September 2018 FFS.QXD
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THE PUBLICATION
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FLORIDA FIRE CHIEFS’ ASSOCIATION
September 2018 • VOLUME 26 NUMBER 9
Thank you Fire Chief Brady Rigdon, Assistant Chief Greg Roland, and Nassau County Fire Rescue.
• E-ONE Typhoon X Custom Rescue Pumper • Typhoon Extended 80” Cab • Cummins L9 450HP Engine • Allison EVS3000 Transmission • Hale QMAX 1500 GPM Pump • UPF 1250 Gallon Water Tank with Ladders Through Tank • UPF 30 Gallon Class A Foam Tank • Hale 2.1 FoamLogix Foam System
• Heavy Duty 12” Wrap Around Front Bumper • (10) Bottle SCBA Storage in Wheel Well • Severe Duty Dash Package with Low Profile Officer Side Dash • V-MUX Electrical System with Vista IV display • Whelen Pioneer Plus PFP2 Brow Lights • Whelen 900 Series Super LED Opti-Scene Lights • Federal Signal Navigator 73” Light Bar
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• Wheeled Coach FireMedic Series Type 1 • 2018 Ford F-350 169” WB 14,000# GVWR • 6.7L V8 Diesel Engine • 6-Speed Automatic Transmission • 153”x 72” Headroom Modular Body with Wheeled Coach’s Exclusive Safe Pass Door Handle System • Whelen LED Warning, Scene, and Interior Lighting • Wheeled Coach Patented Cool-Bar™ External HVAC Condenser • Stryker Power-LOAD Cot Retention/Loading System
Thank you Fire Chief Mark Schollmeyer and Brevard County Fire Rescue.
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September 2018 FFS.QXD
Florida Fire Florida Fire Fire Chiefs’ Florida Fire
9/9/18
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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 Denise Holley - Office Manager Scott Leisen - Marketing Director Taylor Allen - Administrative Assistant Jaylen White - Administrative Assistant Ragan Vandegriff - FFCA Chaplain FFCA Board of Directors John Miller - President Darrel Donatto - 1st Vice President Neal de Jesus - 2nd Vice President Otto Drozd III, EFO, CFO - Immediate Past President David Downey - Secretary/Treasurer Jonathan Kanzigg - Northwest Region Director Ty Silcox, MPA - Northeast Region Director Timothy Mossgrove, MPA, CFO, EFO West Central Region Director Gene Prince, EFO, CFO - East Central Region Director Julie Downey - Southeast Region Director Michael Murphy - Southwest Region Director Wm. Ray Colburn - Executive Director Cindy Morgan - Foundation Chair Ronald Parrish, MPA, CFO, EFO - Senior Member
Message from the Foundation Chair . . . . . . . . . . . . .6
6 FEATURES Supporting Our Future Leaders. . . . . 10
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Service Leadership. . . . . . . . . . . . 12 Unfinished Business. . . . . . . . . . . . . 16 Responses to Hoarding
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Environments . . . . . . . . . . . . . . . . 20
FURTHERMORE NASFM Announces New Officers and Directors . . . . . . . . . . . . . . . .8
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CFO Delivers Central Florida’s
Remembering Victim 0001 . . . . . .11
Advertising Scott Leisen, Editor in Chief scott@ffca.org (386) 717-0055
Meet the Chief . . . . . . . . . . . . . . .12
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.
Members on the Move . . . . . . . . .24
FFCA New Members . . . . . . . . . . .15 Meet the PIO . . . . . . . . . . . . . . . .18
Florida Fire Service September 2018, Volume 26, Number 9 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 author’s alone and do not imply an opinion on the part of the officers or the members of FFCA. Copyright 2018 by the Florida Fire Chiefs’ Association. All rights reserved. Materials may not be reproduced without written permission.
FLORIDA FIRE SERVICE
The A, B,C, and D of Fire
First Decon Kits . . . . . . . . . . . . . .8
Editorial Submissions magazine@ffca.org (850) 900-5180
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FROM THE SECTIONS
September 2018
Featured Vendor . . . . . . . . . . . . . .24 In brief . . . news from around the state . . . . . . . . . . . . .31 Advertisers Index . . . . . . . . . . . . .34 Events Calendar . . . . . . . . . . . . . .34
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MESSAGE FROM THE FOUNDATION CHAIR
Cindy Morgan
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t the Executive Development Conference in July of this year, I had the privilege and honor of being elected as Chair of the Florida Fire Chief's Foundation. Prior to my involvement, Ten-8’s founder Don Bouwer held a position on the Board of the Florida Fire & Emergency Services Foundation for many years. This organization was dear to his heart. As
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Don’s health deteriorated, I stepped in to fulfill his term and was then elected to my own term in 2017. Think for a moment what you know and perceive about the Foundation. Now, erase that out of your mind and let's start fresh! To start with, we are changing the name to better reflect who we are - Florida Fire Chiefs Foundation. We The mission of the are your Foundation. Foundation is to provide educational opportunities, including scholarships, to fire and emergency services professionals, develop public relations programs to promote and raise public awareness of Florida's fire and emergency services; to assist other related organizations in the development and implementation of public education programs and provide scholarships to educate fire service personnel on the latest public safety methods and techniques. In years past, we provided scholarships to FFCA conferences and events. The focus was inward thinking and we know that we can do much better! We are now embarking on developing a scholarship program to help students get through Firefighter I and EMT standards. We will work with approved educational institutes’ financial aid departments and help fund the gap
between what the students can get from the school and what is needed. Each student will have a local fire department sponsor and mentor. In addition, we are actively looking to partner with organizations and events that further our mission. For example, the Foundation provides a grant to the Northwest Volunteer Weekend each year. This weekend is extremely important to our volunteers in the panhandle of our state. Recently, we voted to provide a grant to the Florida Firefighters Safety and Health Collaborative. This amazing organization works tirelessly to educate and support the safety and health of our fire fighters. How can you get involved? Join the Vigiles Societas. Every dollar given to this great program helps fund scholarships. Participate in our silent auction and the raffle at the Executive Development Conference. This past July, the Foundation raised over $25,000 that will be used to impact lives and support the fire service. If you have an idea of an event or an organization that you believe we should support, please contact me at cmorgan@ten8fire.com. I look forward to hearing from you!
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National Association of State Fire Marshals Announces New Officers and Directors
Julius Halas Sworn in as President of National Association of State Fire Marshals
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t its annual membership meeting in Park City, August 13-16, the principal membership of the National Association of State Fire Marshals (NASFM) elected, by unanimous acclamation, four State Fire Marshals to serve two-year terms on the Association’s Board, announced NASFM President Julius Halas, the Director of the Division of Florida State Fire Marshal. The principal membership of the National Association of State Fire Marshals (NASFM) elected Director Halas to serve a two-year term as President of the association. Halas has served in the fire service for over 43 years and was Vice President of the organization as well as serving in various other capacities on the Board since 2013. “I am honored and humbled to serve alongside my fellow state fire officials working to enhance public safety across this nation. I am truly grateful for the opportunity to serve as President and I look forward to working with my colleagues as we identify and address issues impacting fire prevention and public safety,” said Halas. “And thank you to Florida
Chief Financial Officer Jimmy Patronis for his full support of my serving as a member and as the President of NASFM.” In addition, the NASFM membership elected as its Vice President, Jim Greeson, Indiana State Fire Marshal, who has been on the Board of Directors since 2013. Michael Desrochers, Executive Director, Vermont Division of Fire Safety, Department of Public Safety was elected as Secretary-Treasurer. Director Desrochers has served on the Board of Directors since 2016. Jeff Hussey, Ohio State Fire Marshal, and Mike Morgan, Director of the Colorado Division of Fire Prevention and Control were elected to join sitting Board Directors Brian Geraci, Maryland State Fire Marshal, and Coy Porter, Utah State Fire Marshal. Louisiana State Fire Marshal H. Butch Browning serves on the Board as Immediate Past President in an advisory non-voting capacity. “I look forward to working with this Board of Directors,” said NASFM Executive Director Jim Narva. “They are all extremely strong leaders with great ideas and an understanding of how to achieve ambitious goals.” The Officers and Directors were sworn in to their positions by Buddy Dewar, a founding NASFM Member and former Florida State Fire Marshal, following the conference opening ceremonies on August 13, 2018. About NASFM, “A Strong United Voice for Fire Prevention.” The principal membership of NASFM comprises the senior fire officials in the United States and their top deputies. The primary mission of the National Association of State Fire Marshals (NASFM) is to protect human life, property and the environment from fire and related hazards. A secondary mission of NASFM is to improve the efficiency and effectiveness of State Fire Marshals’ operations. In addition to its principal membership, NASFM has several categories of membership to allow companies, associations, academic and research institutions, and individuals who support NASFM’s mission to contribute in meaningful ways. Learn more about NASFM and its issues at www.firemarshals.org.
CFO Delivers Central Florida’s First Decon Kits By Mike Jachles, Public Information Officer, Orange County Fire Rescue
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range County Fire Rescue took delivery of the first batch of cancerfighting decontamination kits in central Florida August 23. Fire Chief Otto Drozd was joined by Chief Financial Officer and State Fire Marshal Jimmy Patronis, Florida Fire Chiefs’ Association President and
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Ocoee Fire Chief John Miller, and Florida Fire Chiefs’ Association Foundation Board of Trustees Chair Cindy Morgan. The post-fire, on-scene decontamination kits were created in partnership with the Sylvester Comprehensive Cancer Center at the University of Miami Miller School of Medicine and will help mitigate firefighters’ exposure to cancer-causing products of combustion. Over 4,000 decontamination kits will be distributed to 405 fire departments throughout Florida. More than 1,000 of the green, supplyfilled buckets have already been distributed, with the remainder of the kits to be delivered in the near future. Each kit includes the tools needed for firefighters to effectively decontaminate their gear while on-scene after a fire. The kits were awarded through a $1 million grant to the firefighter cancer mitigation grant program. The Sylvester Comprehensive Cancer Center has developed a website, www.sylvesternewbadgeofhonor.com, which contains related educational materials, along with other resources designed to help educate firefighters about cancer risks and processes that might help reduce those risks.
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September 2018 FFS.QXD
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Supporting our Future Leaders By Timothy Mossgrove, MPA, EFO, CFO, FM, MIFireE, Fire Chief, Haines City Fire Department
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hen entering the fire service, we are all full of dreams, aspirations and expectations of what we would like to achieve in our career. For some, simply enjoying coming to work and doing the job they feel most comfortable in. For others, they want to excel in their fire service career and become a Fire Service Leader. The question for some is how? Some organizations have a well-defined professional development path revolving around that organization’s succession plan. In other organizations it may not be as well defined, and eager fire service professionals seek out how to begin and achieve their professional development as a leader. This summarization came to light at our summer Executive Fire Officers section meeting on how Mossgrove we can help fire service Tim professionals who want to develop as a leader, and tell them how we can support them. Like ne some, I was pushing t r s C a it y F ir e D e p forward in my professional development and at times I found myself at a dead end, staring at the wall and trying to figure out how can I complete this program on a higher level? I found myself asking others who had been through professional development programs before me, and how did they find a well vetted program and stay focused to successfully finish the program. Most of the response was they had
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found someone who had been through a professional program previous to support them through mentorship along their development journey. And that is where we should as fire service leaders offer our support as mentors for our future leaders. In our society today, the fire service offers officer professional development programs at different levels. In the State of Florida the Fire Officer I through IV certification programs offer an introduction into a leadership role up to and including senior management. These programs over the past years have been updated and well vetted to reflect what fire service officers may encounter in today’s leadership. Another robust leadership program is the Emergency Services Leadership Institute (ESLI) that focuses on mid-level and Chief Fire Officers. The ELSI program continues to be high in demand for today’s leaders and provides six different courses of instruction. At a national level the two (2) year Managing Officers Program (MOP) and the four (4) year Executive Fire Officer Program (EFOP) also give focus to leadership development and added value, and opportunity of networking with other professionals worldwide is afforded. There is also professional credentialing certifications through the Center For Public Safety Excellence. This is where we as leaders who have gone before and completed great programs such as those mentioned can support our future leaders. We can do this by offering our leadership in mentoring and coaching. The Florida Executive Fire Officers Section
provides a communication platform for networking and supporting participants in different types of professional development programs. Our Fire Service Mentoring Program, within the EFO section, gives this opportunity for all of our Florida Fire Service Leaders. The FFCA is offering members an opportunity to select a fire service mentor for a variety of individual/professional needs. This is a component of the strategic plan of the FFCA, and the Executive Fire Officer Section has agreed to lead this effort on the Association’s behalf. FFCA members will find a short biography on each of the Florida fire professionals serving in the mentoring capacity with achievements and areas of specialties to assist members in selecting a mentor. This program is designed to allow a consistent approach throughout the State and build a strong and dependable network for all to utilize. This is just one more example of the FFCA meeting the needs and requests of the membership. To leaders in the fire service, if you are wanting to look into or enroll in a development program we encourage you to reach out to the EFO Section for support and direction. Please visit our section at www.ffca.org for information on how you can contact mentors who want to support you in your journey to excellence.
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Remembering Victim 0001 By Joseph A. LaCognata, Chaplain, Fire Rescue Support
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ministry of presence. By their presence, fire chaplains bring some peace and comfort as stressful and difficult situations are encountered. I’m proud to be among the fire chaplains that continue the tradition of caring that Father Judge started years ago. You can find out more about Chaplain Joe and Fire Rescue Support by visiting www.firerescuesupport.com.
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ather Mychal Judge was a Franciscan friar and Catholic priest who served as Chaplain to the Fire Department of New York. Father Mychal has the distinction of being the first certified fatality of the September 11, 2001 attacks. Father Judge was born in Brooklyn, NY in 1933. Due to his father’s illness, at a young age he worked shining shoes at Penn Station across the street from St. Francis of Assisi Church. He was so profoundly influenced by the friars of St. Francis that he pursued religious training and was ordained into the priesthood in 1961. After serving in various roles through the years, he was assigned to his home church of St. Francis in 1986. While Penn Station was across the street from St. Francis Church in one direction, the Fire Department of New York’s Engine 1/Ladder 24 was across the street in the other direction. This set Father Mychal on a journey that would lead him to being appointed as Department Chaplain in 1992. Throughout the years of serving FDNY as their Chaplain, Father Judge demonstrated the essential qualities of ministry: care, compassion, forgiveness. He was known to be there for those in crisis, as well as for the firefighters that he loved and served. It was these qualities that brought him to the lobby of Tower 1 on September 11, 2001. He responded to this call like he had responded to many calls before. However, when Tower 2 collapsed, and debris was scattered into Tower 1, Father Judge was killed. Father Mychal Judge represented the absolute best of the fire chaplaincy. He was a selfless servant caring for the needs of those who serve every day. Fire rescue personnel put their lives on the line for their communities. The work you do is full of unique challenges like dealing with extreme physical conditions and coping first hand with human tragedy. Often these challenges take a toll on your well-being and put an incredible strain on your relationships. It’s into this world that the fire chaplain is called. It has been said that the chaplaincy is a
eR or escue Supp
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Visit us at WWW.FFCA.ORG
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By Adam Poirrier, EFO, District Fire Chief, St. Pete Beach Fire Rescue
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s the great Alan Brunacini stated, the “two things firefighters hate; the way things are now and change.” The truth to this statement puts fire service leaders in a complicated situation. The easiest approach is to do nothing and leave things the way you found them when assuming a leadership role. According to Chief Brunacini, it’s not going to affect the way the firefighters react anyways. But is that truly what being a leader is all about? The correct answer to this question is no. More than likely you were picked as a leader to not just maintain status quo, but rather to move the organization forward. The fire service is similar to a plane in the sky, the only direction it can go to be successful is forward. If the plane stops progressing, it will fall from the sky. The fire service is no different and it is incumbent of today’s leaders to progress their organization through responsible change. Responsible change will not be easy nor will it come without internal and external challenges. In order to successfully accomplish the obligation of a fire service leadership role, leaders must follow these basic steps: Admit and Agree – The most challenging concept for many leaders to realize is that “status quo” is not working. In fact, this concept can be even more difficult for leaders who have spent their entire careers in a single department during their climb to the top. These leaders tend to be “institutionalized” or accustomed to the past operations of the department and unable to objectively analyze the problems that may exist. Regardless, it is incumbent on fire service leaders to admit when progressive change is needed in order to move the department forward. Admitting is only half of this critical first phase. Admitting to a problem without agreeing on a realistic solution is truly just a 12
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complaint. Agreeing on a solution may involve analyzing suggestions from members of the leader’s current department or outside confidants. Nevertheless, moving to the next phase of the process requires first agreeing on a course of action to solve the problem. Buy-in – The realistic solution will be a difficult sell to subordinate department members if there is a lack of organizational buy-in. For fire service leaders, buy-in doesn’t start when a solution is presented. Rather, it truly starts the day the leader enters the department. This is because department members are not just “buying in” to the solution, but they are also “buying in” to the leader themselves. Leaders that present with a contagious positive energy from day one will have a simpler path towards gaining buy-in regardless of the topic. The fire service is generally proficient at identifying the what and how, but lacks in presenting the why in many circumstances. Unfortunately, the why is the critical step in obtaining organizational buy-in for any proposed changes. By nature, firefighters are resistant to change but when they are presented with the reasons why the proposed change is needed, buy-in is obtainable. Commit – In many cases, the distance between winning and losing is the level of commitment. This rings true for responsible change within fire service organizations and it starts at the top. The leader must be committed to the agreed upon course of action throughout the entire process. If the leader’s commitment level wavers, the organization as a whole will surely lose the needed commitment to bring about the desired change. Change is difficult in the fire service and road blocks will exist. Members will resist change for many reasons including a fear of the unknown, mistrust in their leaders, or peer
pressure from other members. While difficult to overcome, these issues can commonly be addressed during the buy-in phase of this process. Decide don’t Deliberate – Now it’s time for the big decision. While department members may know about the ongoing process that the leader is progressing through, there is no true test as to the level of resistance or support then actually deciding to implement the proposed change. Similar to the commit phase, this is not the time for a leader to bow to the resistance and waver from agreed upon change. Decisiveness is critical towards fully implementing successful responsible change within a fire service organization. If members see hesitation in a leader, they will take every opportunity to challenge or change proposal that they don’t agree with. As change becomes fully implemented, department members will have total access to this new reality within their organization. At times, this will lead to a steady flow of opinions both positive and negative. While all information is good information, this is not a time to deliberate the merits of the implemented change. Once this phase is reached, fire service leaders must stand by their decisions to ensure the efficiency and effectiveness of department operations. As you read through this fire service leadership process towards initiating responsible change in our organizations, you will notice the term “Fire Chief” is never mentioned. That is because organizations need change agents at all levels and not just the top. Formal and informal fire service leaders can range from a probationary employee all the way through the ranks to the encourage all department members to contribute to the forward progress of their organizations.
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Meet Chief
the
Ryan W. Lamb, Fire Chief, Cape Coral Fire Department
Fire Service Tenure: Began as a volunteer firefighter with the City of Punta Gorda in 2004 and in 2005 was hired by the City of Cape Coral Fire Department. In May of 2018, he was promoted to Fire Chief. Career Journey: Firefighter, Engineer/Driver, Paramedic Field Training Officer, Acting Lieutenant, Battalion Chief, Division Chief of Professional Standards, Master’s in Administration from Barry University, Bachelor’s in Public Safety Administration from St. Petersburg College, received the Chief Fire Officer (CFO)
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designation from the Center for Public Safety Excellence in 2017, currently enrolled in the National Fire Academy’s Executive Fire Officer Program Form of Government: The City governmental structure is that of a Council-Manager design, whereby the council sets broad policy, general administration direction, and approves the budget. The City Manager is responsible for the day-to-day administrative operations of the City. The Fire Chief reports directly to the City Manager. Sources of Funding for Jurisdiction: The CCFD is funded through ad valorem taxes and a Fire Service Assessment (FSA). The Cape Coral FSA, first of its kind in the State of Florida, was upheld by the Florida Supreme
Court. It is based on a “ready to serve” model and a two-tier assessment methodology that considers vacant versus improved parcels. Population Served including square miles covered: With current population estimates exceeding 190,000, the City of Cape Coral, by population, is the ninth largest city in Florida. The City covers 122 square miles, with over 400 miles of canals. Composition of Department: Founded in 1962, the CCFD is an Insurance Services Office (ISO) rated Class 3 municipal fire department with 222.5 personnel providing structural and wildland fire suppression, nontransport basic and advanced life support, fire prevention programs, emergency management, and hazardous materials and marine/dive services. Department Equipment: Ten fire stations (an 11th to be completed December 2018), 24 apparatus (4 ladder trucks, 7 rescue trucks, 6 engines, 3 brush trucks, 4 boats, a tender, and a HazMat truck). Call Summary: We average 20,000 calls for service annually. What is the most challenging issue facing your department today? Succession planning and training are two of the greatest challenges facing the CCFD today. Due to retirements and the expansion of the Department to match the growth of the City, we will need to fill multiple positions. This year alone we have hired 22 new firefighters. With our new firefighters, it is important that we train them on the ethics, values, and expectations of the Department in order to instill the desired
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culture of professionalism. Also, as senior officers retire, it is necessary that we put an increased emphasis on preparing the next generation of leaders. Describe your management style: There is a quote from Adam Bryant I have always liked that describes my belief about being a leader: “Leaders need the humility to know what they don’t know but have the confidence to make decisions among the ambiguity.” As a leader I surround myself with good people and encourage them to take pride and ownership in their work and to become subject matter experts in their area. This enables me to trust those who know what I don’t and decreases ambiguity so that the decisions I make are those that are best for the Department and the Cape Coral Community. I also believe it is important for me to define the vision for the end result and to inspire support of the vision but to not micromanage how we get there along the way. I would describe my leadership style as transformational. Does your department have a formal, long-range strategic plan? We do, but it is due for a revision. We need a new vision and mission statement that accurately reflects the CCFD’s path into the future which will then translate into strategic goals and objectives that will enable us to accomplish that vision and mission. How have current economic times impacted your department? As we recover from the economic downturn, the Department is working to regain positions, programs, and capital equipment that had been lost or gotten out of pace with the replacement cycle. We are fortunate to be in a growing community, but struggle with expanding services to match community growth. Explain how you are doing things differently today because of the economy? Historically Cape Coral had been funded 96% by ad valorm taxes as we are predominantly a residential community. Today the City has diversified our funding, including the addition of a Fire Service Assessment and a public service tax. This three-prong approach has provided financial stability moving into the future. What challenges do you see facing the fire service today? Post-traumatic stress disorder (PTSD) is a challenge that many fire departments are facing today. We have personally grappled with firefighters being affected by PTSD here in the CCFD and can see its devastating effects. We have updated our policies, procedures, and training to help firefighters deal with mental stressors. The recent legislation change that
allows PTSD to be treated under workers’ comp provides us with a challenge and an opportunity. We need to figure out how to best utilize and implement this legislation within our departments to provide our firefighters with the support and help they need. What do you look for in a new recruit? What we require is applicants to have their Florida Fire II and EMT or Paramedic certifications. What we look for are the right people. Our philosophy for hiring has been attitude over aptitude. It is our belief that we can teach people with the right work ethic and good morals to become a good firefighter. It is much more difficult to teach a technically sound firefighter to be a good person. How do you view training? Training is essential to what we do as a department. When we are called upon to serve, it is imperative that our crews are competent and capable of solving the problem and completing the task they are charged with. I come from a training background and am not a proponent of training just to get the number of hours required. Training with purpose, training that drives to an outcome is the type of training I advocate for. Does our training make us better at
Digna Abello . . . . . . . . . . . . . . . . . Miami Beach Fire Department Walter Lewis . . . . . . . . . . . . . . . . . . . . . Orlando Fire Department David Jernigan . . . . . . . . . . . . . . . Panama City Fire Department
our jobs? Can we track the training to see how we are doing? Are we seeing faster completions of a primary search? Faster time to water on the fire? Faster identification of a hazardous material? Faster time to get a diver in the water? Answers to questions like these are the true measures of a successful training program. Do you have a close working relationship with your neighboring departments? Even though we are a peninsula and therefore geographically removed from most of our neighboring departments and we operate under a separate dispatch system, we still have a good, successful mutual aid working relationship with our surrounding agencies. What’s the future for the fire service as you see it? The integration of technology and data will be predominate in the future of the fire service. As fire departments incorporate more technology and hire more millennials who have grown up using technology, we have the opportunity to capture more data. Analyzing this data will give us sound, factual information we can use to make decisions as we continue to improve effectiveness and efficiency in our service delivery.
Steven Lindsey . . . . . . . . . . . . . . . . . . Lakeland Fire Department Scott Disbrow. . . . . . . . . . . . . . . . . . . . . Hialeah Fire Department Harley Wilson . . . . . . . . . . . . . . . . . . . Lakeland Fire Department
Over 400 Apparatus now protected by VISTA! Visit us at WWW.FFCA.ORG
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By J. Marvin Hart, Retired Chief Officer, City of Pembroke Pines Fire Department, Indian River State College Fire Academy
A
s a first responder life, death and danger are no stranger to any of us regardless of time in grade, rank or status: • Life: the birth of a child, someone rescued from a fire, auto accident, medical emergency or disaster. • Death: the termination of life as we know it; a family member, friend, co-worker or stranger. • Danger: The residual effect on those who are left behind who have bottled up within themselves an experience, a past and a memory that cannot easily be forgotten for whatever reason. Closure is a word that many first responders have omitted from their vocabulary and replaced it with the words certified, qualified and professional. The world must never think that a first responder is less than what he or she should be, one of America’s finest. And so we quickly adopt the clichés, “I am a professional”; “Nothing can phase me”; “That’s my job”, and we begin to try and separate ourselves from the rest of humanity. Perhaps this story will provide you with an insight of what can happen when life and death encompass an individual, when they least expect it, but there is hope and peace for those who are willing to believe. She paused for a moment and casually looked out of the window while people spoke softly to each other. She had dreamed that one day something like this would happen and wondered how her family would react but for her, there was no sign of doubt, anxiety or fear. She had prepared herself for this moment for as long as she could remember and now, she was prepared to help her family and others through a mine field of questions and concerns that all led to the 16
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inevitable. Embracing her great grand-daughter Jessie, who was sitting beside her, together they looked out of the window at the birds that were perched on a limb nearby. Neither one of them spoke but when their eyes met, it was to confirm a bond of love between them that could never be broken. The words aggressive, tumor and inoperable had no impact on the ears of a small five-year old girl but the name Jesus did. Her faith was unquestionable and as her petite arms held on tightly to her great grand-mother, I could hear her whisper again and again, “I love you memaw.” Many people question God when things are not going their way or if they are no longer in control of what is about to happen in the future. How strange it is that some adults can look at life, its intricate progressions and questionable events, and quickly come to the conclusion that it came from anything but God Himself. It is conceivable when you think about it, that the Prophet Isaiah knew exactly what God was saying when he wrote: Woe to those who are wise in their own eyes, and pragmatic in their own sight. For those of you who know the Scriptures, I took the liberty of exchanging the word prudent for pragmatic; I believe that is my prerogative as a writer but I can assure you, I too do a great deal of praying before I emphasize anything that God has to say. Perhaps we should all take a moment and listen to a child more often when it comes to the things of God instead of trying to rationalize the mysteries of life ourselves. Life is seldom a bed of roses when you are the only girl in the family and the world as she knew it revolved around three boys, her brothers. At a very young age, Joyce knew what it was like to be
poor and wear clothes that were handed down to her. Rejection was no stranger either when many of her “friends” felt that they were more superior and refined than her. All she wanted was to be accepted and fit in but the only arms that were open to her when she was young, were the arms of her Lord and Savior, Jesus Christ. When Joyce married Mack, those around her felt that it would never last. I guess perhaps they were right in one respect; she lost her husband to cancer after 55+ years of marriage. During that time, she spent many long difficult days taking care of her daughters, Sheila and Charlyn, and her two sons Doug and Paul, while her husband was away in the Air Force. He was a navigator for the Strategic Air Command but when he was home, the family was his major priority. He was everything a husband and father should be and together, he and Joyce mirrored the words that are engraved in the wedding rings both my wife and I wear: “Each for the other, both for God”. Later in their marriage they suffered an incredible loss when their older son Doug, died tragically in an automobile accident but their faith continued to sustain them. Painfully and yet assuredly, they continued to trust God. When Joyce came home from the hospital to her modest home in the foothills of Alabama, she gave a sigh of relief. The land had been specifically set aside for her by her granddaughter, Kellie and son-in-law, Erik; Jessie, their daughter, was also a decisive factor in the move; she loved her great grand-mother very much. Her home overlooked their farm and provided a place for her to relax and enjoy the final days of her life on this earth. She enjoyed her crafts and friends at church, but the bond
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between her and Jessie grew stronger with each passing day. Little did they know at the time that their relationship was about to take on a new meaning. My wife and I went to see Joyce last month and instead of us ministering to her, both Joyce and her family ministered to Linda and me. There was never a sad moment during our visit and her joy and smile continued to light up the room both day and night. I watched from a distance as her care givers, Kellie and Erik, gently and lovingly attended to her every need. On occasion, I would glance over at Joyce where she was resting and next to her, cuddled up close with her arm resting on Joyce’s chest, was Jessie. I tried not to interfere with their time together but on one occasion, as I was sitting close nearby, I could hear them both talking about heaven and what it was going to be like. Tears would begin to well up in the corner of my eyes every time I heard her small voice say, “I will miss you memaw, I love you so much!” In the early morning hours of August 15th, 2018, Joyce passed away. When Linda and I arrived later that same day, Jessie came running and shouting, “memaw’s in heaven now.” There were no tears in her eyes, no sign of remorse or pain, only strength and joy! She had accepted the inevitable. How remarkable children are I thought and yet, I would soon see how tender this young child’s heart really was. Before we left for home, Linda and I went with Kellie and Jessie to a vaulting class where Jessie was learning how to perform different maneuvers on the back of a horse. It was a not only interesting but breath taking as well due to the height and size of the horse compared to her small body. After one of the exercises, Jessie began to dismount and noticed a large yellow butterfly fluttering on the sand nearby. It was evident that the butterfly had been injured. She shouted for someone to retrieve it so the instructor gently picked it up, walked over to where we were sitting and placed it on a table. It was still alive and its large beautiful wings were still motioning for flight. At the end of the session, while we were walking back to the car, Kellie asked Jessie if she would like to take the butterfly home with her. Her eyes widened as she turned ecstatically and began to run back to the arena to retrieve her wounded friend. As Kellie stood alone in the open field waiting for her daughter to return, she became concerned when she saw Jessie running back with tears flowing from her eyes. Her mother’s instinct took over and she fell to her knees and held out her arms to embrace the greatest gift God could have ever given her. The reality of death had come home to rest in a little girl’s heart and as mother and daughter sat in an open field weeping together, they knew without any reservation, that the butterfly Jessie had rescued earlier that day was now resting on her great grandmother’s finger. If you left home this morning in anger; if the words I love you are not channeled in the right direction; if there is anything in your life that has no business being there; if you have not followed through with the promises that you have made; if you have forgotten what the words compassion and forgiveness mean; if your children are starting to pull away from you instead of embracing you; if your name has been tarnished for one reason or another or you are not the person you intended to become and there is no evidence of God in your life, then there is unfinished n Mar vi Hart business that needs to be addressed and settled. Bring closure to the things that are troubling you. Seek God with all your heart and find the joy and the peace Jessie found in Christ. And if you do, Re tir e ce when the time comes He will be there d C h i e f O f fi for you with open arms.
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Meet
the
PIO Erika Benitez, Public Information Officer, Media and Public Relations Manager, Miami-Dade Fire Rescue
Describe your PIO philosophy: PIOs play a vital role in disaster operations that contributes significantly to saving lives and protecting property. The public and our life-safety partners must be provided timely and accurate information at all times. As we
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respond to the scene of large-scale and/or high-profile incidents and manage all media requests and press conferences, it’s all about getting the right information, to the right people, at exactly the right time, so they can make the right decisions. What is the most Challenging Issue facing the Public Information Function Today? 24-hour news coverage demands a constant influx of information to meet the needs of
news agencies as well as social media platforms. As the demand for information continues to grow, department budgets don’t grow with the demand, thus creating a serious strain on the public information officers. Meeting that demand is certainly one of the biggest challenges for PIOs in today’s market. How has Public Information Changed? Social media has created a sense of urgency and need to share information in ways that we never knew before. One of the biggest changes in public information is that before we needed to depend on traditional media to send out our messages. Nowadays, a public information officer can quickly share information to the masses by simply taking to social media, no longer needing to wait for the 5 p.m. newscast. Unfortunately, this tool is a double-edged sword since anyone with a social network login has the same capability as the PIO to interact with thousands of people, sometimes creating confusion and spreading wrong information. What Skills do you feel a PIO Should Possess? Every PIO should be a good communicator. Obviously, a PIO should have excellent oral
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and written communication skills, these are a must! However, the PIOs who are good listeners, who are empathetic, clear and concise are the ones with the power of persuasion. These PIOs are generally the ones who can best understand their audiences and how to properly communicate their message to achieve the desired impact. PIOs with these skills can better develop trust and rapport with their respective audiences. What are Some Unique Aspects of your PIO Function? As the PIO for both Miami-Dade Fire Rescue and the Office of Emergency Management, wearing both hats can be challenging at times. However, relaying life-safety information effectively in several languages to audiences from different cultures and backgrounds have proven to be a very unique aspect of the PIO function. What do you think is the Most Challenging Issue facing the Fire Service? The fire service is one blessed and cursed by tradition. Traditions keep generations of families in the fire service and continue to foster a sense of brotherhood that not many other careers provide. However, these same traditions can keep good changes from being implemented as fast as they should. Old habits die hard. What Changes do you think are Coming to the Fire Service? Within the fire service, expanding social media use, personal cell phone photos and videos, and other personal electronic devices being used at emergency scenes has created new challenges for department managers that demand new and urgent responses. As a result, our Media and Public Relations team has created and published a new social/digital media policy that implements parameters for use of electronic devices and controls all content captured by on-duty personnel. This is done through a creative hub-and-spoke model with timely content vetting. This new process has established control of all content without reducing personnel enthusiasm. What’s the Future for PIOs? When operating in such a large department as MDFR, there are times that a Public Information Officer is needed but not available. In trying to help bridge this gap, I’ve developed a training program to work in tandem with our Operations Battalion Chiefs that prepares them for the types of questions they may encounter on the scene of an emergency, how and what type of information can be released, and oncamera etiquette. The class ends with each Chief participating in a live, taped, media scenario. This course has elevated the confidence skills and abilities of the Operations Battalion Chiefs when handling media on the scene of an emergency. Erika recently obtained the FEMA Master Public Information Officer certification in Emmitsburg, MD. The Master Public Information Officer Program (MPIOP) is a three-course series that prepares public information officers for an expanded role in delivering public information and warning using a strategic whole community approach. The program reinforces the qualities needed to lead whole community public information/external affairs programs, provides relevant management theories and concepts, and uses case studies to enhance public information/external affairs skill sets. MPIOP participants work within a collaborative environment on projects and establish a network of peers. MPIOP participants will contribute to the body of knowledge for emergency management related public information. This includes evaluation of leadership, group dynamics and functional best practices of joint information centers (JICs) by monitoring student activity during advanced public information officer course offerings.
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By Janet A. Washburn, MS, FM, CFPS, MIFireE, Division Chief/Fire Marshal, City of Hollywood Fire Rescue and Beach Safety
H
ow many Fire or EMS officers have ever responded to an incident at a hoarding home? Was there confusion or hesitation on what additional action to take aside from completing the job at hand? Did effective follow-up occur to mitigate the hazard and assist the occupant? It is obvious the person in the dwelling needs some type of assistance but from whom? Should the property be referred to code enforcement for follow up? Is it a Building Department or Fire Prevention Bureau issue? If there’s a fire in the hoarding home, what types of hazards and conditions could be hidden that affect firefighter safety? Why do people hoard in the first place? Can’t we just throw out their possessions to solve the problem? The answers to these questions are multi-faceted and require a cross-departmental approach to address the hazard. Psychology of Hoarding In order to provide assistance to persons exhibiting hoarding behavior, one needs to first understand the behavior of persons that hoard. Once the behavior is understood, steps can then be taken to address and deal with the condition, including making crews aware ahead of time of a potential hoarding home. Steps may also be taken to improve communication among government agencies and community care services to provide the
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swift removal of risks and access to treatment programs for those affected. Educational materials may be also be made available on a department website to help the public understand and reduce risks posed by hoarding, including resources for help. Brochures may also be effective in offering support and help if someone knows of a hoarder. The National Fire Protection Association (NFPA) offers materials and PowerPoints to Fire Departments seeking assistance. Some departments have been successful in setting up Task Force Hoarding Groups partnering with other city departments and licensed public health professionals featuring a multiple tiered approach to service. Fire departments should take action instead of ignoring the problem. Changing public awareness including firefighters’ role and awareness of the problem can ameliorate hoarding situations. It’s important to note that hoarding homes make up 3-5% of any jurisdiction’s population according to NFPA. This means each of our jurisdictions have significant numbers of this type of population in our midst, even though we may not be aware of the locations. In the United States, approximately 15 million persons hoard (NFPA, 2012). Most hoarders are men aged fifty and older. Twenty-five
percent of persons that hoard do not believe they have a problem (Lucini, Monk, and Szlatenyi, 2009). Definition of Hoarding The first step in understanding hoarding behavior is to define the condition. Hoarding is collecting large quantities of possessions and then being unable to discard them. There can be several reasons persons hoard. For many years, mental health professionals struggled with defining between mere clutter, poor housekeeping, and what’s considered an unhealthy amount of possessions. Most experts today agree that there are three areas defining compulsive hoarding involving all three items listed below: 1) The inability to discard a large quantity of possessions that have useless or limited value. 2) Extensive clutter that prevents the occupant from using any area in the home. 3) Impairment of basic living activities due to significant distress. The Hoarding Environment Persons that hoard are not the same as collectors that neatly manage their collections which may have worth. Hoarders are unable to manage or organize their possessions which end up crimping their ability to live comfortably in their spaces. They become overwhelmed, and unable to provide any semblance of order to the possessions.
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Additionally, they are unable to make decisions about the clutter. Because they have emotional attachment to their possessions, they cannot decide what to dispose of. They may then become depressed falling into a state of helplessness if the condition remains untreated. As the clutter spreads throughout the home, it can interfere with basic daily activities we take for granted such as cooking, sleeping, or cleaning. If the hoarding is severe, it can become a life-threatening problem that increases the risk of home fires, floor collapse, falls, personal harm, cardiopulmonary disease, decrease in sanitary conditions, and suffocation from piles of debris falling on the hoarder. If there are others in the home, they are also at risk, especially small children. Hoarding is not limited to possessions but oftentimes involves animals. Hoarders sometimes have problems forming relationships with humans and substitute animals. Animals can carry diseases, as often the pets haven’t been cared for properly and don’t have the necessary shots. It’s common to find squalid conditions in hoarding homes where animals are present. Taking pets away from persons exhibiting hoarding disorder presents another type of trauma as the pets often serve as their only companions. The pet owners think they are the only source of care for the animal(s) and without them, the pet cannot survive. Frequently, feces and urine are present in over 60% of hoarding homes with pets which then attract disease and vermin (NFPA, 2012). A phone call to a local or county animal control is necessary in these types of cases to secure the animals. Many elderly persons have a lifetime of possessions in their units. Some have difficulty throwing out their possessions. This isn’t to say hoarding only affects the elderly, but single, elderly persons are frequently victim to holding onto their possessions, especially if they are products of the Great Depression where holding onto possessions was thought to be a thrifty solution for the economic challenges of that era. They also fear they may forget memories and their possessions serve as reminders of important past events. Structural Fire Considerations If engine crews are called out to a structure fire in a hoarding home, the allocation of fire resources is greater as compared to a normal residential home. This is due to the sheer amount of possessions and limited access to exits, windows, or room of fire origin in the home. The high fuel load presents a challenge to hose streams since clutter may be packed up
to the ceiling prohibiting the water from extinguishing a deep-seated fire. The clutter can also fall on top of firefighters. Combined with a smoke-filled environment, maze-like conditions are probable in these types of homes with no clear exit path visible. In extreme cases, the live load of the material can contribute to early structural collapse. If a hoarder calls for rescue due to a medical condition, crews may have difficulty entering the home if debris is so stacked up they cannot gain access to the patient. In one recent case locally, a hoarder who called rescue twice within a few months had to climb out the front door over his debris. Crews could barely open the front door. The back door and windows were barricaded with debris making rescue time consuming and difficult. To understand the dangers a hoarding fire presents to operations, a fire in a high-rise in Toronto presents an excellent example. On September 24, 2010, a fire occurred in a thirty story (713 units) high-rise building built in 1960. Temperatures that day were in the 80s and windy. The building had no fire sprinkler system but did have a fire alarm system. The fire started when a cigarette dropped onto a balcony of a lower unit on the 24th floor. The exposed balcony and unit were piled high with combustibles causing rapid fire spread once possessions ignited fanned by west winds. By the time the fire department arrived and started evacuating approximately twelve hundred residents, the event quickly turned into a six-alarm fire. The corridor was so hot, crews were prevented from entering the apartment. The standard 1.5” hoseline was not sufficient to suppress the fire and crews had to re-evaluate and deploy a 2.5” hand line, with a ground monitor to create sufficient water supply. Most operations tactics use a monitor on an aerial ladder, but in this case, a massive water supply was needed inside the unit. By the time firefighters reached the burning unit, debris was pushed up against the partially burned door preventing them from gaining rapid entry. Eventually the door was forced open with the full force of water supply focused in that unit. After six hours, the fire was under control. As one may imagine, significant amounts of water had been discharged into that unit. The total cost of damage was hundreds of thousands of dollars leaving many tenants homeless. The occupant of the unit was not at home at the time of the fire, but three firefighters and fourteen residents were treated at area hospitals, some with significant injuries (NFPA, 2012). After the fire during salvage operations,
crews started welfare checks in the remainder of the units. To their horror, they found fourteen more units similarly chock full of possessions like the unit that burned. The Toronto Fire Chief William Stewart was quoted as saying, “I had never witnessed an apartment fire that required firefighting operations over such a prolonged period” (NFPA, 2012). Chief Stewart further explained that training for the fire service is a necessary effort related to hoarding homes. As this example shows, basic rules of firefighting are often impossible in hoarding homes. Firefighters are normally trained to look for the seat of the fire, but hoarding home fires force the firefighter to wade through or crawl over debris with a hoseline to find the fire. Firefighters cannot even find a wall to orient themselves in many of these environments. The hazards of hoarding can present themselves in numerous ways even without a fire condition in the structure. Excessive fire loading from hoarding can lead to floor collapse. The built environment is not designed to hold the amount of weight found in a hoarding home. In addition, typically, there is no running water as plumbing and electricity have been turned off. If this is the case, the occupant may have lit candles all over the home increasing the fire risk. Pets can also easily tip over the candles. Hoarding also makes fighting fires and searching for occupants far more difficult than a normal home. Less than fifty percent of hoarding homes have smoke alarms making early notification impossible (NFPA, 2012). Many hoarders have mobility problems and once aware of a fire, cannot promptly escape through an exit and the home conditions make it impossible for a firefighter to reach him or her. Confronting Hoarding Situations Because fire inspectors and firefighters are often the first persons to come across hoarding behavior, they can play a key role in obtaining help for the person. Fire inspectors upon conducting their inspections can inquire with condominium managers if there are any potential hoarders in their buildings. If engine or EMS crews come across such homes, they could send an email to the fire prevention officer contact who will start ensuring the hoarder obtains help. A few examples of how to act when confronted with a hoarding situation: • Always use respectful language, and refrain from judging. Use compassionate statements such as, “I’m concerned for your safety.” • Never refer to the debris as junk or trash,
See HOARDING page 22 Visit us at WWW.FFCA.ORG
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HOARDING continued from page 21 but as “treasures” or “collectibles.” • Focus on key safety issues such as kitchen safety, smoke alarms, frayed electrical cords, extension cords, blocked windows and exits, etc. • Explain that one understands the issue is upsetting even while emphasizing change is necessary for safety reasons. Whose job is it to help hoarders? There is no specific language in our nationally adopted fire codes to deal with hoarders. Most of the time, hoarders are in single family homes which fire inspection offices have no jurisdiction to inspect. However, if the hoarding is such that conditions are presenting a safety hazard to adjoining units in a multi-family building, NFPA 1, 10.2.4, allows the Authority Having Jurisdiction (AHJ) to require corrective action if a dangerous condition exists. Discretion is advised here as fire inspectors cannot legally enter condominium units unless invited in. It’s important to note that if a case does appear before a magistrate, corrective action in a hoarder’s case does not mean, and is not recommended for immediate removal of the debris. That type of action will simply upset the hoarder and do nothing to fix the root cause. Because hoarding is considered a disability under federal law, best practice will focus on a long-term plan giving these persons ample time to receive treatement, corrective actions, combined with regular assessments of the home to show progress and reports back to the magistrate or judge. Now that we know the inherent dangers and how hoarding is caused, what is the solution? Some fire departments across the nation have become creative and set up Hoarding Task Force Groups to address the problem. Creating a Hoarding Task Force Group Creating a cross-jurisdictional Hoarding Task Force to provide solutions for the hoarding problem is the purpose of creating the group. It may be comprised of departments inside a municipality or county with specific functions designed to address the multitude of problems separate from the actual disability. This may include partnering up with community liaisons with specialized training in mental health disorders. Each jurisdiction will offer various resources depending on the makeup of the city and population. If one chooses to appoint a fire person to lead the task force group, he or she should have a compassionate nature and desire to work with those with behavioral problems combined along with knowledge in hoarding. A fantastic resource for understanding the hoarding 22
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problem and creating a task force group is The Hoarding Handbook, by Christina Sorrentino Schmalisch, and Gail Steketee. A few examples of city departments and community partners of a task force group are below including their role: • Fire Prevention: consider someone to serve as lead coordinator and one or two other fire inspectors to assist in visiting homes to introduce oneself, establish trust, show compassion and see if the hoarding person wants assistance. If the hoarder doesn’t want assistance, efforts will be difficult. • Operations: depending on who finds a hoarding home and assesses it, Operations should be immediately notified through an email, so they can prefire plan. Operations may also send the Fire Prevention Office referrals if they first come across a hoarding home on EMS or structure fire calls. Operations should also consider including hoarding in incident reports to start documenting the problem. • Police: they typically respond to house fires first and need to know what possessions the home is hoarding. A recent case involved a gentleman whom was a hoarder and collected Civil War memorabilia. He had significant amounts of ammunition by his front door. If there was a fire in his home, police or fire could become injured hence the need for a police contact on the Hoarding Task Force group. • Code Enforcement: they generally have first-hand knowledge about the neighborhoods and who comprise them. If enforcement action is necessary, they may have training on these types of homes. • Public Works: they can provide large construction type garbage bins once the hoarder is ready to clean out the home for a reduced fee if not free. • Building: there may be structural issues they need to be made aware of and can deem a home unsafe. • Hospitals: they have access to behavioral groups in the county such as Adult Protective Services, Department of Children and Families, Elder Affairs and other specialized mental health counselling services. • Housing: some cities have a housing department. This department can find access to all kinds of services to fix minor building issues to assist the hoarder in fixing their home after the debris has been consolidated or removed. • Animal control: to evaluate and remove pets from a hoarding home • Family members (case by case basis): try to involve the family members even if they live out of state. Sometimes they have no idea of the problem and other times, they have full knowledge and can be helpful in gaining
insight to the problem. The family members should be responsible for removing the debris, once a timeframe is agreed on. One of challenges with organizing a group is coordinating schedules with outside partners to discuss a plan for the hoarder. Telephone conference calls and emails may be of help if physical meetings are challenging. It’s also important to be respectful of everyone’s schedule especially if asking for services with no cost. Follow up meetings or conference calls are important after a mental health professional makes contact with the hoarder to update the group on progress or if efforts are not welcome. If the hoarder doesn’t want help, the group’s efforts may be for naught. At the very least, let the police department and Operations know the condition of the home for preplanning purposes. In addition to professional assistance visits, it’s helpful to make occasional personal visits to the hoarder’s home after establishing a relationship of trust with the hoarder. A few minutes spent listening to the hoarding resident can go a long way in showing the fire department cares about their residents and wants to help. A successful treatment plan in mitigating the dangers and accumulation of clutter in their home for the hoarder is the goal for the Hoarding Task Force Group. Conclusion: Although hoarding is considered a disability, it is a community problem that can be successfully mitigated if the right behavioral resources are applied. A concerted effort with community partners to work collaboratively to deliver treatment to hoarding households is an effective solution. Sustainable solutions are only achieved through long term assistance and support. Fire departments must start by opening the lines of communication to mitigate the risks once founded and work with an integrated multi-agency approach to be effective in addressing the health, welfare, and safety issues for those in their communities that hoard. Until fire departments recognize the need for solutions, hoarding homes will continue to be an increasingly dangerous problem. Resources: Bratiotis, Christiana, Sorrention Schmalisch, Cristina, Steketee, Gail, The Hoarding Handbook, A guide for Human Service Professionals Oxford University Press, New York, 2011. Schgorow, Stephanie. Hoarding, the Fire and Life Safety Dangers of Too Much Stuff, NFPA Journal, January/February 2012 edition Lucini, Monk, Szlatenyi. An Analysis of Fire Incidents Involving Hoarding Households Worcester Polytechnic Institute, 2009.
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Meet Ormond Beach's New Fire Chief: Richard 'Rusty' Sievers By Jarleene Almenas, News Editor, Ormond Beach Observer
Ormond Beach's new fire chief fell in love with the city long before he was hired. Richard Sievers, known as "Rusty" in the Florida firefighting community thanks to his first superior, has had his eye on Ormond since a friend of his was reassigned to the local fire department four years ago. As both of their families are very close, Sievers would come up and visit every now and then. He thought Ormond Beach would be the perfect place to move to after he retired from the Broward Sheriff’s Office. That plan changed when Ormond Beach
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began looking for a new fire chief. “This just kind of came a little bit early," Sievers said. Sievers comes to Ormond with almost 40 years of experience, having started working at the city of Lauderhill in 1979 at 19 years old. He worked his way up the ladder through the assistant fire chief position before he retired in 1999 and joined the Lauderdale Lakes Fire Rescue Department as its new fire chief. Following that, he served as the fire chief for the Broward Sheriff's Office, moving from being in charge of the Fort Lauderdale International Airport, to Lauderdale-By-TheSea, to Cooper City, and finally Deerfield Beach. Those experiences have all led him to Ormond Beach. He said he'll always treasure the departments that helped him acquire the knowledge he now carries with him. Bringing ideas to the table Coming from a large department of 750 people and a $27 million budget, Ormond
Beach is definitely a change of pace, but Sievers said he's no stranger to coming into a new city and learning. His goal after finding out how each department currently operates is to make recommendations as to how to run things smarter, easier and more cost-effective. Having worked in cities with a large variety of budgets in his 40 years of service, he said he comes with ideas of how to fund capital projects and repairs, such as taking advantage of leasing programs for new costly equipment. This allows the city to also be up to date with the newest technology, he said. Sievers is also hoping to integrate more fire department traditions back into the department, like holding retirement ceremonies and starting an honor guard. Though he's only just started working here, Sievers is aware of the ongoing EMS and ambulance concerns in the county. Right off the bat, he noticed that one change to be made is to is to separate units into emergency and non-emergency designations.
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September 2018 FFS.QXD
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By Major Karl Morgan, Division of Investigative and Forensic Services, Bureau of Fire and Arson Investigations
I
have often been asked, “How do you figure out how a fire starts?” In the past, I would answer that question with a smile on my face stating something to the effect of, “It is a learned art, with lots of knowledge and experience!” However – and I can see the heads already shaking – times have changed and the field of fire investigations has been pushed into the future. We no longer can just simply state that we are the experts and what we say goes. So why is that? Well the simple truth lies in two areas. On July 1, 2015, the Governor of Florida signed into law revisions to the Florida Evidence Code that changed the way Florida courts determined the admissibility of expert testimony. While the Florida Supreme Court refused to adopt these amendments to the extent they are procedural as discussed below – an issue that is still pending before the court – Florida courts are currently applying the revised rules when considering the admissibility of expert testimony in civil and criminal cases. With the adoption of the Daubert Rule (a decision concerning expert testimony and the Federal Rule of Evidence 702), Florida moved away from the Frye Standard (in which the admissibility of novel expert testimony is based on whether it is generally accepted in the relevant scientific or technical community). The Daubert Rule came into effect after the United States Supreme Court ruled in the products liability case of Daubert v. Merrell Dow Pharmaceuticals (92-102), 509 U.S. 579 (1993), that in order for an expert to testify, the testimony must be relevant, that is, it must assist the trier of fact with the ability to understand the evidence or to determine a fact at issue. It
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must also be reliable; that is, grounded in a scientific, technical, or other specialized knowledge that establishes evidentiary reliability. This has been a Federal Court requirement ever since. For those wishing to testify in Florida as an expert, the testimony given must be relevant to the facts at hand and be reliable, namely grounded in a scientifically based methodology. For those who have testified in Federal Court, you know what that means. Unfortunately (or fortunately depending on where you stand), this new law has come before the Florida Supreme Court for review. We will see how the court interprets the new law and standard with an eventual decision. This brings us to the next important reason for not being able to just say, “It is so because we say it is,” when testifying as an expert. The National Fire Protection Association (NFPA) has two sets of documents that have now become an integral part of the fire investigation landscape. Those documents, NFPA 921, Guide for Fire and Explosion Investigations and NFPA 1033, Standard for Professional Qualifications for Fire Investigator, are not new. Both documents have been floating around the field for many years. However, over the years and with each new edition, the documents have been received with mixed reviews. NFPA 921 has been argued by many investigators in Florida to be only a “guide” and not a “standard” which implies that the investigator can choose whether to follow it. However, with the advent of Daubert and over time, NFPA 921 has gained traction in the court systems and is now viewed as a valid process that
fire investigators and other experts in the field should follow in order to withstand challenges to admissibility of their testimony. NFPA 1033, Standard for Professional Qualifications for Fire Investigator, has also become a relevant document for the fire investigator. In June of 1987, the NFPA adopted a revised standard (originally from NFPA 1031) that specifically spells out the requirements to be a fire investigator. In 1990, the technical committee added specific job performance requirements (JPRs) for the job of fire investigator. Bottom line, the document spells out what the qualifications are for a fire investigator. The law and the courts are clear in the desire to ensure that those who testify in court as an expert are following the most acceptable methodology and procedures in the field. When conducting the fire investigation, the qualified investigator must be able to demonstrate that the investigation is conducted in a way that follows sound scientifically based principles. No longer can the fire investigator rely on what was done in the past. The future of fire investigations has arrived in Florida. References: Daubert v. Merrell Dow Pharmaceuticals (92102), 509 U.S. 579 (1993), National Fire Protection Association (2017). NFPA 921: Guide for fire and explosion investigations. Quincy, Mass: NFPA. National Fire Protection Association (2014). NFPA 1033: Standard for Professional Qualifications for Fire Investigator. Quincy, Mass: NFPA.
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September 2018 FFS.QXD
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Holley-Navarre Fire District’s New Engines
Broward Sheriff Fire Rescue’s FIREBOAT 6
By Ron Norton, Fire Chief
By Michael B. Kane, MPA, Battalion Chief
The Holley-Navarre Fire District (Navarre FL) has taken delivery of two Pierce-Saber engines. Assembled by Pierce/Ten-8 in Bradenton, FL. Each engine features four-man crew cab, 1,500 gpm Waterous pump, 30 gallon Class A foam system, and a 1,000 gallon water tank. These replace two 18-year old apparatus and will be first due in their respective response zones. The units are a significant improvement in functionality and reliability. Other upgrades are wireless intercom system, perimeter scene lighting, and improved equipment storage. The firefighters and community welcomed the new apparatus with a traditional Wet Down and Push In ceremony. Together these new apparatus are expected to run over 3,500 calls annually for the two-station fire district.
Broward Sheriff Fire Rescue (BSFR) has taken delivery of a new fire boat named "FIREBOAT 6" whose main mission is the protection of Port Everglades and the surrounding area. Port Everglades, is a seaport in Fort Lauderdale, Florida, located in Broward County. Port Everglades is one of South Florida's foremost economic centers, as it is the gateway for both international trade and cruise vacations. In 2017, Port Everglades was ranked the third busiest cruise port in the world, accommodating more than 3.8 million passengers. It was also the busiest container port in Florida and tenth busiest in the United States, moving more than one million twenty-foot equivalents (TEUs) annually. FIREBOAT 6, a 33-foot-long, 7-ton vessel that replaces the 15-year-old Metalcraft, went into service in mid-July, 2018 and is assigned to Broward Sheriff Fire Rescue's Port Everglades Fire Station. The ship, capable of pumping 500 gallons per minute, can reach speeds up to 50 knots (58 MPH). Fires can be fought with a maneuverable monitor/turret or hand lines can be deployed if firefighters must make an aggressive offensive shipboard fire attack. A previously purchased Boston Whaler vessel that Fire Rescue crews where using at the Seaport since the decommissioning of the MetalCraft will be relocated farther north of Port Everglades in Deerfield Beach and will respond to offshore operations in the northern area of Broward County. Harris Henbest, district chief of marine operations for BSFR, says the department is very pleased to have this new boat, as BSFR takes a forward-leaning stance to replace the existing fireboat. "The number one reason we chose to augment our marine response capability by adding an additional fire boat was that we recognized the gap in the number of marine rescue incidents which occur offshore and the lack of fire department vessels available to respond to those incidents. With the support from our Sheriff Scott Israel and Fire Chief Joseph R. Fernandez, we were able to make this vision a reality. The advanced capabilities of this vessel will not only make protecting Port Everglades easier, but safer for our residents and visitors as well." Henbest says. The new fire boat allows firefighters to get to the scene quicker and due to the very manageable size of 33 feet, also maneuver in tighter operational areas such as harbors, canals and rivers. FIREBOAT 6 is equipped with radiological detection equipment which affords the ability to aid in early recognition and discovery of radiological isotopes which in the wake of 9/11 has been a major concern to public safety professionals guarding areas of high density nautical traffic such as seaports. In addition, FIREBOAT 6 has Forward Looking Infrared (FLIR) capabilities which enhance nighttime rescue operations and provides for a larger envelope of safety, as well as side scan sonar for search and rescue operations.
Haines City Battalion Chief Completes Officer Program By Stephanie Snively, Communications & Marketing Manager
The Haines City Fire Department recognizes Battalion Chief Codi Donahoe for completing the National Fire Academy’s Managing Officer Program. The program, according to the U.S. Fire Administration, is designed to provide company level fire/Emergency Medical Service (EMS) officers with a broad perspective of today’s fire/EMS management, leadership, and administration. The program provides fire service officers with the knowledge to develop professionally and make significant contributions to both their departments and communities. This important two-year program is comprised of four unique courses requiring the participant to develop and complete a final project directly benefiting the fire officer’s department and community. This project permits the student an opportunity to demonstrate the application of course theory and concepts to real-life situations. “City management encourages staff to pursue educational opportunities,” says Jeff Brown, Deputy City Manager. “This creates a culture of professional development for employees, which will ultimately enable the City of Haines City to deliver services more efficiently and effectively.” The Managing Officer Program goals are to promote and enhance the professional growth of fire service leadership while preparing future leaders through a combination of education and linking people and ideas. “We are extremely proud of Battalion Chief Donahoe’s completion of the Managing Officer Program, and the positive impact it will have,” says Tim Mossgrove, Haines City Fire Chief. “One of the key components of the program is learning to analyze call data to mitigate risk in our community,” says Tim Mossgrove, Haines City Fire Chief. Participants in this program receive instruction on leadership, community risk reduction, firefighter and community safety, contemporary training issues, and analytical tools for decision making. Students also gain critical insight concerning national response planning and incident management.
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Heart Attack Survivor Visits the Firefighters By Elizabeth Graham, Fire and Life Safety Educator, PIO, Fire Inspector
Palm Harbor Firefighters at Station 66 were given the honor of meeting a 41-year old patient that went into cardiac arrest in early July. Through Facebook networking, his girlfriend, Jennifer was able to connect with PHFR and get in touch with the crew that worked on him. Below is a brief story of what happened the day they called 911 according to responding firefighter paramedics: “Mark collapsed in his home and his girlfriend immediately began high quality CPR prior to Fire Department arrival. We had less than a four-minute response time and found him lying on the floor. His heart was in vfib nearly the entire time. He was shocked 13 times and we basically gave him the med bag. CPR was maintained for every bit of 26 minutes then finally, his heart eventually converted to a rhythm with a pulse. We did a 12-lead ekg and found he was having a major heart attack. When we arrived at the ER, they quickly intubated him and he went straight to the cath lab. During this time he went into cardiac arrest two more times while they were working on his 100% blocked LAD. He also had 90% blocked RAD. They did a hypothermic treatment for just shy of 48 hours. After that, they went back to the cath lab and did a couple more stents in his RAD. After many medications, and weening him off the ventilator, he got discharged approximately 14 days later”. Both Mark and Jennifer stopped by Station 66 to meet with the crew and brought cookies and brownies to say thank you. It was a humbling experience not only seeing him, but listening to his story. We are very glad you have recovered and are doing well! Thank you for coming back to visit with us!!
St. Petersburg Back to School Campaign By Lt. Steven Lawrence, CFEI, IAAI-FIT, Deputy Fire Marshal/PIO
St. Petersburg Fire Rescue personnel participated in its 13th “Annual Back to School Campaign” as a continuing part of our public education initiative. This campaign acts as a reminder to motorists that school is back in session, promoting drivers to slow down and be aware of pedestrians. More than 150,000 students traveled to and from school by bus, bicycle, private vehicle, or foot in Pinellas County. With the increased volume of traffic coupled with the challenges of getting children to school on time, experience tells us that these factors can result in unfortunate accidents. To help get this message out more effectively, St. Petersburg Fire Rescue, along with St. Petersburg Police personnel, displayed banners and signs at various locations throughout the City during the morning and afternoon hours of the first three days of the Pinellas County Public School year, August 13th, 14th, and 15th. Pictured Lt to Rt: Deputy Fire Marshal Chief Michael Domante, Mayor Rick Kriseman, and Police Chief Anthony Holloway 32
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Lake County Taps Deputy Fire Chief By Elisha Pappacoda, Public Information Officer
After a months-long search, Lake County Fire Rescue has hired lifelong career firefighter Chris Sievert as Deputy Chief. “Chief Sievert is well known and respected throughout the fire service community, and his expertise and experience will fill a much-needed role in senior management overseeing daily logistics and operations,” said Fire Chief Jim Dickerson. “Lake County Fire Rescue has expanded to meet the needs of the public and our visitors, and Chief Sievert has joined us to strategically plan for emergency services needed to coincide with future population growth.” Chief Sievert’s first item of business in his new role with the county was to apply for and win a $1.2 million Hazard Mitigation Grant Program to purchase generators and install hurricane windows and doors at Lake County fire stations. Deputy Chief Sievert started in the fire service at just 16 years old as a cadet with Volusia County Fire Services. Immediately after high school, he began his career with Orange City. In 1989, Chief Sievert began what would be a 29-year career with the City of Deltona’s Fire District, where he retired as Deputy Fire Chief of Administration in July 2018. Chief Sievert has been a paramedic since 1992 and has worked for Daytona State College and Seminole State College teaching Fire Standards, EMT and Paramedics. His education includes an Associate’s Degree in Emergency Medical Services/Paramedic Studies, a Bachelor’s Degree in Organizational Management and a Master’s Degree in Emergency Management.
Scott Lane Awarded Chief Fire Officer By Kayla Jesswein, Fire Chief’s Administrative Assistant
Fire Chief Scott Lane has successfully completed the process that awards the professional designation of “Chief Fire Officer” (CFO). The Commission on Professional Credentialing (CPC) met on July 10, 2018 to confer the designation. Fire Chief Scott Lane becomes one of only 1,308 CFOs worldwide. The Designation program is a voluntary program designed to recognize individuals who demonstrate their excellence in seven measured components including experience, education, professional development, professional development, profession contributions, association membership, community involvement and technical competence. In addition, all applicants are required to identify a future professional development plan. The CFO designation program uses a comprehensive peer review model to evaluate candidates seeking credential. The Commission on Professional Credentialing awards the designation only after an individual successfully meets all of the organization’s stringent criteria. Achieving this designation signifies Fire Chief Scott Lane’s commitment to his career in the fire and emergency services. This professional designation is valid for three years. Maintaining the designation requires recipients to show continued growth in the areas of professional development, professional contributions, active association membership and community involvement, as well as adhere to a strict code of professional conduct.
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Two Orange County Chiefs Awarded Scholarships
Largo Fire Rescue Happenings
By Mike Jachles, Public Information Officer
By Summer Mahr, B.S., Public Education Specialist
The International Association of Fire Chiefs (IAFC) Foundation has selected two chiefs from Orange County Fire Rescue as recipients of their 2018 Educational Scholarships. Division Chief Anthony Rios and Battalion Chief Lee Reed received the announcement in August. They join 46 awardees from the nation, and are two of the four recipients from Florida who were selected for scholarships. Chief Rios (top) received $1,000 and Chief Reed received $1,750 from the IAFC Foundation for future education. The educational scholarship awards were established to assist those in the fire service to pursue their career in fire sciences or related academic programs. Chief Rios will use the scholarship towards his doctoral degree in public affairs. He has been with OCFR for 19 years, and is the youngest, in tenure, to have attained the ranks of battalion chief of operations, assistant chief of EMS, assistant chief of operations and his current rank of division chief of Infrastructure and Asset Management within the agency. Chief Reed has also been with the department for 19 years. He started as a volunteer firefighter and was a dispatcher for six years previously. He plans to use the scholarship to complete his bachelor’s degree in emergency management, and continue his development as he works on the next promotional process to assistant chief.
Officer Group Photo: We grow in leadership when we collaborate together! Largo Fire Rescue recently held a department wide Officers Meeting to discuss important topics, department direction,and initiative focus. Walkwise photo: Largo Fire Rescue’s Public Educator, Summer Mahr, has teamed up with WalkWise Florida, to teach bicycle and pedestrian safety, and give away reflective safety kits to their local homeless shelters. Dog Pictures: Largo Fire Rescue’s Truck 41 Crew saved these lost pups off of a busy highway, and brought them back safely to their owner!
Pasco Fire Charities Assist A Family In Need Marco Island Fire Rescue Promotion
By Corey Dierdorff, Public Information Officer
By Angela Johenning, Administrative Assistant
Firefighter Charities of Pasco, a volunteer not-forprofit organization, made up of Pasco County firefighters, hit the streets in Moon Lake in July to assist a family with some repairs needed on their home. The team helped repair a roof, floor, wheelchair ramp, and performed painting for the family. Pasco County Fire Charities is extremely grateful to have the opportunity to serve the community they love.
The Marco Island Fire Rescue Department would like to congratulate Christian Holmes on his recent promotion to Captain. Christian has been with Marco Island Fire Rescue since 2008. During this time, he has risen through the ranks and proven himself a strong leader and a valuable contributor to the department. Christian expresses his appreciation for the leaders of the department, the community and his team in the following sentiment: “As a newly appointed company officer I both appreciate the opportunity in front of me and respect the challenges I will face. I consider it an honor to serve both my community and department in the role of Captain Paramedic. I have spent ten years as a Firefighter Paramedic and am appreciative of the time senior department members have taken in training me and preparing me for this role. I will keep their lessons with me as I transition to this new role, while continuing to give back to my department. I would like to thank my wife Mallory, children, Cameron and Jacob, and extended family for their support and I look forward to making them proud in my new role.”
Submitting Articles Please submit your article as a MS word document and include a high resolution jpeg image as an attachment (do not embed photo in document). Try to keep submissions under 300 words if possible. E-mail files and pics to: magazine@ffca.org. If you have an interesting topic that would be informative or entertaining to other departments - feel free to write a feature article for this magazine, we welcome all your submissions! PLEASE INCLUDE A BYLINE.
Pasco Fire Rescue responds to a Silo Fire By Corey Dierdorff, Public Information Officer
At approximately 10:00 AM Pasco Fire Rescue received a 911 call of a structure fire in the 40100 Block of Lynbrook Dr. in Zephyrhills. When Firefighters arrived, they reported a deep-seated fire within a corn silo holding approximately one million pounds of corn. It took approximately five hours and thirty minutes to extinguish the deep-seated fire. Two Firefighters were transported from the scene to a local hospital for heat exhaustion. Visit us at WWW.FFCA.ORG
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