FRM 2010 apr

B

What every accountability system must provide, p. 48 How to create accurate tactical worksheets, p. 56

Plus

Post-injury PPE analysis, p. 76 April 2010 Read It Today, Use It Tomorrow Connect with us at FireďŹ ghterNation.com

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April 2010 Volume 28, Issue 4 To subscribe, visit www.fire-rescue.com

127

Incident Command 48 They’re Counting on You

D o you have a firefighter accountability system—or just a crew roster?

The International Association of Fire Chiefs’ leadership section

By Raul A. Angulo

86 P resident’s Letter

56 Tracking Device

T actical worksheets help maintain control at the scene

Think it’s time to eliminate “BS” calls?

Think again.

48

By Todd Harms

62 Going Electronic

E lectronic command systems can add another dimension of accountability & firefighter safety

127 Quick Drills

Steps for success as a new chief

By Chief Marc Revere

M ulti-agency high-rise training drill in Las Vegas serves up valuable lessons

90 In Search of Cultural Change

By Brian Gray & Aric Neuharth

S an Diego’s experience provides a road map for other departments

By Assistant Chief Brian Fennessy

64 Bright Lights, Big Drill

Use your accountability system regularly to ensure its success

By Homer Robertson

88 L eadership Skills

Mutual Aid

PPE

In December, an early-morning fire tore through three attached wood-frame dwellings in Harrison, N.J., sending residents fleeing into the frigid street. Numerous mutual-aid departments from two northern New Jersey counties operated at the fire. This photo shows the transfer of command between two chiefs from the Kearny (N.J.) Fire Department. TACTICAL TIP: No incident, big or small, can be safely and effectively managed without a formalized command system. Critical points to consider: The IC should be in a fixed position (preferably in an isolated environment, removed from the noise and chaos of the incident scene) and be equipped with the required communications equipment (amplified radios, if possible, to enhance communications), a means of formalized accountability, a tactical worksheet and applicable preplan information. Always keep in mind the need for effective span-of-control (three to seven, with five being the optimum), assign Group/ Division supervisors early, and never play catch-up—always have a tactical reserve. Photo Ron Jeffers

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Firerescue Magazine

100 S afety

76 When Accidents Happen

About the Cover

By Chief Jeffrey D. Johnson

F ollowing a line-of-duty injury or death, departments must determine if changes in PPE are warranted

By Henry Costo

10 definitions of authority as they relate to incident command

By Chief I. David Daniels

101 N ear-Miss Reports Report demonstrates importance of the safety officer role in ICS

Wildland/Urban Interface 103

By Deputy Chief John B. Tippett Jr.

The 19th Watchout Treating a WUI fire like a structure fire

By Brad Mayhew

April 2010

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In This Issue …

112 Make the Cut

12 From the Editor

What you need to know when facing extrications involving farm machinery

By Todd D. Meyer

Opinions over safe tactics will differ, but it’s the final mental image a photo leaves that’s most important

By Timothy E. Sendelbach

120 Survival of the Fittest

14 ToolsNewsTechniques

The benefits of yoga are tailormade for firefighters

By Jeff & Martha Ellis

• Gear Test: 5.11’s ATAC Shield boots are lightweight, durable & a welcome relief for your feet • News: CFSI’s Bill Webb says administration’s proposed budget is a work in progress • Announcement: IAFC announces Safety, Health & Survival Week, June 20–26 • LODD: NIOSH reports recently released

132 Rural Fire Command How to select an electronic foam proportioner

By Keith Klassen

20 Nozzlehead

136 Fire Prevention

We must respect the authority of incident scene officers—no matter what!

112

24 Apparatus Ideas

138 New Products

Practical options & easy maintenance characterize Rosenbauer’s recent deliveries to Cincinnati

By Bob Vaccaro

3 strategies to secure support for prevention

By Jim Crawford

30 Truck Company Operations Understanding basic first-due truck company operations

By Jim McCormack

42 Fire Attack Make sure your hoselines can flow the required gpm for your response area

By Mike Kirby & Tom Lakamp

140 New Deliveries 142 Ad Index 143 Classifieds 146 Response Time A fast response must also be a safe response

By Brian A. Crawford

108 Company Officer Development 24 6

Firerescue Magazine

Stop worrying about what you can’t control & start focusing on what you can

By Ray Gayk

April 2010

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editor-in-chief

Timothy E. Sendelbach - tesendelbach@msn.com managing editor

Shannon Pieper - s.pieper@elsevier.com senior editors

Cindy Devone-Pacheco - c.devone@elsevier.com Janelle Foskett - j.foskett@elsevier.com onLine neWs/BLog manager

Bill Carey - bill@goforwardmedia.com editoriaL director

A.J. Heightman - a.j.heightman@elsevier.com editoriaL department

Phone 800/266-5367; Fax 619/699-6246 art director

Jason Pelc - jasonpelc@yahoo.com director of eproducts/production

Tim Francis - t.francis@elsevier.com WeB production coordinator

Neil Johnson - n.johnson2@elsevier.com production coordinator

Pippin Schupbach - p.schupbach@elsevier.com production assistant

Kevin Root - k.root@elsevier.com advertising department

Phone 800/266-5367; Fax 619/699-6722 advertising director/Western account manager

Sheri Collins - sheric@nevpacinc.com 520/825-3770 Western emedia saLes representative

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Elizabeth Zook - e.zook@elsevier.com saLes & administrative coordinator

Liz Coyle - l.coyle@elsevier.com emedia strategy

Phone 410/872-9303 managing director

Dave Iannone - dave@goforwardmedia.com director of emedia saLes

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Chris Hebert - chris@goforwardmedia.com director of audience deveLopment & saLes support

Mike Shear - m.shear@elsevier.com audience deveLopment coordinator

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April 2010

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Editorial Board

iaFC Board & StaFF

To reach any member of our editorial board, e-mail frm.editor@elsevier.com and include the contributor’s name in your subject line.

FireRescue is the official publication of the International Association of Fire Chiefs.

TECHNICAL EDITORS AppARATuS Fire Chief Bob Vaccaro (Ret.) Deer Park, N.Y. COmpANy OffICER DEvELOpmENT Capt. Ray Gayk Ontario (Calif.) Fire Department fIRE ATTACk Chief Greg Jakubowski Lingohocken (Pa.) Fire Company Capt. Mike Kirby & District Chief Tom Lakamp Cincinnati Fire Department ExTRICATION Battalion Chief Todd D. Meyer Gig Harbor (Wash.) Fire/Medic One fIRE pREvENTION Fire Marshal Jim Crawford Vancouver (Wash.) Fire Department fITNESS Division Chief Martha Ellis Salt Lake City Fire Department QuICk DRILLS Capt. Homer Robertson Fort Worth Fire Department RESCuE Capt. Andy Speier Snohomish County (Wash.)

Fire District 1 RESCuE REpORT Tom Vines, Rope Rescue Consultant Red Lodge, Mont.

RuRAL fIRE COmmAND Capt. Keith Klassen Summit (Ariz.) Fire District Resident Instructor Patrick Pauly Pennsylvania State Fire Academy Lewistown, Penn.

TRuCk COmpANy OpS Capt. Michael M. Dugan Fire Department City of New York Capt. Randy Frassetto Surprise (Ariz.) Fire Department Lt. Jim McCormack Indianapolis Fire Department to SuBSCriBE, viSit www.FirE-rESCuE.Com

EDITORIAL ADvISORS & CONTRIBuTING EDITORS

iaFC Board

Chief Brian Crawford Shreveport (La.) Fire Department

Jeffrey D. Johnson President & Chairman of the Board

Dwight Clark FirstCare, Forsyth, Ga.

John E. “Jack” Parow First Vice President

Chief Scott Cook (Ret.) Granbury (Texas) Fire Department

Al H. Gillespie Second Vice President

Battalion Chief Henry Costo Philadelphia Fire Department

Larry J. Grorud President 2008–2009

Assistant Chief Brian Fennessy San Diego Fire-Rescue Department

William R. Metcalf Treasurer

Deputy Chief William Goldfeder Loveland-Symmes (Ohio) Fire Department

Richard Carrizzo Missouri Valley Division

Fire Chief Ed Hartin Central Whidbey Island (Wash.)

Fire & Rescue Fire Chief Jeff Johnson Tualatin Valley (Ore.) Fire and Rescue Fire Chief Rhoda Mae Kerr Austin (Texas) Fire Department

John W. deHooge Canadian Division William Walton Jr. Eastern Division John Sinclair EMS Section Alan W. Perdue Fire & Life Safety Section

Steve Kidd Delve Productions, Inc. Orlando, Fla.

Kenn Taylor Great Lakes Division

Chief Tom Kuntz Red Lodge (Mont.) Fire Department

Luther L. Fincher Jr. Metro Chiefs Association

Thomas E. Lubnau II Lubnau Law Office, P.C. Gillette, Wyo.

Roger Bradley New England Division

Chief Steve Pegram Goshen (Ohio) Township Fire & EMS Department Battalion Chief Tom Pendley Peoria (Ariz.) Fire Department District Chief Billy Schmidt Palm Beach County (Fla.) Fire Department

I. David Daniels Safety, Health & Survival Section Jack K. McElfish Southeastern Division Jerry “J.D.” Gardner Southwestern Division Fred C. Windisch VCOS

Deputy Fire Coordinator Tiger Schmittendorf Erie County Department of Emergency Services, Buffalo, N.Y.

Joseph M. Perry Western Division

District Chief John Sullivan Worcester (Mass.) Fire Department

Mark W. Light, CAE Chief Executive Officer & Executive Director

Deputy Chief John Tippett Charleston (S.C.) Fire Department Battalion Chief Matt Tobia Anne Arundel (Md.) County Fire Department

iaFC StaFF

Ann Davison, CAE Strategic Information Manager

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April 2010

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FromTheediTor

Behind the Picture Opinions over safe tactics will differ, but it’s the final mental image a photo leaves that’s most important

I

By Timothy E. Sendelbach

12

t’s been said many times before that a picture is worth a thousand words. Yet while a picture may speak volumes, it very seldom (if ever) tells the full story. In fact, a picture captures only a brief moment in time; a millisecond in a chain of events that might last a few minutes, hours or even days. In each case, the events that follow or proceed can and likely do affect the story behind the picture.

A recent discussion among a group of fire service peers caused me to pause and consider the value we (the fire service) place in the photos we see depicted on Web sites and published in magazines and newspapers.

As an instructor, I’ve used pictures in my training programs to drive home a point, to illustrate a specific tactic or to simply inspire a group of less-than-motivated attendees. One particular photo I’ve used is that of a young firefighter with second-degree burns on his face and neck. Te photo is in no way gruesome or demeaning, but rather a common reminder of the hazards we face during an active firefight.

With the photo on display, I routinely ask the audience, “What happened?” Without exception, those in attendance shout out, “He wasn’t wearing a hood.”

Faced with limited information—nothing more than a picture—the attendees review their mental archives of past experiences to determine what caused the burns they see depicted in the projected photo. In most every case, they immediately find fault in the individual.

Yet when the story behind the picture is told, a much wider net of responsibility is cast: • A 30-second response time caused the firefighter to rush while dressing out; • Peer pressure created by a second-due company caused the attack crew to bypass any formalized buddy check (a crewmember to crewmember head-to-toe safety check before making entry); • Te truck company failed to effectively inform the crew of their inability to ventilate the structure; and • Te traditional tactics I taught him as his recruitclass instructor—“Never put water on smoke”— may have led him to make tactical choices that were less-than-optimal for the circumstances.

In fact, the story behind the picture is much more telling than the picture itself. Yet the value of the discussion the photo creates is far more educational than any single bullet point on a PowerPoint slide.

Firerescue Magazine

Troughout our careers, we become accustomed to critiquing any photo that depicts a firefighter(s) actively engaged in fireground operations. We consciously focus on the tactics being deployed, the tools and equipment being used and the identifiable safety measures (or lack thereof) being applied. We analyze them as though we are actual participants within the photo. In either case, good or bad, safe or unsafe, the use and application of these photos is one of the most formidable tools in developing our decision-making process.

In 1998, Dr. Gary Klein, in his famed and oftenreferenced book “Sources of Power,” analyzed the decision-making process of incident commanders in time-pressured environments (on the fireground).

Although it was originally assumed that fireground commanders made hundreds if not thousands of highstress decisions to effectively combat and control a fire, Klein’s findings showed just the opposite. He noted that experienced fireground commanders make very few decisions; they simply use their experience (mental images of past incidents) as a prototype event, and they apply the previously used course of action to produce a successful outcome.

Today, the fire service is at a crossroads in the development of effective fireground commanders. Early promotions (backed by minimal experience levels), reduced fire call volumes and diversified service demands continue to challenge the most well-intended officers and officer candidates. Considering the fact that we have little control over the number and complexity of incidents to which we respond, we must take advantage of every opportunity to develop and archive mental images that will help us make more effective decisions on the fireground.

To some extent, tactics, like politics, are “local.” Photos can be and often are interpreted differently. What appears unsafe to one might be perceived or even supported as a safe practice by another. Regardless of this fact, it’s not what the picture shows that’s important, it’s the mental image it creates in the minds of those who view it, discuss it and remember it.

To that end, we ALL bear the responsibility to project an image of safety, be it on the cover of a magazine, while conducting a training program or performing a public education demonstration. Te mental images that we create can and will ultimately affect the decisions those in command will make in that time-pressured environment we commonly refer to as the fireground.

April 2010

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Tools News Techniques

ATAC Shield boots

Pros

Photo Courtesy Chad allison

+ Lightweight; + Durable; + Comfortable; + Breathable; + Blood-borne pathogen resistant; and + Side zip offers easy removal.

How To

Training

People

Gear Test

Events

Lace Up for Comfort 5.11’s ATAC Shield boots are lightweight, durable & a welcome relief for your feet

By Chad Allison

A

couple nights before writing this, I attended my father’s retirement party. He put 34 years into Cons the fire service, and I had the privilege of being a - Don’t have traditional firefighter for 10 of them. Although he’s still active as appearance. the pipe major for the Pipes and Drums Corp, it’s a little difficult for a man like him to just stop.

If you’ve ever attended a retirement party, you 5.11 Inc. know they can seem more like a roast. Te depart4300 Spyres Way Modesto, CA 95356 ment’s senior captain shook my father’s hand and Tel: 209/527-4511; commented that he had 34 years on the job over a 866/451-1726 year and a half ago, to which my father replied, “Sure, Fax: 209/527-1511 Web: www.511tactical.com you ended up with more time on, but I don’t have your alimony!” Tey also spoke of how things operated in the fire service when they were new to the job—things like riding on the tailboard, making an interior attack while wearing cotton pants and a single-layer turnout coat, not wearing a breathing apparatus—you know, all the “when men were men” stuff.

During a pause in the war stories, my mind drifted to the actual subject of this article, a review of 5.11’s ATAC (all-terrain, all-condition) Shield boots. I’ve been wearing a pair of them for the past several months, and I love them. Tey have all kinds of bells and whistles. Most importantly, they’re so comfortable that I often forget I’m wearing station boots.

Prior to owning these boots, I had a pair of station boots that were very similar to the style that my dad wore when I was growing up. Comfort aside, there was something deep My feet are no longer worn out when I take within that made me immediately partial to off my boots at the end of the day. the 5.11 boots over that old style. I wasn’t

14

Web & Media

Firerescue Magazine

Photo Courtesy 5.11 taCtiCal

Equipment

One thing I like about the boots is the side zip that allows you to get in and out quickly while maintaining the front lace that keeps them consistently tight.

able to put a finger on it at first, but with all the reminiscing taking place around me, it soon clicked.

I remembered moments of my childhood when my father’s boots were the last thing I wanted to hear. I always pulled more stunts when my father was working his 24-hour shift. It usually led to my mother saying, “Just wait until your father gets home.” I’d shrug it off when she said it, but when I was lying in bed the next morning, the ominous sound of my father’s work boots on the hardwood floors instilled a special kind of fear in my heart. Te footsteps would first stop in the living room, where my mother would fill him in on my latest escapades. And then they would continue down the hall—slow distinct thuds on the wood. It happened enough times that any time I heard those boots on the hardwood floor, I thought hard about what I had done the day before.

Personal biases aside, I knew the second I slid my feet into the 5.11 ATAC Shield boots that I would continue wearing them long after I had written this review. Te one piece of uniform, equipment and/ or gear that I make use of the most is my boots. I wear them every shift, throughout most of the day.

Having such a lightweight, comfortable boot on my April 2010

Chad Allison has been with San Diego Fire-Rescue for 10 years, currently serving as fire engineer. He has a bachelor’s degree in public administration.

April 2010

News

“No Reason to Panic” CFSI’s Bill Webb says administration’s proposed budget is a work in progress

By Shannon Pieper

O

n Feb. 1, the Obama administration released its proposed budget for Fiscal Year 2011. As has become the norm, the proposed budget reflects significant cuts in fire service funding, including cuts of $115 million for SAFER and $85 million for FIRE, two of the most popular grant funding programs for the fire service. Naturally, this gives cause for concern, but before I drew too many conclusions, I reached out to Bill Webb, executive director of the Congressional Fire Services Institute (CFSI).

“Tis doesn’t come as much of a surprise,” Webb says, emphasizing that the administration is under pressure to address the budget deficit, which may be playing into these proposed figures.

More importantly, Webb points out something the IAFF noted on its Web site that directly impacts SAFER funding. “Te House passed a jobs bill that provides an additional $500 million for SAFER,” Webb says. “If the Senate follows the House’s lead and includes the same funding level in its job bill, SAFER would get a substantial increase that would help offset the decrease in the proposed budget.”

Tat said, Webb isn’t ready to just accept the proposed amounts, or to assume funding will be increased.

“I want to be an eternal optimist, to see the glass as half-full,” he says. “But we can’t be complacent; we need to continue to work to restore funding.”

Next StePS So what’s next? “I always say, ‘Te president proposes; the Congress disposes,’” Webb says. “We’ve been down this road many times, with the Bush administration and the Obama administration. Te budget is a blueprint; it serves as a guide. Te focus now will

s

foot has made a significant difference. I notice a little more spring in my step. My feet are no longer worn out when I take off my boots at the end of the day.

Another thing I like about the boot: the side zip that allows you to get in and out quickly while maintaining the front lace that keeps them consistently tight.

Te lightweight feel, comfort and easy removal of the 8-inch-tall 5.11 ATAC Shield boots are three of the benefits you’ll recognize immediately when you put them on. However, the boots have several other, not-so-obvious features that make them unique compared with other brands on the market. For one, they have a high-performance Sympatex 25-micron waterproof membrane that’s breathable and bloodborne pathogen-resistant. I’ve worn my boots in a good deal of wet weather, but they always keep my socks dry. Te boots also have antibacterial and moisture-wicking linings, both good things to have considering how much we’re exposed to water and bacteria.

5.11 boots boast a unique Shock Mitigation System that provides maximum stability, speed and comfort. After taking a few steps in these boots, it was obvious there was something increasing the comfort level. Over the past several months of wearing the boots, I’ve stood for long periods of time, walked long distances, climbed stairwells and even ran in them. Five months after taking them off, the only thought I have about my old boots is whether I have room for them in the garage.

Some other factors I like about the boots: their rugged construction, traction, full-grain leather upper, and oil- and slip-resistant, quiet outsole. Tey also feature an ASTMF 2413.05 composite safety toe— that’s polishable.

What surprised me about the boots was their cost ($139). Tese boots represent the high end of the boot market, yet they’re priced the same as an average boot. It would be difficult to find a boot with all of the features of the 5.11 ATAC Shield boot for anywhere near this price. Tis is a great deal.

One negative that someone mentioned to me is in the boots’ look: Tey don’t have the traditional fire boot appearance. In 5.11’s defense, it would be difficult to create a lightweight boot with all these features and put them into a heavier frame. It’s not an issue to me.

My father has always said, “Te fire service doesn’t owe you anything; you owe it everything. Act appropriately.” It’s nice to know I can be comfortable while I’m paying the fire service back. It’s also nice to know I’m not striking fear into my girls when I get home from work.

NIOSH Reports Recently Released To read the complete reports, visit www.cdc.gov/niosh/fire F2008-37: Career firefighter dies after being trapped in a roof collapse during overhaul of a vacant/abandoned building Date: Nov. 15, 2008 Location: Michigan F2009-24: Firefighter trainee with an atrial septal aneurysm collapses and dies during debris fire operations Date: July 6, 2009 Location: Pennsylvania

F2009-19: Firefighter suffers sudden cardiac death while working at a residential fire Date: Dec. 31, 2008 Location: Mississippi F2009-22: Firefighter suffers intracranial cyst bleed during residential fire operations and dies 3 days later Date: June 4, 2009 Location: Virginia

Firerescue Magazine

15

be on the Congress, working with the appropriators to ensure that funding for the programs continues.”

Amidst the hearings and meetings that took place on the Hill in the weeks following the budget’s release, CFSI played an important role: communicating the position of the fire service as a whole to Congressional members, and advocating for increased funding.

“We need to sit down as a coalition of fire service groups and figure out a strategic way to address this issue,” Webb says. “So much of our success has been predicated on our ability to sit down, come up with a consensus on the funding levels we want, and work together to advocate for those funding levels. I see no reason why we won’t go down that same path again.”

The IndIvIdual level We hear a lot about how firefighters need to get involved in politics, so I asked Webb when firefighters should start to speak out about the budget.

“Timing is everything in Washington,” he says.

“You have to wait for the right opportunity to express your position with your member of Congress. Various fire service associations will be putting out information via their Web sites, outlining their strategy and their position, which will set the stage for others to get involved. After the strategy and positions have been outlined, that’s when firefighters can pick up the phones, sit down with their Congressional representatives, and explain what needs to be done.”

Even then, Webb cautions, we should look at the big picture. “Te focus should be not just on local issues—what’s best for my department—but what’s best for the programs as a whole and for the overall needs of the fire service,” he says.

Webb also offered some advice for those who do choose to contact their Congressional representatives to advocate for more funding: “Tere are two questions I think all firefighters should be prepared to answer when talking with Congressional members,” he says. “First, why does the fire service need federal support? Tere are still folks on the Hill who think that funding should be coming from local and state governments, not federal funding. So you need to ask yourself that question and be able to answer it.

“Second, how have these programs benefited you? Te answer to this question needs to be framed in terms of how, at the local level, federal funding has helped protect the homeland infrastructure, enhance homeland security, etc. Departments that have received grants have to be able to demonstrate a level of success, a measurable impact in addressing what was an existing need.”

The BoTTom lIne Although the proposed FY 2011 budget poses challenges for the fire service, Webb stresses that this is the beginning of a process that we’ve been through before.

“So this proposed budget for 2011 wasn’t the best news, but it’s no reason to panic,” Webb says. “Tere’s a long process ahead of us, and if we can galvanize support from the fire service across the country for these programs, we can prevail and hopefully, maintain the level of funding we have now.”

s

Shannon Pieper is managing editor for FireRescue.

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April 2010

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Announcement

Get Fit for Duty in 2010 IAFC announces Safety, Health & Survival Week, June 20–26

T

he International Association of Fire Chiefs (IAFC) and the International Association of Fire Fighters (IAFF) have announced “Fit for Duty 2010” as the theme for the 2010 Fire/EMS Safety, Health and Survival Week, scheduled for June 20–26.

Safety, Health and Survival Week (Safety Week) is

a collaborative program sponsored by the IAFC and the IAFF, coordinated by the IAFC Safety, Health and Survival Section, and in partnership with more than 20 national fire service organizations. Fire departments are encouraged to suspend all nonemergency activity during Safety Week and instead focus entirely on safety, health and wellness-related training and education until all shifts and personnel have taken part. An entire week is provided to ensure that each shift and duty crew can spend 1 day focusing on these critical issues.

With more than 50 percent of firefighter line-of-duty deaths (LODDs) caused by health and fitness-related issues, both the IAFC and IAFF believe it’s imperative that there be a concentrated effort in implementing wellness and fitness programs.

Safety Week’s “Fit for Duty 2010” theme will cover a variety of topics that are extremely important to all firefighters and EMS personnel. Te program will assist fire departments with implementing programs to prepare firefighters and EMS personnel with healthful habits that reduce the risk of many chronic diseases, such as heart disease, hypertension, diabetes and certain cancers, thereby increasing the chance of living a longer and healthier life. Although departments are encouraged to identify activities tailored to their specific community, recommended areas of concentration include: general health and wellness, nutrition, fitness, stress management, smoking and smokeless tobacco cessation, alcohol and other drugs, infectious diseases and suicide prevention.

During Safety Week, departments are also encouraged to support comprehensive fitness assessments, medical screenings and educational programs that build and maintain medically and physically fit personnel and assist in reducing health and fitnessrelated deaths or injuries.

As in previous years, the IAFC and the IAFF, with the leadership of the IAFC’s Safety, Health and Survival Section, will provide a variety of tools and resources to help departments plan and implement Safety Week activities. Resources can be found at www.iafc.org/safetyweek.

Te online resources are available yearround to support continuous efforts to promote safety, health and wellness programs.

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April 2010

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NOZZLEHEAD

Is the Safety Officer Really an Officer?

We must respect the authority of incident scene officers—no matter what!

D

ear Nozzlehead: I’m our fire department safety officer, and I’m frustrated. We’re working on putting together department standard operating procedures/guidelines (SOPs/SOGs), and one of our biggest stumbling blocks, arguments or whatever you want to call it is the authority of the safety officer. I’ve attended many classes and talked to many people over the last few years about this, and everybody tells me that just having the title “safety officer” isn’t enough because there’s no rank associated with it—and that’s exactly the problem I’m having in our fire company.

I can talk ’til I’m blue in the face and yet we have fire officers who totally disregard what I have to say because they feel I’m either stepping on their toes or interfering with their “fun.” We have one chief who, when he’s in command, doesn’t even want a safety officer because what he says goes, and that’s that.

I need some help integrating the safety officer into the chain of command and determining if there are any standards or recommendations for the rank to go with the title of safety officer.

—Suffer’n Safety Officer

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Firerescue Magazine

s

Dear Suffer’n, A frustrated safety officer—now that’s something new. Why not just write me about other unusual challenges, such as fire chiefs with personnel issues, firefighters with chief issues, city managers with fire department issues and people named Tiger who have marital issues. Yeah, something different.

Actually, you have a right to be frustrated. Being given a job without the authority to do the job IS frustrating. On the other hand, how much authority is really needed? Is it the need for authority or the need for respect for the position—and the person in the position?

At first read, I thought that if your chiefs aren’t going to support the safety officer position, they need to get rid of it. It’s stupid to have a safety officer if they don’t feel one is needed. Not that the rest of the fire service world hasn’t pretty much figured out that one is needed—but no, your chiefs feel that their department is sooooo unique that they don’t need it.

Silly chiefs.

But I can’t in good conscience recommend that you do away with the safety officer position. First of all, a safety officer is needed, and no department should be without both a health and safety officer and an incident safety officer (ISO)—or those who can fill the roles when on a run. Who says we need safety officers? NFPA 1521: Standard for Fire Department Safety Officer—that’s who.

Here, I’ll save you some time. Take a look at a few sample duties of the safety officer (see the full standard for all the details): 1. Monitor conditions, activities and operations.

When there’s a perceived risk, take action.

2. Ensure rehab is established.

3. Monitor and report the status of conditions, hazards and risks to the incident commander (IC).

4. Ensure that the accountability system is being utilized.

5. Using the incident action plan (IAP) from the IC, provide a risk assessment of incident scene operations.

6. Ensure the establishment of safety zones, collapse zones, hot zones and other hazard areas.

Communicate to all members present through one means (via command).

7. Evaluate traffic hazards and apparatus placement. Take appropriate actions to reduce hazards.

8. Monitor radio transmissions. Stay alert for missed, unclear or incomplete communications and bridge the gap.

9. Communicate to the IC the need for additional safety support, based upon the size, complexity or duration of the fire or emergency.

Tere’s much more, but that should give you an idea of the safety officer’s responsibilities.

By the way, in case anyone reading this is wondering, the No. 1 organization to assist you in this area is the Fire Department Safety Officers Association (www.fdsoa.org). Tis group’s entire focus is support, assistance and training for safety officers. If you’re not a member, you need to be. Check them out!

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NozzleHead

Now, NFPA 1521 states that the ISO no longer needs to be a fire department officer, but must meet the requirements of NFPA 1021: Standard for Fire Officer Professional Qualifications, Level 1. For the record, I’m not sure I agree with that.

Let me relate a story. For many years, a particular department was pretty good at managing accountability—the tracking of their firefighters at the scene.

Tey used “passport”-style tags, and it worked fairly well, except for one problem. It worked depending upon who the accountability “officer” was. In many cases, the non-firefighting EMS crew on the scene would manage that job and did OK, but they were often (and easily) blown off by firefighters. Sure, it’s

easy to tell firefighters to NOT do that, but it still happens. Plus, it left the EMS folks frustrated and, more critically, it left the firefighters unaccounted for. Tat was the real issue. And again, you can push the issues of respect, discipline and all that, but when all that fails, we need authority behind a policy or an order, and the EMS folks simply didn’t have that.

Now, fast forward a few years. Accountability is now assigned to a chief officer. Te department sends several chiefs (from several communities as a part of an aggressive automatic-aid response on first-alarm fires) to cover “immediate” duties, such as command, rear (side C), safety officer, rapid intervention and accountability. But why chief officers?

Te first reason: so company officers don’t get pulled from their companies, creating unsupervised companies. A company arriving on scene should work as a task-oriented unit under their supervisor. Additionally, using chiefs for those tasks provides significant experience and AUTHORITY. And while I’m fully supportive of ICS, NIMS, fire command, etc., the fact is that some jobs are better done when there’s designated authority with the role. We could talk about authority and respect, but for the purpose of this discussion, respect must be assumed (while we understand, not always reality).

However, on the fireground, what would you rather have: qualified, trained and experienced people in those roles or someone less than qualified, untrained and with little to no experience?

Another positive about having a chief (or chief-level officer) in the safety officer role: Having a level of authority on the fireground is nothing new to them and, therefore, the egos and associated personality disorders that come with some new officers isn’t “tested” at this critical-level position, especially during times of high stress and danger. Being an ISO requires a balance of experience and diplomacy, as you will most certainly find yourself in a position of having to tell the IC that you recommend things be done differently. So, knowing what you’re talking about at a level equal to the IC is pretty helpful.

Now, back to your issue. To simply state it, I feel that a department safety officer, specifically an incident safety officer, should be experienced as both a company and chief officer. I feel strongly about that because the IC must listen to and act upon what the safety officer advises, and the safety officer should have experience in what it’s like to be in command of fires. I’m concerned that if you don’t have

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that, you have a safety officer who doesn’t have a full understanding of fire scene operations and can’t provide the breadth of knowledge and experience that’s needed to perform the ISO role.

With that said, that does NOT mean you’re not qualified to be an ISO; it just means I would prefer one with chief officer-level experience. Are there good ISOs who haven’t been chiefs? Sure. But there are also chiefs who are safety officers who may be able to bring that much more to the table, err, I mean, the scene. Bottom line: Te scene is better off with a safety officer who has been or is a chief-level officer.

Departments that don’t agree should at least do a few things before designating a safety officer.

1. Determine what rank the safety officer will have; 2. Determine what qualifications the safety officer will have; 3. Determine the promotional process (in some volunteer fire departments, some of the BEST choices in safety officers may be former chiefs); 4. Guarantee, at the chief level (all the chiefs), that the ISO position will clearly fit into the fire scene operation, the IAP and the general operations of the fire department.

Suffer’n, your frustration is well justified.

Your chiefs need to get serious about the role, as it sounds like a little PP* is getting in the way of their responsibility to protect their members (*Personality Playing by your chiefs). When training or operating at an emergency scene, be it a fire, a rescue or other emergency, the role of the ISO is well tested, well established and well proven throughout North America.

From the FDNY to Los Angeles and thousands of departments in between, safety officers function at working incidents every single day—and it works. Te role of the safety officer is nothing new and, other than in rare cases, is recognized

and filled at working fires every day—everywhere.

Your chiefs need to determine how the safety officer will fit into your department, develop the policy, commit it to written form, determine how to fill those roles and who will fill them, then provide that person with clear direction, rank and authority and then get out of their way and let them do their job as a part of the command team. Tat job that is so critical in helping us survive and, therefore, makes those chiefs look that much better.

Bottom line: Te safety officer role helps decrease the risk of members unnecessarily getting hurt ... or worse.

Got a fire service question or complaint?

Let Nozzlehead hear all about it. He’ll answer you with 2,000 psi of free-flowing opinion.

Send your letters to: Nozzlehead, c/o FireRescue, 525 B St., Ste. 1800 San Diego, CA 92101-4495 frm.editor@elsevier.com Choose 26 at www.firerescuemagazine.com/rs

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apparatusideas

The No-Frills Approach Practical options & easy maintenance characterize Rosenbauer’s recent deliveries to Cincinnati

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by bob Vaccaro

ike most big-city fire departments, the Cincinnati Fire Department (CFD) has a rich historical background. Organized in 1853, it’s the oldest fully paid professional fire department in the United States.

Today, the CFD is proud of its past, but focused on the future. Te city has been updating its current fleet of fire apparatus over the past several years.

Recently, it took delivery of several pumpers and a heavy-rescue from Rosenbauer.

apparatus. “Te public bid method doesn’t always allow us to get what we want, so we’ve been using the state bid method lately and it has worked to our advantage,” Tomas says. “Any manufacturer that is listed is open game for us. We get to pick what options we want.”

However, the department must compete for funding with the Cincinnati’s Fleet Services Division.

So far, the approach has worked out, and the CFD expects to obtain about $1.4 million for apparatus purchases in 2010.

10 Years, 10,000 Miles rosenbauer bY accident Although the CFD has been purchasing Rosenbauer apparatus for 2 years, the initial Rosenbauer purchase came about by accident. “We were in the market for a new heavy-rescue truck,” Tomas says. “We’d gone out on public bid for the vehicle, and our long-time apparatus manufacturer won the bid. However, due to some difficulty, it defaulted on the contract.”

Te local dealer, All American Fire, had recently become a Rosenbauer dealer. Because of the bidding process and time constraints, the heavy-rescue had

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Te CFD aims to replace its fleet every 10 years or 10,000 miles. “Our heavy-rescues, because of constant running and use, are replaced on a 7-year cycle,” says Captain Tomas Tomas, the department’s fleet supervisor. “We also have a policy of rotating our fleet. Te newer vehicles go to our busier companies; the older ones to our slower companies. Usually the slower companies never get new vehicles. Our ambulances spend 3 years on a chassis, and then the box is remounted.”

Te CFD uses several methods to purchase fire

Photos courtesy rosenbauer

Two of the eight Rosenbauer pumpers delivered to the city of Cincinnati. Built on Spartan Metro-Star chassis, the engines feature 1,500-gpm pumps and 500-gallon tanks.

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apparatusideas

to be built and delivered in 60 days. “We thought this was really going to cause a problem,” Tomas says.

“Luckily, a previous builder gave up a chassis and Rosenbauer built the body. It was a tandem-axle unit— a first for us. However, it gave us exposure to Rosenbauer and its factory. We were really impressed with

A Closer Look Heavy-Rescue Specs • Rosenbauer general extruded aluminum body • Spartan Gladiator chassis • 515-hp Detroit Series 60 diesel engine • Allison 4000 EVS transmission • Code 3 LED light package • 35-kW Onan generator Engine Specs • Rosenbauer general extruded aluminum body • Spartan Metro-Star chassis • 425-hp Cummins ISL diesel engine • Allison 3000 EVP transmission • Whelen LED light package • 1,500-gpm Hale pump with 500-gallon poly tank • Extended front bumper with swivel front suction and hose tray

their operation and the quality of their products.”

Since that time, the CFD has taken delivery of eight Rosenbauer engines; two rear-mount aerials are on order.

Practical & reliable

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“Trough the years, our vehicles have traditionally been kind of Plain Janes,” Tomas says. “We really don’t go for all of the bells and whistles that some departments go for. We’re more concerned about reliability and general wear and tear of the individual vehicles.”

Te department followed the same approach with these vehicles, opting for hard wiring, rather than multiplex wiring, and manual gate valves, with the exception of the large diameter hose (LDH) discharges, which are electrically controlled. Te vehicles are also built to suit the Cincinnati geography.

“We have hilly terrain in the city as well as some tight streets,” Tomas says. “All of the new engines have great cramp angles and are able to maneuver without a problem.” Te rigs also feature 1,500-gallon singlestage pumps and 500-gallon tanks.

“You hear a lot about service after the sale,” Tomas says. “We’ve had some normal problems with the vehicles, but all have been corrected by the local dealer and Rosenbauer without a hitch. Tey really stand behind their products.”

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apparatusideas

Cincinnati Fire Department • 26 engines • 12 trucks • 2 heavy-rescues • 12 ambulances

• 1 bomb unit • 3 foam units • 4 boats • 1 lighting plant

Cincinnati’s new heavy-rescue is built on a Spartan Gladiator chassis and features a 35-kW generator.

Take anoTher Look Te CFD has learned to work within its budget to ensure it obtains vehicles that meet the department’s needs. Using the state bid process—which is available in many states—allows the department more choice in manufacturers, as well as options.

By going for practical, no-nonsense features on the apparatus, the CFD stands to save money in repairs and maintenance. Standardizing with one manufacturer is also a big plus when it comes to parts and maintenance.

Sometimes a more complex design will lead to more problems down the line. Before you make a purchase, scrutinize your specs to see if you really need all the options. Are they functional, or just for show? A lot of fire departments feel the need to “keep up with the Joneses,” but this can be a waste of time and money—not only for your department, but for the apparatus manufacturer’s engineers too.

Te bottom line: Build for functionality and overall use, and you won’t be disappointed.

Bob Vaccaro has more than 30 years of fire service experience. He is a former chief of the Deer Park (N.Y.) Fire Department. Vaccaro has also worked for the Insurance Services Office, The New York Fire Patrol and several major commercial insurance companies as a senior loss-control consultant. Vaccaro is a life member of the International Association of Fire Chiefs.

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TRUCKCOMPANYOPERATIONS

First-In Ops Understanding basic first-due truck company operations

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ne of the things that’s happened in the last 10 or so years is that the emphasis on truck company operations and the skills it takes to actually perform them have really exploded—more awareness, more knowledge, more training. During this time, a couple things have remained constant: the importance placed on the knowledge and skills it takes to get the job done varies with each individual firefighter; and solid truck company skills, performed at the right time, make things easier on the fireground.

By Jim McCormack

Your IndIvIdual SItuatIon

Department Approach to Truck Work: Let’s face it, there are engine-based departments and truck-based departments and a whole lot of departments that are somewhere in between. Some departments don’t have a ladder truck, but they still perform truck work on every fire—the tools are simply carried on the engine.

Other departments send multiple ladder trucks to every fire, allowing them to split the truck work among multiple companies. It really doesn’t matter what your department’s approach to truck work is (although you may wish it was different), but what does matter is that the department members can perform the skills when the time comes.

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Where You Are: In all honesty, it really doesn’t matter where you are in terms of your city, state or region, truck work is truck work! Te skills involved include forcible entry, laddering, search, ventilation, overhaul and more. East Coast, West Coast or somewhere in between, the basics are still the same. If you’re faced with a locked entry door on the fireground and you make your way to the other side, it’s called forcible entry (in California, Indiana, Massachusetts and everywhere else).

Te Size of Your Department: A big misconception in the fire service, when it comes to the fireground, is that the size of the department changes what needs to be done. Tat’s really not true. Te size of the department changes what can be done in a certain time period (based on staffing, equipment and resources), but it takes the same skills to put a fire out in a small or large department.

Photos RodgeR BiRchfield

Many first-due truck company tasks must be performed simultaneously. Factor in the number of people you have, the other jobs that must be performed (engine work) and the actual fireground that you’re faced with, and you can see the importance of having a plan before you start.

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TruckcompanyoperaTions

Prioritizing the Fireground Tere’s an old acronym that’s used to remember basic truck company skills—LOVERS_U. Te letters stand for Ladders, Overhaul, Ventilation, Entry, Rescue (and Search), Salvage and Utilities. What the acronym doesn’t address is the timing of these skills as they relate to the fireground.

One of the most critical tasks performed by a first-due truck company is forcible entry.

Following is a basic truck company timeline: • Perform a truck company size-up • Force entry for search and engine operations • Perform any immediate rescues (simultaneous with the interior operations if possible) • Search • Ventilate for the engine company and for the search • Ladder for access, egress and ventilation • Open up and overhaul for the engine company (including salvage work) • Cover the utilities based on need As you can see, there are a lot of jobs that must be performed. What’s more: Many of these jobs need to be performed simultaneously! Factor in the number of people you have, the other jobs that must be performed (engine work) and the actual fireground that you’re faced with, and you can see the importance of having a plan before you start.

First-due Work

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Don’t be fooled by the title! You may not have a dedicated truck company, but there are certain first-due truck company tasks that must be performed on every fireground. Te first tasks that come to mind are truck company size-up, forcible entry, search and rescue, initial ventilation and laddering. Sure, there may be other things that need to be done based on the overall fireground size-up, but these tasks could be considered

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Whether you respond with a single truck, multiple trucks or no trucks, the timing of truck company operations is determined more by the fireground than by your department’s response type. Looking at truck company work in a two-tiered fashion (first-due and second-due truck operations, or initial and additional truck operations) helps to prioritize what needs to be done, by whom, and in what order.

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the responsibilities of the first-due truck company— responsibilities that need to take place at the beginning of every operation. Let’s examine each job.

Forcible Entry: First-due forcible-entry operations can be really simple or really complicated, depending on the type of structure and the area in which it’s located.

Obviously, the truck company that faces buildings lined with scissor-gates, roll-up doors, fences, padlocks, window gates and bars, and every other imaginable increased security measure must be well versed in difficult forcibleentry operations from the outset. Te rest of us need to be just as proficient with these skills but even more proficient at not becoming complacent to the point that we assume we won’t face tough entry situations.

But let’s not lose focus: Remember the basics! No matter where you are or what the challenge may be, the basic forcible-entry tools are still the irons (including the hydraulic forcible-entry tool), the K-tool (or a variation) and the power saw. You may also need a sledgehammer, bolt cutters, a ground ladder and even hoseline support, but don’t over-think the problem. If you know the tools it takes and you know how to use them in as many variations as possible, then you should be able to use the tools and apply your crew’s collective knowledge to handle the situation. Proficiency at the skills is really what determines the level of difficulty at this point.

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Truck Company Size-Up: Although the overall fireground size-up is important because it gives everyone an idea of what to expect when they arrive, it’s the individual company size-ups that really determine what needs to be done right away.

Te first-due truck company size-up must determine right away if forcible entry is needed and if there are any obvious rescues. Tose two key issues will determine the immediate actions of a couple members of the crew. In addition to those issues, the truck company must size up the search operation so that the primary search can be conducted as quickly as possible. Initial ventilation concerns should also be considered. If the fire has selfvented, then additional ventilation issues can be handled as second-due actions.

As you can see, it’s tough to divide the truck company skills that need to be performed into first- and seconddue skill sets, but this really has to be done in order to accomplish them. Note: Second-due operations don’t always happen later; they simply aren’t at the top of the priority list right away—and that’s only determined by performing a size-up. (We’ll look at second-due truck company operations in a future article.)

What’s important to note here is that if you’re an

engine-based truck department (performing truck work off the engine), then this size-up must be done simultaneously with the engine company size-up—the hose stretch, the attack plan and actually putting the fire out.

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TruckcompanyoperaTions

and then to all of the other areas in the structure.

If you’re lucky enough to be part of a department with a dedicated truck company, then both areas may be searched simultaneously—the engine searches the fire area and the truck company searches the higher-profile areas away from the fire. Once the main target areas are searched, then the crews can move to the other areas.

Obviously, the more people (crews) you have on the fireground, the more tasks you can accomplish simultaneously and the better the overall operation will go.

Remember, if you simply don’t have enough people to perform all the functions, then the functions must be prioritized based on the final outcome desired.

Initial Ventilation: When it comes to ventilation, there are all kinds of opinions, debates, theories and even techniques.

Regardless, ventilation is still done for two main reasons— for fire and for life. Te type of ventilation depends on your position, your function and the fireground.

Venting for fire: Trough the eyes of the first-due truck company, a self-vented fire means that the engine may be able to make its push without committing a truck member to vent opposite the attack crew (but not always).

Tat’s great because the truck crew can check off one thing to do and can move onto something else. If the fire isn’t self-vented, then initial horizontal ventilation needs to be accomplished so the engine crew can more easily make their way to the fire and extinguish it. Tey

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Search (and Rescue): Search is done for one of two reasons: to locate the fire and/or to locate (and remove) any occupants. Te fire’s location may be obvious if it’s visible from the outside. If it’s not, then determining the location of the fire should be a priority for the search team and the engine company (taking a hit-or-miss approach to stretching the line is a lot of extra work).

When it comes to searching for occupants, a quick search size-up will increase both the speed and efficiency of the operation. Where’s the fire? Where are the occupants likely to be (high-profile areas include bedrooms, living areas and areas near exit routes). Where are the conditions worst on the inside?

As a general rule, occupants that are closer to the fire area need to be accessed first in order to give them a better chance to survive. With that in mind, there are two locations that should be targeted as quickly as possible— the area directly around the fire and the area directly above the fire. In an ideal situation, both areas would be searched simultaneously.

Here’s where the department’s approach to truck operations really starts to impact the operation. If you’re an engine-based truck department and the first crew in is stretching the attack line, then the area around the fire will likely be the first area searched. As many have said before, putting the fire out has saved more lives than any other fireground tactic. Once the fire is knocked down, you may be able to get crews to the area above the fire

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TruckcompanyoperaTions

may be able to make it without the vent, but it will be a lot more punishing on them (and everyone else on the inside) during the process.

Venting for life: Venting to assist the search operation (and interior operations) is also a big part of the first-due truck company’s job. Venting additional windows during the search helps lift more of the smoke environment, which may buy any trapped civilians a little more time to breathe and allow searching firefighters to continue the search. Without venting, the conditions will continue to build and the likelihood of finishing the search will decrease.

Additional ventilation can be dealt with as part of the second-due truck company’s responsibility. Tere may be a few times that ventilation is the highest priority of the first-due truck, but we’ll leave that for another day.

Laddering: Laddering is one of those tasks that seems like there just aren’t enough people to get them thrown.

It’s not so much that there aren’t enough people; it’s simply a matter of multi-tasking when you arrive. Ladders save firefighters’ lives—maybe not on every fireground, but there’s always that potential.

Trowing ladders is a basic skill. Carrying a ladder (with tools) is a basic skill. Carrying a ladder to the fireground and throwing the ladder before moving on to the next task are things that can easily be done. Taking a few more seconds at the beginning of the operation for

laddering duties may mean the difference between making a rescue, providing additional access or even allowing another firefighter to get out of a tough situation.

Know your ladders. Know what you carry on your apparatus and what’s available on the other apparatus on the scene. Know your limits: What size ladder can you carry by yourself? What size ladder can you throw by yourself? Can you really afford to take multiple trips back and forth to the apparatus when faced with a difficult fireground (and multiple rescues)?

Putting it together Sometimes we spend so much time learning the actual hands-on skills that we forget to learn about how the skills fit into the big (fireground) picture. Achieving success on the fireground is a combination of knowing how to perform, why to perform and when to perform.

Whether you’re an officer or a firefighter, it’s your ability to apply the skills that are needed to the fireground you’re working on that will make you, your crew and the actual fireground safer.

Next time, We’ll talk about second-due truck company operations.

Jim McCormack has been a firefighter for 19 years and is currently a lieutenant with the Indianapolis (Ind.) Fire Department. McCormack is the founder of the Fire Department Training Network (www.fdtraining. com) and the author of Firefighter Survival and Firefighter Rescue & Rapid Intervention Teams.

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Fireattack

Water Works Make sure your hoselines can flow the required gpm for your response area

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By Mike Kirby & Tom Lakamp

t’s important to know how much water flow to expect from every hoseline you deploy at a fire, especially if you have multiple sizes and lengths of hose available on your engine. Why? Because the BTU production of burning materials varies with the materials’ chemical composition; therefore, in order to achieve extinguishment, the hoseline you choose must produce enough gpm to absorb the BTUs produced by the fire.

Te use of plastics in household products has become more predominant over the last 50 years.

Plastics, as opposed to more traditional natural fiber fuels, have a far greater heat release rate and therefore require us to modify our tactics and prepare accordingly for the probability of rapid fire development.

If the first fire line doesn’t deliver the needed amount of gpm, you’ll quickly discover that you won’t be able to overpower the fire. You also might not be able to stop rapid fire progression or prohibit flashover.

How Many GPM?

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NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Career Departments, recommends that

first-arriving engines be capable of deploying two fire lines that can deliver 300 gpm; the minimum for each line should be 100 gpm.

Your department should also have a minimum gpm requirement for an interior attack line. Do you know what that requirement is? Do you know if your current hose and nozzle configuration, in conjunction with your pump procedures, produces sufficient gpm for an interior attack? (Tip: To determine the proper gpm for a given structure fire, consider the types of occupancies within your response area.) Do you know what gpm your current hose and nozzle configuration delivers? Does the hose manufacturer and nozzle really make that big of a difference in gpm output?

We were very surprised when, in 2005, our department tried to answer these questions by conducting flow tests. We evaluated several different types of hose from various manufacturers and found that the differences in the construction of the inner hose liner affected the gpm production of the hose. In addition, we discovered that the nozzle selected not only made a huge difference in the gpm capability of the hoseline, but also determined the required pump pressure to produce the desired gpm.

Photo Keith Cullom

It’s important to know how much water flow to expect from every hoseline you deploy at a fire. To achieve extinguishment, the hoseline you choose must produce enough gpm to absorb the BTUs produced by the fire.

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fireattack

Photo Mike kirby/toM LakaMP

ConduCting a Flow test

To set up a water flow evaluation, you’ll need some type of flow meter. Digital flow meters are readily available from many hose and nozzle manufacturers and are relatively inexpensive.

To set up a water flow evaluation, you’ll need some type of flow meter. Digital flow meters are readily available from many hose and nozzle manufacturers and are relatively inexpensive. Your manufacturer’s representative may even loan this equipment to you to complete your testing.

To begin the test, secure a water supply with two continuous sections of 2 ½" supply line from a fire hydrant. Place the flow meter between the two supply lines on the intake side of the pump. When the water is flowing through the hoseline, the flow meter will display the amount of water being discharged.

Remember: Stretch one hoseline at a time, and pump the line at your designated engine pressure.

Record the reading on the flow meter and repeat this process for all fire lines on your engine.

You can also perform flow tests in buildings equipped with standpipe systems to determine available pressure and flow.

Failed the test?

Increase Engine Pressure Increasing the engine pressure will increase the gpm production by forcing more water through the hoseline; however, this will only work if/when the increase in gpm can offset the added friction loss created by the turbulence of the water.

Note: Increasing the engine pressure will also increase the resulting nozzle pressure and will make the hoseline more difficult to handle.

Change the Nozzle Tere are many different types of nozzles that can produce various types of desired fire streams. Te smooth-bore nozzle produces the greatest reach and gpm production, but uses the lowest engine pump pressures. Te smooth-bore will also maintain the same water pattern to reach the seat of the fire.

Te variable-stream, fixed-gpm nozzle will produce the predetermined gpm when supplied with the required nozzle pressure. For example, the 50-psi/250-gpm nozzle produces 250 gpm when supplied with 50 psi of nozzle pressure. Tese nozzles provide excellent flow and mobility while also allowing for the flexibility of a variable pattern.

Te broken-stream nozzle provides great mobility

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After conducting the test, you should know if your fire lines discharge enough gpm to meet your department’s requirement for an interior attack line. If your lines fail the test, there are a few solutions to your problem: • Increase the engine pressure.

• Change the nozzle.

• Change the hose.

• Increase the size of the hoseline.

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fireattack

Photo Mike kirby/toM LakaMP

and excellent gpm flow at low nozzle pressures. It also applies large water droplets for increased heat absorption and penetration.

Important: We found that many older automatic nozzles generally require higher nozzle pressures to deliver water in sufficient quantities for an interior attack. Te automatic nozzle may produce what appears to be a penetrating stream with extended reach; however, at lower nozzle pressures, this stream may produce well below 100 gpm.

You can perform flow tests on hydrants or in buildings equipped with standpipe systems to determine available pressure and flow.

Change the Hose As we mentioned, the type of liner inside the hose can greatly affect the gpm produced. Be sure to evaluate several different hose manufacturers prior to purchase so you know your options and can make the proper hose selection for your department.

Increase the Size of the Hose Obviously, increasing the size of the hoseline will increase the gpm produced, but the larger the hoseline, the more difficult the line will be to maneuver.

Changing the size of the hoseline, or changing any of the factors discussed, may require changing another; they’re all interconnected. Terefore, although we have our preferred hoses, hose sizes, nozzles and expected gpm, the most important factor is that your hose, nozzle and pumping procedures all function together

to produce the expected gpm for your response area.

Te engine company officer must therefore know how much water to expect from each hoseline, and the driver must know at which pressure to pump to provide the expected gpm.

A FinAl note Tere are several hose/nozzle configurations that will allow you to safely deliver 200–250 gpm from a single 1 ¾" hoseline and 350–400 gpm from a 2 ½" hoseline. Do your own tests to determine your department’s actual gpm. Don’t rely on vague flow formulas that aren’t specific to your hose and nozzle configurations. Once you’ve determined the available flows, create real-time pump charts based upon the data captured from live flow tests.

Remember: Knowing the gpm you should expect from your hose and nozzle combination will allow you to overpower the fire—and that could mean the difference between life and death.

Mike Kirby is a captain with the Cincinnati Fire Department (CFD), assigned to Engine Company 3. He is an 18-year veteran of the fire service with experience in paid and volunteer fire departments.

Tom Lakamp is a 21-year veteran of the CFD. Currently serving as a district chief in Fire District 4, he’s an adjunct instructor at the University of Cincinnati Fire Science Program and holds a bachelor’s degree in fire science. Lakamp is a graduate of the National Fire Academy’s Executive Fire Officer Program.

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They’re Counting on You Do you have a firefighter accountability system— or just a crew roster?

By Raul A. Angulo

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remember my first calculator in grade school. It could do all the basic mathematical functions. My teacher, Sister Mary Vincent, was adamantly against us using calculators. No matter how clever or rational our arguments seemed, we were unable to convince her to give in. She would say, “You need to be proficient at doing math by hand and in your head. Tere will come a time when calculators will be allowed—but not now.” At the time we thought she was archaic; but now, I understand her rationale (more on this later). Today there are calculators for algebra and calculus, graphing, taxes, investments, retirement, mortgages and even hydraulics. Tey’re found in laptops, cell phones, wrist watches and even pens!

Te fire service is no different; every year that goes by delivers more high-tech systems. But just like Sister Mary Vincent, fire officers have a responsibility to ensure that all firefighters learn the basics before learning to rely on technology. Perhaps nowhere is this more important than the issue of firefighter accountability.

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ResisTanCe To aCCounTabiliTY According to NIOSH reports, lack of firefighter accountability is one of the top five causes of firefighter deaths. At the Metropolitan Chiefs Conference in 2000, it was the subject of a keynote speech.

Ten years later, how are we doing?

In 2007, nine firefighters were lost in the Charleston (S.C.) Sofa Super Store Fire, and in 2008, four firefighters were injured (one seriously) at the Stilt Court Fire in Sacramento, Calif. Inadequate communications (also in the NIOSH top five), combined with the lack of a functional accountability system, were significant factors, according to both cities’ investigative reports. Based on April 2010

Photo Ryche GueRReRo

Every accountability system, whether manual or computerized, must give you the following information: Firefighter’s name and/or radio ID number; unit or company; assignment; and location on fireground.

these fires and several others, I’d say we still have a long way to go.

Using accountability systems is mandated

by NFPA 1500: Standard on Fire Department Occupational Safety and Health Program, NFPA 1521: Standard for Fire Department Safety Officer and NFPA 1561: Standard for Emergency Incident Management Systems. Plus, if you work in an OSHA state like Washington, it’s state law; you simply don’t have a choice. So why are fire departments still not using effective accountability systems?

I think there are two reasons: 1) nationwide indifference to the concept, and 2) the fire service has been unable to agree on the April 2010

definition of firefighter accountability. But rest assured, after a line-of-duty death, prosecuting attorneys will have copies of these standards, your department standard operating procedures and the investigative report.

So why do I think there’s resistance to accountability systems? Following are some types of comments I’ve heard or read over the years from fire service officers.

• “We are perpetuating a myth that plastic fasteners can substitute for leadership.”

• “Accountability tags are really firefighter dog tags for identification of the body after the fact.”

• “We’re using game board firefighting, convincing ourselves that it will keep

us safe and ‘accounted’ for. Tat’s CYA management.”

• “I believe a better way to keep track of our people during an operation is to use a PAR [personnel accountability report].”

• “In my opinion, you need strict discipline, and if the firefighter is working under the direction of a company officer, who is working directly with the incident commander, then we know where he is at all times.”

On the other hand, perhaps the most sobering quote comes from Deputy Chief Larry Anderson (ret.): “Te Dallas Fire Department uses a passport accountability system. Getting used to the routine was the

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toughest part. During my 30 years with DFD, we have lost six firefighters in structure fires. I firmly believe they died because we did not know where they were.”

Basics First Technology has allowed the fire service to make great advances. Just look at fire apparatus. Fire mechanics are considered more valuable—or at least more valuable than those who are just good with a wrench—if they understand and can fix computerized electrical systems.

Additionally, GPS-involved technology is making huge in-roads in the area of firefighter accountability.

Tese new systems will soon allow ICs to pinpoint the exact location of a firefighter inside a building.

It won’t be long before they’ll transmit a firefighter’s heart rate, respiratory rate, blood pressure and bodycore temperature as well.

Let me be the first to say that I welcome these and any other technological advances that will make the firefighter safer inside structure fires. My concern with the rapid development of computerized, hightech firefighter accountability systems is that the fire service will turn to these “fool-proof ” methods to address the problem of firefighter accountability without ever understanding what accountability is.

Turning to technology to fix this problem is like handing out calculators to every kid when they enter

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grade school to solve math problems without ever teaching them how to solve problems in their head.

We must become proficient at the manual method— the method currently used by most fire departments—before we substitute it with technology.

Technology can be a great tool. However, it can give you a false sense of security. After all, technology is subject to human error. Fancy electrical systems are only as reliable as their power source and the firefighter assigned to exchange that power source at shift change.

As Dr. Burt Clark with the National Fire Academy once said, “You can’t engineer your way out of bad human behavior.”

Whose JoB is it?

Some say that it’s the responsibility of the company officer to maintain crew integrity and use a PAR. But what happens when the officer goes down? A PAR is not accountability. It’s a component of accountability and takes some time to complete. A PAR is only good if a) the firefighter is able to talk, and b) the IC can hear.

In the Charleston example, there was neither. Of the nine firefighters who died, four were company officers. Tere were 16 fragmented distress messages, transmitted by lost or disoriented firefighters who couldn’t be identified, that were either missed or

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Keep Control on the SCene Some command officers think they’re sharp enough to keep track of company assignments and locations by memory. When a catastrophic event happens, it happens too fast. You may receive multiple maydays and have more than one company unaccounted for.

Te scene quickly becomes intense and, quite often, chaotic. Te fire may still be out of control, and you now have firefighter rescues to deal with. Tat’s a lot of pressure to put on an IC. Some chiefs can’t

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misunderstood due to heavy radio traffic, loud ambient noise on the fireground and confusion. Te term “mayday” was used only one time and was not heard by the IC or anyone else at the fire scene. It wasn’t until an off-duty battalion chief who heard the mayday responded and had a face-to-face report with the fire chief that the chief recognized firefighters were in trouble inside the building.

As for crew integrity, when a catastrophic event happens and severe heat conditions rapidly develop into an untenable atmosphere, it’s unreasonable to expect firefighters who are panic-stricken, distressed and enduring thermal assault to remain calm or together. Te physiological fight-or-flight response kicks in and “it’s every man for himself ” to try to get out. Tis was the case in Charleston, Sacramento and our tragic fires in Seattle. even remember to put on their fire helmet and coat at a fire. Are you sure you want to trust their ability to personally remember who you are and where you’re assigned when a commercial roof suddenly collapses?

I’ve been on mutual-aid responses where I don’t know anyone outside of my crew, much less the IC, and vice-versa. Volunteer fire departments deal with this all the time. Unless there’s a duty roster, the chief never knows who’s responding, much less who’s responding

Accountability is rooted in an organized thought process, not on name tags and status boards. If you can learn to use this fundamental technique manually, you can have an accurate accountability system even if you only have a pen and paper.

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from the neighboring volunteer fire department. In career departments, the roster can change from firefighters being on vacation, off on trade, out sick or in on overtime. Te fact of the matter is this: As the incident becomes more complicated, this information must be written down. It cannot be merely committed to memory. Every tactical worksheet I’ve seen has a checklist of resources to jog the memory of the IC so nothing is missed. Why should we treat accountability as if it’s any less important?

What We Can Do To have a functional accountability system, the fire service must change the way it teaches strategy and tactics. Currently, we view accountability as separate from the incident action plan. It’s almost an afterthought—like setting up traffic cones around the apparatus. Whichever accountability system your department uses, firefighters and companies must be tracked when the tactical assignments are made— not after the fact.

If you can’t tell me where every firefighter and company is on the fireground at any given time, you don’t have an accountability system—you have a roster. If you can’t tell me where a firefighter is when a mayday is transmitted or a sudden catastrophic event happens, then you don’t have an accountability system— you have a roster.

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Every accountability system, whether manual or computerized, must give you the following information: • Firefighter’s name and/or radio ID number • Unit or company • Assignment • Location on fireground Accountability is rooted in an organized thought process, not on name tags and status boards. If you can learn to use this fundamental technique manually, you can have an accurate accountability system even if you only have a pen and paper.

Sample SCenarioS Consider a typical house fire. Assume companies are checking in at the command post with name tags and passports. (A well-trained company officer or battalion chief should be able to assemble a status board and establish the locations of the first-in units on the fireground based on department SOPs and initial radio reports.)

Tis status board is divided up into four columns: Floor 1, Floor 2, Floor 3 and R (for roof ). Abbreviated assignments are written at the bottom of the passport. Te passports will be placed according to assignment locations.

E1 is first on scene and takes a 1 ¾" handline to Floor 2 for fire attack (FA). Tey get a water supply

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(WS). L1 shows up and performs forcible entry (FE) and search and rescue (SAR) on Floor 2. E2 arrives and takes a back up/exposure line (BU) to Floor 2 and gets a second WS. L2 arrives and is sent to the roof for vertical ventilation (Vent). Rescue 1 shows up and is sent to SAR Floor 1 and the garage (GAR), which is also on Floor 1. E3 is ordered to check the

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attic for extension and extinguish any fire. Tey access from Floor 2. E6 and L6 are assigned to rapid intervention team (RIT) and are staged outside on the “A” side, same level as Floor 1 so they’re placed in the first column. Medic 1 is also staged close by the RIT and are also in column 1. E4 and E5 are in staging as reserve units waiting for an assignment.

As you can see by studying the status board and the columns, you have a map that accurately reflects the entire incident action plan. You know the name of each firefighter, their assigned unit, their tactical assignment and their location on the fireground. You’re now prepared to locate any firefighter who transmits a mayday, or any company that gets caught in a sudden catastrophic event, in just a matter of seconds. Now you know where to deploy the RIT. Scenario 1: “Mayday! Watts! I can’t breathe! Help! ” Where is he? Watts is E1, Floor 2, on the fire attack hoseline. Make radio contact with the engine officers on Floor 2, reassign L1 to assist Watts and deploy RIT to floor 2.

Scenario 2: “Command from dispatch, we are getting an emergency radio signal from radio No. 731063. No acknowledgement.” Who is it?

Suznevich. He’s on L1, operating on Floor 2 performing SAR. Notify Capt. Anew he has a member down. Redirect E2 to firefighter rescue, deploy RIT to Floor 2 and assign E4 to take over the assignment

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of E2. Make E5 the new RIT. Scenario 3: If any firefighter calls for a mayday and uses the National Fire Academy acronym LUNAR (Location, Unit, Name, Assignment/Air supply, Resources needed) and is able to transmit all this information clearly, that makes finding him easy.

But even if they’re only able to give you one of the four pieces of information, or the IC was only able to hear fragmented pieces of LUNAR, through the process of elimination and the PAR, the IC can figure out who’s in trouble. For example, “I’m running out of air!” Who’s been in the longest? Probably E1; they were first in. If all you hear is “Mayday! Attic!” it’s a crewmember from E3.

Scenario 4: Te roof suddenly collapses and flames are shooting out. Te attic was obviously involved. How many companies are in trouble and who’s missing? You have L2 with Lt. Yob and firefighters Kickels, Koskie and Wirth. Tey were venting the roof and are now in the wellinvolved attic. E3 was checking the attic and are possibly involved in this collapse. Call

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With a duty roster to cross-check names, an IC could quickly sketch out and duplicate the information above just using companies and assignments on a sheet of paper. Tat’s all there is to firefighter accountability. It’s actually very simple.

In all my classes teaching this skill, I’ve never had a student who was unable to locate a missing firefighter after a mayday. Tis is a teachable skill that only requires proper training and practice.

Raul A. Angulo has 30 years with the Seattle Fire Department and is the captain of Ladder Company 6. He has numerous published articles in major fire service publications and lectures on fire service leadership, company officer development, fireground strategy and tactics, and firefighter accountability throughout the United States, Canada and Mexico. Capt. Angulo is on the board of directors for the Fellowship of Christian Firefighters International.

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for a PAR from E3. No answer. You’re now missing Lt. Olson, Buchan, Leyva and Dennis. Reassign E2 and L1 to firefighter rescue, deploy the RIT. You’ll need E4, E5 and the medics, plus you’ll need to call for additional alarms and EMS units. Tis is now a major firefighter rescue incident. But you know exactly how many companies are missing—E3 and L2—you know you have eight firefighters missing, you know who they are, and you know where they are.

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The tactical worksheet is a critical piece of equipment because it helps the IC organize tasks by providing reminders, prompts and a convenient workspace for tracking companies and apparatus. By documenting this vital information, the IC creates a visual reference of the overall fireground organization and deployment.

Tactical worksheets help maintain control at the scene

By Todd Harms

A

s the duration and complexity of an incident increase, the ability to strategically track companies operating on the fireground becomes harder and harder for the incident commander (IC). To overcome this situation, ICs in the Phoenix Fire Department (PFD) use a standard tactical worksheet to help them track companies, assignments and firefighter accountability on most incidents.

The Value of a WorksheeT

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IT Takes PracTIce To properly use a tactical worksheet, the IC must develop a basic set of skills for use during high-pressure situations; however, proficiency only develops after years of use and practice. Remember: Te worksheet is only as good as the information recorded on it. Inaccurate information can lead to confusion, frustration and loss of control on the fireground. With proper training and use during both simulations and actual incidents, ICs develop a comfort and proficiency

s

It’s vital for any IC to be able to quickly size up an incident, develop a strategy (either offensive or defensive) and develop an incident action plan (IAP). Tese key early decisions will determine the outcome of the incident, as well as firefighter safety, communications and fireground organization overall.

Te tactical worksheet is a critical piece of equipment because it helps the IC organize these and other tasks by providing reminders, prompts and a convenient workspace for tracking companies and apparatus. It allows them to slow down during what could be a large, multi-alarm incident (although the worksheet can be used for fires big and small, as well as EMS incidents, to help develop proficiency) and record vital information that may help them make future operational decisions. By documenting the assignments,

sector/division/group officers, and sector/division/group resources, the IC creates a visual reference of the overall fireground organization and deployment.

Te worksheet is also an excellent tool for passing command.

On the fireground, the PFD’s senior advisor can quickly check the worksheet and obtain a strong understanding of the initial deployment of resources, the need for additional apparatus and equipment, and the status of staged units.

For the new IC, the tactical worksheet can be of great assistance in maintaining focus and comfort in their role as commander.

Teir ability to maintain a focal point as the incident grows is critical for a successful outcome.

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Tracking Device not only for using the worksheets, but also for organizing and overseeing fireground operations.

Note: Te PFD has no specific standard operating procedure (SOP) on how to use or complete a tactical worksheet. Each command officer and their field incident technician (FIT)/driver develop individual skills for filling out the sheets to fit their personal preferences.

Help from tHe CAD For all members in the Phoenix regional automatic-aid system, the computer-aided dispatch (CAD) system provides a number of electronic technical tools for the

• Includes a location to quickly note individual assignments; • Provides prompts for the IC, such as time, air management and strategy prompts; • Provides tactical benchmarks, such as “All Clear,” “Fire Control” and “Loss Stopped”;

• Facilitates consistent, organized information; • Documents assignments and responsibility; • Expedites passing of command or support for the IC; and • Provides resource status.

IC. Tis electronic assistance is used in conjunction with the tactical worksheet, and has greatly improved the IC’s ability to track resources operating on the fireground.

Two functions in particular that assist the IC via the CAD: the Resource List and the Snap Shot.

Te Resource List Te Resource List gives the IC a running order of companies assigned to their incident. Te resource list is accessed simply by pressing a mobile data terminal (MDT) request button. Te IC can easily maintain awareness of an individual unit’s status, arrival order, whether they’re assigned and/or staged, and their location on the fireground (e.g., Division 1/ north sector, etc.).

Te Snap Shot Te Snap Shot function provides an aerial overview of the incident, with the location of apparatus overlaid on the MDT screen. Te IC can zoom into the incident with the mapping application and view overhead photos and access locations. Te individual units can then be identified on scene in their geographical location. Tis function is especially useful during larger incidents where the IC has a limited view from the command post.

Although numerous electronic worksheets and accountability systems are available, the PFD still uses the traditional paper worksheet, as it’s low-tech, simple to maintain and never needs to be rebooted. (And despite advancements in technology, my preference for managing incidents and firefighter accountability remains the trusty No. 2 pencil, a stack of worksheets and the CAD.)

WorksHeet seCtions

The Resource List function of the computer-aided dispatch (CAD) system gives the IC a running order of companies assigned to their incident.

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The CAD’s Snap Shot function provides an aerial overview of the incident, with the location of apparatus overlaid on the mobile data terminal screen.

Te PFD uses a number of different tactical worksheets depending on the individual needs of an incident: fire, EMS and sector officers. Te PFD’s fireground worksheet is divided into four main sections: • Section 1, top: Te top section provides basic information about the incident and a number of prompts, reminders and check boxes for the IC. Critical portions include the elapsed-time notification check boxes and the personnel accountability report (PAR) notification benchmarks. Te dispatcher’s 5-minute elapsed-time notifications greatly improve the IC’s ability to manage time. Time management in relation to fireground strategy (offensive or defensive) and task-level functions, such as air management, is a key function of the IC. • Section 2, middle: Tis is the workhorse of the tactical worksheet. It’s designed to track resources, accountability and area responsibility once companies are deployed. Te top box is for the sector, division or group name, followed by an area for listing the individual companies assigned to the incident.

Tip: One quick way to maintain awareness of the group or sector officer/supervisor is to circle the April 2010

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Tracking Device company name or battalion chief. Te PFD tracks on-deck companies in this area. (Note: On-deck companies are those that are forward placed from Level 1 or Level II staging to tactical positions or sectors). Rapid intervention crews (RIC) can also be tracked here.

• Section 3, left side: Tis column tracks the initial dispatch of companies and unused or staged resources. For the PFD, all units (except the first-in engine, ladder and battalion chief) on the initial 3-1 response (three engines, one ladder) or a firstalarm response (five engines, two ladders) will stage before receiving an assignment. Te initial IC is responsible for managing and deploying these companies according to the IAP. All units dispatched on following alarms (second, third, etc.) will do “Level II staging,” and will be managed on a separate radio channel as the command team expands. Te initial IC is responsible for tracking all units from the initial response until the final PAR is received, writing in the unit identifier along the left side and checking them off when they’re deployed.

• Section 4, bottom: Tis section is for an incident drawing. I rarely use this section, because in my opinion, it doesn’t improve my ability to manage the incident. But other ICs may think differently; they may use this area for creating a basic overview of apparatus deployment and placement

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on the fireground. Tis is especially important as incidents expand from residential to commercial occupancies.

Remember: No matter the type of incident, tactical worksheets must support and complement the SOPs of your department, such as the management of elapsedtime notifications, the deployment and tracking of resources, and determining the tactical objectives for the incident (all clear, fire control, loss stopped and customer stabilization).

the eMS WorkSheet For EMS incidents in the Phoenix area, three basic sectors are usually deployed: treatment, extrication and transportation. Te main challenge for the IC during an EMS incident is tracking patients. For our system, we must track age, gender, level of severity, responding ambulance(s) and hospital information. Te middle of the EMS tactical worksheet is the area designated to assist the IC in managing this information.

LSI 2 risk Management For more, visit everyonegoeshome .com/initiatives.html

ConCluSion Support roleS As a battalion chief, I was very fortunate to always have a FIT/driver, because it allowed me to begin my tactical worksheet en route to the incident. (I always felt behind the incident “power curve” when circumstances required me to drive myself.) En route, I’d start tracking individual units in the left column from dispatch and await the initial on-scene report. Te ability to concentrate on the initial-arriving radio communications and track units early usually led to a smooth command transition upon my arrival.

As incidents expand into greater alarms, the presence of a support officer is vital. Key functions of the support officer: maintaining and upgrading the tactical worksheet. We keep a large 24" x 18" worksheet in the PFD command van, so support officers can track accountability and planning for the duration of the operation.

Using tactical worksheets on a regular basis during smaller, everyday incidents allows us to fine-tune our skill sets so we’re completely prepared to handle the scene when we pull up to the “big one.” In short, practice like you play.

Ask yourself: Are you proficient with using a tactical worksheet? If not, practicing whenever possible and becoming familiar with them ahead of time will increase your proficiency, which may mean the difference between a successful outcome and chaos on the scene.

Todd Harms began his career in the fire service in 1981 and has spent the last 23 years as a member of the Phoenix Fire Department. He currently serves as the assistant chief of operations, with more than 1,600 sworn members operating out of 59 stations. Harms holds a bachelor’s degree in fire service management.

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Electronic command systems can add another dimension of accountability & firefighter safety Editor’s note: Te Euless (Texas) Fire Department (EFD) has been using electronic command programs since 2004. FireRescue interviewed EFD Chief Robert Isbell to get a closer look at how such programs are integrated into the fireground.

FireRescue magazine: Explain some of the features of electronic command tools.

Chief Robert Isbell: Like most departments, our dispatch center has benchmarks that they use to remind the incident commander (IC) that they’re 10, 15, etc., minutes into the fire. Te electronic command system we use at the EFD enhances that by providing a personnel accountability report (PAR) for which we set the time intervals. As an incident grows, we can lengthen the time interval for the PAR. And at the beginning of the incident, when the action is intense, we can shorten it. Te electronic system gives us redundancy with the dispatch reminders.

In addition, every morning each of our stations enters a personnel roster into the accountability system, so everyone on duty is logged into the system for the piece of apparatus they respond on.

At the scene, we have instant accountability of each person on that apparatus. We also still use passports and accountability tags. As we move pieces of apparatus on our command board electronically, we’re also moving those accountability tags manually through the different sectors/groups/divisions. But the electronic system allows us to know specifically which crew is with that apparatus.

FR: Why do you place so much focus on redundancy?

RI: No system is 100 percent safe. Tat said, the electronic command systems are built so all you have to do is restart the computer; it auto-saves where it’s at and no information is lost. If the system does go down, we conduct a PAR if it is near time to do so; otherwise we do a “roll call” to request location and assignment. Tis is only if it takes more than a few minutes to get the program back up.

All systems, manual or electronic, should have some form of redundancy to enhance personnel safety. Our passport system is easy to use, and it allows accountability to be pushed down to the company level. Te metal tag is their buy-in to that system; they own a piece of accountability.

Tat said, electronic accountability provides the IC an advantage in that they can easily and quickly thumb through the system and see who’s where, all the way down to individual personnel.

It’s very quick operational awareness, and that would take a little longer in the manual system.

FR: How might these tools increase safety on the fireground?

RI: Each one of our tasks is tracked electronically. I don’t expect it

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to take more than 5–10 minutes for a crew to turn off the utilities, so I’ll put a 5-minute timer on that. If I haven’t heard from them within the 5 minutes, the timer goes off, and I know to check on them immediately. I don’t lose anyone on the scene, no matter what they’re doing.

Te electronic system also reminds you periodically to check your operational mode—offensive, defensive or in between. Tat’s crucial for interior operations. Te timer goes off, prompting you to decide whether it’s time to change the operational mode and get personnel out.

Tese little reminders really enhance scene safety.

FR: How do such tools change decision-making on the fireground?

RI: I believe the next integration in decision-making for electronic command systems will have to do with rehab. We have new rehab recommendations coming down from the NFPA, calling on fire departments to have an active rehab policy. I believe command software will be used to allow ICs to look at the rehab sector and see the status of each crew. What crews are available in rehab? Are they rehabbing on schedule? Tat will help ICs determine whether to expand rehab (to process more people), or go to more alarms (to get more people on scene to handle the workload).

Rehab will be the next push for scene safety, and it will be the next big push for electronic command systems to integrate the rehab sector.

FR: What suggestions do you have for fire departments looking to incorporate electronic command tools?

RI: Te biggest mistake you can make: Buy and install the electronic command tool, show them how to use it and let them go.

You just don’t change the way battalion chiefs and ICs run a fire because you bought them some new, fancy computer software.

You have to have the buy-in of the folks using it. If they don’t buy it and they don’t believe that it’s going to work better than pencil and paper, they won’t use it.

Te companies that sell these systems offer training, and we took advantage of that. But you also need to find a person within the department to champion the system. Make sure that person is involved in the training with the company representatives, because once they’re gone, someone’s got to fly the flag for this system.

At the EFD, we did repetitive exercises where we ran through the system piece by piece. We always started out small—How do you set up your sectors and divisions? How do you add resources?—a little piece at a time, and we didn’t really push or require its use for some time. Eventually, the breaking point in their training occurs, and they want to use it, and use just takes off.

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Multi-agency high-rise training drill in Las Vegas serves up valuable lessons

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as Vegas is the land of high-occupancy high-rises, each of which presents individual challenges to emergency responders. As a result, fire departments in the Las Vegas Valley routinely review and revamp highrise fire strategies and tactics. But sometimes you need something a little more, something that feels real.

About a year ago, the Las Vegas Training Council, which comprises representatives from each of the valley departments (Las Vegas, Clark County, Henderson and North Las Vegas) decided that it wanted all personnel in Southern Nevada Fire Operations (SNFO) to practice high-rise response—specifically, to review what works in the current operational plan and what needs to be adjusted.

Te Training Council focused on seven areas that it wanted the drill(s) to address: 1. Fire attack 2. Lobby control 3. Staging 4. Positive pressure ventilation (PPV) for high-rises 5. High-rise tactical worksheets 6. Elevator use in high-rise fires 7. Base operations Although the training took a significant amount of time and preparation, the lessons we learned were invaluable in enhancing the preparation of our crews to respond to a high-rise fire. In this article, we’ll explain some details of the drill and the lessons learned.

A 3-Tiered ApproAch In February 2009, we started our high-rise training at the Lady Luck Casino, a 25-story high-rise that’s currently unoccupied. Las Vegas Fire and Rescue was the only department to participate in this initial walkthrough, although subsequent walkthroughs involved other departments. Te purpose was to evaluate the plan in preparation for a multi-agency hands-on drill. We discussed fire attack, radio traffic, how to gain control of the elevators, correct terminology to use on the radio, correct radio channels to use, and how, as the incident progressed, the lobby would transition in terms of command.

Tis was one of the first times we’d discussed how to ventilate a high-rise structure. And we realized that we were developing a lot of good information that should be shared among agencies. Te other Valley fire departments learned of this training, and wanted to have their crews attend something similar. Tus, the idea of a multi-agency realtime drill was born.

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We spent a lot of time driving around the high-rise corridor, looking at numerous buildings that were either under construction or vacant. Te criteria for our structure included: • A building where the central smoke alarm system could be placed out of service, allowing us to use smoke machines and simulated fire in the structure.

• A building with working passenger elevators, so that we didn’t have to use the construction man-lifts.

• A secure building with enough room to park three alarms of apparatus.

• A building tall enough to challenge the crews and create the time-delay of ascending 20+ floors.

Eventually, we decided on the Fontainebleau, a 68-story casino that’s currently under construction. It features an interesting floor layout. Te length of the floor is 600 feet end-to-end, wide open, with no fire curtains or fire doors. Te building was unoccupied, secure, had working elevators, was tall enough, and the central smoke alarm was incomplete and would not be affected by our smoke machines.

Once the drill location was chosen, it was time to prepare the firefighters. Our approach was to teach the crews our expectations, walk them through the training, and then add the smoke and victims to create a realistic scenario. We did not want to simply drill them, but wanted to set them up for success as we evaluated the plan.

In preparation for the Fontainebleau exercise, we conducted a second drill at the Texas Station casino, a six-story casino that’s fully occupied and operational. Te scenario: Fire was reported on the fifth floor with occupants trapped.

Tis drill was primarily for the battalion chiefs to work on radio traffic issues and how they would track/account for units on the high-rise tactical worksheets. We didn’t use equipment, but crews had to participate in real time and discuss the actions they were taking, things they were seeing and obstacles they were encountering, and relay that information to the command post. Command could then practice organizing the incident and evaluate radio traffic, what worked and how to streamline it.

Finally, we scheduled a third drill, a walkthrough at the Fontainebleau the month before the real drill. Tis walkthrough was broken up into six stations: base, lobby, elevators, staging, fire attack and ventilation. Instructors were assigned to each station, with firefighters rotating from one station to another. Since the instructors were from different agencies, the challenge was to get them all on the same

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Bright Lights, Big Drill

Crews prepare to start the Fontainebleau casino high-rise drill. A key factor in the success of the drill: several pre-drill walkthroughs to prepare personnel. We wanted them to conduct the drill with the information they would need to perform successfully, not to be surprised by the conditions they encountered.

page. One day, you’d have someone from Clark County teaching fire attack; the next day, Las Vegas.

Te crews really liked being able to come to the building and get familiar with the layout prior to the real drill. We’re familiar with other casinos in the area, but the Fontainebleau was under construction, so very few of our personnel had had the opportunity to become familiar with the facility. Te walkthrough was very beneficial. Te crews would go back to the stations, open the books and research areas in which they knew they needed to brush up on before the actual drill.

So before the actual Fontainebleau training, we’d conducted three different drills/walkthroughs to help orient and prepare the crews to make the most out of the live drill.

Fontainebleau Drill Objectives • Test and evaluate the Valley-wide High-Rise Response Plan’s Organizational Chart.

• Test and evaluate the Valley-wide High-Rise Response Plan’s Communication Model.

• Test and evaluate the Valley-wide High-Rise Response Plan’s resource deployment model through a third alarm.

• Measure the time requirements for first-responding crews to establish an effective fire stream at the fire floor.

• Measure the time requirements for first-responding crews to ventilate the fire floor.

• Measure the time requirements for first-responding crews to completely search and evacuate a multiple-story hotel.

• Measure the time requirements for first-responding crews to establish a fully staffed and functional staging area.

• Measure the time requirements for first-responding crews to establish a fully staffed EMS branch.

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The Real Deal Te actual drill was held on six different days in November. Las Vegas Fire and Rescue sent about 400–500 firefighters through; Clark County sent about 600 firefighters, North Las Vegas sent 150–200 firefighters, and Henderson sent about 300 firefighters.

Te scenario was fire reported on the 25th floor with construction workers on scene, heavy smoke throughout the 25th and 26th floors, and workers self-evacuating down stairwells, some overcome by smoke. Some workers were working in hotel rooms doing electrical work and sheltered in place because there was too much smoke in the hallway.

Tere wasn’t an operating central smoke alarm system in the Fontainebleau at the time of the drill, which gave us a unique opportunity to use our smoke machines throughout the building. As a result, visibility on the fire floor and the floor above was near zero. Fire knockdown was presumed to have happened when the crews reached the machines and turned them off.

Overall, the feedback from the drill was very positive. We were amazed at the amount of participation. Te crews acted like they were going to a real fire, and it was easy for them to get into that role, because it seemed like a real event, with simulated The need for effective elevator control was a significant lesson learned from the drill. victims and smoke.

lessons leaRneD We learned something from each of the three preparation drills and the actual live drill. Tose lessons include: • Adjust the plan according to the fire attack crew’s reports. At Texas Station, the main lesson was getting the chiefs to listen to the fire attack crews’ reports and to use that information to order additional resources and make the proper assignments.

Some of the chiefs came in with pre-existing ideas of what units they were going to be assigning. Tose who adjusted the plan to the circumstances had better results.

• Be prepared for difficult radio communications. Inside the highrise stairwells, communications were extremely poor. Tere’s a huge echo and the noise of footsteps and equipment being dropped on the metal stairs made it very difficult for command to hear. While ascending to the fire floor, fire attack captains may have to open a door to a clear floor and step out of the stairwell to provide reports. Tere are dead zones throughout the hallways, so sometimes they need to open a hotel room door and get close to the windows to transmit out.

• Leave elevator keys with the elevators. In the early sessions at the Fontainebleau, the first few crews kept the keys as they moved to the fire floors, so additional crews wouldn’t have access to the keys, and they’d wind up waiting for an elevator April 2010

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Bright Lights, Big Drill

We used smoke machines to simulate real conditions, creating near-zero visibility on the “fire” floor and the floor above it.

for 15–20 minutes, or they had to take the stairs. We realized that this was a training issue, and for later drill sessions, we told crews in the pre-briefing not to take the keys with them.

Te remaining drills went a lot smoother, and we are currently putting together follow-up training to better educate our crews on elevators. One other note about the elevators: Since the building was unoccupied, the elevators ran more slowly than they would with an occupied casino.

• Drill repeatedly on elevator control. Te truck companies always had questions about the elevators—how to gain control of them, how to evaluate whether they’re safe to use, how the recall system works. As basic as it seems, many crews had never had the opportunity to review where to find the keys for different buildings or how to use them. When conducing pre-plans of buildings in your area, confirm the correct elevator keys are on site. Tis is also a good time to review how to operate the elevators in Fire Service Mode.

• Vent early. Te building’s smoke-handling systems do not move the smoke as quickly as firefighters need under active fire conditions, and should not be relied on to effectively handle your ventilation needs. Crews coming up had to use PPV fans early on to improve the visibility. Within 5–10 minutes of the fans running, the visibility would improve dramatically. Tis significantly reduced the amount of time needed to locate and extinguish the fire. Using PPV early also improved conditions for the occupants who were sheltering in place.

• Assign the entire second alarm to the staging floor. Fire attack crews took about 15–20 minutes to get to the fire floor; by that time, they were almost ready to cycle out. As a result, it would be best to get the whole second alarm up to the staging floor and let them start determining rooms for equipment, personnel staging and rehab, and prepare to relieve fire attack crews. In our scenario, we had fire extend to a single room on the floor above, with heavy smoke throughout the floor above hallway. Tis floor also had smoke inhalation victims requiring the use of more than one crew. Moving all secondalarm units up to staging early in the incident gets your personnel in position for faster deployment.

• Accountability is critical, and needs improvement. Te captains and command had to account for a lot of people, and there were times when we lost track of some crews. Tere were Choose 61 at www.firerescuemagazine.com/rs

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Bright Lights, Big Drill multiple entry points into the building, and initial-arriving crews used different stairwells and elevators to access the upper floors. Control points must be announced and communicated to all crews. Crews don’t necessarily have to use the same door to enter the building, but prior to going aloft, everyone should funnel through control points for tracking purposes.

Making Mutual-Aid Work Fire-Rescue International 2010 to include a “90/90” demonstration A critical element of any large-scale incident response such as a high-rise fire: strong mutualaid relationships. Since 2005, the IAFC has been working on two distinct, but related programs on fire service mutual aid.

The Intrastate Mutual Aid System (IMAS) project focuses on assisting individual states, tribes and territories in building a comprehensive emergency operations plan. The IMAS program has 13 technical advisors who work with each state to create a plan or revise the existing plan to include the key elements needed for efficient and effective operations. The primary focus for the first 5 years: Get every state, territory and tribal nation to a level in which they can identify the closest, most appropriate resources quickly and move them to an area of need.

During the same time, the Mutual Aid System Task Force (MASTF) was created to address the issues of moving large numbers of resources across state lines during major disasters. In 2006, the Emergency Management Committee (EMC) was created as a standing committee within the IAFC. The central focus of the EMC is to identify and resolve the barriers and roadblocks that occur when you attempt to move resources across state lines. Many of these were identified in the MASTF Strategic Plan. Another task for the EMC: Oversee the IMAS program in an effort to help each state integrate their individual plan into the national process.

As part of the initial efforts to evaluate how states with comprehensive mutual-aid programs perform these tasks, the state of Ohio held a 90/90 exercise in Columbus in the fall of 2006. The goal of the drill was to assemble 90 public safety resources (fire, EMS and police) at a staging area in 90 minutes.

Using the statewide alert system in Ohio, this was accomplished in a non-emergency response mode and clearly identified the benefits of such a structured system.

In an effort to demonstrate this capability to attendees of the IAFC’s Fire-Rescue International (FRI) conference, the IAFC Mutual Aid programs have partnered with the Illinois Mutual Aid Box Alarm System (MABAS) to carry out a simulated activation during the conference’s opening session. MABAS is a formalized mutual aid system that has been in existence since the late 1960s.

At the start of Thursday’s General Session, the audience will be given a briefing on MABAS and the IAFC Mutual Aid programs while viewing a large, vacant assembly area. Throughout the 90minute session, attendees will be provided with updates of the progress from the Resource Unit as to the number and types of units that have arrived and checked into the assembly area. Those gathered for the session will have a rare opportunity to see what cooperation, planning and execution of an effective emergency plan can do to meet the resource needs of any disaster.

FRI will be held Aug. 24–28. For more information on FRI 2010, visit www.iafc.org/fri.

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Bright Lights, Big Drill

Operating inside stairwells in the high-rise was also an issue. Company officers often had difficulty making radio transmissions from stairwells due to the noise and poor signals.

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• Consider assigning a tactical channel dedicated to the fire attack group.

Although tactical channels are routinely used, one of the most common complaints from the crew was that they would like to see the fire attack group have their own channel. Keeping fire attack units on the initial channel provides later-arriving crews with important information such as access and conditions found. Once the fire floor is located and the group is established, however, a separate channel should be established. Many captains were trying to keep track of 14 people, and that’s difficult when all radio traffic is on the same channel.

• Be prepared for real-world emergencies during the drill. Plan for the worst and expect the unexpected. Have a plan for how to handle the situation without disrupting the entire drill. Dedicate a separate radio channel and a safety officer to monitor that channel and mitigate any emergencies. When you’re working with 100+ firefighters for each drill, who are wearing turnouts and SCBA, carrying high-rise equipment and treating the drill as if it were a real response, you will have injuries. During our drills, we were challenged with reports of a sprained ankle, a twisted knee, a mannequin believed to be a downed firefighter,

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and multiple flu-associated issues (it was H1N1 season). Be ready with a dedicated Medical Group and a clear egress route to transport if needed.

In addition to these tactical lessons, the training provided some logistical lessons. Te only way we were able to successfully conduct this training was that each agency sent four or five people to help. Early on, you must identify who your logistical officer will be and start collecting equipment. One of the challenges we face between the four agencies is that our equipment has slight differences. During the walkthrough, we provided hands-on training of the different high-rise hose-packs, nozzles, PPV fans and signage that the firefighters might encounter when responding with other agencies. We wanted crews to have this information ahead of time so they would be successful in the drill.

In addition, look closely at the details of each topic you want to provide, and identify the specific training the crews need. We thought, how hard could it be to control an elevator? You put the key in, turn to Phase 1, and step into the elevator. But it was one of our biggest learning points. Most crews couldn’t believe how challenging the elevator systems could be if they didn’t have the proper training.

A LittLe Give & tAke Te Fontainebleau training provided a great opportunity for us to evaluate and continue to improve upon our high-rise response plan.

Next, the Training Council will convene to review this drill, identify common problems and determine what changes to make in the plan. Once they identify those updates, they will pick another location and conduct the training again.

When we do, we’ll benefit from what this series of drills taught us about multi-agency response: A little give-and-take goes a long way. Tere’s not just one way to do things, and during a high-rise fire, there’s no time to argue.

Brian Gray is a fire captain for Las Vegas Fire & Rescue. He has 15 years of service and is currently assigned to Fire Station #6.

Gray’s previous fire experience includes 2 years as a wildland firefighter for the Bureau of Land Management, Las Vegas District. He holds degrees in fire science management and fire science technology.

Aric Neuharth joined North Las Vegas Fire Department in 2002 as a firefighter/paramedic and was promoted to fire captain in 2009. He’s assigned to the training division and serves as a roving captain on C shift. Neuharth is a rescue specialist for the FEMA Nevada Task Force 1 and a hazmat technician.

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photo istock.com

In a perfect PPE world, your department does everything right: Te decision-makers continuously perform all due diligence. Tey conduct deliberate, considered and ongoing risk assessments.

Before writing a well-crafted and comprehensive set of purchase specifications, they’ve completed a fair, inclusive, thorough and transparent three-phase evaluation of available PPE manufacturer choices. Te department has even been able to secure approval and sufficient funding to purchase the chosen manufacturer’s top-of-the-line gear.

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By doing all of these things, and more, they’ve been able to identify, specify and purchase the “perfect” set of PPE for each member of your department.

Unfortunately, even in that utopian world, the perfect PPE ensemble cannot always prevent line-of-duty injuries and fatalities.

With regard to PPE, it’s essential that the decision-makers in your department recognize that the department’s actions in the wake of a firefighter injury or death are also crucial to the ongoing PPE evaluation, selection and modification processes, and thus to ensuring and improving firefighter safety. By initiating automatic, immediate and appropriate post-injury activities and implementing clearly defined post-injury standard operating procedures, departments will greatly reduce the frequency and/or severity of similar future incidents.

Conversely, failure to take appropriate and standardized actions will likely ensure the recurrence of similar events. Te oftenrepeated truism that the failure to learn from

ing the operational and performance limitations of their protective gear?

• Are they being trained to understand and appreciate the reasons and rationales for wearing incident-appropriate PPE? 3. Enforcement/Compliance: • Are the department’s policies regarding the wearing of PPE standardized and clearly delineated?

• Are all members fully aware of these policies?

• Are members wearing the designated and appropriate PPE due to enlightened compliance with these standard operating procedures and guidelines (SOPs/SOGs)?

• If not, are these SOPs/SOGs being properly enforced?

It should be readily apparent that examination of the involved PPE element(s) is a critical component of any valid post-injury analysis. A thorough and comprehensive evaluation is essential to determining what

The potential for future civil litigation should NEVER be misconstrued as the primary purpose for the department to assume immediate custody of the involved PPE. our history dooms us to repeat our mistakes is no less true for the fire service. And while there may be other reasons to secure and evaluate PPE that was worn when a member sustained injury, no other consideration should assume preeminence over the quest to ensure firefighter safety.

PPE Can’t always PrEvEnt Injury

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As they relate to PPE, the after-action analyses of line-of-duty injuries will generally identify one or more of three elemental causal or contributing factors: 1. Engineering/Design: • Did the involved gear break down in some way?

• Is improvement needed in the design and/or specification?

• Are there any defects or deficiencies?

• Are there any “windows of vulnerability” inherent in the design of the gear?

2. Education/Training: • Are the members being thoroughly and continuously trained in the proper wearing of the PPE ensemble?

• Are they being fully educated regard-

role, if any, the above three factors played in the incident. Only after making those determinations will the department be able to craft appropriate, pertinent and effective remedial measures as they relate to the PPE itself, PPE training and the enforcement of PPE policies.

Example: I witnessed one department invest considerable time, effort and money in researching and purchasing “improved” protective hoods (engineering/design) in response to a head burn sustained by one of its members. A belated analysis of the involved PPE and subsequent interviews of involved and witnessing personnel established that the injured firefighter was not even wearing his assigned hood at the time of the injury (enforcement/compliance).

Obviously the design of the hood was not the culprit in this particular incident and rather than replacing gear, a more effective approach would have involved enforcement efforts and compliance training. Ironically, the post-incident investigation was triggered only by the filing of a lawsuit by the injured firefighter against several parties, including the hood manufacturer.

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Given today’s litigious environment, it should come as no surprise that the PPE worn by a firefighter injured in the line of duty could become the subject of future litigation related to the injury. Indeed, this potential for litigation constitutes another compelling reason for departments to automatically secure PPE following the event.

Te potential for future civil litigation, however, should NEVER be misconstrued as the primary purpose for the department to assume immediate custody of the involved PPE element(s).

Not surprisingly, many civil attorneys (and others with related agendas) will insist that every time a firefighter is injured, it’s the respective fire department’s responsibility to not only secure the involved PPE, but also to preserve it “in the condition in which it was found immediately after the incident.” Clearly there is some merit to considering this preference, particularly when the department has been notified of existing/pending civil litigation, when there’s a reasonable expectation of such litigation and/or when there’s suspicion/ evidence of relevant criminal activity.

For many compelling reasons, however, preserving PPE in this manner cannot, and should not, be interpreted as a universal mandate. Many other attorneys with whom I have discussed this issue share my divergent opinion that the mere possibility of civil litigation does not obligate a fire department to assume custody of the involved PPE, let alone to maintain and preserve the gear as found Any post-accident investigation must determine immediately after the whether personnel were wearing the designated and incident. Depending appropriate PPE and following all SOPs related to PPE. upon the statute of limitations in your jurisdiction, it could be 2 years (as it is in my home state, Pennsylvania) or more before a civil suit is even filed.

I don’t mean, however, to diminish the importance and value of the department assuming immediate control of the injured member’s PPE as part of a comprehensive after-action analysis and evaluation of the involved gear. On the contrary, that’s just the point.

Te overriding purpose of taking immediate post-incident custody of the involved PPE must be to evaluate that gear with an eye toward improving firefighter safety by identifying any relevant breakdowns, defects, deficiencies or weaknesses, and identifying needed improvements, modifications and/or specification changes.

Any general mandate requiring that the protective gear be preserved as found will most often preempt its thorough examination and evaluation. Why? More often than not, even the most thorough visual inspection of an injured firefighter’s PPE will reveal no apparent damage and/or evidence of any breakdown or failure pertinent to the

Photo Glen ellman

Take ConTrol

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sustained injury. In such cases, a comprehensive advanced inspection, preferably by a third-party independent service provider (ISP), will be the only way to determine whether the PPE in any way contributed to the injury, and if so, to what degree. But ISPs certified to NFPA 1851: Standard on Selection, Care, and Maintenance of Structural Fire Fighting Protective Ensembles will not perform an advanced inspection of the involved PPE element(s) until they have initially cleaned the gear—meaning that the PPE is no longer “preserved as found.” Tis is a necessary safety precaution that’s in place to protect the ISP’s employees from daily exposure to the likely presence of unknown and accumulated contaminants.

RetuRning PPe to Action

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In many cases, even the most meticulous, advanced inspection and evaluation will fail to discern “anything wrong” with the gear. Tis presents a real dilemma for most departments. Of course, the civil attorneys and “expert witnesses” who make lucrative livings from PPE product liability suits will insist that the department must still maintain custody of the gear as potential “evidence.” On the other hand, it’s difficult to support the “retirement” of demonstrably serviceable PPE element(s) simply because of the mere possibility of future civil litigation, no matter how remote that possibility might be.

Keep in mind that this only refers to gear that has been subjected to rigorous post-incident analyses. It refers to PPE elements that have been in secure custody since immediately after the line-of-

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The Post-Injury Plan The most effective post-injury preparations and responses will include: Promulgation of a written SOP with which all department members are familiar; Clearly delineated triggering thresholds with defined “response levels” related to incident severity; Procedures for automatic and immediate implementation; Procedures for automatic notification of designated personnel; A duty-specific action plan with defined responsibilities for designated personnel; A set of pre-established standard forms and methodologies for documentation and record maintenance; A defined procedure for the internally conducted inspection, evaluation, photographic, etc., processes; A designated storage area for maintaining secure custody with limited/controlled access; In the case of a line-of-duty death, provisions to have involved SCBA tested and evaluated by NIOSH; and Provisions for the department to require reimbursement from civil attorneys whenever PPE is removed from service at their request and provided as evidence in civil litigation.

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duty injury, completely and independently inspected, comprehensively tested and evaluated, carefully and knowledgably examined, and thoroughly photographed and otherwise documented. Finally, it only refers to those elements that remain in full compliance with all relevant NFPA standards.

Firefighter PPE is undeniably expensive.

Given the continuous economic pressures that confront the fire service today, the removal of verifiably serviceable PPE from active service, if only to simplify the lives of civil attorneys and expert witnesses, is hardly justifiable. Securing, storing, managing and replacing unnecessarily retired PPE can become a very costly proposition, particularly for large departments experiencing significant numbers of line-of-duty injuries.

Tere should be no misunderstanding regarding this issue. If there is any evidence, any suspicion, any indication or any doubt regarding the possible contributory role of any PPE element(s) in a line-of-duty injury, it’s imperative that it be removed from service and properly secured and maintained in documented custody in order to ensure firefighter safety and to protect related compensaLSI tory rights. But it’s diffi9&16 cult to recommend doing so when the gear has been subjected to a docuIncident Investigation & mented and comprehenequipment Safety sive evaluative process and For more, visit everyonegoeshome still satisfies all reasonable .com/initiatives.html criteria of serviceability.

Safety IS the Bottom LIne Te arguments supporting the necessity of conducting a comprehensive after-action analysis and evaluation of all PPE elements relevant to a line-of-duty injury or death are cogent and compelling. Simply put, such analyses have proven invaluable to the pursuit of firefighter safety as it relates to their protective gear. It’s therefore imperative that every department establish a clearly delineated standard approach to the post-incident acquisition, securing, handling, storage, custody, inspection, evaluation, documentation and corrective action for involved PPE elements.

Battalion Chief Henry Costo is a 35-year veteran with the Philadelphia Fire Department. He has served as a safety officer for 4 years and serves as chairman of the safety committee for the International Association of Firefighters Local 22. He has a degree in fire science and graduated suma cum laude from University of Pennsylvania Wharton School of Business.

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President’s Letter

Putting the Service Back in Fire Service Think it’s time to eliminate “BS” calls?

Think again.

M

oney is tight, and times are tough in government. Firefighters, along with all other public employees, are finding themselves unemployed, browned-out, furloughed or short-staffed in an effort to balance the budget. With few exceptions, our customers—the taxpayers—aren’t in any better position.

Tey too are facing lower pay, forfeited pension contributions, furloughs, trimmed compensation packages

By Chief Jeffrey and heavier workloads. Even volunteer departments D. Johnson, EFO, CFO, MIFireE are feeling the pinch as volunteers must dedicate more time to their work or take on jobs that limit their ability to volunteer. So what do we do?

Te most important thing we can do for our industry is demonstrate that we “get it”—that we understand that this is an unprecedented economic storm and that it’s not business as usual. Te second thing we can do is underWhen someone thanks you, stand what our customers need quit saying, “I was just doing and strive to fulfill it. While my job.” all the hats and shirts you and I own have the words “fire department” on them, let’s face it, responding to fires is not what we do with the bulk of our response time. Te overwhelming majority of fire departments in this country respond to EMS and customer-assistance calls at least 10 times more than pulling lines on a working fire.

With that in mind, let’s spend a few minutes understanding this part of our profession.

People call 911 for one reason: Te problem is more than they can handle. Because people are different, some call when they have a headache or an over-flowing toilet, while others drive themselves to the hospital with crushing chest pain.

If you’re reading this article, odds are that you’ve been trained and have functioned as a firefighter for many years. Tat means you’ve seen deceased victims, you know the difference between smoke and steam, and you have mechanical and medical skills that most people don’t. Te BS (bovine scatter) call occurs when

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we use our knowledge and experience to judge our customers (e.g., I can’t believe that idiot didn’t know how to turn off a toilet. Tey woke us up for this?)

Expecting people to know what WE know will always lead to the customer feeling and sensing our frustration and judgment. If we’re grumpy, do you think that reduces repeat calls? Do you leave the scene happier?

Does our customer have a favorable opinion of us? Is our customer likely to vote yes when it comes to a funding request? Probably not.

Te truth is, if we stop judging people based on our skills and knowledge, we’ll feel that we have a lot fewer calls that aren’t worthy of our assistance. Let’s spend more time doing our job with a smile on our face and a demeanor that says, “I love this job and I love serving you. I’m glad we could help.” Remember that what you think turns into how you act and what you say. You may be shocked at how far you’ve drifted from that recruit firefighter who was happy to run on any call and to help anyone who needed it.

One last thing: When someone thanks you, quit saying, “I was just doing my job.” Our customers hear that as, “You don’t matter, and I don’t care; it’s just about doing a job.” Tat’s not the message you need to send. I know you’re being humble, but try the teachings of Dr. Robert Cialdini. When someone thanks you, say, “You’re welcome. I love my job, and I know if we ever need you, you’ll be there for us.”

Do you know when we need them? Right now, when times are tough and difficult choices have to be made. I’ll bet city planning departments can’t fill the council chambers with people who are thankful and grateful for everything they’ve done. But we can.

Chief Jeff Johnson began his career as a firefighter in 1978, and he has served as fire chief of Tualatin Valley (Ore.) Fire & Rescue since 1995.

He is past president of the IAFC Western Division and Oregon Fire Chiefs Association. He is a member of the Metropolitan Fire Chiefs Association and has been active in many IAFC sections, including Fire & Life Safety, Volunteer & Combination Officers, EMS, and Safety, Health and Survival.

Chief Johnson is a National Fire Academy Executive Fire Officer graduate and has received his Chief Fire Officer (CFO) Designation.

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Leadership skiLLs

The First 100 Days Steps for success as a new chief

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By Chief Marc Revere

enior fire chiefs have an adage: “Te problems and issues you deal with as chief repeat themselves every 5 years, so if you messed up earlier, you can fix it when similar issues come around again.” Now, that may be an over-simplification. But if you’re a new fire chief, you can bet that your tenured colleagues have seen situations similar to the ones you’re confronting.

In my role with the IAFC Professional Development Committee and the Commission on Professional Credentialing Chief Officer Mentor program, I’m repeatedly asked by new fire chiefs (in particular those who’ve come from outside the organization) how they should approach their first 100 days. Te following is my strategy for transitioning to the fire chief’s role.

Develop relationships with the following personnel: 1. Members of the department; 2. Department heads (your new team) if you’re working in a city department, or other district officials if you’re working in a fire district; 3. Regional fire chiefs; and 4. Te community and specific service groups.

Fly under the radar. Except in times of disaster, you should maintain a low profile. You still need to demonstrate confidence and be seen as a leader; however, always shine the spotlight of success on your people, never yourself.

Acknowledgement of a job well done will let the troops know you care and are watching.

Allow for imperfection in people, but not in operations. Push for and focus on excellence in operations. Tis will win the hearts and souls of the department personnel faster than anything else. Operations and prevention are your ultimate responsibilities.

Determine formal and informal leaders within the department. If you work for a city, who has the ear of the city manager? If you work for a district, determine the leaders of the board. Who are the community movers and shakers?

Read what the boss(es) read. Talk to the boss and other department heads to find out what they’re interested in, personally and professionally. Also, let them do most of the talking. Te less you say and the more they talk, the more they’ll feel you are engaging and interesting.

Observe, ask lots of questions and make no judgments. Never say, “Where I come from, we did it this way.” Tis is the most common mistake I’ve observed with new fire chiefs coming from outside an organization. Unless the organization is in total disarray or in a crisis, adapt to your new culture. If cultural change is necessary, it must be done very carefully (see “Te Challenge of Change,” February issue, p. 96).

Find where you can personally add value to the community leadership team. Show your depth in areas they’re concerned with ( i.e., budget, public works, parks). Be a strong partner. Remember: Some people may not like you due to the prestige and the funding the fire department gets.

Every department head envies you (even police chiefs, who know, deep down, they made a career mistake!).

Don’t join service groups in the first year. Give yourself time to determine in what area you want to leverage your position and that of the department. In your first year, make yourself available to all groups for talks and as a guest speaker, but don’t join. Remember: You’re the community’s fire chief, but if you’re not careful, members of other service groups will perceive that your loyalties lie with a specific group.

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Respond effectively in a crisis. When you’re faced with serious administrative or personnel issues, ask two questions: 1) What have we normally done in similar situations? and 2) What’s our policy? Your eventual solution must be in alignment with organizational policy. Also, never tell staff what you think should be done (unless urgency is required). Ask them how they think the situation should be handled. You must develop your staff so they can make decisions without you.

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Learn to see the big picture. When working with fire department staff, frame every issue with this question: “What’s best for the district, city and community?” (See “See the Future,” March issue, p. 52.)

Embrace the fact that second to your people, your budget is the most important aspect of your role. Without proper focus on and respect for your budget, you can’t properly train your firefighters or protect the community. Make April 2010

friends with the finance director and their staff. Do everything to help this person help you. Tis is the least appreciated and most important way you can add value to your agency.

Honor the Memorandum of Understanding (MOU).

Always honor the MOU, even if you get grief from staff, department heads, the community or the city manager. Most likely you inherited the MOU, and it’s your role to manage it.

And always remember: Leadership is all about moving forward, building upon the successes of the past and changing a good organization into a great one.

Marc Revere is the fire chief of the Novato Fire Protection District, an Internationally Accredited Agency in Marin County, Calif. Chief Revere’s 33-year fire service career includes more than 17 years as a chief and fire officer. He has completed executive education at the John F. Kennedy School of Government at Harvard University and holds a bachelor’s degree in management from the University of Redlands. Chief Revere is a certified Chief Fire Officer and an Executive Fire Officer graduate and serves as one of 12 members representing the Professional Development Committee for the IAFC.

Get to know your people. Whenever possible, have one-on-one conversations about philosophy in operations, leadership, personnel, administration, ethics, planning, etc.

Use daily issues or current events to drive these important conversations.

Be liked! People don’t sue people they like.

Enhance your likeability factor by showing interest and enthusiasm in others. Display confidence and treat everyone with dignity and respect. Remember: You’re always being observed, on and off duty. As a figurehead, you’ll set the tone, morale and ethical standards. Act accordingly.

Always coach the coaches, not the players. Te hardest thing to do as a fire chief is to work through others to get something done, even if you could do it quicker and better yourself. Early on, determine your domain, as well as the domain of others, and never cross the line. If you do their job, they will never be good at it.

Invest in yourself. Whether it’s training, education or just reading, take steps to increase your knowledge. A book I recommend to all new fire chiefs is “Leadership on the Line,”

by Ronald Heifetz and Marty Linksy.

Your responsibilitY Every fire chief position is a little different, but if you follow these steps, you can make a smooth transition to the top role.

As chief, you’re responsible for all the actions and inactions of the district or department. It’s an unbelievable opportunity to make a difference, but it also means you and you alone are responsible for the department. But you don’t have to be lonely.

Other fire chiefs can understand and empathize. Cultivate relationships with them and always be willing to ask for their help.

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in Search of Cultural Change San Diego’s experience provides a road map for other departments

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n 1995, senior managers in the San Diego Fire-Rescue Department (SDFD) identified a potential retirement exodus of up to 75 percent of fire department personnel beginning in 2001 and ending in 2010. Tis turnover was expected to be the largest since the department was chartered in 1889.

Fast-forward 10 years: In 2005, SDFD managers began to see the effects of the anticipated retirements. Te turnover taking place within the department had its greatest impact at the supervisory level (captain and above); retiring department leaders were leaving a huge void in terms of emergency response experience. Additionally, uncoordinated and occasionally poor performance on the fireground was observed, and disciplinary issues were on the rise. Although leadership development was a high priority for SDFD, ongoing budget challenges made it impossible to implement a comprehensive training program at the time.

Newly promoted supervisors participated in comprehensive examination processes, but they often had less than 10 years with the department. Some of these new supervisors simply hadn’t received the necessary leadership training to adequately prepare them for their new responsibilities. Couple that with an overall reduction in structure fires and major emergency incidents throughout the city since the 1980s, and the result was that personnel charged with critical decision-making on the fireground weren’t being provided all of the tools required to ensure consistent, successful outcomes.

Tis ultimately led to the question, “How do you train experience?”

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As a result, the SDFD fire chief and key staff members identified a critical need to invest in current and future leaders. No previous effort had taken place within the organization to improve fire service leadership, especially in the area of operations. Te emphasis was on accomplishing change by engaging first-line leaders and using them as an organizational fulcrum. Although the focus was to attract first-line command staff to the program, as these men and women represent the future of the department, it was crucial to include all levels of the command chain in the program to ensure support as these leaders began implementing their new leadership skills.

Other fire agencies, of course, have engaged in leadership development efforts. However, most of those programs provided leadership training only to department company officers. In contrast, SDFD’s desire was for cultural change at all levels.

Tis cultural change had to be driven internally and at the first-line leader level, as opposed to a traditional, corporate-based leadership training model (top-down) that focuses primarily on the senior level of management.

Five years into the initiative, the SDFD is beginning to see results and develop critical lessons learned for departments wanting to initiate similar situations.

The “L” SerieS Similar to many fire departments across the nation, the SDFD has experienced attrition at rates never before witnessed. As hundreds of firefighters have retired or left the department, promotions have

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Photos courtesy sAN Diego Fire-rescue

By Assistant Chief Brian Fennessy

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In Search of Cultural Change occurred at an unprecedented rate. Although this is a concern in terms of hundreds of years of emergency response experience heading out the door, it’s also a time of great excitement as the opportunity for cultural change within the organization has never been greater.

SDFD has taken a mindful position on its responsibility to provide leadership tools to its new leaders.

As detailed in an earlier FireRescue article (“Leadership Starts with an ‘L,’” August 2008, p. 98), leadership courses taken from (or patterned after) the National Wildfire Coordinating Group (NWCG) “L” series courses are a large component of this training/cultural change effort.

To date, nearly the entire 950-plus uniformed members and several of the 300-plus non-uniformed members of the SDFD have completed the L-180 Human Factors training. Tis course is delivered internally and is also included in the basic fire academy curriculum for new fire recruits. Te L-280 Followership to Leadership (for emerging leaders) program is also being presented at the local level by an internal SDFD cadre that received train-the-trainer instruction by key NWCG instructors.

At the fire battalion chief and fire captain leadership level, the SDFD selected the L-380-certified program At the Point of the Spear: Fire Service Leadership delivered by Mission-Centered Solutions (MCS), which is an urban/structural version of the

MCS L-380 Fireline Leadership program. Fire Service Leadership has been delivered by MCS on multiple occasions for SDFD over the last few years.

Te SDFD experience with MCS has been more of a partnership, with both organizations participating in strategic planning, as opposed to the traditional vendor/customer relationship.

MCS’ L-381-certified All-Hazards Incident Leadership (AHIL) program is also being delivered.

SDFD recently hosted this course with a target audience of multi-agency and multi-discipline members of the San Diego Urban Area Security Initiative (UASI) Region All-Hazards Incident Management Team (AHIMT). Te program provides an opportunity to apply the leadership concepts learned in Fire Service Leadership to a simulated all-hazards incident.

Moreover, the participants are divided into groups modeled after an IMT’s command and general staff structure, providing an opportunity for team members to work together toward common objectives through the incident command system.

Te cultural change effort by way of education would not be possible if not embraced by both the SDFD senior management team and San Diego Firefighters Local 145. As a result of the collaboration between management and labor, the completion of the Fire Service Leadership program is now a minimum requirement for participation in the battalion

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chief promotional process. Additionally, the completion of the Followership to Leadership class has been supported by organized labor as a “highly desirable” qualification for fire engineers competing in the fire captain exam promotional process.

In It for the Long hauL From the onset, SDFD recognized that the most significant challenge for the leadership development/ cultural change initiative is how best to sustain the effort over time. Without continuing to provide our current and future leaders opportunity to grow, communicate and apply the leadership principles learned, this effort would be viewed as other efforts have been in past: just the latest and greatest “check the box” training exercise.

As a result, the SDFD established a Leadership Development Planning Group (LDPG) and Leadership Committee (LC). Te LDPG meets semi-annually to ensure widespread input and representation throughout the organization. It sets the course for the strategic internal leadership development/cultural change effort that guides the LC. As the courses continue to be delivered, the SDFD has seen increased interest in participation on the LDPG. Te only prerequisite is having successfully completed the L-280 and/or the L-380 program(s). As previously discussed, success depends on the initiative

Fire Departments Having Participated in an L-380 SDFD-Sponsored Course • Baltimore Fire Department • Fire Department of New York • Los Angeles County and City Fire Departments • Montgomery County (Md.) Fire and Rescue Service • Virginia Beach (Va.) Fire Department • CAL FIRE

Fire Departments/Districts Having Hosted L-380 Courses • San Diego Fire-Rescue Department • Los Angeles City Fire Department • San Ramon Valley (Calif.) Fire Protection District • Chula Vista (Calif.) Fire Department • San Miguel (Calif.) Fire Protection District • National City (Calif.) Fire Department • San Marcos (Calif.) Fire Department • Fire Department of New York • Baltimore Fire Department • El Paso (Texas) Fire Department

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In Search of Cultural Change being embraced and driven internally by the department’s first-line leaders. Committee members include one assistant fire chief representing the fire chief and senior SDFD leadership, a member of organized labor’s executive board and firefighters representing the three division platoons.

paramilitary organizations such as the fire service can suffer from a culture where first-line leaders follow orders blindly, sometimes to the detriment of their crew’s safety.

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SignS of improvement Cultural change takes many years. Te SDFD is experiencing indicators that change is slowly taking place and that the efforts continue to be worth pursuing.

Providing quantifiable evidence of the desired cultural change has been a challenge. Tat said, there have been multiple anecdotal reports indicating that conflict resolution and communication has improved both during emergencies and at the fire stations.

Paramilitary organizations such as the fire service can suffer from a culture where first-line leaders follow orders blindly, sometimes to the detriment of their crew’s safety. At SDFD, we’re beginning to see the erosion of this leadership model. First-line leaders now understand how to express themselves respectfully to incident commanders when given an order that they consider to be unsafe, ineffective or inefficient. After-action reviews (AAR) have become commonplace at the conclusion of not only large emergency incidents, but all structure and wildland fires or other emergencies of magnitude. Formal AAR training has been delivered to all second-level leaders (battalion chiefs) in an effort to improve learning immediately following an incident.

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Each member has a specific responsibility or area to manage. One member is the primary point-ofcontact (POC) for the L-280 training curriculum; one member is the POC for the L-380 training curriculum, etc. Te training curriculum POCs are responsible for all aspects of organizing and managing the training deliveries. One committee member is also responsible for developing and distributing the LDPG quarterly newsletter “Te Leader.”

Te LDPG also is tasked with assisting in the coordination of leadership training and the post-course support, using both internal and external tools such

as the NWCG’s leadership development Web site (www.fireleadership.gov) and the MCS leader support Web site (www.CostaRicardo.com).

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In Search of Cultural Change success of the program.

Quantifying the success of the initiative will always be a challenge, as absolutes are difficult to identify and measure, but our confidence remains high. Initial reported outcomes reflect results similar to those experienced by other agencies and departments that have used this leadership development program.

Photo courtesy Mission-centered solutions

Collaboration is Key

Nearly all of SDFD’s 950-plus uniformed members have completed the Human Factors training and many have gone on to complete the next two levels, Followership to Leadership and Fire Service Leadership.

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Te LDPG is continuing to collect examples and observations of the desired cultural change within SDFD. Once the information has been collected and reviewed, it will be made available to any other organization with an interest in learning more about the SDFD leadership development/culture change initiative. Tis information will be useful internally as a method of measuring and benchmarking the

As the SDFD program continues to grow and gain momentum, other regional, state and national agencies are following the success of the SDFD model and have begun their own internal programs. An informal exchange program has evolved among multiple agencies, with departments sending staff to participate in the SDFD courses and SDFD sending staff to participate when other departments host L-series courses.

Having outside agencies, such as law enforcement, lifeguard service, civilian staff and public works personnel, participate in the L-380 training has greatly increased the benefit by ensuring that neighboring jurisdictions and disciplines understand and practice shared concepts, skills and tools. In one of our first offerings of the Fire Service Leadership program, we invited San Diego Police Department (SDPD) and San Diego Lifeguard Service training officers to participate. It was so well received by the SDPD that

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In Search of Cultural Change

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MCS built a modified version for law enforcement officers entitled Beyond the Badge. SDPD is now providing this program to its first- and second-level supervisors.

In addition, we receive a lot of interest from other fire service agencies throughout the United States.

More than 25 agencies expressed interest after the original article on the L-series appeared in FireRescue, and several have participated in the San Diego deliveries, including FDNY, Baltimore, Virginia Beach and Montgomery County.

Many of the local and national fire service agencies that have been exposed to the San Diego effort are now having the “L” leadership curriculum delivered within their own agencies. Tese organizations are highly

diverse in size, organizational structure, history and level of commitment. Currently, the SDFD is looking into opportunities to expand its exchange program to include international participation.

Just the Beginning In 2007, the SDFD worked with the California State Fire Marshal and Office of Homeland Security to gain approval for the Fire Service Leadership and Incident Leadership programs for inclusion in the DHS State-Sponsored Course Catalog. Tis cleared the way to use federal Homeland Security grant funding to pay for the classes (in all states), which has allowed for multiple deliveries. Without this funding, providing a comprehensive leadership program would have represented a significant challenge, especially during the current economic downturn.

Te success of the NWCG and SDFD leadership programs recently caught the attention of the National Fallen Firefighters Foundation (NFFF). NFFF has long pointed to the need for a cultural change in the fire service as a key factor in reducing line-of-duty deaths (LODDs) and injuries. In fact, the first Life Safety Initiative is to “Define and advocate the need for a cultural change within the fire service relating to safety; incorporating leadership, management, supervision, accountability and personal responsibility.” Our goal is that through continued discussions, the NFFF may find itself in a unique position to provide other fire service organizations support by way of making this program available and then evaluating effectiveness on a national level.

Te SDFD’s program for cultural change and leadership development is building the future success of the SDFD by creating a culture that values communication skills and problem solving to complement technical skills. Education is just the beginning of SDFD leadership; it’s the building block. Te true value is when leaders at all levels apply those skills at emergency incidents, in the firehouse or when interacting with the community.

Assistant Chief Brian Fennessy has 33 years of fire service experience. Chief Fennessy is a member of the International Association of Fire Chiefs and of the National Wildfire Coordinating Group (NWCG) Leadership Subcommittee and is the agency representative for Cities and Counties on the Committee. If you have questions about the SDFD experience or would like more information, e-mail him at bfennessy@sandiego.gov.

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Safety

Defining Authority 10 definitions of authority as they relate to incident command

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By I. David Daniels, MHRH, MIFireE, CFO

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he role of an incident commander (IC) is, in essence, one of leadership. Regardless of the individual, their rank or the situation at hand, the incident command team invests a tremendous amount of clout in the IC to create positive outcomes. Te IC is the quarterback for the team, and the clearer the IC is about the various aspects of their authority, the more effective they’ll be and the more likely there will indeed be positive outcomes from the incident.

According to NFPA 1561: Standard on Emergency Services Incident Management System (2008 edition), “Te incident commander shall have overall authority for management of the incident.” So just what does “authority” mean in the context of the role of the IC? According to Encarta World English Dictionary, the word “authority” has 10 definitions, many of which are applicable to the fire service in different situations. Let’s examine each definition.

1. Right to command: the right or power to enforce rules or give orders. Tis is particularly important in a traditional hierarchical organization. Tis right is not connected at all to the person, but rather to the function.

Terefore, where an individual may not otherwise hold the right or power, taking on the role of the IC bestows those rights and privileges on the person.

2. Holder of power: somebody or something with official power. To accomplish the strategic goals established at an incident will generally require a degree of power. Te salient point in this definition is the “official” power. Unofficial power is easily challenged, especially by those whose interests might not necessarily be served by the overall goal. Te IC has the “official” power of the incident command system (ICS) itself to direct the actions and activities of the resources assigned to the incident.

3. Power given to somebody: power to act on behalf of somebody else, or official permission to do something.

Te ICS receives its power through its adoption at the federal, state and local levels. Te ICS’ power stems from those who adhere to it. And if you consistently adhere to it, you learn how to successfully apply it to various situations.

4. Source of information: a source of reliable information on a subject. Frequently, those attempting to

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implement the incident action plan come across situations that just don’t seem to work. Tough resourceful command and general staff members are able to address most circumstances, there must be a place where the “buck stops”—this should be the IC. Tis is another reason why the concept of “mobile command” is so ineffective. If people cannot locate the IC, they won’t be able to verify the information they’ve received. Tough radios are one method of communication, command and general staff should have face-to-face communication with the IC; this will make it far easier to meet information needs.

5. Administrative body: an official body that’s set up by a government to administer an area of activity. Tis is another reminder of the importance of the incident command system as the official body established to manage incidents. In the same way that a local government will have an elected executive to lead the permanent government, the ICS establishes the IC as the “executive” of the governance in place to manage the event or incident.

6. Justification: a statement that makes somebody believe something is true. Te name of the IC and the authority vested in them by the system cause people to believe that certain things will happen depending on their level of trust in the IC as a person. Tis is why it’s so important for those who fill the role of IC to have high character and exceptional competence.

7. Quality that’s respected: the ability to gain the respect of other people and to influence or control what they do.

Tis definition is another one that’s a reflection on the person who fills the role, but it’s also a reflection on the system that produces the person. If people have concerns about the ability of an organization to train and qualify ICs, they will have less respect for the person filling the role.

8. Obvious knowledge and experience: knowledge, skill or experience worthy of respect. Tis aspect of authority is complicated by the word “obvious.” What’s obvious to one may not be obvious to others. Te advent of the National Incident Management System has begun to increase the perception of “obvious” knowledge and experience by establishing a constant measure of the two.

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use ICS in ways that it hasn’t been used before; thus, the role of the IC is poised to have more legal backing than in the past. Tis could also create greater liability for poorly trained or unqualified ICs.

In Sum Te ICS vests the role and function of IC with tremendous authority. Tis authority is best exercised by an individual trained and qualified by the local jurisdiction or agency with jurisdiction over the incident. Bottom line: Incident command authority should not be taken lightly.

I. David Daniels, MHRM, MIFireE, CFO, is fire chief/chief executive officer for the Woodinville (Wash.) Fire and Life Safety District, just northeast of Seattle. He is a member of the IAFC board of directors, representing the Safety, Health and Survival Section, and a candidate for Second Vice President of the IAFC in 2011.

Designate a Safety Officer

nEar mISS

The chief, first engine company and safety officer arrived at approximately the same time. Fire was coming from the rear of a one-story, wood-frame house. The IC established a command post, and the safety officer conducted a 360-degree walkaround. The safety officer noticed that the fire was rolling back into the gable on the rear of the structure and that the smoke was dark gray, very heavy and curling back into the structure. He made his report to command and suggested that the members be withdrawn due to the possibility of a flashover.

CommEntS The actions of the incident command team in Report No. 08-446 support this month’s introduction about the ICS system being a strong safety tool.

Prior to the formal establishment of a safety officer within the ICS, safety was a decentralized function. Everyone was supposed to be looking out for hazards, but there wasn’t a specific person whose role it was to ensure the function was completed. The result: Crews became so focused on task accomplishment that they overlooked risks and hazards.

Formally establishing an independent safety officer early in the incident offers several advantages. First, it ensures that the IC has a tactically detached view of the operation. Second, tactical groups and divisions can function at a higher level with the knowledge that an individual is tasked with keeping an eye on safety. Third, the synergy that evolves from a strong IC/safety officer relationship provides for a higher level of member safety.

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ire

co

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EvEnt Summary (rEport no. 08-446)

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Today’s incident commander (IC) is expected to function on a multilayered landscape that rivals a space launch. Conditions upon arrival, incident forecasting, resource assessment, company performance, crew accountability, radio talk groups—and much more—challenge every IC. The prudent IC recognizes that a strong incident command system (ICS) is as much a safety instrument as it is a tool for strategic planning and tactical operations.

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Report demonstrates importance of the safety officer role in ICS

By Deputy Chief John B. Tippett Jr.

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9. Law source of precedent or principle: a law or legal decision that is cited as establishing a precedent or a principle.

Incident command in NFPA 1561 is the application of the ICS as a safety system. Te use of ICS is backed up by the legal requirement to in 29 U.S.C. § 654, 5(a)1: “Each employer shall furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees.” To accomplish this requirement at an incident requires the effective utilization of the ICS. 10. Legitimate power: a form of rule that is seen as legitimate.

Te adoption of NIMS by the federal government, to include NFPA 1561 as a standard that supports compliance, established the stage for governmental bodies to

fight

ernearm

is

prEparatIon • Ensure your department practices ICS on every incident.

• Conduct frequent ICS drills that incorporate the role of the safety officer and emphasize the role ICS plays in personnel safety.

• Review your department’s ICS standard operating procedures. Recognize that improved scene safety and incident mitigation are specific goals when ICS is put into practice.

• Survey the department for designated safety officers and have them start attaining incident safety officer and health and safety officer status. Immersing personnel into this function is every bit as critical as having personnel trained and certified as engine or truck company officers, hazmat technicians, technical rope technicians, etc.

• Contact organizations such as the Fire Department Safety Officers Association (www.fdsoa.org) or your state training director for direction and guidance on training your department’s safety officers.

In CloSIng ICS was originally developed to be an expandable tool for rapidly gaining control of emergencies. Practitioners of ICS recognized that just as dividing an incident into manageable parts improved performance, benefits could also be realized by spawning off specific IC functions to a staff within the IC’s scope. Since a critical role of the IC was personnel safety, a command staff position for a safety officer rounded out the benefits of a more organized approach to incident management.

The safety officer demonstrated that ICS was more than just a “nuts and bolts” approach to incident management. Astute ICs now recognize that the members under their supervision benefit as much from ICS being used as a safety tool as they do from it being used as an incident management tool.

Be vigilant. Stay focused. Share the knowledge.

John Tippett is the deputy chief of operations for the City of Charleston (S.C.) Fire Department. He previously worked for the Montgomery County (Md.) Fire and Rescue Service. He is a program consultant for the National Fire Fighter Near-Miss Reporting System.

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The 19 Watchout th

Photo keith Cullom

Treating a WUI fire like a structure fire

By Brad Mayhew

Author’S note: The 18 Watchouts are designed to help firefighters recognize warning signs and potential pitfalls in the wildland and wildland/urban interface (WUI) arenas. In addition to the official 18 Watchouts, some firefighters have their own personal “watchout” situations based on their experiences. In this article, I’ll discuss what I call the 19th Watchout: Treating a WUI fire like a structural fire.

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ne huge pitfall among firefighters occurs when professionals accustomed to fire behavior in one part of the country travel to another area and subconsciously expect the fires in the new area to behave like the ones they’re accustomed to.

Te cues that mean one thing back home may mean something different just miles away, as though the fire speaks a different local dialect. As a result, the tactics and mindset that make firefighters effective in their home district may work against them in a different location, with its unique local factors and fire dynamics. Tis sometimes requires a conscious effort to mentally shift gears.

Tis same pitfall can ensnare firefighters who are accustomed to specific types of structure fires, rescues, medical calls and traffic collisions. Each of these calls has its own specific risks, complexities, demands and dynamic variables. Yet the very same mindsets, habits and attitudes that make for successful operations on these types of calls can work against you on a wildland/urban interface (WUI) fire.

InstInct & MoMentuM As you respond to any fire—structural or WUI—the first priority is rescue, which has its own level of urgency and acceptable risk, as you determine whether there are lives at stake at your location. But once this is addressed, the assignment transitions from rescue to structure protection or some other level of engagement, which prompts a shift in tactics, priorities and acceptable risk.

But human beings are creatures of momentum, so it can be unnatural to mentally transition out of rescue mode (with its specific focus, urgency, adrenaline and acceptable level of risk) and into some new level of engagement where your best move might be to relocate to somewhere distant from the emerging problem and just ... wait. Tis requires a mental

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pivot from what you were doing just moments before, and it runs against the grain of what firefighters do on the vast majority of assignments.

In a structure fire, rescue, traffic collision or medical call, time is of the essence; minutes and seconds can make all the difference in the survival of victims. Te instinct then is to get close to the problem quickly, and do something.

Yet, this same sense of urgency can interfere with effective decision-making in the WUI. Tere may be little opportunity to do any good at the fire front, and it may take time to build a mental picture of where you’ll have a chance to be effective. Even as you’re figuring out what the fire is doing, it’s changing. And as you’re taking the time to build and adjust your plan, there’s an added stress—it feels like you’re doing the worst thing of all: nothing.

Avoiding the PitfAll

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One firefighter I’ve worked with told me how he tries to avoid the momentum pitfall: “I know that when I go to an interface fire, it’s a different animal than what I deal with 90 percent of the time,” he explains. “For me, the 19th Watchout is ‘treating an interface fire like a structure fire.’

“It took me years to figure this out,” he continues, “but now, as soon as I put on my wildland gear, I make

the conscious effort to recognize that this is different from other calls, and that I need to mentally shift gears to operate successfully.”

He shared some of the ways that he thinks WUI fires differ from structure fires. Tese points may be worth discussing as you prepare for the upcoming fire season.

• A structure fire is fundamentally a “fire in a box.”

Your situational awareness focuses on and encompasses this box and the immediate area. Tere may be surprises and unknowns, but the problem is relatively well defined and contained “in there.”

• A WUI fire is the opposite. Te fire is “out there” somewhere, but you don’t know when it will arrive, or how intense it may be, or where it will approach from. It may make a push right for you, or it might spot well ahead of the fire front and beyond your location, then approach from a direction you’re not expecting. Or there may be area ignition, where an entire canyon combusts simultaneously. Your situational awareness and strategy may need to spread out over several miles, and your fire behavior expectations may need to spread out over several days.

• On a WUI fire, depending on conditions, it may take hours to gather information and build a 3-D picture that’s complete enough to allow you to engage effectively. Tis doesn’t feel right, because it doesn’t take hours to size up a structure fire

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and make a decision. It can’t. On a structure fire or rescue, the time demands and potential values at stake create a highly compressed timeline and require immediate action.

• During a structure fire, most of the factors that affect the fire are already right there, in the box. But on a WUI fire, there may be 1. Variables that are elusive, distant, ambiguous and weird (e.g., a seemingly irrelevant weather event miles away can affect fire behavior at your location).

2. Variables that are more erratic (e.g., wind can make a 180-degree shift in an instant and without warning. Weird micro-local weather patterns can come and go unpredictably. Te fire could move in any direction).

3. Dramatic consequences caused by subtle changes (e.g., a slight wind shift can change

Questions to Ask Here are some group discussion questions as you prepare for the fire season: 1. Does this article’s description of the WUI ring true to your experience? Does it miss anything? If so, what?

2. What do you already do to mentally recalibrate when you shift from one operational environment (or task or role) to another?

your fire drastically. Fire intensity responds exponentially to changes in wind speed).

4. Hazards that lay dormant for hours or days, doing nothing, creating a deceptive sense of comfort, before suddenly springing to life all at once.

A FinAl Word As mentioned before, structure fires have their own complexities, demands and hazards (e.g., hazmat, illegal construction techniques, overloading, highly flammable contents). It’s also true that structure fires and the WUI have many things in common; the intent here is to highlight some of the differences between the WUI and structural operating environments, and to focus on some of the ways that you might mentally recalibrate when you shift from one to the other.

Brad Mayhew served as a wildland firefighter with the U.S. Forest Service Los Padres Hotshots, and is currently finishing his master’s degree in human factors.

Since 2005, he’s offered workshops on decision-making, risk management and other human factors topics. He helped author the human factors pages in the Incident Response Pocket Guide, and his work has appeared in the BLM’s Annual Refresher Training Video and FireRescue magazine. In 2007, he received the NWCG Leadership Committee’s Paul Gleason Lead by Example Award for Innovation. Look for his upcoming interview on LCES in this year’s Wildland Fire Safety Training Annual Refresher video.

For more information, visit www.firelinefactors.com, or contact Mayhew at 800/403-8007 or brad@firelinefactors.com.

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COMPANYOFFICERDEVELOPMENT

Letting Go Stop worrying about what you can’t control & start focusing on what you can

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By ray Gayk

don’t normally make personal attacks in this column—but this month is different. I want to state for the record, “2009, you sucked, and I strongly disliked you.” (I almost used the word “hate,” but my wife Dawn tells me I can’t say I hate anything.)

Why am I being so abusive to an entire year?

Because it was one of the most challenging years my family and I have ever faced. Bad decisions and a bit of bad luck came together to create a perfect storm that started in January and rolled right on through Christmas. It was truly the gift that kept on giving.

But what happened isn’t as important as how we handled it. Just the other night, Dawn and I were reflecting on our least favorite year when she asked an interesting question. She said, “You know, the year we had would’ve caused a lot of other couples to break up. Why do you think we got through it?”

I’m most productive & on my game when I concentrate on what I have control over, like preparing my crew to do our job.

I didn’t immediately know how to answer her, but after thinking about it for a while, I narrowed it down to one thing: After countless nights worrying about our future and what was going to happen, we changed our focus.

ConCern vs. InfluenCe

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Myself as exaMple I know none of you have this problem (ha ha), so I’ll use myself as an example. I used to get mildly worked up about problems within our department that I had no power to change. It got to the point that I’d lose focus on my job. At times, all I could think about were the negatives, how other people were doing or not doing their job.

Usually at the pinnacle of one of my rants about how the organization was being run or why we’re made to do something a certain way, the fire service gods would put me in my place and remind me that I should worry about myself.

How’d they do it? Right about the time I’d lose focus, I’d be served with an “attention getter,” which usually came in the form of public embarrassment or a life-changing event, such as doing something stupid that almost kills you. (Funny how life seems to straighten us out from time to time, isn’t it?)

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Earlier in the year, we had focused largely on things we had no power over or ability to change, which, when it came down to it, was a huge waste of time and energy.

Our outlook changed when we decided to take control of what we could influence and stopped wasting our time on things we couldn’t change, even if we wanted to.

In the book “Te 7 Habits of Highly Effective People,” author Stephen Covey references this very idea when he talks about the Circle of Concern vs. the Circle of Influence. On page 83 he says, “As we look at those things within our Circle of Concern,

it becomes apparent that there are some things over which we have no real control and others that we can do something about.”

How does this concept relate to the fire service, and specifically to company officers? I think it has a tremendous correlation with how we conduct ourselves and how efficient we are as officers. I constantly fight the battle of worrying about things that are outside my Circle of Influence. It’s so easy to fall into this trap that I don’t even realize I’m doing it sometimes.

We all get frustrated with problems or issues at work and in our personal lives, but it’s what we do with that frustration that really matters. With frustration comes something called choice. We can choose to blame others for our problems, choose to become a victim or choose to refocus our energy on things we can change.

I started practicing this technique several years ago as a company officer, but I haven’t perfected it just yet. I don’t know if I’ll ever be truly perfect at it, but I can tell you that it works when you apply it properly.

When my wife and I realized we had to let go of the things we had no control over, it actually gave us a sense of relief.

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COMPANYOFFICERDEVELOPMENT

The easiest way for me to avoid wasting time is to think about the issues/problems that are bothering me & narrow them down to what I am personally responsible for.

What are You responsible For? We have very little control over what happens in life, and especially at our departments. As company officers, we can’t control which emergencies we respond to, the department’s budget or what the opposite shift is doing, just to name a few. Fortunately, there

are a few things we can control, LSI namely the choices we make and 4 how we run our crews.

I’ve found I’m most productive empowerment and on my game when I concentrate For more, visit everyonegoeshome on what I have control over, like pre- .com/initiatives.html paring my crew to do our job. Worrying about the budget or other things that aren’t in my Circle of Influence is a huge waste of time (as Dawn and I found out last year).

Te easiest way for me to avoid wasting time is to think about the issues/problems that are bothering me and narrow them down to what I am personally responsible for. From there, I can prioritize each issue and begin to work on the things I can change or improve.

the poWer to Choose Once I determine the things I can control, I must choose how to change or improve them. We all have the ability to make choices, but the choices we make as company officers directly affect our crews and often the choices they make. Remember: Te fact that we can influence others’ choices is a huge responsibility and one that shouldn’t be taken lightly.

Once we make a choice to go in a particular direction, we can’t control the ultimate outcome of that choice. If our choice ends up being a mistake, hopefully we learn from it and try not to repeat it. If we don’t learn from our mistakes, then our choices have no value.

GoodbYe 2009, hello 2010 I made a bunch of mistakes during my least favorite year, so I’m glad 2009 is over. But it wasn’t a total loss, because I learned from my mistakes, and I learned that I had to reprioritize some things. I began changing the things that I could change and stopped worrying about the things I couldn’t.

I look forward to the rest of this year because at the end of the day, I still have my job and my family. In other words, I’ve still got what’s important.

Ray Gayk is a company officer with the Ontario (Calif.) Fire Department (OFD) and is currently working as the training captain. Gayk is an 18-year veteran of the fire service who has been actively involved with the OFD’s development of engineer and captain mentor programs. Gayk has also taught numerous classes on company officer development.

Contact him at raygayk@verizon.net.

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MAKETHECUT

Entanglement Troubles What you need to know when facing extrications involving farm machinery

Story & Photo by todd D. Meyer

Winfred Man Loses Leg in Farm Accident “Local emergency response officials report that a rural Winfred man was seriously injured late Tursday afternoon in a farming accident. Te patient had a leg severed below the knee by a corn silage chopper in a neighbor’s cornfield, according to first responders. Members of Lake County Search & Rescue assisted in having the patient transported by a Sanford Health helicopter ambulance to a Sioux Falls medical facility. Te Madison Ambulance Service and Lake County Sheriff’s Department also responded to the emergency call.” (Excerpted from the Madison Daily Leader, Sept. 18, 2009.)

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A variety of equipment and techniques will be necessary to stabilize a situation involving farm machinery. You may need to bring in heavy equipment (i.e., a tractor with loader) to assist. Te situation may require the use of air bags, struts or large amounts of cribbing. Even simple bottle jacks can be a great asset to have on your rig.

One often-overlooked problem with stabilization is how to support the entrapped patient. You certainly don’t want to cause more harm. You may need to apply a Kendrick Extrication Device (KED) or secure a high point and put the patient in a harness or LSP Half Back. If this isn’t possible, rescuers may need to physically hold the patient to prop them up.

A couple additional notes about stabilization: • If the implement is already connected to a tractor, use the tractor as an anchor.

• You must use lock out/tag out procedures.

Extrication Tere are four techniques for disentangling a patient from a piece of machinery. Te one you select will depend on the available resources.

Cut/Spread: Will the tools on your engine or

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efore you stop reading and turn to the next article, keep an open mind. As you drive to work each day, you likely pass potential entanglement situations—everything from hay fields to construction sites to logging operations to golf courses to industrial manufacturing centers. Each entanglement situation has the potential to stretch your talents and resources. In this article, I’ll focus on farm machinery; however, the information applies to all of the abovementioned situations. So continue reading, even if you don’t have corn fields in your response area.

Stabilization

A variety of equipment and techniques will be necessary to stabilize a situation involving farm machinery.

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Make TheCUT

rescue unit be effective on the machinery? Can your hydraulic cutter cut the materials that surround the patient? As firefighters, we sometimes want to go for the big push or cut and immediately pull the victim out. Instead, we may have to peel away layers just to evaluate what plan will work. What other tools do you have on your rescue unit? Is a cutting torch an option?

Are circular saws or reciprocating saws available?

Backing Out: Manipulate the machinery either forward or backward. Tis motion must be controlled, and you may need to get assistance from technical resources (e.g., a local service tech, owner’s manual). If it’s springloaded, will releasing it make matters worse? Remember when you were testing for a fire job and you were faced

with those stupid gear questions on the mechanical aptitude test? Tis is where they come into play.

Unbolt: You’ll need large sockets and wrenches, WD40, large electric or air-supplied impact wrenches as well as sufficient air supply and electrical power—no battery-operated stuff here.

Te Kitchen Sink: You may need to do a coordinated combination of all of the above.

IncIdent command An effective incident commander (IC) will request resources early and continuously forecast their resource needs throughout the event.

If you’re the IC, you’ll need to establish an Extrication Group Supervisor to work through the incident action plan (IAP). Te Extrication Group Supervisor will need to work closely with the Medical Group Supervisor, making sure no effort is wasted or duplicated. Te situation may also require a Transport Group to work out transportation details. Establishing these groups will give you the opportunity to really evaluate the situation, develop resources for plans B and C and handle additional needs of the incident.

A final note about command: It’s critical that you (the IC) remain detached from the emotions of the alarm. If you cannot remain detached, find a replacement.

ResouRces Develop relationships with your local tractor dealer, implement dealer and commercial tire dealer. Any of them could have useful resources. Invite them out to the firehouse, and pre-plan their resources. Have the companies’ phone numbers on your resource list.

Do their service trucks have a crane and a large air compressor? If plan A calls for the use of air chisels, you may be able to run off of their truck. Tis will be better than swapping out SCBA bottles all day. Additionally, consider the time of day. If nighttime is fast approaching, you’ll need to forecast your lighting needs. Don’t wait until sundown to start calling.

WeatheR

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Do you have the appropriate resources to access the patient and then transport them back to the pavement? Time of year may dictate how you do this. If the accident occurred in a field, the field itself will present different challenges during planting (spring) and harvest (fall).

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Make TheCUT

and a storm front is coming in? Are heaters or cooling equipment necessary?

If you don’t have corn fields in your response area, the question may be whether you can get to the 14th hole at the Country Club in the middle of winter.

Can your medic unit maneuver on cart paths to access the patient?

OperatiOnal periOd How long will the extrication take? One, 2, 6, 12 hours? Be prepared to develop your resources for the long haul. Write down and frequently revisit your IAP. Keeping track of total incident or operational time may aid you in evaluating your IAP.

Tink about rehab and swapping out crews. When will they need rest?

Additionally, your resources may need to be evaluated and changed if the incident goes from a rescue to a body recovery.

eMS Some important questions to ask about EMS: Is field amputation plan B? If so, is a physician part of your plan to deal with this possibility? Does the victim have crush injuries? If helicopter transport is an option, are they on the ground yet? Call and update your trauma center so they can prepare.

After we take care of the patient, the event may not be over. We may need to continue the rescue to retrieve the amputated limb. If so, you’ll need to deal with packaging and transporting the limb. Don’t wait until you’re threefourths of mile out in a corn field to figure this out.

dealing with FaMily Incidents involving serious injury are traumatic events that will affect you, your crews and your community. Te family will be devastated and may need long-term support.

Consider this scenario: Dad runs to town for parts. His 16-year-old son is baling hay.

Dad returns and finds his son entrapped in the baler.

Law enforcement may need to respond to hold dad back. However, dad may be the only technical expert on scene so he may need to be engaged. As the IC, you’ll need to assign resources (i.e., a chaplain) to meet the needs of the family. If you’re the one dealing with the family, you won’t be able to effectively run this incident.

COnCluSiOn Te first time you think about machinery entanglement should not be when the tones go off for a “man injured in a silage chopper entrapment” incident. How you pre-plan and prepare for these events will dictate your success and whether you run the incident or the incident runs you.

Todd Meyer is a battalion chief with the Gig Harbor (Wash.) Fire & Medic One. He has 16 years of fire service experience. Meyer holds a bachelor of science degree in economics from Central Washington University, as well as IFSAC Fire Fighter I & II, IFSAC Fire Officer I & II and Strike Team Leader qualifications.

He’s a Pierce County Type III team member and instructs extrication classes on the West Coast. He is the co-founder of “Crunch Time,” a hands-on vehicle extrication class hosted by Gig Harbor Fire & Medic One.

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SurvivalofthefitteSt

More than Just “Stretching” The benefits of yoga are tailor-made for firefighters

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story & Photos by Jeff & Martha ellis

f you ask someone who’s never done yoga before what they think it involves, the usual response is “stretching.” It’s always great fun to get someone in a yoga class for the first time who thinks it’s going to be a workout for lightweights. Fifteen minutes into it, when they haven’t left their 6' x 2' mat and they’re sweating like crazy, it begins to sink in that this workout could be better than they’d originally thought.

Te truth of the matter is yoga can be as mellow or as arduous as you make it, just like any physical practice. Te beauty of yoga is that it goes beyond just the physical. If you allow it to be so, it can be quite spiritual and transformational as well.

Te physical branch of yoga, which is popular in the West, is called asana. While very useful unto itself, asana is actually a precursor to deeper and more spiritual mind and body practices.

Benefits to firefighters As firefighters, we should recognize that many of the benefits of yoga are tailor-made for our needs.

Strength, flexibility, balance and breath control are Although it may appear passive, there’s a great deal of strength to be gained by doing yoga, both physically and mentally. Physical strengthening comes from resisting gravity, extending your body in opposing directions and creating tension between various body parts. As you gain an understanding of your body and learn how to use it more efficiently, what used to be challenging becomes effortless.

four of the many physiological benefits that come with regular yoga practice.

Strength Training Although it may appear passive to the casual onlooker, there’s a great deal of strength to be gained by doing yoga, both physically and mentally. Ironically, the mental strength comes in letting go of the notion that you have to think your way through every action. Te truth is that the more you understand your body and learn how to use it more efficiently, what used to be challenging becomes effortless.

Mental strength is also built through increasing mental focus applied throughout asana class. Try taking four long, slow breaths without letting your mind wander from the act of taking those breaths.

Te physical strengthening comes from resisting gravity, extending your body in opposing directions and creating tension between various body parts. Yoga poses are effective at strengthening because typically, the muscles are contracting while stretching or elongating, commonly referred to as an “eccentric muscle contraction.” As discussed in our article, “Ouch! It hurts, but muscle soreness is key to muscle strength” (www.firefighternation.com/ profiles/blogs/ouch-it-hurts-but-muscle), eccentric exercises are typically a more effective way to strengthen than the alternative, concentric exercises, which involve flexing the muscle as it shortens.

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Flexibility Contracting agonist and antagonist muscles while stretching is what helps make yoga effective at increasing flexibility. Also, after 20 seconds in a pose, the body’s stretch reflex is inhibited, allowing the nervous system to reset the resting length of a muscle.

Flexibility comes with your own willingness to explore your body’s ability to relax while working, but the real key to deep stretching is in learning to let go of resistance—resistance you probably don’t realize you’re creating. It’s like peeling an onion: As you peel away the top layer of resistance, you find another

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Each monthly issue includes: • Safe & Effective Fire Attack Strategies • Rescue & Extrication Training • Advice for New and Developing Company Officers • Wildland/Urban Interface Tactics • New Products, Apparatus Innovations & Technology

IF YOU’RE AN INSTRUCTOR, CALL TO ENROLL IN OUR STUDENT SUBSCRIPTION PROGRAM.

(800) 266-5367 ext. 6832 or FirefighterNation.com

survivalOF theFittest

layer underneath. Each exhale carries you to a deeper level of release and flexibility range.

Note: For more on the concepts of stretching, many of which are integrated into yoga, read “Exercise Isn’t Enough,” June 2009, p. 92.

Breath Control Te benefits of breath control will serve you well in many ways. Air moves into and out of the lungs in one of two ways: deeply through the nose or shallowly through the mouth. Each of these techniques has its own unique effect on the body as a whole.

Te autonomic nervous system is a component of our peripheral nervous system, which controls our involuntary actions at a visceral level. It’s divided primarily into two distinct subsystems: the sympathetic nervous system (SNS) and the parasympathetic nervous system (PSNS.) Rapid, shallow mouth breathing stimulates the SNS, which is closely associated with fight-or-flight physiology. Terefore, by virtue of your very breathing pattern, you can initiate the manifestation of your body’s physiological effects of fight-or-flight preparation. Tis can include shunting

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Balance One intention of yoga is to create balance between mind, body and spirit. Te physical practice of yoga offers a profound method for creating balance in the body. Most sports and physical activities offer a limited range of motion, and tend to exacerbate imbalance in the body. Tight hamstrings and quads, tight outer hips, a hypermobile sacrum, a weak upper back, even tight or weak ankles will lead to problems through the body over time.

Yoga, however, is specifically designed to work toward a balance of strength and flexibility in all muscle groups, with a special focus on proper alignment. It creates overall balance not only by focusing on healthy muscles, heart and lungs, but also by mobilizing all the organs, stimulating the glandular system and regulating the nervous system.

One of the most sobering realizations most people have after their first attempt at yoga is their poor level of physical balance. Poor balance isn’t as obvious as weakness or inflexibility on a daily basis. But in trying to perform certain one- and even two-legged yoga poses, your ability or inability to balance will

become crystal clear.

Don’t get discouraged! Balance is only one component that can help you achieve your goals within yoga practice. You can use walls, railings, furniture or any other stationary item to maintain a pose.

Another clever idea that will give you versatility when supporting your pose: Use a 4'–5' wooden dowel that measures ¾ to 1 inch thick.

Tis will provide some stability, but you’ll still be able to test and improve your balance.

above: Balance is one component that can help you achieve your goals within yoga practice. If you’re having difficulty finding your balance, try using a 4'–5' wooden dowel that measures ¾ to 1 inch thick. This will provide some stability, but will still allow you to test your balance. inset: Using a good mat and other props, such as straps, blocks and a dowel rod, can help when flexibility, reach or balance is keeping you from gaining full advantage of various poses.

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survivalOF theFittest

of the blood from your brain and organs to the extremities, elevated heart rate, dilated pupils, decreased bowel function and dilated bronchioles. In essence, it prepares your body for exertion, not relaxation.

Conversely, the effects of breathing deeply through the nose stimulate the PSNS. Te function of the PSNS is, as you might expect, quite different than that of the SNS. Te PSNS, at a basic level, facilitates a restful state. And when your body is in this physical state, it allows your mind to focus and work from a calm place. So by working the breathing aspect of yoga, you’re teaching your body how to stay relaxed even while it’s working.

Many yoga poses encourage you to reach and hold deep, extended positions while maintaining control over your breathing.

For the purposes of enhancing ourselves as firefighters, we encourage long and deep breathing practice. Tis is particularly beneficial when we’re in strenuous situations with a limited air supply.

Deep breathing isn’t just about taking a deep breath. It’s also about exhaling thoroughly to allow for more complete oxygenation. When you take full inspirations and push the old stale air out of your lungs with your diaphragm, you introduce fresh air into the depths of your lungs.

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A FinAl note Tere are many styles of asana yoga. Half the fun is exploring what works best for you.

In our next column, we’ll discuss the key elements to yoga practice and how to get the most of that practice.

Te authors would like to thank Mary Johnston-Coursey, their yogi, for her input on this article.

Division Chief Martha Ellis has been a firefighter with the Salt Lake City Fire Department (SLCFD) for more than 14 years, serving as a firefighter, an engineer, a media technician, an ARFF training officer, an airport fire marshal and currently the fire marshal for Salt Lake City. She has won the Scott Firefighter Combat Challenge Women’s Division five times, and held the world record for 8 consecutive years. She also works as a certified fitness coordinator for the SLCFD. Captain Jeff Ellis of the Murray (Utah) Fire Department (MFD) has served for more than 23 years as a firefighter, an engineer, a hazmat technician and a shift training captain.

He’s been a certified fitness coordinator for the department since 1996. As a competitor in the Scott Firefighter Combat Challenge, he has won two overall world championships, three Over 40 world championships and helped MFD take the team trophy. He has been active in teaching all aspects of firefighting, including swiftwater rescue and fitness and nutrition in the fire service.

E-mail your fitness-related questions or comments to Jeff and Martha at fit2serve@gmail.com.

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QuickDrills

Practice Makes PARfect Use your accountability system regularly to ensure its success

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people for the system to really work when needed.

Following are a few factors that contribute to the effectiveness of an accountability system.

SOPS Every good accountability system will have standard operating procedures (SOPs) that provide clear direction for the system’s use. Even the simplest system needs operational guidelines to be consistent. When you’re drilling on accountability, start with the SOPs. Most of us have a good handle on the part where we log in or put tags on the dash of the apparatus, so look deeper. Review aspects such as who serves as the accountability officer before a designated officer arrives, or what to do when you have more than one entry point into the hazard zone.

In addition, use accountability training to determine appropriate benchmarks when you’ll call for a personnel accountability report (PAR) during an

By Homer Robertson

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t’s easy to sit back and talk about how well your accountability system works, but the facts show that the fire service is still a long way from mastering accountability on the fireground. Many near-miss reports and NIOSH reports identify accountability—or the lack of it—as a contributing factor to the incident or a recommended area for improvement for the department involved.

And remember: It’s not how well your system worked last month or last year, it’s how well it will work today, when your incident is really going downhill and you have a collapse or flashover and need to know the names and locations of all your troops.

Making an accountability system work is like being a vegetarian: It’s a lifestyle that takes commitment and dedication. Everyone from the fire chief to the firefighter on the street must continually focus on making the system work. It requires both hardware—things like tags, boards or computers—and

Photo Brian Meroney

Many departments use a passport system for accountability. Consider using this system in the training classroom in addition to the fireground to reinforce its importance and increase familiarity.

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Quick Drills

EvEryday UsE Just like our incident management system, we must find ways to use our accountability system on a dayto-day basis. We can’t save the accountability system just for the big ones where we think our personnel could be lost or trapped. Making it work day to day will help ensure its use and success when you really need it.

Find ways to use whatever system you have in “routine” incidents and training.

If you use a PAR tag system in which each crew member’s name is on a passport card, place a duplicate of the accountability board in your training classroom. Ask companies or crews reporting to a training program to place their tags on the board just like they would at an incident. Te more we use and think about accountability, the better the system works.

In addition, think about how often you use your department’s accountability system in incidents other than structure fires.

Look for incidents where you may only have a couple of units operating, such as an automatic alarm or motor vehicle accident. At the conclusion of the incident, ask for a quick roll call as if you’d just had a partial building collapse. Tis enables you to practice with your system and demonstrates to your crew that your department takes using the accountability system seriously.

Regular practice will also reveal problems, allowing you to address them through training before a mayday situation occurs.

Common problems include crewmembers “wandering off” on the fireground or failing to check in.

and public works that may need to be involved in incidents but don’t have a formal accountability

s

incident. Catastrophic events such as flashover or collapse will of course trigger the call for a PAR, but you should also determine other benchmarks, such as bringing the fire under control, where a PAR may be appropriate.

Drill 1: Familiarity Step 1: Whenever you’re conducting hands-on type drills, such as live-fire training in a burn building or an acquired structure, incorporate a section on the accountability system.

Step 2: During the exercise, reinforce the use of the accountability system by calling for a personnel roll call.

Step 3: Each company officer should respond that their crew is intact and accounted for.

Play with OthErs Few fire departments in today’s environment work in a bubble. More and more of us use mutual or automatic aid with our surrounding departments. For accountability to really work, our systems have to be similar or at least be able to “plug into” one another. Accountability is an ideal topic for a drill with your mutualaid groups or fire departments in your county.

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Quick Drills

system—how will you “plug” them into the system when needed? In my department, we carry blank accountability tags and a grease pencil so that we can write in the names and agencies of personnel from law enforcement or other agencies. If your system is computerized, determine ahead of time whether and how you can easily add people to the system.

Drill 2: Communications

Make the CoMMitMent

Step 2: Discuss the balance between maintaining accountability and micromanaging. Too many PARs can hinder crews from operating. Crews should know that unless one of the benchmarks or catastrophic events occur that trigger a PAR, the assumption is that they are accounted for.

How well your accountability system works on the day you really need it will depend on what steps you take today. Everyone must be committed to the process for it to work.

Tat commitment starts with using the system as often as possible on your day-to-day operations and training.

Captain Homer Robertson has been involved in the fire service since 1978, starting as a volunteer with the Granbury (Texas) Fire Department, of which he is a life member. He has served with the Fort Worth Fire Department since 1985 and is currently in charge of the fire equipment division, which includes the apparatus fleet.

Step 1: Most accountability systems rely heavily on good radio communication skills to reinforce crew status and location. With your crew, review both your accountability and communications SOPs to show how the two are connected. Review the importance of working in pairs and maintaining visual or voice contact with your crew. Also discuss the demarcations of the hazard zone, since that will determine which crewmembers are subject to a PAR. The pump operator may not be inside, but they’re still considered to be in the hazard zone.

Step 3: Using your department’s radios, allow each member to practice their communications skills following your department’s guidelines for reporting crew status and accountability requirements.

Step 4: Review what to say when responding to a call for a PAR: what company you’re operating with and whether you’ve accounted for all the people assigned to you, including those who may be operating from a different location, such as the pump operator on a first-due engine crew.

Step 5: Review what not to say: Don’t clog the channel. This happens when ICs call for too many PARs or when those responding to a PAR provide more information than necessary.

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RuRalFiReCommand

Direct Inject How to select an electronic foam proportioner

E Story & Photos by keith klassen

the proportioner, then the conductivity of the foam solution exiting the proportioner. Tey then compare the values to ensure that the percentage is correct. Te proportioner sensors feed their information to a computer, which calculates the volume in foam concentrate to inject. Te computer then controls the speed of the injection pump. Te faster the pump spins, the more concentrate will be injected. Te system is a closed loop, which is constantly sensing and adjusting, keeping the percentage accurate as lines are opened or closed.

Making the Selection When selecting an electronic direct-injection proportioner for your apparatus, keep in mind the following information to ensure you get the system that best fits your department’s needs.

Proportioners come in a variety of sizes measured in foam concentrate gallons per minute (gpm) flow capacity. Tey range from 1.5 gpm to more than 12 gpm. Remember: Bigger is not always better; size the system to fit your needs.

s

lectronic direct-injection proportioners are the most accurate systems on the market today. As the name implies, they’re electronically controlled and inject foam concentrate directly into the foam manifold. Tese systems sense various parameters to determine how much concentrate to inject into the water to create the correct percentage of foam solution.

All systems sense water-flow volume by using a paddle wheel flow meter. Te more water that’s flowing, the faster the wheel spins. As the paddle wheel spins, it creates an electronic signal. Some proportioners also sense water temperature. Temperature is a factor because it’s easier to mix foam concentrate with warm water than cold water.

Other proportioners also sense conductivity, which is an accurate way to check solution percentage. It can also help control the variables inherent in both water and foam concentrates that affect the foam solution produced. Conductivity-measuring systems first measure the conductivity of the water entering

Right: Foam capability dramatically increases the apparatus potential and gives us many more options on the fireground. inset: Proportioners come in a variety of sizes measured in foam concentrate gpm flow capacity.

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Each monthly issue covers: • Safe & Effective Fire Attack Strategies • Rescue & Extrication Training • Advice for New and Developing Company Officers • Wildland/Urban Interface Tactics • New Products, Apparatus Innovations & Technology Subscribe online at: www.FirefighterNation.com or call: (888) 456-5367.

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Electronic direct-injection proportioners are the most accurate systems on the market today. These systems sense various parameters to determine how much concentrate to inject into the water to create the correct percentage of foam solution.

Tere are two factors that will help you determine your needs. Te first is the volume of foam solution needed. A brush truck that typically flows low volumes will only require a low-gpm proportioner. Over-sizing

the proportioner in this application causes problems because large systems have decreased low-flow accuracy and at times intermittent low-flow operation. A structural pumper that may be called upon to flow foam master streams will require much higher concentrate flow capability. Tis will require a large-capacity proportioner to keep up with the concentrate demand of high water flows.

Te second factor is the type of concentrate to be used. Class A concentrates are used at percentages up to 1 percent, while Class B concentrates may be used at 3 or 6 percent. Te higher the percentage, the more volume of concentrate will be required to treat a specific volume of water. For example, when using Class A foam at 0.3 percent, 3 gallons of concentrate will treat 1,000 gallons of water. Using Class B foam at 3.0 percent, 3 gallons of concentrate will treat only 100 gallons of water.

Additionally, there are some options to consider when selecting your proportioner.

Te first is a dual tank selector. If you’re going to use more than one type of concentrate, they will need to be stored in separate tanks, and you’ll need a selector switch to switch between them. Tank selector switches are available in both manual and electric versions.

A dual tank selector switch can also be used with a single tank and an overboard pick-up. Te overboard pick-up provides the ability to either switch to a concentrate not normally carried or draw from a large supply on a big incident. If specifying an overboard pick-up, be certain that the proportioner you’re using is capable of drafting from the outside source.

Te second option to consider is a foam refill system. Tis system consists of a pick-up tube, pump and plumbing to refill the onboard foam tank from ground level.

Tis is highly recommended for firefighter safety as it eliminates the slip, trip and fall hazards of climbing on top of the apparatus with foam buckets.

In Sum Do your research before selecting an electronic direct-injection proportioner. Tis will help ensure that your department monies are well spent and provides a system that meets your department’s needs and expectations.

Keith Klassen is a career captain with the Summit Fire District, a rural combination department bordering Flagstaff, Ariz. He has 33 years of volunteer and career experience in both structural and wildland firefighting, and a background in mechanical and vocational education. Klassen is also an international fire service instructor.

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FirePrevention

Building Blocks of Advocacy 3 strategies to secure support for prevention

A

By Jim Crawford

s a national strategic planning process, Vision 20/20 (www.strategicfire.org) lays out a consensus approach to what we (collectively) should be working on to further reduce fire losses in the United States. Tere’s nothing really new in Vision 20/20’s recommended strategies, but it does reflect which actions we should prioritize now to make progress on the nation’s fire problem. One of those strategies is advocating for fire prevention.

As I watch the discussion about advocacy unfold, I’ve come to believe there are three basic strategies necessary to create advocates for fire prevention efforts.

1. Demonstrate the Need: As my friend Wayne Powell once said: “No data, no problem; no problem, no money.” Gathering data and talking about the need for fire prevention isn’t as simple as talking about an estimated 3,500 fire deaths a year. Tat’s why people like Richard Taylor from the State Fire Marshal’s Office in Maine and Ozzie Mirkhah of Las Vegas have been talking about the economic losses from fire. Relating the scope of the fire problem in terms of money hits policymakers where they’re already hurting.

Using NFPA reports on the topic, we can say that more than 2 percent of the U.S. gross domestic product is tied up in fire losses and the costs associated with providing fire protection. Tose figures include costs of built-in protection and estimates for the costs of volunteer and professional firefighters. Te point: We’re losing too much of our economy to fire.

2. Demonstrate the Results: If we’re not using the (mostly) public’s money wisely, and are unable to provide evidence of results, then the same policymakers who are already feeling constraints from economic crises will find better ways to spend their money.

Tere are effective ways to document the impacts and outcomes for fire prevention efforts; a preliminary report is available on Vision 20/20’s Web site. I’ll save the details for another column.

3. Develop Relationships: Public policy theory stipulates that different political forces (basically, people) within the community end up influencing public policy decisions as to what’s important and what’s not.

Example: Mothers Against Drunk Driving’s (MADD) very public efforts to bring attention to the problem of

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intoxicated driving led to more stringent laws. Having friends in the community who understand the need for fire prevention programs can in turn help influence policymakers to appreciate their importance.

An Uphill BAttle Tese three strategies for advocating for prevention sound simple. Unfortunately, there are no surefire solutions, even when such strategies are implemented.

Recently, the State Fire Marshal’s Office in Arizona was basically gutted of resources and programs due to severe budget woes. And in my own jurisdiction (Vancouver, Wash.) we recently lost a third of our staffing, which severely hampered our ability to provide adequate fire prevention services. To their credit, our fire chief, city council and city manager have protected fire and police budgets from cuts up until this point. But the Great Recession and its local impact have created a perfect economic storm from which we can no longer be protected.

However, lessons from states including Maryland and California make me think that the basic elements of effective advocacy haven’t changed. Both states passed statewide regulations keeping residential fire sprinklers in their codes. When other states were losing the requirement in their base codes, Maryland and California were among those who maintained them because they spent years grooming the ground for favorable rulings from local policymakers. Te lesson for other prevention personnel: It takes years to develop the strategies and relationships that protect prevention efforts.

Te three basic building blocks—need, results and relationships—are still the best hope we have for advocacy of prevention programs. Te fact is, even when we do things right, there are no sure things. Te economy continues to give local decision-makers the unfortunate task of deciding whether to keep fire stations open or staff their fire prevention programs.

No small problem there.

Jim Crawford is a deputy chief and fire marshal with the Vancouver (Wash.) Fire Department and is chair of the NFPA technical committee on professional qualifications for fire marshals. He has written “Fire Prevention: A Comprehensive Approach,” published by Brady, and has also written a chapter on fire prevention in “Managing Fire and Rescue Services,” published by the International City/County Managers Association. Crawford is a past president of the International Fire Marshals Association and has served on the NFPA’s Standards Council. He is a member of the IAFC.

April 2010

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Scott Health & Safety’s second generation Scott Electronic Management System (SEMS II) is a programmable ID accountability system with three distinct, yet interconnected functions—a personal accountability system, a PASS device and a personnel location system. Each SEMS II system includes a wireless transceiver built into the PASS device that transmits critical information between the firefighter and base command when the PASS unit is automatically or manually activated. The incident commander receives transmissions regarding the SCBA’s cylinder pressure level, firefighter immobility, self-evacuation and range/link status from firefighters on scene.

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Wheeler-Rex’s Fire Hose Tester Model 363040 is rated at 3 gpm/500 psi and is powered by a 115-V single-phase, 1-hp capacitor motor. It features one 1 ½" NST swivel female quick-fill inlet and four 1 ½" NST male outlets with individual ball valves. It comes mounted on a cage with swivel casters.

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April 2010

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Weighing less than 100 lbs. and available in diameters of 8, 9 or 10 feet, the Isis fan from Big Ass Fans is speciďŹ cally designed for ďŹ rehouses with ceilings as low as 12 feet. Isis uses its size and 10 airfoils, not speed, to move large volumes of air over and around trucks and equipment, improving interior airow and comfort. It combines silent operation with precision engineering to ensure that those sleeping in the ďŹ rehouse are undisturbed. The fan features wall-mounted slim-line controls for easy installation and use.

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The ATAC 360° from US Night Vision is a low-cost, high-resolution thermal imaging system. Using a 320 x 240 resolution FLIR camera, the system can see peoplesized targets from more than 1,500 feet.

The thermal core uses long-wave infrared sensor technology and can see through smoke, fog, rain and many other atmospheric conditions. It offers full 360degree rotation and 135-degree tilt for complete situational awareness. Models include either a hard-wired toggle control or wireless hand-held or dash-mounted remote controls.

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April 2010

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NEWdElivEriEs The Newark Valley (N.Y.) Fire District has taken delivery of a custom pumper from KME. Built on a Predator MDF chassis with a 16" raised roof cab, the pumper features a 500-hp Cummins ISM engine and an Allison 4000 EVS five-speed automatic transmission.

Additional features include a 2,000-gpm Hale Qmax single-stage pump, a FoamPro 2001 foam system, a 1,000-gallon poly tank, automatic traction control, an ASA Voyager camera system and a Zico Single Arm hydraulic ladder rack.

KME 800/235-3928; www.kovatch.com Choose 206 at www.firerescuemagazine.com/rs The Detroit-Metro Wayne County Fire Department has taken delivery of a Renegade TM-5150 Twin Agent truck from Crash Rescue Equipment Service. Built on a 2009 Ford F-550 XL Crew Cab and powered by a diesel engine, the vehicle features a Knapheide galvanized steel utility body and Tri-max and Hydro-Chem technology on the handline and Firefox bumper turret. Also included are a 150-gallon pre-mix foam tank, a 500-lb. dry chemical system and a FLIR Ball infrared camera on the bumper turret.

Crash Rescue Equipment Service 972/243-3307; www.crashrescue.com Choose 207 at www.firerescuemagazine.com/rs The High Rolls (N.M.) Volunteer Fire Department has taken delivery of a structural/WUI pumper from Rosenbauer. Built on a four-wheel drive chassis with a 330-hp diesel engine and a fivespeed automatic transmission, the engine is equipped to hold 780 gallons of water and 20 gallons of Class A foam, and can deliver 1,200 gpm at 7,000' elevations. The apparatus is less than 24 feet long for improved maneuverability and includes a 90-gpm deck monitor extension and pump-and-roll capability.

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Rosenbauer 651/462-1000; www.rosenbaueramerica.com Choose 208 at www.firerescuemagazine.com/rs

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The Crane (Ind.) Naval Base has taken delivery of a 2009 Polaris Ranger from RKO. The Ranger features a poly roof, snow plow, multi-mount winch, aluminum wheels, a heavy-duty aluminum bed and Whelen LED lighting. It’s equipped with an RKO fire/rescue skid unit featuring a 95/5 copoly fire service tank, RKO stainlesssteel piping, a Darley Davey pump with 9-hp Honda electric start engine, a Hannay hose reel with 70 feet of 3/4” GoodYear booster hose, Junkin JSA200 Stokes basket.

RKO Enterprises 877/273-8813; www.rkoenterprises.com Choose 209 at www.firerescuemagazine.com/rs The Minneapolis-St. Paul International Airport has taken delivery of an Oshkosh Striker 3000 aircraft rescue and firefighting (ARFF) vehicle. This is the first Striker vehicle jointly manufactured by Oshkosh Airport Products and its sister company, Pierce Manufacturing. It features a 6 x 6 all-wheel-drive axle configuration, Oshkosh TAK-4 independent suspension, triple-agent firefighting capabilities and Command Zone advanced electronics.

The Striker 3000 includes seating for three firefighters, 3,000 gallons of water capacity, 420 lbs. of dry chemical, 460 lbs. of clean agent and a 1,950-gpm single-stage pump.

Oshkosh Airport Products Group/Pierce 920/832-3000; www.piercemfg.com Choose 210 at www.firerescuemagazine.com/rs The Swanton (Neb.) Fire Department has taken delivery of a wildland flatbed attack unit from Danko. Built on a Ford F-450 Super Duty 4 x 4 chassis, the vehicle features two standing platforms with safety gates, a 300-gallon poly UPF tank, a FoamPro 1601 foam system, a 12-gallon foam cell, 150 feet of 1” booster hose and Whelen LED lighting. Its attack capability is supplied by one 2 ½” inlet, one 1 ½” rear preconnect and two 1 ½” platform grasslines.

Danko 402/568-2200; www.danko.net Choose 211 at www.firerescuemagazine.com/rs Choose 138 at www.firerescuemagazine.com/rs april

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ResponseTime

Racing to Disaster A fast response must also be a safe response

W

By Brian a. crawford

hen a firefighter or civilian is injured in a motor vehicle crash (MVC) involving a responding public safety unit, we take it harder than we do “regular” MVCs. Many of these accidents are not the result of any firefighter wrongdoing. But some are. As an industry responsible for responding as expeditiously as possible to emergencies where life and death often hangs in the balance, just where does a response cross over the line to negligible liability? Te answer can often be found right in front of us in plain view—the speedometer.

Rapid Response How fast we respond to a call is the first critical decision in an incident and the first recorded and measurable data we and the public employ to gauge our success.

Tese rapid response expectations combine with the body’s reaction when the alarm sounds. Te “fight or flight” sympathetic nervous system kicks in, releasing a stream of adrenalin that increases our heart and breathing rates and in general makes us more excited. Te mind says “Go!” and for some, “Go fast—as fast as you can!”

Tere’s nothing wrong with the excitement or energy that comes when the bell rings. I still get it when I hear a working fire come in. Tat boost of energy helps the body perform at an optimum level.

Te excitement becomes a liability, however, when it’s unbridled, unsupervised, undisciplined and improperly channeled. Unchecked emotion can lead to disaster, whether manifested in overly aggressive fireground operations or, in the case of MVCs involving fire apparatus, stomping on the gas pedal.

UndeR scRUtiny Some recent highly publicized fire department MVCs include: • In October, an FDNY engine headed west— and reported by one witness to be “flying” down the road—hit a ladder truck headed north in an intersection. Both were responding with lights and siren—to a gas leak. Twelve firefighters were injured, two seriously.

• In September, a fire truck responding to a call in Hunterdon County (Pa.) illegally passed an ambulance on the way to the same call, forcing it and a vehicle in the oncoming lane off the road.

Both ambulance attendants were injured.

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• In March 2009, two Houston fire trucks collided, reportedly “racing” to what later turned out to be a false alarm. Te ladder unit rolled, crushing a civilian bicyclist who later died. Police statements said the ladder truck ran a stop sign.

For company officers who usually find themselves in the passenger seat of responding emergency vehicles, I’ve got news for you: Te fact that you’re not behind the wheel doesn’t discharge you from the overall responsibility for your driver’s action.

In 2007 in Baltimore, a fire truck sped through a red light at 47 mph. It struck an SUV, killing its three passengers. A Baltimore Sun article at the time correctly noted that as a ranking officer on the truck, the lieutenant was responsible for the driver’s actions.

Ultimately, when you allow your crewmembers to do something, you approve of their actions. Responsibility for their overall safety lies dead center with you, whether on the fireground or in the cab of your rig.

We’ll still Get theRe Like most of you, I can recall drivers from my department who achieved legendary status because of their aggressive “never last-in” driving mentality. Fortunately, those days are long gone (hopefully for your department as well).

Today, by following state and local laws and NFPA 1451, we can still respond quickly as well as safely to the emergency scene—without creating one ourselves.

My intent here isn’t to criticize the individuals or organizations unfortunate to have been involved in these incidents, but rather to learn from them. In Shreveport, we’ve had our share of fire unit MVCs. Tese are difficult situations that sometimes arise through no fault of our own.

However, there’s absolutely no reason to play Russian roulette with your crew and the citizens you serve by busting through a stop sign or a red light. Stopping at intersections is one simple way we as an industry can minimize these tragic incidents. After all, isn’t minimizing tragedy what we’re all about?

Brian A. Crawford is the fire chief for and a 25-year veteran of the Shreveport (La.) Fire Department. He is a National Fire Academy (NFA) resident instructor, a NFA Executive Fire Officer Program (EFO) graduate and an IAEM Certified Emergency Manager and Commissioner. He also holds the Chief Fire Officer (CFO) designation and is a member of the Institute of Fire Engineers. Crawford serves as chair for the Program Planning Committee of the International Association of Fire Chiefs. He holds a master’s degree in industrial psychology.

April 2010

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