FRM 10 oct

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All ThINgs ExTRICATION Learn alternative tactics for high-strength steels, p. 52 Create an extrication training plan, p. 80

Plus

A company officer’s guide to politics, p. 60 October 2010 Read It Today, Use It Tomorrow Connect with us at FirefighterNation.com

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October 2010 Volume 28, Issue 10 To subscribe, visit www.fire-rescue.com

52

Extrication

Fireground Tactics

52 Get Around It

Alternative tactics for extrication operations involving advanced steel

By Les Baker

36 Truck Company Operations Tips for securing utilities at commercial structure fires

By Randy Frassetto

80 Make the Cut Tips for creating an extrication training plan that incorporates area departments & companies

By Todd D. Meyer

44 Fire Attack

During fire attack, chock doors to maintain water supply & egress

By Mike Kirby & Tom Lakamp

Wildland/Urban Interface 71

WUI News Roundup Latest updates in WUI policy & decision-making

By Dan Bailey

The International Association of Fire Chiefs’ leadership section

62 President’s Letter

How fire service leaders can create an inclusive work environment

By Chief Jack Parow

64 Leadership Skills

Important decisions require someone to argue the other side

By Chief Marc Revere

Plus!

60 On the Campaign Trail When public support wanes, firefighters must become fire service “politicians”

By John Oceguera

66 Safety

Role definition & safety focus are critical during special operations

By Chief Randall Talifarro

68 Near-Miss Reports

2 reports show the difference between having a RIT in place—& not

By Deputy Chief John B. Tippett Jr.

About the Cover On July 15, the Northampton (Mass.) Fire Department responded as mutual aid to the scene of a two-car crash along I-91 in Hatfield, Mass. Responders found multiple injuries with entrapment. TACTICAL TIP: Traffic accidents represent one of the most hazardous types of incidents for emergency responders today. Passing motorists, leaking fuels, unstable vehicles, sharp edges, etc., are critical factors for firefighters and emergency medical personnel working these scenes. Remember that personal safety is always priority No. 1. You must recon the entire incident scene before taking action, wear proper PPE (including reflective vests), establish a safe work zone, use apparatus as barriers from passing motorists, provide incident illumination where necessary, conduct a 360-degree size-up, stabilize the involved vehicles, isolate electrical sources, pull a protective handline or extinguisher, stage tools and debris, protect patients and responders from shrapnel during extrication operations, and designate an incident safety officer whenever possible. Photo FIREGROUND360°

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OctOber 2010

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In This Issue …

26 Apparatus Ideas

Howard County (Md.) Fire Rescue takes delivery of 2 pumper/tankers & a water-delivery unit

12 From the Editor

Are the limitations of experience preventing us from seeing the whole picture?

By Timothy E. Sendelbach

76 Company Officer Development

Without a training plan, you won’t understand why mistakes are made or how to fix them

14 ToolsNewsTechniques

• Gear Test: The Big Spike & Little Spike tools speed vertical ventilation • Announcement: Lt. Shawn Jones named FireRescue’s Company Officer of the Year • Health: NFFF targets LSI #13, focusing on behavioral health • Challenge News: The Firefighter Combat Challenge takes over another 9 states • Training: Financial aid returns for training California Fire Explorers

88

By Bob Vaccaro

By Ray Gayk

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86 Fire Prevention

22 Nozzlehead

Our personnel have the ability to implement IRM

To enact needed change, help your chief “see the light”

By Jim Crawford

88 New Products

Exclusively Online!

90 New Deliveries 92 Classifieds

Visit www.tinyurl.com/FireRescueblog to read these articles:

Survival of the Fittest

96 Ad Index 98 Response Time

Quick Drills

Pull-ups Work: A pull-up bar lets you use your own weight to gain muscle strength

By Jeff & Martha Ellis

Fully Involved? 2 drills to practice the age-old fireground size-up question, “What do I have?”

By Homer Robertson

Rural Command

Patience is a virtue & so much more for an officer

By Brian A. Crawford

Calibrating the Proportioner: Tips for measuring both water & foam concentrate flow volumes

By Keith Klassen

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Firerescue Magazine

OctOber 2010

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editor-in-chief

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

Shannon Pieper - s.pieper@elsevier.com MAnAGinG editor

Janelle Foskett - j.foskett@elsevier.com senior editor

Cindy Devone-Pacheco - c.devone@elsevier.com editoriAl AssistAnt

Kindra Sclar - k.sclar@elsevier.com online neWs/BloG MAnAGer Bill Carey - bill@goforwardmedia.com editoriAl director

A.J. Heightman - a.j.heightman@elsevier.com editoriAl dePArtMent

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

Jason Pelc - jasonpelc@yahoo.com director of eProdUcts/ProdUction

Tim Francis - t.francis@elsevier.com WeB ProdUction coordinAtor

Neil Johnson - n.johnson2@elsevier.com ProdUction coordinAtor

Pippin Schupbach - p.schupbach@elsevier.com ProdUction AssistAnt

Kevin Root - k.root@elsevier.com AdvertisinG dePArtMent

Phone 800/266-5367; Fax 619/699-6722 AdvertisinG director/Western AccoUnt MAnAGer

Sheri Collins - sheric@nevpacinc.com 520/825-3770

Western eMediA sAles rePresentAtive

Cindi Richardson - cindirichardson@sbcglobal.net 661/297-4027 eAstern sAles rePresentAtive

Joe Skey - joe.rhmedia@verizon.net 856/673-4000 clAssified sAles rePresentAtive

Jim Maloney - j.maloney@elsevier.com 215/239-3157 senior sAles coordinAtor

Elizabeth Zook - e.zook@elsevier.com sAles & AdMinistrAtive coordinAtor

Liz Coyle - l.coyle@elsevier.com

eMediA strAteGY

Phone 410/872-9303

MAnAGinG director

Dave Iannone - dave@goforwardmedia.com director of eMediA sAles

Paul Andrews - paul@goforwardmedia.com director of eMediA content

Chris Hebert - chris@goforwardmedia.com director of AUdience develoPMent & sAles sUPPort

Mike Shear - m.shear@elsevier.com

AUdience develoPMent coordinAtor

Jenna Engelstein - j.engelstein@elsevier.com sUBscriPtion dePArtMent

Phone 888/456-5367 MArketinG director

Debbie Murray - d.l.murray@elsevier.com MArketinG MAnAGer

Melanie Dowd - m.dowd@elsevier.com senior GrAPhic desiGner

Kathy Whitehead - k.whitehead@elsevier.com MArketinG & ProGrAM coordinAtor

Olga Berdial - o.berdial@elsevier.com vice President/PUBlisher

Jeff Berend - j.berend@elsevier.com foUndinG PUBlisher

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Firerescue Magazine

James O. Page, 1936–2004

OctOber 2010

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Editorial Board

iaFC Board & StaFF

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

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

TECHNICAL EDITORS AppARATuS Fire Chief Bob Vaccaro (Ret.) Deer Park, N.Y.

EDITORIAL ADvISORS & CONTRIBuTING EDITORS

iaFC Board

Chief Brian Crawford Shreveport (La.) Fire Department

John E. “Jack” Parow President & Chairman of the Board

Dwight Clark FirstCare, Forsyth, Ga.

Al H. Gillespie First Vice President

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

Henry “Hank” C. Clemmensen Second Vice President

Battalion Chief Henry Costo Philadelphia Fire Department

Jeffrey D. Johnson President 2009–2010

Capt. Mike Kirby & District Chief Tom Lakamp Cincinnati Fire Department

Assistant Chief Brian Fennessy San Diego Fire-Rescue Department

William R. Metcalf Treasurer

ExTRICATION Battalion Chief Todd D. Meyer Gig Harbor (Wash.) Fire/Medic One

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

Richard Carrizzo Missouri Valley Division

fIRE pREvENTION Fire Marshal Jim Crawford (Ret.) Vancouver (Wash.) Fire Department

Assistant Chief Todd Harms Phoenix Fire Department

COmpANy OffICER DEvELOpmENT Deputy Chief Ray Gayk Ontario (Calif.) Fire Department fIRE ATTACk Chief Greg Jakubowski Lingohocken (Pa.) Fire Company

fITNESS Division Chief Martha Ellis Salt Lake City Fire Department QuICk DRILLS Capt. Homer Robertson Fort Worth Fire Department RESCuE Capt. Andy Speier Snohomish County (Wash.)

Fire District 1

Fire Chief Ed Hartin Central Whidbey Island (Wash.)

Fire & Rescue Fire Chief Jeff Johnson Tualatin Valley (Ore.) Fire and Rescue Fire Chief Rhoda Mae Kerr Austin (Texas) Fire Department Steve Kidd Delve Productions, Inc., Orlando, Fla. Chief Tom Kuntz Red Lodge (Mont.) Fire Department

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

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

RuRAL fIRE COmmAND Capt. Keith Klassen Summit (Ariz.) Fire District

Chief Steve Pegram Goshen (Ohio) Township Fire & EMS Department

Resident Instructor Patrick Pauly Pennsylvania State Fire Academy Lewistown, Penn.

TRuCk COmpANy OpS Capt. Michael M. Dugan Fire Department City of New York Capt. Randy Frassetto Surprise (Ariz.) Fire Department Lt. Jim McCormack Indianapolis Fire Department

to SuBSCriBE, viSit www.FirE-rESCuE.Com

Battalion Chief Tom Pendley Peoria (Ariz.) Fire Department District Chief Billy Schmidt Palm Beach County (Fla.) Fire Department Deputy Fire Coordinator Tiger Schmittendorf Erie County Department of Emergency Services, Buffalo, N.Y.

John W. deHooge Canadian Division William Walton Jr. Eastern Division John Sinclair EMS Section Alan W. Perdue Fire & Life Safety Section Kenn Taylor Great Lakes Division Luther L. Fincher Jr. Metro Chiefs Association Roger Bradley New England Division I. David Daniels Safety, Health & Survival Section Jack K. McElfish Southeastern Division Jerry “J.D.” Gardner Southwestern Division Shane Ray VCOS Kenneth G. Silva Western Division iaFC StaFF

Deputy Chief John Sullivan Worcester (Mass.) Fire Department

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

Deputy Chief John Tippett Charleston (S.C.) Fire Department

Ann Davison, CAE Strategic Information Manager

Battalion Chief Matt Tobia Anne Arundel (Md.) County Fire Department

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OctOber 2010

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FromTheediTor

Outside the Lines Are the limitations of experience preventing us from seeing the whole picture?

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world of sports be today if we were consistently forced to look from outside the lines?

Tis debate caused me to realize I had never taken the time to consider the limitations of experience.

True, experience is an incredible teacher, but it comes with self-imposed barriers. Experience is only one dimension of a multi-dimensional event. Further, our experiences, both operational and administrative, are oftentimes clouded and skewed by our preconceptions and personal biases, causing us to see, hear and feel only a portion of what’s actually being presented.

Experience is very private and personal, and most experiences take place without a true understanding of the complete event and the related factors involved.

An investigative inquiry, on the other hand, attempts to remove the personal biases by bringing forth multiple viewpoints, scientific facts and proven solutions to the identified problem. Done right, it represents the full story; it validates assumptions, dispels rumors and explores the event without restrictions.

So what does this mean for the fire service? Are more investigative inquiries in order? Should we place less value on experience and focus solely on scientific formulas, investigative research and legal recommendations? Absolutely not—the two work hand in hand.

Experience is a great teacher and so too are investigative inquiries, yet they both have limitations. Applying recommendations from an inquiry without factoring in experience can lead to experimental and unproven practices, yet the blind application of past practices (experience) without analysis (investigation) can prevent us from seeing ways we can and need to improve.

Te modern fire service demands that we look outside the lines to create new solutions to our everchanging environment. We must ask the hard questions: Why do we do what we do? Are the decisions we make ethical, safe and cost-effective, or simply what we’ve become accustomed to? Is what we’re seeing the whole story or only one dimension of a multidimensional event?

Te freedom of exploration we enjoyed as children was motivated by our ambition to learn and explore new things. To truly maintain that competitive edge of operational safety and professionalism, we must look beyond the barriers of the past and seek new opportunities, some of which may lie outside the lines of our traditional beliefs.

Firerescue Magazine

OctOber 2010

By Timothy E. Sendelbach

12

s children, we were all aspiring artists, and when given markers or crayons, our “canvas” was without limits. Without the preconceived notion that drawing is done on paper, the walls, tables and anything else that fell within our navigational abilities were fair game. However, as time moved on and we began to mature, life imposed limitations. Suddenly, we were forced to color inside the lines.

During a recent overseas trip, I had the privilege of attending a fire service debate that opened my eyes to the self-imposed limitations we face as fire service professionals. Te debate was designed to discuss whether experience teaches us more than investigative inquiries following tragic or significant incidents. It was tempting to fall back on the old saying, “Experience is the best teacher”—no further discussion required. But I was intrigued by the make-up of the panel—two veteran fire officers, a sportscaster, the Solicitor General, an attorney and a university professor.

Te first speaker was a fire officer from a metropolitan fire agency with more than 25 years of operational and administrative experience. He laid a solid foundation for the argument that experience is unquestionably the best teacher (or so I thought). A second fire officer with more than 30 years of experience echoed this sentiment, while also pinpointing the flaws of past investigative inquires, some of which had resulted in shamefully misleading recommendations in response to historical disasters. Te officer implied that many inquires were skewed from the beginning—as he put it, “rubbish in, rubbish out.”

Te officers and speakers that followed stressed that their first-hand experience—whether it was commanding incidents or serving in court—offered lessons from multiple fronts. Tey emphasized the physical, emotional and psychological triggers of learning that can only be felt while actively engaged.

Te debate changed, however, when the sportscaster took the stage. Although he was mentioning sports and players completely foreign to me, his argument about the importance of investigative inquiry hit home.

How, he asked, would the sports world look today if it had been subject to regular investigative inquiries?

(I couldn’t help thinking about Reggie Bush and Barry Bonds.) How many championships would have previously been overturned? How many players would have been permanently banned? How different would the

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Tools News Techniques Equipment

How To

Big Spike Tools

Pros

+ Increased surface area makes larger vent holes; + Thick pole makes for easy gripping; + Spike end can open padlocks and door restraints; and + It’s lightweight, non-conductive and exceptionally strong.

Cons

- Need to strike target straight on; and - Can only carry one at a time.

Big Spike Tools

People

Gear Test

Lucky Strike

The Big Spike & Little Spike tools speed vertical ventilation

By Raul Angulo

A

s a truck officer, I believe vertical ventilation is the most challenging and dangerous task we have. For fear of a roof collapse, my goal is to get on the roof safely, make a large hole and get off asap!

Modern household fire loads are primarily plastics and synthetics. Where plumbing was copper and cast iron, it’s now PVC. Electrical insulation is plastic. With all the glues and plastics that go into furniture, appliances and carpeting, it can be argued that the dominant fuel in a house fire is Class B—not Class A. With that in mind, the fire service must reevaluate the typical 4' x 4' vent hole for vertical ventilation.

With the high BTU output and volume of pressurized smoke produced by Class B household fuels, the

1 E. Northview Ave. Phoenix, AZ 85020 Tel: 602/568-4000 Fax: 707/988-1588 E-mail: doc@ bigspiketools.com Web: http://bigspike tools.com

The Big Spike is 78 inches long and weighs 11 lbs. The Little Spike tool is 30 inches long and weighs 6 lbs.

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Training

Firerescue Magazine

Web & Media

Events

traditional 4' x 4' may be an insufficient size to vent this “new smoke.” Instead, 4' x 8' holes or even 12' x 12' holes should be considered to keep up with the science of modern fire behavior.

However, we don’t hear much about increasing the ceiling hole to match the roof hole. Tink about it.

What good is it to make a 4' x 8' roof cut, only to punch the ceiling with the end of a pike pole that makes a hole the size of tennis ball? It takes repetitive strikes to punch a hole large enough to effectively vent the smoke before flames and radiant heat push firefighters back.

Apparently veteran Captain Mike Schamadan of the Phoenix Fire Department had the same concerns.

Frustrated by the limitations of a traditional pike pole, Schamadan put a plate on the end of a pole to increase the surface area that comes in contact with the ceiling. He found that while using this tool, a well-placed strike could knock half a panel off with a single blow. Unfortunately, the tool was difficult to hold on to with the little hook at the end of the pike pole, so he developed a larger hook and larger point to make it easier to hold. He then found a beefier stock of pultruded fiberglass to use for the pole. Tus, the Big Spike Tool was born.

Te Big Spike is 78 inches long and weighs 11 lbs.

(Note: If roof pitch angles or ceiling heights in your community would require a longer tool, custom lengths are available at no additional cost.) Te tool has two working ends, both made of Tenzaloy, a special aluminum-like alloy that’s non-conductive, lighter than steel and exceptionally strong—ideal for a tool that will be used in aggressive applications where loadcarrying capacity and impact strength are essential.

Te foot end of the tool has a serrated, gridded footplate that resembles a giant potato masher. It’s used to batter, pound, smash and punch through roofs, walls and ceilings. Note: Because the plate is flat, it’s best to strike the intended surface straight on, rather than at an angle.

Te spike end, which resembles a serrated lance with a serrated pistol grip, is used in the traditional fashion of a pike pole. Te thick 8½-inch-long spike has OctOber 2010

The spike end, which resembles a serrated lance with a serrated pistol grip, is used in the traditional fashion of a pike pole.

Photos BIg sPIke tools

roof rafters. It takes some practice, but it’s a very cool self-rescue drill. Although this can be practiced with any type of pike pole, the girth of the Big Spike shaft makes it easier for firefighters to grab onto and boost themselves up and over the tool and roll back onto the roof decking.

Like any tool, there are limitations. One truck captain thought the tool was too cumbersome to take to the roof. My response was, “What tool isn’t? SCBAs are cumbersome. Should we leave those on the truck?”

Tat thought process doesn’t fly with me.

A couple other things to note: Due to the increased diameter of the shaft, only one Big Spike could be carried up a ladder at a time. Also, these tools are not designed for “J” hooking and pulling up roof decking.

Finally, because you need to strike your target directly, rather than at an angle, you’re getting a little closer to your target. But that’s the same position you’d be in if you were using an axe or an end of a pike pole. Tat’s OK if you’re trying to find rafters on a sound roof. It’s not OK if the roof is going to give on the next impact load, so stay alert.

All in all, we found the Big Spike ($206) and the Little Spike ($156) to be virtually indestructible.

Nevertheless, they come with a lifetime guarantee.

Best of the Best

Lt. Shawn Jones named FireRescue’s Company Officer of the Year

Lt. Shawn M. Jones of the Anne Arundel County (Md.) Fire Department is the recipient of the 2010 FireRescue Magazine Company Officer of the Year Award. Te award was presented to Lt. Jones on Aug. 27, during the general session at Fire-Rescue International.

Lt. Jones was recognized for his excellent leadership, commitment to safety, dedication to the fire service and community involvement. Jones, a fourthgeneration firefighter, is a 14-year veteran of the Anne Arundel County Fire Department.

Jones’ nomination included these words about his leadership from Firefighter Jeremy Hopson: “During calls, regardless of the incident, he is the perfect example of how a well-seasoned firefighter/officer should conduct themselves. Many times after a bad motor vehicle crash or fire, Lt. Jones would pull me aside and tell me what I did wrong as well as praising me for what I did right, so on the next call and thereafter, I would always strive to do better.”

OctOber 2010

Photo Courtesy John BuCkman III

a beveled point. Te unique design and angle of the pistol grip, which is actually the hook, helps firefighters avoid pulling ceiling debris directly on themselves.

Te spike end also acts as the handle when the tool is used to punch through the ceilings from the roof.

Te pole itself is a 2-inch-thick, resin-reinforced, fiberglass shaft, making the Big Spike strong enough to support the weight of a firefighter with full PPE ensemble.

Tere’s also a Little Spike tool, a smaller version of the Big Spike, but without the foot plate. Te 6-lb.

Little Spike features a Tenzaloy D-handle with a 30-inch-long shaft for interior, close-quarters work.

Like its larger counterpart, the spike is used to poke, prod, pry or pull drywall, siding or any sorts of building material normally encountered in structure fires.

Te idea of increasing the surface area just enough to get the job done effectively and safely resonated with me, and I was anxious to test the tools. Te first thing my team found was that the Big Spike was great for sounding a roof. What used to take multiple strikes can be accomplished in two or three. Te foot plate has a “firmer” feel than the rubbish hook when it locates a structural member.

After making louver cuts, we found that the foot plate made it easy to punch the louvers open. With the plate’s increased surface area, it’s a tighter fit to get the Big Spike through the louver holes to punch the ceiling, but it’s doable. Obviously, the bigger the hole is, the easier it is to insert the foot plate. Te Big Spike is a beefy tool, and it smashed through the crossbracing fairly easily. When the Big Spike tool was rammed down into the attic space to punch through the ceiling, huge chunks of drywall fell into the room below—quite impressive! Te Little Spike is just as impressive at opening walls and ceilings.

We practiced an evolution using the Big Spike to rescue or assist a firefighter who is falling into an attic space by laying the shaft perpendicular to the

Lt. Shawn M. Jones (middle) stands with FireRescue Editor-in-Chief Tim Sendelbach (left) and IAFC President Chief Jack Parow, after receiving his 2010 Company Officer of the Year Award at FRI.

Firerescue Magazine

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Tey’re maintenance free and, best of all, they’re made in the USA. Te bottom line: Heavy smoke conditions can obscure visibility, so you may only get one chance to get it right. With the Big Spike, one good strike may be all you need to get the job done. And anytime a tool can make a dangerous job safer for firefighters, it’s worth taking a look at.

Raul A. Angulo is a 30-year veteran of the Seattle Fire Department and captain of Ladder Company 6. He writes and teaches on fire service leadership, company officer development, strategy and tactics, and fireground accountability throughout the United States, Canada and Mexico.

Health

Keep Your Head in the Game

NFFF targets LSI #13, focusing on behavioral health

T

he way to help firefighters who have dealt with potentially traumatic events is changing.

Firefighters and their families need appropriate resources to deal with the various complications that this occupation can bring to their lives—not to

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Firerescue Magazine

mention the more day-to-day life problems that all of us sometimes face. Further, health and safety standards require that assistance programs be made available.

With this in mind, the Everyone Goes Home program’s Life Safety Initiatives (LSIs) includes Initiative #13: “Provide firefighters and their families access to counseling and psychological support.” Te objectives of the initiative: to ensure that care is available whenever needed and that the care delivered represents the best practices under current evidence-informed standards.

And now, the NFFF is taking the Initiative to the next level, bringing together subject-matter experts to help develop useful approaches to behavioral health care to the fire service. Work is currently underway on several critical projects, all of which will be explained in a series of seven articles written by NFFF Executive Director Ronald J. Siarnicki. Tese articles will be posted on FirefighterNation.com over the next few months.

Te articles will focus on various topics, including protocols for dealing with occupational exposure to potentially traumatic events; Psychological First Aid, an evidence-informed best practices model developed under the guidance of the National Center for PostTraumatic Stress Disorder; recommendations for how to write specifications for behavioral health programs; Web-enabled, interactive programs for self-help and education on behavioral health; and more. Te first article, which describes the project’s goals and provides

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OctOber 2010

additional details about article topics, is available at http://tinyurl.com/lifesafety13-1.

Learn more about the ongoing projects regarding Everyone Goes Home Initiative #13 at www.everyone goeshome.com.

Challenge News

Still Runnin’

The Firefighter Combat Challenge takes over another 9 states

By Michael DeGrandpre

T

he Firefighter Combat Challenge continues to roll through the country under sunny skies.

Hot weather is helping to simulate not only the physical aspects of firefighting, but the high temperatures as well.

Following the event in Kissimmee, Fla., the Challenge headed to Carlsbad, N.M., where temperatures peaked at 117 degrees F. Team Mr. Restore.com (Texas) fell second to SAM Squad Team (Goodfellow Air Force Base, Texas), which earned first place in the relay with a time of 1:22.04. Russell Krasnesky (McKinney, Texas) placed first in the open/individual event with a time of 1:42.46.

Meanwhile, as the crew and the competitors were frying on the tarmac in the dry New Mexico heat, the

first-ever Firefighter Combat Challenge Trials were taking place in Pearle, Miss. Te Trials give potential Challenge competitors the opportunity to try out their skills in a “practice” environment. Curious firefighters were given the chance to see how they stood up against each other, including other novices and experienced Challenge veterans. Montgomery Fire (Ala.) placed first at the event with a combined team time of 6:15.98.

Moving west 1 week later, the Challenge was back in the dry desert heat in Tucson, Ariz., for the sixth event of the 2010 season. Local team Davis Monthan Air Force Base (Ariz.) placed first in the relay, while Greg Kotsis (Gilbert, Ariz.) claimed first in the open event with 1:43.34. Tucson was, among other things, the first event of the season for several of the Challenge’s regular competitors, such as Shane Farmer (Cedar Falls, Idaho), who posted a 1:48.90, placing fourth overall.

From one extreme to the other, the Challenge trekked to the abundant green mountains of Colorado and set up next to the U.S. Air Force Academy stadium. Staying true to their relentless hard work image, the U.S. Air Force teams were dominant in the relay sector, with Team USAFA (Colo.) placing first with 1:10.89, and their female counter-part, Team Fire Fembots (Colo.), sweeping the women’s relay first place as well, with a time of 1:50.78.

John Woolery (Run Faster Omaha; Omaha, Neb.)

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OctOber 2010

Firerescue Magazine

17

Photo Michael DeGranDPre

During the Challenge events at the Air Force Academy in Colorado, the U.S. Air Force teams were dominant in the relay sector, with Team Fire Fembots (pictured) sweeping the women’s relay first place with a time of 1:50.78.

Firerescue Magazine

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placed first after an incredible race against Bill Gates (USAFA; Colorado Springs). Woolery’s final time was 1:41.55, while Gates just missed the Energizer Top 10 list, ringing in a time of 1:53.96.

Back in the heat of Greenville, Texas, Team McKinney Fire Relay Local 401 (Texas) placed first in the relay competition with a time of 1:23.50, beating the often intimidating SAM Squad by 13 seconds.

For the first time this season, the Challenge was greeted by light rain in Rapid City, S.D., where Joyce Sauer (Rapid City, S.D.) finished first for the women at 3:24.71—at 47 years old! Tis was also the first

time we were introduced to a group of high school junior firefighters from the Custer (S.D.) Volunteer Fire Department. Sure, they might only be 16 to 18 years old, but these five relay team members put on an impressive try in Rapid City, finishing with 2:20.18 for their first time in the Challenge.

Te Custer juniors also put on an even more successful try in Casper, Wyo., where the Challenge ventured next, making it even further than in Rapid City in the relays. But the Casper “Downtown Trowdown” ended in Hollywood feel-good-movie style with the home Casper Relay Team coming in first, with a time of 1:23.87, beating newcomers Team Warren Fire (Warren Air Force Base, Colo.) by less than 3 seconds.

Following the success of the event in Wyoming, the crew moved south to Lubbock, Texas. Once again, Bill Gates was back, where this time he added another first-place win in the open competition, finishing at 1:28.39. His relay team also added another first-place notch to their record board, finishing 8 seconds ahead of the second place team, at 1:09.32.

And most recently the Challenge moved to Lexington, Ky., where among the horses, fresh air and whiskey, Ted Koppen (Cincinnati) made his first appearance in first-place position in the open competition, finishing with a time of 1:36.96. Similar to Gates’ double-win scenario in Lubbock, Koppen and his team, Team MET-Rx (Cincinnati), came

OctOber 2010

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in first with combined times of 5:04.94. Team Horry County (S.C.) earned the first-place position in the relay competition, 15 seconds ahead of the second-place team, Wright Patt (Wright Patterson Air Force Base, Ohio).

Horry County will also play host to the 19th World Challenge in Myrtle Beach, S.C., in early November.

Te Firefighter Combat Challenge has seven more events scheduled in its regular season, followed by the national competition in Kissimmee, Fla., this month, then the Worlds.

Michael DeGrandpre lives in Washington, D.C., and works for the Firefighter Combat Challenge handling creative content, including photos, video and writing.

Training

Funding Future Firefighters

Financial aid returns for training California Fire Explorers

By Jane Jerrard

F

uture firefighters in California can get a financial boost on training now that the dormant California Fire Exploring Scholarship has been resurrected to help the state’s young adult fire explorers and cadets pay for fire education and training.

Fire explorer 411 With support from the Boy Scouts of America, fire explorers are young volunteers— typically between ages 14 and 20—who sign up with a local fire department to get hands-on training and an insider’s look at the fire service.

“It’s the best entry-level or learning position a young adult can come into,” says Brett Boukather, a former fire explorer turned professional firefighter, currently working for the State of California. “Tey can come into the department, wear a uniform, get training and eventually do ride-alongs—at no cost. It’s a great chance to find out if this is a career they’re interested in.”

Participating fire departments benefit too.

More than free labor for tasks like traffic control, a department’s fire explorers are trained to that department’s standards, resulting in excellent recruits once they come of age.

“Departments are basically grooming future employees. Tat’s what the Orange County program did for me,” Boukather says. “And for the departments, it’s a terrific way to do outreach. Tey can reach out to their community and offer services to youth.”

The ScholarShip reTurnS Education and training are large parts of any explorer program—and California Explorers have been, and are once again, able to use a scholarship to help pay for targeted training.

Captain Mike Van Bibber of the Orange County Fire Department (now Authority) started the California Fire Exploring Scholarship in the mid-1980s in honor of Orange County Fire Explorer Armond Minogue, who was killed in an auto accident. Tat program, which gave $100 each year to a fire explorer, lasted through 1991, when Captain Van Bibber retired.

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2010 scholarship recipient Adam Delaney stands with Vista (Calif.) Fire Department Chief Officer Don Shellhammer.

Photo City of Vista fire DePartment

2009, it sparked Boukather—a recipient of the scholarship in 1987—to pick up the torch. “I originally decided to give away $100 of my own money every year,” he says. “But it’s really grown.” After registering the scholarship as a 501(c)(3) charity, setting up a board of directors and developing a website, Boukather’s new California Fire Exploring Scholarship raised $3,000, half of it from local casinos owned by Native American tribes. “Te LA City Firemen’s Credit Union was very generous too,” Boukather says. So the charity was able to give $200 to four fire explorers in its first year.

Explorers apply for the annual scholarship by submitting an essay, and the scholarship’s board of directors selects the winners. “Tey can spend the money on any career-enhancing endeavor,” Boukather explains.

Attending the AcAdemy All of the 2010 scholarship recipients used their funds to attend the California Fire Explorer Association’s Explorer Academy.

Te Academy takes place once a year over spring break, and is hosted by a different fire department each year—sometimes in Southern California and sometimes farther north.

“It’s an intensive week,” says Jason Weber, president of the California Fire Explorers Association (www.cfea.net). “Te kids have a 5 a.m. start, and they’re on the bus to the training by 6. After dinner they have classroom training and that goes until 10 or 11 at night.” Over 5 days, explorers get hands-on training in wildland fires, structure fires (working on buildings acquired by the host fire department), auto extrication, flammable liquids and basic rescue skills—and go home with various state certifications.

Academy attendance is limited to 175 explorers and 100 advisors. Te advisors are instructors from throughout California, many of whom volunteer their personal time. Weber explains that the association works with the host agency, which is responsible for finding a high school where explorers will eat, sleep and get classroom training.

Te academy is open to all current fire explorers in the state of California with at least 6 months of service in their respective post—but the limited number of slots has resulted in a lottery system for entry. Applications for 2011 will be available Dec. 1 and are due by mid-January.

Visit www.cfescholarship.org to learn more about the California Fire Exploring Scholarship.

Jane Jerrard lives in Chicago and writes regularly for FireRescue magazine.

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NOZZLEHEAD

Fire Chief “Self-Realization” To enact needed change, help your chief “see the light”

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Dear WTF, I wish I could say that I’ve never heard a story like this before, but it’s much more common than many realize. Living among one of these fire departments can be really scary, and what’s even scarier: Te citizens don’t have a clue; they think that if there’s a garage in town that says “Fire Department” on the front with trucks inside, then they have a fire department that will respond to their calls. Silly citizens. In some towns, they would be better off NOT calling the fire department.

Have you ever heard the “I have a dream” quote?

“I have a dream that if, God forbid, there was a fire in this town, calling the fire department would be a wise thing to do.”

Simply put, your fire department is a very predictable disaster waiting to happen. And the problem is that because nothing “all that terrible” has happened yet, your board of directors (and whoever else decides stuff in your town) is comfortable. It’s like cutting your car insurance to the bare minimum. Everything is wonderful until you have a crash and find out that your coverage is woefully inadequate. It can even be compared to taking extra steps to ensure your oil rig in the Gulf doesn’t blow up, as opposed to not worrying about it. After all, what could possibly go wrong?

Another example: a pro football team that has poor coaches, little practice and no plan. Tey look, smell and feel like a pro football team—until they actually have to play. Te results are predictable. Te difference is that when the football team loses, the worst result is that the gamblers get their butts kicked. Tere’s a lot more at stake for fire departments. Te worst results involve you, the other members, the citizen who called, the citizen’s house—stuff like that.

So how do you fix what you know is screwed up when other people think things are just fine? Tey won’t want to hear what you have to say. Tey’ll claim that they’ve forgotten more than you’ll ever know, blah blah blah, yadda yadda yadda. So then what do you do?

One option is to walk away. Another option: Open a “Residential Sprinklers ‘R’ Us” store in town and

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ear Nozzlehead: I volunteer for a small department in a rural area. The members of the department want a new chief, but some members of our governing body believe the current chief is doing a good job. But the truth is, he was put into that position because of the “good ol’ boy” system.

He doesn’t train with the firefighters, nor does he go anywhere to receive training. His training philosophy is that we should just teach the basics. He took his basic firefighter training more than 20 years ago, and he hasn’t worked a structure fire in 8–10 years. He’s burning bridges with our mutual-aid departments because of this lack of training, and the surrounding chiefs can’t get him to meet with them.

The chief feels that 2 ½" hose is a sufficient supply line, and he recently directed us to go back to using 1 ½" attack line, when we were using 1 ¾" line. He thinks that it’s too hard for one person to move a 1 ¾" attack line.

When we’re called to emergency responses, the chief doesn’t come to the station to get a truck. He thinks that leaving the station with one person in a truck is OK. As a result, we have more POVs on scenes than fire apparatus.

He can’t even operate the engine’s pump. The firefighters are starting to feel unsafe when he’s on scene.

He won’t make any decisions. We’re trying to get a thermal-imaging camera (TIC), but he keeps dragging his feet on purchasing one. We had a live-fire exercise, and none of the department chiefs showed up. We had to borrow nozzles from the department that assisted with the training so we could have back-up lines. There was even a salesperson there with a TIC. The chief was recently quoted in the local newspaper, stating that safety has always been his first priority. He was also quoted saying that the department is fully NFPAcompliant because of an AFG grant we received to replace our SCBAs. He chose what SCBAs we were getting, and never even tried on any of the demos. He also didn’t train with the new SCBAs we received.

He doesn’t help us write or apply for any grants. We have guys using non-NFPA-compliant personal protective equipment (PPE)—but safety is his No. 1 priority? We’re not fully compliant by a long shot. We need some help!

—Worried, Tired & Frustrated in the Plains

OctOber 2010

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NozzleHead

Got a fire service question or complaint?

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

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

start making some money. If those two options don’t fit the bill for you, try this: Covert Spiritual Fire Service Conversion and Self-Realization (aka, CSFSCSR).

Basically, you “covertly” get the facts to the right people, including your chief, who need to know the realities of the issues without knowing or thinking it came from you. Get copies of articles, downloads from websites, legal documents that show chiefs and boards of directors being held accountable, NIOSH reports, LODD-related pictures and any other information that they will relate to—in private. You don’t confront them, and you don’t raise the issues anymore. You simply infiltrate their environment with information that they’ll eventually apply to their own

areas of responsibility. And although it won’t happen overnight, change will come.

I may not have a PhD from the University of the Internet, but I’ve been around the block a few times and, as long as you aren’t worried about who gets credit, this tactic has a pretty good success rate. Of course, there are other options, such as taking official action, putting stuff in writing, going to the local newspapers, taking legal action, getting into fights and related stuff that will probably result in someone finding your body in a landfill. Still confused or not sure what to do? Look at what you wrote me. You’re worried about issues like 2 ½" supply line. Find an article that shows the flow difference and why that matters and have the article “appear” in the firehouse, on the bulletin board or even copied and lovingly placed in the chief’s mailbox. Do the same with articles related to TICs, staffing, command and control, etc. Go to NIOSH’s fire website (www.cdc.gov/niosh/fire) and search for reports on any of these topics. Te reports are easy to read, and they’re loaded with pictures and graphs for even the “simplest” of fire chiefs to understand.

Tis is all about “fire chief self-realization,” a profound spiritual awakening from an illusory self image. Fire chief self-realization has been primarily taught by my distant relative, Mahatma-Nozzlehead, one of the great unknown fire service spiritual leaders.

Self-realization is a concept that’s starting to become popular in the fire service, primarily due to print media and Internet articles about chiefs being held accountable for their actions and decisions. Fire department-related injury, death, lawsuits, job terminations—stuff like that—are at the heart of a fire chief ’s self-realization.

Chiefs read about “that other fire chief ” and hopefully realize that they could find themselves in the same situation. It’s a spiritual moment.

Tere are many ways to solve your problem, but what I’m doing is trying to offer you a solution that may help your chief realize by himself (with help from you dropping the facts as described above) that he has to change before he is forced to change—or finds himself in a position to join a very “special” club of fire chiefs who wish they could turn back the hands of time.

Give it a shot and allow the spirits to awaken within.

Now slowly inhale. Good. And exhale.

Good. Take deep, deep breaths. Tat’s it. Now relax and allow it to slowly work changes within the soul of the chief. Tat’s it … aaaahhhhhhhhhhh.

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apparatusideas

Triple Threat Howard County (Md.) Fire Rescue takes delivery of 2 pumper/tankers & a water-delivery unit

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By Bob Vaccaro

oward County, Md., has seen significant growth in the last several years. As a result, the Howard County Department of Fire & Rescue Services (HCDFRS) is currently going through some growing pains, opening new stations and adding equipment and personnel throughout the county to meet the needs of the growing population.

HCDFRS is a combination system comprised of nearly 1,200 firefighters and paramedics, both career and volunteer. Its response area contains a nonhydranted rural area and several densely populated urban areas with hotels, malls and restaurants; numerous condo and apartment complexes; commercial buildings; and single-family residences.

All of this has led HCDFRS to be a very progressive department when it comes to replacing apparatus, as demonstrated by its recent purchase of two Pierce pumper/tankers and one water-delivery unit.

UnUsUal approach

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To keep up with the growth in the county, HCDFRS has instituted a proactive apparatus replacement policy. “We’ve always followed NFPA standards when it comes to our apparatus needs,” says HCDFRS Fire Chief William F. Goddard. “Taking our budget into consideration, we try to keep our engines in service

for 12 to 13 years—7 to 8 on the front line, the reserve status for 5 to 6 years.” Ladders and squads are used for 15 years on the front line and then moved to reserve status.

Unlike most departments, HCDFRS hasn’t gone to bid on apparatus in several years. “We like to look at various other departments in the area that have similar needs and tag on our order to theirs,” says Deputy Chief Jeffery King, HCDFRS Support Services. “We don’t just copy their specs; we add what we need for our county onto the vehicles. We’re mandated by our purchasing department not to go over 15 percent of the purchase price [the price the other departments paid].” By ordering this way, HCDFRS shortens the order and delivery process by 2 or more months.

Another unusual aspect of the department’s apparatus speccing process: It doesn’t have a formal apparatus committee. “Our logistics section will meet with station firefighters and officers who will be ordering the new vehicle as well as our maintenance shop and discuss various issues,” says Deputy Chief Charles Sharpe, who heads up HCDFRS’ operation command.

HCDFRS also got a little creative with the funding for these vehicles. Te department is a member of the Baltimore Area Urban Work Group, which comprises seven jurisdictions that meet to discuss fire

Photo courtesy Pierce

One of two Pierce Arrow XT dryside tankers delivered to the Howard County (Md.) Department of Fire & Rescue Services. The rigs feature 1,000-gpm pumps, 3,000-gallon water tanks, Class A and B foam, Purple-K and CAFS.

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Photo courtesy Pierce

suppression, water supply and public safety issues. A few years ago, this group was able to obtain Urban Area Security Initiative (UASI) funding for seven hazmat units, and it began to discuss how some of the funding could be used to further enhance fire suppression capabilities in the area counties.

HCDFRS proposed purchasing two pumper/tankers and a water-supply unit that would also be capable of responding to ethanol fires on the busy Route 95 and 70 corridors that run through several area counties. Te group was able to allocate the UASI funding toward the purchase of one of the tankers. Te grant paid for 90 percent of one tanker, while the county funded the money for the two other vehicles and the remaining costs of the grant-funded tanker.

Howard County’s new water-supply vehicle is a Pierce Saber 4 x 4 with a 1,250-gpm pump and a 500-gallon water tank.

Howard County Fire Rescue • 252-square-mile response area • 11 stations; Station 13 to open in June 2011 • More than 52,000 fire and EMS responses in 2009 • Pierce apparatus currently in service: 19 pumpers, 2 aerial towers, 2 aerial ladders, 3 heavy-rescues, 1 mobile command unit, 1 decon unit, 1 breathing air unit, 2 rescue pumpers, 5 pumper/tankers, 1 water-supply unit

UniqUe Design

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HCDFRS has dealt with Pierce Manufacturing since 2000. “We decided to continue the tradition and go with them on this project,” King says. “Since the units were not typical of what we normally order, a great deal of preplanning took place. Te two tankers are pretty much street-legal crash trucks. Tey operate like ARFF vehicles but have better highway capabilities.”

Te tankers were designed for water supply and foam capabilities—Class A and B as well as Purple-K. Tey both have pump-and-roll capabilities, with a

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apparatusideas

New Rig Specs Pumper/Tankers 11 & 13 • Pierce Arrow XT chassis with 230" wheelbase • Dry-side tanker • 500-hp Cummins ISM diesel engine with Allison automatic transmission • 3,000-gallon poly water tank; 400 gallons Class B foam; 100 gallons Class A foam • 1,000-gpm Waterous CXVT pump with Cummins dualcontrol engine • 350 lbs. Purple-K with 80 cf nitrogen • 10" rear dump valve and two 8" side dump valves • Four crosslays with Williams Dual Agent nozzles (two 1.5" water/foam, two 1" dry chemical)

• Husky foam system (Class B to front turret, rear discharge, and 1.5" discharges) • Two 3,500-gallon Zico folding water tanks

Water Supply 11 • Pierce Saber 4 x 4 chassis • 425-hp Cummins ISL diesel engine with Allison automatic transmission • 1,250-gpm Hale Q-Max pump • 500-gallon poly water tank • Two hydraulic water-transfer pumps to assist with water supply during drafting • Two 200' twin hydraulic reels on top of the unit and a LDH reel capable of holding 1,700 feet of 5" LDH • Two crosslays and four hard sleeves of suction hose

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TFT front-bumper-mounted nozzle that can direct a 1,000-gpm stream. Te pump is driven by a separate engine, and the trucks can be controlled from the cab.

Tey have 1–3 percent foam capabilities, 100 gallons of Class A foam, 400 gallons of Class B foam, 3,000 gallons of water and 350 lbs. of Purple-K Twin Agent.

Te Class A foam cell can be used to supply CAFS units in the county, if needed.

“Previously, if we had a tanker fire, we would have to call an ARFF vehicle from BWI Airport,” King says.

“With these two units, we hopefully would be able to handle the fire ourselves.”

Water Supply 11 originally started out on an International chassis, but later moved to a Pierce Saber 4 x 4. “Our water-supply committee decided on 5" hose for this unit,” King says. “Previously, our units had 4" supply line. By adding the large hose reels and 5", we can basically lay an above-ground water supply if we have any water main interruptions.” Te unit also has twin hydraulic pumps that can help with drafting operations, and it can suction water out of swimming pools, if needed.

“Water Supply 11 is designed as a 4 x 4 that can help out in our rural end of the county during winter months,” King says. “It also carries a wide assortment of Baltimore/Washington hose adaptors that can be used in mutual-aid situations all around the area.”

Te department has been training on all three

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vehicles and they should be put in service in the next couple of months. Tanker 13 will be based at the training academy until the department opens its 12th station next June. It will respond as a special-call unit, mostly in a mutual-aid capacity.

Plan with Your Partners

Photo courtesy Pierce

A lot of preplanning went into the design of these three unique vehicles. Not only was the plan discussed internally, but with the local jurisdictional work group. In this day and age of trying to do more with less, HCDFRS took the smart and fiscally responsible step of planning the design of these units to best serve its entire mutual-aid area.

Te next time you’re speccing an apparatus, consider not only what your department needs, but also what type of apparatus will be most useful for mutual aid.

Meet with other departments in your area before you write the specs. You might be able to obtain a better grant working together—or share the cost.

Right: Both pumper/ tankers feature 1,000-gpm TFT nozzles mounted on the front bumpers.

Photo courtesy hcFr

Above: The rear view of Water Supply 11 shows the large diameter hose (LDH) reel capable of holding 1,700 feet of 5" hose.

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

Vaccaro is a life member of the International Association of Fire Chiefs.

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OctOber 2010

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TRUCKCOMPANYOPERATIONS

Power Down Tips for securing utilities at commercial structure fires

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By Randy Frassetto

t a commercial structure fire, it’s important that the truck companies assigned to securing utilities are familiar with utility hardware and the hazards associated with each system.

Occupancy type will usually drive the type, size, complexity and placement of utilities. Considering that the time and personnel needed to secure utilities are often underestimated, preplanning is the best way for truck companies to become familiar with the different systems in their first-due area, how to secure them and how long it will take.

Upon arrival at an incident scene, truck companies should put in an early request to the utility company to respond to the incident to help ensure that the utilities are secured. On occasion, complex systems may need to be secured by the responsible party of the occupancy or the power company.

In smaller, isolated fires where securing the entire power to a strip mall may not be necessary, each individual occupancy may contain its own sub-panel that controls utilities for that specific business. These sub-panels will look like a residential panel, and each breaker should be labeled for the device(s) it controls.

CommeRCial & industRial PoweR shut-oFFs

Commercial buildings and strip malls have service entry cabinets, which are usually found in the back of the structure and may be marked with the utility company’s name. Tese cabinets contain a variety of shutoff configurations and may be marked with individual zones or suite numbers. Te main power disconnects are in the same panel or adjacent to the meter. In strip malls, the anchor store may have its own main panel and several sub-panels.

Tere are three general types of disconnects: 1) fused pull-out, 2) circuit breaker and 3) external lever. Te external lever is the most common type in commercial buildings. It’s used to control single electric devices and will make a loud “pop” sound when turned off. (See photos, p. 39.)

Photo Kurt Michael

eleCtRiCal Rooms

Firerescue Magazine

Many buildings, especially the anchor occupancy in a strip mall, will have an electrical room with a utility company lock box. Most often, the Knox-Box keys on the truck won’t work on these exterior doors, as the box belongs to the utility company; however, there will be an interior door that’s accessible with a Knox-Box key. Although this door is safe to force open, it’s more effective and provides better customer service to pick another door in the rear and open it with a key to access the interior door to the electrical room.

Te inside of this electrical room will contain main shut-offs as well as sub-panels.

Here, it’s possible to shut off certain sections of the occupancy, while leaving certain zones on (i.e., coolers for food).

In smaller, isolated fires where securing the entire power to a strip mall may not be necessary, each individual occupancy

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As firefighters, we should know not only what we can shut off, but also what objects we must avoid.

With that in mind, this article will address some of the most common electrical hardware that crews may encounter when at the scene of a commercial fire.

OctOber 2010

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Photo Kurt Michael

TruckcompanyoperaTions

Commercial buildings and strip malls have service entry cabinets, which are usually found in the back of the structure and may be marked with the utility company’s name.

may contain its own sub-panel that controls utilities for that specific business. Tese sub-panels will look like a residential panel, and each breaker should be labeled for the device(s) it controls.

Generators

Photos Kurt Michael

Generators are often overlooked when securing utilities. Most commercial generators operate in the same fashion. Industrial generators store some type of fuel (most often natural gas or diesel), for the generator head that provides electrical current. Tese generators are usually hardwired permanently into the building’s electrical system.

When securing power, it’s important to know that once the power is secured, a back-up generator may also need to be secured. Tere are two ways to prevent a generator from delivering power to the structure: 1) shut off the generator or 2) shut off the breaker that feeds the building from the generator.

A generator usually has numerous doors in the housing with most often only one leading to the panel that enables the system to be secured. Te door that usually contains the shut-off switches will be on the end of the cabinet, opposite of the exhaust. Te exhaust is on

There are three general types of disconnects: 1) circuit breaker (top), 2) fused pullout (lower left) and 3) external lever (lower right).

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OctOber 2010

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TruckcompanyoperaTions

Photo Kevin Johnston

Preplanning is the best way for truck companies to become familiar with the different systems in their first-due area & how to secure them.

There are two ways to prevent a generator from delivering power to the structure: 1) shut off the generator or 2) shut off the breaker that feeds the building from the generator.

the end of the cabinet that has no baffles (due to being soundproofed to help reduce the noise of the exhaust).

When securing the breaker, there are two types of generator transfer switches: automatic and manual. Tese systems are often driven by building code requirements and should be identified prior to a fire.

An automatic system turns on automatically and feeds power to the building from the generator when the main power has an outage or has been turned off. Tis back-up power must be secured to ensure that back-up power is not re-energizing the system. In a manual system, truck companies must ensure that the generator is not turned on, but no shut-off procedures need to occur.

ElEctrical BoxEs

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Equally important as knowing what to shut off during a fire is identifying what will hurt us and what we should avoid. Electrical boxes are found everywhere and have no standard shape or size. Utility electrical boxes in particular are extremely dangerous and should not be opened, as there is no shut off within them.

Switching Cabinets: Tese boxes contain primary cables in and out, and are used to switch power on and off, much like a light switch. Tese boxes are usually the bigger electrical boxes on the property and may be controlled from a remote location by the utility company. If it’s safe to do so, obtain the number on the box to relay to the utility company. Important: Firefighters should avoid these boxes, as they have extremely high voltage and there is nothing for us to secure!

Transformers: Transformers step up electricity from primary to secondary voltage and feed into a service entrance cabinet or breaker panel. Tese boxes contain a high-grade mineral oil used to keep wires cool and are smaller than switching cabinets. Tese boxes come in different shapes and sizes and make a “buzzing” Choose 38 at www.firerescuemagazine.com/rs

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sound. Tey also have numbers on them that may be relayed to the utility company. Again, firefighters should avoid these boxes, as they are also very high voltage and there is nothing for us to secure.

Communication Cabinets: Tese cabinets come in a variety of shapes and sizes and are usually low voltage. If a meter is attached to these systems, we should assume it’s high voltage. Tere is nothing for firefighters to secure in the boxes, and they should not be opened up.

Firefighters should avoid switching cabinets (top) and transformers (bottom), as they have extremely high voltage and there is nothing for us to secure.

A FinAl Word

Randy Frassetto has worked for the City of Surprise (Ariz.) Fire Department since 2001 and was promoted to captain in 2005. Surprise Fire is part of the Northwest Valley Firefighters Local 4361. Frassetto has been assigned to Ladder Company 305 for most of his career and he chairs the Arizona Ladder Operations Cadre, which represents most fire departments/ districts in the state. This Ladder Cadre was developed to standardize ladder work and further training and research as it pertains to ladder company operations in the state. Frassetto is a member of the IAFC.

Photos Kurt Michael

Securing utilities on commercial structures is not as simple as flipping one switch; it’s an involved task that requires preplanning and time. Technology is changing daily, and it’s therefore important that firefighters stay knowledgeable about new systems. Become familiar with building code requirements for your respective cities, as this will often drive how shut-offs are arranged.

The industry’s BEST MAGAZINE AND LARGEST PROFESSIONAL NETWORK are working together to bring you the latest in training, news, products and more!

JOIN NOW AT

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Fireattack

Small Tool, Big Job During fire attack, chock doors to maintain water supply & egress

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By mike kirby & tom lakamp

Homemade CHoCks One problem we’ve discovered with commercial models is that some aren’t strong enough to hold every type of door (exterior doors are generally heavier than interior), and those that can hold heavier doors often end up in someone else’s pocket after the fire—which means you just lost your money. So for our department, the best and most cost-effective door chocks have been the ones we’ve made out of scrap wood.

Most of the time, exact dimensions aren’t important; the chocks just need to be long enough and tall enough to hold the doors you might encounter.

Again, training and deployment prior to use on the fireground is key.

CHoCk PlaCement Te first engine company firefighter who enters the building must chock open each door they stretch hose through—even if they aren’t self-closing—while making their way to the fire. Subsequent firefighters entering the building should check to ensure that each door remains securely chocked.

Prior to positioning any chock, first make sure

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hen an engine company combats a structure fire, the doors of the building, both interior and exterior, can either help or hinder the attack. Tey can help by preventing fire and smoke spread, but they can also decrease water supply if the attack line becomes pinched or trapped by the door. To avoid these problems, we must control all doors we encounter while initiating a coordinated fire attack and provide for timely placement of attack lines. Controlling the door may mean we leave it closed until charged lines are in place to prevent smoke and fire spread, or after it’s open, propping it open with something to prohibit it from closing on our hoselines or exit passageway.

One simple way to control doors is to use door chocks. You can make your own wooden door chocks, use a metal hinge hook or purchase commercial chocks. Whichever one you choose, carry at least one or two at all times; you can easily carry a few in a coat pocket and a couple on your helmet.

You should also practice using them to determine the best method of deployment and identify any problems you might encounter.

Photo Steven Frank

When an engine company combats a structure fire, the doors of the building, both interior and exterior, can either help or hinder the attack. They can prevent fire and smoke spread, but they can also decrease water supply if the attack line becomes pinched or trapped by the door. To avoid these problems, we must control all doors we encounter.

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Photo Mike kirby

The best and most costeffective door chock is the one you make yourself out of scrap wood. Most of the time, exact dimensions aren’t important; the chocks just need to be long enough and tall enough to hold open the doors you’ll most likely encounter.

that the door is fully open. If the door isn’t fully open, bumping it might cause the chock to be released.

Te most effective way to chock a door is to place the chock between the door and jamb on the hinge side. You can either chock it above the first hinge or at ground level if the layout of the door and frame allows.

Te chock is less likely to fall out if it’s at ground level and supported by the frame and jamb. Tip: When chocking the interior door to the fire apartment or a door leading from the stairs and hallway on the fire floor, always place the chock near the floor so you can safely withdraw it if/when smoke, heat or fire starts venting above your head.

When to Get Creative

Photos Mike kirby

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If working a structure fire in a building with a door to the exterior that features a piano hinge, you’ll have to get creative and place the chock at the top or bottom of the door. If neither of those options exists, you have no choice but to chock the door at the floor. Tis can be problematic, as the chock may get kicked by a passing firefighter or it may get caught by a hose coupling,

You can either chock the door above the first hinge or at ground level if the layout of the door and frame allows.

The chock is less likely to fall out if it’s at ground level and is supported by the frame and jamb.

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coupling, either of which could cause the door to close. Te entryway floor may also be smooth and slippery, allowing the weight of a self-closing door to push the chock out of position.

Tip: When chocking the interior door to the fire apartment or a door leading from the stairs & hallway on the fire floor, always place the chock near the floor so you can safely withdraw it if/when smoke, heat or fire starts venting above your head.

But firefighters don’t just encounter basic doors; you may also have to chock gates to courtyards, ingress/ egress points to walkways between buildings, bay doors and garage doors. Tip: Try to resist the urge to use one of your forcible-entry or overhaul tools to chock these types of doors. If no chocks are available, be creative; use a doormat, large potted plant, newspaper or chair.

Note: If you decide to use a nail to chock open a door, remember that nails work well on wooden doors, but can be more difficult on steel doors with steel frames. Although a nail will hold a steel door open, it often falls out when the door comes in contact with advancing hoselines or firefighters. Nails are a good option if you want to hold a door open for other means, such as ventilation or overhaul, where people aren’t likely to bump into the door, causing the nail to fall.

Outward vs. Inward

Photo Mike kirby

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When you come to a door that’s keeping a fire condition in check, you must control the door whenever you open it or force it open—to avoid fire spread, you want to keep the door closed but prevent it from locking.

Generally, outward-swinging doors are easiest to control; you can close one with your hand or a tool, if needed. But most of the time, we encounter inward-swinging doors that lead to rooms or living spaces in multi-family occupancies.

Te inward-swinging door can be harder to control if the firefighters opening the

Nails are a good option to chock wooden doors or if you want to hold a door open for other means, such as ventilation or overhaul, where people aren’t likely to bump into the door, causing the nail to fall. They’re less effective on steel doors.

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fireattack

Photo Mike kirby

The easiest way to regain control of a door is to already have a rope or other device tied to the doorknob.

door don’t take the necessary precautions.

Often when forcing an inward-swinging door, it will spring away from firefighters upon being opened. Te easiest way to maintain control in this situation is to tie a rope or other device around the doorknob prior to opening the door.

If you don’t have a rope or are unable to tie something around the knob and you open the door, you’ll have to attempt to regain control of it using a tool or other device, potentially in an extremely hostile fire situation. Te push from the exiting smoke, heat and fire can turn a habitable hallway into an inferno, especially if the fire is wind-driven. When this happens, if the fire attack hoseline isn’t ready, the resulting fire and smoke spread can injure firefighters and hamper rescue efforts.

After the inward-swinging door is opened and controlled, and the attack is ready to ensue, remember to chock the door properly.

Got ChoCks? During a structure fire, each and every door we pass through while carrying a hoseline must be chocked in the open position to maintain egress and to prevent the door from reducing or cutting off the water supply.

Without the proper water supply, our efforts to control a fire and save lives and property would be in vain. Always keep chocks on hand and remember these simple tips: 1. Since chocks tend to get left behind at incidents, restock after use to ensure chocks are available when needed.

2. Keep a supply of extra chocks in the fire station.

3. Other than carrying chocks on your helmet or in your pocket, you can also store them in hydraulic forcibleentry bags, standpipe equipment bags or in hosebeds.

Perhaps most important: Train regularly on the use of chocks, so that it’s second nature during real operations.

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

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

Lakamp is a graduate of the National Fire Academy’s Executive Fire Officer Program.

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n recent years, the fire service has placed increased emphasis on the ability of hydraulic cutters to sever the advanced steels being built into the structural components of vehicles. Tese construction designs increase crashworthiness and protect occupants in a variety of collisions; however, they also pose new challenges to rescuers.

Responders may arrive at a motor-vehicle collision where a patient is entrapped almost entirely within a roll cage. Additionally, rescue tools may not be able to make a substantial opening in the immediate area of the patient. Typical evolutions such as Bravo post removals and roof removals may be virtually impossible with the hydraulic, electrical and pneumatic tools that have been sufficient for many years.

Some departments’ answer to advanced steel: purchasing new-age cutters that boast cutting forces in excess of 200,000 lbs. Unfortunately, many departments can’t afford newer cutters or systems given other priorities and budget constraints. Although tools purchased just 2 or 3 years ago may not be able to meet the demands posed by high-strength steel, many department administrations simply can’t justify the redundant expenditure. Some departments may have to rely on outlying companies that utilize combination tools until a more dedicated rescue vehicle can arrive on scene. A review of various manufacturers’ combination tools, however, shows a maximum cutting force of 120,000 lbs.—far less than the forces required to handle high-strength steel.

So what should departments do to combat this problem?

AlternAtive tActics An alternative to dealing with advanced steel: Develop strategies and tactics that work around these reinforced areas. Several methods for dealing with this problem have been identified (i.e., ripping off the roof line of the Bravo post, creating a sunroof ). A less aggressive or time-consuming method to consider is a form of tunneling through existing openings.

When developing extrication strategies, determine the location of the patients and potential paths of egress. Paths could include existing openings, such as doors that are still operable, the front windshield opening, rear window opening, rear hatches and, in limited situations, the side window openings. Tese openings should be fairly obvious and easy to recognize during the survey of the vehicle. Te openings can then be prioritized by practicality based on collision damage, exterior obstructions, ease of operation, etc.

In short, rescuers can locate the patient, locate the most suitable

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One way to deal with advanced steel: Develop strategies and tactics that work around these reinforced areas. A method to consider is a form of tunneling through existing openings.

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Photo troy Case

Alternative tactics for extrication operations involving advanced steel

By Les Baker

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opening and determine the tactics necessary to clear a path between the two. Rescuers should be well versed in this process as it’s typically used to gain patient access. In certain situations, the same opening used for gaining access will be the path of egress.

Let’s look at an example. Te Volvo SUV pictured below was involved in a frontal collision. Tis type of vehicle

Windshield Side Glass

Rear Driver Side Door

Photo Les Baker

Front Driver Side Door/Glass

Rear Hatch/Glass

This Volvo SUV was involved in a frontal collision. Rescuers completing surveys should easily spot the existing openings that could be used for patient removal while avoiding tactics that would involve cutting the advanced steel.

suggests the potential for advanced steels and, based on post-incident analysis, advanced steel does exist in the roofline, Bravo post and rocker panel. Rescuers completing surveys should easily spot the existing openings that could be used for patient removal while avoiding tactics that would involve cutting the advanced steel.

Specifically, the front windshield area can provide a 4' by 2 ½' opening. Te front and rear door area separately can provide a 3' by 2 ½' opening if completely removed, or a 2' by 1½' opening for just the glass area.

Te side glass area can provide a 2' by 1 ½' opening.

Te rear hatch area can provide a 4' by 3' opening if completely removed, or a 4' by 1 ½' opening for just the glass area. Lastly, the front and rear doors as well as the side glass are mirrored on the passenger side of the vehicle. Although these measurements don’t hold true for all makes and models of vehicles, this should give a good indication as to the worthiness of this tactic.

Unfortunately, rescuers may not discover the presence of advanced steel until they’ve already committed time and resources to the initial tactic. In these cases, the utilization of pre-existing openings may not be as complicated as starting a secondary path of egress. In fact, if the age and type of car suggest the potential for advanced steel, using existing openings may be the most suitable alternative plan.

Tis method is similar to bus extrication tactics, where an existing opening is used and/or enlarged.

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Combined with clearing any interior obstructions, this method allows for an effective path of egress for multiple patients. It’s also similar to tactics commonly used on roof-resting vehicles, where patients are lying inside the vehicle and doors are operable.

Rescuers find an opening, remove or displace seatbacks to clear and enlarge the path of egress, then transfer the patient to a long spine board. Even in older-model vehicles without advanced steel, similar techniques may be advantageous when there’s significant damage close to the patient, and they’re in need of rapid extrication.

restricts the path of egress, the intruding material should be returned to its original position and in some cases hyper-extended. Interior ram operations can be used as long as close attention is paid to the contact points. Make sure each point is solid, and “peel and peek” as necessary.

What You Need to KNoW Front Seat Out Same Side Rear

Front Seat Out Opposite Side Rear

Rear Seat Out Same Side Front

Photos Les Baker

To accomplish tunneling, rescuers must have an indepth knowledge of seat tactics, including headrest removal, lowering seatback, displacing seatback, removing seatback, displacing a seat and removing a seat. Some of these tactics may have to be accomplished with the patient still in the seat. With that in mind, ensure patient and rescuer safety by properly positioning hard and soft protection, observing safe tool techniques and covering any cut or sharp edges during and after maneuvers.

Depending on the damage to the vehicle, you may need to conduct ram and/or spreader operations prior to remove the patient. If side or roof intrusion causes secondary entrapment of the patient or

Rear Seat Out Opposite Side Front

When developing extrication strategies, determine the location of the patients and potential paths of egress. This set of photos shows potential paths of egress. Rescuers find an opening, remove or displace seatbacks to clear and enlarge the path of egress, then transfer the patient to a long spine board.

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For roof intrusion, also consider the use of a spreader placed vertically into window openings. Te effectiveness of this tactic will depend on the orientation of the roof in relation to the push point. If the side is compressed toward the center line of the vehicle, the spreader will have a tendency to move inward as the arms spread apart.

Take steps to ensure that the opening is enlarged as much as possible using spreader operations and that all sharp edges are covered. Tese openings may not provide the largest path of egress, but in situations where doors aren’t accessible or patient condition doesn’t allow longer operations, this opening may be the most appropriate.

At times, this technique may require the transfer of the patient to the long spine board in a less-than-desirable angle. If the patient is unstable because of life-threatening injury, and they require immediate resuscitation, or if the time required to apply the device would jeopardize the patient’s life, the patient’s head and neck

Automobile manufacturers are increasingly implementing ultra-high-strength steels in vehicle structures to help protect occupants, meet government requirements and reduce vehicle weight. General Motors (GM) uses ultra-high-strength steels in specific sections of its vehicles beginning with the 2009 model year.

To help first responders plan crash extrication methods, GM provides identification of the vehicles, models, vehicle zones and specific parts that use ultra-high-strength steels through its training website at www.gmstc.com.

In light of new developments with high-strength steels and electric vehicle technology, Chevrolet and OnStar have joined with leading national organizations, such as the International Association of Fire Fighters (IAFF), the International Association of Fire Chiefs (IAFC) and the National Emergency Number Association (NENA), as well as EMS agencies, to host a series of training sessions to educate responders nationwide. The tour kicked off on Aug. 24 and will continue through the end of the year with stops in San Francisco, Los Angeles, Austin, Detroit, New York and Washington, D.C. The training will feature a Chevrolet Volt and will review techniques to safely and expeditiously rescue crash victims.

The training will include animation and illustrations of an electric vehicle, highlighting locations of high-strength steel, cut points for extrication, first-responder labeling, automatic and manual electrical shut-off and more. In select areas there will also be live extrication demonstrations.

Chevrolet and OnStar have collaborated with first responder representatives from national safety organizations in the development of educational materials to be shared with emergency communications personnel, the fire service, law enforcement and EMS agencies nationwide. Training materials for the tour include feedback from these organizations, and will be posted on www.onstar.com/publicsafety for those departments unable to attend the training sessions. GM and OnStar will continue to work with the first responder communities to educate them about new vehicle technology.

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Photo Les Baker

Depending on the damage to the vehicle, you may need to conduct ram and/or spreader operations prior to removing the patient. If side or roof intrusion causes secondary entrapment of the patient or restricts the path of egress, the intruding material should be returned to its original position and in some cases hyper-extended.

should be stabilized with manual, in-line support, and the patient should be moved as a unit to a long spine board. Otherwise, take the time to apply a short spine extrication device, such as a short spine board, Kendrick Extrication Device (KED) or Oregon Spine Splint II. Tese devices splint the cervical and thoracic spine when a patient is sitting or is in a confined space. After short spine board immobilization, the patient should be moved to a long spine board device for complete spinal immobilization.

In Sum Departments may not have the ability to effectively and efficiently mitigate advanced steel in vehicles; however, several innovative tactics have been developed to help departments overcome challenges involving advanced steel. Responders must depend on both traditional and non-traditional tactics to successfully extricate victims.

Don’t underestimate the potential of developing a path of egress between patients and existing openings. Find an opening, push parts back into their original positions and clear the path. Tese tactics may be simple and less aggressive, but they can provide an effective means to remove a patient in a vehicle with advanced steel.

Les Baker, a 12-year veteran of the fire service, is an assistant engineer with the City of Charleston (S.C.) Fire Department and a volunteer for Darlington County (S.C.) Fire District.

He has an associate of fire science degree from Pikes Peak Community College. He is an adjunct instructor with the South Carolina Fire Academy, a member of the Darlington County Extrication Team and co-contributor to www.navra.net.

Tunneling is a tactic that we’re rarely required to perform at extrication incidents. However, it may become more common for responders in the future, with the increased number of sport utility vehicles and minivans on the road. In his online article, “10 Tips for Conducting Tunneling Operations at Extrication Scenes,” Les Baker covers just that, so check it out at http://tinyurl.com/tunnelingtips.

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On the Campaign trail A

By John oceguera

s an assistant fire chief, I’m used to interacting with the public. Whether dealing with grieving families on the scene of a fire or talking to residents at community gatherings, I’ve had to hone my public speaking skills and learn the finer points of what the pros call “messaging” and “sound bytes.”

However, it was my second job as majority leader of the Nevada Assembly that got me thinking about the importance of true community outreach and the skills that every firefighter, no matter where they rank, must now possess to function in this post-recession world.

Every other year, I spend most of my free time campaigning so that I can keep my job as a legislator. I knock on thousands of doors, attend hundreds of meetings and make what seems like a million phone calls to constituents. My goal is to get my positive message out to as many voters as possible so they will push the button next to my name when they’re in the ballot box.

It’s not easy. In fact, there are times when I’d much rather be fighting a three-alarm blaze than walking a neighborhood in 100-degree heat, talking to voters who are generally unhappy with their elected leaders or, even worse, couldn’t care less about what happens in their government.

However, it’s my job to ease their concerns or give them a reason to care about what happens in their state capital. So far I’ve been successful on both counts, but as the current economic crisis worsens, it’s getting harder to convince them.

Te same is true of our profession as firefighters. In every state, fire departments are facing draconian budget cuts, job losses and labor turmoil. With increasing frequency, firefighters must defend

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their very existence, and politicians who once fervently sought out our endorsements are now making headlines by asking us to cut services while somehow keeping our response times low.

Now more than ever, firefighters need to utilize the tools I use every day in my life as an elected leader. Tey need to learn how to campaign.

getting tO the rOOts

In political circles, the type of campaigning I’m referring to is called “grassroots organizing.” It’s the single most important part of any successful campaign, and it’s the main reason Barack Obama is in the White House right now. Te word refers to the part of the blade of grass that you can’t see, but that’s holding up the part you can see.

Grassroots movements can be conducted with very little, if any, funding. Tey rely mostly on the energy and motivation of those willing to go out and educate the public.

Te one thing every fire department has is motivated and extremely experienced personnel. Now, we need to make them understand that they can make a difference by telling their story and sharing their experiences with people they contact on a daily basis.

Like good campaigners, we need to tell the people of our communities what will really happen if our budgets are cut, if our staffing levels are reduced and if we aren’t able to get to their loved ones when they need us most.

One of my colleagues who lobbies for firefighters at our legislature here in Nevada gave some of the most compelling testimony I’ve heard on the subject. During a hearing on public employee benefits, he asked his questioners, “If one of your loved ones lay

OctOber 2010

When public support wanes, firefighters must become fire service “politicians”

dying, is there any amount of money you wouldn’t pay me to get there and save their lives?”

In campaigns, we learn to put subjects in these kinds of compelling terms. It’s the best way to reach people and let them know why the issues we fight for are so important and why we need the community’s support to keep fighting on their behalf. As firefighters, we need to make these same kinds of arguments.

EvEry MEMbEr, All thE tiME Every single department employee must be prepared to deliver this message, or the plan will not succeed. Whether at the scene of a fire or at a grocery store getting supplies, as long as you’re wearing a uniform, whenever you encounter the public you must be courteous, answer questions and take advantage of opportunities to demonstrate the value we provide the community.

Te smallest, seemingly innocuous contacts can make a huge difference in how we’re perceived by the public at large. Recently, I was on the scene of an accident. A motorcycle had run a stop sign and collided with a car. Te driver of the car was obviously distraught, although unharmed. I talked calmingly to her when I arrived on the scene. Ten, when we had finished our procedures, I again went up to her, asked her how she was doing and told her that I sincerely hoped the rest of her day went much better.

She immediately softened and thanked me profusely for the kind gesture. It took nothing on my part, but I know that woman will leave the scene of a very traumatizing incident with a better appreciation for firefighters and the job we do. More importantly, she will likely pass her experience on to her friends and colleagues, increasing the amount of good will we receive from a simple human contact.

To some firefighters, it seems crazy that we have to go to all this trouble. Tey ask, “Don’t people already know what a tremendous service we provide?” I sometimes feel the same way about my job as a legislator. Don’t my constituents appreciate the

OctOber 2010

long hours I put in answering their calls, attending community meetings and trying to pass fair and just laws?

Te easy answer: No. Tey have their own lives, and unless their lives come into contact with mine, they’re not aware of what I do on their behalf. Hence my need to campaign and remind them of the things I have accomplished.

Te same is true of the fire service. When we respond to emergencies, we’re the most important people the victims know—because we’re saving their loved ones and hopefully their property from the devastation of fire. However, when they encounter us in other capacities, we are public employees who rely on their ever-dwindling tax dollars to fund our salaries, benefits and retirement incomes.

Te good news for firefighters is that by utilizing techniques from successful political campaigns, we can remind the public of our importance in their lives, even when we’re not saving their lives.

it’s Up to Us In some extreme cases, it may take even more organization and, realistically, monetary contributions to get the point across. In my community, firefighters have banded together to purchase newspaper advertisements and even television time to educate the public and remind them of what the community would be like without the services we provide. I’m not suggesting that kind of campaigning will always be necessary, but it has been a successful tool used by numerous groups in the past.

Te most important takeaway: We can no longer be complacent and take for granted that people understand and appreciate our role in the community. We must campaign and constantly remind them of our value, while taking the time to humanize what we do and make every interaction with the public one they will come away from with a positive outlook.

Chief John Oceguera is 20-year veteran of the fire service, having served on the Naval Air Station Fallon Fire Department, and currently serving as an assistant fire chief of Operations with the North Las Vegas Fire Department. Oceguera has served 10 years in the Nevada Assembly, the last four as majority leader. He holds associate’s degrees in general studies and fire science, a bachelor’s degree in fire administration, a master’s degree in public administration and a law degree.

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PresidenT’s LeTTer

Embrace Diversity How fire service leaders can create an inclusive work environment

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By Chief Jack Parow, MA, EFO, CFO, MIFireE

oday’s fire department workforce is very different from the one I entered 35 years ago. In my experience, personnel don’t seem to act, think or look like the workforce of the past, and they seem to have different expectations, values and experiences. Why is this? Shifts in demographics, culture, education, physical abilities, job skill requirements and other differences have shaped our modern fire service, and they’ll continue to shape our future.

With that in mind, it only makes sense that our management practices need to adapt to this new workforce and our ever-changing environment. As leaders we have to embrace these changes and ensure that we create an inclusive work environment. We must capitalize on the benefits of having diverse perspectives, experiences and skills in our ranks. Departments that continue to manage and lead as they have in the past will be less productive and struggle to be successful in the long run.

We must capitalize on the benefits of having diverse perspectives, experiences & skills in our ranks.

The Leader’s roLe As fire service leaders, we have the key role in this transformation by creating an organizational culture that reflects inclusion and recognizes and accepts the benefits of this diversity. Tere’s no one way to institute this transformation, though most would agree that the secret to success centers on open communication and strong ties to the community that the department both protects and reflects.

Of course, managing a cultural shift like this is not easy. You may wonder, “Where do I begin?” Tat part is easy: You start with yourself.

First, we need to become more aware of our own perceptions and biases so that we can better accept differing opinions. By understanding the personal lens we look through, we can help ensure that our professional

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lens is one that is honest and fair.

Second, we must understand that diversity is not just a numbers game. We shouldn’t just want to “show” our diversity; we need to use the benefits of being a diverse organization to make us better. We need to create a work environment where everyone, no matter how “different” they are, can thrive and have their contributions recognized.

Finally, as leaders of our organizations, we need to model the behaviors we want to see in others. Tis is more than adding the words “diversity” and “inclusion” to our mission statement. We need to make it a thread in everything we do; we need to take actions that enable each person to bring what they have to the table.

a LeveL PLaying FieLd It’s disappointing that some in our ranks equate diversity to lowering standards or levels of performance.

Being sensitive to an individual’s needs and uniqueness is quite different from excusing them from adhering to established principles. Job-related standards should be properly designed and implemented across the board. Tis creates a sense of understanding of what is expected and helps to level the playing field for everyone.

in sum Creating a diverse and inclusive fire and emergency service culture may present some challenges, but it will present far more opportunities. It will benefit our organizations by allowing us to have a true understanding of the needs of those whom we are sworn to serve, as well as those we serve alongside every day.

Chief Jack Parow began his career as a firefighter in 1975, and he has served as fire chief since 1991, the last 16 at Chelmsford (MA) Fire & Rescue. He is a past president of both the New England Division and the Fire Chiefs’ Association of Massachusetts and has been active in many IAFC sections, committees and taskforces. Chief Parow is a National Fire Academy Executive Fire Officer graduate and has received his Chief Fire Officer (CFO) designation. In addition, he is has been a professor at Anna Maria College in the Fire Science and Management program since 1996.

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leadershiP skills

Playing Devil’s Advocate Important decisions require someone to argue the other side

By Chief Marc Revere

I

n the confines of a staff meeting, members debate issues, sometimes heatedly, with bias and passion.

Te stakes are high: Such conversations can result in new policies, even litigation. In this setting, you can’t always count on someone to have a courageous conversation with you (for more on courageous conversations, see FireRescue August 2010, p. 86). But if courageous conversations don’t occur, group-think may take over; even those with differing opinions may be hesitant to voice them.

Tat’s why in every meeting where you discuss important issues, someone should play the devil’s advocate.

Preferably, you should rotate the devil’s advocate role among members.

of a recent DUI. You will want to know the facts: What occurred and when? Is a driver’s license required to work in the member’s position? Is there any specific agency requirement? Is a driver’s license a condition of employment? Is this his first DUI? Has he been driving without a license on duty, and if yes, for how long?

Easy enough, right? In fact, you’re probably saying to yourself that getting all the pertinent facts on the table would always occur in your decision-making process.

But I would suggest this isn’t necessarily true. Assumptions and biases often drive (cloud) our decisions. Tis is where an assigned devil’s advocate can greatly assist in clarification of thought and hopefully lead to making a better decision.

Playing the Part

assumPtions & Biases

A good fire officer does a 360-degree assessment to get a view of all sides of the building prior to taking action.

Having a devil’s advocate in discussions is no different— it helps you see an issue from every possible angle, allowing you to consider all points of view and make the best overall decision.

Regardless of the issues at hand, the role of the devil’s advocate should follow these general guidelines: 1. Recognize that there are many interests in any discussion; 2. Diagnose the potential political landscape for each issue; 3. Identify the relevant interests and all important political subdivisions; 4. Identify the allies and adversaries and where political alliances can be formed with each issue (Note: Never assume that everyone is your ally or will agree with the intended direction); 5. Understand and acknowledge why individuals have the perspective that they have, while trying to predict their response to various initiatives; 6. Ask “What are we not going to do?”; and 7. Take each point of view seriously while simultaneously trying to inform, never taking a position or sides.

Example: Let’s say the staff just learned that one of your firefighters has had his driver’s license taken away because

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Te assumptions that may have a bearing on the issue can include: • Is this a good employee?

• Is the individual hoping to keep this quiet?

• Is the department hoping to do the same?

• Does your staff assume this is a personal issue, or is there an assumption that another department will be involved or even take the lead in this issue—human resources, risk management, finance (particularly if they’re responsible for insurance) or city attorney?

Biases that may factor into the discussion include the attitudes of all employees toward the incident in question, and the organization’s tolerance or intolerance for this type of behavior.

Using positive inquiry techniques, the devil’s advocate can raise the mirror in front of you and your staff. Example: Te devil’s advocate could theorize that the culture of the organization is one that admires hard-working, hard-playing individuals.

Now some of you who are reading this can’t believe what I just wrote—you’re indignant about the previous sentence—while others are wondering, what’s the question? Regardless where you stand and your biases, there’s a wide spectrum of biases that needs to be discussed.

Te devil’s advocate can and should draw out these biases. Ask, in this particular case, is the individual liked OctOber 2010

or disliked? Does the staff condone and/or participate in similar behaviors, or have they in the past? How will this affect the decision?

Fundamentally, the role the devil’s advocate plays is to ensure the pending decision is in alignment with your organizational values.

Not Black & White Like a structure fire, issues like the DUI example can take several paths. It may be a non-issue if you have very clear policies (e.g., zero tolerance or a one-strike rule). If you do have such rules in place, I would guess it’s because your department has dealt with this issue in the past.

However, my travels around this country tell me that rarely are such issues black and white. In fact, as fire chief, you may have a lot of discretion and latitude (with a lot of political and personal pressures) surrounding an issue like the DUI example.

If the organization doesn’t have stated values, the simple act of the devil’s advocate asking everyone their perception of the facts, assumptions and biases can help provide direction. In this example:

but I would venture to say that although it may pass the newspaper test, it might not pass the culture test—or vice versa. Sometimes doing the right thing may be ethical and in alignment with the values of the agency and yet may be very unpopular. Some members will view issues from a personal perspective, failing to consider potential liability and public perception. In the end, any decision should be framed by what is best for the organization and the citizens we serve.

RetuRN to YouR Values Te DUI example is just one way to illustrate the importance of a devil’s advocate.

Tere are hundreds more, ranging from personnel hiring and promotion decisions, to policy development, to strategic initiatives, to memorandum-of-understanding interpretations. Whatever the issue, there are two core principles at work: 1. We have the power to decide; and 2. We are responsible for the consequences of our choices.

Te focus of any good decision-making

Fundamentally, the role of the devil’s advocate is to ensure the pending decision is in alignment with your organizational values.

• A fact is “We all took an oath to uphold and protect the law”; • An example of an assumption is “We’re community role models—not just while on duty”; and • An example of a bias is “We must do everything humanly possible to assist a firefighter who has any type of problem, including a drinking problem, assuming they want help, and in some cases, even if they don’t.”

Te devil’s advocate should also review and examine the possible consequences of the decision. Will you be seen as being too soft or hard in this process? Does this decision set a precedent for the next individual who may get a DUI? What’s the perceived tolerance for this type of inappropriate behavior off duty (and, unfortunately, on duty)?

Tere may be a right answer in your mind,

process is to identify the best outcome, so all members support it (or at least understand it). Remember: Always make sure someone is asking, how does this decision relate and/or align with the core values and the mission of the agency?

In the end, the devil’s advocate reminds us of our overarching values, the facts, our assumptions and our biases so that decisionmakers know all points of view and the possible repercussions of their decisions.

Marc Revere is the fire chief of the Novato Fire Protection District, an Internationally Accredited Agency in Marin County, Calif. Chief Revere’s 33-year fire service career includes more than 17 years as a chief and fire officer. He has completed executive education at the John F. Kennedy School of Government at Harvard University and holds a bachelor’s degree in management from the University of Redlands. Chief Revere is a certified Chief Fire Officer and an Executive Fire Officer graduate and serves as one of 12 members representing the Professional Development Committee for the IAFC. Choose 56 at www.firerescuemagazine.com/rs

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SafEtY

Focus on the Task at Hand Role definition & safety focus are critical during special operations

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By Chief Randall Talifarro

ne of the things that I constantly reinforce with my officers and firefighters is the importance of each person operating within their respective roles. In fact, a particular pet peeve of mine involves the idea that an officer should be expected to explicitly direct their crew on how to carry out an assignment. Now, I’m not suggesting that officers should give vague nonspecific directives. Rather, I’m proposing that when an officer gives a directive, crewmembers should be able to do their jobs without a lot of additional guidance.

For instance, if an order is given to pull a 2 ½" handline, advance it through the D-side door and the second floor for fire attack, the crew should know how to appropriately make the stretch, select the proper nozzle pattern and initiate the attack. Likewise, the apparatus operators should know the appropriate pump pressure and/or what to do should a handline lose pressure. Te officer is then free to focus their attention on their own duties. Put simply, if you’re given an assignment, you should be able to perform the responsibilities that go along with that assignment—no ifs, ands or buts!

Why is this pertinent, particularly when this issue of FireRescue addresses extrication? Let me explain.

Extrication at Warp SpEEd

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protEct YourSElf When conducting extrication, focusing on risks and hazards often becomes secondary. Downed power lines, fuel spills, shrapnel, broken glass and improper shoring seem less significant than saving the trapped person(s) directly in front of you. Te patient becomes the only focus unless the responders find themselves in trouble.

But if a safety officer is in place, they can concentrate on hazards, protecting the other responders who are focused on addressing the patient’s needs.

Likewise, ICs must resist the urge to assist and direct responders with tool and equipment placement so that they too can maintain a safety focus. Ideally, the IC should not have to direct firefighters on the proper use of extrication tools because they should know how to use their equipment and have trained on the proper strategies for various extrication scenarios. Tis relates back to the importance of everyone knowing their role.

A secondary responsibility for the SO should be to scrutinize the incident operations. In other words, they still maintain responsibility for overall safety, but also devote some attention to the specific actions of extrication team members.

A recent NIOSH document highlights the importance of this type of scrutiny. According to the data, 40 percent of broken skin exposures to paramedics occurred when patients were being extricated. And 80 percent of body fluid exposures to the eyes resulted from paramedics not using employer-provided goggles.

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Firefighters are notorious for wanting to do things quickly. We want to get in, aggressively resolve a problem and get out. Speed is very important in our work.

It’s drilled into us from our early days at the rookie academy: Be quick and assertive, limiting your exposure to toxins and other risk factors.

But this mindset becomes problematic at special operations events, and there’s no other place where this is more apparent than at an extrication scene. At these events, we often see and hear the victims while working in close proximity to them. Te sense of urgency is magnified, and we can lose our focus—but at what cost?

It’s extremely important at extrication incidents to assign a safety officer (SO) to overall scene safety.

Tey should have no other assignments, keeping in mind that the incident commander (IC) serves in the capacity of SO until a designated SO can be assigned.

Very large or complex extrications may even require an assistant SO. Although staffing limitations don’t always

allow for an assistant SO, the bottom line is that command officers must use their resources at special operations events in a way that maximizes firefighter safety.

Many times we get plenty of resources and devote them all to “hands-on” activities instead of other important functions like oversight, safety and staging.

At an extrication incident the stakes are too high for the IC to also manage the SO role throughout the duration of the incident. When speed is of the essence and emotions are running high, mistakes can and will be made. Terefore, it’s imperative that a set of eyes be dedicated to the wellbeing of all parties on scene, including the responders, as soon as reasonably possible. Te IC must make this a priority.

OctOber 2010

Real-woRld scenarios that inform and educate.

PRactical articles to keep you safe. content from fire-rescue professionals in the field.

And so much more to guide you through your fire-rescue career.

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saFeTy

Additionally, uncooperative and combative patients, like those often found entrapped and disoriented, were a major contributing factor to exposures to the eyes, nose and broken skin. An SO who is observing the tactics of the extrication team could prevent those mistakes.

instead ensure that their actions are extremely deliberate.

No energy can be wasted. No shortcuts can be taken.

No mistakes can be made. Sometimes a second, or even a third, set of eyes on safety will help guarantee this protection. Only then will both the patient and responder be properly served.

Final ThoughTs Fire Chief Randall Talifarro has served the City of East Lansing (Mich.) Fire Department since March 2001. The department is a career department serving the residents of East Lansing as well as the students and campus of Michigan State University. Previously, Talifarro worked for the City of Flint Fire Department for nearly 17 years, retiring as assistant chief in 2001. Chief Talifarro is a certified professional emergency manager and has extensive training from both the National Fire Academy and Emergency Management Institute.

neaR miss

RepoRT no. 10-259 “Units were dispatched to an apartment fire. The battalion chief arrived on scene and communicated a working fire. While completing attack on the second floor, the floor collapsed, causing me to fall into the first floor. My two firefighters, who were exiting the building, advised command of the incident. Command continued communicating over the radio. I was unable to call a mayday because of the radio traffic.

I rescued myself from the first floor and attempted to locate my crew.

Command had advised them to go get me. One went inside and one went around the back. After not finding my crew, I found command and advised him that I was out and trying to locate my crew. I called a mayday, declaring a lost crew. There were no RITs or back-up crews. I also advised command to go defensive and call for a PAR report. After several tense moments, my crew was located.”

RepoRT no. 08-113 “Our department had a structure fire that was in a single-family home.

Tactics and strategy were developed to mitigate the situation. The floor sagged and a firefighter slid into a hole burned through the floor. The firefighter fell 5 ½ feet into a crawl space. He managed to hang onto the hose and landed on his back. Fire was above him in the crawl space, and he opened the hoseline for protection. His officer called

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Rapid-intervention teams/companies (RITs/RICs) play a critical role on the fireground. They’re an expansion of the “two-out” requirement found in OSHA 1910.134, and are required once a fire attack expands beyond “two-in.”

Extensive research conducted by the Phoenix and Seattle fire departments suggests that we may need more than just one company to rescue a firefighter in trouble. In fact, both departments determined that it could take up to 12 or more firefighters to extract a single firefighter in distress. And clearly, if more than one firefighter is in trouble, the number of firefighters needed for rescue increases exponentially.

With that in mind, I want to reinforce two points: • We may need to ready more than one company for true rapid intervention.

• Getting the appropriate number of personnel to fill out a RIT may require adjustments to a department’s SOPs. Now let’s compare two incidents—one involving a mayday where a RIT was not in place and the second involving a mayday where a RIT was in place.

w

w.

2 reports show the difference between having a RIT in place—& not

By Deputy Chief John B. Tippett Jr.

w

RIT-Related Near Misses

fight

m

s.

For special operations, like extrication, span of control should be reduced and remain limited. Tese events require undivided attention, and multi-tasking will lead to missteps, exposures and injuries. Command officers must recognize this and take steps to ensure that firefighters go against their natural instinct to move faster and quicker and

ernearm

is

for a mayday. The RIC and another crew (a second ladder company) were activated to find the downed firefighter. They found the trapped firefighter and were able to exit the structure.”

CommenTs Several conclusions can be drawn from each near miss. First, the question about RITs is not if a RIT will be needed, but when. It’s therefore critical to have a RIT in place at every incident where more than one company enters a structure. Second, a good RIT must be welltrained, equipped, coordinated and in the game at all times. Anything less results in chaos when a mayday is called. Third, incident commanders (ICs) should strive to have more than a single company fill out a RIT as soon as possible. Lastly, remember the RIT when it comes to rehab rotation; they are often forgotten on the fireground.

aCTion iTems

• Adopt an attitude that the RIT is a function as important as ventilation, search or any other firefighting work.

• Canvas your service area to determine the proper tool complement that the RIT should assemble.

• Develop a “RIT checklist” that ICs and RIT leaders can use.

• Conduct hands-on drills using near-miss reports as the “scenarios” for RIT activation.

• If you run automatic or mutual aid, ensure equipment compatibility (SCBA, common radio frequencies, etc.) so the RIT can be employed smoothly.

Final ThoughTs Mounting case history demonstrates the value of establishing a strong, focused, reliable RIT presence at every IDLH incident. After all, preventing the mayday is a noble but practically impossible goal to achieve. Once the call is placed, on-scene personnel must approach the situation with a well-thought-out rescue plan, underscoring the importance of having a tactical worksheet and RIT checklist.

Be vigilant. Stay focused. Keep your eyes and ears open for knowledge every day.

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

OctOber 2010

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January 2010

The Victorian Bushfires Royal Commission recently released its report on the fatal bushfires that occurred on Feb. 7, 2009, during which 173 people were killed.

AP Photo/Rick RycRoft

latest updates in WuI policy & decision-making

By Dan Bailey

T

he wildland fire season may be coming to a close in many parts of the country, but developments on the wildland/ urban interface (WUI) front are as busy as ever. In this article, I’ll share a few updates that have national implications.

Black Saturday report releaSed

OctOber 2010

Other Recommendations Other recommendations in the report include: • Introduce a comprehensive approach to shelter options that includes developing standards for community refuges as a matter of priority; designating community refuges—particularly in areas of very high risk—where other bushfire safety options are limited; and acknowledging personal shelters around their homes as a fallback option for individuals.

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On July 31, the final report on Black Saturday, the worst bushfire in Australian history that killed 173 people, was released from the Victorian Bushfires Royal Commission.

Te report, which is broken up into a summary plus four volumes, provides a thorough account of the fire events that took place in January and February of 2009, particularly on Feb. 7 (Black Saturday) and includes recommendations, a description of how the commission compiled the report and information from key witnesses.

One key finding noted in the report was that the most severe of the Feb. 7 fires shared similar features, including: • Rapid fire spread followed ignition, which responding crews could not contain.

• Fires crowned in forested areas, which made them impossible for ground crews to control.

• Powerful convection columns were generated above the fires.

• Extensive forward spotting occurred as a result of the fuel type, the weather conditions and the topography.

• Late in the day, a wind change altered the direction of fire spread and extended the firefront.

Revising Bushfire Policy Te commission described authorities’ response to the incident as “inadequate” and listed 67 recommendations. Yet despite its criticism of leadership, the commission recommends that the country’s controversial “Prepare. Act. Survive” bushfire policy be thoroughly overhauled but not abandoned. Suggested revisions include: • Enhance the role of warnings—including providing for timely and informative advice about the predicted passage of a fire and the actions to be taken by people in areas potentially in its path; • Emphasize that all fires are different in ways that require an awareness of fire conditions, local circumstances and personal capacity; • Recognize that the heightened risk on the worst days demands a different response; and • Strengthen the range of options available in the face of fire, including community refuges, bushfire shelters and evacuation.

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• Introduce a comprehensive approach to evacuation that encourages individuals—especially vulnerable people—to relocate early; includes consideration of plans for assisted evacuation of vulnerable people; and recommends “emergency evacuation.”

• At locations that meet preparedness levels A or B, there should be a full incident management team in position by 1000 hrs on days of Code Red fire danger and a core incident management

New Global Fire Information management System The Global Fire Information Management System (GFIMS), hosted by the Department of Natural Resources of the United Nations Food and Agriculture Organization, recently went online at www.fao.org/nr/gfims/gf-home/en. It integrates remote sensing and GIS technologies to deliver MODIS (Moderate Resolution Imaging Spectroradiometer) hotspot/fire locations to natural resource managers and other stakeholders around the world.

The system derives from the Fire Information for Resource Management System (FIRMS) developed at the University of Maryland with NASA funds. It includes a global fire mapper and offers a free subscription for e-mailed fire alerts for the region of your interest. Under the activities you can also find country statistics on fires that occurred during the last 10 years.

team (eight personnel) in position by 1000 hrs on days of extreme fire danger.

• Require an incident action plan summary to be completed within the first 4 hours of an incident being reported.

• Provide to all Country Fire Authority (CFA) volunteers an identification card to facilitate their passage through roadblocks.

• Review and improve the CFA communications strategy and develop a program for identifying and responding to black spots in radio coverage.

Te report also recommends appointing a new, independent fire commissioner to oversee the state’s firefighting operations, as leadership during the deadly blazes was found to be lacking.

To read the complete report, visit www.royalcommission.vic.gov. au/Commission-Reports/Final-Report.

New wUI CoUNCIl Formed

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As the U.S. population grows, housing, office buildings, schools and other structures needed to support an urban environment are being constructed closer than ever to wildland areas. One unwanted result is the increased number of wildfires and the danger those fires pose to life and property.

Te just-formed National Wildland Urban Interface Council (NWUIC) will attempt to address those and other challenges associated with the growing threat from wildfires in urban neighborhoods that border wildland areas. Te alliance was developed by the International Code Council (ICC) and the National Association of Resource Conservation and Development Councils (NARC&DC).

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“With more than 70,000 communities, 46 million homes and 120 million people across the United States at risk from wildland fires, this growing crisis needs new emphasis to save lives, reduce injuries and protect property,” says ICC CEO Rick Weiland. “Tis is an important public safety and building safety issue.”

NARC&DC President James Sipperly agrees: “Te new National Wildland Urban Interface Council blends a strong national emphasis to combat wildland fires. Our Council’s contribution to this effort includes an effective, existing grassroots organization with more than 32,000 local volunteers. It reaches more than 180 million people in 2,614 counties in all 50 states, as well as the Caribbean and the Pacific Basin.”

More than 120 organizations and agencies are expected to begin working together on this important issue, hosted by the National Association of Home Builders, at a meeting scheduled for Nov. 3–4 in Washington, D.C.

Cohesive Wildfire ManageMent strategy due in noveMber Te Department of the Interior and Related Agencies Fiscal Year 2010 Appropriations Act requires the U.S. Forest Service and Department of Interior to submit a report to Congress in November of this year that contains a cohesive wildfire management strategy consistent with recommendations listed in recent General Accountability Office (GAO) reports regarding management strategies. Following its formal approval by the Secretary of Agriculture and Secretary of

Interior by November 2010, the strategy is to be revised at least once during each 5-year period to address any changes with respect to landscape, vegetation, climate and weather conditions.

Te Cohesive Strategy is required to provide for the following: • Te identification of the most cost-effective means for allocating fire management budget resources; • Te reinvestment in non-fire programs by the Secretaries of the Interior and Agriculture; • Employing the appropriate management response to wildfire; • Assessing the level of risk to communities; • Te allocation of hazardous fuels reduction funds based on the priority of hazardous fuels reduction projects; • Assessing the impacts of climate change on the frequency and impact of wildfire; and • Studying the effects of invasive species on wildfire risk.

In addition, Congressional requirements hold that the strategy address three GAO concerns: • Lay out various potential approaches for addressing the growing wildland fire threat; • Estimate the costs associated with each approach; and • Describe the trade-offs involved.

For more information on the Cohesive Strategy, visit www.forest sandrangelands.gov/strategy/index.shtml.

Dan Bailey is the director of Wildland Fire Programs for the International Code Council, based in Washington, D.C. He has more than 35 years of experience in wildland fire.

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OctOber 2010

COMPANYOFFICERDEVELOPMENT

The Basics of Training Without a training plan, you won’t understand why mistakes are made or how to fix them

S By ray Gayk

Firerescue Magazine

plan is fairly straightforward, but if you don’t include some follow-up, you’re wasting your time.

Training programs are challenging to develop and even more challenging to implement. So I developed a set of steps that seems to work pretty well when I’m faced with a training issue.

Step 1: ASk YourSelf, WhY Do We trAin? A few months ago while I was teaching a class, I asked a simple question: “Why do we have to train?” I got a few surprising answers, such as, “So we don’t get into trouble by our chiefs,” and “Because we don’t want to look bad.”

Tese guys were looking at the question from the surface, which focuses on consequence and ego rather than the real root of why we train.

Tere are two fundamental reasons why we train: 1) We have dangerous jobs and as company officers, we’re responsible for the safety of our crew, and 2) we have a responsibility to provide a well-trained firefighting crew to the people we serve.

Tere’s no one better suited to train a company on basic skills than a company officer. If you’re a company officer and you’re relying on your training division to train your crew, you’re not doing your job.

Step 2: Determine Your CreW’S Skill level It’s very challenging to develop a training program that covers all the legal stuff, maintains our basic skills, challenges us to become better firefighters and helps us advance to the next level. Training divisions typically don’t have the time or resources to make sure everybody maintains the competence to pull a hose and throw a ladder.

When working with a new crew, every company officer must first complete a “company-level needs assessment.” Every fire company has slightly different training needs; therefore, every company should be trained in response to those needs.

Base your needs assessments on how your crew performs on calls and how they train on the basics. If they have a hard time with basic firefighting skills, that’s where you start. It seems fairly simple and straightforward because it is.

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ince I’ve been in the fire service, the services we provide—as well as how much training we undergo to provide these services—have changed drastically. Combine all the new services and extra training with additional unfunded mandates, OSHA stuff, pre-planning of buildings, fire inspections, and oh, yeah, running a few calls, and you’ve got one busy day ahead of you.

Of course, nothing helps motivate the troops more than a constant diet of unfunded mandates, OSHA requirements and discussions on how not to get sued (aka, “cover-your-ass training”). If we weren’t constantly worried about ending up in court, our training programs would be significantly different. But lawsuits and mandates aren’t going away anytime soon, so we must adjust our training philosophy.

In my opinion, because of all the “extras” that have been added to our job duties over the years, the responsibility of providing training should be shared throughout the department. Why? Many training divisions are grossly under-staffed, which causes them to focus only on the items they’re legally obligated to complete. But this isn’t the way anyone wants to run a program.

In my department, our training captains are responsible for everything under the sun related to training, in addition to whatever else gets thrown on their desks. (I was a training captain, so I speak from experience.) It’s physically impossible to complete every single training exercise during an annual training cycle, so something has to give, and for many companies, that “something” is basic firefighter skills training.

As a result, the responsibility of training firefighters in basic skills falls right into the lap of company officers. But keeping your crew up-to-date on basic skills is a challenge for all company officers because it takes a tremendous amount of dedication, planning, organization and time.

A 24-hour shift may sound like a lot of time in which to get things done, but we all know a day can fly by without us accomplishing a single thing, because we don’t always have control of our day. If you want to maintain your crew’s basic firefighter skills, company officers must have two things: an initial plan and a scheduled plan for follow-up. Developing a training

OctOber 2010

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COMPANYOFFICERDEVELOPMENT

root problem faCtor

how to fIx It

Competency/Comprehension Problem: The mistake occurred because the person didn’t know any better. This type of problem usually occurs because the person didn’t receive the proper training and/or the expectations weren’t clear.

Inform the employee of your expectations and make sure they understand them. Note: The hard part about informing people of your expectations is that you have to hold the person(s) accountable.

Training Problem: The mistake occurred because the individual didn’t get the proper training or enough training, or they haven’t comprehended the training.

Give the individual the proper training (Note: You may be the problem, if you were the one who failed to give them the proper training in the first place); provide more training; and beat the information into their head until they get it. If they never get it, they may have to find another job. That’s just the way it is sometimes.

Attitude Problem: The mistake occurred because they want to go An attitude down the road of defiance. ( problem is based on their decision, not yours).

Apply as much force to change someone’s behavior as necessary (sometimes people just need a simple pep talk while others need to be “beaten until morale improves”). Again, this is their decision, not yours.

Step 3: IdentIfy the problem & how to fIx It Figuring out your crew’s skill level is pretty easy when you use some simple observation skills, but finding out why someone is lacking a skill is a little different.

Consider this scenario: You’re working as a company officer on a new crew and you realize one of your crewmembers has some performance problems during drills and emergency calls. To say this firefighter is embarrassing on the fireground would be kind. How do you handle this?

During company officer promotional interviews I’ve observed, one common answer from many candidates is, “I’d get the firefighter in line and take care of the problem because it’s my responsibility.” If every officer were able to “get people in line” and “take care of the problem” with as much ease as it took to answer that question, there’d be a lot less gray-haired or balding fire chiefs.

Te truth of the matter is that dealing with a training issue isn’t as easy as it may sound in an interview. Supervisors often spend a considerable amount of time trying to correct a mistake before they realize why somebody made a mistake or is having trouble, which is like trying to treat a symptom, not the disease.

When I was a captain, if one of my crewmembers had a problem, I used a fairly simple strategy to figure out what the deficiency was and how to address it. If I only treated the symptom, I rarely fixed the problem and usually did a lot of work for nothing. Having a strategy to find out what’s causing problems will help you fix

the actual problem, not the mistake that led you to uncover the problem. Consistent mistakes are usually the byproduct of a larger problem.

From my perspective, people make poor decisions or mistakes based around three “root problem factors”: a competency/comprehension problem, a training problem or an attitude problem. And this doesn’t just pertain to the people I supervise; it pertains to me as well. If I have a problem that resulted in a mistake, the problem generally stemmed from one of these three root problem factors.

Te chart above is a quick and oversimplified reference guide I’ve made for myself so I can try to figure out why someone, including myself, has made a mistake, but it gets me going in the right direction. If you can figure out why someone has made a mistake, you can most always get to the root of the problem and fix it.

ConCluSIon I don’t see our training responsibilities fading or becoming less complicated anytime soon, so everybody has to step up and share some of the responsibility of training. All the additional services we provide to our communities these days are great, but if we don’t remember to take care of the basics, we’re doing a disservice to our crews and the communities we serve.

Ray Gayk is deputy chief of operations with the Ontario (Calif.) Fire Department (OFD). Gayk is an 18-year veteran of the fire service who has been actively involved with the OFD’s development of engineer and captain mentor programs.

He has also taught numerous classes on company officer development. Contact him at raygayk@verizon.net.

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MAKETHECUT

Develop a Cut Program Tips for creating an extrication training plan that incorporates area departments & companies

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Story & photos by Todd D. Meyer

Develop a Training plan What level do you want your personnel trained at— awareness, operations or technician? If you want them to perform well at the operations or technician level, you’ll have to support them with multiple cars and multiple drills. After all, you can’t expect your firefighters to be trained to the technician level by cutting one car per year! So develop a training program that uses NFPA 1006 and 1670 as guidelines.

And don’t forget that you’ll need a plan for implementing the new program. In my youth, I was sometimes called a “rogue” firefighter. My intentions were good, but I didn’t always communicate them effectively. So develop a plan and ensure that your boss knows the plan so they’re not caught off guard. When six school buses show up at your facility unannounced, it won’t go over very well. But if you have a plan and are within budget, administration will hopefully support your actions.

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ur predecessors tell us that we must study building construction and understand how fire behavior affects different structures.

Read Frank Brannigan’s books, they say. And just like building construction, we must study vehicle construction and understand how collisions affect our patients and our rescue efforts. Te difference: Building construction changes over decades and generations, but vehicle construction changes rapidly. We’re still fighting fires in 100-year-old buildings, but no one’s driving Model Ts. Vehicle construction and technology change every 6 months, as car companies constantly try to out-do each other. Eight cup holders just aren’t enough. Cars are parking themselves. We have to deal with high-strength alloy steel, magnesium, knee air bags, struts that fly and so much more.

Tere’s much to know, and we therefore must stay current and be proactive about our training methods and programs.

Talk with your power or phone companies to see if they have any poles that they could donate. There may be loose poles that you can shove through vehicles or place under or on top of vehicles, simulating a lost load from a logging truck.

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Make TheCUT

Develop other instructors to help your cause. Give them direction & responsibilities. Seek out people who are willing to work hard & not just be there for the glory.

Develop your training program with safety as a priority. Some firefighters will ask, “Can you stack five cars on top of a moped?” and you just have to say “No!” Tink through your evolutions. What if the load shifts? Do you have escape routes? Your cars should be reviewed for safety hazards, and you should have fire extinguishers on hand.

Involve others Don’t forget that you can’t do it all. Develop other instructors to help your cause. Give them direction and responsibilities. Seek out people who are willing to work hard and not just be there for the glory.

If your department can’t afford an in-depth training program, or if you lack a training center or experienced instructors, you can partner with neighboring departments. Share expertise, resources and expenses. Tis will benefit you when you need to call these folks for mutual aid. Work out the kinks on the training ground, and there will be fewer bumps on the highway.

Get out & DrIll

Whether the car is on its roof on or on its wheels, use the available void spaces, look for weakness, be aware of your hazards and peel material away from your patient. Be cautious, though, if you’re weakening the structure with the weight up top.

Choose 69 82 F at i r www.firerescuemagazine.com/rs erescue Magazine

Once your training program is in place, it’s time for some simple drills. Take a field trip to your local car dealership. Crawl over the cars, grab brochures and talk to mechanics. It’s amazing what flipping a vehicle on its roof does to someone trying to take doors.

OctOber 2010

Even after countless extrications, I sometimes have to turn upside-down to make sense of what I’m looking at. Whether the car is on its roof or on its wheels, use the available void spaces, look for weaknesses, be aware of your hazards and peel material away from your patient. Be cautious, though, if you’re weakening the structure with the weight up top.

Find out if your local wrecking yards and tow companies will assist in your training. Some companies may donate cars. If they aren’t within your city limits, they may deliver cars to your station or training ground for free or a small fee. Ask them to process the vehicles (remove batteries, fluids, hazards, etc.).

Remember that these companies may be more willing to do this on their own schedule. If you demand certain times on short notice, it may get more expensive.

Talk with your power or phone companies to see if they have any poles they could donate. Tey may have loose poles that you can shove through vehicles or place under or on top of them, simulating a lost load from a logging truck. Te possibilities for these poles are endless and, when stored, they don’t take up a lot of space. Te utility companies may also be willing to come out and set up poles with wires and other components.

We often get cars from the wrecking yard that aren’t damaged. A couple of jersey barriers (K-rails) can change this dramatically. Local barrier companies

OctOber 2010

We often get cars from the wrecking yard that aren’t damaged. A couple of jersey barriers (K-rails) can change this dramatically. You can drop the car on the barrier and, depending on the rotation, the barrier will cause damage that simulates different wrecks.

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Make TheCUT

It’s a simple fact that we often overlook the patient care portion of extrication training. We need to know how our actions affect the patient and their space, so add some dummies to the mix.

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may donate barriers to your department, especially if they have old ones that are no longer certified. Kelley blocks (large concrete retention blocks) can also work.

You can drop the car on the barrier and, depending on the rotation, the barrier will cause damage that simulates different wrecks. Put some dummies in the car before the drop, leave the car on the barrier, and you have yourself a nice stabilization and extrication problem.

If you can’t drop the car, shove it into the end of the barrier, right into the doors at the B-post. Leave the vehicle there, using the barrier as an obstacle, or wrap the damaged car around a utility pole.

It’s a simple fact that we often overlook the patient care portion of extrication training. Everyone wants to cut, roll that dash up a foot and pound their chests, but no one wants to hold C-spine. We need to know how our actions affect the patient and their space, so add some dummies to the mix. You might also add some rules of engagement for your training sessions that effectively challenge the students (i.e., every occupant is viable and needs to come out on a backboard).

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Note: All these maneuvers should be done with caution and with proper personal protective equipment.

Say Thank you

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A thank you goes a long way. Be humble and appreciate the efforts made by the local companies you call on. A simple letter on department letterhead thanking them for their donations or help is great. I know, I’m a firefighter on a truck, and I stopped writing letters in the ninth grade, but a letter, a press release to the local newspaper or even a “tweet” can keep many doors open for future training.

In Sum Setting up and maintaining a successful training program takes hard work, patience and cooperation from many parties. But through the banged-up knuckles, sweat, snow, rain and heat; it’s all worth it when a student realizes, “Tis saves lives!”

Todd Meyer is a battalion chief with the Gig Harbor (Wash.)

Fire & Medic One. He has 16 years of fire service experience.

Meyer holds a bachelor’s degree in economics from Central Washington University, as well as IFSAC Fire Fighter I and II, IFSAC Fire Officer I and II and Strike Team Leader qualifications. He’s a Pierce County Type III team member and instructs extrication classes on the West Coast. Meyer is the co-founder of “Crunch Time,” a hands-on vehicle extrication class hosted by Gig Harbor Fire and Medic One and a member of the IAFC. Choose 73 at www.firerescuemagazine.com/rs

OctOber 2010

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FirePrevention

Integrated Risk Management for Dummies Our personnel have the ability to implement IRM

I

By Jim crawford

chose the title for this article for a very specific reason: Te fire service doesn’t hire dummies, and our personnel already understand more than we sometimes give them credit for.

Integrated Risk Management (IRM) is the term used to describe the process of melding emergency operations and prevention strategies into one process, at the station level. It’s the law of the land in the United Kingdom, but the concept isn’t new to the United States, either.

Common ideas like home-safety visits, smoke-alarm checks and installations, and delivering fire-safety information directly at the neighborhood level are all part of IRM. But they’re the outputs—the activities done. Tey don’t describe the process for getting there.

The Process of IrM In simple terms, IRM is about identifying community risks by station response area, and creating both emergency response and preventive strategies designed to mitigate those risks. Identifying the areas that generate the most calls, or the potential for high life or fire loss, doesn’t have to be rocket science. Neither does combining emergency response and preventive strategies.

Rebecca Booker, FLSE, RN, is a fire investigator for the Spring Lake Park-Blaine-Mounds View Fire Department in Blaine, Minn., where the department has been conducting home safety visits for some time. Recently, Booker visited Fire Chief Tony McGuirk of the Merseyside Fire and Rescue Service in the UK. McGuirk has been active in implementing IRM and as a result, the department’s website has some valuable information on the process of IRM. To view Merseyside’s business plan that incorporates IRM into its basic operational view, visit www.merseyfire.gov.uk/aspx/pages/IRMP/pdf/ IRMP_2010%20_040310.pdf.

Tis document details how the department divides its response area into three risk categories, with response protocols based on the level of risk for each area. It also includes information on the many community partnerships that the department engages in to reduce fire risk.

Tese range from the obvious (ensuring that they reach out to elderly people to make their homes safer) to more unique (working to reduce health inequities among its response population, because being in poor health is associated with a greater risk of death or injury by fire).

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IT’s for everyone In my old jurisdiction (Vancouver, Wash.), some fire captains have been practicing IRM for years. For example, once a year Captain Duane Schuman’s station personnel go door-to-door in a specific part of his response area, passing out reminders that homeowners should be creating a defensible space around their homes due to wildfire risks. He does it on his own—with no prompting from higher-ups—because he sees the need to be proactive in his neighborhood about minimizing risks. He understands that a fire might still happen, but he takes responsibility at his level for mitigating those risks.

Believe me, no one is more committed to training and an effective emergency response capability than Captain Schuman. But that doesn’t keep him from using risk management and prevention strategies to further enhance community safety.

Many of us think that firefighters are overburdened with workload and training requirements, and that is a valid concern. But the concept of IRM is so fundamental to our local fire protection strategies that we should be collectively advocating (or requiring) it as part of our firefighter basic training and requiring it of our officers.

Te people we hire as firefighters are smart, or they wouldn’t make it through the hiring process. Tey understand IRM and can find ways to implement it, even if it involves getting others to do the work for them.

Some jurisdictions use Citizen Emergency Response Team members to conduct canvassing or home visits for the station, thereby cementing the relationship between community and a particular fire station. Others partner with outside organizations, like non-profits that already visit high-risk homes.

But we haven’t collectively told fire officers that it’s part of the job. It’s time we did so in hiring, training and promotional opportunities. Tey’re already smart enough to grasp it—and make it happen.

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

OctOber 2010

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Honeywell’s HPFF12 is a12-amp fire alarm power supply capable of powering a fire alarm’s four notification appliance circuits (NACs) to full capacity. It’s best for installations using higher-power strobes or facing limited wall space for multiple supplies. Independent output circuit supervision enables the HPFF12 to notify an attached control panel of a NAC fault. Activated by a fire alarm control panel or operating standalone, it provides 24-volt DC power to four NACs rated at 3 amps each.

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Testing 1, 2, 3 The WTX-4100 Series of flexible platform mics by Pryme Radio are ruggedized, waterproof and IP rated. The WTX-4100 series supports three different methods of push-to-talk (PTT) activation: a traditional side-mounted PTT switch; a patented, front-facing PTT; and a secure wireless PTT button. It functions as both a remote speaker mic and a highly pinpointed GPS location device and offers multiple reporting modes to automatically send out employee locations.

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OctOber 2010

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Nine 1 One Gear’s Battalion Chief first-response jacket comes in standard navy, black and red and is ANSI Class II High-Visibility blood-borne pathogen resistant. Technical specifications include an AirTech breathable, raglan-sleeved outer shell with viral-resistant and blood-borne pathogen barrier, Dupont Cordura in high wear areas for added durability and Ever-Quick dry lining fabric for moisture control. In addition, the jacket has 3M Scotchgard reflective material and a no-draft internal cuff that promotes thermal retention.

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The SARbot by SeaBotix is a rapid response underwater rescue system that operates in near-zero visibility, poor weather and strong currents. Features include a modified LBV system with high-definition Tritech Gemini 720i imaging sonar, limbgrasping manipulator, video enhancement and a small diameter, low-drag tether.

In addition, the SARbot rescue system includes a high-resolution StarFish 990F side-scan sonar and a purpose-built LBV training simulator.

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I Can See Clearly Now Panasonic’s Toughbook Permanent Display Removable Computer (PDRC) combines a vehicle-mounted display and full-functioning keyboard for heightened accessibility inside public safety vehicles. The PDRC features a brighter touchscreen display, improved user visibility and a reduction in connection cables. Supporting Windows 7, it provides a secure and ergonomic system for transferring mission-critical data in the field. The vehicle-mounted display and full-sized keyboard can be mounted independently for easy viewing and access, without interfering with the operation of the vehicle or air bags.

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NEWdElivEriEs The U.S. Army has taken delivery of eight Crash Rescue CAV 2400 rapid-response Renegade trucks. Built on Ford F-550 Super Duty 4 x 4 chassis, the vehicles feature a polypropylene rear body, integral 400-gallon water and 50-gallon foam cells, and rear-mounted enclosed twin-agent hose reels. Other features include a 200-lb. dry-chemical agent system, Whelen LED lighting and a F.L.I.R. camera/monitor.

Crash Rescue Equipment Service 972/243-3307; www.crashrescue.com Choose 206 at www.firerescuemagazine.com/rs

The Rotterdam Fire District #6 in Schenectady, N.Y., has taken delivery of a KME custom pumper on a Predator X-MFD chassis, powered by a 470-hp Detroit Series 60 engine. The pumper has an Allison 4000 EVS, five-speed transmission and a 1,500-gpm singlestage QMax pump. Other features include a 2,750-gallon fiberglass tank with a 25-gallon foam cell, Onan 10-kW PTO/HYD generator, roll stability control and a safety-vision camera system.

KME 800/235-3928; www.kovatch.com Choose 207 at www.firerescuemagazine.com/rs

The Van Wert (Ohio) Fire Department has taken delivery of a Danko tanker built on a International 7400 chassis. The vehicle has an Allison 3000 EVS five-speed automatic transmission and a Waterous 303LE with 23-hp Kubota engine pump. Additional features include a 2,000-gallon water tank, three-way rear electric dump valves operated from cab, rear folding tank, hard suction, Insta-Chain wheel system and a Whelen LED lighting package.

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Danko Emergency Equipment 866/568-2200; www.danko.net Choose 208 at www.firerescuemagazine.com/rs

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2010

The Annandale (Minn.) Fire Department has taken delivery of a Custom Fire Apparatus pumper built on a Spartan Furion chassis.

The vehicle has an Allison 3000 EVS transmission and a 360-hp Cummins ISC engine. Features include a 950-gallon water tank with a 20-gallon foam cell, roll-up compartment doors, a Waterous 1,500-gpm pump, a FoamPro 2001 single-agent foam system and a Whelen LED warning-light package.

Custom Fire Apparatus 800/443-8851; www.customfire.com Choose 209 at www.firerescuemagazine.com/rs

The Chaffee County (Colo.) Fire Protection District has taken delivery of a 1995 Nova Quintech (acquired by Pierce/Oshkosh in 1997) 100' aerial ladder platform. The fourth fly articulates down to 60 degrees. The vehicle features a 1,750-gpm pump, four-person cab, 115 feet of ground ladders and a new 5-kW generator. It is now in service at CCFPD’s new Fire Station #1.

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Pierce 920/832-3000; www.piercemfg.com Choose 210 at www.firerescuemagazine.com/rs

The Cochrane, Ontario, Fire Department has taken delivery of a pumper from Fort Garry Fire Trucks. Built on a International 4400 chassis and powered by a 300-hp MaxxForce DT engine and an Allison 3000EVS transmission, the vehicle features a 1,000-gallon tank and a 1,250-gpm Darley PSM pump.

Fort Garry Fire Trucks 800/565-3473; www.fgft.com Choose 211 at www.firerescuemagazine.com/rs Choose 78 at www.firerescuemagazine.com/rs

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2010

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91

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Each monthly issue includes:  Safe & Effective Fire Attack Strategies  Rescue & Extrication Training

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ResponseTime

…To Those Who Wait Patience is a virtue & so much more for an officer

T by brian A. Crawford

he saying, “Patience is a virtue,” has never been more applicable to an industry than the fire service. For an officer, the ability to demonstrate patience is essential to showing other firefighters, as well as external stakeholders, your emotional maturity, leadership and command over yourself—you cannot truly lead others until you have command over yourself.

Patience is not one of my strong suits. I was very highstrung as a child; you might say I had ADD before having ADD was the norm. Tis transferred over into my adult life, where it began to manifest itself in ways that were unacceptable as an adult: quickly losing my temper, mouthing off, knee-jerk emotional reactions, etc.

When I entered the fire service, I quickly learned that, like me, there were a lot of Type A, aggressive and short-tempered individuals. Patience didn’t appear to be a highly valued commodity in this industry, but as I got older and progressed, I realized that the officers I really listened to and trusted, and those who were the most respected, demonstrated the greatest level of patience, whether on an emergency scene or at the firehouse.

A VAluAble lesson My greatest lesson about patience came in 1999, but I wouldn’t actually understand its full impact until much later. Tat year, along with two others, I was a finalist for the fire chief position in Shreveport, La. I was encouraged when I was told that my interview went particularly well. When I received the phone call from the mayor notifying me that he was selecting someone else, I was disappointed and somewhat angry.

Tat “someone else” was my supervisor at the time.

You may have heard of him: Atlanta Fire Chief and former U.S. Fire Administrator Kelvin Cochran. OK, so maybe the mayor did make the right choice. Ya think?

Over the next 8 years, I worked directly under Chief Cochran as his assistant and chief of staff. What I learned in that time couldn’t be taught in a classroom or found in a book. Having Chief Cochran as a mentor and a coach, and being there to participate in the good and bad experiences of a very patient and rational fire chief, provided me the foundation that prepared me to finally ascend to the top position when the time was right. I can tell you now that I wasn’t ready for the position in 1999, and would probably have failed miserably.

Tat experience taught me that there is a right time, a right place and a right way of saying and doing

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everything—and most of the time it’s not what or when our emotions are telling us to do so.

A Work in Progress Impatience is primarily psychologically learned and, thus, it can be unlearned. It’s not easy. I view it almost like a recovering alcoholic trying to stay sober—it’s a daily challenge because it feels natural for me to just be short-tempered and give in to my emotions. So I work at it constantly, including: • I have signs in my office reminding me to be patient.

• I wait at least 1 day (minimum) and consult others before making any critical (not time-sensitive or emergent) decisions.

• Before I send angry e-mails or letters, I wait at least 1 day. When I get to work the next day and read what I have written, I always thank the good Lord I didn’t send it.

• I empower my command staff to bring to my attention, without fear of retaliation, when I am impatient or about to make a knee-jerk decision based on an emotional response.

• I never discipline in anger. I wait to meet with the member until I’m sure I’m focusing on correcting the behavior and not demoralizing the person.

I’ll leave you with one final thought about the importance of patience that I learned from Chief Cochran. It came after I had demeaned a subordinate because they weren’t picking up something as fast as I would’ve liked.

He said, “Brian, if you ever want to become a fire chief, you’ve got to learn and demonstrate calm, composure, understanding and an ability to listen to others. All wrapped up in a nutshell, man, you gotta’ learn some patience!” Although I’ve certainly fallen off the wagon from time to time, since that day I have made a concerted effort to be more patient.

If you want to reach your full potential as an officer, practicing patience is a good place to start—if you can just find the time.

Brian A. Crawford is the fire chief for and a 26-year veteran of the Shreveport (La.) Fire Department. He is a National Fire Academy (NFA) resident instructor, a NFA Executive Fire Officer Program (EFO) graduate and an IAEM Certified Emergency Manager and Commissioner. He also holds the Chief Fire Officer (CFO) designation and is a member of the Institute of Fire Engineers. Crawford serves as chair for the Program Planning Committee of the International Association of Fire Chiefs. He holds a master’s degree in industrial psychology.

OctOber 2010

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