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04
Dangling
GARIS AND LARRY THOMAS
LAUREN SCOTT
By Laura King
More and more, I hear stories about labour and management working together to achieve positive outcomes – programs such as the IAFF Wellness Fitness Initiative, for example – and buy-in from firefighters to help management and the corporation, reach benchmarks.
At Surrey Fire Service, a forward-looking British Columbia department with a driven and data-savvy chief, a new program that helps firefighters save for postretirement health care, is innovative and practical. (See story page 10.)
No one joins a fire department at 19 or 25 thinking about retirement.
But in Ontario, union locals have been pressing for postretirement benefits to be added to their collective agreements. I first heard about this at a labour-relations conference a few years ago, at which lawyers admonished fire chiefs and human resources folks for freely agreeing to add such clauses to deals with the locals.
It was, the lawyers said, obscene that municipalities gave away this perk without considering, or even
understanding, the impact: the more municipalities that agree to such benefits, the more likely arbitrators are to award them, beginning a vicious cycle of additional spending for the corporations.
I remember thinking at the time: Wow, if the unions are smart enough to go after a postretirement health-care spending fund, and municipalities agree, then good on the unions. Who wouldn’t want a postretirement health-care spending fund?
No one joins a fire department at 19 or 25 thinking about retirement.
It was mentioned clearly and repeatedly at the labourrelations conference, that the unions are much better equipped at the negotiating table than the municipalities.
There’s nothing wrong with supporting long-time employees post-retirement, particularly those whose jobs are physically demanding and can result in injuries and ailments that often worsen later in life.
But in Surrey, labour and management have found a way
to ensure that everyone benefits. As Chief Len Garis writes, “the department has experienced operational and safety improvements after introducing pay incentives for its 396 unionized staff based on department-wide performance.”
The key to the program, Garis says, is a team approach.
“By measuring results of the entire team rather than individuals,” Garis says, “the approach has enabled SFS to introduce performance evaluations in a union environment, while providing data that the department can use to make evidence-based decisions.”
The department uses 11 key performance indicators and provides a financial incentive to its unionized members when the entire department achieves annual targets.
The bonus is an annual lump-sum payment equal to 0.5 per cent of base pay. The funds are deposited into a taxfree savings account that members can redeem when they retire.
Smart program, and a model for others to prevent municipalities from agreeing to costly post-retirement packages that may result in department cuts.
October 2017 Vol. 40, No. 4 cdnfirefighter.com
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Toronto firefighters are now the highest paid in Ontario, in terms of base salary, after an arbitrator awarded a raise in late August. The deal covers 2015 to 2018, adding up to about an 8.5 per cent increase over four years. The city’s 3,000 firefighters have been without a contract since 2014. The new deal with the city continues the precedent of firefighter-police parity. By 2018, Toronto firefighters are expected to have equal pay to police. . -
LAUREN SCOTT
Nova Scotia is distributing naloxone kits to first responders working in areas of the province with higher levels of opioid use, such as the Halifax Regional Municipality and Cape Breton . The kits are being distributed in phases, as part of the province’s Opioid Use and Overdose Framework. The first phase is targeting paramedics and trained medical first responders. The second phase is training communications centre staff to direct citizens how to administer naloxone over the phone. -LS
A historic wildfire season in British Columbia has also emitted historic levels of greenhouse gasses – nearly tripling the province’s carbon footprint. As of late August, an estimated 190 tonnes of greenhouse gasses were emitted in British Columbia this year. According to the British Columbia Greenhouse Gas Inventory, overall emissions in British Columbia have remained near 65 tonnes since 2005. Natural Resources Canada says on its website that the length of future wildfire seasons, and wildfire emissions, are expected to increase. -LS
per cent salary increase, over four years, for Toronto firefighters.
Firefighters in Mississauga, Ont., are the first in Canada to train using a new fire hydrant designed to increase firefighter safety and efficiency.
The Spartan hydrant was unveiled Aug. 17 at the Garry W. Morden Centre in Mississauga, home to the training and mechanical divisions of Mississauga Fire and Emergency Services. In a year-long pilot project with the city, Mississauga Fire and Emergency Services will test the hydrant to assess whether it will save time and water, while increasing firefighter and community safety.
According to inventor and former New York firefighter George Sigelakis, the Spartan hydrant fixes common issues that create difficulties for departments, such as freezing and unreliable pressure.
“We’ve eliminated the shaking,
the vibration, the water hammer, the leaking, the freezing, the undermining the soil and pressure drains, the paining and peeling . . .” Sigelakis said.
Unlike conventional hydrants, Sigelock Systems’ Spartan hydrant has a clamshell design, requiring a specific wrench tool, to prevent water-theft. The hydrant is made of a stainless steel and ductile iron mix, with a durable powder coating to withstand weathering.
Assistant Chief Jamie Zimmerman said Mississauga Fire is excited to be the first department in Canada to test such an “innovative product.”
“I think we’re quite proud,” Zimmerman says. “Time will tell as we go through and we put our staff through the evolutions with the hydrant . . . but at the end of the day, that’s what the [fire] business is about, is improvement.” — LS
By Arjuna George
Ihave had the great privilege of being part of the fire service for two decades. Over the last 20 years I have grown, and cultured an understanding about people, service, leadership, management, medicine, and of course fire fighting. In this business it’s all about giving, and making the fire service better. In turn, the service provides you with rewards and life skills that are priceless.
My prior work experience was focused in customer service and I was happy to learn that the fire service is the ultimate customer-service job. Whether volunteer or paid, the fire service is a career, a way of life, and the best education anyone could ask for.
As I look back on the past two decades, I have been reflecting on the many lessons I have learned, the things that have moulded me into the person I am today. I would like to share my top-10 teachings.
1Life is precious and far too short - Too often, we respond to someone’s worst day, sometimes witnessing the end of a life. It is an experience that greatly impacts everyone at the scene, expanding outward to family and friends of those present. As young people, we often take life for granted, but as we mature, we witness how life can change in a moment’s notice. Appreciating each and every day is critical. Every morning we should wake up energized and grateful for
another day with our families, friends and colleagues.
2
Cherish family - Appreci ate both your blood family and your fire family. The fire service can en gulf your life, because it is the best job in the world, but it can also jeopardize your family. Unfortunately, I know too many firefighters (and their families) who have felt the bu rden that this line of work can put on loved ones. I live and breathe fire, but I ensure there is balance for the most import ant people in my life.
3Understanding empathy - This amazing job has provided me with a bet ter understanding of empathy. This skill is a tough one to teach, but it is a skill that will make you a better firefighter and better person overall. Due to the nature of our business, we are often in contact with people experiencing extreme emotions. Learning how to handle these situations and communicate with genuine empathy is both powerful and rewarding. Many would call empathy and compassion soft skills; I disagree, and think the term discourages others from embracing empathy. These skills are powerful and impera tive; they are hard to master but are so vital.
4
Leadership skills - Since I was a recruit, I have taken every opportunity to learn, watch, read, write, and study fire-service leaders. For aspiring firefighters, leadership skills will help you become stronger as a person
By Len Garis and Larry Thomas
Alarge British Columbia fire department has experienced measurable operational and safety improvements after introducing pay incentives for its 396 unionized staff based on department-wide performance.
In early 2015, Surrey Fire Service (SFS) introduced a performance pay incentive program as part of its ongoing commitment to excellence, improvement and accountability. Based on 11 key performance indicators (KPIs), the program provides a financial incentive to its unionized members when the entire department achieves annual pre-set targets.
The bonus is an annual lump-sum payment equal to 0.5 per cent of base pay for all bargaining-unit members. The funds are deposited into a tax-free savings account (TFSA) that members can redeem upon retirement.
Implemented in collaboration with the Surrey Firefighters’ Association, the program provides weekly progress reports to both union members and management in real time, allowing union members to see the results of their efforts and enabling management to quickly identify and respond to emerging problems.
By measuring results of the entire team rather than individuals, the approach has enabled SFS to introduce performance evaluations in a union environment, while providing data that the department can use to make evidence-based decisions.
“From a union perspective, the program recognizes and compensates the dedication and hard work the
Surrey firefighters are doing in the city,” said union president Mike McNamara. “By identifying the areas of concern, it assists the crews in organizing their work schedules with a focus on areas that provide real outcomes to public safety.”
The concept for the pay incentive program arose from a desire within the department to better track and improve performance, while justifying a financial benefit to union members.
As a starting point, department leadership was to determine 10 key performance indicators to deliver
measurable performance that would ultimately lead to better safety results for the public.
The criteria included choosing metrics that were linked to real outcomes, such as reduced fire loss, death and injuries, and reflected activities that were already taking place but were not being measured. The department settled on 11 metrics:
1. Sick and injury absence rates – department average rate
2. Annual proficiency standard training –completion rates of NFPA standard drills by firefighters and officers
3. Completing regularly scheduled fire-code inspections
4. Hydrant maintenance – inspection, cleaning and painting of hydrants
Len Garis is the fire chief in Surrey, B.C., LWGaris@surrey.ca
Larry Thomas is a deputy fire chief for the city of Surrey, B.C. LSThomas@surrey.ca
Postretirement plan
The bonus is deposited into a tax-free savings account managed by the union. Upon retirement, firefighters can use the money to cover roughly 10 years of fully paid post-retirement medical benefits.
5. Percentage of both complete and incomplete incident reports in the online records management system; this metric underlines the importance of completing all required report fields.
6. Number of smoke alarm verifications in residences (performed at any call type)
7. Completion rates of monthly self-directed skills maintenance training
8. Secondary suite reporting data (to ensure code compliance and safety) – number of suites reported, revenue data from inspections for the city
9. Percentage of missing or incomplete reports for Automatic External Defibrillation (AED) incidents – the department is part of a medical consortium that uploads AED information to medical authorities. This is an area in which SFS staff had to make improvements
10. Inspection pamphlet delivery percentages –number of routine inspections during which information pamphlets and education were provided to the owner
11. Completion rates of daily pre-trip truck inspection reports .
In addition, there is a bonus measure for perfect department-wide attendance. Although this measure is largely aspirational, progress towards this goal is being tracked. In 2016, 63 per cent of SFD staff had perfect attendance.
In the end, the measures and the targets for each measure were set at a level considered to be achievable, while making slight improvements to policy compliance and expectations.
A scoring rubric was developed to provide weighting so that each measure would contribute to a total score out of 100 points. The department must achieve 70 points out of 100 to receive the annual performance payouts.
The funds are deposited into TFSAs managed by the union. Upon retirement, department members typically pay out-of-pocket for private extended medical benefits when their city-paid benefits end. The intent of this financial incentive was that a new firefighter would have enough saved in the TFSA (roughly $30,000, based on 2015 estimates) by retirement to cover 10 years of fully paid extended medical benefits. However, the funds are wholly owned by the individual and can be used any way the retired firefighter sees fit.
Ongoing performance feedback is a critical aspect
of the program. The department’s QlikView business intelligence tool collects and filters all performance data and then reports it back in real time.
Every eight days, all firefighters receive emailed reports about the department’s progress in each of the 11 areas. Officers have more in-depth options and are able to view results as far down as the crew level.
For individuals, the ongoing feedback is an incentive to keep working towards the goal and to change behaviours if necessary. For management, the data reveals potential problem areas and allows for immediate intervention. For example, officers can see if a single shift at a hall is falling behind and then quickly work to provide targeted assistance to address the issue.
The reporting of AED data after a cardiac arrest is a critical component of the medical oversight process. Reporting helps to ensure quality control with AED use and CPR applied to patients. In 2014, the successful rate of reporting AED data to medical oversight was 68 per cent. This low rate of performance required staff to complete a timeconsuming follow-up procedure each time AED use was incorrectly reported. Once the performance metrics were introduced and feedback was being provided regularly, the result jumped to 89 per cent in 2015 and to 97 per cent in 2016. In 2017, reporting performance is at 99 per cent; this equates to better data recording/ reporting and less staff time spent on follow-up.
Similarly, annual hydrant maintenance and flushing was being reported for only 65 per cent of the more than 9,000 hydrants in the city. After the program began, the completed hydrant rate jumped to 92 per cent in 2015 and 97 per cent in 2016.
Over time, the department will tweak its targets, in consultation with the union, to keep the performance on an upward trajectory.
Another measure of success is the department’s fire statistics after the first two years of the program’s implementation. These are the indicators of the programs desired outcomes.
Despite a growing population, Surrey’s residential rate of death and injury per 1,000 residents decreased 81 per cent in just two years since the program was implemented. At the same time, the residential rate of fires decreased by 49 per cent. The number of commercial fires also declined by 16 per cent in that time frame, despite an increase in number of buildings.
The results have been so compelling that the program has sparked interest and requests for presentations from other cities in Metro Vancouver.
At the heart of the program’s success is the ongoing positive relationship between SFS management and the union. The program’s implementation and management are a collaborative effort that requires input and agreement from both parties.
Other key aspects have included:
• The introduction of pay incentives directly linked to performance
The data allows officers to make evidence-based decisions quickly and more efficiently. The consistent feedback allows firefighters to better understand department goals, and where their efforts fit in.
• The ability to make future decisions with the collected data
• The selection of performance metrics that not only have meaning, but are also understood and respected by the members.
Ultimately, the program is a great example of how the principles of modern public-sector administration can be used by fire departments and is transferable to many other public sector unionized environments.
Departments seeking more information about the program can contact Surrey Chief Len Garis at lwgaris@surrey.ca.
By Tim Llewellyn
Tim Llewellyn is a firefighter for the Allegheny County Airport Authority in Pittsburgh, Pa., and an instructor for a number of fire academies and training faculties. llewellyn.fire@gmail.com
In each edition of Timbits, I select a topic or technique that was introduced in recruit academies and became engrained as fire-service doctrine, then offer a field-tested and street-smart modification to make the practice easier, safer or more effective.
The tips I offer have typically been generated from one of two sources: the great instructors from whom I have had the opportunity to learn; and experiences I’ve had while responding to incidents and while teaching fire-service courses.
This month, I offer a variation of the crawling technique taught during basic firefighter education. In the hot and smoky hallways of the fire-academy burn tower, instructors encouraged us to stay low and crawl – typically on our hands and knees through the smoke, blindly feeling our way with our hands or an outstretched tool. There are two main reasons why firefighters are encouraged to crawl in a structure-fire environment:
1. It’s cooler down low
2. Visibility is often better nearer to the floor
It’s the crawling-on-handsand-knees part of that basic education I would like to improve. Certainly, crawling on hands and knees offers a few positive points: we’ve been doing it since we were infants, so it requires no explanation; and, transitioning from standing or kneeling to crawling is relatively simple and
efficient.
The improvement I’ve learned is a head-up, leg-out, or tripod position; the variation is slight, but our firefighters have found the benefits to be numerous. Instead of crawling on both hands and both knees, in this technique, one knee is down on the ground, the other knee is up with the foot outstretched, and one arm outstretched, hand down on the ground. Advancing entails reaching out with the down hand, stepping forward with the up knee, and dragging the down knee behind as the body moves forward to maintain the tripod position.
Crawling in this manner enables a firefighter’s head to be in a more upright position, but still keeps the upper part of the body low to the ground, out of the higher heat, and in a zone of better visibility. This position enables firefighters to experience the benefits of staying low that instructors beat into our heads but also allows firefighters to maintain a greater sense of awareness of their immediate surroundings. It’s quite possible that this heads-up position would allow a firefighter to see the faint wisps of rollover flame in the dark, which may have gone unnoticed if the firefighter were in a headdown, crawling position.
Another benefit is of the tripod method is that it frees one hand, which can be used to hold a tool or hose, or to direct and view a thermal imaging camera (TIC). While using a TIC, the traditional
hands-and-knees crawling position requires the firefighter to stop moving, sit back, and then retrieve the TIC for effective viewing. The tripod crawling method al takes more than just reading an article to decide if the change will work for you or your department. I encourage you to gather a group of firefighters, put on gear, grab
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By Sherry Dean
There is no doubt that fire fighting, weight training and endurance training are hard on our bodies. I have never heard anyone say the older they get, the easier it is to recover. Injury is a given when you lead an active lifestyle, but there are many ways to treat and work through an injury. One of the better approaches is to prevent injuries before they happen, but how do you do that?
Improving mobility/ functional movement is one way to help limit injuries. Our bodies are designed to move through specific ranges of motion, but unfortunately, as we age, range of motion can become impaired. There are many reasons for decreased mobility including lack of use, medical issues, repetitive movements, and injury. The good news is it’s never too late to start mobility training.
Mobility is the ability to move a body part effectively through its full range of motion, or functional movement. Flexibility refers to the total available range of motion around a joint. Think of it this way: mobility is the way a joint moves; and flexibility is the length of a muscle. Improving flexibility can certainly help with mobility and vice versa, but the two are very different.
Just like with any activity or movement, lack of practice limits us. If a person attempts to return to a previous range of motion they haven’t been maintaining, this can cause injury.
Mobility/ functional movement has become an extremely important aspect of personal training for me and for many of my peers. Our fire
department includes mobility training as part of the daily workout regime for all recruits; this is done through yoga and straight-up mobility work. The feedback is great: the recruits love it; it helps to balance the heavy demands of firefighter training and decreases the likelihood of injury.
Yoga is another great way to expand range of movement; this type of training can be greatly underestimated or misunderstood. Yoga is not an easy activity and a lot of men (sorry guys) are hesitant to try it because they think it’s for chicks. Try putting your doubts aside and try five classes – not just one. Halifax firefighter Joe Barbati (a former university football player), teaches yoga for jocks or joga; he does an excellent job teaching our firefighters that yoga is good for them; it can be as challenging as you want to make it.
There are a number of great books and websites available to athletes for mobility training tips and information. The Supple Leopard is a great book, but only one of many. You can Google “functional movement” or “athletic mobility training,” and quickly get started. I recommend starting with hip, ankle, spine, shoulder and knee mobility.
On top of using books and online resources, there are a few items you can purchase that will help with mobility training. I recommend starting with these:
• Foam roller – Ensure it is a fairly dense one or one with a hollow core lined with plastic.
• Two lacrosse balls –These are high density and can be used one at a time, or put both in a sock and use on your back.
• Softball – A little bigger than a lacrosse ball so it doesn’t get as deep into the tissue. This is good
if you are really tight and experience discomfort with a lacrosse ball.
• Small rubber ball – You can usually buy these in packs of three or five. Once again, make sure the ball has a fairly hard surface. Use when you need to get really deep into the muscle tissue.
• Yoga mat and blocks – These are good whether you are going to begin practising yoga or not. A lot of the mobility work will be on the floor.
Our fire department includes mobility training as part of the daily workout regime for all recruits.
• Mobility bands or towel – These will help extend your reach during stretches, if you are new to mobility training.
Before you begin mobility training, here are two key points to keep in mind:
• Remember to breathe. If you are holding your breath you are probably pushing a little too far or too hard.
• Never pass a seven or eight out of 10 on a scale of discomfort. Remember, there is a difference between normal discomfort, and pain. Mobility should not be painful, but you will be uncomfortable a lot of the time.
Enjoy your new supple body. Work hard. Stay safe.
“We
Scott Maxwell, Executive Director, Wounded
Warriors Canada
By Lauren Scott
When firefighters in Come By Chance, N.L., were called to the scene of a traffic collision in October 2016, they responded, as usual, with lights and sirens. But a puzzle-piece sticker on the car’s back windshield – the international symbol for autism – alerted rescuers to change their approach.
The car had collided with an allterrain vehicle, and the driver was a person on the autism spectrum. A typical approach to a traffic incident involves sirens and lights, but the firefighters had recently undergone autism-awareness training and understood that people with autism are particularly sensitive to lights and loud noises. Instead of putting unnecessary stress on the autistic patient, the firefighters put their training to the test.
“As soon as we recognized that this was a person with autism, we changed things a little,” said Come By Chance Chief Duane Antle.
“We moved our truck back . . . and positioned it so it wasn’t as impactful on the driver. It went so smooth; it was unbelievable.
“As a firefighter, I had a hard
time understanding that somebody in their time of need would not appreciate hearing that siren coming,” he said.
“For somebody who is on the autism spectrum, having those lights, having those sirens, having all of the noises that you would typically make [during] a response . . . would actually cause sensory overload and put that person into a very uncomfortable position.”
Autism is a neurodevelopmental disorder that exists on a wide spectrum. The spectrum includes a range of indicators such as social, communication (verbal/ nonverbal), behavioural issues and restricted or repetitive behaviours. These challenges can be mild, moderate, severe, or anywhere in between, meaning a person’s response to an emergency can vary greatly.
People with autism look no different than anyone else, which means first responders have to look for behavioural clues. Lack of eye contact when talking to rescuers, or laughter during an emergency, could indicate a person has autism.
According to the Centers for Disease Control and Prevention, one in 68 children has an autismspectrum disorder. Organizations such as Autism Canada and Autism Speaks Canada have applied this statistic to Canada.
Despite the fact that the Vancouver-based Canucks Autism Network (CAN) estimates first responders are seven times more likely than other people to come into contact with a person on the autism spectrum, there is no
required training for first responders in Canada. However, organizations such as CAN, Autism Canada and the regional Autism Society branches are working with fire departments and, in some cases, individual first responders to provide training.
First responders who are also parents of autistic children have been working with Canadian autism organizations to create educational and training programs for colleagues. Former North Vancouver firefighter Ben Wilson is working with the Canucks Autism Network, helping to develop workshops that have been administered to first responders across the province, including District of North Vancouver Fire, North Shore Search and Rescue, Emergency Management BC, Surrey RCMP and the Fire Prevention Officers Association of British Columbia. British Columbia fire and emergency services departments are able to sign up for CAN training on the organization’s website: https:// www.canucksautism.ca/ awareness-training/ first-responders/
A few provinces over, Autism Canada has teamed up with another first-responder parent. Winnipeg police officer Randy Antonio is working with the organization to create online training packages and modules that will be available on the organization’s website by the end of 2017.
Online autism resources have also been made available to first
responders across the country, some in both official languages. The City of Laval in Quebec has been working with police and fire officials to provide autism information as part of the AutismInclusive Cities Project. Training videos and resources such as firespecific manuals and workbooks are available to download on the initiative’s website, www. asdfirstresponders.ca. Additional information is available through Autism Speaks and can be accessed on the organization’s website at https://www.autismspeaks.org/ family-services/autism-safetyproject/first-responders
Lucie Stephens is the program director for Autism Canada. She said first responders know what to do in an emergency, so they must be patient when dealing with an individual on the spectrum.
“Really when it comes to autistic
individuals, they may not have the adaptability to know how to respond in an emergency situation. So the onus really has to be on the first responder.”
“This is something every firefighter should know,” Chief Antle said.
Antle says it’s important that firefighters know how to recognize a person with autism and change their response accordingly. Many firefighters have already come into contact with people on the spectrum, but it might not have been apparent during the incident.
On it’s first-responder specific site, the Autism-Inclusive Cities Project outlines common behaviours that can help firefighters recognize a person with autism. A person with autism may:
• Be unresponsive to their name or verbal instructions.
• Be non-verbal or have difficulties expressing themselves.
• Avoid eye contact or physical contact.
• Have sensitivities to around the five senses: sound, touch, taste, smell and or light.
• Have difficulty understanding gestures, facial expressions or body language.
• Understand things literally, such as humour or colloquialisms.
• Use irregular pitch or word repetitions if verbal.
• Engage in repetitive behaviour (for example, hand flapping, rocking, jumping, etc.)
• Have an unusually high or low pain tolerance. For example, something that may cause extreme pain for an average person, like a broken
Autism resources for first responders
1. The Autism Society Learn more about autism from your provincial branch of the Autism Society.
2. Autism Canada Has been a leader in providing autism education since 1976. Visit the website for more information: www.autismcanada.org
3. Autism Speaks Visit www. autismspeaks.org/ family-services/ autism-safety-project/first-responders
4. Canucks Autism Network First responders in British Columbia can request training from the Canucks Autism Network at: www.canucksautism.ca/awareness-training/ first-responders
5. The AutismInclusive Cities Project Online resources and manuals are available to download at: www.asdfirstresponders.ca
leg, could illicit laughter.
• Have a visible puzzle piece sticker or pin.
“It’s going to be a part of everyday work life for first responders,” Stephens said.
For Cobequid, N.S., firefighter Courtney Mills, autism is already part of everyday life. Mills has Asperger syndrome, which is on the high-functioning end of the autism spectrum. She said that when she joined the department as a young volunteer in 2009 at age 14, she felt her colleagues didn’t understand how the autism spectrum means she, and others like her, might react differently in an emergency.
“[First responders] are trained to look after people, but they’re not trained to look after people if they’re special needs or different,” Mills said.
Three years ago, Mills decided to start training her colleagues who weren’t otherwise receiving autism training. Now, at 22-years-old, she travels across the province to spread awareness and help firefighters help others.
At her sessions, Mills stresses the importance of compassion and creative thinking.
For example, she says people with autism tend to gravitate toward bodies of water. According to Autism Nova Scotia, drowning is the No. 1 cause of death for people with autism; when searching for a patient during a search-and-rescue call, firefighters should check near water first and other unconventional hiding places. While many people might gravitate toward lights and sirens, Mills says people with autism are more likely to retreat.
Although every person with autism is different, Mills can understand emergency response from both perspective of a first responder and a person with autism. She offers these key tactics for firefighters:
• Stay calm.
• Be patient and understanding - allow the person time to become comfortable with your assistance.
• Speak softly and slowly.
• Use pictures to communicate when possible.
• Give lots of personal space and avoid touching.
• Manage sensory environment - reduce surrounding noise and other distractions.
However Mills says the most important, and often forgotten, tip is as simple as it gets.
“Don’t be rude,” she said. “Even if they’re non-verbal, they can still hear what you’re saying.”
Mills says it is important for firefighters to always go into emergencies with an open mind because it is very likely that, at some point, departments will have to deal with a person on the spectrum.
An open mind on the part of one chief is what led to a provincewide program in Newfoundland and Labrador.
Chad Giles, a volunteer firefighter in Come By Chance brought the idea of autism training to Chief Antle, who is also
the president of the Newfoundland and Labrador Association of Fire Services.
Giles has a 19-year-old son with autism. Although his son is on the high-functioning end of the spectrum, his wife Rita Giles raised concerns about others in the community.
She knew Treshana Gosse, the regional assistant manager of the Autism Society of Newfoundland and Labrador, who was running autism awareness sessions.
“[Rita] just thought it would be a good idea for us to try the training. So she brought it to me, and I brought it to the chief, and it just went from there,” Giles said.
Antle said he was reluctant to pursue training at first, but quickly changed his mind as the session progressed.
“Before I took this training, I think I’d have to honestly tell you I didn’t even know what autism meant,” Antle said. “It was an eye-opener from that perspective, just giving us a true understanding of what autism looks like.”
In a three-hour training session, Gosse presented first responders with foundational information about autism. Participants in Come By Chance learned about typical responses during an emergency, through specific examples that first responders could potentially face in the field.
Since March 2016, that first session in Come By Chance has grown to a provincewide program, administered by the Newfoundland and Labrador Association of Fire Services and the Autism Society of Newfoundland and Labrador.
More than 1,950 first responders in Newfoundland and Labrador have participated in autism education sessions.
The partnership with the Newfoundland and Labrador Association of Fire Services has allowed Gosse to run regional sessions with up to 100 first responders.
“I can’t even explain how many first responders have reached out and really embraced these sessions,” Gosse said. “It’s been phenomenal.”
“. . . The awareness that we create with the training has actually helped fire departments identify the situations where they have had to make responses that involve people with autism,” Antle said. “For dealing with people with autism, education is so important, because there is no one answer.”
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By Chad Roberts
This column is the first in a two-part series about dealing with patients involved in motor-vehicle collisions (MVCs). The next column, in January, will address research that has led to changes to how crews respond to patients at extrication incidents,.
The status of the patient dictates how rescuers will plan the removal, from pacing to overall approach.
Once rescuers have made contact with the patient, while ensuring the patient keeps his or her head facing straight forward, the crew can decide the best plan for removal. Rescuers may have to enter the vehicle to get better access to the patient, or it may be best to remain outside, depending on vehicle placement and stability. If rescuers commit themselves, or any other crew member, to enter the vehicle, ensure the vehicle is stabilized properly to avoid any unwanted movement to the patient, while maintaining patient/ first responder safety.
After access, have a quick look around the vehicle before committing to spinal immobilization (C-spine). Check whether the car is still running: if so, remove the keys from the ignition; for newer vehicles with fobs, remove and keep nine metres (30 feet) away from the vehicle, and apply the parking brake. Look for any entrapments or major gross bleeds. Check for any hazards that may make the interior of the vehicle a
dangerous place for rescuers or and the patient (broken glass, protruding metal, weapons.)
Once these checks have been completed, go ahead and hold the patient C-spine, continuing with patient assessment. If another firefighter or medic is available, have that person maintain C-spine, while the rescuer completes a full assessment. Assess the ABCs. Ensure the patient has a clear airway and an adequate breathing rate (12 to 20 breaths per minute). Keep in mind that laboured respirations and irregular rates can indicate an underlying injury or worsening patient conditions, so identify and address breathing issues immediately. If needed, provide high-flow oxygen via a non-rebreather or bag valve mask.
Ensure the patient has a strong pulse rate (60 to 100 beats per minute), with a consistent rhythm. A weak or irregular pulse can signal a major bleed or other conditions such as shock. Assessing the ABCs right away ensures that rescuers can quickly let the incident commander know whether a technical extrication can be completed, or if the patient requires rapid removal. Rescuers should ask patients pertinent questions, such as whether they remember the accident. Did the patient hit his or her head? Can the patient remember what day of the week it is or where he or she was going? Have the secondary medic continue with a
thorough full-body assessment. Check the neck and back by palpation, listening to the patient to gauge any areas of discomfort or possible injury. Continue checking the upper torso, feeling for any underlying pain or areas of stiffness that could indicate internal bleeds or injuries. Check the pelvis to ensure no injuries to the hips. Major bleeds can pool into the pelvic cavity, causing pain to the patient upon extrication. Lastly, check all the patient’s limbs for adequate pulse, motor movement and sensory capability. Ensure that the left and right sides of the body feels consistent throughout the assessment; inconsistencies could indicate injury or early signs of shock.
Once this thorough assessment is complete, be sure to check blood pressure and recheck the patient’s ABCs. Continue to check vitals every five minutes to monitor changes to the patient’s
The status of the patient dictates how rescuers will plan the removal, from pacing to overall approach.
condition. A loss of pulse or a rise and subsequent fall of blood pressure can be a sign of shock, or an indication that the patient is crashing. Remain in contact with the incident commander, noting any changes to patient conditions.
After these assessments, rescuers need to quickly treat the patient, determine the overall condition, and consider removal options. The best place for a patient with severe or life-threatening injuries is out of the vehicle and into an emergency room. Extrication plans must be greatly expedited or abandoned if a patient’s life is in danger.
The use of a secondary firefighter or paramedic is extremely helpful when freeing up any entrapments or when applying the Kendrick Extrication Device (KED) to the patient for packaging before removal. This second set of hands can help create valuable space by activating seat backs, removing headrests, and adjusting the steering wheel to aid in the removal process. Once rescuers have made access, controlled the C-spine, completed a primary survey and gross bleed check, freed any entrapments, completed a secondary survey, and created space, they can then start packaging the patient (using a KED) for removal.
The point of auto extrication is to create space around the patient. By completing the previous steps with the use of a two-rescuer system, rescuers give the patient the best chance for survival and recovery.
The last step is the physical removal of the patient from the vehicle. There are many different approaches to patient assessment and removal. Research and studies that discuss changes to how crews approach patient care and removal will be addressed in the January issue.
Until then, be smart and never stop watching, reading and listening.
By Mark van der Feyst
Mark van der Feyst has been in the fire service since 1999 and is a full-time firefighter in Ontario. He teaches in Canada, the United States and India and is lead author of Residential Fire Rescue. Mark@FireStarTraining.com
My series on firefighter survival (see part 1, Canadian Firefighter, July 2017) focuses on the mayday call. A mayday call is for firefighters only, never for patients or for any other fireground emergency. When a mayday is called, everyone on scene knows a firefighter needs help.
There are three reasons for calling a mayday: an injured firefighter; a trapped firefighter; or a lost firefighter.
Firefighters expose themselves to potential injury at all types of calls. A mayday is used for life-threatening injuries – the kind that require help from others, usually members of a rapid intervention team (RIT).
Firefighters usually relate a mayday call to interior operations at a structure fire, but a mayday call can also be made when firefighters are working outside at a vehicle collision, at a technical-rescue incident, or any call in which a firefighter’s life becomes threatened.
If a firefighter is injured on the fire ground, should he or she call a mayday? Does every injury sustained require a mayday? The answer to both questions is no. A mayday is reserved for life-threatening injuries – the kind that requires help from other first responders like EMS or an RIT.
A firefighter is considered trapped when an entry or exit is impeded. Being trapped means that the firefighter is unable to move or cannot
free himself or herself from an obstacle. The longer a trapped firefighter fights against the obstacle, the more fatigued he or she becomes; energy levels and air supply are rapidly depleted in these situations. The first step in this situation is to transmit a mayday call.
Hopefully, a trapped firefighter is able to call a mayday using his or her portable radio; this may sound like a no-brainer, but there are times when trapped firefighters are not able to access their radios or do not have radios at all – some departments do not have enough
portable radios for every firefighter. If a firefighter is unable to access the portable radio, the SCBA PASS alarm should be manually activated, if possible. If a trapped firefighter is unable to reach the PASS alarm, it will sound automatically if a firefighter is motionless for a period of time; the alarm will alert the incident commander, accountability officer or other nearby crews that a firefighter is in trouble. Any of these calling methods will alert commanders and the RIT that a firefighter needs help.
The third reason for calling a mayday is for a lost or missing firefighter. There are three possible scenarios: a firefighter realizes he or she is lost; an attack or search team is missing one of its members; or accountability is not able to locate one of its firefighters and therefore the unaccounted for firefighter is considered missing. In any of these situations, a mayday call needs to be made. This call can be made by a team member, the accountability officer who is unable to locate a firefighter after a PAR check, or by the lost or disoriented firefighter. It is critical that the call be made, but some firefighters hesitate to call a mayday because they are embarrassed about being lost. Some firefighters may be worried about being ridiculed for making a mayday call, especially for being lost. The fire service needs to develop an environment in which all firefighters feel comfortable making a mayday call. It is better to make the call, to be located and brought to safety, than to think about the
consequences of declining to make the call.
How do we change the culture or the work environment so firefighters will not hesitate to call a mayday? The answer is through training. Consistent and constant training can help firefighters understand that they must call a mayday, without hesitation, once they realize they are in trouble. The key is to get firefighters to quickly realize when they are in trouble.
Simple drills can be set up to ensure this thought process is engrained, and that firefighter survival skills become second nature. SCBA confidence courses are designed to test firefighters’ abilities to navigate different obstacles, while testing and developing their abilities to recognize when they need help. This training instills confidence in a firefighter’s ability to transmit a mayday call, allowing him or her to make the call calmly and thoroughly. An effective mayday call must include certain information and must be delivered in a certain way. We will explore proper call format in the January issue.
Regular mayday call training drills can be incorporated anywhere your department trains, whether that is within the station or at a training facility. A simple internet search can direct you to many different ideas for training firefighters on how to make a potentially life-saving call.
By Patrick Mathieu
Now that fall is upon us and the cold winter months are right around the corner, this is my favourite time to spend free days in the kitchen creating some new recipes. I like to think of a new dish as a blank canvas; what can I do to make this canvas really pop? I have always prided my cooking on bold flavours, and I have learned over the years that spices are what bring the blank canvas to life. Spices allow you to be creative and adventurous in the kitchen, but, even better, they prevent you from ever eating another blasé meal. The world of spices can be intimidating. I am often asked in my cooking classes about different spices. When and how do I use them? Which ones do I use together? How long do they keep in the cupboard? I’m sure you have countless spice bags and jars, some with a little dust on them, in your kitchen. Like any cooking technique, the more you practise using spices, the better you will become.
Spices can serve several purposes in the kitchen; they can be used to add flavour and aroma, transforming a meal in seconds. Cinnamon, nutmeg or cardamom can add a hint of sweetness; use cayenne or ginger for a kick of heat; cumin for smokiness; and coriander, turmeric, and allspice for earthiness. All of these spices can also add a great aroma. Spices give a dish its distinct aroma, and can make any creation more appealing.
Spices also enhance the taste of food. Too often, we think of salt as our go-to for fixing a bland meal, but there are other spices, such as cumin, that bring out the natural flavours of food. Spices can even change or enhance colour of food.
I have always prided my cooking on bold flavours, and I have learned over the years that spices are what brings the blank canvas to life.
Patrick
is an acting captain at Waterloo Fire Rescue in Ontario. stationhousecateringco@yahoo.ca @StationHouseCCo
In certain cuisines, such as Indian or Moroccan, many of the dishes have a deep yellow, orange or red colour; that’s because the spices –such as turmeric and paprika – add colour to the food, making a dish brighter and more visually appealing.
Unlike herbs, which come from the leaves of plants, spices come from the roots, seeds, bark or fruit of plants. Spices usually come in two forms: whole and ground. Each can be used for different applications. Take cumin or cardamom for example: when ground, these spices can be sprinkled on a dish; but when used whole, they can be dry toasted or fried in hot oil to lend complexity to the dish and bring out a big punch of flavour. While the convenience of buying ground spices can’t be beat, I suggest purchasing whole spices whenever possible and grinding them yourself. This will, without a doubt, provide a superior flavour and the spices themselves will last longer.
Moroccan lamb stew with olives and lemon
1/4 cup extra-virgin olive oil
5 garlic cloves, minced
1 tablespoon lemon zest
2 teaspoons ground ginger
2 teaspoons sweet paprika
2 teaspoons ground coriander
1 teaspoon ground cumin
1 teaspoon freshly ground black pepper
¼ teaspoon cayenne pepper
¼ teaspoon ground cloves
Kosher salt
1 ½ kilograms (3 ½ pounds) boneless lamb shoulder, cut into 2 ½ centimetre (1 inch) pieces
4 cups low-sodium chicken stock
3 large carrots, thinly sliced
1 onion, diced
1 cup drained and rinsed chickpeas
2 cups pitted jumbo green olives
1 cup flat-leaf parsley, chopped
chili, paprika, cumin, Mexican oregano .
Storing spices properly is as important as knowing how and when to use them. Spices are sensitive to light, heat and moisture. Make sure they are stored in an airtight jar or container, in a cupboard or drawer far away from the stove and sunlight. A particular spice’s shelf life really depends on the spice and whether it is whole or ground. All spices will eventually lose their colour and flavour so avoid buying huge amounts at one time. If stored properly, whole spices can last up to two years, while ground spices will lose their punch after just one year. The best test is to see if a spice still has some life is to smell it. Trust your nose; spices should have a very pronounced aroma. When using spices, be sure to measure
Pinch of saffron threads, crumbled
One cinnamon stick
1 cup cilantro leaves, chopped
3 tablespoons fresh lemon juice
2 cups cooked couscous, for serving
1 In a large bowl, mix the olive oil, garlic, lemon zest, ginger, paprika, coriander, cumin, black pepper, cayenne, cloves, saffron, cinnamon stick and 1 tablespoon of kosher salt.
2 Add the lamb and toss to coat. Refrigerate for 4 to 6 hours.
3 Scrape the lamb and spices into a tagine or a cast-iron pot. Add the stock, carrots, onion and chickpeas and bring to a simmer.
4 Cover and cook over low heat until the lamb is tender, about 2 hours. If any fat forms on the broth, spoon it off. Then stir in the olives.
5 Cook the stew for a few minutes longer and season to taste. Remove from the heat and stir in the parsley, cilantro and lemon juice. Serve and Enjoy!
INGREDIENTS
¾ cup canola oil
1½ lb. Andouille sausage or spicy Italian, roughly chopped
1 cup flour
3 cloves garlic, minced
1 small red onion, minced
1 small white onion, minced
1 green bell pepper, minced
1 red bell pepper, minced
1 tablespoon granulated garlic
1 tablespoon granulated onion
2 tablespoons Cajun spice blend
1 teaspoon cayenne
1 teaspoon ground white pepper
½ teaspoon crushed red chili flakes
8-12 cups good quality chicken stock (number of cups depends on desired thickness)
0.7 kilograms (1½ pounds) smoked turkey breast or smoked turkey thighs, cut into 2-centimetre pieces
3 tablespoons Worcestershire sauce
Kosher salt, to taste
Cooked white rice, for serving
Fresh chopped parsley and green onion, for garnish
1 Heat two tablespoons of oil in a large Dutch oven over medium-high.
2 Cook sausage until the fat renders, about 8 to 10 minutes and transfer to a plate.
3 Add remaining oil and sprinkle in flour; make a dark roux. This is the most important step so be patient and take your time!
4 Add garlic, onions, and bell peppers; cook until soft, 10 to 12 minutes.
5 Stir in granulated garlic and onion, Cajun spice blend, cayenne, white pepper, and chili flakes and cook for one minute until fragrant.
6 Add stock, the sausage, the smoked turkey, Worcestershire sauce, and salt.
7 Bring to a boil then reduce heat to medium; cook, stirring occasionally, until gumbo is thickened, about one hour.
8 Serve with rice and garnish with fresh parsley and green onion. Enjoy!
For the sauce:
4 large tomatoes, seeded, and finely chopped
2 shallots, minced
1 bunch fresh basil leaves, chopped (about 1 cup)
Grated zest of ½ lemon
½ cup extra-virgin olive oil
2 tablespoons sherry wine vinegar
1 tablespoon minced fresh chives
1 tablespoon minced fresh tarragon
Kosher salt and freshly ground black pepper
Pinch cayenne pepper
For the salmon:
6 fresh salmon fillets, about 170 grams (6 ounces) each, preferably wild-caught
Extra-virgin olive oil
Kosher salt and freshly ground black pepper to taste
1 tablespoon ground fennel seed
1 tablespoon Herbs de Provence
1 tablespoon minced orange zest
6 small sprigs fresh organic basil, for garnish
1 Make the sauce several hours ahead or the night before. In a mixing bowl, stir together the chopped tomatoes, shallots, basil, lemon zest, olive oil, vinegar, chives, and tarragon. Season the sauce to taste with salt, pepper, and a little cayenne. Cover the bowl and leave at room temperature to marinate for several hours or overnight.
2 Preheat the oven to 200 C (400 F). Cover a baking sheet with foil and lightly oil the foil with olive oil. When the oven is hot, switch it to its broiler function.
3 Brush the salmon fillets with olive oil, season them with salt and pepper, and press the spice blend into each fillet. Arrange salmon on a baking sheet and place under the broiler about five centimetres from the element.
4 Cook until lightly browned and the flesh is still slightly pink at the center, about 7 to 8 min.
5 Spoon a generous amount of the sauce onto the middle of each serving plate. Place the salmon fillets on top of the sauce. Top each fillet with a basil sprig. Serve immediately. Enjoy!
them using a dry spoon, or pour the desired amount into the your palm before adding it to a dish. Avoid shaking spices directly into a pot or pan as that can expose your spice to unwanted heat and moisture, which will lead to flavour loss and caking.
The next step is to get to know your spices; this means understanding how and when to use them. Below are a few of my favourite spice blends.
• Chili powder (spicy, smoky) –ancho chili, paprika, cumin, Mexican oregano.
• Herbs de Provence (earthy) –rosemary, marjoram, thyme, oregano, sage, tarragon.
• Ras El Hanout (spicy, sweet) – cardamom, clove, cinnamon, paprika, coriander, cumin, nutmeg, peppercorn, turmeric.
• Curry powder (warm, spicy) – turmeric, coriander, cumin, fenugreek, red chili pepper.
• Cajun (spicy, earthy) – black pepper, paprika, cumin, cayenne, thyme.
• Caribbean – allspice, nutmeg, garlic powder, cloves, cinnamon, ginger.
• Mexican – coriander, cumin, oregano, garlic powder, cinnamon, chili powder.
• Thai – basil, cumin, garlic, ginger, turmeric, cardamom, curry powder.
• Mediterranean – oregano, rosemary, thyme, bay leaves, cinnamon, cloves, coriander, basil, ginger.
Hopefully these tips will help you get the most out of your spices. Be adventurous and creative with spices and don’t necessarily rely on a recipe; let your taste buds guide you. Before you know it big, bold flavours will be your specialty, no matter what you are cooking.
ByJason Clark
Jason Clark has been a volunteer firefighter in southwestern Ontario since 2007. Having recently made the transition to captain from firefighter, Clark has a new perspective on riding in the front seat. jaceclark71@gmail.com @jacejclark
There are many expectations of fireservice members when we answer a call, too many to count. It doesn’t matter if you are a full-timer, paid on-call, or a true volunteer, the expectations really don’t change. People expect you to know how to handle their emergencies, whatever the nature of the calls. People also expect you to handle calls in a timely, efficient manner, and to quickly stabilize the situation.
Chief officers expect front-line officers to be able to lead a crew and carry out the orders with which they are tasked. Front-line officers expect their firefighters and crews to know their tasks, tools and trucks.
The expectations within the fireservice are definitely a two-way street. In the fire-service, orders stream from the top down, and are carried out by those who are acting as the subordinates. The paramilitary structure has been around since the inception of the fire service: the worker bees go to work; someone oversees the process, and then reports to a higher supervisor to keep communication intact.
But the firefighters arriving at a scene have expectations as well. They want someone to take charge, let them know where they are needed, and what they are expected to do. Firefighters want someone who can be a leader, someone who doesn’t resort to tunnel-vision tactical operations and keep an eye on their surroundings to keep the team safe. These were all things I expected from my leaders when I was a firefighter. Now, as a captain, this is something I keep in mind at every response.
I don’t expect my crew members to read my mind. I don’t want to leave them guessing what my expectations are during a response and when we arrive on scene. However, I don’t micro-manage either. I trust in firefighters’ training after I ask them to carry out a task. I use the time in the truck on the way to a call to have a quick chat with crew members. When I’m riding in the front seat, I keep the crew updated on what I am hearing and what I am seeing. I find that if the crew is informed and you ensure good communication, the scene can transition seamlessly. My department is an on-call operation; I’m not expected to make every call. In fact, in previous columns, I wrote about gaining front seat experience when I was a firefighter, because it just so happened there were no captains available during some calls. If I can’t be at a call, I still have expectations of my crews. When there is no front-line officer present to act as a leader at the team level or task level, I expect a more senior firefighter to step up and run the team. Experienced firefighters can use their knowledge and training and keep the team continuity intact. After the call has ended, I like to speak with the members who take on
leadership roles to find out how the operation went. I especially like talking with younger crew members who take the initiative to act as leaders. I don’t do this to be nosey or intrusive, rather to hear from the firefighters who stepped up and learn how they got the job done. I enjoy seeing members of my department succeed and gain new experience and skills.
Just because an officer can’t be on the first truck out doesn’t mean the job stays vacant. It’s imperative that someone fill the role. During training scenarios, it is a great idea to remove some of the officers from the drill and give those roles to senior firefighters who may be thinking of working toward an officer’s position. We must constantly think of ways to keep our personnel growing.
There are expectations everywhere when answering calls – during training and even when you aren’t present as an officer. You expect crew members to be at the top of their game, to bring a good attitude to the fire ground, and to help the team work toward a common goal. Remember, your chief, as well as your crew, will have expectations of you too. If you can meet these expectations, hopefully we can meet and exceed the public’s expectations when they need us.
When there is no frontline officer present to act as a leader . . . I expect a more senior firefighter to step up and run the team.
