s capabilities to excel at something, why not exploit those abilities and provide those people with a forum through which to share their knowledge? This will allow us to grow, learn and better serve the communities that we protect. Exercising skills forces us to become better. After all, practise makes almost perfect.
The challenge is to identify a person’s talent or skill. We must watch for these to shine, or even consciously attempt to identify our own skills. Then, we can concentrate on sharing these resources with our department members, highlighting them, honing them, adding to them and practising what we learn. It is up to all of us to challenge ourselves and our colleagues to offer what we are gifted at, to expose the areas of our skill sets and to pass those tools around.
Some proficiency is naturally acquired; some is learned through teaching. The skills that we have at our disposal may have come from past experiences. A firefighter who once worked as a pipe fitter will be able to offer insight as to the inner workings of a pump truck. Someone who has a degree in kinesiology may prove to be a great fitness leader. A firefighter who came from a previous department will surely be able to offer new or different ideas. It would be beneficial to allow these individuals to make our workplaces better through their experi-
We can adopt new skill sets from our everyday lives outside the fire hall too. Expressing an openness to expand will assist us in accessing something applicable to our operations. Conversely, our ability to continually implement diverse ways of accomplishing things on the job can be an asset to us when not on shift. I can think of a multitude of times when I have applied a trick of the trade to a project outside of work. Adopting this mentality allows us to be not only excellent firefighters but also to be dynamic individuals.
We don’t all excel at all aspects of our jobs but we are all in this field for a reason; we were chosen because someone saw something in us that would benefit our departments. Do a self-assessment and see what you have to offer. Take the next opportunity to showcase what you’ve got. Create a positive forum for others to share their experience and knowledge to better the crew. This experience does not have to be limited to fire fighting-specific activities. Maybe there is one among you who is excellent with people – this person could be an outstanding public-relations representative and may need only a positive push in that direction. Whatever the case, we all have a flair for an aspect of our work and, with support, we can make our departments better.
We must all step up, stand together and learn from each other. We challenge ourselves to become better firefighters by appreciating and using our talents. If we apply ourselves to the proficiency of the department and our crews, we cannot fail.
Jesse Challoner has been with Strathcona County Emergency Services for 2.5 years and has been in the emergency services field since 2002. He is an EMT and is completing the two-year paramedic program at the Northern Alberta Institute of Technology. Contact him at jchalloner@hotmail.com
Rapid Fire
Continued from page 19
while lightweight assemblies tend to fail globally;
• Sensory indicators (sight, sound and touch) are not relilable indicators of impending collapse;
• Views and data from thermal imagers are not reliable indicators of impending collapse.
Closer to home, the National Research Council and the Institute for Research in Construction released on Dec. 15 a report on the fire performance of Canadian homes. The study involved several tests on unprotected floor assemblies in basement fires. The report concludes that failure of lightweight floor components occurred between 35 per cent and 60 per cent faster than solid wood assemblies. It also concludes that more research is needed on the required egress time for single familiy homes.
Back in Alberta, the building code is being changed to reduce the effects of high-intensity residential fires. The working group recommended that fire-resistant gypsum wallboard be used under vinyl siding instead of the faster-burning oriented strandboard that new homes with attached garages require fire detectors and gypsum wallboard.
Under the amended code, contractors will be required to protect adjacent buildings during high-risk periods of construction, such as when the building frame is exposed. There will also be a new require-
Eighty firefighters and 20 apparatus responded in the first 20 minutes to the MacEwan Green blaze. The fire consumed 149 condominium suites and 78 duplexes.
ment for improved site security.
The changes are being phased in this year and have been forwarded to the Canadian Centre on Code Development to be considered for the national building code, which is due to be reviewed in 2010.
Although Wolsey is hanging up his chief’s hat, one recommendation sent for further study remains a project for others: the recommendation to require smoke detec-
Legacy construction Modern construction
• Legacy fuel load
Contents made
• Increased fuel load
• Synthetic contents of natural materials
• Occupant escape time
• Occupant escape time 15 minutes
• Energy inefficient
Single-pane windows
Minimal insulation
Minimal weather stripping
• Home size – 983 square feet
• Typical eight-foot ceilings
• Cellars less than seven-foot
Two minutes
• Energy efficient
Thermal pane windows
Ceiling and wall insulation
Door and window gaskets
• Home size – 2349 square feet
• Larger volume – (size/open floor plan)
• More voids (vaulted celings, trusses create ceilings cocklofts on every floor
• Solid sawn lumber
• Less material in structural components (trusses, engineered i-beams) -Underwriters Laboratories
The U.S. Fire Administration and the American Forest and Paper Association have developed an online education program for the fire service about lightweight construction and how it reacts during fire. Visit http://www.usfa.dhs.gov/fireservice/research/safety/ construction.shtm and http://www.woodaware.info/fireframe/index.cfm
tors in attics of single-family homes to alert residents to fires that start outside, burn up the side of a house and into the attic void. Many of these kinds of fires, Wolsey says, are caused by careless smokers who toss their smouldering butts into planters or on backyard decks.
“Over the last five to 10 years we’ve moved our smokers to the outside,” Wolsey says. “Cigarettes used to be a large component of interior fires. A lot of fires that we’re experiencing happen outside in a planter, burn up the side of the house into the attic and through the roof because there is no smoke detection in the attic.
“Those were, in my view, very needed code changes but given where we’re at in the development of new technology, new products and what I expect for the future, the codes will always need to be under scrutiny to make sure that the products we use to build our homes remain safe.”
That said, Wolsey acknowledges that building codes are rigid and changing them takes years, perseverence and, sometimes, a few angry men.
“There’s lot of pressure to move into the new technologies but the code is not as nimble as the private sector in accepting new techonolgy, “ he says. “OSB, i-joists, silent floors – it has taken years for testing to be done on those products. A lot of that testing is only being done because we made an issue of it.”
PHOTO COURTESY CANADIAN PRESS
Following are some recommendations of the high-intensity residential fires working group:
That the Fire Commissioner’s Office develop a model fire safety plan.
That the Fire Commissioner’s Office encourage municipalities to actively monitor fire safety plans developed by contractors and ensure they pay specific attention to the need for heightened fire safety measures during vulnerable periods when the building under construction presents an increased fire risk to surrounding buildings.
That the Safety Codes Council require that every accredited body receive, review and monitor fire safety plans and practices at construction and demolition sites where occupied residential buildings are potentially placed at risk.
That Alberta Municipal Affairs and Housing and Employment, Immigration and Industry, Workplace Health and Safety, establish a worksite safety program that provides for training and appointment of a worksite fire safety officer.
That guidelines on the prevention of fires on construction sites be developed for the construction industry.
That the following spatial separationrelated requirements be adopted: Walls having a limiting distance of less than 1.5 metres that are constructed with a combustible cladding are to incorporate a sheathing membrane that is noncombustible, such as exterior grade gypsum wallboard, or the cladding is to have a fire-resistant coating; Walls are to be considered as having 100 per cent unprotected openings when they incorporate vinyl siding over combustible sheathing; eaves are not to be located closer than 0.45 metres to a property line and must be non-vented where located between 0.45 metres and 1.5 metres; soffits in residential occupancies that enclose a common attic or roof space that spans two or more suites are to be protected for a distance of not less than 1.5 metres on each side of the party wall or separation wall; the concept of “registered limiting distance” is to be introduced to allow spatial separation to be determined based on a line mid-way between two buildings as an option to using the property line. (Not accepted; requires further study.)
That the Fire Commissioner’s Office develop a model fire department response protocol that recognizes the unique •
•
•
hazards to occupants and emergency responders related to unprotected pre-engineered structural floor and roof systems in homes and multi-family dwellings.
That the Alberta Building Code be amended to require that every attached residential garage serving a single dwelling unit have one layer of 12.7 mm gypsum wallboard, or similar performing membrane, on all wall and ceiling/roof surfaces; and a heat detector be permanently connected to the smoke alarms in the dwelling unit.
That the Alberta Building Code be amended to require that exterior balconies and patios be provided with sprinkler pro-
•
tection in every multifamily residential building where dwelling units are located above other dwelling units and a sprinkler system is installed. Where the building does not have a sprinkler system, it is recommended that balconies and patios have wall and ceiling membranes incorporate a noncombustible exterior finish or a fireresistant substrate membrane such as exterior grade gypsum wallboard.
That the Fire Commissioner’s Office implement new data gathering mechanisms to supplement the current standard fire incident reports and gather additional in-depth information on fires of interest.
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Structural Firefighting: Strategy and Tactics, 2nd Edition
NFPA experts Bernard (Ben) Klaene and Russell Sanders revised their landmark text for fire commanders and professionals in training, and now the second edition of Structural Firefighting presents complete, updated coverage of operational procedures for working structural fires, including:
• Dispelling myths on rescue
• Ventilation
• Dispensing expert advice on rescue
• Forcible entry
• And more!
The second edition adds all-new content and features that guide fire officers and trainees through every phase of strategic and tactical planning.
Users will be better prepared to manage any incident – regardless of its complexity – with revisions including discussion of the National Incident Management System (NIMS).
The books reorganized format, two-colour text, enhanced illustrations, and correlation guide to the Fire and Emergency Services Higher Education (FESHE) Strategy and Tactics model course assist in promotional exams. Also included is a companion website that provides access to chapter pre-tests, interactivities, an online glossary, and instructor resources.
Item#: SFF07
Price: $106.58
Collapse Burning Buildings DVD Training Program
– Five – DVD Set
In this five-part series Deputy Chief Vincent Dunn (Ret. FDNY) shares his experiences and knowledge about size-up, specific collapse types, patterns that occur, warning signs, and dangers inside as well as outside the structure.
Each new DVD includes downloadable quiz questions for use on your PC, as well as new introductions by author Vincent Dunn. Discussion questions are presented at the end of the program.
The set includes these five DVDs:
• Wall Collapse
• Truss Roof Collapse
• Peaked Roof Collapse
• Floor Collapse
• Wood Frame Building Collapse
Item#: FE810DVD
Technical Rescue for Structural Collapse
Structural collapse can occur in any jurisdiction at any time for a number of reasons. The fire department is usually the first to respond to these incidents. Therefore, rescue personnel must always be ready to locate and free victims from collapsed structures in the safest and most efficient way possible. This manual, which addresses the structural collapse portion of NFPA 1006, Standard for Rescue Technician Professional Qualifications, and the NFPA 1670, Standard on Operations and Training for Technical Rescue Incidents, is designed to go beyond the basic rescue skills detailed in the Fire Service Rescue manual to cover those needed by the rescue technician at these types of incidents.
Chapters include information on pre-incident planning and scene assessment, hazard reduction, safety, search techniques, cribbing, shoring, principles of lifting, mechanical advantage systems, lifting and moving techniques, rescue tool use for breaching and cutting, cutting techniques and safety, working with heavy equipment operators at the collapse site, moving victims and caring for them, securing and releasing the scene, and returning to postincident readiness.
Item#: 36500
Price: $47.25
EDUCATION AND TRAINING APPARATUS
CUSTOM TRAINING PROGRAMS: MESC will provide custom design training programs. Other courses available include: Building standards, Rescue program, Emergency Medical, Management Program, Fire Prevention, Public Safety and Hazardous Material. Manitoba Emergency Services College, Brandon, Manitoba, phone: (204) 726-6855.
LIVE FIRE FIGHTING EXPERIENCE: Short and long term courses available, Municipal and Industrial fire fighting. Incident Command System, Emergency Response/HazMat, three year Fire Science Technology Diploma program. Lambton College, Sarnia, Ontario, call 1-800-791-7887 or www.lambton.on. ca/p_c/technology/fire_emerg_resp.htm. Enroll today!
❑ Mfr./Dist.
Keep it simple and entertaining
Istopped peeling potatoes and peeked out the door to see what was making the ruckus. Francis, the slightly built head cook, was stomping a mangled can opener into the gravel, and swearing eloquently in French and English. With a crash of the garbage can lid, he stormed up the stairs and puffed into the MNR bush kitchen, red-faced, eyes glaring.
“Da nex parson who bring dat dam ting in here, I keel dem!” he sputtered.
Cheap can openers are the bane of any cook’s existence. This one had crossed the line, and its death is still a vivid memory nearly 20 years later. Francis had a temperament like Mount St. Helens but he knew how to get his point across.
The banquet hall was in an uproar. Firefighters stood on chairs and played volleyball with crumpled napkins. Others hooted and made catcalls. The keynote speaker droned on without looking up, reading from a thick stack of papers as if he were in a soundproof compartment.
“The technical excellence of our product makes it a sound choice for fire departments of all sizes and budgetary considerations la di da di da. . .”
The smart guys and gals had already escaped to the bar. The rest of us dodged spit balls and entertained dark thoughts of shoving the man’s tie down his throat. Would this guy never shut up? It takes acrobatic skill to balance the yin and yang of education and entertainment. This yahoo had fallen off the tightrope an hour earlier, and now swam in shark-infested waters without a lifejacket. The problem? Mr. Keynote had the facts but couldn’t feel the pulse of his audience. His words were hitting a barrier and sliding to the floor. We weren’t getting the point.
It’s easy to attack in the traditional way, like Mr. Keynote, and assume everyone will roll out the red carpet. Maybe they will and maybe they won’t but they will at least give you hints about what they think of you.
My crew is good at this. I arrived at the fire hall one evening, prepared to demonstrate a handful of clever knots. When I walked in, there was a hangman’s noose tied to the stair railing. There’s nothing like a good visual aid to keep the instructor brief and to the point.
TIM BEEBE
‘ One of the best instructors I know does a virtual vaudeville show of group discussions, movie clips, brain teasers, role play and more.’
A four year-old girl received a Bearhug Band CD, with catchy, appealing music that quickly became her favourite. She may not have known that she was being indoctrinated with safety messages, but her parents knew. They didn’t have any choice. They nicknamed her the “seatbelt Gestapo” because she demanded that everyone fasten their seatbelts the moment they got in the car. A few years later, she was with her mother and brother when their car vaulted off a slippery highway and flipped end over end several times before it crunched to a stop on its roof. They hung upside down from their seatbelts, virtually unhurt because a little girl got the point.
The mind is a fortress, with layers of defenses. The gates of the outer courtyard swing freely in either direction, making it easy to penetrate. The problem is that words flow out as fast as they flow in. If you want to make an impression, you have to reach the inner bastion, where the memory and will reside. Its gates are solid, and must be unlocked from the inside. Karl Marx said, “Give me 26 lead soldiers and I’ll conquer the world.” He was at least partly right. The lead soldiers are ideas. Persuade your listeners to let them in and the battle is won.
It’s reasonable for firefighters to expect to learn something useful, and be entertained in the process, especially on a Monday evening after they’ve whacked trees or hauled gravel all day.
One of the best instructors I know does a virtual vaudeville show of group discussions, movie clips, brain teasers, role play and more. She mastered that elusive mix – enough entertainment to open the gate, enough education to make an impression. We had no choice but to learn something.
In the movie musical Chicago, Richard Gere plays a defence lawyer famous for bamboozling juries into acquitting guilty people. In one scene, he tap-dances the Old Razzle Dazzle to make his point and wow the skeptics. Our listeners are the jury. The most terrifying verdict they can give is “you are boring!”
I’ve never heard snores during live fire training, but education isn’t always intrinsically fascinating. If you aren’t a tap dancer, another way to deal with boring courses is through the internet. I assign WHMIS as an online course. It’s a short, sweet, way to deal with a nearly useless topic. The legal beagles are happy and the crew isn’t mad. A win-win situation.
Another tactic is bribery. This year during Fire Prevention Week I promised a prize to all school kids who practiced their escape plans. I heard later that a couple of young lads tried their second way out – they climbed out a second storey window and down the log walls to the ground. I need to revisit safety next year but hey, they got the point. And I pried the gate open with a stuffed Energizer bunny.
Making an impression is the ultimate goal, whatever the tactics. Mr. Keynote failed to gain entry with an artillery barrage of facts. I can’t even remember the name of his company. A bush cook, on the other hand, made a lasting imprint with passion, honesty and brevity. The most unwilling gatekeeper can’t resist these qualities. I hope my bush cooking days are over but if I ever do have to go back, you can be sure I’ll have a good can opener in my pocket.
Quality improvement usually comes through simplification. - Dr. Tom Peters (paraphrased).
Tim Beebe is the fire chief in Upsala, Ont. He can be reached at upsalafd@tbaytel.net
