UFRA Straight Tip Fall 2018 - Volume 19, Issue 4

Fall 2018 / Volume 19, Issue 4

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Utah Fire and Rescue Academy Magazine

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Visit us online at uvu.edu/ufra

CONTENTS

12 DEPARTMENTS 4 STATE FIRE MARSHAL

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5 BATTALION CHIEF

The Power of Delegating

30

8 FIREFIGHTER LAW

FEATURES

9 VOLUNTEER CHIEF’S CORNER

6 UFRA WILDLAND FIREFIGHTING TRAINING

39 HOW CAN YOU HELP PREPARE THE NEXT GENERATION OF FIREFIGHTERS?

10 VEHICLE EXTRICATION

19 BASIC BUT ESSENTIAL: EQUIPMENT FOR EVERY VEHICLE

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26 SAFETY IN THE PUBLIC SECTOR

42 CLIMBING THE LADDER

First Amendment and Photography Question Finance and Budgeting

Vehicle Anatomy: Airbags to Crumple Zones

12 FIRE TACTICS

Modern-day Ventilation Tactics Require Modern-day Thinking

14

WILDLAND

FFSL Hosts Wildland Engine Training for Volunteer Fire Departments

28 MATTHEW DAVID BURCHETT 30 FIREFIGHTERS USE SEEDING TO CONTAIN BLACK MOUNTAIN FIRE

32 UFRA COURSES SCORE BIG–AGAIN!

18 LEADERSHIP

34 WINTER FIRE SCHOOL 2019 CLASSES

36 PREPARING YOURSELF TO BE PROMOTED

20 FIREFIGHTER MENTAL HEALTH

38 BOB GOLDHIRSCH: LEAVING A LEGACY

Introspective Evaluations Building Resilience in the First Responder

48 ACADEMICS

ON THE COVER:

The final homecoming procession for fallen firefighter Battalion Chief Matt Burchett of Draper City Fire Department.

Battalion Chief Burchett was killed in the line of duty while fighting wildfires in California (see page 28).

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Managing Editor Lori Marshall

Editor Kaitlyn Hedges

Design Phil Ah You

Published by Utah Valley University

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Ice Rescue: Extrication to Ambulance Wasatch County Fire District

44 FIRE MARKS

photograph by Trisha Thomas

22 TECHNICAL RESCUE

24 DEPARTMENT IN FOCUS

Murray City FD, Weber Fire District

31 SALT LAKE CITY’S NEWEST STATION IN SERVICE

16 BACK TO BASICS

Who’s Your Science Guy?

YOUTH FIRESETTER INTERVENTION AND PREVENTION

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FALL 2018, Volume 19 Issue 4 To Subscribe: To subscribe to the UFRA Straight Tip magazine, or make changes to your current subscription, call 1-888-5487816 or visit www.uvu.edu/ufra/about/ magazine.html. The UFRA Straight Tip is free of charge to all firefighter and emergency service personnel throughout the state of Utah.

UFRA Customer Service Local (801) 863-7700 Toll free 1-888-548-7816 www.uvu.edu/ufra UFRA Straight Tip (ISSN 1932-2356) is published quarterly by Utah Valley University and the Utah Fire & Rescue Academy and distributed throughout the state of Utah. Reproduction without written permission from the publisher is strictly prohibited.

Send inquiries or submissions to: UFRA Straight Tip magazine 3131 Mike Jense Parkway Provo, Utah 84601 Phone 1-888-548-7816 ufrastraighttip@uvu.edu Disclaimer: The opinions expressed in the UFRA Straight Tip are those of the authors and may not be construed as those of the staff or management of the UFRA Straight Tip, Utah Fire & Rescue Academy, or Utah Valley University.

2 | UFRA Straight Tip

Message from UFRA UFRA History

by Jolene Chamberlain

Have you ever wondered how the Utah Fire & Rescue Academy (UFRA) became the premier fire training organization for Utah?

Well, I can tell you how in two words: leadership and vision.

In 1959–1960, comprehensive studies were done to identify problems volunteer departments were experiencing. The studies found that many, if not all, volunteer departments had very little training resources, no qualified instructors, and no funding—many didn’t even have a place to meet, let alone a place to train. These findings instigated an urgent message sent to Utah’s

1. Director Alan “Cap” George (1964–1974) Alan “Cap” George was the first director for UFRA. It was reported that during his 10 years of service, he traveled 350,000 miles to set up classes that were designed to meet the most urgent needs of volunteer departments. In 1967, Cap was instrumental in obtaining the first mobile training prop, dubbed “the miniature traveling fire station.”

Sounds a little bit like the training trailers and props we have today.

3. Director Gordon Evans (1976–1987) Gordon Evans had great leadership skills and showed foresight in developing the future of UFRA as well.

Because of his vision, many firefighters were able to get involved with academic classes, which led to fire science associate degree programs. Gordon also worked with the National Fire Association by developing programs and then delivering them throughout the state in what was called the Fire Safety Seminar. Today it’s known as our annual winter fire school.

2. Director Grant Walker (1974–1976) Grant Walker actively and effectively promoted and improved fire training programs.

Part of his plan involved finding retired firefighters who lived in Utah’s remote areas and teaching them how to train firefighters.

He would then hand off the training programs to the departments so they could conduct their own training programs. Sound familiar? It was also through his diligence that the associate degree program, which had been approved in 1968, became active.

4. Director Steve Dunaway (1987–1992) Steve Dunaway was instrumental in forming a Strategic Planning Committee, where they identified components that would shape the academy we see today. The committee focused on training and training props, certification levels and standards, funding and operational budgets, and a grant system.

Through perseverance, and support from the fire service, Steve’s efforts paid off and House Bill 155 passed unanimously.

fire leaders saying that something needed to be done. In 1981, a statewide plan was developed with the cooperation of Utah’s fire service, the State Fire Marshal’s Office, the state legislature, and the governor and with public support from various boards, councils, and committees. Through their cooperation and a strong desire to identify long-range solutions, the idea of a state fire academy began.

There were two significant bills that paved the way. First, in 1981, House Bill 347 was drafted and received full support 5. Director Steve Lutz (1992–2003) When House Bill 155 was signed in 1993, Steve Lutz became the first director of the “new” academy. Steve began developing and building a wildland, certification, and training program, as well as a paramedic program, a bachelor’s degree program, and a grant program. Steve funded mobile props and trailers so training could be taken to fire departments statewide. With those programs under development, Steve was also tasked with finding a new home for the academy. Numerous locations were looked at before he found a building near the Provo Airport. This has been our home for the last 23 years. Steve said, “Building UFRA was the most difficult and rewarding part of my fire training career.”

statewide. This bill provided increased funding for a staff and defined the state’s responsibility to meet the needs of the fire service. The bill also outlined the functions of the academy and mandated that its needs be provided.

Second, about twelve years later, in 1993, House Bill 155 was passed. This bill was an act relating to public safety. Altogether, this bill created a fire academy support account in the general fund, allocated a portion of property and life insurance premium taxes for a fire service train7. Director Hugh Connor (2008–2017) Hugh Connor understood the importance of accepting and adapting to change. He would remind us that the ability to accept change was vital if UFRA were to succeed in today’s ever-changing environment. He made sure we were continually advancing and evolving by purchasing new gear, tools, equipment, and systems; by upgrading to current software technologies; and by building innovative training props to provide the most effective training possible.

Hugh also knew he could reach Utah’s fire service through Straight Tip articles that focused on professionalism, leadership, innovation, and, of course, change—and that’s just naming a few topics Hugh was passionate about. I remember many times

6. Director R. Jeff Maxfield (2003–2007) Dr. Jeff Maxfield had the responsibility of wearing two hats—both included the title of director. As UFRA director, Jeff raised the bar of professionalism by placing the right people in the right place at the right time. Jeff ’s ability to lead and problem solve brought momentum to the fire service, which then brought opportunity, growth, and innovation. In his other director hat, as the director of the Institute of Emergency Services and Homeland Security (IESHS), Jeff was responsible for security and emergency response at local, regional, and national levels that spanned diverse disciplines such as fire and emergency medical services and law enforcement and emergency management in both the public and private sectors. As you can imagine, wearing two hats is definitely not an easy thing to do; however, Jeff did it and did it well.

ing school, and required rulemaking including a coordinating clause making technical corrections and providing an effective date.

Yes, both House bills paved the way in creating the academy, but it was the academy’s directors who had the foresight, exceptional leadership qualities, and vision who led us to where we are today.

Let me introduce you to UFRA’s directors, from its inception to now.

Hugh would tell us, “If you don’t like change, you’re probably working at the wrong place.” Hugh’s leadership style and vision kept us on track and ensured that UFRA continued to be the best training facility in the nation.

8. Director Brad Wardle (2017–Current) Brad Wardle is eager and determined to build on previous directors’ successes, which will continue to be accomplished through relationships, alliances, partnerships, teamwork, quality assurance assessments, self-evaluation, and the ability to embrace change by fostering innovative strategies and ideas. Of course, challenges, big and small, are always part of a director’s job. One significant challenge Brad is facing today is developing a strategic plan to locate a site for and then design and build a state-of-theart training facility that UFRA will call home. He is working with Utah Valley University Vice President Val Peterson, Dean David McEntire, Assistant Dean Tom Sturtevant, and other key players.

There is no doubt, with Brad at the helm, UFRA will continue to thrive and succeed by meeting goals and ongoing demands.

Brad said it best when he said, “Every organization—whether or not it’s running smoothly—should be striving for continuous improvement, and that’s exactly what UFRA aims to do.”

Continued on page 7

Fall 2018 | 3

STATE FIRE MARSHAL

FROM THE STATE FIRE MARSHAL The How and Why of Change

There is a saying that is often misattributed but actually originated from an ancient Greek poet, Archilochus: “We don’t rise to the level of our expectations, we fall to the level of our training.” Essentially, our success is based on one’s training—training to the point that when facing intense, critical incidents, responses to those situations have been practiced so many times that it has become almost instinctual. You react without thinking about risks, without reflecting on the nature of the event; you react with whatever you have stored deep in your mind and you “just do the job.”

Unfortunately, we don’t often “train” on good social media practices or “train” on how to keep turnouts clean or “train” on how to use risk management techniques to reduce injuries or death; those topics are usually covered in a seminar, classroom, research report, memo, or policy. The training we are most often drawn to is training that uses our hands and not our reading abilities. Hence, change in many areas of the fire service is slow. Our “just do the job” attitude kicks in despite knowing something isn’t necessarily right and true; we then make poor decisions and heartily complain afterward when the consequences arrive.

The fire service is currently under a tremendous burden to change and has been for the past several years. Based on my review of topics in our trade magazines over the past year or so, various issues in the fire service are being seriously examined and changes may be coming or are being made: bodyworn cameras and body armor; social media in the station;

online presence, including posting of comments and responses (usually inappropriate ones); factors that contribute to preventable firefighter deaths; clean gear as a new badge of honor; postfire cleaning of PPE and skin to reduce exposure risk; delivering emergency cardiac care by delivering AEDs via drones; the effects of repeated exposure to trauma on firefighters; community risk reduction (CRR); violence against fire and EMS responders; firefighter shift schedules affecting sleep quality; the effect of alerts and audible tones on firefighters’ heart rates; firefighter judgment errors while wearing PPE; etc. The list goes on and on. And sometimes, firefighters’ staunch refusal to change on some of these issues have cost some their jobs and others their lives.

Wanting to change and even making a commitment to change doesn’t make change happen automatically. Most of you have heard the joke “How many people does it take to change a lightbulb?”

The answer: one. But the lightbulb has to really want to change. For change to happen, we have to want it. Without training ourselves in a way for the intended change to become a habit, we cannot assume it will become permanent. It’s never a quick fix. Research shows that it takes over two months of ongoing, regular practice for a new habit to become established—and longer if we have a negative habit already in place.1 Ultimately, as Archilochus said, “we fall to the level of our training” or the habits we have established. Whether we’re defending ourselves in a fire situation, establishing a healthier lifestyle, or changing our attitude toward our past behaviors, it’s really all about putting in the training necessary to make it happen instinctually.

Change can happen if we want it—but only if we train for it. I encourage you to look at the how and why of change as you continue your efforts to be the best firefighter and/or EMS responder that you can be and to watch out for your fellow brothers and sisters along the way.

1 James Clear, “How Long Does It Actually Take to Form a New Habit?”

Huffington Post, posted April 10, 2014, https://www.huffingtonpost.com/ james-clear/forming-new-habits_b_5104807.html.

Coy Utah State Fire Marshal Coy D. Porter retired from Provo Fire & Rescue after 30 years of service; he then worked for almost four years as the assistant director of training at UFRA. Porter enjoys his association with the firefighters of Utah in his position as state fire marshal.

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Great organizations are not created by leadership that grasps the reigns too tightly. Rather, organizational greatness comes from team efforts and utilizing the diverse talent and ability pool within your fire department.

The list of duties and responsibilities a battalion chief may be encumbered with can grow far longer than one person can accomplish alone. Don’t be shy about looking to those that report to you to help lessen your load.

Not only will your team get more done but you will give personnel opportunities to grow and develop. This power of delegating can become an effective form of succession planning and training.

If you are successful in assigning responsibilities that help your captains grow, you will increase the chances for organizational success and greatness.

Improve your delegating powers by first making a list of the duties and responsibilities you have. Add to this list as time passes. As you meet with your direct reports, review your list of duties, prioritizing and grouping the tasks at hand. Your captains and other team members may very well help educate you as to who should be assigned what. The result should be that each of your captains and other reports will take a piece of your responsibilities.

As you begin to make assignments, consider the potential ability to further a member’s development within your fire department.

Many times the best way to make assignments is to closely match a given task with the abilities and talents of the individual. Other

BATTALION CHIEF

THE POWER OF DELEGATING times you may see the opportunity to stretch a captain’s abilities by assigning something the captain has not had much experience in. In this case, make sure to provide plenty of pertinent resources to the captain to get the job done. If you are successful in assigning responsibilities that help your captains grow, you will increase the chances for organizational success and greatness.

Delegating has, in some ways, taken on a negative connotation in the fire service. Delegating may seem to come with a mandate or order. Keep in mind you don’t have to order someone to do something if you can get them to take a personal interest in a particular task. In fact, the outcome and productivity of creating sincere member interest in assignments is far greater than simply assigning responsibilities.

Know going in that delegating is sometimes harder than doing the work yourself—at least it’s harder in the short term. In the long term, delegating and overseeing project completion is far more effective. Ask any parent if they’ve felt it easier to clean a child’s room themselves than to put the effort forward in teaching the child to clean his or her own room. It’s an easy trap to fall into at work as well. Don’t miss the opportunities to teach your personnel.

As the battalion chief, some may think you need to be the guru of knowledge and that nothing should escape your skill set. We all know this couldn’t be further from the truth. You will never know everything, nor should you. But you will get closer to covering all your bases if you are an effective delegator.

Paul Hewitt began his career as an Orem City reserve firefighter in 1987.

After 20 years with the Salt Lake City Fire Department he served as a fire chief in Arizona before his 2011 appointment to fire chief of the Park City Fire District.

Fall 2018 | 5

UFRA Wildland Firefighting Training photograph by Dan Cather

by Dan Cather, UFRA Wildland Coordinator

With the changes in the red card process, there are still concerns on how the certification for the red card process and training will work for fire departments. Here is some information on certification and training as we move forward.

Wildland Certification

Departments still have the option to do the wildland certification testing for both the basic and advanced wildland firefighter, but they now also have the option to take the non-certification route to obtain their red cards.

Certification Testing: • Written (passing score is 70%) and manipulative skills (pass/fail) testing • Meets all of the NWCG (National Wildfire Coordinating Group) requirements All of the wildland training will still meet the NWCG guidelines and requirements outlined in the Field Managers Course Guide (PMS 901-1), Wildland Fire Qualification System Guide (PMS 310-1), and specifications outlined within each course instructor’s guide (INSTG).

UFRA will still be doing supported and direct deliveries of NWCG courses for fire departments. UFRA will still adhere to 6 | UFRA Straight Tip

the guidelines and recommendations of NWCG, FEMA, and NFPA for any courses administered through the Wildland Program.

Non-Certification Testing: • NWCG final tests administered and recorded by the lead instructor o Passing score of 70% or higher (INSTG S190, S130, S131) • Class rosters submitted to UFRA—Training Division o Final test scores recorded on the roll o Final test submitted to UFRA (archived) • NWCG course completion certificates will be issued by UFRA and/or Forestry, Fire & State Lands o All certificates issued will be recorded by the issuing agency o For record keeping, a copy may be sent to the UFRA Training Office and will include the date, location, and lead instructor name for the associated class

Wildland Training

The options for wildland training are the same for both the certification and non-certification testing routes.

Message from UFRA UFRA History Continued from page 3

The Utah Task Force assisting on a burnout operation during the Thomas Fire of December 2017.

Supported Course Delivery: UFRA will assist with the books and skills trailer for the wildland course. The department will still request and schedule courses through their UFRA program manager. All instructors will meet the NWCG guidelines. Certificates of completion will be issued by UFRA or Forestry, Fire & State Lands.

Direct Course Delivery: UFRA will teach the class and provide the instructors. Scheduling requests for this delivery method will also need to be made through the department’s UFRA program manager. Certificates will be issued upon successful course completion.

Online Courses (S130 / S190): Students must follow the NWCG / NFA requirements outlined in the program. To receive full credit, the individual must submit their unit completion certificates to the UFRA wildland coordinator. The completion certificates are NOT a NWCG course completion certificate. UFRA will issue the course certificate upon verification of the modules.

For more information or if you have questions, contact Dan Cather at 801-852-4723 or catherda@uvu.edu.

Now you know a little more about our history and the directors who were instrumental in developing and moving UFRA forward for over 58 years. If our past tells us anything, it should tell us that the future of UFRA will continue to be led by those who will keep pace with the ever-growing, ever-changing demands facing Utah’s fire service and will continue to provide the best service and cutting-edge training available.

The history of UFRA shows a commitment to sustainability, and we should all look optimistically to the future in building upon our great legacy.

Writing this article has made me reflect on the past 25 years, which is how long I’ve been working here at UFRA. Throughout those years, I’ve had the opportunity to work alongside four directors and hundreds of dedicated staff, instructors, and faculty members as well as fire service leaders throughout the state. It’s been a privilege and honor, and I wouldn’t trade my time, experiences, and friendships for anything. If there’s one thing I know for sure, it’s that UFRA is in capable hands and will continue to be the best fire training organization in the nation!

Lastly, I invite you to visit the Utah Fire & Rescue Academy and see our new and improved lobby area. It will include an organizational chart, a staff picture, and a UFRA timeline as well as our Mission, Vision, and Value Statement. We all welcome you!

Jolene Chamberlain began her UFRA career in 1993. She has served in many positions at the academy during her 25 years there; she currently serves as assistant director over planning.

Fall 2018 | 7

FIREFIGHTER LAW

First Amendment and Photography Question

by Curt Varone

Today’s burning question: If the First Amendment gives people the right to film us in public doing our job, doesn’t it also give a firefighter the right to film while on duty? Our chief says we surrender our First Amendment Rights when we are on duty. How can that be?

Answer: This is going to sound like double-talk, but the idea that the First Amendment gives people a right to film as well as the fact we “surrender” our rights, needs to be clarified before I can even begin to answer the question.

The First Amendment serves as a limitation on government.

Government cannot violate people’s First Amendment Rights.

The First Amendment does not extend to private parties. For example, a private sector employer is free to suppress the free speech rights of its employees without a concern for violating the 1st Amendment.

As you correctly mentioned, the public has a right to film governmental employees who are engaged in the public’s work in public places. But to be more specific, government – through its employees – cannot stop private citizens from filming.

So far, nothing earth shattering, but it is necessary to understand these foundational issues before we get to your question.

A few more nuts and bolts are also in order.

Government includes agencies and public employers at the local, state or federal levels. All three levels of government must respect the First Amendment Rights of everyone, including its employees.

Now, let’s look at employer rights. An employer is entitled to place reasonable restrictions upon its employees while they are working. An employer can require its employees to wear certain uniforms, to work certain hours, and to follow certain procedures. An employer can even prohibit its employees from taking photos while at work. This applies whether the employer is in the private sector or the public sector. It is an inherent right of the employer.

You are a firefighter. Your fire department (which I assume is a local municipal fire department) can limit your picture taking 8 | UFRA Straight Tip

while you are on-duty. That is an inherent right of an employer.

To start to zero in on an answer to your question, your employer can restrict your rights to take photos while on duty… but… what if your employer does not do so? What if your employer allows you to film at work? What happens if a governmental official from a different level of government (let’s say a county sheriff, a state trooper or FBI agent) attempts to stop you from filming?

While your employer can restrict your right to film in public while on-duty, governmental officials who are not your employer still must respect your 1st Amendment Rights. They are not your employer and arguably must respect (not violate) your First Amendment Rights.

So to summarize – it is not as simple as saying that you “surrender your rights” when you are at work. Admittedly, your employer has the right to put reasonable limitations on what you do while you are being paid, and that includes limiting your right to take photos. However, that does not mean you lose your 1st Amendment Rights while at work. It is possible that a firefighter’s 1st Amendment Rights could be violated by another level of government that is not the person’s employer.

Curt Varone has over 40 years of fire service experience and 30 as a practicing attorney licensed in both Rhode Island and Maine. His background includes 29 years as a career firefighter in Providence (retiring as a Deputy Assistant Chief), as well as volunteer and paid on call experience. He is the author of two books: Legal Considerations for Fire and Emergency Services, (2006, 2nd ed. 2011, 3rd ed. 2014) and Fire Officer's Legal Handbook (2007), and is a contributing editor for Firehouse Magazine writing the Fire Law column.

Originally posted by Curt Varone on firelawblog.com on July 24, 2018. Reprinted with permission.

An especially important but challenging administrative task that volunteer chiefs face early on when transitioning from firefighter to officer is dealing with finances. I read daily about fire chiefs making serious mistakes by not following basic financial or accounting principles. When it comes to financial planning (budgeting), a business professor once gave me a simple rule to follow: “Never spend more than you have.” This may sound overly simplistic, but you would be surprised how many businesses and fire departments have failed or faced criminal repercussions by not following this simple rule.

Every fire chief needs to be familiar with basic budget and accounting procedures. A fire chief needs to know about department funding, where it comes from, how much is available, how you can access those funds, how to obtain bids, and how to account for expenditures. If you have questions or concerns, which every new fire chief should, take time to meet with your sponsoring entity’s chief financial officer or whoever administers the department’s budget. This person can offer direction on basic accounting principles as well as train you in their financial policies, procedures, and requirements.

Needs, Wants, and Wishes Many chiefs have found success in budgeting by maintaining three basic lists: department needs, wants, and wishes. Progressive departments are constantly changing these lists based upon their safety protocols, risks, and response requirements.

Needs Items needed for the department’s basic functions (e.g., fuel, PPE, SCBAs, training, tools, EMS supplies, radios, equipment maintenance and repair, etc.).

to know about grants, but here are some of the basics for those wanting to learn: • A basic understanding of the Occupational Safety and Health (OSHA) laws and the National Fire Protection Administration (NFPA) rules will help in justifying the need when applying for grants.

• Fire grants come from various federal, state, community, and private organizations.

• Grants often have different financial requirements: o Some grants require no matching monies; these are often referred to as 100% grants. o Other grants may require a cash match, such as the Federal Assistance to Firefighter Grants (AFG). o Other grants, such as Utah Fire Department Assistance Grant (UFDAG), may allow a sweat equity match, meaning labor can be used in lieu of money.

Networking with other fire chiefs can really pay off when it comes to grants. Speak with fire chiefs who have obtained grants in the past; most are willing to offer direction to new and even veteran fire administrators.

As I shared in the previous article, some of this information about complex management duties can be daunting, but don’t be discouraged; all new fire chiefs face the same or similar issues.

We are all still learning on the job. Seek to learn some basic

Wants Items to enhance the department’s response capabilities or make its firefighters more efficient (e.g., upgrading tools and equipment, purchasing newer apparatus, upgrading PPE, etc.).

If a chief fulfills everything on their needs list and makes it to the want list, the department is doing well.

Grant Writing A basic part of budgeting is grant writing. Every fire chief needs to learn or assign someone to learn how to apply for and write grants. I have yet to meet a fire chief who has an unlimited budget. Quite the contrary. Most chiefs struggle to find funding for essential firefighting equipment. While most grants will not help with the day-to-day operation expenses, they may be able to help you obtain equipment from your needs list. There is a lot

Wishes Items that may ease a department’s response to incidents but are generally not required.

financial principles, like budgeting and grant writing, and you will find yourself improving and succeeding in your duties as a fire officer.

Paul Bedont has served as a volunteer as well as a career firefighter and is currently employed as the fire chief for Price City. He has worked for various private, state, county, and local governments and holds a degree in criminal justice from USU. Fall 2018 | 9

VOLUNTEER CHIEF'S CORNER

FINANCE AND BUDGETING

VEHICLE EXTRICATION Airbags deploy only once and deflate quickly after the initial impact, so airbags are not beneficial during a subsequent collision. Undeployed airbags pose a safety risk to vehicle occupants and rescue personnel.

EXTRICATION TOOL BOX

Vehicle Anatomy: Airbags to Crumple Zones Since almost every piece of a vehicle body can be effectively manufactured with grades above 210 MPa (high-strength and ultra-high-strength steels can be used for more than 90 percent of the body structure), some auto manufacturers have developed a lighter, stronger auto body that fits the most popular vehicles today.

Crumple or crush zones are built into the front and rear ends of cars to absorb crash energy and help keep the passenger compartment intact.

Major improvements in vehicle construction, materials, and safety features have required many changes in extrication techniques and equipment. To ensure safe, rapid, and effective removal of persons trapped in a motor vehicle, a well-practiced, systematic approach to vehicle extraction is required. The foundation of this approach is to study and understand vehicle anatomy and technology.

Vehicle Body Materials Most automotive designs and manufacturing commonly use high-strength steels. Their properties allow thinner gauges to be applied throughout an auto body, rendering a stronger, lighter vehicle. The appeal in incorporating high-strength steels comes first from its ability to carry a great deal of stress compared with other materials; it also outperforms other materials during highenergy loading like a vehicle crash.

10 | UFRA Straight Tip

One part of vehicle bodies, A-posts, can be made with several layers of steel or composite materials. They can contain a boron rod that extends from the firewall through the roof rail and terminates in either the C- or D-post. The rod, in conjunction with high-strength steel, may be impossible to cut with older rescue tools.

Vehicle body materials can be comprised of electro-galvanized sheet steel, aluminum, carbon fiber, composite material, and high-impact plastic. Plastic can shatter, crumple, or tear away, making it difficult to find a leverage point for safely stabilizing the vehicle. Carbon fiber and composite materials are hard to cut, and both give off dust particles and hazardous combustion by-products. Rescue personnel should always use airway protection when cutting these materials.

Crumple Zones Crumple or crush zones are built into the front and rear ends of cars to absorb crash energy and help keep the passenger compartment intact. A crumple zone works by absorbing energy from a crash, preventing that energy from intruding into the passenger compartment of the automobile. Crumple zones allow the front of the vehicle to crush like an accordion, absorbing some of the impact of the collision. The front of the vehicle effectively acts as a cushion that slows the time it takes for the vehicle to

A seat belt pre-tensioner is a device installed in late-model vehicles to reduce slack that may exist in a seat belt system at the moment of a frontal collision.

come to a complete stop; this spreads the crash force out over both time and distance, applying less force on passengers.

Airbags Airbags (including frontal bags for driver and front passenger, along with seat-mounted side bags and “curtain” airbags, which cover the side glass) are another hazard that rescuers should be aware of.

Airbags deploy only once and deflate quickly after the initial impact. They are not beneficial during a subsequent collision.

Undeployed airbags pose a safety risk to vehicle occupants and rescue personnel.

Seat Belts and Pre-tensioners Seat belts help to reduce the risk of injury in many types of crashes. They help to properly position occupants to maximize the airbag’s benefits, and they help restrain occupants during the initial and any following collisions. Most modern seat belt assemblies use three-point anchoring systems in conjunction with a pre-tensioner, which locks the belt in place during a crash event.

A seat belt pre-tensioner, another innovation important for rescuers to understand, is a device installed in late-model vehicles to reduce slack that may exist in a seat belt system at the moment of a frontal collision. Using the seat belt system correctly allows the supplemental restraint airbag system to work most effectively. A loose seat belt system does not keep the occupant in the proper position during the forces of a crash. In order for frontal airbags to reduce or eliminate injury, the occupant must be seated, belted, and correctly positioned in the vehicle.

Pre-tensioners may activate mechanically by the force of deceleration or may be activated by a small electrical current similar to that which deploys frontal airbags. In order to pull the slack out of the seat belt, the pre-tensioners must be directly connected to the seat belt system. Three types of pre-tensioners in use today are mechanical, electrical, and pyrotechnic:

Mechanical pre-tensioners use an inertial wheel with a pendulum device that moves under the rapid deceleration of the crash to lock the belt into place. Such mechanisms can often be detected by giving a sudden tug on the belt. A mechanical pre-tensioner will automatically lock the belt into place, with the intent of limiting occupant travel in the event of a crash.

Electrical pre-tensioners replace the mechanical means of sensing deceleration (the pendulum) with an electrical device that is sometimes tied into the airbag ignition circuits.

Pyrotechnic pre-tensioners use electrically triggered pyrotechnics that tighten the seat belt a prescribed amount upon sensing a crash. These devices can operate on either the buckle or ratchet side of the seat belt mechanism. Rescuers must peel away the trim and molding to find the pre-tensioners and avoid cutting through them during an extrication operation.

Understanding these and other parts of a vehicle’s anatomy is the first step for practicing vehicle extrication in a way to maintain a high level of professional extrication skills and be able to safely, quickly, and effectively extricate those trapped in a real-life situation.

Stay Safe…Chief Young

Russell Young is a retired battalion chief and assistant training officer for the Orem Fire Department, where he was responsible for extrication and ambulance driving operations. He is the chief of the Duchesne Fire Department.

Russ has been a paramedic for over 22 years. He has a BS in emergency services management, is currently completing his MBA and MPS, has over 25 years of experience in fire and emergency medical service, and is an instructor and certification tester for UFRA.

Fall 2018 | 11

FIRE TACTICS

Modern-day Ventilation Tactics Require Modern-day Thinking Today’s residential fire environment is vastly different from what the fire service experienced in the ‘60s and ‘70s. Fireground talk back then (yes, I was a rookie in the ‘70s) was about dragging hose to the “seat of the fire” and breaking windows and cutting holes for ventilation. Discussions about ventilation revolved around pros and cons of vertical ventilation, breaking lots of windows, and the use of smoke ejectors placed in windows and doors. In the 1980s, ventilation talk began to transition from smoke ejectors to blowers; incorporating a fan at the door coordinated with fire attack started to gain popularity. Positive pressure attack (PPA) then gained attention as a valid tactic with certain fire conditions. As we continue to advance in our knowledge of techniques and methods, we must continue the conversation and keep up with the new tactics so our modernday firefighting can reflect modern-day thinking!

Why Have Ventilation Tactics Changed?

In the late 1970s, residential structures were beginning to transition from “legacy” fuels (i.e., wood and natural fibers) to plastics and from conventional construction to lightweight. Interior furnishings burning today have much higher heat release rates and consume oxygen more readily, requiring us to rethink ventilation tactics.

Today’s residential fires have an abundance of fuel, and growth is limited by the available oxygen. Hence the term a vent-limited fire. The growth of fire is proportion to the amount of oxygen we feed it. These fires are just waiting to be “stoked” with oxygen.

Control the air and you can control the fire. Today’s residential fire environment has to be more centered toward limited air flow in fire operations.1 What Are Today’s Tactics?

A major key to today’s fire operation revolves around “door control” and coordinating the initial interior fire attack. It is crucial to have someone assigned to closing the door, prior to entry if open, and then limiting the air flow right after the fire crew has entered (or after forcible entry). Those with staffing challenges may need to get creative on the door control. This could be assigned to the engineer or rapid intervention crew, but the benefits are worth it. Once inside, interior attack crews should ensure doors are closed where possible to limit the flow path and extension.

“Vent as you go” tactics traditionally taught in the past have the potential to draw the fire flow path towards the room. As mentioned before, this is especially true with the fuels of today’s high heat release and oxygen consumption.

One of the concepts taught in VEIS (Vent, Enter, Isolate, and Search) for emergent rescue operations is to close the door to the room being searched to take it out of the flow path. This allows the searchers to tactically ventilate the single room. The “isolate” is a big part of the equation to safely complete this life-saving tactic. VEIS performed away from the fire-involved area of the structure has the potential to put the room into the flow path, so control of the interior door is crucial.

When it comes to ventilation techniques, there is certainly a time and a place for strong truck operations on a roof, which includes vertical ventilation. On those structures that allow you

12 | UFRA Straight Tip

the luxury of more time (not lightweight typically) and when it is tactically appropriate, that is certainly a great option to “systemically remove the heat, smoke and fire gases” as IFSTA’s Essentials of Firefighting had taught us in the recruit academy.

There is a time for the use of fans to tactically ventilate the interior of a structure.

I would encourage us to follow the studies being done on ventilation limited fires and continue to learn more about the ongoing research. Participate in lively firehouse discussions about PPA and vent-limited fire attacks! A smarter firefighter is a safer firefighter!

1 This has been the major topic of recent studies from Underwriters Laboratory Firefighter Safety Research Institute (“Fire Development Changes When a Fire Becomes Vent Limited,” Tactical Considerations Web Series, Episode 5, June 25, 2018) and the National Institute of Standards and Technology (Craig Weinshenck, “Experimental and Computational Characterization of Strong Vent Flow Enclosure Fires.”

University of Texas at Austin, in cooperation with the National Institute of Standards and Technology, April 2012).

Kevin Ward is a 40-year fire service veteran, having been the fire chief for Layton City since 2004.

Prior to this appointment, Chief Ward progressed through the ranks from firefighter/paramedic to battalion chief with the Chandler Fire Department in Arizona.

He holds several NWCG qualifications, such as ICT3 and Structure Protection Specialist, and is an instructor for the Utah Fire & Rescue Academy. Chief Ward has been an instructor for UFRA’s Command Training Center since its inception.

Fall 2018 | 13

WILDLAND

FFSL Hosts Wildland Engine Training for Volunteer Fire Departments

by Leann Fox, Communications and Prevention Coordinator Utah Division of Forestry, Fire & State Lands

Utah Division of Forestry, Fire and State Lands (FFSL) area staff and Lone Peak Conservation Center (LPCC) staff along with cooperators from Bureau of Land Management (BLM), U.S. Forest Service (USFS), and Interagency Fire Dispatch Centers (IFC) provided wildland fire training for local fire departments across the state to prepare firefighters for the wildfire season. They included training on firing operations, water pump operations, engine rolling attack, progressive hose lays, structure protection, and many other skilled areas.

FFSL is divided into six areas across the state: Northeast, Bear River, Wasatch Front, Central, Southeast, and Southwest. Each year the Utah legislature provides funding for wildland fire training for the fire departments. Each area’s fire management team works with the local fire departments and federal agencies to determine the type of training needed for the specific area.

After approval from the FFSL state fire management officers, the area staff plans and coordinates the training.

“This training is specifically for our cooperative fire departments that help us each and every year. The training ranges from the down and dirty operations of the engine in the field, to hose lays, drafting operations and even a size-up on a fire for ICT5 incident,” said Brett Ostler, state fire management officer (FMO).

“The value that the fire departments receive from this training speaks for itself when the fire departments catch the vast majority of all wildfires in Utah before they reach 10 acres.”

The training includes live scenarios of emergency situations, structure protection, and a review of communication protocols.

The Northeast Area training included a prescribed burn near Stewart Lake in Uintah County.

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“This was the first time I had been involved in planning volunteer fire training,” Northeast Area FMO Ryan Lafontaine said.

“Last season I used the volunteer fire departments on a prescribed burn and noticed how new this practice was to them, which sparked this idea. I knew training like this would give them another tool to rely on should the situation present itself to fight fire with fire.”

Lafontaine said that the proven benefit of allowing firefighters to implement new skills and techniques while gaining experience in a real-life setting is invaluable. Having experienced staff and interagency contributors involved, volunteers are able to ask questions as they arise and learn from local fire managers.

Northeast Area held a compressed firing operations course (S219) in Uintah County. Engines from North Summit, Wasatch County, Fruitland, Jensen, and Naples fire departments were in attendance, together with Lapoint-Tridell Fire Department and

The training includes live scenarios of emergency situations, structure protection, and a review of communication protocols. The Northeast Area training included a prescribed burn near Stewart Lake in Uintah County. (pictured to the left) Uinta Fire Suppression District. The departments learned effective ways to use ignition devices to fight fire with fire.

Bear River Area hosted their 9th annual Northern Utah Wildland Engine Training with Rich County, Cache County, Box Elder County, and Weber County on June 1–2. Training involved more than 80 firefighters training together for a potential large-scale emergency. Breakout sessions included structure protection, structure triage (determining if the structure can be defended), and communication protocols. The news media came to cover the trainings and interview the firefighters. Thank you to Weber County personnel for putting together a highlight video: https:// tinyurl.com/2018engine-training.

Wasatch Front Area provided specific training to individual departments, offering basic firefighting classes as well as advanced firefighter classes. The fire staff and departments conducted field exercises, which included structure protection and progressive hose lays. The fire staff conducted portable water tank training for the Salt Lake FD, and that training was put into practice on the July 24th Columbus Fire above Capitol Hill. The area instructed firefighters from Salt Lake City, West Valley City, Sandy, Draper, West Jordan, South Davis Metro, and Farmington fire departments.

“As a result of this practice we have personal contact with over a hundred firefighters annually and they get to know us, and we them. We have an excellent working relationship and it proves itself on fires we interact on,” said Dave Vickers, Wasatch Front Area FMO.

Central Area held classes in Richfield on March 21–24. They put on two classes: S-230 (Crew Boss) and S-321 (Engine Boss).

There were more than 25 firefighters in attendance from Sevier County, Sanpete County, Millard County, Juab County, and Bluffdale City. These classes all built up to a field day (mock fire scenarios) held on Saturday, March 24th. On the scenario day, 55 additional firefighters from different departments in the Central Area attended. Firefighters from the cities and communities of Koosharem, Elsinore, Lyman, Mt. Pleasant, Delta, Gunnison, Rocky Ridge, Nephi, Mona, Eureka, Fairview, Sterling, Spring City, Moroni, Ft. Green, Indianola, Manti, and Kanosh all participated. Approximately 80 people attended the scenario. The instructors were from FFSL Central Area, LPCC, BLM, USFS, and Gunnison Fire Department.

Southeast Area held training in Moab on April 6–7. The area instructed courses on basic level firefighting, engine and pumps operations and fireline tactics, fire fatalities lessons learned, radio operations, and fire size up. The BLM, USFS, and Moab IFC assisted with instruction. There were 43 students that attended from 13 different volunteer fire departments.

Southwest Area hosted their workshop in Cedar City on April 27–28. Engines and firefighters went into the field and did practical evolutions for initial attack scenarios. There were 95 participants, 13 cadre, and 21 fire departments, with 23 pieces of equipment represented. The wildland fire engine workshops have been occurring since 2008 and provide additional training to more departments each year. With the continued funding, the workshops and tradition will continue.

State FMO Ostler said, “This training not only benefits the fire departments, it benefits the tax payers of this great state, by keeping fire suppression costs low.”

“As the summer months prove fire season is here, we feel confident in our staff and local fire departments’ ability to safely fight fire because of the successful training put on during the spring,” said Lafontaine.

For information about how local volunteer fire departments can get involved in 2019, please contact your local FFSL office or call 801-538-5555.

The Central Area participants (above) attended classes (left) that culminated in a day of mock fire scenarios.

Fall 2018 | 15

BACK TO BASICS

Who’s Your Science Guy? NFPA 472 Standard for Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents (2018) defines a risk-based response process as “a systematic process by which responders analyze a problem involving hazardous materials/weapons of mass destruction (WMD), assess the hazards, evaluate the potential consequences, and determine appropriate response actions based upon facts, science, and the circumstances of the incident” (3.3.57). So as hazmat responders, we have the following responsibility for a risk-based, not fear-based, approach to the incident response: • Analyze a problem involving hazmat/WMD materials • Assess the hazards • Evaluate the potential consequences • Determine appropriate response actions • Base the process on facts, science, and the circumstances of the incident I have a question for you: How can we do ANY of these things without first being able to retrieve good incident data? What is the data?

• Ambient environmental conditions • Results of metering and detection devices • Facts and circumstances related to the incident We can stick our finger in the air and get some idea of the ambient conditions, but how would those conditions—heat, cold, wind speed and direction, humidity, light—affect the behavior of the material? If our meters provide us with readings, what do they mean in relationship to the environmental conditions we have? Are they reliable readings? When was the last time the device was calibrated? Are the sensors expired, or what are the possible cross sensitivities? Have the temperature ranges been exceeded? Am I using it properly and is it the right technology for the material challenged? And finally, what does the data mean when considering the facts and circumstances? Can I say, “That makes sense given this fact or this circumstance”?

We were creating a generation of responders that were not interested in the science aspect of hazmat response.

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Without sound, real-time, and accurate data, response actions cannot be accurately made, which is our mandate as per NFPA 472. In other words, without the data and a method for extrapolating that data based on current environmental, factual, and circumstantial information, we cannot make decisions regarding responder or public protection. Among the decisions that require accurate data are • Arriving at a presumptive or valid identification of the unknown material to assess the hazards present, • The hazards or threats associated with the material – if it is known, • The level and compatibility of PPE (clothing and respiratory), • Responder and public protective action distances, • Determining incident site control measures and distances, and • Identifying decontamination procedures for type and assessing efficiency.

A Bad Ratio So where is this going? Back in 2013, the National Fire Academy held a meeting with hazmat subject matter experts and training officers from around the nation in order to illuminate the gaps in hazmat response. One of the major findings of the group was that too many responders were only interested in donning, working in, and doffing hazmat PPE (i.e., Suits-n-Boots). Of course, decon and site control was knowledge everyone had to have at the operations level.

We were creating a generation of responders that were not interested in the science aspect of hazmat response.

Science functions were left to “that science guy” who had the chemistry background or some other interest in metering and detection. The ratio of “that science guy” to the Suits-n-Boots crowd was estimated at about 1:30. So when the science guy was in Disneyland with family, the team was left to make poor decisions based on bad science—not because they were dumb but because they didn’t want to know. It’s not a good feeling when the incident commander asks you, “Should I shut down the mall or not?” and you don’t have the knowledge or confidence to make the recommendation.

Filling the Knowledge Gap I’m happy to announce that the National Fire Academy (NFA) in Emmitsburg, MD, has filled the gap with a new six-day course, Advanced Science of Hazardous Materials/WMD Response (R0655)

The inaugural pilot class of the new Advanced Science of Hazardous Materials/WMD Response course at the NFA, July 2018.

that will be available June 2019. The course is designed to facilitate comprehension, analysis, and implementation of the facts and science given the circumstances associated with riskbased response/decision making. It is a scenario-based course that is intended to facilitate students gaining and sharing the knowledge, skills, and abilities to effectively make and verbalize justifiable risk-based decisions and sharing those outcomes with others involved in the response decision-making process— gathering, analyzing, and relaying that information to decision makers. Throughout the course, students work on scenariobased activities with real data points gathered at UVU with the assistance of Dan Demille, who recorded over 3,000 digital meter readings and data points. Students analyze the data and conduct briefings, taking the entire risk-based decision process to a conclusion. Methods used are justifiable and compatible with the current and emerging standard of care.

Before taking this new advanced class, I highly recommend taking the 10-day NFA Chemistry for Emergency Response course (R0233), although it is not required that you do so. Most participants in the advanced science course that did not have a chemistry course in their background tell me they wish they had taken chemistry first. Alternatively, UFRA offers a 40-hour Utah Hazardous Materials Technician Science course, which is an accelerated version of the NFA’s chemistry course with an additional module on metering and detection, which the NFA’s chemistry course doesn’t have. Since the NFA’s new advanced science course is currently in the pilot phase and will not be available until June of 2019, there is enough time to get a chemistry or UFRA science course completed.

Attention Utah Fire Chiefs: The Educational Technology Team is expanding its library of video footage to use in UFRA training videos. If you have an acquired structure to burn that we could film, please contact Dalene Rowley at dalener@uvu.edu. Thank you!

If you’re looking for a unique specialty or to further your knowledge, skills, and abilities and, frankly, to increase your value within your organization, consider being the “science guy”—we need you out there.

Andy Byrnes, EFO, MEd, retired after 21 years at the Orem Fire Department as a special operations battalion chief. He currently works as an associate professor for Utah Valley University and as director of the university's Recruit Candidate Academy.

Fall 2018 | 17

LEADERSHIP

Introspective Evaluations Over the years, I have performed plenty of employee evaluations. Some were informal, some were simply annual evaluations to let the employee know where they stood with regards to department standards and my expectations, some for merit raises, and some were evaluating whether an employee should keep their position with the department. It wasn’t until recently that I realized an evaluation is not just about the employee. In many regards, an evaluation reflects the organization. Employees will have a difficult time being successful if the organization/supervisor is not doing their part. In reality, when an employee is not performing as expected, the first thing the leader or organization should do is an introspective evaluation. Honest introspection may reveal the employee is not being given what they need to perform to expectations. The introspective look should evaluate three key areas: tools and resources, opportunity, and culture.

older generations is not an easy task. Plus our officers have to be able to adapt to the diversity. This area could most certainly have legal implications for the officers, department, and municipality.

Tools and Resources Tools and resources to perform the job would seem to be the easiest area to evaluate, but it is not simply hand tools or written material. This area includes all necessary personal protective equipment, educational materials, IT needs, and much more. Today’s workforce is much more diverse than in the past, which helps us provide a better service to our communities.

However, that means we have to pay special attention to how our workforce learns and advances. Providing the proper resources to ensure we are covering our millennials through our

Culture Providing a positive culture may seem self-explanatory, but if the overriding culture is against progress and change or is simply negative and pessimistic, employees may have a difficult time meeting expectations. This is true at the crew, platoon, and department levels. Unfortunately, we all have that one crew we know new employees will not do well with.

It may be that the crew does not want to train a new employee (I guess they forgot what it is like to be new on the job) or that they may feel threatened; they may still subscribe to the

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Opportunity Evaluate whether the department gives employees the opportunity to practice and grow with new skills and knowledge. With increasing calls for service and not much increase in resources to handle those calls for service, the employee training opportunities are diminishing. Time is required for mastery of any skill. Ensuring employees have an opportunity to learn and practice is important, especially before the service is delivered to the community. It is unreasonable to hold an employee accountable for something you have not provided ample opportunity for them to perfect.

negative reinforcement theory of paramilitary—or worse they have held onto the tradition of treating new personnel to their crew poorly until they have earned their position. Any of these reasons can be disastrous for a new employee or an employee trying to climb the ladder of the department.

An introspective evaluation of these three areas can have more benefits than just to help with the one employee who is being evaluated. Evaluating an employee is never easy, but it can prove to be daunting when there is more on the line than just letting the employee know where they stand with the department; supervisors can often find themselves performing evaluations when the employee’s job, rank, or raise is on the line. While we as supervisors should be able to fall back to the job descriptions and standard operating procedures in evaluations, we sometimes view employee failure as a personal failure. An introspective evaluation can help the supervisor see that he or she and the department have done all they could to help the employee succeed.

Plus, an introspective evaluation may be helpful to more personnel than just the one being evaluated; it may reveal cultural or supervision training needed in the department.

Basic but Essential: Equipment for Every Vehicle

by Brian Brendel, Assistant Fire Chief, Mountain Green Fire Protection District

Every department/municipality/officer has a responsibility to ensure employees can succeed. Evaluating employees is one of the basic ways to let them know where they are with regards to department expectations. Introspective evaluations can keep supervisors and organizations confident that they are doing everything possible for employees to meet those department expectations.

Jeremy Craft has been in the fire service for the past twenty-five years. He began his career as a volunteer for the local ski patrol in Montana but soon after, sought training in Utah as a paramedic and worked as a part-time employee with South Davis Fire District. After paramedic school, he was hired by Provo Fire and Rescue. Jeremy has worked as a medic engineer, captain, and battalion chief. He was fortunate to be able to fly with Life Flight for five years.

Jeremy began pursuing his education, and in 2009 he graduated with honors with a bachelor’s degree in public emergency services management from Utah Valley University. He continued his education at Upper Iowa University and graduated with a master of public administration. He completed the Executive Officer Program in 2014.

Jeremy took the job of Lehi City fire chief in December of 2014 and still holds that position today.

All your vehicles, regardless of size or function, are FIRE APPARATUS, and the public always expects the fire department to be able to do something if you happen upon an emergency, even if you’re “just returning from the shop.” So, in order to avoid an embarrassing incident that ends up on the front page of the Deseret News (or in this day and age, the Washington Post), all Mountain Green department vehicles carry a very basic level of ridiculously simple equipment: • A way to be protected from fire (PPE) • A way to put out a fire (handheld extinguisher) • A way to treat a patient (BLS bag or first aid kit) • A way to break in to something (Halligan and flat-head axe forcible entry combo) • A way to not go into the water to save someone, namely, a rope-throw bag You can certainly add other things, like “A way to save yourself from getting too close to a hazmat scene (binoculars)” or “A way to not drown yourself (PFDs).” But you get the idea. Think about what simple equipment you would use that you can stow in your department vehicles to always be prepared. Preparation with these simple items can not only prevent embarrassment but can also be incredibly useful in emergency circumstances.

Fall 2018 | 19

MENTAL HEALTH

Building Resilience in the First Responder: An Integrative Approach to Health and Wellness

by Captain Joy Stearns, West Jordan Fire Department

First responders are traditionally seen as heroes, putting their lives on the line to save others. Deep down, all first responders are people first. They are fathers/mothers, brothers/sisters, and sons/daughters. They are ordinary people that often find themselves in extraordinary situations. Because of this, we are not immune to the effects of stress that the job can have on us.

Many emergency responses involve traumatic situations.

Regular exposure to these types of critical incidents can start to have adverse effects on the mental health and well-being of first responders. Unhealthy coping mechanisms can lead to depression, anxiety, substance abuse, sleep disturbances, and career burnout. These adverse effects are often a result from posttraumatic stress (PTS) and if not treated, can lead to even more serious conditions like posttraumatic stress disorder (PTSD) and possibly suicide.

Traditionally, emergency service training has concentrated on physical preparation. Departments invest a significant amount 20 | UFRA Straight Tip

of time and money into new recruits to ensure they have the proper equipment and training to safely perform the tasks required for the job. However, they frequently neglect the mental and emotional side of the job. With the increase in PTS and suicides across the nation, mental health is becoming a higher priority. We are now recognizing the important role of mental health in the safety and well-being of our first responders.

Starting with new recruits and continually educating our members, we can help to strengthen, build, and protect our minds from the negative aspects of the job.

The negative effects from critical incidents are often not recognized or discussed, and first responders carry the increasing burden alone. Not wanting to share with others for fear that they would be perceived as weak, they turn to unhealthy means of coping. Traditionally, first responders are unwilling to ask for help because of the perception that they are the ones that are supposed to help fix others’ problems. We all pride ourselves in having the knowledge, skills, and ability to fix the problems

Starting with new recruits and continually educating our members, we can help to strengthen, build, and protect our minds from the negative aspects of the job. when responding to an emergency situation. First responders can have a hard time recognizing when they might be the ones in need of help, where to get that assistance, or how to ask for it.

The tools and resources traditionally available in the fire service have often been reactionary. With the inherent traumatic situations first responders are going to encounter, it is advantageous to use preventative and protective measures to best prepare them. By empowering all emergency service workers with the knowledge and tools needed to protect themselves mentally, they can be more prepared for the trials of the job and have a better understanding of when and how to ask for assistance.

An effective way of strengthening and building oneself mentally is through resilience. Resilience is the ability to recover and grow from an adverse situation or event. Resilience training programs have been used in similar high-risk occupations, like the military and police force, and have demonstrated improvement in officer wellness and is a perceived benefit for personnel leaving on deployment.1 Similar preventative resilience training classes can be incorporated into the fire service and other emergency service agencies to better protect the mind from the adverse effects from traumatic stress.

The Utah Fire and Rescue Academy, as a leader in the community, has made mental health a high priority and is working on bringing classes and information on the subject to first responders. For the past couple of years, they have been working closely with Jordon Peterson, a battalion chief for Murray City Fire Department, to start building awareness of the need for mental health initiatives. He has offered classes, written articles, and provided other materials to promote overall well-being in the emergency service industry.

Jordon has done a fantastic job in spreading information all over the state and other parts of the country on the importance of mental health. With his recent promotion to battalion chief, he is stepping back from the role of mental health coordinator for UFRA but will continue to stay on as an instructor. I want to thank Jordon for putting so much time and effort into the development of UFRA’s mental health program.

As the new mental health coordinator, I look forward to building on the foundation that Jordon has started. I am passionate about educating and strengthening a population that I care so deeply about. I have over 16 years in the fire service and am currently a captain with West Jordan Fire Department. I have a master’s in health promotion and education from the University of Utah.

For the past year, I have been traveling around the state teaching resilience to different emergency service and government groups, specifically concentrating on the development of resilience and stress management programs in the fire service.

In this next phase of UFRA’s program, we will continue to provide up-to-date information on mental health and overall wellbeing. Our vision is to grow the program and offer even more classes in the future, building on the information that has been offered before and providing education for the individual and for the department in ways that build and cultivate resilience. We will be bringing on a team of instructors that will help to disseminate the information to classes all over the state. Although the information is getting out there and conversations are starting to happen, we still have a long way to go to integrating it into our personal and professional lives. We look forward to building our mental health program and taking this journey towards resilience and greater well-being with you.

1

Foran, H. M., Adler, A. B., McGurk, D., & Bliese, P. D., (2012). “Soldiers’ perceptions of resilience training and postdeployment adjustment: Validation of a measure of resilience training content and training process.” Psychological Services, 9(4), 390-403. doi: 10.1037/a0028178

Weltman, G., Lamon, J., Freedy, E., & Chartrand, D., (2014).

“Police department personnel stress resilience training: An institutional case study.” Global Advance in Health and Medicine, 3(2), 72-79. doi: 10.7453/gahmj.2014.015

Joy Stearns is a captain with West Jordan Fire Department and has been in the fire service for over 16 years. She has a master’s in health promotion and education through the University of Utah.

She has worked with fire departments and various other agencies across the state, spreading knowledge and skills on resilience and peer support. She is excited to be a part of the UFRA team and looks forward to helping promote mental health in emergency services.

Fall 2018 | 21

TECHNICAL RESCUE

Ice Rescue: Extrication to Ambulance Injuries happen too often in ice rescue extrications; we may injure or even cause the death of the victim while executing a rescue extrication from submergence through the weak ice.

To attain the best possible outcome in an ice rescue operation, extreme caution is critical when extricating the victim from the point of submergence to the ambulance. Four critical elements must be understood and remembered for handling hypothermic patients.

Element One: Minimize Vertical Extrications We must understand that a partially submerged victim is undergoing extreme physiological changes. The most apparent contributor is the cold water temperature and the effects of hypothermia on the body. The longer the victim is in the water, the more fragile they become, making them incredibly vulnerable to injury, even death.

A victim with moderate to severe hypothermia should be handled very carefully and must be kept in a horizontal position to avoid further injury. When cold, the heart is prone to ventricular fibrillation (VF) with any disturbance. Furthermore, with the water pressure on the lower extremities, blood is forced upwards toward the body’s core. Even the most cautious movement of a victim may induce VF. A victim who is in moderate to severe hypothermia, while not in cardiac arrest, may experience severe cardiovascular stress if placed in a vertical position. Let me reiterate: the condition of the victim’s body is very fragile after 22 | UFRA Straight Tip

exposure to frigid temperatures. Avoid vertical extrications as much as possible.

Element Two: Use an Extrication Sled Another critical element when handling a patient in an ice rescue operation is how to extricate the patient once they are out of the water. Let’s consider a few facts. The victim’s body is submerged, with their arms extended out on top of the ice shelf; they are desperately holding on until rescue personnel can rescue them. The victim’s lower extremities are submerged in nearly four feet of water. Water exerts about a half pound of pressure per foot, so this equates to two pounds of hydrostatic pressure on the extremities. Also, we have the ambient pressure at altitude adding to the equation. Water pressure may exert anywhere from ten to fifteen pounds of pressure on the lower extremities, forcing blood upwards. As already emphasized, extracting a victim vertically out of the water can cause blood to drop and pool in the legs, resulting in a drop in blood pressure, which can cause VF or cardiac arrest.

Therefore, we advocate the use of an extrication sled, such as the Rapid Transport Sled that our organization uses manufactured by Ice Rescue Systems. Extrication sleds not only allow the rescuer to place the victim on the sled as a form of insulation against the rough ice but also allows for the extrication process to be as horizontal as possible. Again, victim handling is critical in the overall rescue effort.

to receive the patient, their hands and feet are cold and less responsive than in normal thermic conditions. Our tenders are also wearing winter gloves that are bulky and cumbersome, which impedes their dexterity. The truth is, we don’t train for these cold winter or slippery spring conditions.

When we are called to do the rescue operation, we often mishandle or even drop the patient during transport to photography by Becky Tibbetts the ambulance. One of the ways you can mitigate this issue is to have rescue personnel warmed and ready to receive the patient. EMS should stage in the ambulance waiting to receive the patient, not outside in the elements.

Being slow and steady is much better than being fast and careless and potentially causing injuries to the patient.

At this point, we have the victim out of the hole and on top of the sled. We now must consider how to navigate through the snow, ice, and possibly open water. In using an extrication sled, we can minimize rough and careless handling of the patient while offering a stable, buoyant platform for the rescue. We never advocate pulling a fragile victim over rough ice, over snow, or through open water! However, we do advocate letting the sled take the abuse from rough ice and the winter elements. Using the extrication sled is another way we can protect our patient, who is still in a vulnerable state. Line tending personnel must understand the adage “slow and steady wins the race.” While it is essential we get the victim out of immediate danger and to advanced life support, we must consider the speed in which we do so. Being slow and steady is much better than being fast and careless and potentially causing injuries to the patient.

Element Three: Consider the Best Egress After we reach the shoreline, the operation takes on a much different look. Most of the time the conditions at the shore are sloppy, muddy, and slippery. While we now have the patient on the sled, we often need to consider the best egress location.

Sometimes it’s straight up an embankment, while other times it is further down the shoreline to a less dangerous point of exit.

Element Four: Stage Personnel in the Ambulance Finally, let us also remember that because our tending personnel may have been standing out in the bitter cold elements waiting

In conclusion, for the best possible outcome of any ice rescue operation, we must prioritize the handling of hypothermic patients: • We should minimize vertical victim extrications.

• We should use an extrication sled to protect the patient. But never pull a moderate to severely hypothermic patient across rough ice, snow, or open water.

• We need to consider the best egress location for patient handling with concern to slippery, muddy, and cold winter or spring conditions.

• Lastly, keep EMS personnel warm and ready to receive the patient.

Ultimately, these four critical elements are easy to manage by utilizing the proper ice rescue extrication equipment and receiving a training course from a qualified professional instructor.

Bo Tibbetts is full-time owner and water operations instructor at Public Safety Dive Services, which includes swiftwater, ice rescue, flood rescue, sub-surface operations, and drowning investigations instruction. He has been providing training services to public safety personnel for nearly 14 years. He specializes in surface ice rescue operations. Mr. Tibbetts has been instrumental in standardizing the ice rescue industry with operational standards and equipment protocols over the last 10 years. He can be reached at psdive@gmail.com.

Fall 2018 | 23

DEPARTMENT IN FOCUS

WASATCH COUNTY FIRE DISTRICT

by Janet Carson, PIO, Wasatch County Fire District

Currently WCFD has a staff of 50: 1 chief 3 battalion chiefs 1 administrative assistant 1 part-time financial officer 1 fire marshal 1 warden 21 full-time firefighters 21 paid on-call firefighters The department ISO rating is a 6 for all structures within five miles of a fire station and a 9/10 to those living beyond five miles.

About Us The precursor of Wasatch County Fire District, the Heber Valley Fire Department, was created in 1921 to provide fire protection to the citizens of the Heber Valley. The department consisted of business owners and residents who lived and worked within hearing distance of the siren that would alert the volunteers to respond to the station.

The department’s first engine was a 1931 Mack that has been restored and is now used for funeral processions, parades, and community events.

In 1987 the Wasatch County Fire Protection District (WCFD) was organized to protect the rapidly growing Wasatch County area, covering 1,175 square miles. WCFD is an all-hazard response agency, providing structural fire protection, wildland fire suppression, technical hazardous materials response, EMS services, and fire protection education to a regular population of over 30,000 citizens and a summer population that ranges from 40,000 to 100,000 during the summer tourist season.

24 | UFRA Straight Tip

Wasatch County contains a diverse mix of residential land, commercial land, agricultural land, a municipal airport, forest land, and wildland interface. Additionally, Wasatch County offers some of the most incredible year-round recreation.

There are mountainous forest areas, state highways that are a route for hazardous materials through the county, and several lakes and reservoirs, with some providing all of Utah Valley’s drinking water—all protected by WCFD. Stations and Staffing In 1999 the first-full time chief was hired, and in 2000 the first full-time station was established in the Jordanelle Basin. Three years ago, the Heber station became a manned response station for fire and EMS during the daytime hours. In the last two years, the old Midway station was torn down and a new station was built with sleeping quarters. In 2018 full-time coverage began in the Heber and Midway area.

There is also a volunteer station located in Timber Lakes and Wallsburg.

Training Wasatch County Fire employees are required to be trained at a minimum of Firefighter II and HazMat Operations and have EMS certification.

Currently four employees are certified as hazmat technicians. WCFD employees hold trainings each shift rotation so that both fire and EMS employees can become proficient in skills needed to respond to the wide range of calls we receive. They meet quarterly to practice and pass off skills. We respond with Wasatch County Search & Rescue to calls for accidents involving boats, ATVs, snowmobiles, and remote hiking and horse riding accidents. With all the construction going on in our county, we respond for technical rescue at construction sites and for accidents involving hazmat substances.

We are certified in extrication and have a fully equipped Heavy Extrication Unit that responds to the collisions on the major highways passing through our county.

We have recently taken advantage of great training from the UFRA instructors for Company Officer-Inspector and Forced Entry training. We appreciate the staff of UFRA and the assistance they give helping us become better prepared.

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As the community grows, the public safety demand has grown also. This is one of our biggest challenges. Calls to 911 continue to rise, placing a heavy demand on our resources, creating growing pains for the district. We now provide service to nine cities and towns in Wasatch County. Our call volume has doubled in the past several years, and it is not unusual to have a day when three to four ambulances are out at the same time. We depend on our great volunteer staff who respond to pages they receive asking for backup.

In the last year, Chief Giles has formed a Citizens Fire Advisory Board. This committee is made up of residents of Wasatch County that have a broad background of experience. Two county council members serve on the committee as well as others with a background in community service, business, and many years of leadership in fire and EMS services. The board meets regularly to discuss and identify the current needs of Wasatch County. Since many other fire and EMS organizations are facing the same issues, Chief Giles highly recommends forming this type of board to examine the issues with fresh eyes. The Citizens Fire Advisory Board has very successfully assisted with these critical needs.

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Looking to the Future Currently, fire and EMS are not combined, and as the rapid growth continues, we are looking to the future needs to keep up with this growth. Fire and EMS are working together by sharing resources to improve response. By working together, we can provide qualified personnel to operate both as firefighters and as a part of the medical response. Most of our personnel are cross trained and certified in both fire and EMS.

perform a Needs Assessment for the district. Wasatch County is one of the ten fastest-growing communities in the nation, and we hope to be able to keep up with the projected growth and have a strategic plan for the future for staffing, equipment, apparatus, and future station placement.

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Apparatus Our newest apparatus is a 2018 Pierce velocity Heavy Duty 107-foot ladder pumper. This is a much-needed addition due to the type of high-rise structures being built in our county. We have struggled, as do most departments, with the need to replace equipment that is outdated and in need of repair and maintenance. We are working closely with our county council members and our Citizens Advisory Board to put together a replacement program that will bring us up to date.

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2018 Pierce Velocity heavy duty ladder and pumper.

If you would like to know more about our department, you can check out our website, wasatchcountyfire.com, or find us on Facebook.

Resolutions to Our Challenges We are excited to have recently hired a company to

Fall 2018 | 25

Safety in the Public Sector As part of the 100-year celebration of The Worker’s Compensation Act, the statue “Be Careful Out There” was unveiled to emphasize the importance of workplace safety. The imagery speaks not only to the importance of workplace safety but also to the role that emergency services personnel play in keeping others safe. UOSH is committed to keeping Utah’s workers safe, including emergency services personnel that serve in Utah’s communities.

The labor commission chose to implement a public sector Local Emphasis Program (LEP), which will focus on identifying hazards and preventing accidents in public sector workplaces, such as fire departments.

When the Utah legislature passed the Worker’s Compensation Act in 1917, it established the Utah Industrial Commission to oversee workplace safety. That commission was the beginning of the current Utah Occupational Safety and Health (UOSH), a division of the Utah Labor Commission. Having undergone many improvements and changes since 2017 to improve workplace safety, UOSH now has jurisdiction over all Utah employees, except for federal employees. UOSH strives to help employers ensure a safe and healthy workplace in both the private and public sectors through sharing information, consultation, inspections, and investigations. Furthermore, UOSH has most recently turned its focus toward public sector employees, including emergency services personnel.

As a result of this LEP, UOSH has inspected many public-sector entities, including several fire departments, and has identified hazards that can be removed from those workplaces. While this

26 | UFRA Straight Tip

Public & Private Non-Fatal Incidence Rates

4.5

4.0 4.0

3.8

3.8 3.6

3.6

3.5 Incidence Rates

In 2017, UOSH undertook a project based on a directive from the Governor’s Office of Management and Budget. The labor commission chose to implement a public sector Local Emphasis Program (LEP), which will focus on identifying hazards and preventing accidents in public sector workplaces, such as fire departments. Historically, UOSH has had limited presence and exposure in the public sector because inspections were only initiated as a result of complaints, referrals, reported accidents, fatalities, etc. In fact, only 16 of 996 (approximately 1.6%) total UOSH inspections were in the public sector in 2017 despite public sector employees accounting for 14.5% of employees under UOSH jurisdiction. Additionally, incidence rates for public sector employees have been consistently higher than private sector employees, based on data gathered by the Bureau of Labor Statistics (see Figure 1).

Image courtesy of the Utah Labor Commission

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Figure 1: Public versus Private Sector Incidence Rates Source: U.S. BLS Survey of Occupational Injuries & Illnesses

2016

Manufacturing Non-Fatal Incidence Rate/Employment for Private Sector

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Figures 2&3: Construction and Manufacturing Industry LEP Results Sources: U.S. BLS Survey of Occupational Injuries & Illnesses; State of Utah Department of Workforce Services & Workforce Research & Analysis

LEP is relatively new, here are some of the benefits we have seen so far: • 27 serious hazards have been discovered and removed from public sector workplaces.

• 3,126 total affected employees are no longer exposed to those hazards (622 in public safety).

While UOSH has identified and removed some serious hazards through these inspections, UOSH has also been impressed by the fire service’s commitment to safety. Fire departments generally have a great track record of keeping employees safe, and many resources are committed to training and protecting firefighters,

126,000

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2013

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EMTs, and other emergency personnel. Two phenomenal examples of dedication to employee safety are Sandy Fire Department and Lehi Fire Department. Both of these departments earned the UOSH Safety and Health Achievement Recognition Program (SHARP) designation, an award given to employers who go above and beyond what is required to keep their employees safe.

Workplace safety has historically been significantly improved after LEPs were put in place. In 2014, two separate Utah LEPs were implemented to increase safety in the construction and manufacturing industries. Figures 2 & 3 show that while employment in both industries has continued to increase, incidence rates have decreased. This is a group effort from employers, industry organizations, and government partners.

With the implementation of this new LEP for public sector employees, UOSH hopes to reduce public sector incidents and further our mission of keeping employees safe.

Two phenomenal examples of dedication to employee safety are Sandy Fire Department and Lehi Fire Department.

Both of these departments earned the UOSH Safety and Health Achievement Recognition Program (SHARP) designation, an award given to employers who go above and beyond what is required to keep their employees safe.

Cameron Ruppe graduated from Utah Valley University with an AS and a BS in emergency services administration with an emphasis in emergency medical care. After working several years for Gold Cross Ambulance, he began work as a safety professional in the oil and gas industry, helping employers and employees to work safely in a historically dangerous line of work. In 2017, he was appointed by the Utah labor commissioner to be the director of Utah Occupational Safety and Health (UOSH). He currently resides in Lehi with his wife, Courtney, of ten years, and their four children: Takoma, Mckinley, Stockton, and Rockwell. He can be reached at cruppe@utah.gov.

Fall 2018 | 27

Matthew David Burchett 12/28/1975–8/13/2018

older sister’s banana seat, and shouted, “Burn rubber, Monica!!”

She did, you all crashed, and she has the scars to show for it. Or, when you designed a spectacular bike ramp, and convinced your younger brother, Dom, to test it out first (after all, he weighed less than you did, so it made perfect sense). Of course, the bike ramp was not without its flaws, Dom crashed, but you were immediately working on the re-design. And last but not least, you created a physical challenge for your younger sister to improve her sprinting skills. It went like this: Gina had 10 seconds to run as fast as she could before you began shooting at her with a BB gun. Your vision for what could always be over-powered our fear of what consequences might result. You had a way of helping us see what was possible, what we might be capable of, even if we had to suffer a little pain to get there.

Dearest Matt, Our hearts are aching with your parting from this earth. The thought of another day without your smile, the sound of your voice, or your presence is more than we can bear. It is so unbelievably hard to admit that you are gone from this world.

We know we must continue and carry forward the gifts you have given us during your life: service, kindness, generosity, and humility.

Your life began when you were born in Salt Lake City, on December 28, 1975. From the moment of your birth, you were destined to make a difference in the world. Your proud parents, Tom and Rose Burchett, looked upon you with pride and knew that you would change the world. You grew up in Midway, Utah, where you spent days with your siblings, Monica, Dominic, and Gina, playing in the fragrant green fields of farmland. You made rope swings and bike ramps and challenged your sense of fear and that of those around you. We believe this was the first inkling of your call to be a firefighter.

As a child, you were always initiating ideas and plans—some of which did not end well for those of us involved. Take, for example, the harrowing bike ride, where you sat on the back of your 28 | UFRA Straight Tip

As you grew into young adulthood, you attended Judge Memorial High School in Salt Lake City, where you made some lifelong friends, sharing many adventures and mischief together. After you graduated in 1994, you discovered your passion for service when you were hired with Salt Lake County Wildland as a firefighter. You quickly excelled and in 1998, you worked the front lines with Logan Hotshots. There you developed an expertise in fighting forest fires, something that would set you apart for the rest of your career. During the winters, on your time off from fighting fires, your love for skiing lured you to working for Solitude Ski Patrol. The brotherhood of the ski patrol gave you a taste of what was yet to come in your future career.

1999 was a big year, you married the love of your life and your perfect complement, Heather, and were hired full time with Salt Lake County (Unified Fire Authority). With Heather by your side, you entered into this brotherhood spending nearly 20 years with UFA serving as a firefighter, paramedic and captain. During your tenure you served the communities of Magna, Holladay, and Millcreek as a station Captain, providing experience and helping others to recognize their potential—especially when they couldn’t see it in themselves. You also worked stints in the fire training and emergency management divisions where your contributions will be utilized for years to come.

In 2011, your world was changed again when you and Heather welcomed your son Griffin, into the world. You were a patient and gentle father. You taught him the importance of kindness, generosity, acceptance, and many skills for life. Skiing, multiplication tables, mountain biking, and how to build and run a

gourmet lemonade stand were just a few. You taught Griff how to “Matt-Gyver” the world.

In 2015, you had a setback when you suffered a stroke. With this stroke brought a long recovery, and yet, you were still more capable and intelligent than most of us—using your creativity and ingenuity to build the home of your dreams.

2018 presented you with a difficult decision—to leave UFA and accept the position of Battalion Chief with Draper City.

You accepted the challenge to grow professionally, to stretch and learn new things.

You loved to be outdoors, and never missed a chance to take us with you—to ski, hike, run, fish, ride a bike, or anything that involved fresh air and mountains. We know this is what fed your passion and drive to fight forest fires—you loved to be out there, in nature, among the mountains and the trees, being brave and helping people at the same time.

A fantastic life most would agree—and yet, your quiet and unassuming presence shied away from public recognition or praise.

You were humble, quiet; you did things because you were called to do them and because they were right, not for attention. Matty,

we love you, and we will only try to be stronger now that you are not on this journey with us. We will celebrate your life and will cherish what you offered us. The gifts you brought to this world—kindness, service, love, generosity, patience, creativity, and humility—are gifts we should all practice every day. We are so grateful for the outpouring of love and support from the communities in Utah, California, and nationwide. You help to remind us: don’t ever be too busy to say I love you, tell people thank you, and give them your gratitude. Live your life with your fullest passion and joy because it is the only one you have, and always, always, treat others with kindness and respect.

We love you Matt. From, Your loving family.

We would like to express our deepest gratitude to all agencies and communities involved in honoring Matt in his final journey. We are overwhelmed by the support and expressions of caring, it has provided comfort to us all. To honor Matty, the family asks that you hug your loved ones, get outside, and enjoy what you love the most. If you would like to donate to the Burchett family, the Utah Firefighter Emerald Society has set up a donation site http://www. utahfes.org.

Published in Deseret News from Aug. 17–18, 2018.

far left and top photos courtesy of Draper Fire Department; bottom photo courtesy of Fitzgerald Petersen

Fall 2018 | 29

“Seeding the site in 2013 with desired grasses, forbs, and shrubs created healthy rangeland conditions and reduced the risk of catastrophic wildfire, as proven during Black Mountain Fire - June 28, 2018, was contained in the seeding wildfire area of 2013.

this year’s Black Mountain Fire,” said Shawn Peterson, fuels program manager.

Firefighters Use Seeding to Contain Black Mountain Fire The Future of Land Management Is Here

by Nick Howell, Color Country Interagency Fire Management

On June 28, 2018, southwest Utah’s Black Mountain Fire ignited on Highway 130, rapidly growing to 5,988 acres in one afternoon.

When firefighters from Color Country Interagency Fire arrived, the fire progressed into the rolling hills north of Cedar City, escaping initial attack forces, until the fire burned into an area where a wildfire had burned in 2013. This area where the previous fire had burned was seeded and chained through a partnership called the Utah Watershed Restoration Initiative (WRI), which is geared toward proactively managing Utah’s landscapes.

After the 2013 fire, the Color Country District and the Bureau of Land Management (BLM) in conjunction with WRI implemented a plan to rehabilitate the burn site to create a resilient landscape and provide for a productive wildlife habitat. “Seeding the site in 2013 with desired grasses, forbs, and shrubs created healthy rangeland conditions and reduced the risk of catastrophic wildfire, as proven during this year’s Black Mountain Fire,” said Shawn Peterson, fuels program manager.

“The best part about investing in wildfire rehab is now the cost is much less because the fire intensity was much lower in the previously seeded areas.” When resilient landscapes are in place, healthy landscapes return to a productive state in much less time and without more human intervention.

The BLM plans to again work with WRI partners to rehabilitate portions of this year’s fire. This process typically occurs in the late fall or winter and involves an aerial seeding application, followed by pulling a ship anchor chain with two bulldozers over the more moderate slopes to cover the seed with soil.

Fire-adapted communities and resilient landscapes are the future of public land management in southwest Utah. A combination of proactive mechanical treatments and fire rehabilitation projects 30 | UFRA Straight Tip

Black Mountain Fire - June 28, 2018

are proving to cut fire suppression and rehabilitation costs significantly, while preventing thousands of acres of critical wildlife habitat loss annually. These projects also improve firefighter and public safety by providing firefighters with areas to be more effective with resources and tactics available to them.

Results of wildfire rehbilitation.

Salt Lake City’s

Newest Station in Service

by Audra Sorensen, Public Information Officer, Salt Lake City Fire Department

On May 17, Salt Lake City Fire Department dedicated a new station, Station No. 14—the second fire station in the country to be built as a Net Zero energy building. It is also expected to be certified as LEED Gold. Because of the building’s exceptional sustainability features, the structure will generate as much energy on-site as it uses annually. Station 3, which is still under construction in Sugar House, will be the third.

Station No. 14 features triple-pane glazing and a high-performance envelope. The facility also generates its own power from a 110-kilowatt solar array comprised of more than 300 panels.

“This fire station is a tangible example of how a sustainable city designs and builds infrastructure,” said Salt Lake City Mayor Jackie Biskupski. “Station 14 represents what is possible today, with existing cost-effective technologies.”

The building, designed by Blalock and Partners, is a twostory, 17,100 sq. ft. building, with a four-bay garage totaling 5,770 square feet.

Living quarters have 10 single-bunk rooms and two officer suites and spaces for fire operations such as an administrative station office, a kitchen, and maintenance and training rooms.

“This station has been an exciting undertaking,” Deputy Chief Robert McMicken said. “Its state-of-the-art energy capabilities, ample apparatus storage, and modern design is a beautiful, spacious replacement of the oldest station in Salt Lake City.”

“This was an aggressive project, not without its share of ups and downs,” Fire Chief Karl Lieb said. “But when you complete and

put into service something of this magnitude, you can’t help but be tremendously proud and overwhelmed with excitement. It’s a big day for the department, for the city, and for the businesses and constituents who will be served by this new station.”

Construction on Station No. 14, which is now located at 3800 W. California Ave., took about two years. The old Station No. 14, located at 1600 S. Industrial Road, officially closed on May 17, upon the new Station No. 14’s dedication. The old station is set to be remodeled and converted into office space to support the already-existing training tower, training offices, and an under-construction logistics building on the Industrial Road site.

Station 14’s location, in a highly industrial and open area, situates it perfectly to meet the needs of commercial and industrial fires.

In addition, the area has seen a good share of brush fire because of the arid, open space. The concentration of industrial workers and employees also keeps the station busy responding to a myriad of medical calls, including complicated worksite accidents.

To meet these needs, Station 14 houses a medic engine and two wildland apparatus. These versatile, multi-mission ground vehicles assist in hard-to-reach, complicated fires and rescues. In fact, the ox in the station’s identifying logo is a representation of the unique auxiliary apparatus housed at 14.

In January 2018, Salt Lake City Fire Department was awarded a Class 1 rating, the highest safety- and risk-evaluation rating possible by the Insurance Services Office (ISO). This designation makes Salt Lake City Fire Department one of only 270 departments nationwide to earn such a rating—which puts the department among the top 1% in the nation.

Fall 2018 | 31

April–June 2018 quarter

UFRA Courses Score Big–Again!

120

During the April–June 2018 quarter, UFRA surveyed 109 courses (980 student surveys). These courses received an overall approval rating of 99.3%. Students provided feedback indicating that many of the core courses offered by UFRA are continuing to improve. Recently, Park City Fire Department crews attended the updated Fire Behavior/ Flashover training course and said that the training was fantastic! Some said that they went into the training with low expectations but were pleasantly surprised to find that the training was awesome and exceeded their expectations. They even asked if they could use the same training model for their department.

In another example, during a Forcible Entry course, a student made the following comment: “Excellent course.

Instructors took the time to teach and answer any questions, even questions that didn't really pertain to the course. It's really great to get the hands on experience and they were more than willing to show ideas to help make our departments better.”

100 80 60

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The demographics of students attending courses has shifted. Over the last two years, most classes had higher percentages of volunteer firefighters registered. However, in this quarter, 58% of students who attended courses indicated they were from career/full-time departments with the remaining 42% registered as volunteer/other.

The Quarterly Quality Assurance (QA) Results graph provides a clear view of this outcome. UFRA continually monitors who is attending in order to ensure that all departments have the opportunity to receive the best training anywhere.

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The number of courses requested and delivered throughout the state continues to rise. Both career and volunteer firefighters are looking to UFRA to assist in their training needs, knowing that the quality of the training will continue to meet or exceed their expectations.

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Career / Full-time Firefighters (58%)

Volunteer Firefighters (42%)

Course Attendees 32 | UFRA Straight Tip

Course Approval (99.3%)

Spouses Class:

Understanding Your Firefighter and Your Relationship Being a Firefighter Spouse is a "job" in and of itself– and not an easy one!

The stress a firefighter brings home takes a heavy toll on family relationships.

Firefighter relationships take a unique approach and understanding to be successful.

Come learn about: • • • •

Stresses that commonly exist within a firefighter relationship Common versus alarming behaviors in firefighters Strategies to make sure you’re taking care of yourself as a spouse Ways spouses can support their firefighter and their unique relationship

The firefighter spouses class is a free offering during Winter Fire School with no registration needed. Simply come and learn about ways to take care of yourself and your firefighter when the stresses of the fire service creep into relationships.

Saturday, January 26, 2019, 1-2:30

pm

Holiday Inn Express

1808 W Crosby Way, St. George East of the Dixie Convention Center The spouses class can be requested at any time by contacting the UFRA program manager in your area..

Fall 2018 | 33

Winter Fire School

2019

MARK YOUR CALANDARS FOR

JANUARY 25 – 26, 2019 At the Dixie Convention Center St. George, Utah REGISTRATION OPENS ONLINE November 1st at 8 a.m.

Visit our website for more details and the complete list of classes: uvu.edu/ufra/training 34 | UFRA Straight Tip

Winter Fire School 2019 Classes Acing the Oral Interview .................................................... Ch. Jeremy Craft Advanced ICS-400............................................................. Joe Bistryski Arson Investigation for First Responders............................. Pat Vega Basic & Advanced Auto Extrication..................................... Jeff Gates & L.N. Curtis Basic Apparatus Maintenance............................................ Bob Allen Basic Fire Company Inspections......................................... Ch. Scott Adams & Ch. Scott Spencer Canine-assisted Arson Investigation.................................... Russ Whitney Emergency Apparatus Driving Simulator (EADS)................... Ch. Paul Bedont Engaging the Public........................................................... Ch. Jeremy Craft ★ Financial Planning for First Responders............................... Adam Jones Firefighter Safety & Survival / Rapid Intervention Teams (RIT)......................................... UFRA Cadre Followership to Leadership—L-280.................................... Dan Cather Forcible Entry................................................................... UFRA Cadre ★ Going with the Flow: Understanding and Applying the Principles S.L.I.C.E.R.S.... Brady George Habits of Highly Effective Incident Commanders.................. Ch. Paul Sullivan Hands-on Fire Investigation................................................ Mike Young & Ch. Joe Bach Hydraulics for Engineers, Back to Basics............................ Jason Earl ★ ICS: Building the IAP.......................................................... Dennis Goudy ★ Incident Command for Volunteer Firefighters........................ Dr. Rod Hammer Instructor I........................................................................ UFRA Cadre Juvenile Firesetter Program................................................ Andrew McCormick ★ Leadership—It’s Not Just Someone Else’s Job..................... Ch. Jared Sholly Live Fire Training: Fire Behavior / Flashover......................... UFRA Cadre Live Fire Training: Initial Fire Attack..................................... UFRA Cadre Mental Health Awareness for First Responders.................... Jordon Petersen Mental Resiliency for Firefighters........................................ Joy Stearns New Concepts for Rapid Intervention Crews........................ Ch. Jared Sholly PPE / SCBA / Search & Rescue......................................... UFRA Cadre ★ Rescue Me—Managing Employee Fires............................... Jesse Quinalty Rope Rescue.................................................................... Leroy Harbach & CMC ★ Setting Up a Peer Support Program.................................... Jordon Petersen ★ SLAB SAVERS Strategies & Tactics..................................... Jesse Quinalty Surface Ice Rescue Awareness & Operations...................... Bo Tibbetts ★ The (Not So) New Firefight................................................. Pete Van Dorpe Unmanned Aerial Systems (UAS) / Drone Operations for the Fire Service............................... Ryan Peterson Ventilation Tactics & Training.............................................. UFRA Cadre ★

New Class Offering All classes subject to change ★

Fall 2018 | 35

Preparing Yourself to Be Promoted since heart attacks are the largest killer of firefighters.” But the point of the discussion is not what sections are most or least important but what skills or attributes will help individuals become well rounded and worthy of promotion. As you acquire sections of the wheel, you will find it to be a smoother ride rolling towards a promotion. Let’s examine each section: • Physical Fitness Even though you may promote to a position where physical fitness is less important, you still are a role model for the entire department. In addition, your physical well-being often represents the fire department within the community. Staying in good physical shape will gain you a great deal of respect.

One of the exciting parts of a career in the fire service is the ability to promote through the ranks and continue to develop new skills and acquire new responsibilities. As a chief officer, I am often faced with individuals asking what they need to accomplish in order to move up the chain. Sorry, there is no formula that will guarantee success. However, there are paths that can most likely lead you where you want to go. The bigger question is, what are you willing to do?

There are several skills and attributes that captains and chief officers need to possess. Much like how the rim of a wheel missing a section makes for a bumpy ride, an individual missing certain attributes can have a bumpy road to promotion, making it seem to be all uphill. As you obtain more skills and traits to complete your “wheel,” the ride becomes achievable. Yes, you still may get promoted if one or two sections of your wheel are missing, but it might be a long, bumpy ride.

• Formal Education Formal education has many benefits. In addition to acquiring knowledge, you become a part of a community with other forward thinkers and goal-oriented individuals within the industry. Continuing education and a higher level of thinking will undoubtedly make you a better firefighter and leader. Certifications are included in this category. While obtaining a certain certification will not necessarily make you a good officer, it will make you more likely to succeed. When choosing a doctor, wouldn’t you rather have one with a degree? Additionally, in order to earn the larger salaries of a chief officer, you are going to need to obtain the formal degrees and certifications.

Let’s look at an individual as a wheel. The individual—the character and individuality of that person—is central to the functioning wheel; a person’s character and individuality should remain as skills are added. In other words, don’t change who you are.

• Informal Education Informal education includes a vast number of educational materials available to you: magazine and internet articles, incident reports, videos, leadership books, etc.

These avenues will keep you current with the industry.

Conferences and seminars are also a part of this section.

Just like formal education, these educational opportunities afford you the chance to hear key leaders and to network with others in the industry.

The outer section of the wheel is composed of skills that a well-rounded officer would possess. People may disagree about which section is the most important. We’ve heard comments such as “Formal education is overrated,” “Certificates don’t make good officers,” or “Physical fitness is most important,

• Community Events The role of the fire department within the community is obvious. If you want to be a captain, and certainly a chief officer, you should be involved within the community you serve. This includes charity events, store

36 | UFRA Straight Tip

As you acquire sections of the wheel, you will find it to be a smoother ride rolling towards a promotion. openings, city council meetings, festivals, etc. These are all opportunities for you to positively represent the fire department. Also included in this area are fire department events throughout the year. Making an effort to be involved in holiday parties, health safety fairs, and fundraisers allows you to play an intricate part not only in your community but within your department.

Remember, you are a role model. By spearheading and attending these events you will be exemplifying the importance of involvement to your crew.

• People Skills This category encompasses all elements of relating to people—employees as well as the public. Skills include not only leadership and management but also crucial conversations, conflict resolution, etc. Are you a person who often has personnel disputes, or are you somebody everybody is comfortable getting along with? Can you speak well to the public? Can you present an idea to a large group? Are you able to socialize with people of different backgrounds? Do you have professional relationships with people outside your department such as other department heads and city officials?

different subjects will certainly make you more valuable.

HazMat, swiftwater, confined space, rope rescue, emergency management, and apparatus are all key areas to be involved in. Will the next promotion be for a hazmat captain or a battalion chief over emergency management? Be ready for both! The best person to promote is often somebody who has the skills to oversee any of these areas.

• Attitude Attitude remains the most important attribute in any rank. You need to become the person that spreads positive energy and encourages others to excel. Don’t be the person who often whines and brings everyone else down. We all know people who will consistently complain but rarely offer solutions or want to fix anything.

People with a positive attitude don’t see problems as an excuse to complain but view them as opportunities to come up with better solutions.

By now you may be thinking that you have the “list” and can begin working on it. By realizing the value of each section and not just seeing each section as a “box to check,” you can begin on the road to success. Even if you see them as only check boxes, the point is for you to develop each section and begin to gain not only knowledge in that area but realize the importance of that subject as it relates to becoming an officer.

Throughout my career, I have watched potentially talented people put little or no effort towards a promotional exam. I imagine inside they are wondering what would have happened if they prepared better. I suggest taking the opposite route. Give it everything you’ve got. Then if you don’t get it, you can sleep well at night knowing you prepared and gave it your best shot.

• Project Ownership People who have the ability to see a need, create a system to fix it, and see the project through to completion are invaluable to the organization. These employees really “own” a project. Many people can do what they are told, but the individuals with the insight to develop and complete a project on their own will always be successful in achieving higher ranks.

We all have areas that interest us more than others. We also all have areas which we are uncomfortable in and need to work on.

Don’t limit yourself. Ask yourself if you are lacking in a certain area, then spend time improving it. Work on becoming a well-rounded firefighter, and you will significantly increase your chances of moving forward smoothly as a complete “wheel” on the road to success and achieving the next promotion.

• Fire and EMS You have probably heard the question “Are you a fire guy or an EMS guy?” While individuals may lean towards one or the other, if you want to get promoted, you should try to be skilled with both. Make sure you are not only involved but also lead trainings in both fields.

Successful individuals often create training programs that are taught outside their department.

Jon Harris has been in the fire service 25 years. He currently is serving as fire chief with the Murray City Fire Department. He is a graduate of the Executive Fire Officer Program and holds Chief Fire Officer and Certified Emergency Manager designations. He has a bachelor’s degree in psychology and a master’s degree in emergency management.

• Special Operations While you are not expected to be an expert in every area, obtaining a certain amount of knowledge in

Fall 2018 | 37

Bob Goldhirsch: Leaving a Legacy When Bob Goldhirsch went to the Trail Mountain Fire in June with a crew from the Brian Head Fire Department, it marked his 46th year as a firefighter and his 30th as a wildland firefighter.

At 64 years old, he was one of the oldest firefighters on the line.

I recently interviewed Bob and learned more about his amazing career, about why he keeps doing the job, and about how things have changed over the years.

He started as a volunteer out on Fire Island, New York, where he worked summers as a butcher in a small grocery store and deli. Back then they didn’t have SCBA or even turnout pants. Hip boots, a cotton duck coat, and a leather helmet were the standard turnout ensemble. There was no certification, and training was an informal affair of going out, stretching lines, and squirting water.

He went west for college in Cedar City and joined the Brian Head ski patrol, and upon graduation moved up to Brian Head, where he joined the fire department. In 1988 he got into wildland firefighting when the great Yellowstone fires overwhelmed federal forces and they began recruiting local firefighters to help reinforce resources. He went to work for the Forest Service and later the BLM, while continuing to serve with Brian Head when he wasn’t out fighting wildland fires for the feds.

wildland fire for him. As local fire departments have become more involved with wildland fire, he saw a need to mentor younger, inexperienced firefighters, and so he led Brian Head engine crews as part of Color Country forces and as single resources. He took crews to Washington, Oregon, Nevada, Idaho, Wyoming, and elsewhere and helped many a young firefighter complete their task books and guide them through difficult situations that a less experienced supervisor may not have been able to do.

Bob Goldhirsch’s scholarship has already benefited many aspiring firefighters. Here are just some of the scholarship recipients and their firefighting experience.

Dylan Ray Hoffman, Sunset Fire Department, firefighter/paramedic Todd Skyler Stratford*, Millcreek City Emergency Management & Community Outreach Officer American Red Cross Disaster Services/ Government Operations Brooklyn (Welch) Webb, Davis County Sheriff's Office Paramedic Alexander Francis Sander, Ogden City Firefighter Benjamin Lewis Nielson*, Clinton City Fire Captain Kayden C Carter, Lehi Fire Department/Lone Peak Fire Katherine Elizabeth Ford, United Fire Authority EMT

He worked his way up through the * Two-time scholarship recipient federal system to eventually be a Type 3 incident commander with a host of related qualifications. He fought big fires all over the West, worked on the Space Shuttle Discovery crash recovery effort in Texas, and ran a fire in Nevada that would have been run by a Type 2 IC team if one had been available. His most terrifying moment came on an engine in west central Utah when the wind changed suddenly, trapping his crew on a remote road and they fled in their engine through a wall of fire that engulfed their rig.

They lived to tell the story.

Eventually he decided to hang up the seasonal job, and he is now semiretired in Brian Head. But that was not the end of 38 | UFRA Straight Tip

His commitment to helping younger folks took another turn when he inherited some money and decided that he wanted to help by establishing a scholarship program at Utah Valley University. The RFG Endowed Scholarship assists students who want to pursue a career in fire and emergency services. He says modestly, “You know I just see how hard it is for some kids to get an education and to pursue a career that has meant so much to me.

I had some resources to help and it just seemed like the right thing to do.”

An endowed scholarship works by investing donations and using the proceeds to assist deserving students.

Of course, the amount varies depending on stock market conditions. The larger the endowment, the larger the amount that is available that can be earned for use as scholarships. Bob hopes that others will see the benefit and add to the endowment, which is managed by the UVU Foundation.

To discuss a tax-deductible donation, contact Jim Demary at 801-863-5827 or jim.demary@uvu.edu.

Steve Lutz is the former fire chief of Brian Head Fire Department, a former director of UFRA, and in retirement serves as chairman of the Wayne County Fire District and part time with UFRA when he is not running rivers, traveling, or playing music with his bands.

HOW CAN YOU HELP PREPARE THE NEXT GENERATION OF FIREFIGHTERS?

by Jim Demary, Assistant Dean for Development, UVU College of Health and Public Service

As the population of Utah continues to grow, the need for qualified, dedicated firefighters is increasing. Who will fill the ranks, what’s the best way to prepare them for duty, and who will shoulder the costs of their training? If you, as a seasoned veteran of the fire service, could make a difference to prepare those who are following in your footsteps, would you? In fact, you can make that difference and ensure quality entrants into the fire service by contributing to scholarships for students in Utah Valley University’s Firefighter Recruit Candidate Academy (RCA).

The RCA is one path aspiring firefighters can choose to take. This physically and academically rigorous academy aims to prepare every student for entry-level employment as a firefighter and hazmat responder. It is a regimented, paramilitary program that fosters a heightened attention to detail and teaches the basic knowledge, skills, and abilities required by the entry-level firefighter as well as indoctrination into the fire service culture. Physical training (PT) is also a key aspect of the program and includes strength training and endurance to prepare for the demands of firefighting. The main objective of the program is to produce a graduate who is competent and ready to respond on day one.

cost each student about $4,300, including tuition and required personal equipment.

Making sacrifices is an important part of preparation, and anything worth doing is worth doing well—and the costs of quality training from UVU’s RCA is worth it. But for an 18-year-old just starting out or a young married professional with children seeing the value of a career of service to the community or a career changer who has decided there’s more to give than sitting behind a desk 40 hours a week, the financial costs of training can be a significant challenge. Donations to scholarships, regardless of how large or small the donation, can make all the difference. In addition to the financial benefits, donations can also imbue candidates with fortitude from the knowledge that there are people, many of them firefighters, encouraging and sponsoring them and other aspiring firefighters of the next generation to fulfill their ambition and excel in those endeavors.

To qualify for acceptance into the RCA, candidates must complete an approved EMT course and pass prerequisite college courses, including English, math, Introduction to Emergency Services, and Principles of Fire and Emergency Services Safety & Survival.

Upon successful completion of the program, RCA graduates receive certification for Firefighter I, Firefighter II, Hazardous Materials Awareness, and Hazardous Materials Operations in addition to a one-year Certificate of Completion from UVU of the Firefighter Recruit Candidate Academy

There are a precious few, like Bob Goldhirsch (see his story on the previous page), who have the resources to make a significant gift to match their level of passion and commitment to the fire service. There are many, many more who possess the same passion but lack the financial resources to make large gifts. However, the combined passion of the many with limited resources can amass a sum to have a significant impact on the many. Just $5 a month, less than the cost of a McDonald’s Big Mac meal, over the course of a year comes to $60. If 100 people make this commitment, that’s $6,000. If 1,000 people make the commitment, that’s now $60,000. Over 10 years, that’s $600,000—the cost for over 130 people to be trained in the RCA program. It all begins with $5 a month.

This rigorous training program produces a certified, fit, academically competent, skilled, disciplined, and confident firefighter ready to join the line and able to protect lives and property in their communities. But there is a cost. Tuition, books, equipment, and supplies for the RCA program typically

To learn more about the RCA, call 801-863-7749 or email rca@ uvu.edu. If you’d like more information about how you can make a difference in a future firefighter’s life, call our director of annual giving and alumni outreach, Lexie Grant, at 801-863-8179 or email lgrant@uvu.edu.

Fall 2018 | 39

Youth Firesetter Intervention and Prevention The first question I ask when I teach departments about the Youth Firesetter Intervention Prevention Program is, what was a time you did something incredibly stupid when you were a kid? The stories inevitably range from funny to scary to lucky to be alive. I’ve had firefighters laugh at each other’s disregard for common sense (one story involved loading grandpa’s dummy grenade full of shotgun powder and tossing it at a stack of firewood). I’ve had a department brought to somber reverence by a firefighter’s story of playing with a lighter near flammable items, the fire raging so quickly his siblings couldn’t escape the house and succumbed to the smoke and flames. The conclusion in each discussion is that we all have experiences from our youth where common sense wasn’t used, where fire materials were easily at hand, and where fires were the outcome of either accident, neglect, or intent. Luckily (and maybe this is why we chose to work in the fire service), we are now in a position to educate and protect our communities from the dangers of youth firesetting behavior.

Some Utah fire departments don’t know the extent to which youth firesetting behavior is a problem in their community.

This is largely due to a lack of reporting of firesetting incidences. Other departments record data effectively. The State Fire Marshal’s Office collects data from departments through NFIRS and YFIRES, and the resulting numbers are both revelatory and encouraging; Utah has a problem with youth firesetting, but through the efforts of hardworking departments, these numbers have been declining.

40 | UFRA Straight Tip

I should be clear: the number of youth firesetting incidences are in decline in communities that are serious about creating youth firesetting prevention programming.

How to Make a Difference in Youth Firesetting The most effective way to curb youth firesetting is to be a continual resource for fire safety education in your community. Holding fire safety events (such as safety fairs during Fire Prevention Week); being present in schools, churches, and other places where education is already taking place; and partnering with other community-building groups are ways that successful public educators are helping inform youth of the dangers of firesetting.

The second most effective way to lower incidences in youth firesetting is to have a program in place to intervene and discourage fire play and firesetting behavior. The State Fire Marshal’s Office has everything you need to set up and run a Youth Firesetting Intervention Program. All of this information is available on our website (firemarshal.utah.gov/fire-life-safety-education/ program-materials/), through trainings that can occur at your department, and through conversations and support from me, the public education program specialist.

Intervention programs run best when they are spearheaded by a motivated, committed member of the department who has time and resources to implement and oversee the program. This person should be a good speaker, able to connect with youth, and willing to follow up with a family multiple times.

How the Program Works Your department receives a referral of a firesetting incident (from a school, from a court or police referral, or from the families themselves). After evaluating the fire incident via the official report, your department’s intervention specialist contacts the family and schedules a meeting. During the meeting, the specialist and an assistant interview the family and the youth separately using a pre-written questionnaire. This form has been developed by intervention specialists and the National Fire Academy and is used countrywide. It should take about thirty minutes to complete the two interviews, after which the specialist will review the answers on the form to see if the youth is a risk for further firesetting activity. Meanwhile, the youth is given homework to have ready for the next time the firefighters come.

This includes a home safety evaluation, a mock obituary, and a breakdown of the financial costs of fires.

Interview questions that will be asked include: • Where did they get the firesetting materials?

• Do they have any other issues they would like to report (such as parental abuse) to the specialist?

• Within the last six months has there been an event that could have contributed to this behavior?

Based on their answers, the family is given referral options for their child. It is not the responsibility of the firefighter to proceed any further if the indicators of the questionnaire show that the youth may need help from a therapist or police intervention.

If the questionnaire demonstrates that there is little risk of more firesetting, the program makes recommendations of how to proceed, including a visit to the fire station, a contract between the firefighter and the youth, or other positive reinforcement tools.

This is the skeleton of the Intervention Program, and it is quite effective. If specialists see a need to add more meat to the bones of the program, they are welcome to do so. It’s important that the program be both flexible and intuitive to meet the needs of the family involved. It takes commitment and persistence to implement a successful Youth Fire Intervention Program at your department. The Utah State Fire Marshal’s Office can help every step of the way.

Andrew McCormick has worked in community education for over 15 years in the State of Utah. He has worked for the State Fire Marshal’s Office since 2016 as the public education specialist, which covers topics ranging from youth firesetting prevention, fire safety curriculum development, fire and disaster preparation, Fire Corps, and more. For more information about Youth Firesetting Intervention Programs, check out firemarshal.utah.gov/ fire-life-safety-education/program-materials/ or contact Andrew at amcormick@utah.gov or 801-284-6363.

Fall 2018 | 41

Climbing the Ladder

Murray City FD David Florin has been promoted to battalion chief with Murray City Fire Department. Dave started his career as a part-paid firefighter with Murray City in 1991 and then was hired full time in 1993. He has worked through the ranks as firefighter, paramedic, hazmat tech, rescue tech, and captain. Dave is also certified in fire investigations and is part of Metro USAR. He has a bachelor’s in business administration and an associate’s in fire science. He is married, and they have two daughters. Well done, Dave!

Weber Fire District Paul Sullivan has been appointed fire chief of the Weber Fire District. He has 38 years combined fire and EMS experience, including 11 years as deputy chief with the Weber Fire District; 21 years with the Chandler Fire Department in Arizona, where he retired at the rank of battalion chief; and 6 years with other agencies as an EMT, paramedic, and firefighter.

Paul has been a fire service instructor for 25 years, teaching command, WMD, truck company operations, leadership, and other topics. Paul has an associate degree in fire science, a bachelor’s in public safety administration, and a master’s of administration from Northern Arizona University.

Congratulations, Fire Officer Designation Recipients The Utah Commission on Fire Officer Designation and the Utah Fire and Rescue Academy are proud to recognize the following individuals for receiving the Supervising Fire Officer Designation:

Corey Bybee, Syracuse Fire Department

Jeremy Robertson, Unified Fire Authority

Chon Morfin, Layton Fire Department

Kelcee Oyler, Layton City Fire Department

Shaun Smith, Layton City Fire Department

Krista Horting, Weber Fire Department

The next deadline for applications is Michael Powell, West Jordan Fire Department

James McClure, Tooele Army Depot FD

Ryan Eckardt, Kaysville Fire Department

December 31, 2018.

The Fire Officer Designation Program is meant to provide a coherent and attainable guide to career advancement and serves as both a development program for future fire officers and a recognition and promotion preparation program for current fire officers. Information about the program can be found at uvu.edu/ufra/fodp.html.

42 | UFRA Straight Tip

RETIREMENTS:

Chief David Austin, Weber Fire District, began his fire service career with Montrose Fire Protection District in Colorado as a rookie firefighter in 1975. As a young firefighter, Dave found a passion for fire prevention and public education, creating a popular fire safety program for Colorado schools.

This led him into code enforcement and fire investigations in 1982. Through this process, he developed and coordinated a local investigation taskforce that consisted of the police department and the sheriff ’s departments, which proved successful in several prosecutions.

Wanting to continue his education, Dave began working on an associate degree in 1985 and completed two associate of applied science degrees by 1987.

In 1985, he was promoted to assistant chief with the Montrose Fire Protection District and only three short years later was promoted to be the department’s fire chief. His largest accomplishment as chief was his influence on the development of the county E911 system, which greatly enhanced emergency response throughout the county.

In 1993, Chief Austin was hired as Weber Fire District’s assistant chief. In this position, Dave helped build two fire stations and remodel a third, all the while handling both operational and prevention responsibilities. On August 16, 1996, he was appointed to the position of fire chief for Weber Fire District. Dave has served the district and its communities for over 21 years as the fire chief and over 24 years overall with the Weber Fire District.

During this 24 years of service with Weber Fire District, he has served as president of the Utah State Fire Chiefs Association; as president, 1st vice president, 44 | UFRA Straight Tip

and secretary/treasurer of the Weber County Fire Officers Association; on the 2002 Winter Olympic Fire and EMS Operations Committee; on the 2002 Northern Utah Public Safety Planning Committee; as the Weber County past LEPC chairman, on the Membership Committee, and on the Tier II Committee; on Utah Fire Department Assistance Grants Committee; and on the Board of the Utah Association of Special Districts.

In 2017, the South Salt Lake Fire Department had two retirements: Battalion Chief Kent Robertson retired on September 1, 2017, after serving for over 35 years. Chief Robertson started with the department in May of 1982 as a part-paid employee and was hired full time on November 1, 1985.

During his career, Chief Robertson held several positions: medical training officer, apparatus officer for 25 years, and facilities officer for two years. Chief Robertson hopes to spend more time in Alaska and on Flaming Gorge fishing with his wife, Wendy, and their family. Fish on, Chief!

Engineer Steve “Cowboy” Wanlass retired August 1, 2017, after serving for over 20 years.

Engineer Wanlass started with the department on April 1, 1997. Most of his career was spent on B Platoon, where he was stationed at Fire Station 41. Engineer Wanlass was well known for his humor and his dedication to the fire service. Engineer Wanlass also served on the department’s Hazardous Materials Team. Steve served for many years as the Bluffdale City fire chief. Cowboy will be spending more time with his family and attending more Utes games. We are Cowboy Strong!

Go UTES!

OBITUARIES:

Curtis Weldon Day 1958–2018 Curtis Weldon Day, age 59, passed away unexpectedly four days following a cardiac event on August 1, 2018, surrounded by his loving family.

Curtis was born on October 31, 1958 to Ramona Finlinson and Henry Weldon Day. He grew up in Enterprise, Utah and attended Enterprise High School.

He served an LDS mission in the Halifax Nova Scotia mission. Following his mission, he married Nadine Tait on August 16, 1980 in the St. George Temple.

Together they raised 6 children, Raynel (Sharlie) Day, Hilarie (Jonathan) Rueckert, Marilee (Philip) Ellsworth, Pamela (John) Warr, Corrinn (Ronnie) Shalvis, Tanner (Danielle) Day and 18 grandchildren. He is survived by his 2 sisters, Coleen (Jack) Randall and Sally (Eric) Showgren. Curtis loved his family fiercely, and was such a loving, devoted husband, father and grandfather. We will miss him so much!

Curtis loved people and spent his life serving others, both religiously and professionally. His membership in the Church of Jesus Christ of Latter-day Saints allowed him opportunities to make a difference in people’s lives. He served in many leadership positions and blessed the lives of so many.

He fulfilled his lifelong dream of being a firefighter when he was hired by Salt Lake City Fire Dept in 1985. He worked as a firefighter for 33 years, holding positions as an Engineer (his favorite), Captain and ended his career as a Battalion Chief for Unified Fire Authority. He always counted himself a lucky man to be able to earn his living doing what he loved.

Published in the Deseret News on August 4, 2018.

Bryan Robert Thatcher 1973–2018 We are heartbroken to announce the passing of Bryan Robert Thatcher, our beloved son, father, brother, husband, and friend. He passed away unexpectedly while watching the Red Sox game. He was 44.

Born July 23, 1973 in Ogden, Utah, Bryan was the first child of Robert C. Thatcher and Darlene Mansfield Thatcher. Bryan grew up skateboarding, biking, snowboarding and was an Eagle Scout. He was always ready with a plan to share outdoor adventures with friends and family.

Early in life Bryan found his calling in the fire service, where he served for nearly 20 years. He worked first as a Firefighter/EMT, then as a Fire Inspector, and later as Arson Investigator and Fire Marshal where he met the love of his life, Erin Preston.

Bryan will be forever remembered as an outdoor adventurer, avid mountain biker, and quick-witted friend. His untimely death leaves a hole that speaks only to the fullness and richness of his life.

Bryan is survived by his parents, his children Zoe Williams, Demi Kai Thatcher, Kaleb Thatcher; his sister Amberlee Whitemyer, her husband Richard, and their children Rileigh, Logan, and Nellie Mae; his sister Nicole Schiers, her hus-

If you have any retirement, obituary, promotional, or hiring announcements you would like included in the Straight Tip, please send them to ufrastraighttip@uvu.edu. band Rob, and their children Kayli, Kayci, and Driggs; and his loving wife Erin Preston and his stepsons Oliver and William.

Published in the Salt Lake Tribune on July 3, 2018.

Fall 2018 | 45

National Wildfire Coordinating Group (NWCG) Courses 2018–2019 To register, complete a nomination form found at uvu.edu/ufra under “Wildland Program” or contact Angie Menlove at menlovan@uvu.edu or Dan Cather at catherda@uvu.edu.

Course

2018

S-131 — S-211 — S-215 — L-280 — I-200 — S-270 — S-260 — S-261 — FI-210 —

S-290 — S-230 — L-380 — S-200 — S-236 — I-300 — I-400 —

2019

S-300 —

Rx-341 — I-300 — I-400 — S-330 — S-359 — M-410 — S-390 —

S-339 —

Rx-301 —

L-381 —

S-244 — S-219 —

Pre-Req.s

Pre-Course Hrs.

Dates

Cost

Advanced Firefighter ...................................FFT2 / WFF1......................None................ 10–12......... Oct. 3, 2018.....................$150 Portable Pumps and Water Use ..................NONE..................................None................ 16–20......... Oct. 4–5, 2018................$200 Fire Operations in the Urban Interface......FFT1 / WFF2......................None................ 16–24......... Oct. 9–10, 2018..............$250 Followership to Leadership..........................L-180....................................YES.................. 16–20......... Oct. 11–12, 2018............$250 Basic ICS for Single Resources.....................NONE..................................None................ 12–16......... Oct. 15–16, 2018............$200 Basic Air Operations.....................................NONE..................................YES.................. 16................ Oct. 17–18, 2018............$250 Fire Business Management Principles........NONE..................................None................ 16–20......... Oct. 22–24, 2018............$200 Applied Interagency Incident Business.......NONE..................................None................ 20–24......... Oct. 24–26, 2018............$200 Wildland Fire Origin ..................................................................................YES.................. 34–40......... Oct. 29–Nov. 2, 2018.....$400 / Cause Determination Intermediate Fire Behavior...........................FFT2 / WFF1......................YES.................. 32–40......... Nov. 5–9, 2018................$350 Crew Boss / S-231—Engine Boss................FFT1 / S-290 / S-230..........YES.................. 40................ Nov. 13–16, 2018............$500 Fireline Leadership ......................................L-180....................................YES.................. 32–40......... Nov. 26–30, 2018............$500 Initial Attack Incident Commander............Single Resource Boss..........YES.................. 16–19......... Dec. 3–4, 2018................$200 Heavy Equipment Boss.................................FFT1.....................................YES.................. 16–24......... Dec. 5–6, 2018................$200 Intermediate ICS............................................I-200.....................................None................ 18–24......... Dec. 10–12, 2018............$250 Advanced ICS ................................................I-300.....................................None................ 16................ Dec. 13–14, 2018............$250 Extended Attack Incident Commander......ICT4wTFLD .......................YES.................. 16–24......... Jan. 8–10, 2019...............$250 / ENGB or CRWB Prescribed Fire Plan Preparation.................S-390 / Behave Plus............YES.................. 30–34......... Jan. 15–18, 2019.............$350 Intermediate ICS (DTECH).........................I-200.....................................None................ 18–24......... Jan. 22–24, 2019.............$250 Advanced ICS (Winter Fire School)............I-300.....................................None................ 16................ Jan. 25–26, 2019.............$250 Task Force / Strike Team Leader..................Single Resource Boss..........YES.................. 18–24......... Jan. 28–30, 2019.............$250 Medical Unit Leader......................................EMT.............................................................. 16–20......... Feb. 7–8, 2019.................$200 Facilitative Instructor ...................................NONE..................................YES.................. 36................ Feb. 11–15, 2019............$500 Intro to Wildland...........................................S-290 / Single Resource.....YES.................. 32–40......... Feb. 25–Mar. 1, 2019.....$400 Fire Behavior Calculations Division Group Supervisor...........................TFLD / ICT3 / ICT4 .........YES.................. 20–24......... Mar. 4–6, 2019................$250 / STCR / STEN Prescribed Fire Implementation..................FIRB / ICT4 ........................YES.................. 20–26......... Mar. 11–15, 2019...........$400 / S-390 / Behave Plus Incident Leadership.......................................STEN / STCW ....................YES Mailed..... 40................ Mar. 18–22, 2019.........$1000 / TFLD / ICT4 Field Observer ...............................................S-290 ...................................YES.................. 16–20......... Apr. 2–4, 2019................$250 Ignition Operations.......................................S-290....................................YES.................. 18................ Apr. 9–10, 2019..............$250

Fall 2018 | 47

EARN YOUR EMERGENCY SERVICES SPRING 2019 SEMESTER

ES FACE-TO-FACE & ONLINE CLASS ES 1150 Community Emergency Preparedness Now is the time to begin working on your emergency services degree or finish the degree you have been working on.

Why Should I Earn a College Degree?

• • •

Personal improvement Preparation for promotion Expand career opportunities

What Degrees are Offered?

Certificates • Firefighter Recruit Candidate • Paramedic • Aviation Fire Officer

Associate of Science Emergency Services Associate of Applied Science Emergency Services • Fire Officer • Emergency Care • Wildland Fire Management • Aviation Fire Officer Bachelor of Science Emergency Services Administration • Emergency Care • Emergency Management (offered 100% online)

How Do I Enroll?

• •

Apply for admissions by going to: http://www.uvu.edu/admissions/ If you have attended another college or university, request an official transcript be sent to: UVU Admissions Office 800 West University Parkway MS 106 Orem, Utah 84058-5999

ESFF FACE-TO-FACE CLASSES ESFF 1000 Introduction to ES & Ability Testing ESFF 1360 Recruit Candidate Academy Internship ESFF 250A Firefighter RCA I ESFF 250B Firefighter RCA II ESFF 281R Emergency Services Internship ESFF ONLINE CLASSES ESFF 1000 Introduction to ES & Ability Testing ESFF 1120 Principles of Fire & ES Safety & Survival ESFF 2100 Introduction to Emergency Services Leadership UFRA-SPONSORED CLASSES WITH UVU CREDIT AVAILABLE ESFO 2030 Fire Inspector I ESFO 2050 Fire Protection and Detection Systems ESFO 2080 Building Construction for the Fire Services ESFO 2100 Fire Officer I Supervisor Leader ESFO 211A Fire Service Instructor I ESEC FACE-TO-FACE CLASSES ESEC 1140 Emergency Medical Technician, Basic ESEC 3060 Emergency Medical Technician, Advanced ESEC 3110 Paramedic I ESEC 3120 Paramedic Lab ESEC 3130 Paramedic II ESEC 3140 Paramedic III ESEC 4110 Paramedic IV ESEC 4120 Paramedic Clinical Concepts

What Will It Cost?

ESMG ONLINE CLASSES

For more information regarding admissions and registration, call 801-863-7798 or 888-548-7816 to schedule a phone or office appointment with an Emergency Services Administration Academic Advisor.

ESMG 310G Introduction to Homeland Security ESMG 3150 Principles of Management for the ES ESMG 3200 Health and Safety Program Management ESMG 3250 Managing Emergency Medical Services ESMG 3300 Master Planning for Public ES ESMG 3600 Psychology of Emergency Services ESMG 4150 Humanitarian Relief and Disaster Relief ESMG 4200 Disaster Response and the Public

• For official UVU tuition/fee amounts go to:

http://www.uvu.edu/tuition/docs/tuition-fees1617.pdf • Some courses have “course fees” in addition to tuition.

48 | UFRA Straight Tip

DEGREE AT UVU SPRING 2019 SEMESTER

ESMG ONLINE CLASSES (continued) ESMG 425G Crisis and Disaster Management ESMG 445G Human Factors Emergency Management ESMG 4500 Customer Service and Marketing for the ES ESMG 4550 Principles of Disaster and Emergency Mgmt ESMG 4600 Public Administration for the ES ESMG 4650 Emergency Services Capstone ESMG 481R Emergency Services Internship ESMG 489R Special Topics in Emergency Management ESMG 491R Topics in Cardiology and Medical Trends ESMG 492R Topics in Trauma and Pharmacology ESMG 493R Topics in Medical Litigation ESWF FACE-TO-FACE CLASS ESWF 1400 Wildland Firefighting Fundamentals PARAMEDIC By application only. For more information visit http://www.uvu.edu/esa/paramedic/index.html or call 801-863-7798 or 888-548-7816.

RECRUIT CANDIDATE ACADEMY (RCA) By application only. For more information visit http://www.uvu.edu/esa/rca/ or make an appointment with an academic advisor by calling the Student Center at 801-863-7798.

On-the-job internships are available for all RCA graduates.

Application deadlines: July 15 for Fall Semester and November 15 for Spring Semester.

Enroll early! Please note that courses are subject to cancellation due to low enrollment.

YOUR LADDER TO SUCCESS MASTER OF PUBLIC SERVICE

new two–year online degree now enrolling for Fall 2019 visit

UVU.EDU/MPS

Please check http://www.uvu.edu/esa for current and updated course listings.

Fall 2018 | 49

Nonprofit Organization U.S. POSTAGE

Nonprofit Organization U.S. POSTAGE

Utah Valley University

Utah Valley University

PAID

VALLEY UNIVERSITY

UTAH FIRE AND RESCUE ACADEMY . MS 193

. MS 193 R E A N D R E800 S C UW. E UNIVERSITY A C A D E M Y PARKWAY, OREM, UT 84058-6703

U N I V E R S I T Y P A R K W AY, O R E M , U T 8 4 0 5 8 - 5 9 9 9

CHANGE SERVICE REQUESTED

RESS SERVICE REQUESTED

PAID