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NEW YORK STATE ASSOCIATION OF FIRE CHIEFS
Columbia Turnpike P.O. Box 328 East Schodack, NY 12063-0328
Phone: (518) 477-2631 • (800) 676-FIRE Fax: (518) 477-4430 www.nysfirechiefs.com
ASSOCIATION STAFF
Bruce E. Heberer – Chief Executive Officer
Faith M. Alheim – Administrative Assistant
Oksana Franklin – Treasurer
Mary K. Hanlon – Communications Coordinator
Catherine E. Hannigan – Administrative Assistant
Paul C. Melfi – Hands-On Training Coordinator
Susan R. Revoir – Conferences/Education Coordinator
Jeremy S. Rodd – New York Fire Book Store Manager
ASSOCIATION OFFICERS
Chief Richard L. Lyman – President
Chief William K. Owen III – 1st Vice President
Chief Timothy E. Boel – 2nd Vice President
Chief Anthony V. LaFerrera – Past President
ASSOCIATION DIRECTORS
Chief Kenneth M. Almy
Chief Brad W. Davies
Deputy Fire Coordinator Anthony D. Faso
Chief Wayne C. Friedman
Chief George P. June
Chief Kevin O. Kalk
Chief Charles Kostyk
Chief Dale G.
Chief Stefano Napolitano
Chief Richard M. Nemier
Chief Anthony J. Tripp
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NYSAFC –“Providing Service to Those Who Serve”
Chief Richard L. Lyman, NYSAFC President
On June 7, 2025, the New York State Association of Fire Chiefs celebrated the installation of officers in Syracuse at the 119th Annual Conference & FIRE 2025 Expo, which featured exhibits, fire/EMS classes, Hands-On Training courses, accredited training, and networking events for first responders.
This was a celebration of what we do as an association, not about any one individual. Our motto, “Providing Service to Those who Serve,” describes our mission. Let us recognize that this association is comprised of volunteer and career departments. Members include individuals from all ranks and all branches of the fire service – career, volunteer, industrial, and military – in addition to personnel from the emergency medical services and technical disciplines, as well as individuals who promote education, fire/injury prevention, and safety.
In a state as diverse as New York, with rural towns, suburban communities, and large urban centers, NYSAFC has played a critical role in fostering cooperation and mutual respect among all who wear the uniform. The board of directors is comprised of career, volunteer, and EMS directors working together for the benefit of all association members.
The color guard at the Installation Ceremony included career and volunteer members representing who we are as an association. Departments included West Harrison, White Plains, Olean, Syracuse, Hartsdale, and FDNY, as well as our NYSAFC staff instructors. I would like to thank Chief Peter Sciliano and the West Harrison Fire Department for assisting with the color guard. The West Harrison Fire Department is an important part of the community where I live. Residents value their commitment to providing a safe environment for our families and visitors.
The ceremony made the day special. I would love to thank everyone personally who supported and encouraged me to get involved with this wonderful association.
First, I want to thank my family and friends, especially my wife Jane, for their love, support, and encouragement throughout my career. It’s been a great journey. So, how did I get here? Many years ago (2006), Past President Al Varlaro from Herkimer Fire Department encouraged me to get
involved, which I finally did in 2017 when the Career Fire Chiefs of New York State asked me to run for the board of directors. Through the years I have received support from many individuals and associations, including the Career Fire Chiefs of New York State, the Westchester County Career Fire Chiefs Association, the Westchester, Nassau, Suffolk, Chautauqua, and Monroe county fire chiefs associations, and the NYSAFC board members, past presidents, and staff.
The State Chiefs can be compared to an orchestra, like the New York Philharmonic. An orchestra has many sections that are made up of individual instruments that work together to make music.
NYSAFC has many committees to fulfill its mission of advancing the fire service through education, advocacy, and collaboration. These committees are essential to shaping policy, programs, and training that impact fire and emergency service personnel statewide. With this in mind, I would like to thank all of the committees for volunteering their time. Committees are the engine behind the association’s effectiveness.
Without our staff – Sue, Mary, Oksana, Jeremy, and our newest employees Faith and Catherine –and of course, CEO Bruce Heberer, there would be no coordination or beautiful music. They are the conductor behind the association’s success. Without them, strategic planning, advocacy, and educational programming would lack depth and focus. They ensure the association stays connected to what is important in the fire service and stays committed to our mission of advancing the fire service through leadership, innovation, and education.
However, the strength of NYSAFC lies not only in its programs and policies; it also lies in its people. An important part of our mission that is critical for our membership is the Regional Hands-On Training, seminars, and leadership development that our Fire Education Committee, staff, and instructors provide throughout the state, at the Long Island Metro Fire/EMS Expo, and at the Annual Conference & FIRE Expo. On behalf of the board, we thank Conferences/Education Coordinator Sue Revoir, Hands-On Coordinator Paul Melfi, and all of our 90-plus instructors for their commitment and excellence in training firefighters across the state. They are an incredible resource and work together to de-
liver phenomenal training to our membership, bringing the latest ideas and technology that make firefighting safer and more efficient.
We are also thankful for our Public Education Committee for their work on the annual Fire & Life Safety Educators’ Training Series, the Government Affairs Committee for their legislative advocacy, and the EMS, Codes, and Volunteer Chiefs Committees for the education programs they provided this year.
And where would we be without social media and our publications, some of the important tools we use to keep our membership informed of our mission? Thank you to our Communications Coordinator Mary Hanlon for her writing, editing, and social media outreach.
We would like to acknowledge our exhibitors and sponsors who help make our conferences a great success. They are an important part of our events, and offer the latest equipment and services that assist us in providing emergency services to our communities. Their support helps our association accomplish our mission so we can provide more seminars and training to our membership.
It is important that we continue to build relationships with other fire service and emergency response organizations and maintain our collaboration on the Issues of United Concern legislative agenda, as well as health and safety issues that are of great concern to all first responders in the state of New York, including the proposed update to the OSHA Fire Brigade Standard 1910.156 (see page 9), Emergency Medical System Plans (S.7501A/A.8086A Mayer/Otis), the First Responder Peer Support Program Act (S.5407-A/A.7285-A Harckham/Burdick), and recruitment and retention legislation.
For the complete IUC agenda, go to our website at www.nysfirechiefs.com/governmentaffairs. You will also find a 2025 end of session update. Working together we can make wonderful music that will benefit all first responders providing these critical and essential services to their communities.
To every member of the association, thank you for your service and dedication to your communities. Working together, first responders in New York will be stronger, safer, and more united. Be safe and God bless you and your families. ◆
Coming Together for the Common Good
Chief Bruce E. Heberer, NYSAFC Chief Executive Officer
With the continual evolution of our fire service, communication, collaboration, and advocacy will drive our future. New York’s fire service organizations, including the NYSAFC, AFDSNY, County Fire Coordinators, FASNY, and NYSPFFA, must work together for the betterment of the entire fire service.
Our goal must be maintaining the highest level of readiness through education, empowerment, and advocacy to ensure that the welfare and safe operations of our members are always paramount. We all have a vision, and sometimes we travel the same roads, while other times we take different paths. However, we must never forget that our common mission should never waver; that is, making our service safe and more efficient!
It is easy to get caught up in your own organization’s priorities, but we must remember that our collective message should have the same goal, our members’ well-being. We must understand that there is always more than one way to achieve a goal. Too often, we get lost in the notion that, “Our way is the only way.” This leads to loss of focus on our core mission. Even when it seems their path contradicts our own, we must examine all the viewpoints to find some common ground for the greater good.
If we want to have a strong voice, as well as safe and healthy members and organizations, we must forge ahead together, leaving our egos at the door. We always speak of the fire service as a family. In all families, we have differing viewpoints and beliefs, strong opinions, and yes, disagreements from time to time. As a family grows, sometimes these differences build a divide within the family, but if you believe that it is always family first, these differences will not define us. They will make us stronger. The greater good must always be the goal for the family to remain strong. This applies to our fire service family as well.
This is, in my opinion, what we as the leaders of the fire service need to focus on; the strength of our service, the safety of our members, and the success of our agencies. We can have differences, but we cannot lose sight of these goals. Our associations exist
Everything we teach and advocate for is to ensure that the members of the fire service, no matter their background, have an opportunity to serve their community with honor, dignity, and safety.
not as dictatorships, but rather, as member organizations. We are chartered to ensure that our membership, the fire service, has a voice and as a whole stays strong and survives. We can remember the past, learn from our predecessors, and use that background to forge our future, but we must be willing to change and adapt to overcome the issues of today. This is not our grandfather’s fire service!
Become educated and involved, and be part of the solution! If our members believe in our primary goals, and work together to attain these goals, then the service will continue growing, adapting, and strengthening our resolve, ensuring that we provide the best possible service with the highest possible level of safety and integrity!
This is the driving force of NYSAFC in everything we do. Everything we teach and advocate for is to ensure that the members of the fire service, no matter their background, have an opportunity to serve their community with honor, dignity, and safety.
I encourage everyone in the fire service to become an active member of our association. We are open to all chief officers, company officers, firefighters, commissioners, coordinators, and EMS members. Our association is focused on the improvement of the fire service. Membership makes us stronger! You can also support the association by attending one of our regional training courses, seminars, or conferences.
My final message is the same… let’s continue moving forward together. Stay focused, stay positive, stay educated, stay safe, and stay healthy! ◆
It is Time to Move Forward with a Workable OSHA 1910.156 Revision
1st Vice President David Denniston, Association
of Fire Districts of the State of New York
Endorsed by the New York State Association of Fire Chiefs, Association of Fire Districts of the State of New York, and County Fire Coordinators’ Association of the State of New York.
As the process to update OSHA 1910.156 continues, it is important that we understand where we have been, and options for the process moving forward. Since the proposed rule was published for review 18 months ago, there has been a significant amount of input and feedback from stakeholders addressing possible concerns about the economic and technical feasibility of the proposal. Stakeholders from across the country participated in the process and offered suggestions. One of the early possible solutions suggested was to simply exempt volunteers, and other parties, from the proposed rule as written. The mindset was that if it didn’t affect “us” it was not our problem. While this concept appeared to be a quick solution, it fell short of addressing the true needs or problems.
The real issue at hand is that the proposed rule as written had challenges for everyone and you would be hard pressed to find any department – career, combination, or volunteer – that could meet the intent of the standard. The proposed standard also took a onesize-fits-all approach. We know that the emergency service agencies across this country are very different. They have different resources, different exposures, different concerns, and different levels of risk. It is true that emergencies, fires, and hazards are the same regardless of the type of responder. What is different is the likeliness that a particular event will occur in any jurisdiction. Local jurisdictions must be required and empowered to address significant risk and the needs of a community at a local and state level, with just enough federal oversight to give it teeth and ensure safety for all of our responders. The bottom line is that the current 1910.156 is outdated and needs significant revision to address the needs and safety concerns of today’s first responders. The proposed standard, as written, went too far in trying to address these needs. What we need is a middle ground solution that is designed to relieve significant risk and does so at a level that is economically and technically feasible for local communities, organizations, and the municipalities that govern and fund them.
Some are asking why simply exempting the volunteers is not in the best interest of volunteers across the country. First, by exempting the volunteers, we are failing to address the growing concerns and exposures facing this group of responders. Second, the largest growth area for most of our local fire departments is a move toward combination and career departments. How would it be possible to have one set of rules apply to part of an organization and not the other? Does it make sense to have volunteer responders face one set of rules, while career responders on the same truck follow another? Are we not all responding to the same emergencies with the same exposures? The approach of exempting volunteers would add
It has often been said that firefighters hate two things, change and the way things currently are. Hopefully, we realize that we are at a historic time, with an amazing opportunity to get this right.
both confusion and resentment moving forward. The third part of the issue is that the standard, as written, is just as problematic for the communities that have career departments as it is for those that only have volunteers. We need a standard that brings us all together, not one that drives us further apart.
So, what do the solutions look like? Where should OSHA and the Department of Labor go from here? After pouring through the thousands of comments brought forth during the process, an opportunity is right in front of us. There were a multitude of comments throughout the process that carried common themes. By using logical outgrowth of the process, OSHA now has the opportunity to massage the rule into one that we all can live with, and provide the level of safety they are tasked to provide the workers of this country.
It is now in OSHA’s hands to finalize the rule as proposed, make logical changes, scrap it, or go back to the drawing board. During the process, OSHA continuously asked for proposed solutions, and many excellent solutions were entered into the record from those that participated. We would suggest that OSHA and the Department of Labor use the extensive input from the process to make necessary changes to the document and work to finalize the rule. A rule that meets the intent of reducing significant risk in a manner that is reasonable and responsible for our first responders and communities.
Using logical outgrowth, OSHA now has the opportunity to remove the incorporated NFPA standards. Many of the participants and the NFPA itself asked for this to be done in their comments. The incorporation of those standards brought many of the pain points organizations were concerned about. The NFPA standards instead should be used as a tool for compliance, not a weapon of enforcement. By removing the incorporation of dozens of NFPA standards, the rule would also become far less confusing and economically infeasible.
The next step is to transfer as much of the obligation of providing safety down to the local jurisdiction and state levels as possible. These are the people that know the nuances of the local responders
and hazards in any given area. This, too, was supported by the comments throughout the process. The third opportunity is rather than exempting anyone, to build a baseline standard that applies to and protects everyone, and then increase the requirements where the data shows increased exposure and risks. All of these changes are supported by the logical outgrowth requirements and would alleviate most of the pain points addressed by the participants of the process.
Regardless of the solution, we would be remiss if we failed to realize there will be opposition to any action taken moving forward. We also need to realize that any solution, or even no solution at all, will have pain points for some that it will affect. It has often been said that firefighters hate two things, change and the way things currently are. Hopefully, we realize that we are at a historic time, with an amazing opportunity to get this right. This process has been fair and offered plenty of opportunities for those interested in participating to make their opinions and feelings known. It is time to move the ball over the goal line and continue to work together for the betterment of emergency services in this country.
I encourage you to speak to your local elected officials. Let them know there is a workable solution right in front of us, and ask them to encourage the Department of Labor and OSHA to continue this opportunity and finalize a reasonable OSHA 1910.156 that applies to all fire departments, regardless of the composition of their staff.◆
About the Author:
Commissioner David Denniston has been educating and advocating for firefighters for several years through the OSHA 1910.156 process. When the proposed rule was published in early 2024, he convened a group of New York state fire service leaders, and then took the concerns to the national level becoming chair of the NVFC OSHA Task Force. These groups have worked tirelessly to educate emergency services personnel of the impact of the proposed rule and develop solutions that would be feasible for all. Denniston has testified in front of a Congressional sub-committee on the subject and been invited to meetings in the Capitol to discuss responder concerns. He continues to monitor the situation and offer input towards a resolution. Direct questions to ddenniston@afdsny.org
Sidewinder
Remembering the Debt We Owe to Others
Rev. Leon I. VanWie, Past Chief Chaplain, New York State Association of Fire Chaplains
The following is the address delivered at the 119th Annual Conference Memorial Service, held in Syracuse on June 5, 2025.
It was just 10 days ago that our nation paused to observe Memorial Day. According to Professor David Blight of the Yale University’s History Department, the first Memorial Day was observed in 1865 by liberated slaves at the historic race track in Charleston, S.C. The site was a former Confederate prison camp, as well as a mass grave for Union soldiers who had died while being held captive. A parade with 1,000 freed slaves and Union soldiers was followed by patriotic singing and a picnic lunch.
Others will say Memorial Day began in Waterloo, N.Y., a village a little less than 45 miles west of Syracuse. Waterloo observed Memorial Day on May 5, 1866, and has each year since. It started because of the friendship of General John Murray, a distinguished citizen of Waterloo, and General John Logan, who led the call for a day to be observed each year and helped spread the event nationwide. Murray and Logan were key in the growth and popularity of Memorial Day.
Memorial Day was formerly remembered on May 30 and some, such as the Veterans of Foreign Wars and Sons of Union Veterans of the Civil War, advocate returning to the fixed date of May 30. The VFW has stated, “Changing the date merely to create three-day weekends has undermined the very meaning of the day. No doubt, this has contributed a lot to the general public’s nonchalant observance of Memorial Day.”
There are those who remember when Memorial Day was called Decoration Day, and when the cemeteries were filled with people kneeling to plant a flower or place a wreath or simply say a prayer. Thankfully, some still do. But unfortunately, most people can no longer be bothered, as it takes time away from the beach, the backyard, or the park.
Memorial Day may not be one of our major holidays, but we need to remember. We need to remember the debt we owe to others.
One of the biggest myths in our society is the belief that you and I have what we have because of our own efforts alone. There is no greater myth than that of the self-made man or self-made woman. We owe an enormous debt from the moment we come into this world. Some of that debt is owed to the men and women who shed their blood on battlefields. They gave their lives because they truly believed that freedom was worth dying for.
To honor their sacrifice is not to glorify war, as I’m convinced that war is a blasphemy against God. Still, we live in a cruel world where tyrants would impose their will on others. It would be nice if we lived in a world where people always played by the rules, where no one coveted their neighbor’s property, where never again would we have to depend upon military might to enforce justice. But such a world does not exist, yet. We never know what dangers await us.
Today, we honor these 53. We remember their commitment and service to their local communities, their fire departments, and our association. They have laid a foundation for us to build upon.
My hope is that every day we pause and remember the debt we owe to others who have given their all while serving in the United States armed services. But at least, I hope we paused on Memorial Day. We remember the debt we owe to others who have paid the ultimate price with their very lives. Obviously, we honor not just those who paid the ultimate price, but all those who proudly served in our armed services, many of whom are here today. I thank you! We all thank you! As a nation, we paused to say “thank you” on Memorial Day because it is important to remember that we owe a debt to others.
As we gather here today, you have undoubtedly looked through the list of names. There are 53 that we are memorializing today. We owe a debt to these 53 and for all those who have gone before us in
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the fire service. They have laid a mighty foundation upon which we will build.
As we grieve the loss of these, our colleagues, “We walk through the valley of the shadow of death,” as Chaplain Tom With reminded us from Psalm 23. And as Chaplain Barrie-Lyn Foster affirmed, from the Wisdom of Solomon, “The souls of the righteous are in the hands of God, and no torment will ever touch them.” We are thankful that they are resting in the arms of our loving God. Chaplain Sam Lundy put things in perspective when he shared Paul’s words to Timothy (2 Timothy 1), that Timothy was blessed in what he had received, first from his grandmother Lois and then from his mother Eunice. Timothy had a firm foundation, laid by those who went before him.
We also gather here today because of the foundation that these 53 have prepared for us, as well as all those who have served before us. It is important to remember that we owe a debt to them. Of the 53 we honor today, there are several that served not just their local fire departments and communities, but also our association over the years.
We think of Warren Abriel Jr., Frank Fiaschetti, and Brian Langdon, who were past association committee members. We remember Thomas Bierds, Richard Martinkovic, William Palmer Sr., and Kevin Powers, who served as regional representatives. We lift up Evan Eisenhandler, who served as the government affairs coordinator. We think of Harold Smith Jr., who was a past director. Smitty has been a constant at these conferences for many, many years, and many of us have a story to tell about him, which may or may not be appropriate for a memorial service. Just last year, Smitty spent the
conference taking volunteers back and forth from the hotel on his golf cart.
Today, we also pause and remember James Hare. Jim was moving up the ladder to ultimately become president, being elected to the office of 2nd vice president at our conference last June. He passed away on August 3, 2024, at the young age of 67. To honor Jim’s contributions to our association, the board of directors appointed him “president emeritus.”
Today, we honor these 53. We remember their commitment and service to their local communities, their fire departments, and our association. They have laid a foundation for us to build upon. We thank God for each of them and for all they have done for us. Thanks be to God for the dedication, commitment, and service of these we are remembering. May these 53 rest in the arms of our loving God. Thanks be to God. Amen. ◆
About the Chaplain:
Chaplain Leon VanWie served as chief chaplain of the New York State Association of Fire Chaplains, Inc. from 2020-2022. He began in the fire service in 1976 and became a chaplain within a year. VanWie was an EMT for over 15 years and currently serves as the chaplain and president for the Town of Watertown Volunteer Fire Department, chaplain for the City of Watertown Fire Department, and a deputy fire coordinator for Jefferson County in the role of chaplain. He belongs to numerous county and state fire organizations and has been a pastor since 1973. VanWie can be contacted at leonvanwie@gmail.com or (315) 771-9142 (voice and text).
Meet Your New Directors
Charles Kostyk
Chief Charles Kostyk and Chief Richard M. Nemier were sworn in as new members of the NYSAFC board of directors on June 7, 2025, during the 119th Annual Conference & FIRE 2025 Expo in Syracuse. They will serve three-year terms as volunteer directors.
Chuck Kostyk began his fire service career with the Dexter Volunteer Fire Department in 1980. Through career moves, he was a member of the Granby Center Fire Department for a short time before joining the Cadyville Fire Department in Clinton County, where he has been a member for 39 years. During this time, Kostyk served two different stints as chief, and he is currently an assistant chief focusing on mentoring new officers.
A member of NYSAFC since 1998, he has served as sergeant-at-arms and Conference Committee vice chairman. Kostyk is a past president of the Clinton County Firefighters Association, as well as a recipient of the CCFA President’s Award and the Clinton County Firefighter of the Year Award. He is also a past chairman and current member of the Clinton County Fire Advisory Board and has served as a Clinton
County deputy fire coordinator since 2017, currently assigned to the Fire Investigation Unit as a board-certified fire investigator.
Rick Nemier is an active 35-year member of the Nedrow Volunteer Fire Department in Onondaga County. Nemier rose through the ranks of the department, serving as secretary, president, and all rank and file line officer positions, and was chief of department from 2021-2024.
A member of NYSAFC since 1998, he is a past chairman of the Public Education Committee. Nemier is also a past president of the Onondaga County Volunteer Firefighter’s Association, past president of the Onondaga County Southern Section Line Officers Association, and treasurer for the New York State Association of Fire Safety Educators (NY-SAFE). He currently sits on the Firefighters Association of the State of New York’s Recruitment and Retention Committee and was honored as the FASNY Safety Educator of the Year in 2022.
Learn more about the NYSAFC board of directors, as well as the association's committees and regional representatives, at www.nysfirechiefs.com.
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Richard Nemier
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2025 Award Recipients Announced
The NYSAFC 2025 award recipients were recognized during the General Session of the 119th Annual Conference & FIRE 2025 Expo in Syracuse.
The New York State Fire Chief of the Year Awards were presented to Past Chief William A. Steenbergh of the Arlington Fire District (Career Fire Chief of the Year) and Chief Kevin O. Kalk of the Barneveld Fire Department (Volunteer Fire Chief of the Year). Honorees are association members who have been selected for demonstration of exemplary leadership, innovation, professional development, integrity, service to the public, and contributions to the fire service, as well as outstanding support in meeting the objectives of NYSAFC.
Steenbergh began his emergency services career as one of the first paramedics with the Arlington Fire District (Dutchess County) in 1990. He became a firefighter/paramedic in 1996 and advanced through the ranks, serving as chief of department from 2019 until his retirement in 2025. Steenbergh has been a member of NYSAFC since 1988 and is a member of the Career Fire Chiefs of New York State. He is also a past chief of the Roosevelt Fire District, as well as a former deputy EMS coordinator for the Dutchess County Department of Emergency Response.
Kalk has been a member of the Barneveld Fire Department (Oneida County) since 2001. He has served as chief of the department since 2010 and has also served as the Town of Trenton Joint Fire District chief since 2018. Kalk is a New York state certified EMT and a national certified fire instructor. He was president of the Oneida County Fire Chiefs Association in 2021 and also served for five years on the board of directors of the Believe 271 Foundation. Kalk has been a member of NYSAFC since 2007. He is a Hands-On Training instructor for the association and has served on the board of directors since 2022.
Chief Chris Rea of the Kingston Fire Department (Ulster County) was honored with the Chief Fred W. Singer Fire Educator of the Year Award, which recognizes an association member for outstanding effort in fire service training and education. Rea, a 39year fire service veteran, has served as chief of department since 2021. He also led the Kingston Fire Investigation Unit and the Hazardous Materials Response Team, was an Ulster County fire investigator for 20 years, and has been a New York state and Ulster County fire instructor. A member of NYSAFC since 2004, he has served the association as a Hands-On Training instructor and lecturer and is a member of the Fire Education Committee.
Lieutenant Liam Sayward of the Peru Fire Department (Clinton County) received this year’s Chief Neil McNeight Hands-On Training Award. Presented by the Chautauqua County & Monroe County Fire Chiefs Hospitality Committee, this program is intended to advance firefighter training by funding the registration of qualified and deserving students in the NYSAFC Hands-On Training program at the Annual Conference & FIRE Expo. The awardees receive training, registration for the conference, as well as hotel accommodations and a meal stipend. Sayward completed Truck Company Operations HOT held at the Syracuse Fire Department
Career Chief of the Year William Steenbergh
NYSAFC CEO Bruce Heberer and President (2024-2025) Anthony LaFerrera accepted a donation to the scholarship fund from President Tom Pellegrino (Nassau County Chiefs), at left, and 1st Vice President Kevin Fitzpatrick (Suffolk County Chiefs), at right.
Volunteer Chief of the Year Kevin Kalk.
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Training Center.
Seven scholarships were awarded this year through the association’s Anthony Messina and Ward & Janice Bohner Scholarship Program, which supports NYSAFC Individual Members and the spouses and children of these members who are pursuing academic advancement at the college level. NYSAFC granted $500 scholarships to all of this year’s applicants. Recipients and their sponsoring departments are Brady Cotter (Broadalbin-Kennyetto Fire Company), Mackenzie Dick (Crittenden Volunteer Fire Department), Jack McNamara (South Country Ambulance), Zander Miller (North Collins Volunteer Fire Department), Alex Sullivan (Stony Point Fire Department), Elyssa VanEvery (Johnstown Fire Department), and Nathan Zielinski (South Plattsburgh Fire Department). Special thanks to the Fire Chiefs Council of Nassau County and Fire Chiefs’ Council of Suffolk County for their contributions to the NYSAFC scholarship fund. ◆
Peru Fire Department Past Chief Brian Westover and Neil McNeight Award recipient Lieutenant Liam Sayward.
Chief Chris Rea was presented with the Fire Educator of the Year Award on the Hands-On Training grounds at the Syracuse Fire Department Training Center, where he led he Advanced TIC Ops course.
Sidewinder Photography
DHSES and NYSAFC Commemorate 50 Years of the Fire & Life Safety Educators’ Conference
The 2025 Fire & Life Safety Educators’ Series was hosted by the New York State Division of Homeland Security & Emergency Services Office of Fire Prevention & Control and NYSAFC this spring. Single-day conferences convened on April 26 in Suffolk County at the Suffolk County Fire Academy, May 3 in Saratoga County at the Clifton Park Fire Department, and May 9 in Monroe County at Henrietta Fire District Station #6.
2025 marked the 50th anniversary of the Fire & Life Safety Educators’ Conference, which began in 1973 as a multi-day event at the New York State Academy of Fire Science. Following a hiatus during the coronavirus pandemic, it transitioned to multiple single-day conferences at sites across New York state. The program fo-
cuses on methods to reduce fire and life safety risks in our communities. This year’s diverse lecture topics included battery emergencies and electric storage systems, advancing community risk reduction, and growing your public outreach program.
New York State Fire Administrator James Cable issued a certificate of appreciation to NYSAFC, its officers, and its members in recognition of dedication to fire and life safety education on the occasion of the 50th year of the conference. The officers of NYSAFC are very grateful to DHSES for this ongoing partnership and look forward to the continuation of the series in 2026. Thank you to all the attendees and educators, past and present, who have participated in this important event. ◆
L to R: Chief Ben Keller (OFPC), NYSAFC Past President Jim Comstock, Pub Ed Committee Past Chairperson Rick Nemier, new Chairperson Lisa Shellman, committee member Richard Frasco, and Deputy Chief Mike Stevens (OFPC) at the Monroe County program.
NYSAFC Director Tim Boel and NFPA Regional Director Mike Popich at the Saratoga County event.
Community Risk Reduction Lead Karen Berard-Reed (NFPA) presented “Advancing CRR for New York Fire & Life Safety Educators.”
Lieutenant/Paramedic Nicholas Persons of the Niskayuna Fire District and NYSAFC Pub Ed Committee presented “Developing & Growing Your Public Outreach” in Suffolk County.
AROUND THE STATE
EDIAFC Conference Held in Lake George
The Eastern Division International Association of Fire Chiefs (EDIAFC) Annual Conference convened in Lake George, N.Y. on May 8-10, 2025. More than 100 chiefs from the states that comprise the division, New York, Delaware, Maryland, New Jersey, and Pennsylvania, along with the District of Columbia, were in attendance. The networking and educational event included presentations focused on the theme “When Disasters Happen.” President Joseph Fahd concluded his second term leading the EDIAFC (20192020 and 2024-2025) at the conference. A member of the IAFC for more than 40 years and a board member for the EDIAFC for nearly 16 years, Fahd served as NYSAFC president from 2016-2017. Congratulations to the EDIAFC on a successful event. Learn more about the organization at www.ediafc.com.
Stay Informed About the Rapid Developments in D.C.
Director of Government Relations & Policy Ken LaSala, International Association of Fire Chiefs
Things move fast here in President Donald Trump’s Washington. As soon as Congress passed legislation to keep the federal government funded, they shifted to passage of the Big Beautiful Bill Act (P.L. 119-21) to fulfill the president’s campaign promises. In addition, Congress started working on the Fiscal Year (FY) 2026 appropriations bills. Also, the Trump administration is working on reform and possible elimination of the Federal Emergency Management Agency (FEMA).
The Big Beautiful Bill Act (P.L. 119-21)
On July 4, President Trump signed the Big Beautiful Bill Act (P.L. 119-21). The new law extends tax cuts in the Tax Cuts and Jobs Act (P.L. 115-97) from President Trump’s first administration and adds new tax cut provisions. It also increases funding for defense and homeland security. The bill also makes changes to programs like Medicaid to pay for these increased expenditures and tax deductions.
The new law would limit taxes on overtime. A person making under $150,000 annually (or over $300,000 filing jointly) can
deduct $12,500 (or $25,000 for those filing jointly) of their overtime pay from their taxable income. If a person earns over $150,000, the amount of their deduction will decrease by $100 for every $1,000 earned over the limit.
The new law also broadens the exemption for state and local taxation (SALT). The SALT cap will be raised from $10,000 to $40,000. However, it will phase out for high earners with modified adjusted gross incomes of $500,000.
The bill appropriates $300 million to FEMA to reimburse state and local emergency services for extraordinary costs incurred while providing assistance to the Secret Service to protect designated presidential residences. The bill also includes $500 million to help state and local agencies detect threats for unmanned aircraft systems and $625 million for security and costs related to the 2026 FIFA World Cup.
The bill also makes changes regarding Medicaid eligibility, but would not affect states’ Ground Emergency Medical Transportation programs. The bill requires Medicaid recipients to work a minimum of 80 hours a month. The requirement can be ful-
filled by employment, community service, or education. The law includes exceptions to the work requirement for disabled people, pregnant women, and others that are physically incapable of working. Illegal/undocumented immigrants would be ineligible for federal-funded Medicaid. The new law also requires more frequent eligibility and death record checks. The Federal Medicaid Assistance Percentage (FMAP) program was changed to remove the special FMAP rate for illegal/undocumented immigrants and the special bonuses that started during the COVID-19 pandemic.
FY 2026 Appropriations
As it finished work on the Big Beautiful Bill Act (P.L. 119-21), the House began to focus on the Fiscal Year (FY) 2026 appropriations bills. The House Appropriations Committee passed the FY 2026 Department of Homeland Security Appropriations Act (H.R. 4213) on June 26. See the table above for the funding levels for federal fire service programs included in the bill. Among the provisions in the report language accompanying the bill:
• The bill authorizes the FEMA admin-
istrator to waive requirements to the AFG and SAFER programs.
• FEMA is directed to provide recommendations on the appropriateness of adjusting existing cost-share requirements for FEMA grants.
• The Government Accountability Office is asked to assess the risk assessment model used for allocating UASI funds and recommend any necessary changes.
• The Appropriations Committee asks FEMA to recognize that a rapidly implemented change to the thresholds for disaster declarations could unfairly affect rural states with lower budgets or that are more susceptible to disasters.
• The Appropriations Committee asks FEMA to consider ways to deploy telemedicine and mobile diagnostic units in areas affected by major disasters.
• For mitigation, FEMA is encouraged to identify more ways to support at-risk communities, particularly those in the WUI, that wish to proactively implement mitigation measures, particularly through the pre-disaster mitigation program.
The House went into recess for August and will be back in September. The Senate has yet to release its FY 2026 DHS Appropriations bill.
The FEMA Review Council
The NYSAFC and IAFC also are monitoring the actions of the FEMA Reform Council. The council was established by President Trump in January by executive order. It is chaired by DHS Secretary Kristi Noem and Defense Secretary Pete Hegseth. So far, the FEMA Review Council has held two meetings. It also has established three sub-committees: Federal-State Coordination, Disaster Response and Recovery Assessment, and Final Report.
The IAFC has established a DHS/FEMA Task Force to develop a white paper to provide recommendations to the federal FEMA Review Council. The IAFC task force will be educating the federal FEMA Review Council about the importance of the U.S. Fire Administration; the Assistance to Firefighters and SAFER grant program; the DHS preparedness grants like the Urban Areas Security Initiative and State Homeland Security Grant Program; and the National Incident Management System. It is important to protect these programs as the Trump administration looks at making changes to FEMA.
Other Major Fire Service Legislation
The IAFC also continues to work on other major pieces of legislation. For exam-
ple, the House passed the Setting Consumer Standards for Lithium-Ion Batteries Act (H.R. 973), and the bill is awaiting passage in the Senate.
Also, the Senate Judiciary Committee voted to pass the Honoring Our Fallen Heroes Act (S. 237), which would grant eligibility for the PSOB program to the families of public safety officers that die or are disabled from cancer due to job-related exposures. We also are working to preserve the federal FirstNet Authority by repealing the February 2027 termination date.
In Conclusion
With the steady increase in activity in Washington, D.C., the IAFC Government Relations and Policy department releases a weekly “Washington Update.” In addition, we continue to update our “Hot Sheet” monthly, so that fire chiefs have up-to-date information before meeting with their members of Congress.
Finally, please visit our Legislative Action Center and use our tools to contact your senators and representatives about major pressing issues in Washington. There is a lot happening in Washington, so now is the time to get involved. Learn more at www.iafc.org. ◆
1 This amount includes $10 million for the development of the National Emergency Response Information System (NERIS) program and $1.25 million for information technology upgrades at the National Emergency Training Center (NETC) in the Procurement, Construction, and Improvements (PC&I) account.
2 This amount includes $60.084 million for USFA and an additional $2 million for the National Fire Incident Reporting System (presumably they mean the “National Emergency Response Information System”) in the PC&I account.
Engine Officer Decisions
If you are an engine officer, you already know that there are many decisions that need to be made when arriving at a structural fire. Other types of emergencies and events require numerous decisions as well, but this discussion will concentrate on structural fire decision-making by the officer of the first to arrive engine company. Let’s take a look not only at the decisions that are required, but also the order in which they may have to be made.
Like every other fire you have ever gone to, there are no two fires that are the same. Everything from staffing to the size of the building, the occupancy, the stage of the fire, the extent of fire, the fire loading, and the potential for victims is different at every fire. But some of the decisions that are needed can still be made after the officer considered all of the variables just listed.
So, you roll up to a fire on the third floor of a three-story apartment house. Fire is issuing from two windows on the front of the third floor, and it is midnight. No further information has been provided to you and you begin your size up. The absolute first decision that should be made is what size hoseline needs to be stretched for this fire. This is a residential building, just like a one-family house, and although it is much larger, the “occupancy” is still residential. So, a 1¾inch attack line is called for. But wait, do the firefighters stretch a pre-connected attack line or one from the static load off the back step? That decision needs to be made as well, and it depends on the distance between the fire and the engine. If the officer has determined that the pre-connected line will reach, that can be so ordered; or, if the distance is greater, the longer hoseline off the back step may be needed. Decision one complete!
Next decision is the route that the hoseline will take to reach the fire. This, too, is a decision that must be made considering the on-scene conditions. Most apartment houses or
multiple dwellings have a main or primary entrance at the front of the building, and it generally leads into a public hallway with an open interior stairway to the floors above. This is a very effective and rapid route to use to get to an upper floor fire, and this main stairway is usually maintained clear enough for residents to use to access their apartments, so it should work well for us, too. But what if the stairway and hallways are chock full of escaping and screaming occupants? The answer to that is to stay to one side of the hall and stairway and get that line to the fire floor as rapidly as possible.
Since this fire is in a three-story building, and the officer determined that a four-length stretch would work for this
Engine officers need to know how many different hose diameters and lengths are carried on their company apparatus and which one will work best for every incident.
John J. Salka Jr.
John Salka
operation, could there be another condition in the building that could change the number of lengths of hose required to reach the fire on the third floor? The answer is yes, and the condition is a well hole. A well hole is the usually narrow shaft that is created when a stairway is constructed in such a way that when each set of stairs going to the next floor is positioned, a space or narrow shaft is created between the bannisters. This narrow opening, if wide enough for the hose coupling to pass through, can be used during the stretch and a single length of hose (50 feet) could reach from the first floor to the fifth. This situation, if present, can reduce the number of lengths needed for the stretch and reduce the time it will take to complete the stretch. This is the next decision that must be made.
So, the firefighters are arriving on the fire floor with the hoseline and getting ready to begin the fire attack. When should the officer call for water? Should the line be charged at the front door entrance on the first floor, like at a house fire, or should the line be charged at the entrance door to the fire apartment or somewhere in between? The answer may vary depending on conditions, but a proven and effective location to call for water is when the nozzle arrives at the apartment door. This door is, in effect, the same as the front door to a house. The fire is almost always confined to the apartment, and the line can be stretched rapidly and effectively when dry to the fire floor. If the fire or a severe smoke condition has gained hold of the hallway, the officer can then call for water.
Another important decision for the engine officer is when to order the firefighters on the nozzle team to don their SCBA. Obviously, for a fire on the third floor, there would be no practical reason to start using bottled air on the first floor. Of all the resources that we have to extinguish a fire, the air in our SCBA cylinders will probably be used up first. Knowing this, we should try to conserve our air and use it only when absolutely necessary. Once the nozzle team enters an IDLH atmosphere the decision has been made for them. But until the firefighters actually enter or
closely approach the smoke and fire, they should resist using the air unnecessarily. The use of SCBA air too early in a structural fire can result in the nozzle team running low and even running out of air at the height of the fire attack. This obviously brings with it a level of danger to not only the firefighter on the hoseline, but also any other firefighters operating above or nearby. It also can cause the fire attack to be interrupted and the fire to regain a foothold and spread within the building, endangering occupants as well.
Advancing and moving in with an attack hoseline at a structural fire is a technical and demanding operation. The speed and manner in which the line is advanced will have a dramatic impact on the success of the firefighting operation. Too rapid of an advance can result in areas of fire being passed without complete extinguishment or even involved rooms being overlooked. Speed and aggressive movement are important but must be measured and controlled by the engine officer. The engine boss should not hesitate to either lean in and move the nozzle team forward aggressively or hold up and
slow down the advance when necessary. Both of these decisions can have a vital impact on the fire attack.
During the fire attack several other events can have an effect on the advance of the attack hoseline. Firefighters can sustain minor injuries, clutter conditions can be encountered, fire and heat conditions can unexpectedly increase, and the nozzle team can reach their exit times related to air supply. Every engine officer will have to decide whether to slow the advance, suspend the attack, or even retreat. The important fact to remember as the first in engine officer is that the entire fire attack assignment (possibly dozens of firefighters or teams of firefighters) is working in harm’s way and depending on the advance and success of that first attack hoseline. This fact must be considered before any attack hoseline is withdrawn or shut down.
There are many other decisions that may or may not have to be made by the engine officer at a structural fire, but those discussed in the previous paragraphs are a short list of the most common and important. Effective training and of course, real-life experience, will play a big role in the way the engine officer commands the initial attack line. ◆
About the Author:
John Salka worked for over 33 years with the FDNY and retired as the battalion commander of the 18th Battalion in the Bronx. He is a nationally known lecturer and instructor who has presented at venues across the country. Programs presented for NYSAFC include the annual Seminar Series, Emergency Services Leadership Symposium, and COLT. Salka is the author of the books The Fire Scene – Tactics, Skills, Lessons and Commentary, First In, Last Out – Leadership Lessons from the New York Fire Department , and The Engine Company. He received the 2001 FDIC Training Achievement Award for his “Get Out Alive” firefighter survival training program and the FDIC 2022 Tom Brennan Lifetime Achievement Award. Salka travels extensively training firefighters in tactics, strategy, leadership, safety, and survival.
An engine officer arriving at this structural fire needs to make several vital decisions, such as hose size and length, entry point, pumper location, and water source.
Matt Daly
Vacant to Occupied Part 2: How Alterations Challenge Us
Michael Scotto
Hi, campers, and welcome back as we continue our discussion on the adaptive reuse of properties from the May 2025 issue of Size Up (https://bit.ly/3HhlFSv). Let’s begin by reviewing some issues impacting older structures that we must be concerned with, such as bearing wall damage, settling of the foundation, poor construction, natural disasters,
renovation/remodeling, modernization, electrical/plumbing voids, material incompatibility, and fire dynamics. There are other issues, but these should be sufficient to make the point. Now, these conditions may be corrected to a degree, or covered over to reduce costs. With historical structures, there is often a more labored operation to keep renovations as accurate as possible.
To begin we should, as mentioned in part one, inspect these renovations while work is ongoing. This is the time that reinforces our knowledge of the structures that are being rehabbed. With that being said, we must ask, how well do we know building construction types and their inherent design issues? Our strategy in all aspects of firefighting is based on expert knowledge, in
this case, on construction types.
For most of the country, Class V is the main construction type we deal with. Oneor two-story, wood, private dwellings. Renovations in these structures are generally additions, as well as basement and attic renovations. Yes, bathrooms and kitchens too, but most often that’s cosmetic. But here, too, we sometimes have contracting companies that simply cover over any damage and we are left to figure this out. There is no real way to pre-plan these renovations, except by using our basic construction knowledge as a point of reference. If we know the construction type of a structure, we now have a good place for our fire operations to begin. Here is where being a “surgeon of building construction” pays off.
Balloon frame construction, as we know, has no fire stopping on the exterior walls between each floor. Platform construction has fire stopping between floors, which initially will slow vertical extension within the exterior walls. However, this has no bearing on the open interior stairs or the fact that the building is made of wood! When fire enters the structure, extension above is normal. As we know, normal is a relative term. By normal, I am speaking about what we normally expect at a house fire. You know, a usual job, no backdrafts or flashovers – just a room or two that we extinguish with a line or two using normal VEIS tactics.
To continue, we must inspect as many renovations as possible, to see if any structural changes are being made. If so, your personal view is required. Just in the same way we hear about a great play in a baseball game, seeing it actually lends a more insightful understanding of said play. In this way, you and your members can brainstorm and figure out how you need to handle this structure – just in case.
For this article, I focused more on larger structures, like Class III or Class IV. If a larger structure has major changes, the issues are simply larger. If the occupancy was a school and is now a multiple dwelling apartment house, we have a more compartmented occupancy. Also, there are now occupants present 24 hours a day. Through inspections, we find new voids, which show us how and where fire will spread. If during rehab, the sprinkler system has been shut down, what are our plans? Is there a security guard on duty overnight? During the renovation process, we will have exposed beams and stairways that may only have wooden
railings in place to prevent falls. One major concern for strategy would be, is the building structurally sound during the renovations? I mean, are exterior operations our only option?
If interior operations are acceptable, we must determine hoseline size. There will be large open areas without normal fire stopping, allowing for rapid fire spread, combined with any flammable liquids present during renovations. What if a fire protection system is being added? If none is added, what response is needed to assure adequate manpower for general operations? Where are we to set up or enter the building? Most times, the normal areas of access are blocked, and smaller or distant entrances are used by construction personnel. Will scaffolding interfere with laddering or is there a work elevator present? Both may affect any laddering and access issues. Chief officers must anticipate more difficult fires
due in part to the large open areas.
During renovations, the local chief may request a fire protection system not covered by code that will make a difference for occupants and responding members. That is part of the fire department’s mission statement, to protect life! If new regulations cannot or are not undertaken, we must implement an IAP with drills on site for the safety of all. This includes searching for possible squatters. It can be more difficult if squatters are present, since they tend to block off areas they are living in with blankets. Initially, this tends to limit our view of any smoke and fire from the exterior.
How many rooms are there in the apartments? What are the locations of stairways and length of the hallways? What are the locations of the elevator and machine room? Are there solar panels or cell sites on the roof? Is there a new heating system, and where are the shut-offs for all utilities? The
simple length of hallways will affect stretching and water pressure. Another issue is the number of members available on a weekday afternoon to efficiently operate. As we understand, everything affects our operations in one way or another.
Now, if the rehabbed structure was a church, what type of construction is it most likely? You got it, balloon frame! Older churches have this design feature. Therefore, if this structure is turned into a club or a multi-use commercial occupancy, our initial tactics must include the location of the sprinkler shut-off. One can see how preplanning is vital. Depending on the height of the structure, our roof operations will have clear consequences if not addressed initially. If a sprinkler system is added, is it at the roof level, or is it set closer to the ceiling level or even below the ceiling? Obviously, the sprinkler would be negated if fire is above the ceiling. If closer to the ceiling, any fire that extends into the exterior walls will spread above sprinkler coverage. This means that roof operations are critical and a unit or two may have to be designated as soon as possible assuring coverage in this area. This is generally determined by the fire load and the occupancy itself. With a preincident plan in place, all members will know their assignments, and operations have a clear path. These plans may vary from our normal operations, since they are specific to one structure or occupancy.
Our strategy and tactics are only effective if we drill on them. A good tactic to employ for engines and something I have always believed in is stretching a line at a call for fire or smoke once the address is verified. It doesn’t matter the time of day or year; it’s simply practicing on stretching. The more you practice…
Ladder members go into a building to see what the call is for, they check the sides and rear, and may, depending on the occupancy, send a member up to the roof through an exposure to complete the size up. In this way, truck members are pre-planning operations and get a full view of this building, which will be used here and also as a guide on how to operate at other buildings. The more you perform these basic tactics, the better you get. It’s just common sense.
If the renovated structure is a heavy timber design, one concern is how many of the original structural members are being used. As mentioned in the last issue, contractors
will use older members to reduce the costs of renovations. If replacements are required, the contractor may find wood from a similar era. In this way, shrinkage of newer wood will be less of a problem. Newer wood shrinks, which can cause weakening of the structure. Any gaps will increase the fire area and also reduce the strength of the beams. The more exposed wood means the area increases, which means more fire. If a fire starts in the middle of a room the only exposure, initially, is directly above. Put that fire in a corner and we now have three areas of exposure. Heavy wood beams take longer to burn, but once they get going, we have a larger fire to deal with.
If the building was a manufacturing occupancy, it is likely the fumes from whatever was produced will adhere to these beams, making them more flammable. Our strategy should include the placement of large caliber streams. This is especially important with today’s open interior design choice. Large open areas take longer to fill with smoke. The heat at the ceiling level may go unnoticed, initially, since as we enter there is no appreciable heat. Using your TIC allows you to immediately recognize this situation. If during operations no TIC is available, aiming your attack line at the ceiling and giving a short burst of water will be a help. If steam should drop down in a few seconds, you know there is high heat at the ceiling level. Again, local fire codes will determine the sprinkler requirements, which may alleviate this. But as we know, sprinklers contain fires and if heavy beams are involved, that may overwhelm the system. Something to consider.
Now, I wish to mention bowstring truss construction. No, not in commercial occupancies alone. We should know that any considerable fire in this construction type requires a quick search and a rapid initial interior attack, and if it is not handled quickly, exterior operations should be implemented. Throughout the country at these structures, firefighters have been injured and killed, whether on the roof or inside due to the weakness of the original construction design. I am not saying don’t make a push! You must look at the fire conditions and your IAP for the given situation, and then act accordingly. If the building is unoccupied, that should also be a strategic consideration.
To continue, I am looking at bowstring design in residential rehabilitated construction design. It has a nice feel, and it looks
aesthetically pleasing to many. This open area, even in a residential occupancy, may require a larger initial handline for volume of water. You can always reduce the lead length once you have gained control. It’s a good tactic when faced with the potential of a large open area and you need some guts to extinguish it.
Size up is an ongoing process. Don’t let the mindset of, “Well, this is how we always do it,” prevent a common-sense tactic from being used. We are thinking proactively, people; never ignore that reality. At these types of rehabbed structures, the height of the ceiling makes our six-foot hook initially useless. You may need a 10- or 12-foot hook to reach some part of the ceiling. Hydraulic ventilation may be our best option due to the height of the ceiling. Exterior laddering will take time. As we know, going onto these roofs is not a preferred option, unless you use a bucket. You can of course, depending on the fire conditions, make entry on the roof, vent any skylights or natural openings, and then leave the roof. Let’s not forget, this structure has been redone, and as mentioned a lot, a pre-fire plan should be developed for member safety. As I have learned over time, the response time of many volunteer departments can lead to considerable fire growth, along with the many other issues they have to contend with. So, upon arrival to an advanced fire, search as quickly as possible and consider an exterior attack. Of course, weather and the time of day always play a factor at every operation.
We may have little information on a building and/or its occupancy, and now we have to fight a fire in it! We are professionals, and just like any military units or sports teams, prior knowledge and training are required for the best outcome. If you have fought the fire at drills many times, you have already won. Let’s be careful out there! ◆
About the Author:
Mike Scotto served with the Fire Department City of New York (FDNY) from 1979-2021. He was appointed to lieutenant in 1997 and assigned to Tower Ladder 58 in the Bronx. Previous assignments included Engine 18 in Manhattan and Tower Ladder 157 in Brooklyn. Scotto is a New York state fire instructor, national fire instructor Level I and II, and master exercise practitioner certified through the Department of Homeland Security, as well as an Orange County fire instructor. He presented the NYSAFC 2024 Seminar Series.
NYSAFC EVENT CALENDAR
Don’t miss NYSAFC events scheduled for your area! Follow us on social media and view our schedule of upcoming educational opportunities in the classroom and on the fireground at www.nysfirechiefs.com/programs
January 30 – February 1, 2026
Beyond the Flames Part 2: Peer-to-Peer Support - Changing Culture
Firefighting is a profession that requires significant physical stamina, mental resilience, and emotional stability. Despite their dedication and discipline, firefighters encounter numerous traumas that may adversely affect their wellbeing. Implementing a peer-to-peer support program serves as a vital resource to address these challenges. A peer-to-peer support program is not just a helpful initiative – it’s a critical lifeline for firefighters.
An increasing number of firefighters are encountering both occupational and per-
sonal challenges, frequently linked to workrelated mental health concerns, such as post-traumatic stress. At present, there is a shortage of mental health professionals with appropriate cultural competence, and many local Employee Assistance Programs lack sufficient resources to provide comprehensive support for first responders.
In this article, Deputy Chief (Ret.) Paul Drennan, founder of the acclaimed Jersey City (NJ) Fire Department Peer Program, will provide a comprehensive overview of the essential steps required to establish an
effective and proficient peer-to-peer support program within your department or jurisdiction. Deputy Chief (Ret.) Robert “Butch” Cobb will cover some of the strategies beyond peer-to-peer support.
The primary objective of the peer support team is to promote the well-being of firefighters and their families. The team implements peer support initiatives that leverage members’ experiences to provide effective strategies promoting hope, recovery, and resilience. Establishing peer support programs within your department can
Robert “Butch” Cobb and Paul Drennan
be invaluable in providing a safe space for firefighters to discuss their experiences and seek support from colleagues who understand the unique challenges they face.
Leading such a team requires considerable commitment, and establishing an effective group is regarded as essential to operational success. Careful selection of suitable individuals is vital for the program’s effectiveness; team members must demonstrate trustworthiness and dedication to supporting others, as well as maintain good standing within the department. Participants must be well-trained, adhere to established principles, sign a code of ethics, and maintain confidentiality at all times.
Chief Drennan recognized that comprehensive training and supervised experience are fundamental to establishing a credible peer support team and must be sustained over time. In 2019, the program commenced in Jersey City with the IAFF twoday course, which provided guidance on constructing and maintaining an effective peer support team. While certification and the proper documentation of training are crucial for the team’s integrity, it is equally important that team members demonstrate genuine dedication and empathy. A truly caring person makes for an authentic peer team member. Ongoing training is crucial for a legitimate peer support team. In 2022, the team delivered peer support team training to all 750 members of the Jersey City Fire Department, ensuring that staff were informed about the group’s purpose and activities.
The key priority for a peer support team is to ensure that all department members are informed about the team’s activities and objectives. The JCFD team accomplishes this through regular email communications, station visits, informative pamphlets, posters, standard operating procedures, and a website.
Chiefs Drennen and Cobb assert that team testimonies (experiences), including their own, serve as a highly effective approach when firefighters candidly share their experiences with past mistakes and personal challenges, including issues related to alcohol, drugs, stress, anxiety, PTSD, depression, or poor decisions. Such openness demonstrates to members how past difficulties can be transformed into future strengths. When firefighters recount how they sought assistance from colleagues and turned their challenges into opportunities
for positive change, it encourages others who are struggling to seek and accept help. This process affirms that one’s past does not determine one’s identity; instead, it can provide a foundation for a promising future when individuals commit to personal growth and are able to find post-traumatic stress success.
Chief Drennan recognized that as the peer team grew, it became necessary to break the team into smaller groups. Targeting skill use helped with teamwork and productivity. Members were assigned to various sub-teams, including critical incident stress debriefing coordinator, team administrator aide, team secretary, training coordinator, recruit class coordinator, retirement outreach, liaison to unions, veterans outreach coordinator, and others.
With the recent influx of veterans who have served our country, it is essential to recognize and utilize current and retired veterans as part of the peer support team to lead a veterans outreach group. Veterans/firefighters, particularly those who served in combat zones, are at high risk for PTSD due to experiences like life-threatening situations, witnessing death or injury, and engaging in combat. As many as 30% of veterans may develop PTSD at some point. Firefighters experience repeated exposure to traumatic events, which can increase their risk of developing PTSD over time.
Chief Cobb, a Vietnam veteran and JCFD peer group outreach coordinator who has experienced and navigated through his symptoms of PTSD, attributes his progress toward post-traumatic stress success to VA peer support and other effective coping strategies. He is committed to sharing his experience with fellow veterans as needed.
While peer-to-peer support serves as an essential foundation, recovery is a continuous and ongoing process. Expanding such support can foster greater resilience and help individuals navigate challenges more effectively. There are several additional strategies beyond peer-to-peer support networks, including trauma-informed therapy, cognitive behavioral therapy (CBT), physical activity, trauma-informed support groups (led by professionals), and several other proven methods.
Since the official formation of the team in 2019, a peer support program has been established for the Jersey City Fire Department. Members at various levels – including firefighters, company officers, battalion
chiefs, deputy chiefs, and tour commanders – utilize and activate the team for themselves, their subordinates, and family members. During ongoing incidents, the IC or staff can implement the SOP developed for team activation in crisis intervention situations. With the full support of the chief of the department and staff, members can reach out to get the help they need before it is too late. These initiatives have contributed to changes in the culture within the Jersey City Fire Department with regard to mental health and PTSD.
Everyone’s journey to success while managing mental health and PTSD is unique, and it’s essential to find what works best for you. Peer-to-peer support is a great first step! ◆
About the Authors:
Deputy Chief (Ret.) Paul Drennan served for over 28 years with the Jersey City (NJ) Fire Department, retiring in 2023. His career included roles with the busiest units, Squad 4, Engine 22, Ladder Tower 4, and Rescue 1. Drennan also served with the New Jersey Task Force Urban Search & Rescue Team (2001-2008). He founded the Fire Officer Training Academy in 2010 and the Peer-toPeer Support Group in 2019. Deputy Chief (Ret.) Robert “Butch” Cobb has over 50 years of firefighting experience, including 34 years with the Jersey City (NJ) Fire Department, where he held various leadership roles such as chief of operations, chief of training, and citywide tour commander. He is also a past chief of the Dumont and West Milford Township (Co. 4) (NJ) Volunteer Fire Departments. After retiring, he served as national director at the Insurance Services Office (ISO). Cobb is an IAFF-trained peer supporter and mental health advocate and was inducted into the Firehouse Hall of Fame in 2022. He is also a decorated Vietnam veteran, having served with the U.S. Army 225th Combat Aviation Company from 1968–1969.
Behavioral Health Resources
Jersey City Fire Department
PeerSupport Team (www.jcfdpeersupport.com)
First Responder Center for Excellence (firstrespondercenter.org)
International Association of Fire Fighters (www.iaff.org)
National Volunteer Fire Council (www.nvfc.org)
So, You’re the New Officer… Now What?
Wayne Friedman
Congratulations! You have just been selected to be a company officer. You are embarking on a major change in your fire service career, regardless of the official title and whether you are elected or appointed. Volunteer or career, the responsibility is the same, and the commitment by you as an individual is the same. Let’s see how you got here and where you should be going.
First, let us look at the company officer in the volunteer fire service. How did you become part of your department’s leadership team? Was it because of your training and advanced education? Was it due to your understanding of human resources and the ability to manage people? Maybe you understand the legal requirements and standards needed to manage your organization. Actually, you may have been elected due to your firefighting expertise and ability to perform job duties and tasks as a firefighter. Your department by-laws and policies may dictate
some minimal requirements, such as time of service in the organization and activity levels. It is often said that members move up in rank due to popularity amongst other members of the organization. This may be the case. What is concerning is the election or appointment of someone to a leadership position because, “There is no one else who wants it.” Is this fair to you as the new officer? Do you truly understand your responsibilities and the expectations that are placed upon you?
And what about on the career side of the house? In New York state, fire departments are regulated by New York State Department of Civil Service requirements. This involves successful scoring on a prescribed examination and local requirements related to residency, physical abilities, and possibly a consent decree. An interview may occur, but for any position, it is only based on the “top three” scores. This may involve more than three candidates for entry-level posi-
tions due to group scoring, but may not include some of the candidates who could perform as a quality firefighter, possibly due to their poor test-taking abilities or preparation. In order to be eligible to participate in a promotional examination, the candidate must meet certain requirements relating to time of service in the organization, and possibly some additional educational requirements (college credit hours or a degree). Larger municipal departments may promote strictly based on the score of the exam. Smaller municipal or combination departments may promote outside of the sequence of scores for any number of reasons.
Career or volunteer, the requirements may vary, but typically there are established processes that elevate a member to a new officer position. Outside the internal requirements for being an officer, a valued characteristic is, “She/he is an outstanding firefighter.” Although this may be true, and should play a part in advancement, it often
weighs too much on the decision to be made. Other skills that should be considered include understanding personnel concerns such as discipline, counseling, and public complaints, budgeting, public education, and working with various political entities. These topics may not seem as important as on-scene decision-making, but they are often the cause of issues for organizations, and place officers in unwanted predicaments.
As a supervisor, you have a responsibility to assure that members work in an environment free of harassment or hostility. Actions that were culturally acceptable in years past are no longer permissible. News headlines typically do not cite failure of an officer performing at an emergency scene. It is more common that news stories will be related to a non-emergent situation, typically involving other personnel and the inability to manage as a supervisor.
How do you become a successful first line supervisor? There are some established mechanisms already in practice that can help.
Find the senior officers. There are many officers with years of experience who can help guide you as a new officer. Ask questions. Seek input. Do NOT assume you know everything merely because you now have brass on your collar. Experienced officers have “been there, done that.” However, use caution with some input. Although the experiences may have worked at one point in the career of the senior officer, you may be facing different issues, which may require an alternative thought process to have a favorable outcome. Maybe get a second opinion.
Seek further education and training. Pursue formal educational opportunities and guidance documents that are recognized for fire service officers:
• The New York State Office of Fire Prevention and Control offers training for all levels of officers, following the job performance requirements (JPRs) found in NFPA 1021 Standard for Fire Officer Professional Qualifications. The first course of officer training, Fire Officer I – Supervising Fire Officer, is designed for that entry-level company officer. Topics covered in the class include the company officer’s duties and responsibilities, leadership and supervision, human resources management, communications, administrative functions, and health and safety issues. Other course topics
How do you become a successful first line supervisor? There are some established mechanisms already in practice that can help.
include company-level training, community relations, pre-incident surveys, and the delivery of emergency services.
• The International Association of Fire Chiefs (IAFC) Officer Development Handbook cites many topics specific to professional development including experience, education, and mentorship. This can help any firefighter starting on their path to becoming a fire service officer and offers a guide of what they should know.
• The National Fire Academy in Emmitsburg, Md. offers many online and inperson courses specific to officer development. These courses are nationally recognized and can cover many topics related to professional development, leadership, and adaptive challenges. The on-campus classes offer a truly professional learning environment with renowned instructors from across the country. This also allows for networking with officers from other communities.
• Read, read, read! Review various articles, books, documents, and blogs. Sign up for daily news briefs related to the fire service. Subscribe to various magazines and informational documents. Start looking at things as an officer, not as a firefighter. Become a sponge for information. However, filter it as necessary!
Get involved. Find other local, state, and national fire service organizations and groups. Consider joining local entities, such as the Ruritan, Elks, and Moose, or other non-profit or not-for-profit organizations. This will give you a better understanding of the community and the greater fire service as well.
Get out! Take advantage of outside training, including seminars, conferences, and symposiums, which often include nationally recognized speakers. In order to better yourself and your department, you have to seek information from the outside. This will allow you to grow and also gives you the opportunity to bring back ideas that might improve your department.
Becoming a first line supervisor in the fire department is a huge commitment. As a firefighter, you were responsible for yourself and maybe a partner. As a company officer, you will be responsible for members of
your company or group. In some organizations, you may be in charge of emergency scenes as the highest-ranking officer. This requires an understanding of the various emergency responses you could encounter, along with the ability to apply procedures to keep members safe and complete the objectives at hand.
Just as important is your ability to manage people and the understanding of the dynamics of various personalities and human actions. This task can be as challenging as making a decision regarding fire suppression tactics, and it might take more of your time. And possibly, it could be a detriment to your career if not handled properly.
In the book Leadership on the Line by Ronald Heifetz and Marty Linsky, the authors speak of looking at your organization from the balcony view. Although this form of leadership is more applicable to an executive officer, the principle can be utilized in part by the supervising officer. The need to not only look at the organization from the “boots on the ground” view, but also to start looking at things from an upper-level view is needed. If the first line officer can understand the upper view in concept, success at the lower level might come easier. Again, organizational management is not dependent on one individual; it is encompassing of all members at all levels.
If you take the bars, take it seriously! ◆
About the Author:
Wayne C. Friedman is currently the chief of the City of Cortland Fire Department, a position he has held since 2019. Friedman has been in the fire service for nearly 40 years, serving as an officer in both career and volunteer fire departments, and he is a New York state fire instructor involved in curriculum development for all levels of the officer series. Friedman's education includes an associate degree in fire protection from Onondaga Community College and a bachelor's degree in public administration from Empire State College. He is also a graduate of the Executive Fire Officer (EFO) Program at the National Fire Academy. Friedman serves on the board of directors of NYSAFC, where he has been a member since 1991.
NYSAFC 119th Annual Conference & FIRE 2025 Expo
The NYSAFC 119th Annual Conference & FIRE 2025 Expo was held June 4-7 in Syracuse, N.Y. Thanks to the attendees, exhibitors, sponsors, instructors, volunteers, and our partners in Syracuse for your participation and support! FIRE 2025 included exhibits, classes, and accredited EMS, codes, and fire district commissioner
training at The Oncenter, networking activities, plus Hands-On Training delivered at the Syracuse Fire Training Center. This event supports the yearround activities of our not-for-profit organization. Look for more photo highlights on our Flickr photostream at https://bit.ly/3KgF8lb. Mark your calendar for FIRE 2026 – June 10-13 in Syracuse! ◆
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Fire Service Attorneys Terry Hannigan and Mark Butler, conference lecturers, with NYSAFC President 2025-2026 Richard Lyman.
EMT/Firefighter John McMaster (Baltimore City F.D.) delivered the Keynote Address.
NYSAFC Director Stefano Napolitano, Deputy State Fire Administrator William Davis, and State Fire Administrator James Cable.
NYSAFC Director Wayne Friedman, President 2025-2026 Richard Lyman, Syracuse Fire Chief Michael Monds, and President 2024-2025 Anthony LaFerrera.
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Deputy U.S. Fire Administrator (Ret.)
During the General Session, NYSAFC officers made a special presentation to Barbara Hare and the Hare family in recognition of Chief James Hare. Jim, NYSAFC 2nd vice president, passed away on August 3, 2024. He was appointed president emeritus 2024-2025 by the board of directors in recognition of his dedicated service to the association and New York state fire service.
Conference Committee members Rick Akey, Mike Smith, and Jim Empie assisted with vendor move in.
Assistant Chief (Ret.) John Norman (FDNY) with President Anthony LaFerrera.
Dr. Denis Onieal
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At the Memorial Service, NYSAFC honored 53 association members who were lost during the past year.
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Deputy Chief (Ret.) Robert “Butch” Cobb (Jersey City F.D.), NYSAFC CEO Bruce Heberer, and Battalion Chief John Salka (FDNY).
Keynoter John McMaster with NYSAFC EMS Committee member and lecturer William Hallinan (Spencerport F.D.).
President Richard Lyman met Public Safety Risk Management Specialist Pete Frisoni of PERMA and President Jason Green of the Career Fire Chiefs of New York State at the Paid Officers Luncheon.
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District Chief Moses Jefferies IV (Nashville F.D.).
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EMS lecturer CEO Jess Ward (Athinka).
Supervising Fire Marshal John Orlando (FDNY).
President Christopher Roth (NYS Fire Marshals & Inspectors Association) delivered Codes Training.
NYSAFC Past Director Jim Harrington visited with our exhibitors.
Syracuse F.D. lecturers Lt. (Ret.) Paul Haynes, Captain Joe DiFabio, and Deputy Chief (Ret.) Paul Cousins.
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Battalion Chief Christopher Eysser (FDNY).
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HOT instructor Lt. Tim Klett (FDNY), NYSAFC Conferences/Education Coordinator Sue Revoir, lecturer Battalion Chief Daniel Moran (Fort Lauderdale F.D.), and keynote speaker EMT/Firefighter John McMaster at the Friday night Block Party.
Chief Tom LaBelle, past NYSAFC executive director, caught up with NYSAFC Past President Norm Knapp.
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President Richard Lyman with Blake Mayo (Alfred Station F.D.), “unofficial world record holder for the most NYSAFC NFFF Stair Climbs.”
NYSAFC past presidents at FIRE 2025 (L to R) – Back: Scott Ewing, Jim Comstock, Julius Leone, and Lee Shurtleff. Front: Dan Schwertfeger, John Sroka, and Norm Knapp.
Incoming President Richard Lyman with NYSAFC Past President Alfonso Varlaro, the installing officer.
Richard Lyman is the fifth chief of the White Plains Fire Department to lead the association as president, the most of any agency since the organization was founded.
Chief (Ret.) Richard Lyman (White Plains F.D.) was sworn in as NYSAFC president on June 7, accompanied by his wife, Jane.
The NYSAFC FIRE 2025 9/11 Memorial Stair Climb & Walk was held at Upstate Medical Arena at The Oncenter War Memorial. The event raised over $17,000 for the FDNY Counseling Services Unit and family programs of the National Fallen Firefighters Foundation.
More than 50 participants took part in the climb, with an additional 125 completing the virtual walk as they toured the FIRE 2025 exhibit hall. Thank you to all who supported the event. NYSAFC thanks Randy Jensen, at right, as well as the volunteers and NFFF team for coordinating the event.
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NYSAFC HOT at the FDNY Training Academy
NYSAFC Hands-On Training at The Rock – the FDNY Training Academy on Randall’s Island– was held May 1718, 2025. This is the association’s second weekend program at the renowned facility. 110 firefighters completed engine and truck company stations led by a cadre of FDNY and NYSAFC instructors. Students traveled from across New York state, as well as from Connecticut, Indiana, Maine, New Jersey, Pennsylvania, South Carolina,
Virginia, Texas, West Virginia, and Ontario, Canada, to participate. Thank you to our instructors, and special thanks to Chief Michael Myers, Chief Leonard Roe, and the entire academy staff for a great weekend of learning and networking. NYSAFC will be returning to the academy for training at a date to be announced.
Check out more training photos on our Flickr photostream at https://bit.ly/4esQi42 ◆
The Six Critical Fireground Factors You Need to Know
John Lewis and Robert Moran
Structure fires create extremely dynamic environments that require expert situational awareness and an acute understanding of the conditions found on arrival. To gain this intelligence, during our 360 of the building, we typically utilize the common acronym COAL WAS WEALTH or some other homegrown abbreviation to gather this critical information.
To our detriment, we have all witnessed company officers and firefighters sitting in the front right seat of first arriving units do a poor job of completing this task. While they may have multiple reasons for this breakdown, including being actively engaged in tactical operations, lack of experience, poor training, or they simply do not understand the importance, failure is not an option.
To help our fellow fireground decisionmakers meet this challenge, we combined our years of fireground experience with a focused review of the acronym and developed a more manageable version (there are others) comprised of what we believe to be the six most critical fireground factors that need to be identified and assessed upon arrival on the fireground. The acronym is ELBOWS. It consists of the following fireground concerns that, in our opinion, are most vital to the size up and fire suppression operation.
Extent and Location
The amount of fire, where it is located, how long it has been burning, and where it is traveling within the structure are major factors in our fire suppression efforts. Securing this intelligence is vital to initial fireground decisions, including hoseline selection, placement, and advancement, search strategies, firefighter safety, and collapse potential.
Life Hazard
The life safety of occupants is our core mission on the fireground. The occupancy, time of day, witness reports, construction type, and location of the fire will all impact
the number of victims and where they may be found. Firefighters must be able to quickly assess all occupiable spaces within the building and initiate rapid, aggressive, and efficient primary searches with victim survivability as their focus.
Building Construction
The National Fire Protection Association (NFPA) lists five types of building construction. Type I (Fire Resistive), Type II (Noncombustible), Type III (Ordinary), Type IV (Heavy Timber), and Type V (Wood Frame). Each of these buildings’ structural components, contents, and materials will react differently to fire. When discussing building construction, we like to use the streetwise term “building characteristics.” Doing so merges critical arrival intelligence, such as vacant vs. occupied, poor building maintenance, structural renovations, hybrid construction, collapse potential, illegal occupancies, and hoarding conditions, with the recognized construction type.
Occupancy
Each occupancy type will pose a distinct risk to firefighters. This individuality supports a separate set of operating rules when it comes to fire suppression efforts. Residential buildings increase the life hazard risk and demand a traditional set of strategic and tactical operations. Commercial buildings present hazards such as large open spaces, elevated fuel loads, renovated spaces, high ceilings, and other occupancy-specific threats. Suppression strategies and tactics exclusive to commercial occupancies need to be implemented to meet these challenges.
Water
There are two types of water applications on the fireground. Strategic water supply involves establishing primary and secondary sources that deliver an adequate amount of water to the incident. This involves large diameter hose (or other size supply lines), forward lays, reverse lays, static water sources,
or tender operations. The second involves tactical water supply. This encompasses delivering the correct gallons per minute (gpm) necessary to overcome today’s high heat release rates. Ensuring we meet this important objective involves pre-connects, static hose beds, nozzle and attack line selection, stretching and advancing, and use of master stream devices. As the late Andy Fredericks stated, “The fire goes as the first line goes.”
Smoke
Smoke conditions can present several noteworthy clues, such as what is burning, extent and location of fire, and the potential for flashover and backdraft. Smoke should be considered a fuel that moves from high pressure to low pressure. Thanks to Dave Dodson, we know volume points to an underdeveloped fire searching for oxygen, velocity means higher pressures and the potential for flashover, density indicates high fuel loads, and color tells us what is burning, stage of fire, and possible location. Another routine to assist in locating the fire that has worked for us involves the profile of the smoke condition you find when you open and control the front door. If the smoke finds balance the fire is on that level, if it rises the fire is above you, and if it fills the door the fire is below you. ◆
About the Authors:
John Lewis joined the volunteer fire service in 1978 and began his career as a firefighter/EMT in 1985. He retired as a lieutenant with the City of Passaic (NJ) Fire Department, where he was assigned as officer in charge of the Training and Safety Division. Robert Moran recently retired as chief of the Brewster (MA) Fire Department. He previously served for 27 years with the City of Englewood (NJ) Fire Department, where he was chief of department, and he is a former chief of the Leonia (NJ) Volunteer Fire Department. Lewis and Moran operate Jersey Guys Firefighter Training (www.jerseyfireguys.com).
