2023 October FFS Magazine

THE PUBLICATION OF THE FLORIDA FIRE CHIEFS’ ASSOCIATION

October 2023 • VOLUME 31 NUMBER 10

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Florida Fire Service is the monthly publication of the Florida Fire Chiefs’ Association, provided to Florida Fire Chiefs’ Association (FFCA) members, by the Florida Fire Chiefs’ Association.

Florida Fire Chiefs’ Association 221 Pinewood Drive Tallahassee, FL 32303 Phone: (850) 900-5180 Email: info@ffca.org • www.ffca.org

FROM THE SECTIONS Message from the FFCA President . . . . . . . . . . . . . . .6 Message from the Foundation Chair . . . . . . . . . . . .10

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10 FEATURES

FFCA Staff Ngoc Huynh - Interim Executive Director Denise Holley - Office Manager

FFCA Board of Directors Harold Theus - President Michael Choate - 1st Vice President Trip Barrs - 2nd Vice President Douglas Riley - Immediate Past President Carlos Aviles - Secretary/Treasurer Ryan H. Crawford - Northwest Region Director Brady Rigdon - Northeast Region Director Michael Johansmeyer - East Central Region Director Chantal Botting - Southeast Region Director Ian Kemp - West Central Region Director Gregory DeWitt - Southwest Region Director Ngoc Huynh - Interim Executive Director James White - Foundation Chair Leland Greek - Senior Member

Editorial Submissions magazine@ffca.org (850) 900-5180 Advertising Scott Leisen, Editor in Chief scott@ffca.org (386) 717-0055

Subscription rate for members is $36, which is included in member dues. Archived electronic monthly editions of Florida Fire Service magazine are available at www.ffca.org. Log in as a member and click on the Publications tab.

Florida Fire Service October 2023, Volume 31, Number 10 USPS # 016-759 Periodical postage paid in Daytona Beach, Florida, and additional post offices.

POSTMASTER: Send address changes to Florida Fire Service, 221 Pinewood Drive Tallahassee, FL 32303.

Statements of fact and opinion are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of FFCA. Copyright 2023 by the Florida Fire Chiefs’ Association.

All rights reserved. Materials may not be reproduced without written permission.

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Fire Code for the Fire Chief . . . . . . 12 Analog Meets Digital: Revolutionizing Emergency Scene Safety for Firefighters . . . 20 Multiple Personality Leadership Theory . . . . . . . . . . 22 Fire Service Bullying: Are We Only Addressing Half the Problem? . . 26

FURTHERMORE THEE BEFORE ME . . . . . . . . . . . . 8 Meet the Training Captain. . . . . . 16 Searching for Hope Within the Rubble . . . . . . . . . . . . . . . 18 FFCA New Members . . . . . . . . . 20 DeLand Fire Department Celebrates 140th Anniversary . 24 Broward Sheriff’s Office Vehicle Extrication Training . . . . . . . . . 28 Elevator Emergencies: A Growing Concern for Polk County Fire Rescue . . . . . . . . . 30 Emergency Services Leadership Institute . . . . . . . . . . . 32 Tampa Fire Rescue Cuts Ribbon on New Training Tower . . . . . . . . 33 Tyndall Celebrates the Opening of Four New Fire Facilities . . . . . . 34 Orange County Graduates One of its Largest Classes in Department History . . . . . . . . . 35 In brief . . . news from around the state . . . . . . . . . . . 38 Advertisers Index . . . . . . . . . . . . 42 Featured Vendor. . . . . . . . . . . . . 42

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Harold Theus, Fire Chief FFCA President

I hope all are dong well.

This year’s Safety and Health Conference was a great success. Once again, Deputy Chief John Whalen and his conference team planned and organized an event that exceeded all expectations. We want to thank our partners at the Florida Firefighters Safety and Health Collaborative, the Division of the State Fire Marshal’s Office, and the Florida Professional Firefighters for promoting and supporting this event each year. For two and a half days, a record attendance of over 350 men and women listened to great presentations that provided information on the safety and health issues facing our fire service. The presentations varied but were all focused on improving healthy lifestyle habits, programmatic improvements and recommendations for departments, and presentations of personal experiences that impacted mental and emotional health.

What resonated with me was that most of our departments have programs to ensure our firefighters are physically fit, but what programs do we have to ensure they are mentally and emotionally fit? If your department does not have a mental and emotional wellbeing program, please reach out to one the FFCA board members, your regional director or better yet, a member from the Safety and Health Section. Contact information is 6

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available on the FFCA website. As fire chiefs we have a duty to protect our firefighters.

We are looking forward to attending the Fallen Firefighter Memorial Service at the Florida State Fire College on November 17, 2023. Although a somber event, it is important for us to recognize, honor and respect the memory of our fallen. The collective participation of our statewide Honor Guard and Pipes and Drum during this event is always a sight to be seen.

We appreciate all the tireless efforts the Florida Joint Council of Fire & Emergency Services puts into raising funds, planning, and executing, and bringing the Florida fire service together for this event each year.

I hope that you are making plans to attend the Florida Fire Conference on January 8-12 at the Orange County Convention Center. From the newest firefighter to the experienced chief officer, this conference will have training and educational opportunities for everyone.

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THEE BEFORE ME

By Rick Spence

I

know it may be hard for some of you to comprehend, but there may be times when living with a firefighter is difficult. For various reasons, both known and unknown, living in the same house with us might prove to be more than some people are able to withstand. I say that with a slight tongue in cheek, but I do take it seriously that divorce is at an epidemic level in the fire service. It is a negative area where we are ahead of law enforcement personnel. I frequently counsel with firefighters who are struggling in their marriages. Most often, it comes down to the fact that selfish issues have slowly crept into the marriage over time and have now overtaken the relationship.

Like an avalanche, it starts out slowly and continues to grow until it is an out-of-control behavior. One of the most common scenarios is that one person has the opportunity to do some sort of sincere and caring act for their spouse and for whatever reason, they do not follow through. Whether they run out of time, get distracted or some other reason, the act to benefit your spouse does not get done. The next time a similar thought pops into your head, it becomes easier to let it pass. This is one factor that contributes to a decline in the relationship. It seems like resentment starts to build up and doing something nice for your spouse does not even enter your mind anymore.

In my own marriage, I have found it is impossible for me to be upset with my wife when she has done something nice for me. It does not have to be something that costs money, it can be something as simple as

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hanging up my dress shirts, buying a bag of boiled peanuts to share, or just giving me a hug for no reason. It is an example of my wife putting my needs/wants ahead of her own.

This doesn’t necessarily solve all the problems in our relationship (spoiler alert: I might be difficult to live with at times), but it keeps little spats from growing into bigger ones.

Many people have heard me say the number one threat within organizations and relationships is SELFISHNESS. That is when MY needs become more important than OUR needs and I do what I need to do to have my needs met. Once selfishness seeps into a relationship, it will continue to grow until you have a resentful, angry, and one-sided relationship. It is something that should be addressed when it first comes to light. Many times, the spouse who is being selfish will rationalize their actions by thinking ‘my spouse would want me to be happy, so it is okay to do this.’ This behavior may be tolerated initially, but it will begin to fester until it erupts in a big way.

There are solutions to this problem, but it must involve people who are willing to change their behavior and want to stay in the relationship. This is also something that can be applied to relationships within your organization. Once you know you want to maintain the relationship, the first step is to apologize for your behavior. Genuinely showing remorse is one of the best ways to rebuild trust. There is something disarming about admitting you were wrong to the person you wronged. That is the easy part. The hard part is trying to change selfish behavior. It can start small, just like how the bad behavior started. When those thoughts of doing something nice come into your head, this time follow through on it. Take the time and effort to do something nice for someone you care about. Doing this often will begin to show your commitment to improving the relationship. It will begin to restore the trust that has

been lost and start to soften a heart that has grown hard.

There are a few more simple things you can do to improve the relationship. One could be to start hard discussions earlier in the day. Most arguments go downhill rapidly after 9pm.

Many other arguments start about a half hour before everyone goes to work or school or just before dinner when people are tired and frustrated at the end of the day. It is also helpful to avoid ‘piling on’ by limiting your grievances to one or two at a time. It may be better to leave some things left unsaid. There is no reason to bring up issues that do not matter in the big picture of the relationship and may be hurtful to the other person.

These actions place someone else before us.

This is to reinforce that maintaining a healthy and strong relationship requires intentionality and work daily. Paul describes it best in Colossians 3:13, 14. “Put on compassionate hearts, kindness, humility, meekness, and patience, bearing with one another and if one has a complaint against another, forgiving each other; as the Lord has forgiven you…”

Rick Spence retired as Assistant Chief from the Reedy Creek Fire Department after 30 years. He is currently the Chaplain for the Florida Fire Chiefs’ Association, Central Florida Fire Chiefs’ Association, Reedy Creek Fire Department, Lake County Fire Department, Clermont Fire Department, Maitland Fire Department, and the Florida Professional Firefighters. He serves as Sergeant of Arms for the Florida Professional Firefighters and International Association of Firefighters. He was selected Florida Professional Firefighter of the Year in 2018. He has been married to his wife Alecia for over 30 years.

James White, CFO Foundation Chair

A

s I travel the country in my role with the Commission on Fire Accreditation International, I hear the stories over and over again from fire chiefs who are struggling to recruit and retain firefighters. Interestingly enough, the cause of this dilemma doesn’t appear to be what has been in the past.

Candidates are just not there. Could we actually be seeing the death of the fire service we all grew up idolizing and the one we have dedicated our lives to serve. Is this still the best job in the world?

There was a point in time not that long ago when our hiring processes were filled with talented and energetic young firefighter candidates. Most, if not all, of them were coming to us with both state firefighter minimum standards and EMT certificates inhand. Some of them were already practicing paramedics. While we all struggled to attract a more diverse group of candidates, we always had people at the door. What happened?

Where are all the applicants? Is this still the best job in the world?

I think we are all beginning to question ourselves as today’s fire service leaders. What 10

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is my community doing wrong to attract people to the career? Is our pay and benefit package competitive? Do we offer those who may be interested in a “job” a possible career?

Do young people today really want a career?

What about our work schedule, is it what people today want in a job? What about our working conditions, do we run enough “big” calls? Does our number of EMS calls, and the fact that we transport patients, cause candidates to consider other departments? Is this still the best job in the world?

I moved to Florida in 1992 as a career firefighter with more than a decade of service.

Even though I was a certified firefighter in another state, I accepted the fact that I was going to have to meet the certification minimum standards in Florida. Honestly, I thought it was a great thing that Florida required this level of common training and certification for their firefighters. Since 1992, I have personally directed a number of people through the state’s requirements. Today, because of this challenge to meet the demands of more and more firefighters, that process of state certificate reciprocity is being

questioned. Is this still the best job in the world? Well, I’m here to tell all of you that being a firefighter, yesterday, today, and tomorrow, is still the best job on earth, and here’s why.

First of all, we care for our communities and each other like no other career. Yes, I said career. I feel we all have to do more to sell firefighting not only as an exciting, physical, challenging, and rewarding way to spend your adult life, it offers you a family that today you may not have in any other work environment.

Surprisingly enough, we still need each other.

We can’t all work from home, or a van traveling the country, or you name it. People still call 9-1-1 in greater numbers every day.

Communities will always need firefighters. As Florida’s fire chiefs, we all need to come together to assure all Floridians, as with all types of emergencies, we got this. This has been and always will be the greatest job in the world. Let’s use our collective power as the Florida Fire Chiefs’ Foundation to financially support the education and certification of those who truly want to experience this career.

Give today to support YOUR Foundation.

Visit us at WWW.FFCA.ORG

11

Fire Code for the Fire Chief

By Anthony C. Apfelbeck

W

hile the Florida Fire Prevention Code (FFPC) contains thousands of technical provisions that a fire marshal/inspector should be able to locate and apply on a daily basis, there are also a handful of administrative provisions that every fire chief should be keenly aware of that can be crucial in executing the management functions of the fire department.

These administrative provisions deal with management issues such as authority, discretion, process, and liability. A majority of these provisions are contained in Chapter 1 Administration of NFPA 1, which is, arguably, the most important chapter of the FFPC, as it is where significant powers and protections are granted to the fire department and the staff.

While Chapter 1 of the NFPA 1 is exceedingly important, there is rarely the need for those in the Fire Prevention Bureau to be looking in Chapter 1 at these non-technical provisions. Due to its lack of a technical focus, it is a chapter of the FFPC that can easily be overlooked. It is one of those chapters that you only really need when you are challenged as to your authority or you are questioning whether you have the authority to do the right thing.1 When you are challenged as to your authority to enforce the FFPC, the provision of this chapter can be invaluable in defending your department’s enforcement authority and actions.

Listed below is a discussion of the relevant code provisions that can greatly assist a Fire Chief with some day-to-day challenges along with the corresponding code language that is discussed. Since we are moving to the next edition of the Florida Fire Prevention Code in early 2024, the code sections cited below are from this next (8th) edition.

Liability NFPA 1 Section 1.9 provides some limited liability protection to Authorities Having Jurisdiction (AHJ’s) and fire departments with broad liability protection language provided in this section. I say “limited” as I am unaware of any case law where this language has been utilized as part of a defense. However, this language, like all other Florida Fire Prevention Code language, is part of the Florida Administrative Code so it does have legal standing.2 This liability protection language is intended to protect the AHJ, the department, incident commander, and other department members, both personally and in their professional 12

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capacity, from acts of omission or acts occurring in the performance of their official duties. The key here is that the protected parties must be acting without malice, in good faith and performing their official duties to receive such protection.

Again, this has not been tested via case law, but I would certainly make your legal counsel aware of this language when the department is engaged in litigation relating to the fire department operations on a fire scene or as a result of enforcement of the Florida Fire Prevention Code. Just the presence of this language in the Florida Fire Prevention Code can act as a deterrent to an opposing party to discourage them from pressing an unwarranted claim on damages.

1.9 Liability.

1.9.1 The AHJ, and other individuals charged by the AHJ, or the incident commander of emergency operations, charged with the enforcement of this Code acting in good faith and without malice in the discharge of their duties, shall not thereby be rendered personally liable for any damage that could accrue to persons or property as a result of any act or by reason of any act or omission in the discharge of their duties.

1.9.2 The fire department and AHJ, acting in good faith and without malice in the discharge of the organizations’ public duty, shall not thereby be rendered liable for any damage that could accrue to persons or property as a result of any act or by reason of any act or omission in the discharge of such duties.

1.9.3 Any suit brought against the AHJ, the incident commander, or such individuals because of such act or omission performed in the enforcement of any provision of such codes or other pertinent laws or ordinances implemented through the enforcement of this Code or enforced by the code enforcement agency shall be defended by this jurisdiction

until final termination of such proceedings, and any judgment resulting therefrom shall be assumed by this jurisdiction.

1.9.4 This Code shall not be construed to relieve from or lessen the responsibility of any person owning, operating, or controlling any building or structure for any damages to persons or property caused by defects, nor shall the code enforcement agency or its parent jurisdiction be held as assuming any such liability by reason of the inspections authorized by this Code or any permits or certificates issued under this Code.

Standby Fire Personnel NFPA 1 Section 1.7.17 authorizes the AHJ to require stand-by fire personnel or an approved fire watch when hazardous conditions are created as the result of an event or impairment of the fire protection features. The stand-by personnel can be firefighters, fire inspectors, or other individuals that are qualified as determined by the AHJ. The code goes on to further state the cost of such stand-by personnel shall not be paid by the AHJ. The code does not limit this requirement to fire hazards only.

EMS stand-by would also fall under this section.

Therefore, the fire department can require stand-by personnel for special events and have those costs fully paid for by the creator of the hazardous condition that requires stand-by services.

1.7.17 Standby Fire Personnel.

1.7.17.1 The AHJ shall have the authority to require standby fire personnel, emergency medical service personnel, or an approved fire watch when potentially hazardous conditions or a reduction in a life safety feature exist due to the type of performance, display, exhibit, occupancy, contest or activity, an impairment to a fire protection feature, or the number of persons present.

1.7.17.2 The owner, agent, or lessee shall employ one or more qualified persons, as required and approved, to be on duty.

1.7.17.2.1 The cost of standby fire personnel or emergency medical service personnel shall be at no cost to the AHJ. 1.7.17.3 Such standby fire personnel, emergency medical services personnel or fire watch personnel shall be subject to the AHJ’s orders at all times and shall be identifiable and remain on duty during the times such places are open to the public, when such activity is being conducted, or as required by the AHJ.

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CODE continued from page 12 Alternatives to the Code Compliance with the prescriptive code text is not, and cannot be, the answer to all code enforcement issues all of the time. The problems of code application are just too numerous and the situations too variable, for one set of answers to always be the only answers.

In addition, sometimes the prescriptive solution is just not feasible from a practical standpoint.

This is especially the case for existing buildings.

NFPA 1 Section 1.4 takes these concerns into consideration by granting the AHJ significant discretion to approve equivalencies, alternatives, and modifications to the code. While an equivalency, alternative and modification are somewhat different, they all have one common thread…they must all maintain a similar level of safety to the prescriptive code text and it must be justified. These provisions provide the AHJ with significant flexibility to approve alternative arrangements that might not meet the prescriptive code provisions.

It is very important to note that a reduction in the overall level of building and life safety protection is not permitted under these sections, as that would create a waiver of the code. The only way for a code waiver to occur is via a Rule Variance or Waiver granted by the Florida Division of State Fire Marshal under Florida Statute 120.542.

1.4 Equivalencies, Alternatives, and Modifications.

1.4.1 Equivalencies. Nothing in this Code is intended to prevent the use of systems, methods, or devices of equivalent or superior quality, strength, fire resistance, effectiveness, durability, and safety to those prescribed by this Code, provided technical documentation is submitted to the AHJ to demonstrate equivalency and the system, method, or device is approved for the intended purpose.

1.4.2 Alternatives. The specific requirements of this Code shall be permitted to be altered by the AHJ to allow alternative methods that will secure equivalent fire safety, but in no case shall the alternative afford less fire safety than, in the judgment of the AHJ, that which would be provided by compliance with the provisions contained in this Code.

1.4.3 Modifications. The AHJ is authorized to modify any of the provisions of this Code representative where there are practical difficulties in the way of carrying out the provisions of the Code, provided that, in the judgement of the AHJ, the intent of the Code shall be complied with, public safety secured, and substantial justice done.

Imminent Dangers and Abatement NFPA 1 section 1.7.16 authorizes the AHJ to 14

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abate imminent dangers and conduct cost recovery for the abatement of such hazards from the responsible property owner. The AHJ is also authorized to disconnect any utility services due to an imminent danger. The definition of an imminent danger is any condition that could reasonably be expected to pose a danger of death, serious harm, or serious property loss. Therefore, if you are trying to call a condition an imminent danger, the red and blue lights better be on-scene and flashing; the condition needs to be documented as a true emergency. If it rises to this level, then the AHJ is authorized to abate the hazard and recover all costs associated with such abatement activity.

1.7.16 Imminent Dangers and Evacuation.

1.7.16.1 When, in the opinion of the AHJ, an imminent danger exists, the AHJ shall be authorized to order the occupants to vacate, or temporarily close for use or occupancy, a building, the right-of-way, sidewalks, streets, or adjacent buildings or nearby areas.

1.7.16.2 When, in the opinion of the AHJ, and imminent danger exists, the AHJ shall be authorized to order the immediate disconnection of utilities to a structure or property.

1.7.16.3 The AHJ shall be authorized to employ the necessary resources to perform the required work in order to mitigate the imminent danger.

1.7.16.4 Costs incurred by the AHJ in the performance of emergency work shall be the responsibility of the property owner or other responsible party creating such imminent danger.

Permit Types NFPA Table 1.12.8(a) provides a list of 80+ types of activities that the AHJ can require permits for in their jurisdiction. The code provides the AHJ with complete discretionary authority to require a permit for the listed activity types without any other local ordinance enactment.

While most of us utilize the permitting processes that are already in place in the building department for construction activities, other activities such as operating a crop maze, outdoor events, pyrotechnic displays, burning, storing hazardous materials, modifying water distribution systems, modifying access roads, consumer firework sales, and operating carnivals, are all examples of the types of activities that the fire department is authorized to regulate via a permitting process via Table 1.12.8(a).

Technical Assistance NFPA 1 Section 1.15 authorizes the AHJ to require an independent third party review by an architect, engineer or subject matter expert

of plans, systems or field conditions if the AHJ is of the opinion that such specific technical expertise is required. We cannot all be experts in every single process, standard or type of use that the code regulates. Therefore, the code empowers the AHJ to require such expert review and assistance to occur at the submitter’s expense when such technical guidance is necessary to ensure safety and code compliance.

The AHJ is also authorized to “approve” the third party. Therefore, the third party must have qualifications that the AHJ feels are necessary to conduct an appropriate technical review.

1.15.1 The AHJ shall be permitted to require a review by an approved independent third party with expertise in the matter to be reviewed at the submitter’s expense.

1.15.2 The independent reviewer shall provide an evaluation and recommend necessary changes of the proposed design, operation, process, or new technology to the AHJ. 1.15.3 The AHJ shall be authorized to require design submittals to bear the stamp of a registered design professional.

1.15.4 The AHJ shall make the final determination as to whether the provisions of this Code have been met.

Stop Work Orders For as long as building codes have existed, the building department has had authority under the building code to issue stop work orders. In the past, if a fire AHJ wanted a stop work order issued, the AHJ would have to make the request to the Building Official and the request would then be subject to the Building Official’s discretion. That is no longer the case.

NFPA 1 Section 1.7.15 now specifically allows the fire AHJ to issue stop work orders for a broad variety of situations.

It is important to note that these stop work orders are not only applicable to construction activity but they are also applicable to operational and use type of activities such as carnivals, hot work, outdoor events and processing of hazardous materials.

1.7.15 Stop Work Order. The AHJ shall have the authority to order an operation, construction, or use stopped when any of the following conditions exists: (1) Work is being done contrary to provision of this Code.

(2) Work is occurring without a permit required by Section 1.12.

(3) An imminent danger has been created.

Interpretations, Rules and Regulations NFPA 1 Section 1.7.3 authorizes the AHJ to issue local interpretations of the code and write rules that are necessary to carry out the

enforcement of the code. The code provides the AHJ with significant discretionary authority and does not answer all possible questions that the AHJ could be confronted with in applying the code. As an example, the code does not address what types of permits the AHJ may choose to issue online. The AHJ could write a rule (policy) that states only certain kinds of permits within certain limits can be issued online. This code section provides the AHJ with the authority to write their own rules (policies) to fill in the gaps for these kind of issues. The only caveat is that when the AHJ establishes such rules, they need to put them in writing and have them available to the public.

1.7.3 Interpretations.

1.7.3.1 The AHJ is authorized to render interpretations of this Code and to make and enforce rules and supplemental regulations in order to carry out the application and intent of its provisions.

1.7.3.2 Such interpretations, rules, and regulations shall be in conformance with the intent and purpose of this Code and shall be available to the public during normal business hours.

Conclusion In addition to the provisions specifically listed above, there are obviously many other code sections contained in Chapter 1 of NFPA 1 that can assist the Fire Chief in successfully executing management of fire department code enforcement operations. I would encourage every Fire Chief to take time to read Chapter 1 of NFPA 1 (the Florida specific version) in its entirety in order to familiarize themselves with these important administrative provisions. The administrative provisions of Chapter 1 of NFPA 1 can certainly be a significant ally to your cause...if you know the tools that are available and when to apply them.

Anthony “Tony” Apfelbeck, CFO, FM, FIFireE, has thirty-five years of fire and building code management experience and currently serves as the Director of Building and Fire Safety for the City of Altamonte Springs. Tony has a bachelor’s degree in fire service administration and a master’s degree in public administration. He currently serves on the NFPA Standards Council, UL Fire Council and a number of NFPA Technical Committees. Tony can be contact at ACApfelbeck@Altamonte.org.

1. I would be remiss if I did not raise the point that Florida Statute 633.118 places the onus for enforcement of the Florida Fire Prevention Code on the Fire Chief. There is no method in statute to transfer or remove that ultimate accountability from the Fire Chief if an organized fire department exists within the structure of the jurisdiction’s governmental services.

2. Fla. Admin. Code R. 69A-60.

Visit us at WWW.FFCA.ORG

15

Meet Training Training Meet Captain

the the

Colin Bostin, Training Captain, Bonita Springs Fire Control & Rescue District

What is the most challenging issue facing your department today?

While there is still a residential fire problem in the US, the average amount of residential fires has declined across the Nation, over the last ten years, residential fires are down 5% (U.S. Fire Administration).

Of course, less frequent structure fires are a good problem to have. However, from a proficiency perspective, less fire experience means training must fill in the gaps. To be proficient, firefighters rely on experience from real-life emergencies and learn from mistakes during training to perfect our craft, which requires sets and reps.

In Bonita Springs, it is a rare occasion when a home is donated to us for training, and most departments don’t have these built into their training facilities. Donated homes are treasured, but can be costly to train in when hazards in the home, such as asbestos, must be mitigated prior to training. As infrequent as these opportunities can be for our fire department, I realize most departments across the Country don’t have this option at all.

It’s easy to relate firefighting to sports in many ways. When firefighters don’t have homes to train on, it’s similar to athletes lacking fields to practice on. And when the “playing field”

Captain

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changes from one emergency to the next, experience and life-like training on as many scenarios as possible, on as many “fields” as possible, is what’s needed. The goal is to provide the players/the firefighters with an even balance of realistic training and experience.

But with residential structure fires decreasing and the likelihood of life-like training props almost impossible to acquire, training firefighters to be ready for anything is more difficult than ever. We’re forced to rely heavily on creative training concepts, using the most realistic scenarios possible that will translate over to real-world emergencies.

Does your department have a formal, long-range strategic plan and is training an integral part of that plan?

The Bonita Springs Fire Control and Rescue District’s current performance review and fiveyear plan provides a report of the objectives that have been achieved in the Training Division thus far, and recognizes the future goals of our Training Division.

While I primarily train our firefighters on fire and special ops, my counterpart trains on EMS; together, the training we provide to the firefighters could mean the difference between an unsuccessful or successful patient outcome.

Since our public has come to expect and deserve expertly trained responders, and since our firefighters deserve to know how to successfully handle their emergencies, our Training Division has become an integral part of the overall mission of the Bonita Springs Fire District and is supported by our Board of Commissioners, fire chiefs, and firefighters.

How have current economic times impacted your training division and how are you doing things differently today because of the economy?

In Bonita Springs, our last three fire chiefs have endured the changing economic times and their effect on Ad Valorum taxes and our budget. Fortunately for our fire department, their planning and foresight, as well as our affluent community, have allowed us to maintain a high standard in training and service. Although, no one lives through a recession unscathed and concessions were made by our firefighters and staff across the board; budgets were tightened, retirements due to

attrition weren’t refilled, and everyone was forced to do more work with less help and with less resources. We grew from it and are better for it.

What training challenges do you see facing the fire service today?

Replicating life-like scenarios is never as easy as we’d like. All training officers strive to make training as real as possible, to train on our “field” as much as possible, and to train like we play. We hope that a quick sprinkle of fairy dust on a mannequin will help our firefighters train accurately. But in all reality, it is still a mannequin which doesn’t produce the lifelike response we need. When our training is unrealistic, we’re creating training scars. These scars develop, for example, when during training we dump a mannequin out a window or at the front door, when in reality we would never treat a victim this way. On emergencies we hope our training kicks-in on a subconscious level. If we want the muscle memory we created during training to serve us well, we have to train true-to-life and finish the drill the way we would on-scene, and practice under stress.

Aside from the need for more realistic training scenarios with more realistic tools and props, Training Divisions need to adapt and be open to change, always a challenge in the fire service. It’s true that the only thing firefighters hate more than the way it is, is change... But we will all benefit from using fire service data to drive how we teach. In training, we cannot allow ourselves to get stuck in our waysteaching from an outdated manual. Training Divisions should have a progressive approach to current techniques and tactics and should be zealous about training on them. Let’s all agree to outlaw the saying, “This is how we’ve always done it.” It no longer has a place in today’s fire service.

Explain the structure of your training program and how it is implemented.

Our training calendar is divided into quarters. Each quarter is separated into training topics: Engine Company Ops, Truck Company Ops, Special Ops, and RIT/Survival. With input from our field training officers, each quarters’ sub-categories will vary.

The two training captains in my division, my counterpart and myself, split the training load.

While she teaches all EMS, I’ll tackle the fire and special ops. We schedule trainings in our relative disciplines throughout each month.

However, since there’s so much information to cover in each category, our Training Division relies on our six FTOs (two per shift) to reinforce the training with the crews. Our FTOs are individuals who have an interest in our training topics and are well versed on the subject matter. They are an important part of our training matrix. Since the monthly training is meant to be in addition to practicing the basics (stretching lines and mask up drills), our scheduled trainings don’t negate the sets and reps that should be done daily at the crew level, and so our lieutenants are also a key part to our training structure.

Do you have a close working relationship with your neighboring departments and other public safety agencies?

In Lee County the fire service still feels like one big family even though there are close to 20 separate fire districts making up the 1212 square miles of the County. I consider many of the people I work with, even those from neighboring fire districts, to be my close friends. All share the same passion for the fire service. Some have taught beside me at conferences and recruit academies. Some I’ve worked with on scenes due to our formal mutual-aid agreements, and some at major disasters on our Regional USAR team. And some I’ve known personally for years. Being so close makes running emergencies together more seamless, regardless of our individual department’s policies and SOGs. We are truly a unit even if our departments are miles away from one another, often looking to each other for opinions and relying on our different experiences to better achieve the same goalsaving lives.

What action has your department taken to comply with the National Incident Management System (NIMS) doctrine?

Since most of our local fire department agencies aren’t able to obtain all the resources necessary, including staffing, to address all potential threats and hazards within our

communities, to be prepared to respond to the range of emergencies prone to our district, we must leverage resources from other agencies. To do this we’ve entered into mutual aid agreements with our local fire districts and practice closest unit response. No matter where our boundary lines lie, and regardless of which Maltese cross is embroidered on our shirt, the unit that’s closest to the emergency responds. Not only does this help our patients receive the quickest care possible, it helps firefighters with the additional manpower and support they need physically. It also helps our departments organize our command efforts and information sharing on scenes. In the training-world, NIMS helps us with training activities. It helps by having a structured process of mitigating an emergency and resource management that our people can resource if needed.

What’s the future for the fire service as you see it?

I see the fire service continuing to grow and evolve, and as that inevitably happens, we need to be open to the changes. 50 years ago, we did not have the data we have today.

Firefighter Rescue Survey has demonstrated the value of victim rescue reporting to

change our mindset of outdated practices.

Since 2016, they’ve collected more than 3,500 surveys on how, when, and where civilians are being rescued on the fire ground. The fire service is better for it. My hope is that this data will help drive more realistic training and promote a mindset every firefighter should have, “expect fire and expect victims.”

Industry-wide, I see our data collection continuing to grow and drive positive change. More departments should make it a priority to report these rescues, evaluate their training, and document their findings; this can only help drive the necessary changes needed to perform at our best for the community we serve.

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17

Searching for Hope Within the Rubble

By Vivian Shedd, APIO, Tampa Fire Rescue

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n the heat and piles of charred debris in the aftermath of the devastating fires in Maui, families and friends waited for answers about missing loved ones. Their calls for help were answered in the form of four-legged responders. Over 300 search and rescue teams from all over the U.S. were deployed to Maui to help find survivors from the wildfires, including two from Tampa Fire Rescue.

Tampa Fire Rescue Lieutenant Brian

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Smithey, a K-9 specialist, and K-9 Probie, a three-year-old Labrador Retriever, are members of Florida Urban Search and Rescue Task Force 2. They were deployed to Maui on August 16, 2023, to assist in recovery efforts on the island. K-9 Probie specializes in searching for human remains (HR), so while in Maui, their focus was to bring closure to the wildfire victims’ families.

Dogs, such as Probie, have the daunting task of searching through the charred environment to identify human remains that might be injured beyond recognition, so authorities can begin the process of matching them with names and notifying families.

Lt. Smithey has been teamed up with his K9, Probie for a year and a half. “For Probie, he’s young in his career,” Smithey said. “His first major deployment was Hurricane Ian last year. This is his second.”

Lt. Smithey has been a part of the state’s task force for more than two decades and has responded to multiple major hurricanes. But this is the first time he has been deployed to the aftermath of wildfires. When asked to describe the landscape on the island, it was a mixture of two things he was familiar with, fire and hurricanes. “Basically, it looked like a hurricane, except everything was burned,” Smithey said. “Also, this fire had extremely high heat, and seeing some of the different structures, vehicles that have kind of just

melted away. It boggles the mind, and it doesn't really compute on why you're seeing what you're seeing because it's just not natural.”

It was the high temperatures on the ground that kept Probie from moving faster than normal. The intense heat lingered a week after the fires raced through parts of the island. Probie and the other HR canines were outfitted with booties to protect their paw pads from the excruciating heat and toxins of the leftover ash.

"Our day started at about 3:30 in the morning getting up, then a little after 4, we would start preparing the dogs — wrapping their feet, put their booties on, all that stuff," Smithey explained. "That takes about 20-30 minutes per dog, and then we're done. We began work about six in the morning and basically go to dark."

While the outcome was grim, the support received from the community was incredible.

"I have to say the Hawaiian people, they have embraced us like really no other," Smithey said. "I had the opportunity to talk to a couple of people. All they have is their shirt on their back, and they have lost family members, and they're thanking us for being here to help to find their family and friends, and it's hard to listen to them say that, and so we're just going out, trying to do the best job we can.”

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Figure 1: DVI flash patterns reduce harsh flash edges, making it easier for drivers to see where emergency vehicles are parked at nighttime emergency scenes.

Analog Meets Digital: Revolutionizing Emergency Scene Safety for Firefighters

By Sarah Guertin

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n emergency situations, the safety of firefighters and other first responders is of paramount importance. To ensure their wellbeing and effectiveness, emergency warning manufacturers are continuously innovating and improving their products. These manufacturers are exploring both analog and digital approaches to enhance emergency warning systems, provide critical information, and improve communication channels. By

adopting advanced technologies and incorporating user feedback, these manufacturers are making significant strides in safeguarding the lives of those on the frontlines.

Analog Improvements Analog emergency warning systems have long been relied upon for their simplicity and effectiveness. However, manufacturers are constantly improving these systems and

Robert Anderson . . . . . . . . . . . . . .Fort Walton Beach Fire Department Scott Birge . . . . .Northwest Florida Beaches International Airport ARFF Rob Blasetti . . . . . . . . . . . . . . . . . . . . . . .Englewood Fire Department Scott Bullard . . . . . . . . . . . . . . . . . . . . . .St. Johns County Fire Rescue Donald Bunch . . . . . . . . . . . . . . . . . . . . . . . . .North River Fire District Adam Cerny . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Sunrise Fire Rescue Darrel Chestnut . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Raymond Coloson . . . . . . . . . . . . . . . . . . .Marion County Fire Rescue Thomas Dunfee . . . . . . . . . . . . . . . . . . . . . .Key Biscayne Fire Rescue James Eidel . . . . . . . . . . . . . . . . . . . . .Immokalee Fire Control District Joshua Furman . . . . . . . . . . . . . . . . . . . . .Seminole Tribe Fire Rescue Glenn Harrell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .City of Miramar

Dave Knowles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1-800 BoardUp Rich Kyre . . . . . . . . . . . . . . . . . . . . . . . . . .Vector Fleet Management Max Lashin . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Tamarac Fire Rescue Robert Lemons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Edgar MacWilliams . . . . . . . . . . . . . . . . . . .Seminole Tribe Fire Rescue Jordan Markley . . . . . . . . . . . . . . . . .Hillsborough County Fire Rescue Michael Petty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .City of Lauderhill Mackinley Pratt . . . . . . . . . . . . . . . . . . . . .Seminole Tribe Fire Rescue Vivian Shedd . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Tampa Fire Rescue Justin Strickland . . . . . . . . . . . . . . . . .Immokalee Fire Control District Marci Vitale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .VITALExam Michael Vitale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .VITALExam

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looking for new ways to address the evolving needs of first responders. One significant development is the enhancement of siren technology. Traditional sirens have undergone modifications to produce more focused and directional sound, allowing for better sound propagation in different environments. This enables first responders to send crucial audible warnings even in noisy or crowded situations. One example is Whelen Engineering’s Howler™ siren, which provides deep tones to penetrate other vehicles and alert drivers and pedestrians of an approaching apparatus. Firefighters find this siren particularly effective in cities and other loud areas where competing sounds mean a traditional siren may not be heard.

Another area of improvement in analog systems is the advancement of visual cues.

Manufacturers have introduced more effective and visible lighting for apparatus allowing them to be seen more easily at night, and it continues to improve as feedback from the field yields new insights. Dynamic

Variable Intensity (DVI™) patterns, an innovative series of flash patterns also designed by Whelen, help create an advanced level of safety at nighttime emergency scenes for both first responders and the motoring public by gradually increasing and decreasing warning light intensity [Figure 1]. The company first introduced the concept in 2019 after extensive research and feedback from first responders and others. They recognized that a high-intensity, multi-flash, light output was critical to drawing the most attention to emergency warning vehicles during the day, but at nighttime scenes however, the rapid on-and-off of LED warning lights did not offer the same benefits. Adjustments were needed not just in intensity they, but also in pattern. By slowing the flashes down with DVI, the motoring public can better absorb their surroundings, process the environment, and feel more at ease as they navigate the roadway, increasing the safety of both first responders and motorists.

Vehicle-to-Vehicle Synchronization is another improvement enhancing safety for everyone on the road. With this technology, lights and tones on multiple vehicles can by automatically synced to provide a calmer and more coordinated scene. Synchronized flash patterns can be embedded directly into products or controlled digitally through software as part of a centralized system.

Digital Advancements While analog systems have proven effective, digital advancements have opened new avenues for enhancing emergency warning systems and creating safer emergency scenes.

Today’s digital technology offers commonsense safety features that have an immediate impact on first responder and motorist wellbeing. Features like digital alerting, which allow responders to send advance-warning digital alerts to drivers to notify them when emergency vehicles are approaching or stopped ahead. Real-time notifications are sent through navigation apps and vehicle infotainment systems up to 30 seconds in advance, reducing the likelihood of a collision by as much as 90% [Figure 2].

Digital alerting is one of three safetyenhancing features that were recently launched through a partnership between Whelen Engineering and HAAS Alert. These advancements won’t work in an analog system and are only possible with digital technology.

The three new features—digital alerts, responder-to-responder alerts, and geofence controlled tech, work through Whelen’s Vehicle Safety Gateway®, the Whelen Cloud Platform®, a web-based portal that provides

Figure 2: An example of the type of in-dash notification a motorist could see from a digital alert. real-time monitoring and control of emergency vehicle warning systems; and Safety Cloud by HAAS Alert, a cloud-based connected safety platform that enables the sharing of critical information between vehicles, infrastructure, and emergency services.

“The integration of the Whelen Cloud Platform with Safety Cloud is an important step forward in improving the safety of first responders and the public,” said Geoff Marsh, CEO of Whelen, in their recent press release about the collaboration. “By sending alerts to notify nearby vehicles, we can help prevent accidents and improve situational awareness for all drivers on the road.”

Responder-to-responder alerts allow emergency vehicles to communicate directly with each other in the field, enhancing safety and helping avoid collisions, like when two apparatus are approaching the same intersection at the same time. Fleet managers can customize how they receive the alerts.

The third feature, geofence controlled tech, uses geographic boundaries to trigger automated functions, like changing a vehicle’s flash patterns when it enters a work zone or reducing the intensity of siren tones when in a school zone. With this feature, fleet managers can configure lighting and tones to change automatically when a vehicle approaches a particular location or assist with fleet management by triggering firmware and configuration updates when vehicles return to the garage. The feature is highly customizable and easy to use, allowing specific geofences to be toggled on or off as needed. Setting up new geofences is as simple as selecting the desired area on a map and adding a few details.

“HAAS Alert prides itself on partnering with market leaders to accelerate safety outcomes, making our roadways safer for everyone,” said Cory Hohs, CEO of HAAS Alert. “Our partnership with Whelen Engineering demonstrates their commitment to bringing innovative, best-of-breed solutions to their customers.”

Another company making roadways safer for first responders and the motoring public is Global Traffic Technologies (GTT). Their emergency vehicle preemption solution, Opticom™, clears intersections and gives emergency vehicles the green light. Opticom has been shown to reduce emergency vehicle crashes at the intersection by up to 70%, while enabling responders to arrive at the scene up to 25% faster. It’s truly lifesaving technology.

A Connected Scene Is a Safe Scene There is no doubt that manufacturers in this industry are committed to improving safety for first responders. They are combining analog technology with digital advancements to make emergency scenes more connected and safer than ever before.

Elite manufacturers recognize that as an industry, we are all in this together and they are partnering with like-minded organizations in their shared mission to protect those who protect others. Firefighters can be assured they will continue to innovate and develop new technologies that increase safety on the way to an emergency, on scene, or wherever the next call takes them.

Sarah Guertin is the Director of Marketing at Whelen Engineering. Sarah is dedicated to serving the fire industry and enjoys learning about new technology and other advancements that enhance the safety of first responders.

Visit us at WWW.FFCA.ORG

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Multiple Personality Leadership Theory

By Doug McGlynn

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cientists and psychologists assert that approximately 250,000 individuals in the United States grapple with multiple personality disorders. However, I’d like to highlight a distinct contrast between these disorders and the multifaceted facets of human behavior. As a leader in the fire service, comprehending these personality traits and their relevance to leadership in diverse scenarios is imperative.

Situational Leadership is indispensable when interacting with team members in the firehouse, conveying information up the chain of command to executive chiefs, addressing the public in a news conference, or engaging in public safety talks at elementary schools.

Successful leaders possess the skill to adapt their leadership style to the situation, fostering rapport, empathy, and consideration. These soft communication skills form the bedrock of exemplary leadership in the workplace and beyond. The days of “Command and control” style of communication and leadership are rarely acceptable outside the “command and control environment.

Outside emergency scene communications, there are few times when the over-prevalent nature of authoritative leadership is effective.

This style might help you win the battle, but it will not help you win the war metaphorically, and it certainly won’t help you win over your people! Most of us can exhibit varying personality traits contingent on our environment. Decades of scientific research have distilled these traits into “The Big 5” – Extroversion, Agreeableness, Conscientiousness,

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Emotional Stability, and Openness to New Experiences.

Agreeableness: This doesn’t entail relinquishing your stance in every discussion and merely going with the flow. It’s more about how you express your viewpoint and handle opposing opinions. Do you demonstrate the ability to consider other perspectives or dominate conversations, potentially steamrolling over others to assert your point?

Striking a balance between advocating for your cause and respecting others’ views is crucial for maintaining professional decorum in leadership and team communications. People who excel in this area know how to “agree to disagree.”

Extroversion: Being extroverted manifests in group dynamics and social situations, whether you realize it or not. Have you ever had something on your mind while sitting at the firehouse kitchen table or were predisposed while in the company of others? Your buddy across from you asks, “What’s up with you? You seem quiet.” Leaders and fire service professionals are constantly being “read” in realtime and sized up continually. Firefighters are experts in sizing up subtle changes in conditions, and they use that skill at structure fires and on their fire officers just the like.

Extroverts tend to be outgoing, sociable, and at ease when interacting with people. For instance, a leader with high extroversion might excel in networking events, public speaking, or community engagement. However, an overly extroverted approach can sometimes be

overwhelming or a show-off. In the fire service, we pride ourselves on excellence and outstanding performance. There’s a fine line between outstanding and “standing out.” Be the former and avoid the latter.

Conscientiousness: These individuals are known for their responsibility, dependability, and persistence. They are goal-oriented, disciplined, and dedicated in their methodology toward performance and delivery while maintaining a high concern for others.

Conscientious leaders are less impulsive or reckless and tend to favor consistency over control. In a leadership context, someone highly moral might excel in project management and ensuring tasks are completed on time. On the flip side, excessive conscientiousness could lead to resistance to change or a reluctance to take calculated risks.

On this side of the highly conscientious spectrum, a leader may find themselves stuck in “analysis by paralysis,” especially when a workgroup or committee is large. Again, a healthy medium is desired.

Emotional Stability: Stability and control over one’s emotions can add value to a professional leader. Emotional Stability is a form of SelfRegulation, one of the hallmark components of Emotional Intelligence. Per Daniel Goleman, the Emotional Coefficient (EQ) comprises SelfAwareness, Self-Regulation, Motivation, Empathy, and Social Skills. Self-regulation and self-awareness can result in emotional stability, manifesting in personal, social, and professional interactions.

Self-regulation is pivotal in high-pressure professions like the fire service. Leaders with emotional stability remain calm, cool, and collected in emergencies. For example, someone with high emotional stability can effectively lead their team, inspire confidence, and maintain morale when dealing with a crisis. Conversely, low emotional stability can lead to erratic decision-making under pressure and someone who adds unneeded stress to an already stressful situation.

Openness to New Experiences: Being open to new experiences involves accepting fresh viewpoints and innovative ideas and adapting to change. This trait is essential for those who work in creative fields or organizations undergoing significant transformations. For instance, a leader open to new experiences might champion adopting an innovative technology or approach that most have already written off in a prior time. However, excessive openness to new experiences without considering the context can result in unnecessary disruptions or resistance from more conservative team members.

Understanding “The Big Five” is more than half the battle to decipher people’s

personality traits and effectively collaborate.

Here are some tips: - Understand your own personality traits and refrain from judging others hastily.

- Treat everyone with respect, irrespective of their personality dimension. Always maintain a posture of heart and mind that is inclusive and fair to all.

- Acknowledge and utilize the strengths of diverse personalities within your team. Embrace and leverage diversity on the team in a way that makes the whole more robust and better because of it.

- Strive for understanding, especially when collaborating with counterparts whose styles differ from yours. As Covey shared in Habit-5, “Seek first to understand, then to be understood.” This habit alone can help us become more empathetic and considerate in our communications with others.

Notably, these traits are not innate but cultivated through attitude, habit, and discipline. Practicing these top five traits can enhance your social interactions and professional effectiveness. Mastering them can help elevate your leadership influence and morale among your coworkers. As a rising tide raises all boats, so will the health of your work environment when mutual respect and care for

others becomes the norm.

So, the next time you find yourself in various settings, consider being sociable, agreeable, conscientious, emotionally stable, and open to new experiences. Embracing these qualities can lead to personal growth and a harmonious ecosystem between you and your colleagues at home, around the station, or in the office.

Doug McGlynn is a 26 year veteran of the fire service, and a Deputy Chief with Palm Beach County Fire Rescue. Doug is an Incident Commander with the Southeast Florida Region 7 AHIMT and has deployed to multiple disasters in Florida and Oklahoma over the past seven years.

He has a Master’s Degree in Leadership from Palm Beach Atlantic University, a Bachelor’s in Public Administration from Barry University, and a Fire Science degree from Palm Beach State College. Doug is an ESLI graduate of the Florida Fire Chiefs’ Association, and an EFO graduate of the National Fire Academy.

Doug is also a designated Chief Fire Officer with the Center for Public Safety Excellence and currently enrolled in the Fire Service Executive Development Institute with the International Association of Fire Chiefs. Doug sits on the Board of Directors with the Fire Chiefs’ Association of Palm Beach County and is a member of the Institute of Fire Service Engineers.

Visit us at WWW.FFCA.ORG

23

DeLand Fire Department Celebrates 140th Anniversary

By Vicki Karr, Public Safety Public Information Officer, City of DeLand

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he DeLand Fire Department (DFD) celebrated a major milestone, marking 140 years of serving the City of DeLand, providing citizens and visitors with the highest level of life safety and property protection available.

On Wednesday, August 9, 2023, community members were invited to Fire Station 81 for an evening of reflection on the past 140 years.

Firefighters repelled from the building and demonstrated fire truck operations. Call logs, photos, and other historical items were on display as families immersed themselves in the department’s rich history.

“Here at DeLand Fire we pride ourselves in long-time traditions, so being able to recognize this major milestone with the community we

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serve was humbling,” said Fire Chief Todd Allen. “It was an opportunity to acknowledge all those who came before us helping the DeLand Fire Department become the premier fire department it is today.”

DFD was organized in 1883 and consisted of volunteer firefighters. In those days, firefighters used the “bucket brigade” to suppress fires, passing buckets to each other to extinguish a blaze.

Around the year 1900, DeLand’s first Fire Chief Silas B. Wright brought in horse-drawn hook and ladder rigs, and the department got its first uniforms. During that period of time, firefighters were paid 50 cents for daytime calls and a dollar for calls at night.

In 1975, a new fire station – that would later become Fire Station 81 – was built with more modern equipment. Around this time, the department began to offer emergency medical services.

With an increasing population and call volume, DeLand added a fire station on the north end of the city in 2003 and later in 2007 on the southeast end, known as Fire Station 82 and 83.

In early 2022, old Fire Station 81 was closed and replaced with a new 16,000-square-foot fire station built just down the street. Fire Station 81 ran just over 5,300 calls for service in 2022, making it one of the busiest stations in the county. This station was designed to be able to serve the DeLand area for the next 50-100 years as the city continues to grow.

In 2023, DFD was awarded the ISO Class 1 status, becoming the first fire department in Volusia County to receive the Public Protection Classification status. In 2022, between all three station, our fire department ran more than 8,200 calls for service.

I

recently attended a continuing legal education program on workplace bullying that had an underlying theme: Bullying results from bad people (stereotyped to be alpha males) causing harm to innocent victims by engaging in juvenile behavior. The obvious solution to the alpha male toxicity problem is to have strict rules prohibiting such behavior and train supervisors to address juvenile behavior as it arises.

The instructor went on to suggest that workplace shootings could only be prevented by effective antibullying policies that stopped the bully before he resorted to that level of violence. I left the seminar concerned about the naïveté of the instructor believing difficult challenges like bullying and workplace violence had such a simple solution premised upon a schoolyard mentality dividing the world into “good kids” and “bullies.”

Understanding the Whole Problem The reality is we live in a complex social environment, but one where most folks have reasonably good interpersonal skills. They have the flexibility and adaptability to navigate around the inevitable bumps in life. They also have insight into how their behavior impacts others and the ability to self-regulate; when they make a mistake, they can learn from it.

However, some folks are burdened with psychological disorders that impact flexibility, adaptability,

By Curt Varone

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productive self-awareness and self-regulatory capacity. Some of these psychological conditions, particularly certain personality disorders, may pre-dispose people to act as bullies. Like most with personality disorders, they are oblivious to the inappropriateness of their behavior and would bristle at the suggestion they are bullying anyone.

But that is only half of the problem.

There is another group of people with a different type of personality disorder that causes them to view themselves as the victims of other people’s bullying, when the objective reality is otherwise. These self-perceived victims may be prone to righteously strike back at those who they believe to be the “real” bullies. Perhaps you recognize the fact pattern I am talking about: These are folks who have trouble getting along with others, a problem that preceded them becoming firefighters. Their colleagues find their dayto-day behavior troubling, if not annoying. These folks never do anything wrong, everything that happens is someone else’s fault, and people don’t treat them fairly because (fill in the blank).

This second group are the folks who seek to weaponize a fire department’s disciplinary system by reporting the perceived indignities they are forced to endure. This in turn causes their colleagues to be distrustful of them, furthering their sense of being alienated. When the selfperceived victims go on the attack, they do not view their behavior as bullying. Yet they leverage the department’s disciplinary process (and sometimes our legal system) against those they perceive as the perpetrators. A small subset of folks in this second group are the ones most likely to be responsible for workplace shootings.

Let me make something clear: Neither the fire service, nor society in general, are very good at dealing with either of these groups. Distinguishing between the two can be painfully difficult. All too often, fire departments mishandle these cases by refusing to investigate complaints brought by those whom leadership pre-determines to have brought their problems onto themselves or are simply chronic complainers. This failure to investigate then becomes another allegation in the inevitable lawsuit that will follow, listing all the perceived indignities the firefighter was forced to endure.

Both personality-disordered bullies and personalitydisordered victims exist on a spectrum. What makes them similar is they lack flexibility and adaptability, as well as the ability to self-correct their own unproductive behavior.

Why has the fire service failed to recognize this?

Blaming the Victim?

One reason is, this is complicated. It involves the intersection of several intellectual silos: leadership, human resources, psychology, and the law. According to Bill Eddy, author of The Five Types of People Who Will Ruin Your Life, many of society’s legal problems are a function of personality-disordered people using the legal system as a tool to bully people, or alternatively lawsuits being brought against personality-disordered people by those who have been harmed by their disordered antics. Eddy reached this conclusion through an unusual career path: He was a licensed clinical social worker who needed a change and

decided to go to law school. Upon starting to practice law, he realized the same types of people who drove him from social work were clogging up our court system either as plaintiffs or defendants. That very phenomenon is happening in the workplace, including the fire service.

A second reason we have failed to recognize the role of personality disorders in fire service bullying involves a difficult philosophical concern: By having this very conversation, aren’t we in essence blaming the victim?

We cannot hope to address bullying in the fire service by only looking at half the problem. The solution must acknowledge the existence of both personality-disordered bullies and personality-disordered victims.

Doing so inevitably does risk blaming the victim. That’s uncomfortable for sure, but we must recognize that what we have done up to this point is not working.

In regard to blaming the victim, it is helpful to understand that, according to the latest research, personality disorders are at least 75- 80% genetic, depending on type. They are not a character flaw of the individual. It makes no more sense to blame a personality-disordered firefighter (bully or victim) than to blame someone with diabetes.

However, blame and responsibility are two different concepts. A person with diabetes is not to blame for their condition, but they are responsible for managing it.

The Company Officer Role It’s critical that we prepare our officer corps to recognize and intervene productively as early as possible in a workplace interpersonal conflict. The failure to do so is a major contributor to the workplace litigation I see day-in and day-out.

A growing number of fire departments are utilizing the services of staff psychologists. That is a terrific start and psychologists who understand fire service culture can be an invaluable resource to department leadership and individual members. However, a staff psychologist cannot be everywhere, nor is there a penicillin-equivalent remedy for personality disorders.

Our officer corps must be brought up to speed with the nature of the problem, and how to intervene effectively. Serious interpersonal disputes are often covered up at the company level, in an effort to protect those involved from the scrutiny of their chiefs. It is therefore critical that chiefs are prepared to deal with these complex interpersonal problems in a fair way, one that company officers can justifiably have faith in.

Frontline officers must be trained to recognize both bullying and perceived victim fact patterns, and the role that underlying personality disorders can play. This requires them to be able to distinguish normal joking and firehouse banter from bullying, harassment, or hazing. Doing so may be easier said than done, but it is a better solution than the unrealistic proposal to change fire service culture by banishing normal joking and firehouse banter over concerns for the perceived victims.

Officers must be willing to intervene when either type of problem – bullying or perceived bullying – occurs. The department administration must then be responsible for following through with the appropriate resources to support the members involved, while correcting any bullying that is occurring.

Perhaps the most critical factor to emphasize in our officer development programs is the importance of preventing retaliation. All too often those who report hazing, pranks, and bullying predictably face retaliation from coworkers. Perceived victims whose workplace antics alienate their coworkers similarly face retaliation.

Retaliation in any form exacerbates the problem and misdirects organizational focus. It changes the optics of an interpersonal dispute between co-workers from a factual inquiry into what occurred to an almost irrefutable inference that the complainant was in fact bullied. Our officer corps must recognize the potential these situations hold and

ensure retaliation does not occur while the original complaint is appropriately investigated and addressed by the administration.

Vigilance Is Key To address fire service bullying, we need to have systems in place that ensure fair and unbiased investigations are conducted into any allegation of hazing, harassment, and bullying. The investigations must not be shortcircuited by prejudging either in favor of, or against, the accused(s) or the complainant(s). Investigations must be an objective search for the truth.

Simultaneously, the officer corps must be vigilant to recognize and prevent retaliation against the complaining party. The department leadership must provide resources to all involved: the accused, the complainant, the intervening officers, colleagues, and the investigators.

The process will benefit greatly from the involvement of a staff psychologist working in concert with human resources and legal counsel.

For those interested in more on this topic, Bill Eddy’s book is a great place to start. For psychologists and other mental health professionals, I strongly recommend the training on diagnosing and treating personality disorders offered by Gregory W. Lester, PhD. Curt Varone has over 40 years of fire service experience and 30 as a practicing attorney licensed in both Rhode Island and Maine. His background includes 29 years as a career firefighter in Providence (retiring as a Deputy Assistant Chief), as well as volunteer and paid on call experience. He is the author of two books: Legal Considerations for Fire and Emergency Services, (2006, 2nd ed.

2011, 3rd ed. 2014, 4th ed., 2022) and Fire Officer’s Legal Handbook (2007), and is a contributing editor for Firehouse Magazine writing the Fire Law column.

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By Joseph Dorsette, Assistant Chief of Specialized Services, Broward Sheriff ’s Office Department of Fire Rescue

A

s the Broward Sheriff’s Office Department of Fire Rescue Probationary Firefighter/Paramedic Class 2302 closed out their fifth week of training, they spent several days with members of the Training Division and the Technical Rescue Team covering the basics of vehicle anatomy, tool and equipment familiarization, scene safety, stabilization, patient removal, and basic vehicle extrication techniques. The group of newly hired employees were also introduced to the anatomy of modern vehicles, including their construction materials (e.g., steel, aluminum, composite), airbag locations, and potential hazards like hybrid or electric vehicle components. Other topics covered were PPE, incident priorities as well as the three-step approach to motor vehicle

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accidents; stabilize the scene, stabilize the vehicle(s), and stabilize the victim/patient(s).

During the training, they also covered the expectations of a new firefighter when arriving on scene of a motor vehicle accident.

The Training Division set up several scenarios throughout the week, which placed the probationary firefighter on the first arriving apparatus so they can experience the initial actions, emotions, physical demands, and to experience the time that it actually takes to begin the process of mitigating the hazards safely and effectively. By placing these

firefighters on the apparatus and running real-time scenarios, they can be better prepared to arrive on scene and provide the best services for those that are involved in a motor vehicle accident.

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By Graham Harris

W

hether ascending or descending, elevator situations demand unwavering attention. The rise and fall of an elevator may seem simple, but even a minor glitch can lead to severe complications.

Historically, metropolitan areas contended with elevator concerns, however, Polk County Fire Rescue (PCFR) has had increases in formerly rural regions of the county for these complex machines due to growth. With the county’s proximity to attractions like Disney World, an increase in hotels and apartments has led to a 500 percent rise in elevatorrelated emergencies over three years, highlighting gaps in our preparedness.

A Glimpse into Polk County Fire Rescue Established as a professional department in 1973, PCFR currently operates 44 stations across a county larger than the State of Rhode Island. Five of these stations house Special Operations trucks equipped for technician-level operations, including confined space, rope, trench, vehicle machinery rescue, structural collapse, and HAZMAT, with three PCFR members manning each vehicle. For specialized

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emergencies, our protocol involves a special ops truck, an engine, and a rescue unit, with the option to scale the dispatch.

Handling Elevator Emergencies: Our Earlier Approach Historically, Fire Rescue’s primary response to elevator emergencies involved using the recall button. If that failed, efforts shifted to locating the trapped individuals. Once assured of no medical crisis, responders would employ technical prowess, largely rooted in indoor mechanics, to access the elevator. Recognizing the evolving nature of these emergencies, PCFR personnel receive specialized training programs.

Updated Protocols for Elevator Emergencies Every fire rescue unit carries Knox keys for building access, with special operations units having elevator-specific keys. The dispatcher provides crucial data about the trapped individual(s), including their well-being. The standard dispatch includes an initial engine/quint/ladder, special operations, medic rescue units and a battalion chief.

Upon arrival, PCFR crews follow a structured process: • Identification of the elevator bank.

• Deployment of crew to various points, including the main floor, the elevator’s current floor and the power room.

• Communication with the trapped individual to gather information about the elevator’s last actions and any attempts made by the occupants.

Initial efforts involve using the recall button, followed by a hard power reset, always ensuring constant communication with the trapped individual.

• The Special Operations truck, upon arrival, focuses on door access, often using a

drop key to open the doors.

• If the car is inaccessible due to its position between floors, operations pivot to a car-lowering strategy, contingent on the system in play: hydraulic, piston, or counterweight.

Simultaneously, other ongoing efforts include expert assistance from a certified elevator mechanic. Extrication from the main floor becomes the priority post-lowering, only deferring to a mechanic if unsuccessful. The only variation in this process occurs with distressed individuals. In such cases, urgent actions prioritize the individual’s safety.

Special Operations teams work on enhancing their elevator proficiency, especially in stabilization and potential rope rescue techniques. While in the formative phase, the special ops team anticipates that mechanic assistance will be pivotal in safely evacuating occupants from challenging scenarios.

Conclusion As elevator mechanisms evolve and the number of structures that include elevators in the county increases, PCFR must remain agile, continuously training personnel to address the dynamic challenges these machines present. The primary objective remains consistent: safely resolving the situation for occupants and patients.

Graham Harris, Captain/Paramedic, is a Polk County Fire Rescue Special Operations team member. He holds a Florida Rescue Specialist certification, has a degree in Fire Science and EMS and has been in the fire service profession for 16 years, including 12 years with PCFR.

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Emergency Services Leadership Institute (ESLI) Program Provide Value Added I

n July 2000, the Emergency Services Leadership Institute (ESLI) initiative, in cooperation with the Florida Fire and Emergency Services Foundation (FFESF), was completed and disseminated among Florida’s fire service members. This effort was led by William L. Bingham, Fire Chief (Retired) and later carried on by Neal DeJesus, Fire Chief (Retired). Many instructors assisted in the development and teachings of the program. In 2011, a modification was made when the current six modules became the standard. In January 12, 2012, after months of careful consideration and feedback from instructors and participants, as well as the execution of participant survey instruments, a restructured version of the ESLI program was rolled out among Florida’s mid-level and chief fire officers. The intent of ESLI is to provide instructors and students with a positive and relevant educational experience, specific to local and contemporary issues, and programming that is not readily available in other offerings in this packaging structure. As a result of a six-month final review process, the following modules were established, with significant content changes that will add to the program’s value: Human Resources and Labor Relations Module (HR) Personal Qualities, Leadership, and the Organization Module (PQ) Government Relations and Public Policy Module (GR) Marketing Fire and Emergency Services Module (MF) Finance and Budgeting Module (FB) Emergency Management Module (EM) (added in 2012) As part of the program reconstruction, an Instructor Guide was developed which addresses the general competencies and other performance expectations deemed essential and emphasizes the mission, vision, and values of ESLI. The use of Research Tools, Group Discussion, Team Exercises, Case Scenarios, Student Presentation, Role Playing, and Debate are encouraged. One intended and anticipated outcome of this curriculum is to stimulate dialogue among the stakeholders of the fire and emergency service professions regarding the best thinking and best practices of their colleagues as to what constitutes competent instruction. It was predetermined that much of what is taken away from this program is generated by informationsharing among participants throughout each session.

The purpose of ESLI presentations was to:

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• Provide an educational experience that is contemporary, constructive, and relevant, and which addresses important issues concerning the fire and emergency services.

• To provide fire and emergency service leaders with an understanding and knowledge to transform their organizations and allow new opportunities and growth.

• To provide a prominent and respected educational offering designed to converge yesterday’s lessons and today’s achievements with tomorrow’s challenges for the future benefit of Florida’s fire service.

This format worked well and classes continued to fill with fire services leaders and those aspiring to be. Fast forward to the year 2022, we had just come out of the pandemic and the fire service, like many walks of life were recovering. Our former Executive Director, Chief Ray Colburn, Fire Chief (Retired) in his forward thinking, created an ESLI committee and called for its first meeting to be on August 11, 2022. The committee consisted of Executive Director Ray Colburn, Deputy Executive Director Ngoc Huynh, Frank Ennist, Fire Chief, Retired, Dr. Leland Greek, Fire Chief, Retired and Senior Member of the FFCA Board, Kevin Easton, Fire Chief and Chair of the Instructors Section, and Dr Jeff Lindsey with the University of Florida.

The committee met and discussed the future of ESLI, where we are vs. where we want to be.

The committee also looked at the current list of instructors and determined that additional depth may be necessary. Lastly, the committee looked at the possibility of additional, elective classes that may be beneficial to the fire service. Admittedly, there was a slow start mainly due to a major disruption known as Hurricane Ian. With Ian gone and cleanup beginning, the committee went back to work identifying work needed for the ESLI program. Two things happened simultaneously. First, the committee, along with help from the ESLI instructors, began reviewing content for each module in an effort to update the material. Secondly, the committee viewed each generalized outcome and aligned them with a job performance requirement (JPR) in several NFPA standards. Each course was reviewed and aligned so that today most every course offers fresh and updated information.

The ESLI committee also identifying some key areas that the program fell short on, so we began creating elective courses to present to fire service professionals. The first elective course is Community Risk Reduction with an expected release for registration in November 2023. The second is EMS Leadership and Operations, with

no immediate release date. The last is The Fire Officer’s Role in Health and Safety, again with no immediate release date.

Having completed the work on the six core classes, the committee met with The Bureau of Fire Standards and Training to see if our program would be worthy of course equivalency.

The criteria that we had to meet were a matching number of hours for the courses requested, matching JPR’s to the courses requested, and lastly each JPR was covered in the presentation of the course. After much discussion, the state agreed to provide equivalency if a fire service member completes all six core courses of ESLI and the elective Community Risk Reduction. The equivalency courses are Chief Officer, a 60-hour course toward gaining Fire Officer III certification, and Managing Personnel in the Fire Service, a 45-hour course toward Fire Officer IV. This equivalency will be offered to fire service members dating from January 2012 to present time and here is the expected process: 1. Students of ESLI must complete the six core modules and the new course Community Risk Reduction, to be introduced in October or November 2023.

2. Students that have completed these six core courses from January 2012 and complete the new course Community Risk Reduction will be eligible for the equivalencies.

3. The FSFC will establish the process for obtaining the equivalency, however, all students must present all seven certificates to gain the equivalencies.

4. Presentation of the seven certificates from the period of January 2012 to current will earn the students the equivalencies of Chief Officer, a Fire Officer III course and Personnel Management for the Fire and Emergency Services, a Fire Officer IV course.

5. There will not be any other substitutions or equivalencies offered or accepted.

We, the ESLI committee, are very proud of our partnership with the Bureau of Fire Standards and Training. We wish to thank Bureau Chief Mark Harper, Assistant Superintendent Eugenia Tucker, and Training Supervisor Robert Coyne for their assistance in providing the value add to our program.

The hard work of this committee and the collaboration with the Bureau of Fire Services and Training has enabled all fire service leaders the opportunity to gain an outstanding peer networking and educational program, as well as, gain credits toward certification as Fire Officer III and IV. Congratulations to the ESLI committee, WE DID IT!

Tampa Fire Rescue Cuts Ribbon on New Training Tower

By Vivian Shedd, APIO, Tampa Fire Rescue

T

ampa Fire Rescue cut the ribbon on its new firefighter training tower. The Drager Phase Five Modified Multi Story System is an innovative training structure that replaced the Drager Phase Four burn simulator, which had been in service for more than a decade.

This multifunctional training facility is comprised of 15 modified shipping containers, including burn chambers capable of exposure to extreme temperatures, an elevator shaft to practice responding to fires in high rises, rappelling points, and confined space training areas.

“This upgrade to the Drager Phase Five is exciting. It marks a significant milestone for our department,” said Tampa Fire Rescue Chief Barbara Tripp. “We want to produce the best firefighter, the best first responders that we can put out there on the streets of our community.

By investing in this innovative training structure, Tampa Fire Rescue and the Tampa community are ensuring that their firefighters are always ready to respond effectively to any emergency that comes their way.”

The benefits of the new firefighter training tower are manifold. It enhances the

competence and confidence of firefighters, reduces training-related injuries and ultimately leads to better outcomes during real emergencies.

Safety is a top priority during firefighter training, and the tower incorporates advanced safety mechanisms. At the heart of this innovative training tower are its realistic fire simulations, allowing personnel to practice critical firefighting skills in a safe environment.

These simulations not only sharpen their skills, but also helps develop the mental resilience needed when facing lifethreatening situations.

One of the tower’s standout features is its adaptability. This versatility ensures that firefighters receive training that is directly relevant to their specific roles and challenges.

Various training scenarios can occur within the controlled environments, including Rapid Intervention Training, Urban Search and Rescue (USAR) exercises, inspection, and academy drills, as well as using specialized props for forcible entry, multi-story window rescues, and more. This comprehensive approach ensures that firefighters are not only proficient in fire suppression but also in various other emergency situations they may encounter.

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Tyndall Celebrates the Opening of Four New Fire Facilities

By Venessa Armenta, Civ, USAF. Public Affairs Specialist / 325th Fighter Wing

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eam Tyndall celebrated the construction of four fire facilities, Sept. 27, 2023, at Tyndall Air Force Base.

The four new facilities are the first buildings to be completed and officially transferred from contractors to the U.S. Air Force since the base was devastated by Hurricane Michael almost five years ago.

The 325th Civil Engineer Squadron and the 801st Rapid Engineer Deployable Heavy Operational Repair Squadron Engineers Training Squadron, held separate ceremonies to mark these monumental milestones.

“Completing these buildings provides the unit with permanent operational facilities, purposely designed to enhance their training

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efforts and withstand future storms,” explained Col. Robert Bartlow, Air Force Civil Engineer Center natural disaster recovery division chief.

“These facilities are constructed to withstand 165 mph winds and built above the projected storm surge levels.”

The day began with a ribbon-cutting ceremony at the new 801st RHTS fire contingency training facility, one of three reconstructed structures completed for the unit.

The other two buildings are a vehicle maintenance facility and a heavy equipment storage hangar.

“These facilities will help to extend the life span of our vehicles by protecting them from the elements,” explained Master Sgt. Dennis Scott, 801st RHTS fire contingency training section chief. “As I walked through the buildings, I notice the new technology that has been implemented and I know it will help make our processes more efficient.”

Later in the day, the 325th CES fire department held a decoupling ceremony at Fire Station 2 to symbolize the station becoming home to the unit and its members.

“This is a momentous occasion for the fire department. Hurricane Michael ravaged our previous fire stations, which left our personnel and emergency vehicles without a secure shelter

for five years,” said Kevin Remedies, 325th CES fire chief. “Firefighters spend as much time at a station as they do at home, so Fire Station 2 and future stations will provide the quality of life these brave men and women deserve.”

The 13,480 square-foot station includes a new alerting system, ten bunk rooms, a full kitchen, fitness area along with many other quality-of-life amenities. The garage consists of a three-bay vehicle garage, where Tyndall’s first ladder truck will soon be housed. “I want to express my gratitude to all those who have contributed to making this day a reality,” said Col. George Watkins, 325th Fighter Wing commander.

“From the architects and construction teams to our tireless firefighters and the entire Tyndall community.”

Orange County Graduates One of its Largest Classes in Department History Former Teachers, Pharmacists Among the Class of New Firefighters

By Ashley Gipson, Public Information Officer, Orange County Fire Rescue Department

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n Friday, October 13, 2023, more than 800 family members and friends packed the Auditorium at Windermere High School to attend Orange County Fire Rescue Department’s Class 101 Graduation and Promotional Ceremony. The event was held to welcome the department’s newest firefighters and paramedics and recognize newly- promoted personnel, including fire personnel, dispatchers, and fire inspectors.

Recruit Class 101 was comprised of 60 certified firefighters who successfully completed a ten-week orientation. The group included personnel hired through the department’s non-certified program, which sponsors individuals to become firefighters while also paying them a salary. These individuals came from diverse backgrounds ranging from education to the pharmaceutical industry, as well as hospitality, entertainment, and healthcare. One firefighter in the class was formerly a member of Orange County Fire Rescue’s Office of Public Information. Another, just 19-yearsold, officially joined the department after participating in the department’s Explorer

Cadet Program throughout high school.

On Friday, the 13th- these brand-new firefighters took their Oaths of Office side-byside and began their careers together.

Orange County Fire Rescue Department continues to experience rapid growth to meet the demand of Orange County. The department is currently hiring for its next non-certified class and has ongoing recruitment efforts for dispatchers, certified firefighters, paramedics, fleet mechanics, and inspectors.

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Seminole County Personnel Honored With EMS Life Saving Award

By Doreen Overstreet, Public Safety Information & Education Officer, Seminole County Fire Department

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ersonnel from the Seminole County Fire Department and Seminole County Sheriff’s Office were recently honored with a Life Saving Award in the category of Fire Rescue/EMS during the Central Florida Hotel & Lodging Association’s (CFHLA) Annual Patriot Remembrance Day Breakfast, which reflects on the tragic events of September 11, 2001 and honors local heroes.

During the ceremony, local fire rescue, law

enforcement emergency medical services and security personnel were recognized for distinguished service in the line of duty. More than 500 personnel and members of the community where in attendance.

The following Seminole County Fire Department crew members and Sheriff’s Deputy were honored after saving a two-yearold from a near fatal pool drowning in July 2023. The child’s family members began CPR

right away and called 911 and the Sheriff’s Deputy took over CPR until first responders arrived. All personnel in the call played an integral part of the child’s full recovery.

Honored members included: • Deputy Sheriff Douglas Mactye of the Seminole County Sheriff’s Office • Emergency Communications Dispatcher Angela Bass • Lt. Paul Hammerl • Firefighter/Paramedic Steven Schwartz • Firefighter Rick Montejano • Lt. Ryan Hart • Firefighter Jackson DeCuir “This was a life save made possible because everyone involved in this EMS emergency did exactly what they should have done and worked together,” said Fire Chief Matt Kinley of the Seminole County Fire Department. “The child’s family performed CPR early, which helped in early intervention in what we call a key part in helping the ‘chain of survival.’ I am extremely proud of all crew members and everyone involved in helping save this little girl’s life.”

St. Lucie County Fire District Earns Top Honors for Service and Safety

By Brenda Smith, Public Information Officer, St. Lucie County Fire District

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he St. Lucie County Fire District has been recognized with two prestigious designations that highlight its commitment to providing top-quality emergency services to area residents. These achievements are thanks to the hard work and dedication of the district’s firefighters, fire officers, and support staff.

In March 2023, the District underwent an evaluation by the Insurance Services Office (ISO) and improved its Public Protection Classification (PPC) rating from a Class 3 to a Class 2. This places the district among the top 2% of fire departments nationwide when it comes to fire mitigation and response capabilities.

The improved ISO rating will lower insurance premiums for many residents and businesses located within five road miles of a responding fire station. This demonstrates the district’s ongoing efforts to enhance service delivery to the community - efforts that would not be possible without the commitment of District personnel.

In addition, the district was reaccredited on August 30, 2023 by the Commission on Fire

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Members from SLCFD with Chief Steve Dirksen (CFAI Chair) are from L-R: FF/PM Matt Neilson, Battalion Chief Daniel Mikels, Fire Chief Jeff Lee, Assistant Fire Chief Brian Gonzalez, and Lt Shane Kozac Accreditation International (CFAI) for meeting strict criteria in areas such as emergency response, training, communications, and community risk reduction. The district’s firefighters and paramedics consistently demonstrate their skills, while support staff ensure top-notch behind-the-scenes assistance.

“These achievements reflect the tremendous

efforts of our line personnel and support staff, these successes would not have been possible without their dedication to excellence,” said Fire Chief Jeff Lee. “We are fully committed to protecting lives, property, and the environment in St. Lucie County. Our community can rest assured that we stand ready to meet their emergency needs safely and effectively.”

Fire Prevention Week Messaging in Oviedo

By Lisa McDonald, Communications Manager, City of Oviedo

T

he week of October 8-14, 2023 was Fire Prevention Week across the Country. This week was chosen because it commemorates the Great Chicago Fire on October 8, 1871 which devastated the City.

President Calvin Coolidge proclaimed Fire Prevention Week in 1925 to observe fire prevention. It’s a week where children and adults learn how to stay safe in case of a fire.

The Oviedo Fire Department observed this week by providing daily video messaging to the City in hopes of educating the community to prevent future fires and potentially save lives.

Engineer/Firefighter Gavin Jackson provided insight and helpful

information in short, topical videos that were shot and edited by Communications Manager Lisa McDonald.

Topics of the week included: • EDITH – Exit Drills In The Home • Close Before You Doze • How to use a Fire Extinguisher • Preventing Kitchen Fires • Space Heater Safety All the topics that Jackson spoke about tended to be timely as the City prepares to move out of summer and into the fall/winter months. A few of these videos will be reused, especially for holiday cooking to prevent fires in the kitchen and cold weather fire prevention with space heater safety.

The Oviedo Fire Department strives to provide safety messaging through technology to all the businesses and residents within the City. The goal, as always, is life-safety and disaster prevention.

Palm Coast Embraces Message off Fire Prevention Week

By Lieutenant Patrick Juliano, Palm Coast Department

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he Palm Coast Department teamed up with the National Fire Protection Association (NFPA) — the official sponsor of Fire Prevention Week (FPW) for more than 100

years — to promote this year’s campaign, “Cooking safety starts with YOU. Pay attention to fire prevention.” The campaign works to educate everyone about simple but important

actions they can take when cooking to keep themselves and those around them safe.

The Palm Coast Fire Department encourages all residents to embrace the 2023 Fire Prevention Week theme, “Cooking safety starts with YOU,” said Fire Chief Kyle Berryhill. “A cooking fire can grow quickly. I have seen many homes damaged and people injured by fires that could easily have been prevented.”

The Palm Coast Fire Department hosted a series of events in support of this year’s FPW campaign, including visiting close to 10,000 students at all of the Pre-K, VPK, and elementary schools in Palm Coast.

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Seminole County Breaks Ground on Station 39

By Doreen Overstreet, Public Safety Information & Education Officer The Seminole County Fire Department in partnership with the Seminole County Board of County Commissioners and County Management recently hosted a groundbreaking ceremony for Fire Station 39, which will serve the Northwest area of the County in the Paola/Heathrow area.

Slated to open in late 2024, the Seminole County Fire Department’s 21st station will help improve response times by a little over two minutes in large sections of the service area and more than a minute in most of its service areas.

The $10.7 million station will serve to alleviate call volume loads for Seminole County Fire Department Fire Station 34 (Paola/Sanford), Fire Station 36, (Heathrow), Lake Mary Fire Department’s Fire Station 37, and Sanford Fire Department’s Fire Station 38.

“The addition of Fire Station 39 to District 5 will help improve response times in this growing area in Seminole County and serve nearly 11,000 residents and over 4,100 households,” said Vice Chair Andria Herr of Seminole County Board of County Commissioners. Fire Station 39 is in Commissioner Herr’s District 5 in the Northwest area of Seminole County. “In the Fire Department, time means lives and property saved, and Seminole County’s commitment to public safety is at the forefront of our public service to both residents and visitors.”

“Just in the past decade, Seminole County Fire Department’s Fire Station 34 call volume increased 53%,” said Fire Chief Matt Kinley of the Seminole County Fire Department. “Last year, the station ran more than 5,200 calls.

Station 34 is now our fourth busiest station in the County, and I thank the Seminole County Board of County Commissioners and County Management for supporting a growing Fire Department so that we can adequately respond to the public safety needs in our community we proudly serve.”

Welcoming of Class 23-02

By Joseph Dorsette, Assistant Chief of Specialized Services The Broward Sheriff’s Office Department of Fire Rescue welcomes 22 new firefighter/paramedics. The newly hired employees will begin an eight-week probationary orientation program to which covers administrative, EMS, and fire based educational sessions, evolutions, drills, and skills to sharpen their knowledge, skills, and abilities prior to being assigned to shift.

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Palm Coast Fire Department Promotions

By Lieutenant Patrick J. Juliano, Public Information Officer The Palm Coast Fire Department is pleased to announce the latest promotions as part of its succession planning efforts. In September 2023, Driver Engineer Kalin Graham was promoted to the position of Lieutenant. Lieutenant Graham, originally from Ocala, Florida, joined the Palm Coast Fire Department in January 2017. She holds degrees in Firefighting from Daytona State College and EMT and Paramedic from the College of Central Florida. In recent years, Kalin served as the EMS Field Training Officer for her shift.

Following several retirements during the summer, the department has promoted Firefighter-Paramedic’s Anthony Forte, Michael Ginn, and Dylan Mulligan to the role of Driver Engineer, effective October 1, 2023. Driver Engineer Anthony Forte began his journey with the Palm Coast Fire Department in 2009 as a volunteer firefighter, transitioning to a career firefighter in Palm Coast in October 2022. Prior to this, he gained valuable experience at the Flagler Beach Fire Department, rising to the rank of Lieutenant. Anthony holds certifications in EMT from Flagler Technical Institute and Firefighter from Flagler Adult Education, along with Paramedic Certification and an associate degree from Daytona State College.

Driver Engineer Michael Ginn joined the Palm Coast Fire Department in August 2021 as a volunteer intern before becoming a career firefighter in February 2022. He initiated his fire service career in South Florida in 2010, working with the Palm Beach Shores Fire Department and Greencare’s Fire Rescue. Michael, a West Palm Beach, Florida native, acquired his Firefighter, EMT, and Paramedic Certifications from Palm Beach State College, and he also holds an Associates of Science degree from the same institution.

Driver Engineer Dylan Mulligan, a native of Hermitage, Pennsylvania, commenced his association with the Palm Coast Fire Department as a volunteer intern in July 2019 and transitioned to a career firefighter in February 2022. Currently residing in Palm Coast with his wife, Kendall, Dylan is a 2013 graduate of Matanzas High School. He completed his Firefighter Certification at Daytona State College and EMT certification at Flagler Technical College. Dylan furthered his education by obtaining his Paramedic certification at Daytona State College.

East Lake Fire Rescue Announces Three New Hires

Pinellas Park Fire Professional of the Year Award

By Claudia Hernandez, Fire and Life Safety Educator

By Suzanne Boisvert, Emergency Management Coordinator

East Lake Fire Rescue is proud to announce the addition of three new Firefighters: Sean Buell, Owen Humphreys, and Austin Nolasco.

Sean Buell was born and raised in Pinellas County. He completed the Fire Academy at SPC, and received his EMT, and Paramedic certifications there as well. Sean has spent the past three years working as a Firefighter/Paramedic at the Safety Harbor FD. In his spare time, he enjoys kite surfing, playing tennis, and spending time with his family and friends. Sean looks forward to serving and protecting the East Lake community.

Firefighter/Paramedic Owen Humphreys was born and raised in Tucson Arizona. Owen has been working in the Pinellas County EMS and Fire system since 2019. Owen enjoys spending time with friends and family on his days off. Owen is excited to start his new career with East Lake Fire Rescue.

Austin Nolasco was born and raised in Miami. He attended Miami Dade college fire academy. Before working at East Lake as a Firefighter/EMT he worked as an EMT at AMR, an ambulance company in Miami. Austin is very excited to start his career at East Lake and to serve and protect this wonderful community of East Lake Fire District.

Each year, the Pinellas County Board of County Commissioners recognizes area fire professionals for their outstanding work in public safety and their commitment to our community with the Fire Professionals of the Year award.

For 2023, Lt. Ryan Mitchell from the Pinellas Park Fire Department was awarded Special Operations Professional of the Year for his expertise and leadership as a member of the Pinellas County Technical Rescue Team. “I am really lucky to be a part of a team, a supportive structure of people, that all come together to make positive and seismic shifts to our clinical abilities in the field,” said Lt. Mitchell. “These things don’t happen in a vacuum of space. They are leveraged to reality by the whole of the group. Thank you to everyone for your hard work.”

Pinellas County also recognized Chief Doug Higley of Pinellas Suncoast Fire and Rescue as Fire Professional of the Year and 911 Dispatcher Rich King as Emergency Fire Dispatcher of the Year.

Congratulations to Lt. Mitchell, Chief Higley, and Rich King - the 2023 Pinellas County Fire Professionals of the Year!

Firefighters and Friends Calendar

By Victoria Padovan, MA, Communications Assistant This summer, Orange County Fire Rescue Department and Orange County Animal Services (OCAS) partnered together to create a 2024 Firefighters and Friends Calendar. The last calendar created by OCFRD was about seven years ago! We received interest from the field and took it as an opportunity to create something new while making an impact in our community.

The calendar features Orange County firefighters and adorable animals from OCAS to promote adoptions, while also spotlighting fire rescue personnel. All the proceeds went directly to United Way of Central Florida, whose mission is to provide after school programs, housing assistance, and medical resources to improve lives throughout our community.

Orange County Fire Rescue Department proudly supports those values and raised over $2,400 for United Way of Central Florida through this project.

Palm Coast Fire Police Recognized

By Lieutenant Patrick Juliano, Fire Public Information Officer The Palm Coast City Council recognized members of the Palm Coast Fire Police for their unwavering dedication and tireless commitment to maintaining order, safety, and coordination at the scenes of emergencies, ensuring the smooth operation of response efforts.

The Palm Coast Fire Department was initially established on April 4, 1973, as a volunteer fire department. Initially providing only fire protection, a new fire police squad was officially formed with eight associate members on August 20, 1975.

Throughout the years, Fire Police has been assigned critical support roles in assisting both the fire department and sheriff’s office in emergency response situations. Fire Police members are highly trained volunteers who play a vital role in traffic control, crowd management, scene security, and other critical functions during emergencies, fires, accidents, and public events.

“Palm Coast Fire Police provide an invaluable service to our community by calming traffic to maintain a safe area around the emergency scene,” stated Fire Chief Kyle Berryhill. “They provide for a safe method of travel for our residents and a critical working space for our emergency responders ensuring everyone goes home safely.”

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Fire Prevention Education at Library Con 2023

By Lisa Smith, Office of EMS Brevard County Fire Rescue’s (BCFR), Fire Prevention’s division which included, Assistant Fire Marshall Brian Hill, Inspector Ken Gaines, and Assistant to Fire Prevention Reiley Cappelmann were in attendance of the 4th Annual Brevard County Library Con. The event was held in Viera, Florida, and consisted of 30 vendors. During this event, our team was able to speak to 527 people on the importance of fire and life safety education.

Informational pamphlets and additional material were provided familiarizing attendees on variety of safety topics, which included the importance of working smoke alarms, developing, and practicing a home escape plan, cooking safety and to call 911 in an emergent situation. There was also a digital fire extinguisher simulation on site which instructors were able to demonstrate and allow attendees to participate and understand the proper technique of operating a fire extinguish.

Service Dogs Train with Seminole County

By Doreen Overstreet, Public Safety Information & Education Officer Recently the Seminole County Fire Department hosted 20 service dogs in training and their trainers at Fire Station 29 from the organization New Horizons Service Dogs.

Seminole County Fire Department partnered with the organization to help train the service dogs and their handlers to help de-sensitize the dogs to the sights and sounds of the Fire Engines and Rescues as well as a firefighter on-air in bunker gear and the ambulance transfer of a client with a service dog. Their purpose was to get these service animals ready for the world’s sights and sounds so they could help their future clients. The dogs are trained and then go to people with disabilities and special needs, including those with autism and veterans suffering PTSD. “We were proud to partner with the organization as Seminole County Fire Department has excellent relationships with many therapy and service dog organizations,” said Firefighter Darlene Robinson, who coordinated the event and serves as the point of contact for SCFD on all therapy and service dog visits.

The golden retrievers were exposed to the sights and sounds of the fire station and all handled it very calmly, even the younger five-month old puppies.

New Horizons Service Dogs has also worked with Orange County Fire Rescue and Volusia County Fire Rescue to train the dogs as well as in rehab facilities and nursing homes.

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FLORIDA FIRE SERVICE

October 2023

Omar Kanaan - 2023 Firefighter of the Year

By Lieutenant Patrick J. Juliano, Public Information Officer The Flagler-Palm Coast Kiwanis Club has named Palm Coast Lieutenant Omar Kanaan as its 2023 Firefighter of the Year.

Lieutenant Kanaan migrated to the United States from Syria in 1992. He graduated from Spruce Creek High School in 1994. Prior to joining the Palm Coast Fire Department in 2005, he served as an EMT with EVAC Ambulance in Volusia County. Omar obtained his Firefighter, EMT, and associate degree from Daytona State College. Lieutenant Kanaan was promoted to Driver Engineer in January 2017 and Lieutenant in September 2018.

Above and beyond his duties as a Lieutenant, Kanaan has eagerly accepted the challenge to join the Battalion Chief Mentoring Program, with the hopes of a future promotion. Additionally, Lieutenant Kanaan serves as the Respiratory Protection Officer and oversees the department’s self-contained breathing apparatus equipment, ensuring staff are fit-tested, and that the best working equipment is available.

Kanaan was selected for this award by the fire department command staff because of his ability to lead with heart and passion. “Lieutenant Kanaan takes great pride in building up the next generation and is a great mentor to both new firefighters and officers,” said Fire Chief Kyle Berryhill, who nominated Kanaan for the award. “Congratulations to Omar and his family for this recognition.”

Holding the Wall? Text to Wall Time Alerts

By Lisa Smith, Office of EMS Have your crews experienced arriving to a hospital and found them to be extremely busy, and the crew had to “Hold the Wall” for a length of time?

Brevard County Fire Rescue Chief Medical Officer, Dr. Peter Antevy, implemented a “Wall Time Text” system designed to minimize the time crews find themselves holding the wall and can notify the Emergency Department (ED) administrators when the wall time has exceeded 20 minutes. As part of the Wall Time Text the crew will send a text, consisting of questions pertaining to the length of time the crew has been holding the wall, unit number, crew member rank and name, and crew telephone number. This text will then notify the ED administrators, Assistant Chief of EMS, and the Medical Director group. Once the text is sent, the Assistant Chief of EMS will allow 10 minutes for the patient to be transferred post notification. If the patient is not transferred, the Assistant Chief of EMS will contact the hospital’s leadership team to work toward expediting patient transfer.

Iona McGregor Earns Coveted Accreditation

By Megan Contreras, Community Relations Specialist

Tampa Fire Rescue Welcoms 24 New Firefighters

By Vivian Shedd, Fire Public Information Officer, Fire Rescue In 2023, Tampa Fire Rescue welcomed 24 new firefighters into the department. Their graduation followed a grueling six-week orientation, filled with live fire training, high-rise structure, and water rescues, along with classroom training. Congratulations to the following: Class 23-01: Thomas Allen, Dimitri Barr, Remmy Bechara, David Carswell, Jack Clark, Alexandra Cotuna, Toni Fisher, Bartholomew Fitzpatrick, Dalton Givens, Jace Glass, Antonio Jenkins, Denzle Latty, Hector Quintana, and Mario Soto.

Class 23-02: Hunter Culbreath, Javier Diaz, Brandon Dyer, Angel Martinez, Patrick O’Grady, Maliek Rivers, Nathan Schaer, Christopher Shone Jr., Luis Valencia, and Riley Walker

Pinellas Park Lieutenant Receives State EMS Award

By Suzanne Boisvert, Emergency Management Coordinator Lt. Ryan Mitchell, a 20-year veteran of the Pinellas Park Department, is the 2023 recipient of the Marilyn Crook EMS Pioneer Award from the Florida Department of Health. This award recognizes an individual who has advanced the EMS profession through visionary leadership, innovation, and promotion of best practices and improvements within the EMS system. Lt. Mitchell was presented with the award on October 4 at the Excellence in EMS Awards Ceremony during the Emergency Medical Services Advisory Council (EMSAC) meeting held in Destin, Florida.

Family and friends of Lt. Mitchell attended the ceremony along with Pinellas Park Fire Chief Brett Schlatterer, Pinellas County EMS Medical Director Dr. Angus Jameson, and Florida Department of Health officials and EMS practitioners from around the state.

Pictured L-R: Dr. Angus Jameson, Laura Mitchell, Lt. Ryan Mitchell, Fire Chief Brett Schlatterer.

In a momentous achievement, the Iona McGregor Fire District (IMFD) proudly announces our newly acquired accreditation status, granted by the Commission on Fire Accreditation International (CFAI). This recognition marks a significant milestone for the district.

At the core of CFAI’s accreditation model is a comprehensive selfassessment, compromised of over 250 performance indicators, covering every facet of fire and emergency service operations. IMFD took on this comprehensive task, measuring our current performance against industry benchmarks and best practices. Accredited agencies are described as committed to data-driven decision-making, outcome-oriented, well-equipped with resources, and by having a well-trained and efficient team.

We now stand among an elite group of just 310 agencies worldwide to be awarded this prestigious accredited status, and only one of 27 in the state of Florida. The district is committed to continuing to align our programs with the industry’s best practices in fire and emergency services, ensuring the safety and well-being of the community remain at the forefront of our mission.

Orange County Holds Media Training Seminars

By Jesse Canales, Assistant Public Information Officer From September 26-28, Orange County Fire Rescue held three media training seminars for chief officers and ride ups. The purpose of the training was to provide best practices for media interviews and how to respond to reporters at the scene of a house fire, or other breaking news scenarios. The presentations were hosted by Amanda Dukes, a former WESH news anchor. Dukes shared her three decades worth of experience to help firefighters best communicate with the media. Not only did firefighters learn the importance of working with the media and how to speak with them but, they put their training into practice with various mock press conference scenarios. Those mock press conferences were filmed by Nicholas Culotta, a local FOX 35 Orlando photographer, and then were replayed for the class for training and revision. In total, 26 people attended the training.

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41

experienced and dedicated instructor cadre that currently serve on local, state, and federal USAR teams that have deployed worldwide to regions affected by natural disasters such as tornadoes, hurricanes, earthquakes, and flooding. NRC can provide operations and technician level USAR training in the following fields: Vehicle Machinery Rescue, Rope Rescue, Trench Rescue, Confined Space, and Structural Collapse. Additionally, we offer the following courses: Fire Officer, Driver Operator/Hydraulics, Hazmat, Incident Command, and advanced technical courses.

Courses can be designed specifically to meet an organizations’ needs. All NRC courses meet and exceed NFPA 1670 and 1006.

NRC has proudly worked with departments across the Nation and Puerto Rico, such as Florida Task Force 6, City of Miami FD, FL FEMA Task force 2, Key West FD,

Emergency District of Puerto Rico, South Trail FD, Operation SCORE of Massachusetts, Palm Beach Gardens FD, Martin Co FD, St. Lucie FD, Lexington County FD SC, Dover FD NY, Arkansas Task Force 1, City of Columbia FD SC to name a few.

Why chose NRC? NRC constantly evolves to ensure the most current training, industry standards/practices, and tactics. NRC provides all necessary equipment for each class, taking the worry out of accidental damage and undue wear and tear to your department’s resources. We pride ourselves on our safety record. NRC will customize each class to ensure your departments needs are met, making NRC one of the most versatile and unique training groups in the nation.

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