June 2020 Florida Fire Service Magazine by ffca

Photo by Florida Forest Service

THE PUBLICATION

OF THE

FLORIDA FIRE CHIEFS’ ASSOCIATION

June 2020 • VOLUME 28 NUMBER 6

Thank you Fire Chief Jeff Lane and the City of Gainesville Fire Rescue! • • • • • • •

E-ONE 100’ Platform Cyclone II X Cab Cummins X12 500 HP Engine Allison 4000 EVS Transmission Darley 1.5 AGH Hydraulically Driven Pump UPF 200 Gallon Water Tank UPF 10 Gallon Foam Tank

• • • • • • •

95 GPM Akron Foam Eductor Leece Neville 320 AMP Alternator Harrison 6KW Hydraulic Generator G4 Electronic Stability Control System Whelen Scene Lighting Package Whelen Warning Lighting Package Custom Tool Boards and Trays

• • • •

TFT 1250 GPM Monitor Fire Max Air Ride Rear Suspension Genesis Mach 3 Hydraulic Tool System Safety Vision Backup and Side Camera System • Breathing Air to the Tip

Thank you Town Manager Tom Harmer, Fire Chief Paul Dezzi, Deputy Chief Chris Krajic, Lieutenant Jose Rivera, and Longboat Key Fire Rescue! • • • • • • • • • •

Road Rescue – Fully Customized Ultramedic 2020 Freightliner M2 174”WB 74” Headroom Aluminum Cabinets VMUX System Lighting LED Strip, Kinequip in Rubber Crash Rail LED, Flexible Strip in all Compartments Safety Vision – 4 Camera System Whelen Emergency Lighting with Traffic Advisor FireTech Scene Light Mounted on Cab Roof Zico OTS Electric O2 Lift

Our team is dedicated to Service Life Extension Programs (SLEP) to meet the specific needs of our customers!

REV Technical Center Provides Cost Effective Ways to Enhance your Apparatus. Most customers find they can save approximately 25-50% of the cost of a new vehicle and extend the life of their apparatus by 10 or more years with refurbishment. Our certified technicians are trained to handle the most challenging rebuilds and upgrades, and all repairs follow NFPA recommendations. At REV Technical Center, no job is too large! Major refurbishments often involve disassembly of the vehicle, where components are inspected and then either repaired or replaced – resulting in dependable emergency vehicles at a substantial cost savings.

Upgrade and extend the life of your vehicle while saving approximately 25-50% off the cost of new. • • • • • •

Chassis Cab customizations HVAC Flooring Paint and graphics Electrical System Updates

LIKE US on Facebook

• • • •

Improve Safety Increase Performance Upgrade to Newer Technology Stay within Budget

Florida Fire Florida Fire Fire Chiefs’ Florida Fire

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

Florida Fire Chiefs’ Association 221 Pinewood Drive Tallahassee, FL 32303 Phone: (850) 900-5180 Email: info@ffca.org • www.ffca.org FFCA Staff Wm. Ray Colburn - Executive Director & CEO Denise Holley - Office Manager Scott Leisen - Marketing Director Ngoc Huynh - Conference & Events Director Donna Chason - Administrative Assistant Liz Aperauch - Administrative Assistant FFCA Board of Directors Darrel Donatto - President Ty Silcox, MPA - 1st Vice President Reginald Duren - 2nd Vice President John Miller - Immediate Past President Douglas Riley - Secretary/Treasurer Ryan H. Crawford - Northwest Region Director Carlos Aviles - Northeast Region Director Terry Wooldridge Jr. - East Central Region Director Julie Downey - Southeast Region Director Ian Kemp - West Central Region Director Michael Murphy - Southwest Region Director Wm. Ray Colburn - Executive Director & CEO Cindy Morgan - Foundation Chair Ronald Parrish, MPA, CFO, EFO - Senior Member

FEATURES

One Heart at a Time . . . . . . . . . . . . . 6 The Importance of Ethical Leadership 8 Living Lives of Compassion . . . . . . 10 What the O.J. Simpson Case Teaches us about Hubris in Public Safety . 12

Coffee Stains: Marks of Leadership Lessons Learned . . . . 18 Joining Forces: Joint Training with the Florida Forest Service and Fire Rescue

in South Florida . . . . . . . . . . . . . 20

FURTHERMORE Orlando Fire Department Places New Hazardous Material Fire Truck in Service . . . . . . . . . . . . .14

Lifescan and StrongPath Join Forces in Wellness . . . . . . . . . . .22

Editorial Submissions magazine@ffca.org (850) 900-5180

Featured Vendor . . . . . . . . . . . . . .24 Department Spotlight . . . . . . . . . . .26

Advertising Scott Leisen, Editor in Chief scott@ffca.org (386) 717-0055

Meet the EMS Chief . . . . . . . . . . .28 Meet the Fire Training

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 June 2020, Volume 28, Number 6 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 2020 by the Florida Fire Chiefs’ Association. All rights reserved. Materials may not be reproduced without written permission.

FLORIDA FIRE SERVICE

June 2020

Officer/Instructor . . . . . . . . . . . .30 Fort Myers Fire Department Reallocates Staff Positions . . . . . .32 In brief . . . news from around the state . . . . . . . . . . . . .34 FFCA New Members . . . . . . . . . . .38 Advertisers Index . . . . . . . . . . . . .38

*Sole source provider

he CURIS Decontamination System is a portable, hydrogen peroxide-based fogging system capable of disinfecting a room or enclosed area via a pulse technology. CURIS focuses on a ‘maintained pathogen-kill zone.’ Our Patented Pulse™ process maintains the volume of solution within a space to improve optimal environmental conditions.

Sales •Service Maintenance Contracts

Designed to reduce human error, our hands-free system with remote operation allows you to monitor, manage, measure, track, and report – to quickly prove, and continuously improve, your decontamination efforts.

Real world and laboratory verified studies have confirmed that CURIS kills bacteria, viruses, spores, mold, and bed bugs on 99.9999% of surfaces treated.

Owned and Operated by Firemen

2924 Crescent Dr. - Unit A, Tallahassee, FL 32301 • 850.566.5553 • www.RescueDecon.com

By Rick Spence, FFCA Chaplain

here is an old adage that says, “How do you eat an elephant? One bite at a time.” I’m sure by now everyone has seen the sickening footage of an indifferent Minneapolis police officer holding his knee on the back of George Floyd’s neck. When I heard him say, “Please, I can’t breathe,” I got a sick feeling in the pit of my stomach. This is especially true since those were the last words George Floyd would ever utter. This incident took place on May 25, and within a day or two protests began nationwide. They started out peacefully, but at times, some of them turned violent with looting and burning of buildings and property. When I commit a traffic violation, I expect to be pulled over by the local authorities. I have never been pulled over because of the color of my skin or because I looked out of place in a particular neighborhood. When I apply for a job, I expect to be hired if I am qualified and am considered the right person for the position. I have never been denied a job because of my skin color. When I walk into an assembly with other people, I expect to sit pretty much where I want. I have never seen women grab hold of their pocketbooks and move them away from me. Are more laws the answer? Does anyone think the Minneapolis police officer did not know that placing his knee on George Floyd’s neck was against the law? He and three other former officers will stand trial for their actions. Will this stop the racism in our country? What about more marches and protests? In my lifetime, I have seen the Civil Rights marches led by Martin Luther King in the 1960’s. In the 1970’s, the Black Panthers tried to lead the charge for equality after the death of Dr. King. In the 1980’s, there were protests and riots in the Overtown section of Miami after the death of an unarmed black man by the local police. In the 1990’s, protesting spread nationwide after the videotaped police beating of Rodney King. In the 2000’s, protests again erupted after Hurricane Katrina devastated New Orleans and the surrounding areas. The trend continued into the 2010’s, after the killings of young black men in Ferguson, Missouri and in Sanford,

FLORIDA FIRE SERVICE

June 2020

Florida. Now, in 2020, we are having more protests and marches over racial equality. If marches will not end racism, what about new laws? There are laws that prevent discrimination in hiring, housing, college entrance, loan practices and in so many more areas. Each of the protests that are listed above stemmed from a violation of the law. The law was not a deterrent to any of the Minneapolis police officers. The law did not seem to change racism in our country. What if we elect different people to office, would that end racism? Since the start of the modern Civil Rights movement in 1960, there have been 15 presidential elections and 30 Congressional elections nationwide. That does not include the tens of thousands of local and state elections that have occurred. Both political parties have had the majority of political power at times and they have shared political power at other times. More and more laws have been passed and yet each party seems to be equally inept at coming up with a solution. Racism is still alive and well. It is in our schools, our churches, our social settings and shockingly (sarcasm) even in our fire stations. If anything, racism has been driven underground. There are no longer signs over water fountains that state, “for blacks only,” or hotels and restaurants that openly exclude black men and women. Racism is now done discretely and covered up with the excuse of ‘I didn’t realize that’ or ‘that is not what that means,’ usually followed by a halfhearted apology. That is not to say that these events listed above did not have an impact on our nation, but I seriously doubt they have done much to change individual hearts. Before we change someone’s mind, we have to first change their heart. How do we go about changing hearts? There is only one way I know of to change people’s heart and that is through a relationship with Jesus Christ. Let us look to the Bible for an example. The apostle Paul, who was formally known by his Roman name Saul, was a Jewish religious leader and Roman citizen, which at the time, was extremely rare. Saul viewed the new “Christ followers” as an abomination and basically a cheap knock off

of Judaism. With his position, he had the authority to punish, imprison, beat and even put to death the early followers of Jesus. He persecuted the early church on a regular basis without any remorse. But, one day while he was travelling to Damascus, he had a personal encounter with Jesus Christ. That immediately changed his life. He went from being one of the major persecutors of the early church to its most staunch defenders and most powerful evangelists in history. He went on to write much of the New Testament and help spread the Gospel outside of Jerusalem and the Roman Empire to the far regions on the known world at that time. If it had not been for his travels, the early church may not have survived some of the issues it was facing at the time. He spoke and wrote about how Christians are to speak and act, both inside and outside the church walls. We are to be a reflection of Jesus Christ in EVERY aspect of our lives, not just when we are in church. Paul wrote in Galatians 5:13-14 “…but through love serve one another. For the whole law is fulfilled in one word, “You shall love your neighbor as yourself.” We become changed just as Paul did when we meet Jesus. In order to learn how to love your neighbor as yourself, take some time to get to know, really know someone who is different from you. Take time to understand your differences and get to know their character, their background, and their circumstances. I have found that people who look different than me have gone through some of the same situations I have and have many of the same values and concerns that I do. What we have in common is more than our differences. This is what Jesus did. He did not sit down to eat with the wealthy or affluent people of His time. He spent most p Rick S ence of His ministry feeding the hungry, helping the poor and healing the sick. Shouldn’t our • • FF actions reflect His? in CA C h a pla This is how you change an elephant, one heart at a time.

By Dr. Eric Smith, EFO, Assistant Professor of Public Administration, Barry University

n the past couple of decades, the notion of public sector ethics has been baked into the DNA of public sector organizations. With the current focus on ethical behavior in government, it is hard to believe that any public official could be involved in questionable ethical behavior. However, the truth is that it still happens all too frequently. What is ethics, and why is it that we see a constant stream of news articles detailing ethical based scandals involving public sector professionals? In the public sector, ethics addresses the fundamental premise of a public administrator’s duty as a steward of taxpayer’s hard-earned money. One useful definition of 21st century public sector ethics is the entirety of rules and proper moral conduct corresponding to the ideology of a particular organization. Although this is a very good definition of organizational ethics, abstract concepts are often difficult to apply to real world situations. Although ethics and ambiguity are not identical twins, they are at the very least, siblings. It is a valid premise to say that illegal acts are unethical However, it is also valid to say that not all laws and regulations are ethical; that is where the ambiguity lies. A simple, yet important, question to ask is why organizational ethics are so important. Part of the answer is that ethics provide accountability between your organization and the public. By leading an ethical organization, you are building a relationship of trust with those you serve. Creating a code of ethics for your organization and employees creates a standard of professionalism that can, and should be, shared throughout your organization. Another positive outcome of good organization ethics is the dissemination of timely and informative communication with the community. Ethical transparency builds trust, and prevents or minimizes the potential issues that can arise when people outside the organization are sending mixed messages. If there is something the public needs to know, it is better for it to come directly from the leadership of the organization. It should be no surprise, that ethical leadership embodies traits like honesty, accountability, integrity, empathy, and simply

FLORIDA FIRE SERVICE

June 2020

knowing right from wrong. It is also no surprise that multiple research studies have noted the importance of these traits when describing what makes a good leader. One of the areas that often becomes problematic for public sector professionals is the often mentioned, “appearance of impropriety”. The appearance of impropriety means exactly what it says; someone appears to be doing something that is not necessarily illegal, but does seem to be something that does not pass the sniff test. Unfortunately, it is not unusual for perception to trump truth. These errors in perception are directly related to the values of the person witnessing the behavior of others. In other words, if someone observes your actions and they deem them improper, that then becomes the truth to the observer. Staying out of the ethical hot seat is not as easy as one might think. There is little black and white in the world of ethics, only various shades of gray. Whether one’s behavior is viewed as ethical or unethical involves a number of factors, not the least of which is the ethical values of the organization being represented. If an organization’s ethical principles are vague, or nonexistent, it is not a stretch to assume that the ethical values of employees will also be lacking. One major strategy in overcoming ethical ambiguity is to develop comprehensive organizational guidelines with respect to ethical behavior. It can be difficult for employees to embrace ethical practices if the organization has few or no guidelines for addressing employee ethics. Another useful strategy is to develop and conduct periodic ethics training. Although,

many public sector organizations require employees to attend periodic ethics training sessions, it is not unusual for this type of training to be conducted in less than useful manner. All too often, this sort of very important training is viewed simply as a perfunctory box that needs to be checked off, rather than a crucial exercise intended to prevent the organization and its employees from falling into the pit of improper behavior. In this context, it cannot be overstated that perception is often more powerful than the actual truth. That being said, it is crucial that public sector leaders ensure ethical behavior in their employees by E ri c S m it h developing organizational and employee codes of conduct. Moreover, just as importantly, reinforcing this • commitment to • Ba rr y U n i v e r sit y organizational behavior through timely and relevant ethical training. It is a safe bet to say that you and your organization both lose when the Appearance of Impropriety label is attached to your organization or to you personally.

Living Lives of Compassion By Joseph A. LaCognata, Chaplain, Fire Rescue Support

Please check us out on social media

https://www.facebook.com/FlFireChiefsAssociation/

https://www.linkedin.com/in/florida-fire-chiefs

@FlFireChiefs

FLORIDA FIRE SERVICE

June 2020

But what about the manner in which you relate to the people that you serve? What about the human side of the fire service? For a variety of reasons, those in our communities call for our assistance. Whether they are the victim of an accident, a medical event, or their own poor choices, they are in need of our attention, compassion and support. For the moment, the person right in front of you is who is most important. According to Dictionary.com, compassion is defined as, “A feeling of deep sympathy and sorrow for another who is stricken by misfortune, accompanied by a strong desire to alleviate the suffering.” There are many times I’m absolutely overwhelmed by the needs that I see around me. My community and my world are full of violence, poverty, and despair. If I’m not careful, being overwhelmed can result in a type of paralysis where I do nothing because the problems seem too big. What’s needed is for me to live a life of compassion. Andy Stanley, pastor of North Point Community Church, said, “Do for one what you wish you could do for everyone. Because if we all did for one what we wish we could do for everyone, it might change the world. But certainly, it would change one person’s world. It may even change your world.” So take the time to look into the eyes of the person that is in front of you. Get down on your knees to connect with the child that you

are helping. Slow down enough to really listen h A. La C ogna se p ta o J to the senior citizen that is in need of assistance. When you focus on the person that is right in front of you, you Fir t eR or give them an escue Supp incredible gift; your actions show that they have value and worth. By the way, all of this applies off duty as well. Look into the eyes of your spouse. Get down on your knees to connect with your children. Slow down and listen to your parents. The challenge before us is to look and not only see the crowd and all their struggles, but also the individuals who make up that crowd. When we do that, we can make a difference. Dr. Seuss said it this way, “To the world you may be one person, but to one person you may be the world.” You can find more from Andy Stanley by searching “One Not Everyone” on YouTube. You can find out more about Chaplain Joe and Fire Rescue Support by visiting www.firerescuesupport.com. •

bility, competency, and proficiency are all sought after qualities of those in the fire rescue profession. The work is comprised of intricate technical skills based on a strong educational foundation. On-going training makes sure skills such as hose line deployments, medical procedures and extrication techniques stay sharp.

•

By Gordon Graham, Co-founder, Lexipol

ordon Graham here again and let me get you caught up with where we are in this effort to incorporate “real” risk management into everything that gets done in public safety operations. I cannot say this often enough: Most of what your people are doing, they are doing right. The combination of good people performing high-frequency tasks is very powerful. They become experts at what they do, and they

FLORIDA FIRE SERVICE

June 2020

generally do it efficiently, safely and effectively. However, occasionally our personnel get in trouble on high-frequency events and when they do, it’s because of one of five “problems lying in wait”: In past articles I gave you some thoughts on the dangers of complacency, fatigue and distractions. This time, I want to cover hubris. Hubris. I just looked up the definition in Meriam-Webster and their interpretation of the word is “exaggerated pride or selfconfidence.” I have another word for it— cockiness. Please don’t get cocky. Regardless of occupation or profession, when people get cocky, it’s a ticket for tragedy. I love confident cops—but cocky cops (or pilots, or firefighters or public works people) are going to get in trouble. To illustrate this, let’s go back some 20-plus years to the O.J. Simpson trial. There are a lot of reasons the O.J. verdict was “not guilty.” You can look at how the district attorney moved the trial from West Los Angeles to downtown, or that the DA did not put his best prosecutors on the case, fearful they would use their fame to run against him in an election. Or you can

blame it all on Mark Fuhrman. But as I analyze the result, the “H” word keeps popping up. LAPD homicide cops are very, very, very good at what they do. They have a high arrest percentage and a high percentage of guilty pleas or verdicts. I was always impressed by their work when I was active in the LA area— and I remain so today.

In fact, I think they got so good at what they did in the 1980s (high arrest numbers and high conviction numbers) that they got a little cocky. They kept on winning and winning and winning! But when I dug deeper, it became clear why LAPD had so many pleas and guilty verdicts in homicide cases: Most of the defendants were represented by public defenders. Now I don’t know the caseload of PDs in your jurisdiction, but in LA they are grossly overburdened with cases—there is, after all, lots of criminal stuff going on in the City of Angels—and they historically have been understaffed. So the PDs were good at taking pleas (“Take the 25-year offer, because if it goes to trial it could end up in a death penalty”) and when they did take a case to trial, it was hardly the only case they had. Now, LAPD had a policy on how to investigate murders. It was properly designed and it was up to date. It was very specific regarding the responsibilities of the “first-in” detective, the importance of securing the crime scene, how to talk to witnesses, how to collect evidence, how to book evidence, etc. But over a period of years (and I have heard this from many inside LAPD), their level of adherence to the policy decreased. They were still getting pleas and convictions because the PDs were so busy and overworked they did not get into the minutiae involved in the investigation. But there was a growing problem lying in wait. And you know the rest of the story. When the detectives showed up on Gretna Green Way on June 12, 1994 (oddly enough, my dentist’s mother lived next door to the scene of the crime), they did not follow all the written rules regarding crime scenes and witness interviews and collection and preservation of evidence. And 16 months later, a jury found O.J. not guilty. What was different about this case? O.J. did not have a public defender. O.J. understood the meaning of “capital punishment”—the more capital you got, the less punishment you get! He got a good lawyer—actually five good lawyers—and they took the LAPD detectives apart, not on corpus delecti, but rather on their failure to follow the guidelines set out in their policies on murder investigations. I was and am convinced these LAPD cops were not bad cops—but they were “cocky cops” and hubris ended up causing them grief. There are countless other cases involving motor cops and public safety pilots and dispatchers and others in our high-risk business who get cocky (synonym: arrogant) and the result is an unfavorable outcome. So there you have it—my take on the case that captivated the nation almost 26 years ago. Hard to believe it is still in the news. That’s it for this writing. In my next piece I will wrap up this portion of my ramblings with some thoughts on risk homeostasis. Until then—please work safely—and don’t get cocky! TIMELY TAKEAWAY—In 2017 former MLB player Roy Halladay died in a plane crash in Florida. Do you know what kind of plane he was flying? Check it out and you will have a leg up on my thoughts on risk homeostasis. Gordon Graham is a 33-year veteran of law enforcement and is the co-founder of Lexipol, where he serves on the current board of directors. He is a risk management expert and a practicing attorney and has presented a commonsense approach to risk management to hundreds of thousands of public safety professionals around the world. Graham holds a master’s degree in Safety and Systems Management from University of Southern California and a Juris Doctorate from Western State University. Visit us at WWW.FFCA.ORG

By Ashley Papagni, Public Information Manager, City of Orlando Fire Department

n Monday, June 1, the Orlando Fire Department placed its newest rescue fire unit, the Hazardous Materials apparatus, in service. This new unit will respond to all calls within the city of Orlando including, gas leaks and chemicals spills. Fire Chief Benjamin Barksdale and crews held a traditional push-in ceremony signifying the start of service at Station One. This SVI-built, HazMat 4-door Sutphen Monarch chassis, vehicle includes a number of new features and capabilities: • A new walk-through cab ability with a work station for incident command • New weather station to alert members of chemical release and evacuation parameters • Climate controlled cab for personal protection equipment longevity • Expanded charging stations for detection meters and calibration • Spill control provided by pump off features and drums for hazardous material containment • An electric awning for protection against heat and severe weather

FLORIDA FIRE SERVICE

June 2020

• Additional jump seats for personnel and compartments for new equipment • New decontamination compartments with tents and alternative boots to protect personnel

Thank You Fire Chief Eddie Hand and The Suwannee County BOCC

Rosenbauer FX 3000 Gallon Tanker-Pumper

• Freightliner 114SD Cab and Chassis •Cummins L9 450HP Engine/ EVS3000 Transmission •FX Heavy Duty Aluminum Tanker Dry Side Body •Two (2) Zico PTS Hydraulic Porta-Tank Racks •Hale DSD 1250GPM Single Stage Pump •UPF 3000 Gallon Water Tank •Newton 10” 3-Way Swivel Rear Quick Dump •Whelen LED Warning Light and Scene Light Package

Ocala, FL • 352-304-6922 • IFRG Sales and Service

2020 Safety & Health Conference

B Resort & Spa • Lake Buena Vista, FL • December 7-9, 2020

Part 3- Know Why it Matters

By Matthew Love, Fire Chief, Fort Myers Beach Fire Department

s we conclude this three-part series exploring the marks of leadership lessons learned, we tie each coffee stain to one critical element; intent. We started with wandering the new territory of Florida for a lesson on reliability. This identified the importance of our team knowing we will be there for them when they need us. This also surfaced the strategy required of leaders to actively discover information and genuinely know the team to create an environment worth thriving in. Finally, it became surprisingly clear just what a small amount of time it takes to have a substantial impact on our team. In these final “stains,” the reoccurring importance of personal interaction is echoed, recognizing that technology is an enhancement to leadership, not a replacement. Reaching for Gold As a loyal patron of my local coffee establishment, I found myself grabbing a cup on a high-frequency basis. My favorite joint 18

FLORIDA FIRE SERVICE

June 2020

had a loyalty program and I had achieved gold status, membership card in hand! In fact, in this modern age I would pay for my coffee using this golden passport, earning points along the way. One day I used my card to purchase coffee for a friend and he proceeded to educate me on the latest and greatest method of membership. Apparently, I was not quite as modernized as I thought. The newest of coffee house frequenters applied their gold status using an app on their phone, with no need to carry around a card. As he proceeded to tell me about all the great benefits of this option and how antiquated I was for still carrying a card around, I just wasn’t convinced; after all, I liked the shiny gold card. The following morning as I hit the drive through at my coffee sanctuary, I observed the occupant of the car in front of me handing the barista a phone; no doubt it included the newest achievement in gold status technology. As I waited my turn, I thought long and hard,

“was I ready to take my coffee acquisition to such a level?” I pulled up to the window, and the answer became abruptly clear. The barista happily asked me for payment, and as I handed her my shiny gold card it slipped from her hand in-between the window and my vehicle, falling into a puddle accumulated from the melting of snow. It was then and there I realized, the latest and greatest technology certainly has a place, but it also can have a weakness. I relate this to our modern-day methods of communication and the vastly expanding way in which we keep in touch with those we lead. I have slowly implemented new communication methods, appealing to efficiency and a new era of technology. As we do this, I often hear of challenges faced in interacting with our newest members. As I dive further into this subject, I learn that many have not just expanded their communication methods, they have in fact replaced in-person communication methods with various modes

•

instilling the genuine desire to work for the betterment of our team, or sincere intent. A wise officer once remind me how astute our team can be in spotting disingenuous leadership. Of course we collectively devised a “Coffee Stain” analogy for this, “even crappy coffee smells good brewing, until you take a sip!” In other words, our team can tell if we are leading genuinely form the heart, and the proof is not in the appearance, but in the action. Though the term “leader’s intent” is multifaceted, in this case, intent is about a sincere desire to be the best leader we can be. Demonstrating heartfelt intent may be our team knowing we will be there when they need us, and actually being there, or the environment we create by asking questions and discovering information. The power of these lessons is in knowing tthew Love, Ma our team and using that knowledge for their betterment. Sometimes this may be through prioritizing our time ye p rs to “watch the coffee De Bea c h F ir e brew”, acknowledging the impact a small amount of time can have on our team. So, whether you drink coffee or not, hopefully you can relate to these “Coffee Stains” and use them to develop your genuine desire to lead at your best.

e nt

t M

For

minutes it took to brew the pot. In this short time, I learned more about her than I had ever known. I learned what was going on in her world, a little more about her family, and I even received some glimpses into what her passion was in our industry and what motivated her. For what was a short period of time, I was able to have a valuable experience with a member of our team and now better understood how to lead her. There is no doubt we get moving pretty fast and can find ourselves squeezing every little second out of our day, but some of the most productive time is the time we spend with our team simply “watching the coffee brew.” I have caught myself identifying how monumental the task is to find quality time with our firefighters in the stations, and how every spare second counts when we are striving to be a best-in-class department. Every spare second does count, but so does what we do with those seconds. I came to the realization that it doesn’t have to take a lot of time to carve out meaningful time with our team. From that point forward, our mantra went from “stop and smell the roses” to “stop and smell the coffee, and do it with someone!” We have covered a lot of ground over this three-part series, and likely consumed a fair amount of coffee along the way. Despite the many topics covered, an overarching theme in these “marks of leadership lessons learned” is

•

of electronic communication. A pitfall of this replacement, rather than expansion, has resulted in dwindling face-toface interaction with our team. The face-toface interaction has been replaced with short, impersonal messages which may achieve efficiency, but sometimes at the cost of personability. Without this personalized interaction, the passion of the leader is less and less noticed. As members of our team see this less, their vision of the leader begins to alter and distort. All that is left are those quick efficient messages, all business and all but personal. Technology is an amazing tool that great leaders must apply, but with its implementation the best leaders will maintain a personal interaction with their team, focusing on the person receiving the message just as much as the message itself. Stop and Smell the Coffee Like many of my colleagues, I enjoy a nice afternoon cup. One cold winter day, I started the daily ritual at 2:45, not 2:44, but 2:45, of brewing a pot of coffee for the headquarters staff. Usually, I would start this process then run back to my desk to get a little more work done while it brewed. But that day was different. Instead of running back and getting those few seconds of work done, one of our firefighters was visiting and I found myself engaging in conversation with her for the 6.2

Visit us at WWW.FFCA.ORG

JOINING FORCES:

Joint Training with the Florida Forest Service and Fire Rescue in South Florida By The Florida Forest Service, Everglades District

he Florida Forest Service Everglades District encompasses Palm Beach, Broward, Miami-Dade, and Monroe counties. Wildfire suppression in this district has and will continue to be a challenge for wildland firefighters. For instance, there are more than 6 million people residing in the Everglades District. Combine that with having an intricate roadway system, that includes the Florida Turnpike, Interstates 75 and 95, and U.S. Highways 41 and 27. Diverse ecosystems including pine and palmetto forests, hardwood hammocks, rare and endangered pine rocklands, and vast acres of sawgrass span the district. Each ecosystem requires unique and specialized firefighting

FLORIDA FIRE SERVICE

June 2020

equipment along with tactics that are much different from structural firefighting. Over the last 10 years, the Everglades District has averaged 113 wildfires annually. Many of these wildfires have caused significant impacts on communities and roadways located in what’s known as the wildland urban interface. These wildfires combined with diverse habitats and human development, pose suppression challenges for our wildland firefighters. Within the Everglades District there are approximately 332 fire departments as well as tribal, state, and other federal managed lands. Given the different firefighting tactics between wildfires and structure fires, a need for a formal training program with our partners was identified. Because of the diversity of South Florida’s fire departments and wildland urban interface areas, the training program “Joining

Forces” was created. Forest Ranger Tim Abramczyk, a 14-year veteran wildland fire fighter stationed at the Everglades Forestry Station in Broward County, recognized the need to create a joint training program for our structural firefighting partners. He enlisted the help of Senior Forest Ranger Mike Beck, a 15-year veteran also stationed at the Everglades Forestry Station, to design and implement the program. The “Joining Forces” training program is a one-hour interactive presentation. This program focuses on safety, communications, wildland firefighting tactics, types of equipment, personnel staffing and wildland hazards such as venomous snakes and reptiles, dead trees referred to as “snags” and noxious plants such as poison wood that can cause severe skin irritation. The training is designed to allow open communication between all participants. “It took about three years to put the program

together, and we received tremendous input from our structural partners in Broward County,” said Abramczyk. “My goal was to make the training simple yet informative.” Joining Forces has had a positive impact on fighting wildfires, which is evident based on improved response times, revamped procedures and an overall improvement in communication between the agencies. Captain Chris Benemio of Sunrise Fire Rescue saw value with the training program and was eager to provide input from a structural firefighting perspective. “Broward County has numerous parks and wildland recreational areas and wildfires pose a challenge for our structural firefighters,” said Benemio. “The Joining Forces training program allows our structural firefighters to become knowledgeable with the different firefighting equipment utilized by the Florida Forest Service and their wildland firefighting tactics. In several recent wildfires that we jointly responded to, I witnessed a greatly improved communication system providing increased safety for our firefighters and improved firefighting tactics.” To date, Joining Forces has been presented more than 100 times reaching approximately 1,000 structural firefighters with Sunrise Fire Rescue, Davie Fire Rescue, Plantation Fire Rescue, Coral Springs-Parkland Fire Department, and Miramar Fire Rescue in South Florida. “Our goal is to continue to introduce the Joining Forces training program throughout the Everglades District and to other fire departments and stations,” said Abramczyk. “It has been a great learning experience sharing ideas with our structural partners, and I am glad to be a part of a program that increases our firefighter and public safety.” If you are a representative of a fire department located in the Everglades District of the Florida Forest Service and would like more information about the Joining Forces training program, please feel free to contact Florida Forest Service Forest Ranger Tim Abramczyk at Timothy.Abramczyak@FDACS.gov or (954) 680-4180.

Visit us at WWW.FFCA.ORG

Life Scan & StrongPath Join Forces in Wellness First Responders Get Fitness and Mental Health Helping Hand

very day across America first responders put their lives on the line to protect our communities. Ensuring first responders are in top physical and mental health ensures their survival. StrongPath, a virtual science-based fitness and nutrition company has partnered with Life Scan Wellness Centers, the nation’s leading provider of comprehensive early detection public safety physicals to offer police, firefighters, and EMS free access to StrongPath’s virtual fitness app with its array of exercise, nutrition, stress, and sleep management plans. Maintaining physical fitness is key to reducing workplace injuries and critical to ensuring peak performance and career longevity, as well as providing scientifically proven mental health and stress reduction benefits. The StrongPath fitness app allows police, EMS, and firefighters to better manage their fitness even with their hectic schedules. Offering more than 1000 instructional and motivational exercise videos, first responders are sure to find the physical challenge that suites them best. StrongPath also provides nutrition plans as well as meditation, yoga, and

FLORIDA FIRE SERVICE

June 2020

other stress reduction techniques which can be mastered in the privacy of the home. “Life Scan has focused on the health and wellness of first responders for over two decades. In that time, we’ve learned that prevention and early detection are the best methods for ensuring the health and safety of first responders. We know that physical and mental health fitness are the best way to keep health complications from arising. This partnership with StrongPath compliments the on-site assessment and coaching our exercise physiologist perform with 40,000 firefighters and law enforcement officers annually. It will allow our frontline heroes to stay safe and strong both physically and mentally during the course of the year until we see them again for their next annual public safety physical.”, said Patricia Johnson, CEO and Co-Founder. The fitness program allows first responders to set their own goals, monitor their progress, and get stronger every day. The videos provide real-world fitness techniques which mimic on the job movements and are designed to be undertaken with little or no exercise equipment needed. StrongPath’s virtual fitness

program also has a built-in message board where first responders can communicate, motivate, and support colleagues across the country. “Society is rising to the challenge that this pandemic is creating. Supporting our first responders is absolutely critical. It’s our responsibility as a community and a company to do what we can to keep them healthy in body and mind. I am incredibly humbled that StrongPath is doing its part to help keep those that our community relies on in the best shape so that they can always be there for us, as we will always be there to support them.” Said Jeff Camp, CEO of StrongPath. For more information, or to schedule an interview, please contact either: Chief Todd J. LeDuc, (Ret), Chief Strategy Officer- Life Scan Wellness Centers 954-410-3862 Todd.LeDuc@lifescanwellness.com www.lifescanwellness.com Avin Kline, Product Manager-StrongPath media@strongpath.com www.strongpath.com

kso

As c

adershi p, d Le n L e

n v ill e,

scend Leadership prides itself in being a full-service promotional testing service. From the time of first contact with your agency, until the last report is delivered, Ascend Leadership is responsive and transparent. Ascend Leadership was started in 2011 by Dave Casey, a retired Superintendent of the Florida State Fire College and Fire Chief with Chris Niebling, a retired Captain and past IAFF Local president. Some points that set Ascend Leadership, LLC apart from other testing agencies are: Provide unique assessment exercises that allow the candidates to respond “in context”, (the same form as they would in a “real world” situation). Role player/raters serve as crew members, command staff, other officers, or the public. In person communications are handled in person, radio communications are done by

FLORIDA FIRE SERVICE

June 2020

radio. Exercises are custom designed to reflect your department’s realistic expectations. Our mantra is for the candidates to prepare for the job – not for a test and they will do well. All too often candidates focus so hard on the testing procedure and not the position they are testing for. To identify differences in practice versus policy that could result in challenges or other issues, a targeted skills & methods report (TSMR) for the position being tested is highly recommended and offered by Ascend Leadership. The results are provided to the Fire Chief with the final report. For written testing, we use electronic response devises for real time tracking and immediate item analysis. Grading is completed as the candidates finish. This is done at your site, not a computer lab. Professional Liability and General Liability insurance ($1M each) with the municipality indemnified. For your candidates: A candidate orientation early into the process that includes how the exercises will be conducted and the grading processes. This offers greater transparency than many providers, which helps to allay many of the concerns both from the department and the candidate.

A website specific to your process with study suggestions, resources, and an explanation of their process. For the Fire Department’s Administration: A detailed report is provided to Fire Chiefs that includes not just the scoring, but also the JTA, strength and weaknesses of the candidates and recommended training. We welcome inquires and questions on our testing process. We are also the authors of seven Fire Engineering videos “The Right Seat” Volumes 1 and 2, “The Right Seat – Volunteer Leadership” Volumes 1 and 2, “Suburban Fire Tactics (with Chief Jim Silvernail), “The Art of Miscommunication”, and “The Right Seat – Classroom edition”. We provide officer development training localized to your agency and needs. Please contact us at: (352) 519-4694 info@ascendleadershipllc.com www.ascendleadershipllc.com www.therightseat.us

ETR, L.L.C. is a full service company devoted to the Emergency, Tactical, and Rescue industries. ETR, L.L.C. was incorporated in September, 2001. Our collision and remount facility is located in Sanford, FL. In addition to new vehicles sales we provide collision, custom command conversions, graphics, parts, reconditioning/remounting, service, and warranty repairs. ETR, L.L.C. is EVT, FORD QVM, and CAAS G.V.S. Remount certified.

REM OUNT

MARION COUNTY FIRE RESUCE 6 NEW 2019 G4500 AEV CUSTUOM TYPE I

FEATURES: • Whelen LED interior & exterior lights • Zico QR-E-1 Vertical Mount • Stryker Performance Load • Federal PA-4000 Siren • Vanner 20-1050 CUL Inverter • Liquid Spring suspension Thank You Chief James Banta & Marion County Board of County Commissioners.

1-844-612-8148 19 YEARS OF RESPONDING TO YOUR NEEDS

he City of Coral Springs is young by most standards with its mere 56 years of age. As one of Florida’s uniquely and completely planned cities, Coral Springs had a lot of catching up to do from the start. In 1963 the land was a green bean farm with just five residents, emergency services were provided by agencies nearby. In 1970 nine volunteers stepped up to form a Fire Department to protect the newly acquainted 18,000 residents. The City’s developer donated the first fire truck, a 1966 750-gallon pumper that suctioned water from surrounding canals, because there were no fire hydrants. A team of trained, dedicated volunteers responded to calls of brush fires, house fires, and car accidents. They arrived in their personal cars, with a jumpsuit, coat, a pair of boots, a plastic helmet and an axe. This volunteer system sustained the growing City for decades. By 1979 the City’s Volunteer Fire Department was rated one of the best volunteer units in the country. By 1995 the population was estimated around 100,000 and the City hired the “First 15” professional firefighters, EMT’s and

FLORIDA FIRE SERVICE

June 2020

paramedics. This did not end the volunteer service, the paid unit rather worked with volunteers. The ‘90s also proved the need for a fire training academy. The City graduated its first class in 1999. In 2004, the Coral Springs Fire Department became a fully paid workforce and acquired service contracts to provide fire suppression and EMS services to the neighboring city of Parkland. In 2005, the City opened a fire academy and training center which soon became the only educational institution in the State of Florida to offer every course required to become a firefighter within one academy. It is recognized as the number one Fire Academy in Florida. The Coral Springs-Parkland Fire Department is one of 24 departments that make up the Urban Search and Rescue Task Force 2. The team is designed to respond to a variety of disasters, including earthquakes, hurricanes, typhoons, storms, tornadoes, floods, dam failures, technological accidents, act of terrorism, and hazardous material emergencies. Members of the Coral Springs-Parkland Fire Department provided emergency response during the tragic shooting at Marjory Stoneman Douglas High School in

Parkland in 2018. The training, preparation and advance life-safety response saved the lives of 17 critically wounded victims. The horrific events of that day, the loss of 17 innocent victims and the suffering of countless others in our community, is an imprint on the department’s history, which will forever remain. The Coral SpringsParkland Fire Department will never forget those who perished, those who were saved, those who still suffer and will forever remain #MSDStrong. For an assortment of historical, downloadable Fire Department Photograph, visit:www.coralspringsphotos.org/Historical/ Fire-Department-Historical/

Visit us at WWW.FFCA.ORG

Meet

the

EMS Chief Stephen F. Shaw, Jr., Battalion Chief of Emergency Medical Services, Fort Lauderdale Fire Rescue

A brief summary of your Fire/EMS service tenure and career journey. Stephen Shaw is the Battalion Chief of Emergency Medical Services for Fort Lauderdale Fire Rescue (FLFR). In his 20 years with FLFR, he has held the ranks of Firefighter, Driver-Engineer, Lieutenant and Training Captain. Prior to EMS Chief, he was as the Battalion Chief of Training, which he held for five years. He has held the roles of Research & Development Chair for FLFR and Training & Education Subcommittee Chair for the Fire Chief’s Association of Broward County. He is currently the Health & Safety Chair, the Hazmat Team Coordinator, and the Infectious Disease Control Officer. He has instructed in various disciplines, ranging from paramedic school, fire academy classes, and hazardous materials courses. He is a Registered Nurse as well as a certified Community Paramedic through Hennepin Technical College. He is a Hazmat Specialist for USAR Task Force II and a Hazmat Committee Member for the IAFC. Population served including square miles covered. Estimated population is 195,687 36 square miles covered Composition and structure of department as it relates to EMS service delivery: FLFR is an all-hazards response organization operating a single-tier transport system. FLFR is comprised of 412 uniformed personnel responding from eleven fire stations located throughout the City and within the City of Wilton Manors. The units responding from those fire stations include twelve engine companies, three ladders, sixteen medical rescue units, one squad, one ARFF truck, one Hazmat tractor trailer, and two fire boats. All of our sixteen medical rescue units (MRUs) are staffed with a minimum of two paramedics. 28

FLORIDA FIRE SERVICE

May 2020

Four of these are three-person units that are overseen by a Rescue Lieutenant. All our units are ALS capable. Who is the agency’s Medical Director? Dr. Benny Menendez / Dr. Jerry Brooks Describe the EMS unit deployment model Fixed How many full time ALS units? How many full time BLS units? 12 ALS Engines, 3 ALS Ladder/Platforms, 16 ALS Rescues, 1 peak hour Rescue (0900 – 2100 hours daily) Percentage of providers that are paramedics, percentage EMTs 92% Paramedics, 8% EMTs

Does your agency provide transport services? Yes Does the agency provide critical care transport? No Does your agency provide interfacility or non-emergency transport services? Only for emergencies (trauma transfer, etc.) Total vs. EMS Call Summary: In 2019, we had 36,164 Rescue and Emergency Calls (NFIRS 300 Series) or 36,164/total 48,951: 73.9% In 2019, we had 25,185 Transports. What are some unique aspects of your role as EMS Chief of a fire-based EMS agency? The opportunity to provide administrative and operational EMS oversight to a large agency such as FLFR is challenging, but extremely rewarding. As with most fire-based EMS agencies, EMS represents a large portion of what we do. As EMS Chief, I find myself involved with almost every aspect of our department, from training and special events to data collection and community health. EMS touches almost everything! This has led to the development of a strong network of professionals whose goal is ultimately the same – provide the best possible EMS service possible.

Describe the agency’s and Medical Director’s philosophy in managing EMS services. The mission of the medical directors for FLFR are “to create a process where innovation and leadership flourish while remaining on the cutting edge of the art and science of prehospital medical care.” Describe your agency’s medical protocols/parameter. FLFR has department-specific medical protocols shared with two other neighboring agencies. Our protocols are continuously updated and represent the best practices of prehospital care. We recently updated our cardiac arrest protocol to incorporate highperformance CPR (HP-CPR). We are in the process of comparing the ROSC and cardiac arrest survival data before and after beginning the new protocols. Quarterly meetings are held to update protocols, review high profile cases, and to review best practices from across country. What is the most notable achievement your agency has reached in EMS services? Fort Lauderdale Fire Rescue became accredited by the Commission on Accreditation of Ambulance Services (CAAS) in 2018. We also became accredited through the Center of Public Safety Excellence (CPSE) in 2015 and an

were recognized as an ISO Class 1 agency in 2015. What is the most challenging EMS issue facing your department today? The constantly growing needs of our dynamic community continue to push the boundaries of our EMS system. The current COVID-19 pandemic is shedding light on areas where we can expand our scope of practice, along with showing us where our gaps lie. The challenge is not only the building of the infrastructure and staffing needed to meet these demands, but to use acquired data judiciously and appropriately. Do you have a working relationship with the hospitals and other healthcare institutions in your district/city/area? We have a strong network of relationships with all our surrounding hospitals and with all our various stakeholders in the medical community. This is inclusive of healthcare coalitions, the Department of Health, and the Broward County Health Department. We also communicate regularly with our police department, long term care facilities, and community-driven organizations such as the YMCA and the Fort Lauderdale Housing Authority. Comment on the topic of mobile integrated healthcare/community paramedicine and how fire-based EMS agencies could influence the delivery of comprehensive medical care to the community. In short, I believe that mobile integrated healthcare is a major portion of the future of emergency medical services in the United States. The rising costs of healthcare combined with redefining the definition of value in terms of EMS is forcing us all to take a hard look at what we do and determine if it is truly sustainable. Expanding the scope of practice to include primary care in the rural setting and focusing on resource access for our patients in urban areas is a strong start. The highlighting of telehealth in the current COVID climate is

providing us an opportunity to test drive this technology for this and other types of scenarios. The Emergency Triage, Treatment, and Transport (ET3) Model from the Center of Medicare and Medicaid Services (CMS) is providing us choices we have not had before, such as the ability to transport to alternate destinations other than emergency departments and to potentially provide treatment in place using telemedicine. Hopefully these innovative ideas of today will become the norm of tomorrow. What’s the future for the fire-based EMS services as you see it? I am honored to part of our EMS profession – and it is nothing less than that; a PROFESSION. I am also very cognizant of the challenges that lie ahead, such as defining and proving value, keeping up with technology, and the need to become more integrated in healthcare. Many of the opportunities mentioned above that are becoming available now are in line with what many envision as what a future EMS system will be. We cannot let these opportunities go to waste. EMS agencies need to be proactive and strategic in their planning. Data will continue to be king. Proper analysis and careful decision-making using that data will become more paramount than it is now. We owe it to those who paved the way in EMS. We honor their work by continuing to pioneer changes, by advocating for our working conditions, and by promoting EMS as the essential and honorable specialty that it is. In the end, we will always be the ones who show up to help anyone who calls us. Our crews need the proper education and training, using the right equipment and technology, to provide our patients with what they need. I am proud to be the EMS Chief for Fort Lauderdale Fire Rescue, and I am excited to be part of the initiative to bring us to the next level!

Visit us at WWW.FFCA.ORG

Meet

the

Fire Training Officer/Instructor Stephanie Palmer, Division Chief of Training, Coral Springs-Parkland Fire Department

Career Journey: Stephanie started as a Firefighter/EMT and has worked her way through the ranks. Some of her positions and responsibilities included Driver Engineer, Lieutenant, Captain, Battalion Chief, Dive Team Commander, Safety and Health Committee member, IAFF Peer Fitness Trainer and now the Division Chief of Training. Stephanie was an instructor at the Fire Academy for over 13 years, covering both EMS and Fire related classes. She is an Instructor for the Florida State Safety Officer series, Fire Officer I/II and Technical Rescue Courses. She is certified as a Chief Fire Officer (CFO) with the Nationally Accredited Center for Public Safety Excellence (CPSE), Nationally Certified Instructor II, Florida State Fire Officer III, Florida State Safety Officer, Advanced Swiftwater Technician, Dive Team and Peer support member. She has served on the FEMA Homeland Security Urban Search & Rescue Florida Task Force (FLTF2) since 2002. Stephanie has been deployed on several International & Domestic rescue missions as a rescue specialist and currently serves as a Search Team Manager responsible for search plans and daily missions for the team. Of the many lifesaving and Unit citation awards she has received throughout her career, the one she is most proud of is the Meritorious Duty Award in 2014 for rescuing a woman during a fire. She and her partner went back in after the rescue with a hose line, put the fire out and started overhaul before other units arrived. 30

FLORIDA FIRE SERVICE

June 2020

Form of Government: Municipality Sources of Funding for Jurisdiction: Ad-valorem taxes and fire assessment fees Population served including square miles covered: We serve approximately 162,000 people over 25.5 square miles in the cities of Coral Springs and Parkland. Composition of Department: 183 Operations Personnel Department Equipment: Our front-line apparatus includes one 100’ Platform, one 107’ Ladder, five pumper trucks, and eight Rescues. Our reserves include one Quint, 3 pumpers, and 3 rescues. Our department also has a tanker, an air

truck, 2 dive boats, 2 EMS detail carts, a Pub Ed van, “Sparky’s House” safety trailer, numerous staff pickups and SUVs, and a parade truck. At our training facility, the Coral Springs Regional Institute of Public Safety, we have one Ladder, 4 pumpers, one Rescue, and a driving simulator. We are proud that all our frontline apparatus has either been designed with the Clean Cab Concept or has been retrofitted to Clean Cab standards. Additionally, all our spare engines have been CC retrofitted as well. Several of our staff vehicles are also Clean Cab compliant, and we are continuing to retrofit the others, or replace with CC compliant pickup trucks as units are replaced. Call Summary: In FY2019, we responded to 15,415 total calls. What is the most challenging issue facing your department today? The constant need to keep up with current affairs, best practices and standards, challenges our department daily. Succession planning and member development is on the forefront with our department, as we are anticipating a large turnover in personnel in the next 5 years with retirements. We designed and implemented Officer Development and New Hire Orientation programs to ensure the success of members. Our Union and Administration worked together to get the programs moved to a two-week program where members come off shift to concentrate solely on development for our Officers and an 8-week Orientation program for the new hires.

Does your department have a formal, long-range strategic plan and is training an integral part of that plan? Chief Palmer developed a 5-year strategic plan specifically for the Training Division and quantified the positive and negative impacts it had on the other divisions in the department. The restructure of the Division allowed additional support positions and other opportunities for members to be involved with training. It created two (2) Training Officer bid positions, a Battalion Chief and administrative assistant position. Additionally, the department has a long-range Strategic Plan that is updated every five years. How have current economic times impacted your training division and how are you doing things differently today because of the economy? I believe it is important to be personally vested in any division and be fiscally responsible at the same time. When you listen and collaborate ideas with your members and other agencies it provides two things: a different perspective and cost-savings for everyone. We put in a tremendous amount of “behind the scenes” sweat equity to make training relevant and impactful for our members and build relationships with our surrounding agencies. What training challenges do you see facing the fire service today? Maintaining the pace is a challenge every training division is faced with daily in the fire service. Everyone wants some type of training and it is difficult to meet the needs of every level in the organization. When you say “yes” to someone’s idea, it means you are saying “no” to someone else’s. It is a difficult balance and you must realize there are only so many hours in the day. The primary job for our people is to provide service to the community, therefore a successful training division needs to be flexible and creative. Do you have a close working relationship with other public safety agencies? We are very lucky to have an outstanding relationship with the other divisions in the city. We work closely with our law enforcement personnel and Emergency Management on all levels of command. Some examples of programs developed together were “Stop the Bleed”, Rescue Task Force, Haz-Mat Awareness, and Hurricane Preparedness for First Responders. We are also fortunate to have an excellent working relationship with our neighboring departments and have had the opportunity on more than one occasion to train together. We look forward to more training together when life returns to normal. Visit us at WWW.FFCA.ORG

Pictured L-R: James Hayden, Lance Pullen, George Camargo, Tracy McMillion, Aaron Burik, Rick Reynolds, Christopher Mulvey. (Not pictured Valerie Leitschuh)

Fort Myers Fire Department Reallocates Staff Positions By Caroline Rimel, Communication and Public Relations Intern, Fort Myers Fire Department

he Fort Myers Fire Department was formed in May of 1901 and ever since has been continually looking for new ways to better serve the community. The FMFD’s purpose is to preserve life, protect property, prevent harm, and promote excellence. Staying true to these values, the department recently reallocated staff positions, appointing new responsibilities to several internal personnel. The restructure serves to align the fire department with its overall mission and everyday operational needs. This change comes after a detailed analysis by Florida Gulf Coast University. The report was comprehensive, comparing local fire departments and addressing community needs based on current operations in departments as far as Mississippi. Through this resource the Fort Myers Fire Department was able to better understand the needs of the growing population in the city, as well as its diverse and expanding department.

FLORIDA FIRE SERVICE

June 2020

The new appointments include James Hayden as the Deputy Chief of Administration; Lance Pullen as the Deputy Chief of Operations; Valerie Leitschuh as the Assistant Chief of Accreditation and Professional Standards; George Camargo as the Division Chief of Operations and Training; Aaron Burik as the Fire Training Manager; Rick Reynolds as the Fire Marshall; and Christopher Mulvey as a Senior Fire Inspector. These new jobs include a diverse set of employees and skills, including Leitschuh as the highest-ranking female in the

department’s history, and Camargo as the first Hispanic senior staff member. These new responsibilities focus on providing a deeper dedication and will increase effectiveness and efficiency that is delivered by the department. Positions were reallocated from existing staff members and did not require any increase in personnel and shows positive upward movement as an opportunity for development. Fire Chief Tracy McMillion says the new configuration will support the department’s services. “The staff realignment allows us to be more responsive and functional when serving the needs of the community as our Valerie Leitschuh population grows. We are able to respond to an increase in calls quicker and more efficiently to create better outcomes.”

Coral Springs COVID-19 Antibody Testing Since the start of the COVID-19 pandemic, the City of Coral Springs worked closely with our Medical Director, Dr. Peter Antevy, and the Health and Safety Team, to ensure city staff were virus free so they could continue serving the public in the safest manner possible – especially our most vulnerable and at risk population. Thanks to a partnership with the State of Florida Department of Health, Coral Springs is leading a comprehensive multi-city study evaluating the use of antibody testing in asymptomatic employees. Coral Springs obtained the rapid test kits from the State and has already tested its employees during phase one of a longitudinal study. The study will evaluate the antibody status of employees every 6 weeks for a total of 3 episodes. “Like the virus itself, this type of mass testing for employees is unprecedented,” said City Manager Frank Babinec. “Ensuring our workforce is free from the virus is great for the community we serve, and for our own health and peace of mind.” The community needs to know that we are healthy and we are here for them. It’s been widely reported that the global pandemic has caused the public to avoid seeking assistance from public safety and health officials due to fear of contracting COVID-19. We recognize how imperative it is for our residents to feel safe when interacting with our staff – especially our public safety personnel. Nearly 700 city employees voluntarily opted to be tested for COVID-19 antibodies over the past week, including 359 first responders. We are proud to announce, 100%of employees who were tested are currently free of the COVID-19 virus. Five of the employees tested were IGG positive, meaning they may have had COVID-19 and developed antibodies, which could possibly protect them in the future. Three employees were IGM positive, indicating they may have been infected and their immune system was starting to respond to the virus. All eight received PCR testing (throat swab), which confirmed all to be free of the COVID-19 virus. MEDIA: Interviews with members of the Health and Safety Team and employees who were tested available by request.

Treasure Island Firefighters Receive Donation At the June 2nd City Commission meeting, American Legion Post 158 presented the Treasure Island Fire Association with a check for $2,000. The Legion has been a supporter of our first responders for many years and regularly helps our fire and police departments with special projects. Last year, they provided funding for patriotic wraps on our new brush truck and on several patrol vehicles for our police department. In addition to the financial support, Post 158 regularly provides an honor guard for our events and city sponsored parades. We are proud to support our local American Legion post and partner with them to improve our public safety infrastructure. Pictured L-R: FF/PM Juan Bagos-Esteves, Post Commander Dan Poremba Sr., Fire Chief Trip Barrs 34

FLORIDA FIRE SERVICE

June 2020

Hillsborough County Assists in COVID-19 Testing By Eric Seidel, Public Information Officer

In May, Hillsborough County Fire Rescue (HCFR) began implementing new, aggressive COVID-19 testing procedures for long-term care and assisted living facilities as part of Hillsborough’s newly formed Senior Care Facility Task Force. The program aims to protect the county’s most vulnerable residents by taking testing directly to the facilities to test all staff who may be asymptomatic carriers of COVID-19, as well as testing residents. “The asymptomatic carrier is the staff person who comes through the front door, gets screened appropriately including temperature, but may still be spreading the virus“ said HCFR Deputy Fire Marshal Ray Hansen.” That is something the Hillsborough Task Force wants to address with this targeted testing program. Hillsborough County is home to some 280 assisted living and long-term care facilities, 27 of which have reported cases of COVID-19 to the state. To perform the testing, HCFR teamed up with public and private partners including Adventhealth, and the department provides the operational support, logistics and planning for the Task Force. Its efforts supplement those of the state Incident Management Teams.

Lake County Installs Backup Generators By Tiffany Henderson, Lead Public Information Office

Ahead of hurricane season, Lake County Fire rescue has outfitted seven fire stations with backup generators, providing the stations up to 96 hours of full power before refueling is needed. Under the Hurricane Irma Hazardous Mitigation Grant Program, Lake County Fire Rescue was awarded a 75% funded project to add backup generators to seven fire stations. The $350,000 grant ($262,500 federal dollars and $87,500 local match) was awarded last year, and installations began this past January at stations 11, 19, 53, 70, 82, 83, and BC90. “With the first tropical disturbance expected to impact the Florida peninsula this weekend, completing our station generator project is perfect timing,” said Lake County Fire Rescue Chief Jim Dickerson. “For the first time in Lake County Fire Rescue history, all 26 fire stations are equipped with full power backup generators.” In the past, fire crews had to be relocated when power was interrupted during storms, now all Lake County Fire Rescue stations are storm ready, and crews can remain in firehouses during severe weather. Lake County Fire Rescue is also upgrading 20 of its 26 facilities with new impact resistant windows, high-wind resistant garage doors, and hardened pedestrian doors, funded 75% through federal funds.

Fort Lauderdale Provides Virtual Tour of Firehouse

DBFR Tests Some Residents at Home

By Stephen Gollan, Battalion Chief, Public Information Officer

By Dani Moschella, Public Information Officer

Every year Fort Lauderdale Fire Rescues opens its doors to thousands of school children for tours of our firehouses. This year with the onset of COVID-19, we were forced to limit station access. Knowing this field trip was the highlight to those aspiring firefighters, we knew that we couldn’t let them down. We immediately reached out to a local realtor, Julie Lurie and asked for her help. She called her photographer and he agreed to not only produce the virtual tour but to do it all for free. Days later David Steel with HD Click Media showed up at our Station and began putting together a tour that we hope will provide children the opportunity to attend a field trip that they might otherwise have missed.

Delray Beach Fire Rescue and Delray Medical Center teamed up to make sure Delray Beach residents who couldn’t get to a COVID-19 testing site received the testing they need. Thanks to about $9,000 donated by generous members of the community, including top donors Harvey and Virginia Kimmel and the Delray Beach Firefighters Benevolent Fund, DBFR bought about 150 test kits from Delray Medical Center. Firefighter/paramedics visited home-bound seniors, special needs residents, and others who wanted testing but were unable to get to a testing site. The tests were generally administered outside, including on front porches and in garages, without having to send DBFR employees inside houses. Delray Medical Center provided the test kits at cost to DBFR and, in partnership with the city, coordinated processing the tests. “We know that coronavirus testing is an important step to making sure Delray Beach residents stay healthy,” DBFR Chief Keith Tomey said. “We don’t want anyone in our city to feel that they can’t be tested simply because they don’t have the means or the physical ability to get to a testing site.”

Orange County Fire Rescue Increases Staffing By Carrie Proudfit, Lead Public Information Officer/Manager

Daytona Firefighter Rescues Dog By Sasha Staton, Public Information Officer/Community Relations

For the first time in the Department’s history, every engine, squad, truck and quint at the Orange County Fire Rescue Department (OCFRD), is now staffed with a minimum of four personnel. At a May 29 graduation, OCFRD Fire Chief Jim Fitzgerald and Division Chief of Operations Mike Wajda delivered the oath of office to the Department’s 56 newest firefighters, which served not only as a milestone in terms of growth for the Department, but the catalyst to the enhanced staffing plan. To date, OCFRD is now nearly 1500 members strong, with 42 stations and growing.

Hillsborough County Inspector Donates Kidney

East Lake Firefighters Shave their Heads!

By Eric Seidel, Public Information Officer

By Claudia Faiola, Fire and Life Safety Educator

What an incredible gift - and an incredible story! It started with scary news more than a year ago, when one of our Hillsborough County Fire Rescue (HCFR) family, Capt. Jeff Hewett found out he needed a kidney transplant. As the search for a donor intensified, the answer to his family’s and our prayers was found in a co-worker. Our very own HCFR Fire Inspector Sharri Dufresne had herself tested and turned out to be a perfect match! She didn't think twice. The operation was a complete success and with cheers, lights and applause, we were able to surprise Sharri and express our gratitude as she left the hospital on 5/8, having donated a kidney to Jeff. It was an emotional moment as we honored her for her selflessness, compassion, and generosity. The kidney is already working well, and we cheered Jeff as well, as he left the hospital just days later. Sharri, you are truly our hero! 36

A Daytona Fire crew rescued a small dog from underneath the seat of a vehicle with no injuries to the animal. The owner called the Fire Department panicking when her dog became stuck under the car seat while she was driving. The dog was frightened as well; however, a Firefighter was able to squeeze the dog out carefully from under the seat and reunite him with its owner.

FLORIDA FIRE SERVICE

June 2020

On Firefighter Appreciation Day, firefighters from East Lake Fire Rescue firefighters came together to shave their heads to show support for our Financial Administrator's son, Daniel, who is currently fighting cancer. Our firefighters lined up a set of chairs in front of one of our units and took turns shaving their heads. As they were getting their head shaved, they video called Daniel, who was on his way to a chemotherapy session, and shared the entire moment live with him. Our thoughts and prayers are with Daniel.

Plantation Marks End of an Era By Joel Gordon, Battalion Chief

Surrounded by retirees and former members, Plantation firefighters and EMS personnel marked a chapter in its history by lowering the flag at Station 1 for the last time. The fire station, located on Broward Boulevard at the Turnpike, is considered the first fire station in the City’s history. Under an approved bond project, the old station is being replaced with a new, modern station which will be labeled under the Broward County numbering system as Station 25. Station 1, which served the City for more than 60 years, was officially closed with a flag lowering ceremony by the Department Honor Guard. Former Station 1 members and Department retirees were invited to attend the ceremony. The station’s history is being preserved as part of the Department’s museum collection with a display that includes the original station sign, the construction plaque, the volunteer alerting siren, and the American Flag, as well as several photos. Photo: Former Plantation firefighters and retirees posed for a photo (top) as the original “Station 1” was officially closed.The photo was designed to be similar to the original photo of Station 1 (bottom) taken in 1957 when it opened.

Waste Collection Fire at Landfill By Volusia County Fire Rescue

The Tomoka Farms Road landfill in Daytona Beach was the scene of a waste collection truck fire. The compressed natural gas (CNG) truck was destroyed in the fire. Volusia County Fire Rescue Engine 12 and Port Orange Fire Rescue Engine 75 responded to the scene. No injuries were reported.

Daytona Beach Firefighters Fight Brush Fire By Sasha Staton. Public Information Officer/Community Relations

Daytona Firefighters responded to a Brush Fire that was approximately 1 acre in size near a Daytona Beach apartment complex. Firefighter were able to get control of the brush fire and prevent it from nearing the apartment buildings. No residents needed to evacuate and no one was injured. High winds caused the fire to continue to grow and create lingering smoke in the area but with the help of the Florida Fire Service, Firefighters were eventually able to get the fire completely out.

Structure Fire in Daytona Beach

Hillsborough County Assists in Transfer of Patients

By Sasha Staton. Public Information Officer/Community Relations

By Eric Seidel, Public Information Officer

A structure fire broke out on the morning of May 8 at the corner of A1A and Lenox Ave. in Daytona Beach. Multiple units from the Daytona Beach Fire Department quickly arrived and began battling the flames that had already spread from the shed in the back of the house to the main house. Two adult residents and their dog were able to exit the house without injuries. Although the house sustained damage from the blaze, Daytona Firefighters as well as an engine company from Daytona Beach Shores were able to keep the fire from burning the entire house. The shed and car port located in the rear of the house are a total loss. Additionally, the end room of the Economy Inn Motel that faces the rear of the house received damage from heat and smoke to the exterior wall as well as the interior of the room. A cause was not able to be determined on scene and the State Fire Marshal was called to conduct an investigation.

COVID-19 infections in elder care and adult living facilities have been some of the most dangerous due to the age and frail health of the patients. But if hospitalization and treatment are successful, and the patient is asymptomatic, should the person go back to the same long-term care facility? Enter the concept of the “step-down,” or transitional facility. On 5/19, Hillsborough County Fire Rescue (HCFR) began overseeing the transfer of these patients, who no longer require hospitalization but may still test positive for COVID-19, to transitional beds at a dedicated facility while they await clearance to return to their previous residence. "The geographic setup of the building itself has two wings that are completely isolated so we can have COVID-19 patients brought in and out of the building without coming into any sort of contact with the common area of the building," said HCFR Deputy Fire Marshal Ray Hansen. The idea is to isolate the asymptomatic carriers to prevent them from spreading the virus to other residents. “That’s just helping to save lives and illness," said Chief Hansen.

Visit us at WWW.FFCA.ORG

Advertiser . . . . . . . . . . . . . . . . . . . . Page No.

Biosound Healing Therapy 888-495-1946 . . . . . . . . . . . . . . . . . . . . . 24

Minerva Bunker Gear Cleaners / Fire Soaps 888-928-6537 . . . . . . . . . . . . . . . . . . . . . 13

Channel Innovations Corporation 352-694-7006 . . . . . . . . . . . . . . . . . . . . . 15

Municipal Equipment, LLC 800-228-8448 . . . . . . . . . . . . . . . . . . . . . . 9

DAB Door 800-257-2016 . . . . . . . . . . . . . . . . . . . . . 35

NAFECO 800-628-6233 . . . . . . . . . . . . . . . . . . . . . 39

Database Financial Services, Inc. 877-624-3767 . . . . . . . . . . . . . . . . . . . . . 33

Team Equipment, Inc. 800-367-9054 . . . . . . . . . . . . . . . . . . . . . 17

ETR, LLC 407-339-6737 . . . . . . . . . . . . . . . . . . . . . 25

Ten-8 Fire Equipment, Inc. 800-228-8368 . . . . . . . . . . . . . . . . . . . . . 40

Genesis Rescue Systems 850-566-5553 . . . . . . . . . . . . . . . . . . . . . . 5

United Badges Insurance Services 850-841-9992 . . . . . . . . . . . . . . . . . . . . . 11

Hall-Mark RTC 800-524-6072 . . . . . . . . . . . . . . . . . . . . . . 2

VFIS 800-233-1957 . . . . . . . . . . . . . . . . . . . . . 21

Life Scan Wellness Centers 813-876-0625 . . . . . . . . . . . . . . . . . . . . . 23

Wheeled Coach 800-342-0720 . . . . . . . . . . . . . . . . . . . . . . 3

Medicount Management, Inc. 813-539-0176 . . . . . . . . . . . . . . . . . . . . . 19

Wildland Warehouse 866-945-3526 . . . . . . . . . . . . . . . . . . . . . 31

Brian Brown . . . . . . . . . . . . . . . . . . . . . . . . . . .Seminole Tribe Fire Rescue Sam DiGiovanna . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Cordico Alex Esteves . . . . . . . . . . . . . . . . . . . . . . . . . .Cape Coral Fire Department Thomas Fletcher . . . . . . . . . . . . . . . . . . . . . . . . .Citrus County Fire Rescue Scott Freseman . . . . . . . . . . . . . . . . . . . . . . . .Village of North Palm Beach James Grant . . . . . . . . . . . . . . . . . . . . . . . . . . .Jacksonville Fire & Rescue

FLORIDA FIRE SERVICE

June 2020

Julius Hart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chase Hurst . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Citrus County Fire Rescue Robert Laughlin . . . . . . . . . . . . . . . . . . . . . . . . . . . .“Safety Lab Plus, Inc.” Michael McDowell . . . . . . . . . . . . . . . . . . . . . . . .Maitland Fire Department Mark Mckenzie . . . . . . . . . . . . . . . . . . . . . . . . . . . .Baker Fire Department Lucas Williams . . . . . . . . . . . . . . . . . . . . . . . . . . .Citrus County Fire Rescue

2018 EDITION

NFPA-CERTIFIED SCBA Dräger PSS® 7000 SCBA R62980-2018ED-HP

CA L FO L DE R MO

Now’s the time to

Dräger Up!

Carbon Composite Cylinders PSS Head-Up Display (HUD) FPS 7000 Full-Face Mask PSS Lung-Demand Valve (LDV) PSS 7000 Carrying System Sentinel 7000 PASS & Monitoring System Buddy Breather Universal Emergency Breathing Supply System (UEBSS) Cylinder Quick Connect

Dräger Pac® 6000 CO Single-Gas Monitor 8326369

• Strong performance for maximum safety

F200601_FLO150_DRA040_POM_RW_rev1

• Easy handling thanks to clear user guidance • Two-year battery, turn it on and largely forget it

OT AVA HER ILA GAS BLE ES

Dräger X-am® 2500 4-Gas Detector

Dräger X-am® 8000 7-Gas Detector

• Sensors: O2, CO, H2S & LEL

• Sensors: PID, LEL, CO, H2S, O2, HCN

4542261

• Rechargeable • Sensor technology with long battery life and intuitive operation • Matrix display with liquidcrystal display

8325800

• Measures up to seven gases, including toxic, flammable gases and vapors, and oxygen all at once either in pump or diffusion mode

NAFECO.com/Specials www.nafeco.com • 800-628-6233 • Scan QR Code for Specials or go to

TEN-8 FIRE EQUIPMENT NEW DELIVERIES SPRINGFIELD FIRE DEPARTMENT Thank you Fire Chief Brian Eddins. • • • •

Pierce Saber® Pumper Waterous 1500 gpm pump 1,000 gal tank Cummins L9, 450 hp engine

HOLLYWOOD FIRE RESCUE Thank you Fire Chief Rodolfo Jurardo, Jr. • Three Pierce Impel® Pumpers Two top-mount, one side-mount • Waterous 1750 gpm pumps • 750 gal tanks • Cummins L9, 450 hp engines

E APPARATU S

SERVICE

UIPM ENT EQ

FI R

BU AM

TEN8FIRE.COM

LANC