Carolina Fire Journal | Vol. 38 No. 1 | Summer 2022

V O L U M E 3 8 | N U M B E R 1 | S U M M E R 2 0 2 2 | W W W. C A R O L I N A F I R E J O U R N A L . C O M

TAKE A DEEP DIVE WITH US INTO THE CRITICAL REALM OF AQUATIC RESCUE OPERATIONS TO GLEAN SOME INSIGHT FROM THE EXPERTS

CONTENTS VOLUME 38 | NUMBER 1 | SUMMER 2022

FEATURES SPECIAL FEATURE SECTION:

Water Rescue 2 4

DAV I D G R E E N E

6 8 14

Drowning Calls & Prevention DAV I D I K I N G J R

Starting and Staying Upstream TIM ROGERS

Water Rescue: It’s Here to Stay DAV I D P E A S E

DEPARTMENTS Recruiting & Retention 16

Mentorship: A Word Thrown Around Too Easily DAV I D H E S S E L M E Y E R

Leadership 17

Generations in the Workforce: Organizational Expectations vs Generational Expectations DR. MARK RIVERO

Safety & Prevention 18

STAFF R.B. Knight Publisher rb@baxterknight.com

Sixty-One Delta One

33 Air Monitoring the “Old-School” Way — Still Relevant After All Waterfalls … Rescues and Recoveries These Years B O B T WO M E Y Water Rescue ­— High Risk, LowFrequency Technical Incidents

So, You Don’t Like Hazmat?

ROBERT HAND

Health & Wellness

22 Therapy Is Awesome DENA ALI

Reporting

25 The Origin and Cause Report: Why an NFIRS Report Just Won’t Do …

WAY N E D E L A N C E Y

EMS

28 Our Staffing Problem Is Actually A Culture Problem AARON DIX

30 NC Medical Director Update 2022 D R . JA M E S W I N S LO W

Update from Capitol Hill 32 Keep It Simple, Stupid BILL WEBB

The First Responder’s Resource

GLENN CLAPP

Update from the NCSFA 35 Recognizing Our Line of Duty Deaths Each Year TIM BRADLEY

The Station House KEN NEWELL

Gwen Shuford gwen.shuford@carolinafirejournal.com

Jim Bell — President Bobbitt Design Build, NC Division Tim Bradley — Executive Director, NCFFA Bill Carter — Director of Fire/EMS Business Development , Civic Federal Credit Union

Dale Folwell — N.C. State Treasurer

Know Your Gear

42 Try This On: How to Properly Size Bunker Gear

Advice for finding your fit from Fire-Dex TO D D H E R R I N G

Air & Surface Decontamination 44 Evaluating Disinfection Technologies Amid Future Pandemic Mitigation Strategies BETH KRAH

David Greene Ph.D — Ph.D Chief, Colleton County Fire Rescue David Hesselmeyer— President – On Target Preparedness, LLC Beth Krah — Krah Corporation Lizzy Long — Billy Graham Rapid Response Team Tracey Mosley - Program Manager, NC Association of Fire Chiefs Ken Newell — Stewart-Cooper-Newell Architects David Pease — REDS Team Mark Rivero — Public Safety Management Programs S. Illinois University Tim Rogers — Ret., Charlotte FD Caroline Schloss — Crossword Puzzle

Health & Wellness

Mark Schmitt — Captain, Greensboro Fire Department

46 Health-Related Components of Physical Fitness J E F F C A S E B O LT

William Tatum - SC EMS Director Bob Twomey — Rescue Instructor James Winslow — NC EMS Director Bill Webb — Ex. Director Congressional Fire Services Institute

47 The Guatemala Connection: A Door is Opened

C A R O L I N E M . S C H LO S S

Dick Murphy dick.murphy@carolinafirejournal.com

Aaron Dix — Executive Director, SCEMS — Patient Flow

DA L E R . F O LW E L L

43 Crossword Puzzle

ADVERTISING

Doug Cline — President, International Fire Service

40 A Legacy Continues Through Beneficiaries

EXTRAS

Bill Ellis Art Director advertising@carolinafirejournal.com

Glenn Clapp — Division Chief – Fuquay Varina Fire Dept.

Retirement Planning

DAV I D P E A S E

Trudy H. Schneider Business Manager trudy@baxterknight.com

EDITORIAL BOARD

38 Recent Construction Prices for Fire/Rescue Stations

Missions Rescue

Gwen Shuford Managing Editor gwen.shuford@carolinafirejournal.com

Published by KCI Media Group 10150 Mallard Creek Rd. Suite 201 Charlotte, North Carolina 28262 704-568-7804 www.kci-mediagroup.com Carolina Fire Rescue EMS Journal reserves the right to edit for clarity and content. Editorial opinions and products advertised do not necessarily reflect the views and opinions of the publisher. © 2022 KCI Media Group, LLC

48 Fire Station Profiles 50 New Deliveries www.carolinafirejournal.com SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 1

Special Feature SECTION

WATERFALLS … RESCUES AND RECOVERIES Bob Twomey

I

t is that time of year when people will inevitably visit these powerful natural features, to awe at their beauty, to photograph them … and for some, to be hurt or killed by their unsuspected dangers. It is only May as I write this article and already there have been waterfalls accidents in western North Carolina.

Each waterfall is different. Some are on small streams, others on various sizes of rivers. Some have shallow, broad flows (see Figure 1). Others have concentrated flows over smaller surface areas, which can often lead to accelerated flows of great force, as determined by cubic feet per second (CFS) flow rates (see Figure 2). Similarly, some waterfalls have what is

formation, some waterfalls have vertical drops to pools below (see Figure 3). They may have a substantial drop or they may have a drop of a few feet but have in common no contact with the rock surface during the “free-fall.”

Each is different and each has its hydraulic characteristics.

So why would someone in rescue think to analyze a waterfall? After all, a waterfall is a waterfall, right?

Well, yes and no. Over 48 years of working with rivers and streams in my former career with the Natural Resources Conservation Service and rescue, I have learned a few things about water flows, rivers … and rescues therein. Sometimes the things I will share with you here, at least in waterfall rescues and recoveries, were learned the hard

Figure 1: River flow spread out over large rock surface area

Figure 2: More concentrated flows over less rock surface area

known as “braided flows,” as in the photo showing concentrated flow, whereby the channel water volume is split into multiple channels. This is often determined by water volume and rock shape or irregularities in the rock surface.

Concentrated flows are generally deeper and the water velocity is often faster. Based upon rock

channel is measured in CFS (see Figure 4). One cubic foot of water contains 7.48 gallons; therefore, a creek with a 1 CFS flow is flowing at 7.48 gallons per second. A flow of 10 CFS would be 74.8 gallons per second, and so on. However, a river channel is not perfectly dimensioned or said another way, the channel is not square with 90-degree sides and bottom like a concrete drainage canal would be.

Thus, even though the flow rate past a certain point might be 74.8 gallons per second, parts of the channel flow are deeper than other parts due to the irregularly shaped channel. This deepest part of the cross-section of a channel is called the thalweg. Friction between the flowing water and the rock surface and edges of the channel will cause

Figure 4: Many cubic feet per minute flowing over this waterfall

Figure 3: Vertical drop waterfall to pool below

way. Experience can be a stern teacher about things in nature; a determined rescuer will learn from course work, training, and then practical evolutions and real rescues....so that each subsequent rescue in a waterfall setting will be safer and hopefully easier.

First is river flow. The volume of water flowing down any given

2 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

Also, rescuers MUST always keep this concept in mind: for every 1 cubic foot of water displaced by the body as one proceeds into deeper water, 62.4 lbs. are subtracted from the rescuer’s body weight, since 1 cubic foot of water equals 62.4 lbs.

So now, a 200 lb. rescuer displacing 1 cubic foot of water now only weighs 137.6 lbs. The force of the moving water will ALWAYS move a lighter object in the flow easier than a heavier object. The lesson here? NEVER go into moving water without a secure rope anchor system attached to you if you’re in the water current on any waterfall.

So now you have the concepts and interrelationships of water volume, flow velocity, and displacement by your body in water. The deeper you proceed into

slower flow and with less force than the flow in deeper water.

The thalweg, being the deeper part of the channel cross-section, therefore, has more force, or more powerful flow, than the shallower sections. This area is particularly dangerous to rescuers due to the power exerted upon the rescuer within this section of the channel.

the flow, the less you weigh and the more force there is exerted upon your body, (which is now lighter than your weight on dry land), and the faster the flow (see Figure 5).

In this photo example, the victim or rescuer will still fall to the bottom of the falls once you start sliding.

But IF you must move down this waterfall, in a very careful rappel in the water, the obvious choice is in the foreground where the water is only inches deep rather than in the thalweg, which is several feet deep and flows many linear feet per second. And yes, over the years, we have had to rappel down the face of waterfalls to reach victims snagged on trees or rocks in the waterfall itself. Some waterfalls have what is known as a “braided flow”, that is, split flow channels around rocks or vegetation within the “channel.” (see Figure 6). These are falls where rappels through the water and on wet rocks will be needed.

Next is the “biological component” of waterfalls. Algae growth on rock surfaces is very common, even on rock surfaces that WWW.CAROLINAFIREJOURNAL.COM

Special Feature Section WATER RESCUE are underwater, as in a waterfall.

Many things contribute to the types and amount of algal growth on rocks, but the most common are the rock mineralogy, the dissolved nutrients in the water itself, the amount of sunlight that reaches the rock surface, even when submerged under water, the average water temperature in the seasons of the year, and the aspect of the waterfall relative to the sun.

“Aspect” refers to the direction the waterfall faces, as to whether it faces to the south, west, east, or north. This has a great bearing

the victim to the extent possible.

Lateral movement on very slick rock surfaces will be extremely difficult, if not impossible. What if there is not a readily available and suitable anchor above the victim? Then you must make one, which very often requires the rigging crew to become very creative. This right here is why I have said in my articles over the years that you MUST know your equipment and its limitations when used as anchors. The forces generated upon anchor slings (generally two-inch tubular webbing) when rigged at certain angles have great

Figure 5: Typical waterfall with the concentrated flow and deeper channel section and very shallow and slower flow

Figure 6: A waterfall with rocks and vegetation where a victim can become trapped.” This is a braided flow waterfall

upon the intensity and duration of sunlight reaching the face of the waterfall, which has a significant influence on the light available to stimulate algae growth. I have performed recoveries in waterfalls where the algal growth on the rock surfaces was slicker than ice! This adds a whole new dimension to rappelling access to the victim as well as rigging and recovery. In general, south and west-facing waterfalls receive more sunlight for longer periods of any day, usually enhancing algal growth. However, the rescuer should ALWAYS keep this concept in mind: waterfall rock surfaces will almost always have algae growth on them.

Why is this important? If you are rigging rope access from above the victim, it is prudent to rig in such a fashion that you are directly above

bearing upon the forces applied to these slings. The way the anchor is composed is likewise crucial, such as in the preferred use of load-sharing, and self-equalizing anchor systems.

ALWAYS rig your anchor systems with “redundancy” whenever possible. Should one anchor fail or should one “leg” of the anchor system fail, the rest of the system can shift (self-equalizing) and equally “load” the remaining legs (load-sharing) without danger of overstressing them...and you don’t go to the bottom of the waterfall yourself. That would probably not be good …

If no suitable anchors exist directly above your victims, such as rocks or trees, you will have to create an anchor rope across the top of the falls to which all your riggings are attached. This would be like a Highline system but it

is loaded more horizontally than vertically. This is acceptable if your “side anchors” on the banks of the river or waterfall are strong. This is where knowing the tensile strength of your rope and the load-bearing capabilities of your mechanical devices is paramount. A rescue spotter is usually very good to have.

This rescuer should be able to see the entire situation from a distance and guide the rescue team to the location directly above the victim via radio.

Then comes the fun part, where you must access the victim. On some waterfall rescues, you will have to rappel through and with the water as it cascades down upon you.

If you have never had to do this, with hundreds of gallons of water per second cascading down upon you, you have missed something …

I think. ALL gear becomes soaked in a few seconds, you get to find out if your radio is waterproof, and you learn very quickly how well-wet rope and braking devices work. Rescuers should know how their gear works when saturated.

Likewise, you get to learn how to make sure all attached gear stays attached to your harness because once you are over the edge in the flow, it is NOT easy to ascend your rope. After all, you lost needed gear. Likewise, being comfortable rappelling with a loaded backpack of rescue gear may be new for you.

The backpack makes you very topheavy and subject to inversion if you are not strictly and constantly in control of your descent.

For waterfall rescues, it is recommended that you use class III full-body harnesses. Your body weight plus the weight of water coming down on you can be more evenly distributed over your body with a Class III harness. This will make an hours-long rescue or recovery much more comfortable.

You as the rescuer(s) going over the edge should plan on taking what you will need to complete the rescue once you reach the victim.

Some waterfall settings simply will not allow the portage or lowering of additional equipment to you. Your boots should not have such a rigid sole that you cannot “feel” the rock surface. Heavy lug boots won’t be of many benefits on slick rocks, even though they may provide good ankle support. The more surface area contacts your footwear has with the rock surface, the better traction you will have on slick rocks. Therefore, quality fishing waders have felt soles: improved surface contact on slick rocks.

The rescue is next. Does your team perform a raise or a lower of the victim? This decision is based on many things, primarily the benefit-risk ratio to the rescuer(s)... and concern for your victim. We didn’t put them there; likewise, we can’t help them if we are busy

getting hurt or dying ourselves.

How high is the waterfall? How much water flow is there? What access is available at the bottom of the waterfall if we opt to lower the victim? What seems the easiest and is in the best interest of a live victim given their injuries? How long will a carry-out of a lowered victim take? What equipment do you have for raising or lowering a victim? Is adequate manpower available for the chosen option? What time of day is it and how long before dark?

What is the expected weather for the duration of the rescue? Is adequate mutual aid available to assist in the chosen rescue method?

How are the elements of the waterfall affecting the rescuer(s)?

Will water flows change because of upstream operations, as in a hydroelectric dam, and the water requirements thereof?

Many things must be considered by the Incident Commander (IC).

Precise, effective communication between all rescuers involved is required. The Incident Action Plan (IAP) must be accurately conveyed and understood by ALL rescuers involved. Once you reach the victim, all previous plans may have to be completely changed due to circumstances. This is where having good radio communications is critical and having enough equipment with you (that you took down with you) pays off. Our squad members have had to perform rescues with only what we took down over the top of the falls with us. These rescues or recoveries are very difficult and time-consuming.

Good mutual aid agreements with skilled rescuers are important, as is preplanning on at least certain popular waterfalls in your area.

At the very least, I hope this article opens your eyes to the many dangers and considerations a rescue agency must know (not just consider … but KNOW) about waterfall rescues. All the skills from numerous disciplines will be required, especially rigging and high-level rescue. What it will always come down to is this: train, work hard, continue to gain experience … then just do it.

Bob Twomey has been in

the volunteer rescue service for 46 years, having served on five Rescue Squads from the coast to the mountains. He is currently a member of Transylvania County Rescue Squad, past Chief and Training Chief, an EMT for 45 years, and is an IFSAC and OSFM certified Rescue Instructor. Bob has been active in SAR, Mountain Rescue, and teaches high-level rescue. He is the chief pilot of Wolf Tree Aviation, and flies helicopter searches and rescue support locally.

He is a Crew Chief for the NC Forest Service. He can be reached at 828-8847174 or at btwomey@comporium.net.

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 3

Special Feature SECTION

WATER RESCUE – HIGH RISK, LOWFREQUENCY TECHNICAL INCIDENTS

T

David Greene

he modern-day fire service should take a lesson from the US Navy Seals. Seals are capable of being deployed anywhere in the world in 24 hours. This includes 71 percent of the earth’s surface covered in water, a Sea, Air, and Land (SEAL) specialty (compared to other Special Forces). Due to this, SEALS spend considerable time training on operating in or deploying from the water. Many of our fire departments are responsible for water rescue. Even if you do not have a water rescue team, rapids, rivers, the Atlantic Ocean, or other bodies of water for which you are responsible, when something happens in the water in your jurisdiction, someone dials 9-1-1.

Your department is instantly put into the game. Water rescue is a complex, high-risk, low-frequency incident that can require resources from inflatable boats and swift water rescue Personal Protective Equipment (PPE) to rope rescue equipment and ladder trucks.

Identifying the risk in your area is the first step. Perhaps you have white water rapids in your jurisdiction, or maybe you are responsible for operating in the ocean. In any case, identifying resources within your jurisdiction or in a neighboring jurisdiction is essential to be prepared to deploy in the event of an emergency on the bodies of water in your area.

That is perhaps the first challenge to overcome. Many bodies of water, like rivers, separate cities, towns, or counties. When this is the case, there is no clear delineation as to which government is responsible for that body of water (which is to say that there is no dotted yellow line separating the northbound lane of the river and the southbound lane of the river). Which Public Safety Answering Point (PSAP) answers the 9-1-1 call often determines which jurisdiction’s fire department or rescue service will respond first. If multiple calls are received, the chances of more than one fire department or rescue service responding increases. Unified Command is essential. Coordination with the first arriving units is very important to prevent duplication of effort (i.e., searching the same piece of river, etc.). The second and third groups of resources should support the first arriving, which requires

interoperable communications.

Radio communications can be difficult. Crews below the saltwater line may find themselves in four feet of water with excellent radio and mobile phone signal at high tide only to find themselves sitting on the riverbed in zero feet of water with no radio or mobile phone signal at low tide.

As in all incidents, we prefer to have a starting point. In water rescues, the starting point is usually difficult to pinpoint.

The incidents usually start with someone disappearing below the surface of the water, followed by a frantic search, followed by a more deliberate search, followed sometimes by the setting of the sun, followed by the eventual call to 9-1-1. In the time that has passed, sometimes hours, the witnesses often move around and inevitably gather to meet the responders when they arrive. This creates difficulty in identifying the location from which the victim is submerged. Even in a decent current, the victim is often found near where they disappear.

This makes it essential that your 9-1-1 call taker have someone stay at the location where the victim was last seen and mark the location using a visual reference from where they are standing. This is a tremendous help to the responders looking for that starting point.

Next, we need to consider the weather. While we expect the weather to be clear, otherwise we wouldn’t have people outside to rescue us, this is not always the case; of course, weather can change quickly. Have you ever heard that the odds of getting struck by lightning is one in a million?

According to the National Weather Service, the odds of lighting being struck in a given year is 1 in 1,222,000 (a little higher than one in a million). However, the National Weather Service suggests that the odds of a boat being struck by lightning in a given year are about 1 per 1,000. The simple math here is that you are much more likely to be hit by lightning in a boat than you are if you are not in a boat. Since we use boats to operate during water rescue operations, the weather is something we must constantly be monitoring. Our partners at the local National Weather Service office can provide us a spot forecast for a particular area that can alert us to any weather hazards such as high winds (that can produce large waves in open

4 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

water), rain (which can obscure visibility), and storms (which could bring lightning to our area of operations). As I wrote, we expect the weather to be clear; otherwise, people wouldn’t be out in it. On July 7, 2021, several Lowcountry South Carolina counties and the United States Coast Guard participated in a water rescue of multiple individuals who were stranded on an island when their boat became adrift after being beached on an unoccupied island. If you go and look up the weather for the evening of July 7, 2021, you will likely find a lot of references to Elsa. Sadly, these references are not about the character from the Disney movie Frozen, but the references are to Tropical Storm Elsa. Tropical Storm Elsa passed through the Lowcountry of South Carolina on the evening of July 7 and the morning of July 8, causing significant rainfall, gusty winds, and a few short-lived tornadoes. While we assume and expect people won’t be out in bad weather occasionally, we will be faced with people who take their boats out in a lightning storm…or hurricane. It is difficult for us to respond to a call and not intervene. However, the protection of our troops should prevail when faced with dangerous operating conditions.

That applies to all calls and not just water rescues. My department is not in the habit of diving at night.

Many wonders why that is as the blackwater rivers that run through our jurisdiction obscure visibility below just a few feet. Even in four feet of water at high noon, you can descend to the river bottom and not be able to see your hand in front of your face. So, why not dive at night if you cannot see anything, day or night?

Again, we must protect the divers. If a log hits them, they become entangled on a submerged tree or get a cramp, and it will be much harder to assist them at night than during the day.

We must always consider the weather and time of day.

Finally, we should discuss wildlife. Part of the appeal of visiting bodies of water is to see the various wildlife in their natural habitat. However, several animals can harm us, and we must remember that we are in their habitat. Alligators, snakes, and sharks are just a few animals that can cause our personnel injuries when operating at water rescue.

We are at the top of the food chain until we enter the water below the saltwater line. My department once responded to drowning and located an unoccupied boat under a set of

trees. A fishing rod in the boat had a line attached to one of the trees.

One firefighter began to pull on the fishing line only to hear another firefighter yell, “STOP!” The end of the fishing line was stuck in a tree just below a hornet’s nest that was so big that you couldn’t get your arms around it. We theorized that the fisherman had taken his boat under the trees to untangle his line and, upon stirring up the hornet’s nest, entered the water and tragically drowned thereafter.

There is a multitude of wildlife we must be aware of when operating in water rescue incidents.

There is a single incident that I can remember that brings all these considerations together.

Someone once said, “Learn from others’ mistakes. You won’t live long enough to make them all yourself.” Along those lines, when it comes to operational experience, you can either read about it or be it. Unfortunately, I was it, so take a minute to read about it. While working as the Battalion Chief, we received a call for a submerged vehicle on the river just down from a boat landing. This is not uncommon when a vehicle is stolen, and the thieves are done with it.

Unfortunately, the vehicles do not always sink immediately and may travel some distance from the boat landing before submerging. While the tow company will eventually try to remove the vehicle, we certainly do not want a body (or bodies) to float out of the window during this process, as we would then have a body recovery to perform. The solution is to search the vehicle prior to removal, which was our intended plan. It was very late in the day, and I had some concerns regarding the remaining daylight while en route. On arrival, I quickly flipped a coin with another firefighter to see who would dive and who would be the backup diver. I lost. While assembling my tank, buoyancy control, and other gear, someone asked me if I wanted a wetsuit. I quickly looked at the setting sun and declined, thinking I could save time without it. I entered the water on a tether from the landing, floated down to the vehicle, and found the roof only a few inches under the water.

The vehicle had become lodged in several tree branches and sunk near the bank. I descended and began to search the vehicle for any Continued on page 6 WWW.CAROLINAFIREJOURNAL.COM

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Special Feature SECTION Continued from page 4 victims. Visibility was very limited, and the current made movement around the vehicle difficult.

Between the jagged parts of the car and the various tree limbs, I began to feel scrapes on my arms and back as I searched. Upon completing the search, finding no occupants, and getting the vehicle’s tag number to the Deputy Sheriff on the scene (the vehicle was stolen), I began to look for egress from the river. It was now dark. I was not interested in swimming upriver back to the landing any more than my tenders were interested in pulling me back upriver to the landing. I heard one of my tenders say, “here’s a spot that we’ll just pull you up onto the bank.” As he started pulling me further down the river, I heard him step onto the bank they were pulling me towards, use some profanity, and then say, “There’s a water moccasin; there’s another one.”

I’m not a snake fan and was less

excited that my tenders were trying to pull me on top of two poisonous ones. That plan was abandoned, and they pulled me up the side of a steep bank after removing the bulk of my gear from the water on the vehicle’s roof. Once we got back to the station to clean up, I found that I had several large lacerations, but thankfully, no snake bites.

So, a delayed notification and declining weather/daylight conditions drove me to elect to dive without wearing the proper PPE (even a neoprene wetsuit would have prevented most of the lacerations I sustained). While there were no victims, the wrecker was not on scene when I left the water, meaning someone else had to get back in the water to hook up the vehicle and pull it out. That probably happened the following day, which may have been a better time for us to dive into the vehicle.

It would have allowed me to use sufficient PPE, see and avoid the limbs in the water, and not have my

dive tenders stepping on poisonous snakes in the dark. To compensate for the time compression, I made some mistakes in judgment, and thankfully, no one needed stitches or CroFab (Antivenom) before the call was over. We were lucky, and as the late great Chief Alan V. Brunacini said, “Good luck can make you dumb because it makes you think you’re smart.”

Unfortunately, luck is a terrible tactic and was the primary one I used during the call above.

Instead of luck, consider the above factors when handling a water rescue call. Ensure that your notifications have minimal delays. If you arrive first, deploy. If you arrive after, support the first arriving folks.

Coordinate the resources to prevent duplication of effort and ensure an adequate communications platform (and it is being utilized). Keep your eye on the weather conditions and plan for day versus night operations.

Finally, be aware of the wildlife in the area and take precautions or use

lookouts to protect our personnel.

Water rescues remain complex, high-risk incidents. Ensure that the resources to respond to them, training, and personnel are getting the attention they deserve.

Be safe and do good.

David Greene has over 31

years of experience in the fire service and is currently the deputy chief with Colleton County (S.C.) Fire-Rescue.

He holds a PhD in Fire and Emergency Management Administration from Oklahoma State University and an MBA degree from the University of South Carolina. He is a certified Executive Fire Officer through the National Fire Academy, holds the Chief Fire Officer Designation from the Center for Public Safety Excellence, holds Member Grade in the Institution of Fire Engineers, is an adjunct instructor for the South Carolina Fire Academy and is a Nationally Registered Paramedic.

He can be reached at dagreene@ lowcountry.com.

DROWNING CALLS & PREVENTION David I King Jr, Cpt. Chesapeake Fire Dept.

W

ell, we are in the thick of the summertime festivities. Kids are getting out of school, and it’s time to head to the beach, go on vacation and get that boat out on the water.

Unfortunately, this is also the time of the year that keep the water rescue and dive teams busy. The Centers for Disease Control and Prevention (CDC) reports that close to 4000 fatal drownings occur each year. If you listen to the

a career department or a volunteer department, getting the message out however you communicate to your citizens is an easy way to start the ball rolling. Social media accounts are a quick way to get notifications or warnings out to your followers.

Weather hazards, beach updates, changes to laws, and Public Safety

Talking with Responders

Marine responders watching over divers

radio, you can hear the calls to 911 daily-riptides, boating accidents, unattended children, and alcoholrelated issues.

Education will always be the first step in preparing the public for these summertime accidents. If you are

Announcements (PSAs), are all great things to push regularly.

Educating your responders is also essential to ensure they are ready to respond to any incident.

Water-related deaths can be just as dangerous to us as to the public.

Anyone who has read my columns knows that I live in a world of The National Fire Protection Association (NFPA) with most of my classes, and this column is no different.

NFPA 1006 - The standard for Technical Rescue Personnel Professional Qualifications, NFPA 1670 - Standard on Operations and Training for Technical Search and Rescue Incidents, and NFPA 1952 - Standard on Surface Water Operations Protective Clothing

6 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

and Equipment are the primary standards for that every department should be made aware of.

Regardless of the drowning, you will respond to it, and it’s up to each responder and their officers to know their limitations. It is easy to get caught up in the moment and jump into the water with an active drowning, only to find yourself the next victim. SOPs will help you and your department to preplan each scenario so that you don’t have to act carelessly and outside your capabilities. Every department should have, at a minimum, Standard Operating Procedures (SOPs) that establish themselves as an Awareness Level response agency. If you have the abilities and personnel to be Operations level or Technician level, that’s even better. Review NFPA 1006 and ensure you align with each other level’s requirements. If you are in an Occupational Safety & Health Administration (OSHA) state, then be familiar with the OSHA requirements also.

Knowing what your department can’t do outside the rules and guidelines will help to preplan the rest of the emergency.

• For example, are you BLS, and

where will your ALS units come from? What if the victim has already gone below the surface?

• Where will your dive team come from?

• What marine resources will you need?

All these questions should be answered long before the tones go out.

DISPATCH We all know that the call starts with the 911 center. When your 911 center gets a call for a drowning, what is your run card? This is where you should start. My department’s run card for a drowning sends an ambulance and an Engine (one of which must be ALS), Battalion Chief, EMS Supervisor, closest Fireboat, and Police boat. Of course, we are a large department, and your department might only be able to send a medic and an engine. Whatever your response, getting enough qualified responders to the scene is essential and will often make the difference between a rescue and a recovery. A helicopter or military response may be best if you are in a rural area. While we are a large department surrounded by the military, we utilize the United States Coast Guard for their search and rescue resources. Try to look at your run cards every year and keep your responses up to date.

People change, contact numbers change, and what works for you this year may not work next year.

Maintaining a close relationship with your dispatch center is always a priority for any call type.

RESPONSE As we mentioned, preplanning should always occur before the incident occurs. Knowing your target hazards will help improve readiness for any water emergency.

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• What are your targets?

• Do you have any high-traffic waterways, swim areas, or dive sites?

• Is your department located

along the ocean, where tides and rip currents are an issue?

• Do you have inlets or waterways that will not ingress or egress?

For example, my department has a series of locks located along the intercoastal waterway, where there is no way to get out of the water if you fall. These areas are popular for fishing and crabbing, but we realized that after several drownings, we had to make changes.

Get your town or city government involved in these target hazards.

They will often be able to help to prevent these incidents from occurring. Simple things such as posting signs, locating water rescue devices in the area, or having police patrols watch and visit these dangerous areas can help prevent accidents before they occur. When

Egress Ladder

you are en route to the scene, knowing where you are going and what you will face will help to alleviate some of the stress of the incident because you know the location. While you are en route, review the comments, consider what resources you need, and ask for them early on.

• What is the weather like today?

• Are storms on the way? What are the water temps, air temps, and water conditions?

incident command will be set up immediately, and people placed into the command roles. In a perfect world, all this would be filled out in every position, but we know that’s not a reality in most cases. At a minimum, the Incident Commander and a safety officer must be dedicated. Emotions will be high, especially if a child is involved, so remaining calm and gathering as much accurate information as possible is paramount.

• How many victims are there?

• How old is the victim(s)?

• Are they still on the surface?

What time did you last see them?

• Have them throw a small rock or something where there last saw them.

• What else did you see?

At this point, it’s time to decide, with the resources you have on scene, is this a rescue or recovery operation?

Unless you are a dive team, if the person is not on the surface, there is not much you can do. In the old days, I have seen departments try to poke around with Pike poles or drag hooks, but you stand a good chance of severely injuring the victim, causing more problems.

Rescue operations are usually anything within a concise time frame. Much debate has occurred on what that “time” is, but it depends. Most of us in the south don’t have cold water drownings, so the “golden hour” that people like to refer to does not apply to us.

Realistically, brain death occurs within four to ten minutes of no oxygen. A “wet” airway in almost all civilian drownings also stacks the odds against you. If you still think it’s viable, then the next step is dependent on what level responder you are.

AWARENESS LEVEL RESPONSE This should be the minimum for just about everyone’s department.

Standard Operating Procedures (SOPs) should be written and followed regardless of what level you are at.

Establish command

• The big one, how deep

Identify who is in charge on the radio, announce it, and where will the command post be

• If someone were to go under in

Perform your scene size-up

Now that you have all the information possible, it’s time to get there.

Identify any additional needs

is the water?

Lake Gaston, for example, which can be up to 100 feet deep in places, how would I find them?

SCENE OPERATIONS Once you have arrived on the drowning scene, it’s time to work quickly and efficiently. Everything we are talking about here, it’s assumed, will be coinciding. An

Identify the scene, mark any hazards and make sure everyone is aware of what you are seeing so they can adjust accordingly.

What else needs to be started?

• Additional medics • Helicopter • Boats • Police for crowd control • Dive team

Secure the scene and prevent any further people from becoming victims This will be one of the most challenging jobs since most drownings occur in public, and everyone wants to help and be in the water. This includes responders.

The first thing is to get everyone out who doesn’t belong there and secure the scene.

Establish your cold, warm and hot zones

The zones should be based on your SOPs, but the water line is often the hot zone. The warm zone is 25 feet from the waterline back, and everything else is the cold zone.

Putting on water rescue PPE and Fire gear is a hazard to us while working along the water Prepare any ingress and egress for the victims and responders who may fall in.

Have a plan now!

Have rescue equipment and equipment ready to help responders.

Boats, ladders, stokes baskets, rope bags, and extra Personal Flotation Devices (PFDs) must be prepared in the hot and warm zone.

When the Operations level folks arrive, update them and provide any assistance you can for them.

Awareness level responders are not done, and they are the support for the Operations people.

Shoreline Search Operation

Operations Level

Once Awareness level operations needs have been met, Operations tasks can be completed if indicated.

Most of us are familiar with the acronym Reach, Throw, Row, Go, so this is where this occurs. What resources does your department have to get to the victim? Entering the water should always be the last choice. Throwing a rope bag or life ring from shore is a good option if they are close enough. Using a boat is the next choice using trained rescuers with PFDs and rescue devices. The drowning victim must be taken care of to prevent from tipping the boat or pulling in a rescuer in a panic. I keep

mentioning SOPs, but we must have marine operations SOPs when it comes to operating on the water in our boats.

Technician Level

If you can operate at the Technician level, then you should be ready to do everything that we have talked about so far, and you can make that water entry if needed. Technicianlevel providers should be the strongest swimmers who can swim in a strong current, take control of a combative victim and bring them safely to shore. They also need to be the ones that can rescue themselves if the rescue goes terrible.

SUMMARY There is so much information to cover regarding all the possibilities of drowning. The biggest takeaway that I want all of you to have from this article is even though it’s our job to risk our lives to save another, it’s up to you as a responder and to those of us that are Incident Commanders (ICs) to know our department’s limitations and our responder’s limitations. Do not kill a firefighter, police officer, or other responders for someone who is most likely already lost. Getting these victims to recover once they go under the water is rare and not worth risking other people at that expense. Saves are possible and do occur (most are in residential pools), but risk a lot to save a lot, risk a little to save a little.

Get everyone together when the call is over and perform a hotwash or full debrief. These reviews can help to discover the problems, identify issues and make corrections for the next call. Do it while it is still fresh in everyone’s mind, and everyone will be better for it.

Finally, we don’t talk about it enough. After the call is over, check on each other. Drownings, especially ones involving children, can be emotional and have longterm effects on some people. Lean on each other, check on each other and get help if needed. We all want to be strong, but sometimes we must talk about it.

Until next time! Thank you, and I hope everyone has a safe Summer!

David I. King Jr is a Captain with the Chesapeake Fire Department in Virginia.

David has been a Firefighter and Paramedic for over 30 years. David is assigned to the Flammable Liquids Foam Team and one of the Chesapeake Police Underwater Search and Recovery Team Supervisors. David also teaches Public Safety Dive Medicine to Fire and EMS agencies in the region. David can be reached at underwatermedics@gmail.com or dking@cityofchesapeake.net

(https://www.cdc.gov/drowning/ facts/index.html.)

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STARTING AND STAYING UPSTREAM

T

Tim Rogers, Ret. Battalion Chief, Charlotte Fire Dept.

he late medical sociologist Irving Zola once shared a parable that has had a profound impact on how I have come to approach swift water/ flood rescue training, program development, and response. It goes: “I am standing by the shore of a swiftly flowing river and hear the cry of a drowning man. I jump into the cold waters. I fight against the strong current and force my way to the struggling man. I hold on hard and gradually pull him to shore. I lay him out on the bank and revive him with artificial respiration.

Then, just when he begins to

it. Simply waiting downstream with ten or so trained personnel was not going to work as we were serving a city with a history of flooding with over 700,000 citizens living among 18 water sheds with almost 3,000 miles of the open channel.

Therefore, and with all that, I want to share some of the lessons learned and how you, along with your department or agency, can shift to an upstream swift water and flood response approach.

SOMETIMES IT RAINS TOO MUCH Accept it! Sometimes in your community, it rains too much.

When it does, all that rainfall

STARTING WITH WHERE AND WHY History is still a great teacher, and there is plenty of available data and information regarding the

southeast. The National Weather Service (NWS), the Federal Emergency Management Agency (FEMA) Flood Mapping System, your city or county storm-water management division, the South Carolina Floodplain Mapping Initiative (SCDNR), or the North Carolina Flood Risk Information System (NC FRIS) are just a few examples of where you can start to find out where it historically floods in your community. With just a few clicks on any of their websites, you can access volumes of information regarding the flood history and potential in your communities Continued on page 10

Accept it! Sometimes in your community, it rains too much. When it does, all that rainfall can exceed the capacity of your geographical response area to absorb, contain, or discharge all the additional water. breathe, I hear another cry for help.

Near exhaustion, it occurs to me that I’m so busy jumping in, pulling them to shore, and applying artificial respiration that I have no time to see who is upstream pushing them all in….”

For the last 30 years, I’ve been a student of and immersed myself in the swift water and flood rescue discipline. It all came about by happenstance. In 1992, my department was in the beginning stages of expanding its technical rescue capabilities, and I happened to be a part-time outdoor educator who spent a good bit of time as a raft guide. One of the program development team members heard about my river experience, and the rest is history.

However, it didn’t take long to figure out that if we didn’t build a program that took a “rescue ecosystem” and thus an upstream approach to swift water and flood emergencies and response, we’d always be spending our time in the figurative downstream and the reaction mode that Zola alludes to

program. Where does it flood?

Why does it flood pluvial, fluvial, or tidal influence? What or who is impacted? What will be the capability and capacity of my organization and community to respond appropriately? What are my decision/action trigger points?

Photo Courtesy of Safe Rescue LLC

Since these rescuers from Harris County, Texas are often required to remove subjects from the upper floors of structures during flood incidents, their boat squad training includes scenarios that allow them to practice those skills.

Photo Courtesy of Safe Rescue LLC

An example of training, equipment, management, and personnel coming together to form a capable resource. The result is a successful and safe operation while using the four-point boat on tether technique.

can exceed the capacity of your geographical response area to absorb, contain, or discharge all the additional water. Since one inch of rainfall can produce 17,378,560 gallons of water per square mile, it then comes down to rate, volume, and the aforementioned absorption, containment, and/or discharge capability of your geographical service area. Further, accept that once permeable areas are made impermeable due to paving and building construction, runoff from those areas can increase by as much as 80%. Thus, the normal containment and discharge capability of a stream, creek, or storm-water management system can be further and quickly compromised. The result of too much rain in either case! The additional water overtops its confines, and the banks expand toward a new lowest point and/or seek a new level.

In other words, it floods.

Therefore, ask these five questions as you conduct your flood risk and response assessment, moving to an upstream approach as you develop your response

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Special Feature SECTION Continued from page 8

This USGS graph illustrates the value of knowing where to look for data for use to prepare for and respond to flood incidents. This graph shows the dramatic changes in CFS on the Pigeon River in Canton, during the flooding that occurred there on August 17, 2021. Graph Courtesy of USGS/Public Domain

“Where does it flood?” is one of the key assessment questions when planning for flood response operations. By sourcing historical “where” data, managers and responders can be better prepared to address the “what is impacted” assessment element. Graph Courtesy of USGS/Public Domain

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down to your immediate response area.

How can you get “right now” information? In 1889 the United States Geological Survey (USGS) established its first stream gauge on the Rio Grande River in New Mexico. Since then, the stream gauge network has expanded to more than 10,000 sites in the United States. In 1995, the system was enhanced, and the network of stream gauges, and the vast network of rain gauges, can produce and make available data in real-time. Some of these sites include cameras that produce real-time images of the area.

While the USGS is not in the flood warning business, they are in the data collection and information business. By familiarizing yourself with the historical charts, graphs, pictures, and real-time data on their website platforms, you’ll be further armed with information to plan for and respond to flood emergencies even as the event unfolds. To access this valuable current and historical information, go to https://waterdata. usgs.gov and select your state.

Two other real-time web-based systems provide information and assistance to flood program planners, managers, and responders.

Furthermore, both can be used as models for your community should you wish to develop a similar tool.

The first is the Flood Information and Notification System (FINS).

Beginning in 1995, this system was developed in Mecklenburg County due to collaborative efforts between the USGS, the Charlotte-Mecklenburg Stormwater Division, and the Charlotte Fire Department (CFD). This system uses countrywide rainfall and stream data collected by the USGS and then continuously runs that data through program “rules,” which include elements such as stream rise, rainfall volume, and rainfall rate. From that, and in real-time, users are then provided with three levels of notification, or decision/action points, specific to an area being threatened alert, investigation, and emergency.

This system has been referred to as “placing a smoke detector in the creek” and thus facilitates taking and maintaining an upstream approach to swift water and flood threats. The system includes several maps and information layers with the ability to focus on areas and specific properties that may be threatened. It is further enhanced by “creek cams” that allow users to take an immediate WWW.CAROLINAFIREJOURNAL.COM

Special Feature Section WATER RESCUE

look at areas that are the most prone to flooding and/or pose the greatest threat to citizens. The system is accessible to the public, and to do so, go to http://finslive. mecklenburgcountync.gov.

The second is the North Carolina Flood Inundation and Mapping Network (NCFIMAN). This interactive system utilizes the North Carolina statewide USGS stream and rain gauge network and offers some of the same tools as FINS. In addition, FIMAN offers further enhancements such as stream elevation, CFS flow, projected property damage, and impact projections. One of the most valuable enhancements of this program is the “scenario” feature that allows the user to purposefully increase the elevation of floodwater in an area and review the impact of such, all while being projected on a base map. This system is also accessible to the public, and to do so, go to https://fiman.nc.gov.

International, Jim always stressed that a capable resource consisted of four maintainable elements training, equipment, management, and personnel. That model is still being used today, and it’s a great foundational tool to use. Think of it as the four legs to the “capability table.” While each leg would be further and exhaustively puzzled out, it comes down to the quality of

BUILDING THE CAPABILITY AND CAPACITY Slim Ray and the late Jim Segerstrom are icons in the swift water and flood response rescue disciplines. In the early ‘90s, Slim stressed that emergency services must push resources into place before an anticipated event versus pulling, or trying to pull, resources into place once the event had begun to unfold. In other words, be ready as the event unfolds - get upstream.

While the push modality has been generally accepted now, it met great resistance then.

However, what resources? What makes them capable? Which resources and how many do I need?

As one of the founders of Rescue 3

each. For example, was the training conducted in a realistic swift water or flood environment that reflected your response challenges? Is the equipment appropriate for that environment, and has training been conducted? Who gets training, and at what level? What is the frequency of that training?

Over time, this model has evolved to address capability and risk.

In other words, if I reduce the quality of the equipment leg by not maintaining or replacing such due to poor management, I decrease capability and increase risk. As a result, the overall capability is adversely affected since the elements are interdependent.

THE FOUR REALITIES To further supplement the work done by Slim and Jim, I came to realize that flood incidents shared four specific characteristics. That is, floods, by their very nature, are multi-agency events, are multijurisdictional events, are Haz-Mat events, and are long-term effect events that can exhaust citizens and responders physically, mentally, and

While much work had been done about creating swift water or flood team typing models, little was done to develop and align the type of team with the anticipated response requirements. emotionally. These have come to be known as the “four realities” in the industry and should be considered as you develop your program.

WHAT DO I NEED AND WHEN While much work had been done about creating swift water or flood team typing models, little was done to develop and align the type of team with the anticipated response requirements. However, work is underway to create a template by which swift water and flood program managers can review potential response demands and then identify the type of team to best address them. (I’ve included a supplemental guide with this article that I’ve been working on that will hopefully

help you determine your capability requirements based on the scope and size of potential or existing swift water or flood response.)

It starts with the current or anticipated area of operation in which the problem may occur.

Essentially, is the area of operation a defined channel, and is the water still proximal to that channel and flowing in a defined direction despite increases in volume or velocity? These are referred to as Confined Area Rescue Operations (CARO) and think of such as your typical “river rescue” or “swift water rescue” response scenario.

Conversely, if the channel and flow direction are no longer clearly defined, and expansion of the water is ongoing due to further increases in volume and velocity, this is referred to as Wide Area Rescue Operations (WARO).

Therefore, and in most cases, small, agile, lightly equipped teams can address CARO incidents, In contrast; WARO incidents may require the ability to conduct multiple ongoing operations over a large area- often referred to as response capacity.

TIME TO LEAVE THE EDDY In closing, I want to the good folks at Carolina Fire Rescue EMS Journal for the opportunity to share this information with you.

Hopefully, such will help as you now have some direction for looking for historical and existing swift water and flood data. Furthermore, you’re now armed with guidance as you work to develop or further maintain your swift water and flood rescue response capability so that you can start and stay upstream.

S U P P L E M E N T TA B L E RESOURCE RESPONSE EXAMPLES FOR FLOOD AND SWIFTWATER INCIDENTS Note: These resource response examples are not intended to prescribe how many resources should or could be used during a swift water or flood incident.

TYPE V OR IV INCIDENT RESPONSE A typical Type V or Type IV would be considered a single incident and resource response to a localized flooding event and would consist of four to eight team members (squad, crew, or company or a combination thereof, for example), with at least two of those members possessing the Type I rescuer qualification. PPE would consist of a Type III or Type V PFD and helmet as a minimum, and thermal protection (dry suit/wet suit) would be utilized as needed.

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Special Feature SECTION Rescue techniques may include, but are not limited to, techniques such as talk, reach, throw, boat, and water entry. Simple rope systems such as a stabilization line or throw bags. Some shallow water crossing techniques could also be utilized during these events. Watercraft could be utilized as needed, and such is typically a river rescue board or paddle craft-such as an inflatable raft. Incident management would be self-contained, and any backup rescue system would be designed and implemented based on the event’s requirements.

Example: A fire department company with four personnel equipped with PFD(s), helmets, and throw-bags with at least two personnel trained in Type I qualification that responds to a single incident within their normal response area.

TYPE III INCIDENT RESPONSE A typical Type III response would be considered a single incident/ location response by which the event conditions are more complex, may involve an area impacted by localized or wide-area flooding and may require more personnel, equipment, or resources. The response team would consist of at

least 14 members, with at least seven at the Type I rescuer qualification level and a designated member to address each IC, safety, and logistical requirements. Each member would be equipped with a rescue belt equipped with Type V PFD, helmet, throw-bag, and thermal protection would most likely be utilized as a dry suit or wet suit. Rescue techniques may include, but are not limited to, talk, reach, throw, boat, or water entry with probably increased use of the latter two. More complex rope systems such as high lines or other systems require rope tensioning and/ or raising and lowering systems, which would most likely be utilized.

Watercraft could be utilized as needed, including powered craft such as inshore rescue boats.

While incident management would be facilitated by a designated on-scene IC, that IC may be under the command or control of a larger incident management system.

Furthermore, there would be a designated safety officer who would design, implement, and manage any backup rescue system based on the incident’s requirements, including decontamination of personnel and equipment after the incident.

Example: A 14-person mountain rescue team with at least seven

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members trained in the Type I qualification with a designated leader, safety officer, and logistics officer who has responded to an event inside or outside their normal response area. They would be equipped with rescue PFD(s), helmets; throw-bags; available thermal protection; and the required support equipment such as ropes, hardware, paddle craft, and/ or power boats.

TYPE II INCIDENT RESPONSE A typical Type II response would be ongoing multiple incident/ location responses by which the event conditions are more complex, require more personnel, equipment, or resources, and may involve multi-day operations. This type of response may be required due to localized flooding in a single urban area, and such a response is required due to population density or incident complexity. This type of response may be required when the flood affects a wide area, including urban, suburban, and rural populations. This team may also be coordinating its activities with other teams or entities. It would likely be 21 members, with at least each member possessing the Type I rescuer qualification level.

Designated members are serving as Task Force Leader (TFL/IC), safety, logistics, communications, and medical leadership qualify for those positions. Each member would be equipped with a rescue belt equipped with Type V PFD, helmet, throw-bag, communications, and drysuit thermal protection would most likely be utilized. Rescue techniques would include the ability to perform or facilitate, talk, reach, throw, boat, water entry, and helicopter with probably increased use of the latter three. More complex rope systems, such as high lines or other systems requiring rope tensioning and/or raising and lowering systems, would most likely be utilized. Watercraft would be utilized as needed, including powered craft such as inshore rescue boats. Such assets would be designated as boat squads. While incident management would be facilitated by a designated on-scene TFL/IC, that IC may be under the command or control of a larger incident management system.

Furthermore, there would be a designated safety officer who would design, implement, and manage any backup rescue system based on the requirements of the incident,

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which includes decontamination of personnel and equipment after the incident. This team would operate from the identified FEMA swift water equipment cache for a Type I or Type II swift water or flood response team. It would be able to self-sustain its operations for a three to five-day period.

Example: A pre-identified trained and equipped team that is designated and rostered to respond to these incidents. Team membership may come from one or multiple agencies.

TYPE I INCIDENT RESPONSE A typical Type 1 response would be multiple incident/location responses to a wide area flood. The event conditions are more complex, may require more personnel, equipment, or resources, and may involve multi-day operations. This team may also be coordinating its activities with other teams or entities. It would likely be working from an Incident Action Plan and capable of sustaining day and night operations without interruption. The response team would have at least 36 members, each with a Type I rescuer qualification level. Designated members serving as TFL/IC,

safety, logistics, communications, and medical leadership would qualify for those positions. Each member would be equipped with a rescue belt equipped with Type V PFD, helmet, throwbag, communications, and dry suit thermal protection would most likely be utilized. Rescue techniques would include the

most likely be utilized, requiring rope tensioning and/or raising and lowering systems.

Watercraft would be utilized as needed, including powered craft such as inshore rescue boats. Such assets would be designated as boat squads. While on-scene incident management would be facilitated by a designated on-scene TFL/IC,

[Type I Incident Response] rescue techniques would include the ability to perform or facilitate, talk, reach, throw, boat, water entry, and helicopter with probably increased use of the latter three. ability to perform or facilitate, talk, reach, throw, boat, water entry, and helicopter with probably increased use of the latter three.

More complex rope systems such as high lines or other systems would

that IC may be under the command or control of a larger incident management system.

Furthermore, there would be a designated safety officer who would design, implement, and manage

any backup rescue system based on the incident’s requirements, including decontamination of personnel and equipment after the incident. This team would operate from the identified FEMA swift water equipment cache for a Type I or Type II swift water or flood response team. It would be able to self-sustain its operations for a three to five-day period.

Example: A pre-identified trained and equipped team that is designated and rostered to respond to these incidents. Team membership may come from one or multiple agencies.

Tim Rogers retired in 2020 as a Battalion Chief after 38 years of active and continuous service with the Charlotte Fire Department. At the time of his retirement, he was assigned to Battalion 5 of the Operations Division. He now concentrates his time as the Water Rescue Program Director for Safe Rescue LLC. He further serves as a Regional DirectorSoutheast, Steering Council Member, and Instructor Trainer for Rescue 3 International along with being a member of the Water Rescue Working Group for the International Technical Rescue Association.

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WATER RESCUE: It’s Here to Stay

H David Pease

istorically, NC is number 3 for being hit by the most storms and hurricanes. Pre1900 there were 139 recorded storms. From 1900 to current there has been 274 storms. Now of the 10 most deadly storms, 2 were in the 1700’s, 4 in the 1800’s, 2 in the 1900’s, and 2 in the 2000’s. Of the most current ones, Floyd had the most deaths, and was followed by Florence and Matthew. It is obvious that we have had plenty of storms in the past and will have plenty more in the future.

Let’s look at how our water rescue program has evolved over the years, to one, if not the best in the country.

In the beginning there was fire departments, and rescue squads.

The fire departments provided fire service and assisted in vehicle crashes.

Rescue Squads provided EMS and rescue services. Most of the rescue squads had boats that were designed for lake recovery operations and not moving flood waters. The Rescue Squad I was part of, was in that very situation. We were equipped for dragging and recovery operations but not for fast moving water. When storms did hit, the departments did what they could with what they had.

Back then there were no TR Water Rescue classes, you were pretty much on your own. Luckily over the years things began to change and the need became more apparent.

Our first deployment with the REDS Team was for hurricane Fran in 1996. Our next deployment was hurricane Floyd in 1999. We were better prepared equipment and training wise, but still not totally ready for what hit us. We were one of the only water rescue teams in the state outside of Charlotte. After hurricane Hugo came through Charlotte, the Fire department saw a need to increase their water capabilities. We deployed 3 times for Floyd, and afterwards realized we needed more equipment and training. We added another Zodiak type inflatable, giving us two for swiftwater rescue. We also added swiftwater PFD’s, more throw ropes, and more time training. After 9/11 in 2001, there was a lot of federal FEMA money being thrown out there to fund USAR Teams. North Carolina got their share and put together 9 USAR Teams. Their primary mission was structural collapse. We were part of one of those Task Force Teams, but it did not include a water rescue component.

In 2004 we deployed to 4 hurricanes in two months. The need for more teams was becoming apparent.

With 9 USAR teams sanctioned by the state, they realized this was a good resource that could be added to the current swiftwater teams. It wasn’t long before 9 more teams were added to the state system. With some changes in leadership and better money options more teams were taken in the system. There are now more than 30 Type I, II, & III teams in the

NC water response system. North Carolina Emergency Management soon expanded and hired more folks to handle the emergency responses.

These folks were motivated to build the best system in the country. Teams had to meet certain equipment and personnel requirements as set forth by FEMA typing, as well as more structured training. A better notification system was put in place and a better tracking system for teams.

I believe it’s the best system in the country, but I am a little biased.

As the hurricane and storm season approaches, we need to evaluate our capabilities to perform swiftwater rescues. Of course, one major factor is your equipment. Do you have the required equipment for the task, and is it in proper working order?

The next big question is, “are my rescuers properly trained to use our equipment”. Having poorly trained folks with the best equipment would be like having a million-dollar fire engine and no one knows how to flow water out of it. It could prove to be a sad and embarrassing situation.

So, let’s look at some ways we may be able prepare our department for water rescue. Make sure you research the equipment you need for what you want to do. There is a lot of good equipment out there that can get the job done and keep you safe.

Ask other departments that do water rescue and recovery and get their thoughts. Take time to look at the boats, motors, PFD’s, ropes, etc that you will need that work the best for your department.

There are some departments that do no water rescue or recovery operations, so they may feel that there is no reason to worry about training in these disciplines. But considering that you may still be called to respond to a water related emergency or recovery in your area, it does put you at the scene and involved, even if indirectly. You may be asked to assist with recovery operations and possibly running a recovery boat when the operations tend to drag on for some time. It is also nice to be able to help loading and unloading watercraft and helping to handle equipment. This would be extremely helpful if divers have responded to help with the recovery operations. With swiftwater operations you may be asked to help with running lines, moving boats, or assisting with equipment. My point is, even if you do not respond or perform water rescues, you should consider at least some training in this area.

Recovery operations are less intense but good boat handling skills are essential. To be proficient at recovery operations, it does take some skill, knowledge, and training. Most recovery operations need to be done slowly and concise, something most folks are not that good at. Another important aspect is being able to efficiently run search patterns on water. So how do you train for this?

Well, all you need is a good pond or

14 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

lake to work in, something to sink to the bottom, and at least four, preferably six marker buoys. Next, have someone sink your target object without anyone else knowing where it is. He/she will then give the recovery team an approximate location of the object and then the fun begins. The team then uses four of the buoys to mark a square grid for searching. Once the grid is established, the next task is the slow and tedious operation of running sonar, water HRD dog or dragging. This is a slow process with little glamour. It especially becomes hot and boring during the summer months. You may want to consider PFDs that are low profile and inflate with CO2. The larger ones tend to be hot during the summer months.

For swiftwater and flood water operations, training is much more intense and physically demanding, depending on what your role may be.

Most think that the rescue swimmer is the one who has the most skills, but, the boat operator has to be extremely skilled, if not more so than a swimmer.

When we look at swiftwater rescue, the challenges are more intense, and the risk is much greater. Working in or even around swift moving water can take your life without the proper training and knowledge. Some of the best swimmers have lost their lives in swiftwater attempting rescues.

Never underestimate the capability of moving water.

As with everything we attempt learning to do, we need a starting point, and swiftwater in no different.

For the ones that will be involved in the boats, and directly with the rescue operations, a good basic rafting trip is a good start. It teaches you not only boat handling in moving water, but also teaches you how to read the river as well. These river guides spend many hours on the rivers and have a lot of knowledge that can be passed on to us as rescuers. Besides that, it’s also fun, and who said that training can’t be fun sometimes. Work on your paddling skills as a group, and work together in the boats if you can. Most places will allow you to use your own personal equipment if it is rescue rated.

We have made several rafting trips for training, and we have been able to use our helmets and PFD’s at most, but not all of them.

Next, you will need to work on your motorized boat handling skills.

This can be done in some of the rivers, but you need to be careful, because it can play havoc on your boats if you are not familiar with the water and the rock hazards. Realistic training is preferred, but not at the expense of your equipment. Another option, one that we use, is to do your boat handling training at the coast. In the right spots, this allows you to work in currents and in rough water. This will give your operators the ability to train in waves and rough currents without the damage to your watercraft. Now do understand that even at the coast, you can still damage your equipment. You

can never get too much boat handling practice. Your crew will be relying on your skills and knowledge to handle the boat in currents and dealing with approaching hazards. Keep them safe.

The rescue swimmers are the next folks that need lots of training. A big cue here is that your rescue swimmers need to be able to swim well. This is not an area you need to skimp on. Not only do they need to be able to swim, but they need to be able to swim in moving water. Swimmers need to be swimming on a regular basis if possible.

Physical fitness can’t be compromised and must be maintained. To train in moving water will require that you swim in moving water. This means you will need to train in swiftwater environments while maintaining the safety needed to not jeopardize your folks. This is the biggest challenge you will face in training your swimmers.

These folks will need to also work on their victim approaches, combat swimming, defensive swimming, and offensive swimming. You need to practice basic lifeguarding skills in a more hostile environment.

Of course, no swiftwater training is complete without the necessary rope training and skills. This is where some of your non-swimmers and rescuers that don’t want to be in the boat or water to come into play. Rope training can be accomplished almost anywhere. The emphasis should be placed on highlines and traverse lines.

Work on your rope skills and when you are ready, it will be time to move that training to a river or stream you can practice running your line across.

You need to work on several different applications of using the lines. You need to be able to move watercraft across the line, all the way to sending a rescuer on the line to catch and retrieve a victim, fun stuff.

There is a lot of training that goes into a truly proficient water rescue team. A one weekend class will not give you that training, nor will doing one training a year accomplish this. You need to also consider skill checking your folks on a regular basis so you will know where their skill level is. This should become a liability concern on the department’s behalf. Having a rescuer killed while performing a swiftwater rescue to only find out that training was lacking, would not fare well with the powers to be. To lose a rescuer to lack of skills, training and knowledge is unacceptable.

Take the time to train and become proficient at what you do. Everyone that knows me, knows that I am all about training. You can never get too much. There are opportunities out there for water rescue training, if you are having problems, give us a call, we’ll be glad to help you out. Stay safe and train hard.

David Pease, Chief The Reds Team WWW.CAROLINAFIREJOURNAL.COM

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 15

Recruiting&RETENTION

MENTORSHIP: A WORD THROWN AROUND TOO EASILY

H

David Hesselmeyer

aving the privilege of being in emergency services now for over twenty years, I have never heard the term mentor used as much as it is currently. We all can agree that we need mentors in our lives; whether it be for our daily lives, our religious path, or in working to perfect our craft in emergency services. In a couple of ways, we are shorting ourselves when it comes to discussing mentors and mentorship.

To discuss this topic, we need to start by agreeing on some definitions.

The Merriam-Webster Dictionary defines mentorship as “the influence, guidance, or direction given by a mentor.1” It goes on to define a mentor as “a trusted counselor or guide.2” These definitions make a lot of sense in the term of how we use them in our society.

None of us are where we are at in emergency services without some level of mentorship. Even though we are oft said to eat our young (i.e., make it very tough on new recruits), we do this to ensure that they are prepared for anything that the fire (and life) throws at them. We know that be it a fire, an active assailant, or such, their lives may just hang in the balance of the level of their training and mentoring by others.

The first issue with mentorship is that we do not do it enough. Take a second right now and think, “what opportunities have I potentially missed, in mentoring someone?” I bet it has happened at least one if not multiple times. I can say it has to me.

So why do we miss the mentorship boat? There are multiple reasons.

First, being a true mentor takes time. You are investing in that person and their success. It is not something that is done for a couple of minutes and then we tell them good luck. Our lives are busier than they ever have been. Some of this may come from being so busy that you cannot add one thing to your plate. It may come because we are too lazy and do not want to put that amount of effort and time into it as we have other things (like watching sports) to do while at the station.

Second, we do not like the idea of others knowing as much or more than us. The bottom line is micromanagement is partially derived from this mentality. You do what I say and how I say it and then I am still going to watch you ensure you do it my way. Ever heard that line or seen it in action? Sure, we

all have. We feel that we are always in competition with each other. If I mentor and train them, they may make Lieutenant or Captain before me. Plus, if I teach them all my tricks, they may be able to show others how little I know. These are all farces we need to extinguish.

Holding on to knowledge and abilities does little more than hurt our traditions in the service.

Whenever I get the chance to

will help the mentee, reinforce ideas and such to ourselves, and further aid our profession.

You may be able to determine what a second issue is with mentorship based on the previous paragraphs. Mentorship is a word we throw around too often these days.

At a recent conference, I heard in a conversation that they felt that John Doe was a mentor to them. I asked them how they have impacted them

Today, take the time to see if you are being a mentor. If not, then find someone to invest in and share your knowledge, skills, and abilities. mentor someone, I tell them this: “I want you to be better than me. I want you to not make the mistakes I did because I have made them and know they are wrong. I want you to start where I am nearing the end of mine because that is how we grow as a profession.” Are there chances that they make Captain before you? Could they accidentally or intentionally show where your weaknesses are? Those are true potential occurrences. However, we need to begin being supportive of any of us that move forward and expose our weaknesses (with weaknesses we need to plan corrective action on how to move forward with these and turn them into strengths).

Finally, I think that many do not have the passion we used to have in the firehouse. It is sad to say this. I remember my early years being in a fire department. I had an officer AND a senior man that took me under their wings. The senior man made a significant impact on me. After drills he would spend additional time with me, showing me how and why my turnout gear did this or protected that or why we had to be proficient in this or that area. Unfortunately, I think we are all seeing fewer people wanting to train and fewer senior people and officers wanting to train them (this is generic as I know many departments that train and mentor every member).

We need to figure out why we do not mentor people and fix it. This

16 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

and how they went about it. The reply that came back astounded me. They stated that they had only met the person once or twice but followed them on social media.

In my humble opinion, this is not mentorship. There is nothing wrong with what this person was doing by any means. We can learn a lot from a variety of people through many different methodologies. However, mentorship goes deeper than just a causal learning situation.

I think back over the last almost twenty-four years in emergency services and two mentors stick out for me. One was a great firefighter/ officer (Rest in peace Chief), and the other is an amazing emergency manager (who hates when I call him my mentor due to his humble nature). These two gentlemen did not just show me a thing or two.

These two men were vested in me like they owned stock in my success.

What made them so invested and my mentors? I am glad you asked.

First, they were always available to me (within reason of course).

They knew what our jobs were and that sometimes you needed your mentor to talk to about a situation.

I can remember many times sitting down to a cup of coffee or a meal and speaking about issues and listening to amazing amounts of knowledge be spoken from them.

Next, they never withheld one thing from me that could help me.

They realized that by building me up, they were building part of the

next generation in our profession and teaching me how to do my job better leading to better outcomes for many people I will encounter through their needs.

Another aspect or quality that made them so vested in me was their desire to see me succeed. This desire was not simple, “I hope he does a decent job one day.” It was an all-out, “I will do all within my power morally and ethically proper to ensure that he succeeds.” Of course, this leads into the previous aspect of time invested.

There are many more qualities and aspects that designate someone from simply an instructor or colleague to a mentor role. These mentors are so vital in today’s fire service. Every day we are seeing more seasoned veterans retire and unfortunately for one reason or another, they are leaving without this knowledge being passed on.

Today, take the time to see if you are being a mentor. If not, then find someone to invest in and share your knowledge, skills, and abilities. If you want a mentor, find someone you look up to base on their morals, knowledge, skills, abilities, ethics, etc., and ask them to be your mentor and let them know what you ask of them. Let us take the time today to build-up to tomorrow’s fire service leaders! As the saying goes, let us leave the job better than we found it.

Until next time, be safe!

David Hesselmeyer began his emergency services career in 1997. He is credentialed as a firefighter, paramedic, rescue technician, North Carolina Executive Emergency Manager, an as an International Association of Emergency Managers (IAEM) Certified Emergency Manager.

He graduated from East Carolina University with a Master of Public Administration (MPA). He owns On Target Preparedness, LLC, which is an emergency services consulting firm serving public and private agencies in preparing and responding to disasters.

He is a member of the Buies Creek Fire Department in North Carolina. He writes for multiple emergency services publications.

REFERENCES 1 https://www.merriam-webster.com/ dictionary/mentorship?utm_campaign=sd&utm_ medium=serp&utm_source=jsonld 2 https://www.merriam-webster.com/ dictionary/mentor#h1 WWW.CAROLINAFIREJOURNAL.COM

Leadership

GENERATIONS IN THE WORKFORCE: ORGANIZATIONAL EXPECTATIONS VS GENERATIONAL EXPECTATIONS Dr. Mark Rivero

I

n today’s world of constant and unexpected change, where do the organization’s expectations clash with the younger generation’s expectations when it comes to selecting the best and most qualified public safety trainee or recruit? In a conversation with a recent high school graduate, the question was asked about their future and how they were prepared for the next stage of their life.

The young graduate was offered a scholarship to a four-year institution as an athlete. When the scholarship was declined, I asked what direction he was interested in for employment or career. The famous answer that we have all heard was that my friend said he could get me on the local fire department. This seems to be the classic example of an interested but misguided potential employee. But where is the misunderstanding?

On the department side, we really need to be sure that the expectations of the hiring and interview process are clearly defined and understood and that the applicant is really prepared for the job. What is the applicant having life experiences that can translate to being the best of the best when applying for these jobs?

Although college may not be for everyone, athletics can help students become more disciplined and focused while completing a degree.

In terms of life and longevity, 18 to 24 years of age really can make a difference in the overall preparation for a successful career in firefighting and public safety.

The one opportunity of being able to capitalize on a degree at such a young age should be understood by all generations as one will never know when a career-altering event may change the dream job.

Accidents happen all the time, and very few firefighters and public safety personnel retire without any skeletal problems.

In some organizations that deal with public safety, firefighting, emergency medical, and law enforcement, there are explorer programs that provide good

exposure and training so that the potential applicant can acquire skills that are directly related to the job. The programs are very beneficial to those that have been advised and guided in that pathway to a career that is obviously the one they have a very profound idea about, and they want that job.

On the other hand, what happens when a person is given the false hope of a promising career and doesn’t really have any idea of the job itself? Firefighting is more than lifting weights, washing vehicles, and shopping at the local store.

But to some, this is the simple description they tell friends or relatives, and then it’s believed, and the great disappointment sets in. The applicant doesn’t score well on the written test, fails the physical ability test, does speak well at the interview, and states there is no real preparation other

than his friend said it’s a cakewalk of a job.

Looking at this, an organization can and usually does define job expectations. It will list a portion of job duties typically experienced in a firefighter’s career. Few high school programs teach fire and emergency medical technician classes recognized for high school and college credit. Students following this type of preparation are more likely to be not only good and qualified applicants but also have experiences directly related to the job. We all know that there are the opportunities in which an applicant can be hired simply from the friend of a friend situation, but how well qualified are they, and also how many times have we seen those types of employees either move out of the public safety arena of experience some behavior that ends in termination. In closing, what needs to be addressed is

advisement at the high school and college levels so that students at either level get the right direction and advisement that allows for life experiences that will assist them in becoming a professional in their chosen career fields.

Mark Rivero worked for the City of Las Vegas, Nevada, Fire and Rescue until 2011, as firefighter, training officer and ultimately professional development officer, creating degree pathways for fire service personnel. He currently serves as a program advisor/site coordinator for Southern Illinois University and as chairperson for the doctoral degree path committee for professional development at the National Fire Academy.

Rivero also works with the American Council on Education, reviewing fire service courses at various institutions across the United States. He received his doctorate from the University of Nevada, Las Vegas in 2004.

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SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 17

Safety&PREVENTION

SO, YOU DON’T LIKE HAZMAT?

Robert Hand, Hazardous Material Program Manager, City of Raleigh Fire Dept.

A

s an instructor teaching all levels of hazmat courses and hazmat continuing education, to both public and private organizations, I have heard the comment, “I don’t like hazmat.” While I can understand the comment to some degree, I do not understand the mindset. So, you don’t like hazmat? There is one very important thing that does not care if you like hazmat or not, and that is the chemicals you may come in contact with.

Chemicals for the most part treat every individual the same, regardless of what your opinion of them is, or if you enjoyed that hazmat course.

Most of us in public safety swore an oath to protect the public, property, and the environment. This author does not enjoy emergency medical calls. I could spend the rest of my career and never have to run another

EMS call and would walk out to retirement just as happy, but then that oath shows up. I was blessed to join an organization that allowed me to do what I enjoyed the most, fighting fires and later growing into the hazardous materials realm. This organization is also in the emergency medicine business. Based on the organization’s goals and the oath that I swore, it is my job to understand and know what to do for emergency medical calls, regardless of if I enjoy them or not.

Knowing medical protocols, what line to pull, or how to use an emergency response guidebook is all part of doing your job, and honoring your oath. I don’t remember “If I like it” at the end of our oath.

Now as a member of a Hazardous Materials Team, I don’t expect that the same level of zeal for hazmat is in every member of public safety.

Ponder this fact, being assigned to a hazmat company, when we were dispatched, we always knew we

18 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

were going to a hazmat incident.

This means for the individuals on the Engine, Ladder, EMS unit, or Law Enforcement, has a good chance of responding to an incident and finding out that they are in the middle of a hazmat incident. This just means the individuals that “Don’t like hazmat” are the ones that will discover it first, while the individuals that like hazmat will have time to plan for it most of the time.

Remember, that chemical is going to treat them both the same way.

SO, WHAT IS SAFE? If you don’t like hazmat, at least have the ability to determine what is safe. Would you consider Chlorine gas unsafe? What about Ammonia, Mustard Gas, maybe even VX, unsafe? Of course, you would, but why? Have you ever been exposed to any of these gases or chemicals in large amounts?

I would hope not, but human beings, despite what we see in our fire stations, sometimes are incredibly capable of learning from the experiences of other humans.

At some point in time, a caveman ate something that made him keel over and die. All the other cavemen started telling others about Igor’s experience and learned from it.

It’s great that we can learn from others and know that Chlorine and Ammonia are not chemicals we want to play with, but what if we have never heard of the chemical or can’t even say it. What if you respond to a leaking drum of Tetramethylammonium hydroxide?

Where do we pull our experience from? We don’t have any, so we have to look somewhere else to help us understand what is safe.

The first step is finding the Safety Data Sheet (SDS). There are two things I am looking for on the SDS. The first is the Vapor Pressure.

When we think of Vapor Pressure, we should think of vapor production.

The most important thing to remember to give us a frame of reference is the 2, 20, 200 rule.

Diesel has a vapor pressure of 2mm/ Hg, Water has a vapor pressure of 20mm/Hg, and Gasoline has a vapor pressure of 200 mm/Hg. If our chemical in question has a high vapor pressure, say 400 mm/Hg, we now understand that this chemical is going to be producing a lot of gases that we could potentially breathe in. If our chemical has a low vapor pressure, say 1mm/Hg we know that this chemical wants Continued on page 20

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The second clue I want is the Short Time Exposure Limit Time Weighted Average or TWA. The time-weighted average is the amount of chemical your employer can legally expose you to in an eight-hour day, forty-hour workweek.

KC_FL_ML_Comb_CFRJ_Layout 1 12/17/21 12:13

to stay a liquid and does not have much vapor production.

The second clue I want is the Short Time Exposure Limit Time Weighted Average (TWA). The time-weighted average is the amount of chemical your employer can legally expose you to in an eighthour day, 40-hour workweek. I understand that you are not going to be in the area of this unknown chemical for 40 hours, but it provides the frame of reference we need.

Chlorine has a TWA of 0.5 Parts Per Million (PPM), while Ammonia has a TWA of 25 PPM, both very low numbers. If our chemical had a TWA of 5,000 PPM, would that help you determine if it was safe?

Maybe.

We need to use these numbers together. If I know nothing about Tetramethylammonium hydroxide, but I can see that it has a very low vapor pressure of .5 mm/Hg, and a very high TWA of 10,000 PPM, then I can predict that if I don’t come in contact with the product it is relatively safe. If the SDS showed me that this chemical had a very high vapor pressure of 600 mm/Hg, and a very low TWA of .5 PPM, then I can predict that this chemical is going to produce plenty of gas and it does not take much of the gas to hurt me.

Remember, the number one thing we can do in the presence of unknown chemicals is to use our respiratory protection and avoid contact. Learn the basics of hazardous materials, and knowhow to find and understand the information available. Remember the oath we took to protect the public, whether we like it or not, and don’t worry about that drum leaking Tetramethylammonium hydroxide, it’s just an industrial glass cleaner.

Robert Hand is a

Captain and Hazardous Material Program Manager of the City of Raleigh Fire Department and Team Leader of the North Carolina Regional Response Team 4. He is a Credentialed Fire Officer by the Center for Public Safety Excellence and holds a Bachelor’s in Fire Administration from Columbia Southern University. He is a fifteenyear veteran of the Raleigh Fire Department and is assigned to the Professional Development Division.

He is appointed to the Hazardous Materials subcommittee of the State Emergency Response Committee (SERC) and is the Central Branch Manager for the North Carolina Association of Hazardous Materials Responders.

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Health&WELLNESS

THERAPY IS AWESOME Dena Ali

to firefighters across our state. In my years working with other first responders, I have often found two barriers to getting them appropriate professional help: financial concerns & fear of vulnerability.

With the financial stress of seeing a professional counselor now eliminated by the NCSFA’s grant ( https://ncsfa.com/post-traumaticstress-counseling-reimbursementprogram) and North Carolina Peer Support’s funding, I would like to share information on therapy and finding a therapist.

I believe therapy is quite possibly one of the most underutilized yet helpful resources available for a first responder. Personally, I have found that just about any and every first responder has the power to benefit from its use. Like me, many first responders have a belief that by seeing a counselor, you are admitting to being damaged, unfit for duty, or having “problems.” Or worse, that by seeing a counselor, you are exposing your deepest, darkest vulnerabilities. I also believe

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that our historical stigma against mental health has increased the first responder’s reluctance to seek professional help.

A couple of years ago, while teaching a peer support class in Durham, North Carolina, one of our peers, Alexis John, introduced herself, shared her story, and said: “THERAPY IS AWESOME!” I’ll never forget how quickly shouting changed the entire group’s view of therapy and opened conversations.

Several in-class then shared their experiences with therapy, and suddenly, therapy became supported rather than shameful. I was so grateful for her explanation that THERAPY IS AWESOME! I personally needed to hear that. After some poor childhood experiences with counselors, I was one of those people who was deathly fearful of mental health services. I will never forget the day of my first appointment with my counselor. While driving, my heart started pounding, my palms were sweating, and the only thing that kept me from turning around was my commitment to our

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peer support team and other first responders. Despite my fear, as soon as I walked into her office and sat down, I was overcome by a sense of calm and safety. I struggled to put that experience into words. I felt welcomed, heard, and understood.

Suddenly, I had the self-compassion to become more curious about my insecurities. I remember leaving her office that day, thinking that if I had come in years sooner, it might have saved myself years of suffering.

It is safe to say that we all have blind spots in our lives and negative ways to manage stress. A counselor’s job is to simply help individuals identify their blind spots, have compassion for their experiences, thoughts, and beliefs, and create healthy habits. Some people think clinicians “fix” broken people, but that’s not their job; their job is simply to help provide perspective and tools for the individual to create a healthy map of their future. Many people also appreciate utilizing their clinician’s office as a safe place to vent and voice complaints about those closest in their lives ;).

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itting with clients in therapy, I am frequently overwhelmed by their experiences of loss, heartache, and suffering.

Many of my clients did not have the opportunity to grieve or feel the weight of their suffering.

Messages sent and received with good intentions functioned to suppress emotional expression.

But suppressing emotions does not mean they go away; sooner or later, they come out, often in ways that end up being destructive to the individual and her relationships.

Within the safety of the therapeutic relationship, these emotions are encouraged towards an appropriate expression.” - Margaret Shull In February, the North Carolina State Firefighter’s Association went live with its $2,500 reimbursement program for post-traumatic stress counseling services. As the director of the North Carolina Peer Support Team, I was elated to see such an incredible resource provided

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Health&WELLNESS Before I get any deeper into therapy and mental health services, I want to define a few terms.

A counselor is a broad umbrella term for a person trained to give guidance on personal, social, or psychological problems. If they have been formally trained, they have a master’s degree and are licensed as a counselor. Some counselors are informally trained and do not qualify as licensed counselors.

A psychologist is a person skilled in a particular kind of therapy. There are many evidencebased psychotherapies available, and most clinicians have a few that they are trained to specialize in. A psychologist has received doctorallevel training in addition to a master’s degree.

A social worker is a person who has either a master’s degree or a doctoral degree and engages in therapy. Social workers often, but not always emphasize skill-building.

A clinician is a general term that can refer to a trained counselor or psychologist or social worker who provides therapy (rather than teaching or research). The therapist is another broad term that can apply to either a counselor or psychologist or social worker who provides therapy. There is no licensing for clinicians or therapists because these are general terms.

Counseling is often a conversation or short series of conversations that include insight and advice where therapy leads to self-understanding and intrinsic motivation for change. Therapy requires more commitment and effort and can be difficult for the client if trust is not established between them and the clinician.

Therapy focuses on selfunderstanding and intrinsic motivation for change. Therapy requires more commitment and effort and can be difficult for the client if trust is not established between him/her and the clinician.

For example, when I was depressed and having thoughts of suicide, I could have benefitted from a clinician or therapist who could have utilized evidence-based therapy to help me manage my thoughts, feelings, and behaviors. However, by the time I made an appointment, I was no longer experiencing depression or suicidal thoughts, so I met with a counselor. She simply helped me understand myself and gave me the insight to have more compassion for my experiences.

This counselor was trained in a few therapies and could have provided me with one if I needed it, but we simply worked on routine maintenance, and she gave me a better understanding of my thought processes. One of the greatest

benefits I received from seeing her was more self-compassion for some of my self-protective behaviors. I think that guidance helped to keep me from experiencing depression later. We have self-protective behaviors that can get in the way of our understanding and prevent us from recognizing negative behavior patterns. With the help of a trained professional, we can identify these behaviors and recognize them in future situations. This understanding often helps us change our thoughts before those thoughts impact our feelings and behaviors.

In my years of learning more about first responder mental health, I have learned that there are no treatments of choice for first responders, and there is no onesize-fits-all mental health clinician.

While we believe it is important for first responders to work with culturally competent clinicians, we have learned that the relationship between the two is a better predictor of client/clinician success.

The client must like, trust, and feel safe with their therapist. Dr. Bessel Van Der Kolk recommends seeking a clinician that is curious enough to find out “what you, not some generic ‘PTSD’ patient, needs.”

I have often heard that finding a good clinician is like finding the right running shoes. There is no one brand that works for everybody, and sometimes you must try on a few before you figure out which one is the best fit for you. When looking for the right clinician, the

overall recommendation is to find somebody you feel comfortable with because safety is the only necessary condition for healing to take place.

It’s a bonus if the clinician is culturally competent (meaning they understand first responders).

While early in peer support work, we advocated for connecting first responders with culturally competent clinicians, today, we see that this advice has some negative consequences. We have first responders refusing to work with clinicians unless they are culturally competent, and this is preventing those responders from finding their right fit or any clinician at all.

Unfortunately, there are more first responders who need clinicians than clinicians who are culturally competent. If you bypass finding a clinician you connect well with for one who claims to specialize in first responders, you may handicap the relationship from the start.

Because data suggest that 65% of clients’ healing is attributed to his/her relationship with his/her therapist, it is critical that you find a therapist you connect well with.

Generally, the first few sessions establish that relationship and learn about each other. This is where, if you find a great therapist who is not culturally competent, you can increase their competency simply

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Health&WELLNESS

trauma. Find out what their specialties are.

• They must be open to learning

from you and helping you figure out what approach you may need.

• Do you feel comfortable with this therapist?

• Critical question: “Do you feel that your therapist is curious to find out who you are and what you, not some generic “patient” needs?

If the therapist claims they are the best and can help anybody and everybody, RUN FAR FAR AWAY. A good clinician will be humble enough to admit that they aren’t the right fit, and they will help you find that person.

If the first clinician doesn’t work, don’t give up. Just like there are firefighters and paramedics out there who we wouldn’t want to come to our house, there too are clinicians we wouldn’t want to help our family. There are also

good clinicians that we may not feel comfortable with. It’s the nature of human personalities in all professions.

NCPS Team Clinician Cheryl Corbin offers this tip: “The conversations and goals should always be about the individual and not the therapist. The individual should set the pace because each individual knows internally what speed is right, and that’s important for the therapist to understand. The body wants to and is wired to heal; sometimes it just needs some gentle guidance and assistance from a therapist.”

And remember, therapy is awesome.

If you have any questions or need help connecting with a clinician, please feel free to reach out to me at dma1096@gmail.com or reach out to our peer support network, where we specialize in being a bridge to care further: ncffps.org.

Dena Ali is a captain

with the Raleigh, NC Fire Department where she has worked her way up the ranks. Ali has a degree from North Carolina State University and an MPA from the University of North Carolina—Pembroke, where her research focused on firefighter suicide.

She received the NC Office of State Fire Marshal Honor, Courage, and Valor award in 2018 for her steadfast effort to bring awareness to firefighter mental health through her vulnerability. She is an advocate of awareness, education, and understanding of mental health disorders and suicidality. She speaks locally and nationally on these topics and is a QPR Suicide Prevention Gatekeeper Instructor and is the founder and director of North Carolina Peer Support where she helped to develop their statewide curriculum.

She is also a founding member of the Carolina Brotherhood, a group of cyclists/ firefighters in North Carolina who honor the fallen and their families annually.

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by sharing yourself and your work with them.

On the topic of cultural competency, my friend Brandon Dreiman says: “I have played a part in developing that culture, and it’s regrettable. In AA, we always say ‘A drunk’s a drunk.’ Harsh, but ultimately true … what we do for a living is completely meaningless to step work. I have come to realize that the same is true of any mental health work. Does the provider listen? Do you feel you can share your ‘unshareables’? Those are the relevant questions … more so than ‘Have you treated firefighters before?”

With television shows like Chicago Fire, Cops, Grey’s Anatomy, and World News Tonight, one must be living under a rock not to suspect the trauma experienced by first responders.

So, most of the time, we must help clinicians learn about our terrible sleep rhythms, organizational stressors, relationship challenges, leadership woes, and other atypical stressors for shift workers.

The work is not solely on the therapist, it is also on the first responder to have patience and curiosity to explore their true sources of pain. Often the roots of our problems rarely have to do with our jobs and have more to do with ourselves. Until we identify our true sources of pain, healing will continue to escape us.

Here are some recommendations for finding a counselor/therapist.

Remember, because finding the right clinician is like finding the right pair of running shoes, you might have to try a few before you settle. Most clinicians provide prospective clients with a 15-minute skype or phone interview. I would suggest scheduling three or so until you find the clinician that your gut says is the right one.

My go-to resource for finding a clinician and the one I would use tomorrow if I needed a new clinician is the Psychology Today website: https://www. psychologytoday.com/us/therapists Start there. Make sure you go to filters and fill in your location, insurance, and what you are looking for help with. You can add as many filters as you like, down to the clinician’s gender and their types of therapy.

In his book “The Body Keeps the Score,” Dr. Van Der Kolk offers these tips for looking for a clinician:

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24 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

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Reporting

THE ORIGIN AND CAUSE REPORT: WHY AN NFIRS REPORT JUST WON’T DO… Wayne Delancey, Deputy State Fire Marshal

S

o, you have finished your on-scene investigation and collected photos, diagrams, and fire debris evidence. You have confirmed the facts and interviewed witnesses. What’s next?

It is now the time to place all this information into a concise, professional document, the Origin and Cause (O&C) report. The purpose of this report is not only to accurately report the facts of the incident but also, in the case of an Incendiary fire, to report your findings to a Jury in a court setting.

WHAT ABOUT THE NIFRS REPORT? The National Fire Incident Reporting System (NFIRS) is a voluntary reporting system that uniformly reports on a fire department’s activity, from fire to emergency medical calls to severe weather and natural disasters. This system is the database or clearing house used by the United States Fire Administration to report the fire problem in the United States. What it is not is a comprehensive report of a fire investigation. While some parts of the NFIRS report apply to the origin and cause reports, such as dispatch times, units, and personnel on the scene, it is not a substitute for the O&C report.

WRITING THE O&C REPORT The Origin and Cause report should be written concisely, professionally, and readable. You must remember the audience you are writing to will be either Insurance Professionals (Private Origin and Cause Investigators), Government Investigators (ATF, SBI, FBI), and last but surely not the least, a jury of one’s peers in an open Court of Law. In addition, your report could be the basis for an opinion testimony in either criminal or civil proceedings.

Because so much will hinge on your report’s accuracy, the inaccuracy risks could not be any higher.

FORMAT OF THE O&C REPORT A properly written and technically reviewed O&C report must meet certain criteria, including the National Fire Protection Association (NFPA) Guide for Fire and Explosion Investigations document 921.

This Guide and been considered and accepted by many in the

industry and courts as the “standard of care” and should be utilized as the go-to document for writing the O&C report1. An additional document that must (read SHALL) be utilized is the NFPA Standard 10332. Standard for Professional Qualifications for Fire Investigators.

This being a standard means that it is a Shall document when preparing your document. It clearly states that written reports should “reflect the investigative findings and contain the facts and data the investigator relied upon in rendering an opinion and contain the reasoning of the investigator by which each opinion was reached.”

In addition to the previously referenced standards, another standard should be utilized, which is the American Society for Testing and Materials (ASTM) International Standard Practice for Reporting Opinions of Scientific or Technical Experts (E620-18)3 is very specific in says that “all pertinent observations, calculation, and testing results shall be reported accurately” it further states that “the observations, test results, interpretations, or conclusions, shall be reported and shall include all information necessary for an opinion to be issued by a qualified individual.”

We have many guiding documents, so now, what do we put in the report?

Demographics

These are the basics of information: Address, Type of incident, case number, and lead investigator.

Summary

This is an overview of the fire investigation event; it should list the date and time the call was received and who responded to conduct the Origin and Cause investigation.

It should also list the Cause determination as to whether it was an Accidental, Incendiary, Natural, or Undetermined Fire Cause.

Narrative

The narrative should be, just as it says, a narrative of the investigation that includes the summary and expands to include other investigators who assisted, also the lead investigator who is authoring the O&C report. It should also include the physical location of the fire loss, GIS coordinates, and the

direction the structure faces (N, E, S, W). Other factors that should be considered would be any adverse conditions that may have affected the examination, such as alterations to the fire scene, including those caused by the fire, fire suppression activity, or any other condition that would compromise the ability to form a hypothesis as to the origin and causation of the fire.

Witness Statements

These should include the owner, renter, lessee, and other persons interested in the property. In addition, it is paramount that you obtain statements from fire personnel, including the 1st units on scene and those directly involved in the suppression of the fire, to ascertain if there were any issues with extinguishment and if the structure was secured at the time of the fire or if the fire department had to breach or force entry.

It is necessary to conduct a neighborhood canvas that may uncover witnesses or surveillance cameras that may not have been known at the initial time of the fire.

Building Construction

Basic building construction should be listed, including the square footage and type of construction such as wood frame, masonry, etc.

You should also list the different construction types of wall and floor coverings, exterior coverings, and roof composition. The structure layout to include rooms and descriptions should also be listed.

The electrical service should be listed to include the phrase, how and where it entered the structure (overhead service lateral or underground) and how the service was routed to the distribution panel, and the grounding and bonding means. Branch circuits, wiring types, receptacles, switches, and breakers should also be listed in this report.

Fire and Intrusion alarms, as well as any video surveillance, should be surveyed and examined as to whether or not they may have captured any relevant information that may support a hypothesis as to the origin and cause of the fire.

Any mechanical systems such as HVAC, plumbing, and ventilation should also be reported in this report area.

Scene Processing

This should include the date of the examination and the basic methodology of the examination as included in NFPA 921, which recommends the Systematic approach and the scientific methods to consider the origin and all possible fire causes, the area that was examined from the least amount of damage to the least and that the examination was thoroughly documented through some digital media.

Exterior examination

A systematic fire scene examination should list how it was initiated, beginning on the structure’s exterior. This systematic

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Reporting examination utilizes the scientific method as its foundation for analysis, testing, and conclusion.

It should list how the exterior examination commenced at the front of the structure and continued clockwise or counterclockwise around the perimeter of the structure. Investigator observations should include ventilation patterns and areas where the fire vented the structure and list any fire patterns generated and any signs of forced entry. Another key issue to determine is whether the fire started on the structure’s exterior and extended to the interior.

Interior examination

The interior examination should mimic the exterior examination in a systematic fire scene examination. It should list how it was initiated, beginning on the structure’s interior, including commencing at the front of the structure and continuing the examination in either a clockwise or counterclockwise manner around the structure’s interior. In addition, the interior exam must list a roomby-room description of the interior condition that would describe how the fire progressed within the structure and how intense the fire was before extinguishment.

This is key in the determination of the origin of the fire as we are examining the structure to determine the movement and intensity of the fire.

Evidence

This portion of the report is where you need to list all evidence, including photographs, diagrams, and any fire debris that was taken

during the examination of the structure.

Conclusion

This area should list the total number of injuries, including civilians and fire personnel. Any fire injuries that may cause death to the injured should obtain and listed.

Any fire fatalities should be listed in this section as well.

The conclusion paragraph should restate your hypothesis, summarizing the key supporting data you discussed throughout the work, and offer your final hypothesis on the Origin and Cause of the fire. You should also use this to explain all other hypotheses and how they were examined and excluded as to the origin and causation of the fire.

The final sentence should include your opinion as to the fire cause determination as to whether the fire was Accidental, Incendiary, Natural, or Undetermined.

Estimated value of loss

Technical Review

Exposures

This area should list the extension of the original fire to any other structures or items that may have been affected by the progression and ventilation of the fire to other areas.

Fatalities or injuries

Include an estimated value of the structure and contents; this may become very important if insurance fraud is detected later in the investigation.

Weather

The weather at the time of the fire may lead to a further hypothesis, as lightning storms could be the cause of the fire. As a rule, try to list the weather from a reputable source and list at least an hour before and after the alarm time of the fire.

Fire suppression activities

This is the area to list any fire suppression devices and whether they were able to have any effect on controlling the fire in the incipient stage and, if not, why?

You may also use this area to describe if normal fire suppression activity by fire personnel had any pertinent effect on the fire or did their efforts affect your ability to process the scene.

To ensure that the scientific method of each investigation is properly documented, fire departments should adopt a standard operating procedure that requires reports to contain all relevant data considered by the investigator, which hypotheses were considered, and the reason for eliminating each hypothesis through testing and examination of all relevant data.

In addition, a technical reviewer who did not take part in the investigation should be given the task of conducting the review. It is also important that fire investigators recognize this need and understand the consequences of not producing a thorough and accurate report and not conducting a technical review.

I hope this article leads you to a greater understanding of why we simply cannot rely on an NFIRS report to be a substitute for a welldefined and well-written, Origin and Cause report. If you need any assistance with the format

or sentence structure include verbiage. You may reach out to the Office of State Fire Marshal, Fire Investigations Unit, NC State Bureau of Investigations, Arson Unit, and the Bureau of Alcohol, Tobacco and Firearms CFI’s, and their Investigators would gladly assist you with writing a better and more accurate report.

Wayne DeLancey has

been involved with emergency services for over 39 years. Mr. DeLancey has investigated hundreds of fires, which involved criminal arson investigations, civil litigation, large dollar losses, and those with fatalities and serious bodily injury.

Mr. DeLancey holds a Bachelor of Arts degree in Organizational Leadership and an Associate in Applied Science in Fire Protection.

Additionally, he is a North Carolina Certified Fire Investigator (NCCFI), an Internationally certified fire investigator (IAAI-CFI), and a certified evidence collection technician. (IAAI-ECT), and Certified Instructor (IAAI-CI). He holds 29 certifications with the State of North Carolina, NFPA, ProBoard, and the International Code Council.

References 1. NFPA 921: Guide for Fire and Explosion Investigations. (2016) Quincy, MA: National Fire Protection Association.

2. NFPA 1033: Standards for Professional Qualifications for Fire Investigator. (2014) Quincy, MA: National Fire Protection Association.

3. Standard Practice for Reporting Opinions of Scientific or Technical Experts. (2011). West Conshohocken, PA: ASTM International.

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EMS

OUR STAFFING PROBLEM IS ACTUALLY A CULTURE PROBLEM Aaron Dix, Executive Director, SCEMS Assoc.

W

hile Covid-19 created fissures in our departments’ foundations, the pandemic only exposed the deeper tectonic breaks already present in the culture of our field.

Many EMS and fire agencies throughout the nation are hemorrhaging employees. Nearly all sectors of our economy are attracting current and potential members away from our organizations.

So, what are we doing about it?

To fill these significant vacancies, many of our agencies have developed non-traditional recruitment initiatives, such as high school career centers and boot camps, aimed at training and employing non-certified members of the community in a little as eight weeks. While these programs have successfully recruited new team members, a severe shortage of

experienced providers means that these young recruits lack access to the practical hands-on training and mentorship only seasoned field crews can provide.

The experienced team members that stay on feel the weight of their workload grow exponentially.

Senior providers are understandably stressed out due to these staffing issues. Their palpable frustration negatively affects the organization’s overall culture, resulting in an unwelcoming experience for new team members. The new members then choose to seek work elsewhere, and the hiring spiral continues.

The newest trend to stop the spiral of openings is increasing wages to be higher than neighboring departments. This is causing a hiring competition—one department raises salaries 8%, only for another department to immediately raise salaries 15%.

While EMS and fire are finally

28 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

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EMS receiving the higher-end salaries they deserve, the financial race to the top is not sustainable. It also does not correct the underlying reasons for the hemorrhage of quality and experienced members. The spiral will continue; it just now costs more.

Our current solutions to our staffing problems are inadequate and do not address the underlying cultural issues.

To fully understand how we got here, we must look at how we have historically interacted with our workforce. For decades, everyone wanted to be a firefighter. Dozens, and in some cases, hundreds of people, applied for a handful of openings. The way we were doing things was sufficient; there was no impetus to change. How often has a supervisor or leader told a member, “If you don’t like it here, go somewhere else?” When we welcomed new members, we told them to be quiet, not to question, and to follow orders; in some cases, we hazed them. And if they did not like it, we told them to leave.

We can no longer afford to behave so badly. Believing that our strength lay principally in the notion of tradition, we stubbornly refused to listen to the concerns of our workforce. The firehouse and ambulance barn rules had openly disenfranchised certain population groups. Newer members are now demanding better from their organizations. To recruit a new generation of medics and firefighters, we must finally wake up to systemic issues in our culture.

How do we fix our cultures, hire and keep new recruits, and stop our valuable experienced team members from leaving?

First, we must show respect to all members of our teams from all corners of our society. Inappropriate racial, sexual, and anti-religious sentiments cannot exist in our stations. It should never have been tolerated, and it must stop immediately.

Second, stop diluting your teams.

Colonel Charlie A. Beckwith, who created Delta Force, famously said, “I’d rather go down the river with seven studs than with a hundred shitheads.” Develop high-functioning teams. The teams might start small, but they will accomplish more than larger, more dysfunctional teams. A “pulse and a patch” mentality will only worsen staffing and degrade quality.

Third, stop looking for team members who are a “good fit.”

Team members need to balance each other with their individual strengths and weaknesses.

Fourth, team members need to be heard and respected by their leadership. We must allow our teams

to ask questions and offer solutions for their working environment. At Prisma Health EMS, we created a Unit Council, a formal team member advisory board governed by by-laws that provides input into decisions impacting their work.

Lastly, love your job. We have the tremendous responsibility to care for our communities during their worst moments. Real people, real families, are impacted by our decisions and actions. Few professions allow people to perform truly meaningful actions during a crisis. Our job is exciting, rewarding, and emotional.

Excitement and passion are contagious, and there is no better recruitment tool than a team who loves what they do.

The fire and EMS industries did not suddenly wake up to a staffing crisis. We have been heading into this crisis for decades, and facing it has only now become unavoidable.

We are challenged to fix our culture as an industry and in our individual departments. Only after we have made these adjustments will our staffing issues be corrected.

Aaron Dix, MBA, NRP,

is the Executive Director of EMS and Patient Flow for Prisma Health, Commissioner for Clear Spring Fire Rescue, and an Executive Board Member of the South Carolina EMS Association. Prisma Health operates a large EMS department providing 911, ALS, Mobile Integrated Health,

Emergency Medical Dispatch, and Critical Care services throughout the Upstate and Midlands of South

Carolina. Dix is a national speaker and has authored multiple articles. He can be reached at aaroncdix@gmail.com.

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EMS

MEDICAL DIRECTOR UPDATE 2022 Dr. James Winslow, Medical Director, NC Office of EMS

D

rug assistance intubation (DAI) is the highestrisk procedure that EMS can do. DAI involves using paralytics and sedatives to facilitate the intubation of a patient.

DAI can be a lifesaving skill, but if not done correctly, it can lead to severe adverse outcomes.

It is a complicated procedure with little margin for error. It is beyond the scope of this article to completely describe the very extensive process required to run a safe DAI program. Instead, I want to go over common pitfalls that can lead to adverse patient outcomes when the DAI procedure is performed. These common pitfalls are poor patient selection, inadequate resuscitation before the procedure, failure to obtain an airway after administration of paralytics, and failure to recognize a displaced endotracheal tube.

Any of these pitfalls can result in unanticipated patient death. Also, please remember that all EMS DAI procedures must be reported to the North Carolina Office of EMS. Contact your regional specialist if EMS agencies have questions about reporting the data.

All paramedics should be trained in assessing whether a person has a difficult airway. A brief assessment can often reveal obvious risk factors for a difficult airway. Some common signs of a difficult airway are facial trauma and swelling around the airway. In addition, some possible signs of a difficult airway are the teeth that have been wired shut, a short neck, a small jaw, swollen tongue, and a history of difficult intubation. Also, if it is difficult to mask and ventilate the patient, then providers should think twice about using paralytics because if they can’t mask a patient, then they lose their primary backup method of managing the airway.

NORTH CAROLINA ASSOCIATION OF RESCUE & EMERGENCY SERVICES

All paramedics should be trained in assessing whether a person has a difficult airway.

A brief assessment can often reveal obvious risk factors for a difficult airway. Some common signs of a difficult airway are facial trauma and swelling around the airway.

There are some good pneumonics out there to use to help decide if a patient might have a difficult airway. One pneumonic is LEMON. “L” stands for look externally for any markers of difficult intubation.

“E” stands for evaluate using the 3-3-2 rule. This evaluates whether a person can fit three fingers between the patient’s incisors, three fingers between the mentum and hyoid done, and two fingers between the hyoid bone to the thyroid. “M” means providers should check the patient’s Mallampati score. “O” means that the patent should be evaluated for any obvious airway

obstruction or obesity. “N” stands for neck mobility. If the patient does not have good neck extension, it might be difficult to intubate.

If a paramedic assesses a patient and decides that the patient has a difficult airway, they should avoid utilizing the DAI procedure. If a patient is given paralytics and or sedatives and becomes apneic, they could die if an airway is not established. Therefore, paramedics should be very selective regarding who they do the DAI procedure.

When the DAI procedure is done, several things can cause adverse events. The paralytic and

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EMS or sedative will make the patient apneic. The sedatives and paralytics can drop the patient’s blood pressure. Once you start ventilating the patient, this puts positive pressure on their chest, which can impede preload to the heart and drop cardiac output. Lowering cardiac output will also decrease the patient’s blood pressure. These are just a few of the adverse effects of the DAI procedure. According to North Carolina data, if a patient has a systolic blood pressure of less than 90 immediately before the procedure, their chance of having a cardiac arrest right after the procedure goes up by a factor of seven. Therefore, it is important to resuscitate the patient with fluids, blood, or pressors before starting the procedure. North Carolina prehospital data also shows that if a patient has a pulse oxygen saturation of less than 90 before the procedure, their chance of having a cardiac arrest increases by more than three times. For this reason, providers should do their best to improve the patient’s oxygen saturation to greater than 90 before initiating a DAI. If you paralyze a patient and cannot oxygenate and ventilate, the patient will die. Therefore, you must be able to manage that patient’s airway after giving the drugs. There are several ways to do this. A patient can be effectively managed with a bag valve mask if the paramedic cannot place an endotracheal tube. Other options include blind insertion airway devices and surgical airways. You should always have a backup plan if you cannot intubate the patient.

Providers should train not only how to place an endotracheal tube but also how to use backup methods of managing an airway.

Providers must recognize when an endotracheal tube has been dislodged into the esophagus. If a patient is not spontaneously breathing and the tube is dislodged into the esophagus, the patient will die unless the endotracheal tube is positioned back into the trachea.

Continuous capnography is the only reliable way to ensure that a tube is correctly placed in the trachea.

Things like condensation in the tube, no sounds over the belly, equal breath sounds, and seeing the tube pass through the cords are not reliable indicators of the tracheal placement of an endotracheal tube.

In North Carolina, it is required that continuous capnography be used to confirm endotracheal tube placement continuously. This is NOT optional.

Anytime the DAI procedure is done in North Carolina, data must be forwarded to the North Carolina Office of EMS on the case. If systems have any questions about this, they can contact their North Carolina Office of EMS regional specialist. They are always happy to help you. In summary, do a good airway assessment before initiating DAI, resuscitate your patient before DAI, have a backup airway plan, and always use continuous capnography to detect a dislodged endotracheal tube.

Dr. Winslow has worked at Baptist Hospital in Winston-Salem for the past 11 years. He was appointed as the Medical Director of the North Carolina Office of EMS in 2011. This document contains all protocol, procedures and policies for all EMS agencies in North Carolina.

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SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 31

Update from CAPITOL HILL

KEEP IT SIMPLE, STUPID Bill Webb

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e have all heard the saying, “keep it simple, stupid.”

Dating back to the 1960s, the phrase applied to a design principle for developing naval aircraft. A lead engine for Lockheed Skunk Works, a defense contractor that built the U-2 spy plane, gave his team of design engineers a handful of tools, with the challenge that the jet aircraft they were designing must be repairable by an average mechanic in the field under combat conditions with only these tools. That is one version of how the phrase came about, yet there are probably many more.

I do my best to keep my writing and oral presentations simple.

I like to focus my message on one or two key themes to keep my message succinct. Give the audience something to chew on…something they’ll remember from your presentation. There’s a tendency to think that more is better when we speak or write, but that is often not the case.

On Capitol Hill, it works to your advantage in meetings with members of Congress and their staff to keep it simple. Quite often, members of Congress might have only 15 minutes to meet with constituents or lobbyists. Utilize the time effectively and efficiently.

Avoid the small talk and cut right to the chase. Explain your intentions for the meeting and provide the key facts to convey your position.

You can also apply the “keep it simple” phrase to the legislative process. To demonstrate that point, we need to look no further than the Assistance to Firefighters and Staffing for Adequate Fire and Emergency Response Grant

programs expires after the Fiscal Year 2023, we are looking at reauthorization for both programs.

Once again, our strategy is to keep it simple. We do not want to overly complicate our efforts or jeopardize the passage of reauthorization

Give the audience something to chew on…something they’ll remember from your presentation. There’s a tendency to think that more is better when we speak or write, but that is often not the case. programs. To date, Congress has reauthorized these grant programs twice – once and the second time in 2018. On both occasions, the legislation passed successfully through the legislative process.

Why? Because neither measure proposed significant changes to the grant programs, sending an important message to members of Congress that the programs continue to perform effectively.

Because authorization of both

legislation. The last reauthorization bill was slightly more than two pages, which is insignificant when considering it also reauthorized the United States Fire Administration.

Our plan is to keep things simple again this time around.

Always remember that members of Congress are most interested in hearing from their constituents.

We have data and key talking points, and we encourage you to share them with your members. It

is critical to our efforts that your message is consistent with the message the national organizations develop and the same message your colleagues in other parts of the country share with their members.

And that message boils down to how a federal fire program can benefit a fire department at the local level. And who can deliver that message better than anyone else in the simplest of terms? That would be you, a constituent and public safety leader in your community.

Bill Webb has served as Executive Director of the Congressional Fire Services Institute since 1995. CFSI is a nonprofit, nonpartisan policy institute designed to enhance congressional awareness about the concerns and needs of the fire and emergency services. As Executive Director, he works closely with members of Congress and fire service leaders to sustain support on Capitol Hill for programs and legislation that benefit our nation’s fire and emergency services. Before joining CFSI, Webb worked for the Firefighter Combat Challenge as the project manager for the competition.

He currently serves as Vice Chairman of the National Fallen Firefighters Foundation and is an honorary member of the Vienna Volunteer Fire Department, the Delaware Volunteer Firefighters’ Association and the International Association of Fire Fighters Local 36.

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Sixty-One DELTA ONE

AIR MONITORING THE “OLD-SCHOOL” WAY ­­— STILL RELEVANT AFTER ALL THESE YEARS Glenn Clapp CSP, EFO, CHMM, CFPS

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here is no doubt that modern technology has enhanced our air monitoring capabilities not only in the number of substances we can monitor but also in the accuracy of the air monitoring that we perform. Even though we have made amazing gains in the air monitoring that we use we should not turn our backs on some of the “tried and true” old-school methods used in the past that are sure to work for us in tight situations. By oldschool, we do not mean going back to the days of using canaries and fire damps as was done in mining operations to detect hazardous atmospheres, but rather methods such as power Hydrogen (pH) paper, oxygen sensors to determine the concentration of oxygen-displacing substances, metal oxide sensors, sulfur sticks for ammonia detection, and colorimetric tubes.

If we look back to our initial hazmat technician training we will remember that we monitor for radiological substances first and then for corrosivity after that, underscoring the need for detecting corrosive environments that can attack the meter sensors, respiratory protection, and chemical protective clothing that our very lives depend on. We can use digital pH meters to determine the corrosivity of a liquid, however, pH paper is often the most effective means of monitoring corrosive environments. pH paper is inexpensive and can be obtained in various ranges of detection that show changes in pH through color changes on the paper.

We can wet pH paper down with distilled water to detect corrosive vapors as well as use it in direct contact with liquids to determine if a substance is an acid or base. We need to also lead with pH paper taped to the end of a dowel as we

enter possible hot zones and should tape pH paper to our hazmat suits (both wetted down with distilled water) to visually indicate corrosive environments. In addition to allowing us to determine the pH of a substance, pH paper also can serve as a rough estimator of vapor pressures. The further away from a substance the pH paper exhibits a color change, the higher the vapor pressure of the substance.

The second old-school method of air monitoring that we will discuss is the use of an oxygen sensor for non-traditional purposes.

The standard four gas meter setup includes sensors to detect carbon monoxide, hydrogen sulfide, flammability, and of course oxygen.

If we encounter a substance that displaces the oxygen we can use our oxygen sensor to determine the approximate concentration of the substance. As our atmosphere contains 20.9% oxygen in the

air at sea level, we can state that oxygen comprises approximately one-fifth of air. If an oxygendisplacing substance is present in the atmosphere we can determine the difference between the oxygen sensor reading and the normal 20.9%. We then multiply the result by five as oxygen is one-fifth of the atmosphere. That result can then be converted to parts per million (ppm) through the conversion factor of one percent concentration being equal to 10,000 ppm to approximate the concentration of the oxygen-displacing substance.

For example, let us say that our oxygen sensor is reading 20.8%.

We subtract that value from 20.9%, yielding 0.1%. We then multiply that value by five to obtain 0.5%.

Multiplying the 0.5% by 10,000 ppm (the conversion factor stated above) then lets us determine that the approximate concentration of the oxygen-displacing substance

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Sixty-One DELTA ONE is 5,000 ppm. We need to remember that the result is just an approximation; however, as an estimation, it can be useful and can additionally serve to back up readings from other sensors.

The third tried and true method of air monitoring technology that is often overlooked is the metal oxide sensor. In the past manufacturers produced metal oxide sensors for hazmat responders that were so sensitive in detecting small concentrations of substances that they could be used as “sniffers” to detect the source of a small leak or release and some could even be used to measure the concentration of substances. Such sensors operate by detecting a change in the resistance of metal oxide due to adsorbed target gases reducing the oxygen present on the metal oxide and therefore causing a drop in resistance. In our present-day age, there are no manufacturers

producing metal oxide sensors specifically for hazmat responders, however, there are manufacturers that produce metal oxide sensor monitoring equipment for the natural gas and propane industries that we can use to pinpoint leaks of those substances but not to determine exact concentrations.

A truly old-school method of air monitoring that we can still employ in present-day times is utilized to detect releases of ammonia. Refrigeration technicians have been using sulfur sticks to detect small ammonia leaks in refrigeration systems for many years as a qualitative method that gives us a yes/no indication of whether ammonia is present. Sulfur sticks are sticks of material containing sulfur that are lit so that they smolder during use. As ammonia is encountered the sulfur reacts with it and produces a very visible white smoke. Sulfur sticks are only to

be used in detecting small releases of ammonia as they can serve as an ignition source that may ignite concentrations of ammonia within its flammable range.

We will close our discussion on the old-time air monitoring methods that still hold their value with colorimetric tubes. Colorimetric tubes are glass tubes sealed at either end with a reagent inside that reacts to the presence of a specified substance. The ends of the tube are then broken off and the tube is inserted into a pump that is used to manually draw air through the tube.

A directional arrow on the tube indicates the correct positioning of the pump and a series of pump strokes are performed according to the number of pump strokes indicated on the tube. Colorimetric tubes are qualitative in that they indicate a color change of the reagent if the substance is present, and they are also quantitative in

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that the extent of the color change on a graduated scale indicates the approximate concentration of the substance.

As colorimetric tubes exhibit up to a plus or minus 25% margin of error in the quantitative realm, results are only to be viewed as an approximation and can best be used as a check and balance to other air monitoring methods. The main advantages of colorimetric tube systems are that they are simple, have very few moving parts, are very low maintenance, and operate independently of any power source.

The basic principles of air monitoring also apply to the five old-school methods discussed above. We should always monitor slowly and methodically to allow proper capture of the atmosphere and the substance we are monitoring for. It is also imperative that we know the vapor density of the substance we are monitoring so that we can concentrate our monitoring efforts at the appropriate level of the atmosphere while still monitoring all levels overall. In addition, we need to store and properly maintain our air monitoring equipment so that it is ready for use and so that we can maintain our trust in that equipment.

In summation, we should not discount our old school methods of air monitoring that have displayed their value over time. While we may have more technologically advanced air monitoring equipment at our disposal, we should maintain our ability to use the time-tested methods in our air monitoring efforts as tools in our toolbox that we can select from. It is our duty as hazardous materials responders to pass the value of the aforementioned air monitoring methods along to the new generations of hazmat responders so that their value is known and the institutional knowledge of their use is not forgotten. As always, stay safe out there, and be sure to visit the North Carolina Association of Hazardous Materials Responders website at www.nchazmat.com.

Glenn Clapp is a past

president of the North Carolina Association of Hazardous Materials Responders and has over 24 years of fire service and emergency management experience. He is currently an Improvement Specialist with the Industry Expansion Solutions Division of North Carolina State University and is a volunteer firefighter with the Fairview Fire Department. He is also a Technician-Level Hazmat Instructor, an Executive Fire Officer, a Certified Hazardous Materials Manager and a Certified Fire Protection Specialist.

34 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

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Update from the NCSFA

RECOGNIZING OUR LINE OF DUTY DEATHS EACH YEAR Tim Bradley, Executive Director, North Carolina State Firefighters’ Association

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he North Carolina State Firefighters’ Association (NCSFA) provides various benefits and programs for our members. We view these benefits in part as a way of protecting our members during their service, or their families in the event of their death. In addition to fighting for State and Federal benefits for our members, securing these benefits is a large part of what we do each year and a large cost to the association.

Over the years these benefits have been enhanced and improved by the constant dedication of Board members who seek to improve what we provide. It’s encouraging to know that in the event of a loss, financial assistance is there.

I can remember years ago, when the annual line of duty deaths was numbered in single digits here in our State, usually below five. The addition of heart attacks increased the numbers, and now with cancer and covid, it seems that routinely we’re getting notice of another line of duty death.

Even with the comfort of benefits, it still shocks you to see so many men and women in our service die providing lifesaving protection to our communities.

It is fitting and proper that we should take the time to honor those who made this ultimate sacrifice.

Each Spring in our State, the North Carolina State Firefighters Association joins the North Carolina Fallen Firefighters Foundation (NCFFF), and other Associations and individuals across the state in recognizing our fallen firefighters. This year there will be 14 firefighters recognized for their sacrifice on May 7th at the annual NCFFF Ceremony. The ceremony is conducted at the site of our North Carolina Fallen Firefighter Memorial and is coordinated in a very prestigious fashion by our North Carolina Fallen Firefighter Foundation group. It is a solemn time for those of us in the fire service, done with all the ceremony we can all foster to make it stately, and certainly the appropriate and right thing to display the sincere loss each of us feel for the families and departments who have given so much. To attend and view this ceremony should leave all with the certainty that as brothers and sisters in the fire community, we could salute no higher, as members of this community we could offer no higher praise, and as individuals who recognize what this job means, we could offer no higher honor.

It is our prayer here at NCSFA that the remembrance of this event will at least provide some comfort to the families attending that their loss

was not without recognition among people, just as it was not without recognition before God. Our hope is they find comfort in the fact that there is permanent a place upon which their loved one’s name is written there at the memorial, where many people may see and remember well into the ages, to never be forgotten.

Bravery occurs daily within the fire service.

For those of us who have ridden the trucks, resisted the heat, crawled in the smoke, felt our way in the darkness, and sought out the challenges the risks present, we recognize that we should never view these losses as acceptable, that we will never accept they had to happen, yet we must accept that they will and do occur.

Fourteen similar questions of “why” come to my mind, one each for the 20 North Carolina firefighters lost in the line of duty this past year. Perhaps an even greater question than “why” pushes itself forward through this struggle to comprehend, a question of confusion and partial recognition of our helplessness before so many things are unexplainable.

In the quiet recesses of my mind, for a moment I thought maybe I’d like to be able to speak to those who sacrificed so much, just to get their answers or thoughts on why this happened, why the necessity of this loss that gives us such grief is so unexplainable. It’s quite clear that I can’t physically do that: but perhaps I already have. I’ve talked to hundreds of firefighters about why they do their job and I believe their answers would be similar. So, I can attempt to propose some thoughts their deaths evoke from a firefighter’s perspective, some comfort for those who must be having the same struggle as I to understand.

In the past 48 years, I’ve served in the fire service the same answer comes from the conversations of those who face these perils. It’s an issue of service to our fellow man, the basic element of society or civilization where one human being reaches out to help another. That is the stuff of good men and good women.

Dennis Smith, Author of Engine Company 82 said this in the year 2000 at the National Fallen Firefighters Memorial Service; “The Impulse of a firefighter to help is not a lonely impulse but is shared and agreed upon in every department, conversation, every shared meal, every training drill, and every company meeting. There is only one reason to wear the uniforms of a firefighter, and that is to be there when we are needed.”

I agree with his summary. It is the stuff of firefighters to protect their fellow citizens. It’s also an issue of

recognizing the necessity of sacrifice each of us must make at times in our lives if we are to serve.

We do not use the term “ultimate sacrifice” lightly. Chief Edward Croker of the Fire Department New York (FDNY) summed it up best when he suggested the act of heroism occurred when they joined the department when they committed themselves to a life of sacrifice for others that could at one time call for them to give it all. That’s heroism.

We call them heroes not because they died, but because they committed themselves to service. They are honored here for that sacrifice. It was the ultimate one.

Some of them came from a family of firefighters who said they loved their jobs and died doing something they loved. Others had families who didn’t understand as well why we do our jobs but saw the love and admiration come from the community and appreciated more greatly the sacrifice.

All of them had family and friends who still to this day in their quiet hours imagine what they would be doing, where they would have taken them,

and how much in life they would have accomplished.

Each of the 14 being honored is a hero. Yet those of us who know this profession know they gave their lives for other years ago when they agreed to take the risks. Why didn’t everyone in the world know them then? Why wasn’t their name listed in the news as a hero then? It should have been.

They were people, heroes, and public figures worthy of accolades and loving testimonies long before people put their names in the paper, long before they flew the flags at halfstaff and played taps at each funeral.

I wanted to stand up and shake my fist at the world and say those very words when I helped carry my friend’s body to rest, when I visited families of lost brothers at the funeral home, and when I saw every news report.

They joined as a hero, served as a hero, and gave it all in a hero’s death.

To some, the news of each death brought them into the picture. For others of us, they were always in the picture. God bless the families and departments of those lost.

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 35

Update from the NCSFA OTHER NCSFA UPDATES. In a note to all Chiefs, it’s an important task to assuring all departmental benefits are available to your membership, and that with all departmental or job-related functions a Scope of Duty is established for your membership. When determining benefits such as Workers’ Compensation, departmental Accident and Health, etc., and even at times Line of Duty Related Death benefits, the fire department members/employees must be acting within the scope of their duties for the department. This is normally an easy decision for those providing benefits to determine, since injuries on the job while responding, and at departmental calls or functions, etc., are all clear the firefighter or employee is performing duties of the department.

Where it becomes confusing, and can occasionally create issues of coverage, is when a member is performing in a function where it’s unclear if the duty is a departmental one. The department carries the coverage, so the duty must be a departmental one unless the associated group also carries coverage.

For example, members often join associated groups such as dive teams, honor guards, forestry strike forces/ smoke jumpers, collecting cans for burned children, or even regional teams that carry out functions that we normally consider associated

groups, but may not be viewed as clearly representing the department that provides them coverage such

as Workers Compensation. If these groups do not provide these benefits, the only coverage they have

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Update from the NCSFA Here is a specific example. Tim is a member of your department and joins a “county dive team.” This is a very worthwhile endeavor and supports the mission of the fire service. However, there is no clear evidence that Tim has been acknowledged by the Chief as a representative of the department, or if the Chief is even aware of the participation. Tim is injured while training with the dive team and files for Workers’ Compensation. When contacted, the Chief is unaware of the participation, and the workers’ compensation claim is denied. While participation in these groups is worthwhile and should be encouraged, they must be within the duty of the department that is providing coverage.

There is an easy fix for this potential problem. Explain to your members and employees that if they wish to participate in associated groups of this nature, they first notify the Chief. The Chief should then write a brief letter to the group that this is viewed as a necessary function of the department, and that they are assigning a said individual to participate as a representative of the department.

This letter should be dated, filed, and available if an incident occurs.

While an official Memorandum of Understanding (MOU) is preferable between the department and the associated group, this letter lets those providing coverage know the individual is participating as a member

of the department, and this is an assigned duty.

When an accident occurs, it’s too late to make the connection, and an individual, while participating in a worthwhile function that supports the fire service, is denied coverage because they were participating within the scope of their reasonability to the department.

Tim Bradley has a Bachelor of Science Degree in Fire and Safety Engineering Technology, an Associate Degree in Electronic Engineering Technology, and is a graduate of the National Fire Academy’s Executive Fire Officer (EFO) Program. Tim has been in the fire service for 47 years. He served as Chief for seven years, Executive Director of the North Carolina Fire and Rescue Commission, and Senior Deputy Commissioner of Insurance in charge of the Office of State Fire Marshal (OSFM), among many other positions. He was awarded North Carolina’s Firefighter of the Year Award in 2003, and in 2007 he was awarded Firehouse Magazines Heroism Award for the rescue of a five-year-old boy from a house fire. He is the author of “The Fire Marshals Handbook,” a book published to match the requirements for the NFPA Standard for Fire Marshals.

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The Station HOUSE

RECENT CONSTRUCTION PRICES FOR FIRE/RESCUE STATIONS Ken Newell, AIA, LEED AP BD+C

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very so often, I look back with amazement at where the construction costs of Fire/Rescue facilities have been, and where they are going. I realize that I’m getting old, but I’m reminded of just how old I’m getting when I look back at the construction cost of the fire stations our firm has designed in the 1970s. At that time, you could build a quality station…we’re not talking pole barn…for $50+ per square foot.

I’d love to reminisce and trace the five-decade history of how those costs have changed, but it suffices to say quality stations cost a little more than that today!

In the “good ole days” you could count on consistent construction cost inflation of 3-5% per year?

If you were developing a Capital Improvement Plan for a new station three years from now you could just take today’s construction costs, increase them by 3-5% per year for three years, and know that what you had budgeted would likely be fine. Not anymore!

We all understand that the construction industry has always experienced price spikes (and rarely decreases) mostly due to some sort of material or labor force issue.

Many departments, who one year ago, budgeted more than enough funds to build, are now this year forced to scale back their plans Our design firm typically receives construction bids on multiple projects each month, most of which are fire or other public safety facilities. The construction cost tracking provided herein is based solely on pricing received on Fire/Rescue stations that we have been associated with for over five decades. If you have intentions to build or renovate soon, please take a moment to consider what is happening in the construction world and what you can do about it to protect the viability of your upcoming project.

Katrina were just some of the events that commonly yielded 15-30% increases per year in construction inflation rates.

The rarity of seeing construction prices drop was experienced during

labor and material shortages when the economy turned around.

By 2013, the pent-up demand resulting from 4-5 years of not moving forward with construction resulted in a construction boom

If you have intentions to build or renovate soon, please take a moment to consider what is happening in the construction world and what you can do about it to protect the viability of your upcoming project.

2008 and 2009, during the depths of the Great Recession. In 2008 construction prices decreased by approximately 12%. Then in 2009, they dropped another 16%. The “luck of the draw” projects that were “shovel-ready” and funded during this time became the beneficiaries of the lowest construction bids in years.

Unfortunately, approximately onethird of all building contractors, subcontractors, and material suppliers went out of business during this period, setting us up for

TWENTY PLUS-YEAR HISTORY OF STATION PRICES Looking back over the past couple of decades, we find that there have always been periods of higher-thannormal construction price increases, usually resulting from identifiable causes. From 1999 until 2006 some events caused incredible construction cost increases. The war efforts following the 911 attacks, the tremendous growth of the Chinese economy, and natural disasters such as Hurricane 38 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

which drove 2014 construction prices up between 20-23%.

Following a modest price increase of 3% in 2015, the period from 2016 to 2019 saw higher than normal inflation and escalation increases, and unusual volatility in bidding, due to several hurricanes and wildfires, higher construction demands, international tariffs or the threat of tariffs, and a general building boom due to a strong economy.

Then came 2020, the volatile construction price period that we

still find ourselves in today. These past couple of years have proven to be a perfect storm of multiple events and issues that have driven construction cost increases higher than seen in a very long time. The Pandemic shut down labor pools and entire economic sectors for long and continuous periods. The Supply Chain disruptions continue to delay or cancel the availability of construction materials, and lengthen a project’s construction period, adding costs for the foreseeable future. Both Labor and Material Shortages grow as the aforementioned and following problems abound. Believing that construction prices will not likely moderate soon, project owners are pushing their projects forward, thus creating even Higher Demand.

Fuel prices have skyrocketed due to current policy decisions.

While these issues and more place tremendous pressures on actual construction costs, other issues, such as higher interest rates, are increasing other project cost categories.

WHAT TO EXPECT FOR THE NEXT YEAR? Likely, more of the same. At least that is what most in the design and construction industry guess. The problems that have created the current construction climate and challenges didn’t happen overnight, and they’re not likely to be resolved overnight.

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The Station HOUSE What can you do to avoid the greatest adverse impact on a construction project during these volatile times? Here are a few ideas that may help: 1. Consider a scope change in what you need to build now. If portions of your facility are to accommodate future growth, design the building so that those portions can be easily built additions in the future. Maybe you can “shell-in” portions of the building and “upfit” them later.

2. Investigate whether a construction type change can fit your needs and program.

Steel, masonry, wood, precast concrete, pre-engineered metal, etc. all have advantages, limitations, and delivery availabilities. Knowing which of these construction types will fit your program needs and budget is critical.

3. Set realistic construction budgets. Projecting construction costs several months early has never been more difficult than today.

Protect yourself by using highcost estimates. Very few people will be upset with you when the project comes in under budget.

If your department is like most others, it won’t be difficult to find something productive to do with left-over funding.

4. Continually educate those that will provide your building funds.

Whether it is a City Council, Town or County Manager, Department Board, etc., you should regularly update them on the current bidding climate.

Each time your designer or builder provides an updated estimate make sure to pass the information along. Give them reference articles that describe the issue. Don’t let the decisionmakers get to Bid Day without knowing what to expect.

5. Make wise, informed decisions, but move quickly. Construction inflation rates can eat away at your project scope in a very short period. For example, assume you have just the capital today for the project you need, but you are not ready to receive construction bids for twelve more months. If there is a ten percent construction escalation by bid day, you will either get your hands on ten percent more money or reduce the building size/scope by ten percent.

6. Carefully consider your project delivery method. In other words, will you utilize: • Design-Bid-Build: The traditional approach where you

hire the designer to go through the complete design process, then receive bids from general contractors, one of which you will hire separately to build your project.

• Design-Build: An approach where you hire only the general contractor, who hires a designer that works for him.

• Construction Manager at Risk (CMAR): An approach where you hire the designer based on qualifications, and you hire the general contractor CMAR based on qualifications.

Because the CMAR is brought on board early during the design phase, they provide input on the best value systems, materials, and finishes available, plus they provide a Guaranteed Maximum Price early so that you know what to expect earlier than traditional bidding.

• We have found that the industry is trending towards the CMAR method, particularly during these times of volatile construction climates. Many project owners feel that they have greater control of the design and construction quality, along with price, utilizing this method.

7. Finally, design wisely. Make sure you and especially your design team know how to maximize your program needs in the minimum space. Every wasted square foot will cost you more money today than it did last month. It is more important than ever to select designers who know the ins and outs of station design.

Don’t let the ups and downs of the construction climate stifle your plans. Just plan wisely, do your homework, and stay informed!

Ken Newell is a Principal and Partner with Stewart-Cooper-Newell Architects. Since 1988, he has been directly involved in over 300 of the firm’s 425+ Fire/EMS and Public Safety projects. Newell has earned a national reputation for the programming and design of public safety facilities that are functional, practical, and budget-conscious. He has also consulted other architects on the planning and design of over 125 public safety projects spanning 27 states. Because of his extensive experience in Public Safety design, he has been invited to speak at many state, regional, and national Public Safety conferences since 2000.

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 39

Retirement PLANNING

A LEGACY CONTINUES THROUGH BENEFICIARIES

T

Dale R. Folwell, CPA | State Treasurer of North Carolina

hank you for choosing to serve and protect our communities.

As a firefighter or EMS worker, you represent and provide a vital sense of confidence through social support, education, and community leaders and role models. YOU help prepare and secure our communities for the future.

At the North Carolina Retirement Systems (NCRS), a division of the Department of State Treasurer (DST), we help our members prepare for a secure future in retirement. This includes managing one of the largest pools of public

money in the world and making sure we are paying low fees for high-value and quality investments.

In addition, we are dedicated to educating members about their benefits, how supplemental retirement savings can increase financial security, and what steps can be taken to ease an unnecessary burden later; because, as we know – LIFE HAPPENS! Assessing the future and financial security of yourself and your loved ones is one of the most important things you can do, and designating a beneficiary is the first step. It is a quick, easy task to complete and creates the opportunity to continue your legacy.

40 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

NAME YOUR BENEFICIARY A beneficiary is a person who receives your benefit(s) if something happens to you. In most cases, a benefit payment is made based on beneficiary designations (the person named in your account by you), not family relationships or wills.

Naming a beneficiary means you know exactly who will receive your benefit(s). It allows for efficiency and timeliness in processing and provides clarity for others, avoiding potential conflicts over assets.

NCRS makes it easy to designate a beneficiary. As a member of the Firefighters’ and Rescue Squad Workers’ Pension Fund (FRSWPF) and/or a member of the Local Governmental

Employees’ Retirement System (LGERS), you have access to ORBIT, the online self-service portal for your retirement account, where you can view your service credit and contributions, maintain personal information and designate beneficiaries.

Log in to your account, click Maintain Beneficiaries in the left navigation, and name or update your current designation. This is real-time action, meaning as soon as you provide information and press submit, your beneficiary is confirmed. Upon your reported death, DST will issue benefits to your designated beneficiary.

DO A BENEFICIARY CHECKUP Major life events require a review of your benefits. This includes a new marriage or partnership, divorce or break-up, birth or adoption, and the death of named beneficiaries.

It is an unfortunate truth, but we have seen members who have not named or updated their beneficiaries. If something happens to you tomorrow and you have not updated your beneficiary, your benefit may be paid to a former spouse or partner, delayed and paid to your estate, or your beneficiary may be determined for you by state or federal law.

Naming a beneficiary for benefits is not exclusive to NCRS. I encourage you to review all your accounts, such as life insurance, savings and checking, and supplemental retirement accounts (like the NC 401(k) and NC 457 Plans) – to name a few.

As an FRSWPF member, you may list one or multiple principal beneficiaries, but be aware of how your choice will affect benefits payable if you are killed in the line of duty.

Effective July 1, 2018, if you are killed in the line of duty as determined by the North Carolina Industrial Commission, and you have one and only one principal beneficiary that is eligible and has not accepted a return of undistributed contributions, your living beneficiary may choose to receive a monthly lifetime benefit (known as the Survivorship Benefit), rather than a one-time payment (known as a Return of Undistributed Contributions) if the requirements of the law are met.

Recent legislative updates modified the statute for the Line of Duty Death Benefit program determined by the Industrial Commission and paid by NCRS (G.S. 143-166.2) to expand the definition of “killed in the line of WWW.CAROLINAFIREJOURNAL.COM

Retirement PLANNING duty” to include firefighters who die from oral cavity cancer or a pharynx cancer. (S105v8.pdf (ncleg.gov))

• If you have not already done

so, please take time to log in to ORBIT to name your beneficiary.

You may also fill out Form 2FR

(Designating Beneficiary(ies) for the Firefighters’ and Rescue Squad Workers’ Pension Fund) and email the completed document to Specialty.Plans@ nctreasurer.com.

• Make a date and check your

beneficiaries at least once a year.

Think about all the tasks you do annually.

4 You get your car inspected.

Inspect your beneficiaries.

4 You check the batteries in your smoke detectors. Why not check your beneficiaries?

4 You have an annual physical checkup. Do a beneficiary checkup.

SUPPORT SOLDIERS & FAMILIES

with the Griffon Association’s Annual Golf Tournament

Your sponsorship, product or monetary donation, or registration to play in the tournament itself all help make it possible to provide: • Financial help for families of deployed Soldiers • Assistance to Soldiers injured during duty • Scholarships for Army Reserve Soldiers and families

SEPTEMBER 26, 2022 | PINE ISLAND COUNTRY CLUB | CHARLOTTE, NC Visit:https://www.kci-mediagroup.com/the-griffon-golf-tournament/ https://www.kci-mediagroup.com/the-griffon-golf-tournament Visit

You have dedicated your life and time to helping our communities feel safe and secure. It is time for you to act by naming a beneficiary so you can breathe easier knowing your loved ones will be receiving support and benefits when they need it most.

We are here to help you navigate the benefits and tools available.

Participate in one of our many webinars to learn more about planning for retirement and using ORBIT. We have dedicated staff available to answer questions or point you in the right direction.

I applaud your dedication, your service, and your legacy.

Thank you for all you do for the citizens of North Carolina.

MEMBERSHIP IN THE NORTH CAROLINA FIREFIGHTERS’ AND RESCUE SQUAD WORKERS’ PENSION FUND Enrollment, contributions, and applying for retirement are not automatic.

To become a member of this pension fund, you must:

• Complete an enrollment

application (Form 350, Enrolling in the Firefighters’ and Rescue Squad Workers’ Pension Fund)

through your department or squad, and

• Mail it with your first payment (contributions are $10 per month) to:

Firefighters’ and Rescue Squad Workers’ Pension Fund Department of State Treasurer 3200 Atlantic Avenue Raleigh, NC 27604 Your enrollment date will be effective in the month when the pension fund receives both your application and first contribution.

You may apply for monthly pension fund benefits after you:

• Have 20 years of creditable

service as a firefighter or rescue squad worker, and

• Reach age 55

Creditable Service is defined as service for any period during which you paid and maintained contributions in the fund or for which you purchased service credit in the fund.

Creditable service as either a firefighter or rescue squad worker counts toward membership in the fund. However, if you work and/or volunteer both as a firefighter and as a rescue squad worker during the same month, you can only receive one month of pension fund credit for that month. The current pension fund benefit is $170 per month.

To begin receiving benefits, you must complete and submit to the Pension Fund:

• Form 6FR, “Retiring from the

Firefighters’ and Rescue Squad Workers’ Pension Fund.”

• Form 170, “Authorizing Direct Deposit.”

You must apply for benefits.

They are not paid automatically.

Your application and direct deposit form should be returned to the Pension Fund 30 days before your scheduled retirement date.

More information about the Firefighters’ and Rescue Squad Workers’ Pension Fund, Local Governmental Employees’ Retirement System, and the Department of State Treasurer can be found on myNCRetirement.com.

Dale R. Folwell, CPA was

*RESTRICTIONS MAY APPLY

sworn in for his first term as State Treasurer of North Carolina in January 2017. He was reelected in 2020 and is currently serving his second term.

As the keeper of the public purse, Treasurer Folwell is responsible for the more than $117 billion state pension fund that provides retirement benefits for more than 950,000 teachers, law enforcement officers, and other public workers. Treasurer Folwell also oversees the State Health Plan, which provides medical and pharmaceutical benefits to more than 750,000 current and retired public employees and is the largest purchaser of health care in North Carolina.

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 41

Know Your GEAR

TRY THIS ON: HOW TO PROPERLY SIZE BUNKER GEAR

Advice for finding your fit from Fire-Dex Todd Herring, V.P. of Product Innovation and Strategy, Fire-Dex

A

s a firefighter, you work in dynamic environments and need gear that allows you to perform to your optimal ability. Selecting new turnout gear and composites for your department is a crucial decision that can improve your crew’s safety and performance. And no matter what gear you might be sizing up, accurately sizing each ensemble will ensure a proper fit that provides the best mobility and protection for the person wearing it.

There is much to consider when making a purchase that can impact your department for years to come.

The following advice can help you take correct measurements head-totoe when outfitting firefighters for new garments.

SIZING YOUR CREW If trial gear or direct assistance is not available from your equipment supplier, Fire-Dex recommends the following methods for sizing your crew. Be sure to have a good tape measure on hand as well as a Brannock Device® for measuring footwear. Also, be sure to record all information using a checklist for consistency.

All measurements should be taken with the person’s arms at their sides in an “at ease” stance and with station wear on. Also, when measuring for one manufacturer’s gear, never use a different manufacturer’s methods as even slight variations between gear and sizing instructions can add up to serious problems when equipment does not fit like a glove.

Taking extra care with your measurements and checking twice is always the best starting place for your sizing activity. Adhere to these guidelines for both men and women:

• Chest: Measure loosely over

•

• Sleeve: Measure sleeve lengths from

the middle of the back, from the vertebrae at the base of the neck, over the shoulder to the point on the hand that is required (generally to the thumb crotch). Longer is usually recommended for better protection.

Do not bend the arms.

Pro tip: For individuals with particularly large hands and/ or forearms, a wider cuff can make it much easier to insert one’s arms through the sleeves.

• Waist: Waist is measured at the

•

point where pants will be worn.

Add four inches for pants to normal waist size. Bigger is usually better for fit and comfort. The inside of the pants, at the waist, will measure the dimension you place on the order (32 inches, 34 inches, etc.).

Pro tip: For individuals with a waist size greater than 40 inches, be extra mindful of how bunker pants fit over the hip and thigh area. For example, a stout, muscular person with a narrow waist might have trouble finding a comfortable position while wearing typical-size pants. In such cases, the pant area can be opened to minimize any such restriction.

Hips (females only): Measure at the widest point.

• Inseam: Measure from the crotch

clothing around the fullest part of the chest and below the arms with arms at rest. For broad shoulders or muscled arms and/or back, an over-the-T-shirt arm/chest measurement is helpful. As a common practice, add four inches to your measurement.

Pro tip: If an individual’s

midsection is considerably larger than their chest you should document these differences when ordering gear.

A coat measuring 46 inches on the top and bottom, for

instance, may not comfortably fit a person having a largersize abdomen. Fire-Dex gives customers the option to increase the hem and sleeve area of their coat up to a ten inch differential of the chest size.

Bust (females only): Measure over clothing, around the fullest part of the bust, and below the arms with arms at rest.

•

seam (inside leg) to the top of the ankle. For baggy pants, be sure to pull the crotch up tight before taking your measurement. Inseam is measured from the crotch to the point on the foot that is required.

For better fit and comfort, choose a shorter length than you usually wear. The standard inseam is 28 inches to 30 inches. This is appropriate for anyone between 5’9” and 6’2.” For inseams 33 inches to 36 inches, add 10%; for 37 inches and up, add 20% to shell and liner.

Suspenders: Suspenders are measured from the rear suspender

42 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

If you do not already have one, your gear supplier can provide a measurement guide for capturing people’s sizes and data. post over the top of the shoulder to the front suspender post.

Correct-rise pants and rear bib size need to be used.

Pro tip: Often firefighters

wear their suspenders too high, which in turn pulls the bunker pant up too high. Crew should resist the urge to “crank up” one’s suspenders—a lower fit is typically preferred.

• Gloves: The National Fire

Protection Association (NFPA) quick reference chart is a helpful guide for sizing structural fire gloves. It breaks down how NFPA sizes compare to most standard glove sizes:

STANDARD SIZING

XS SM MD LG XL 2XL NFPA SIZING

70N 70W 76N 76W 82N 82W

• Boots: Use a Brannock

Device to take the most accurate measurement (do not automatically assume one’s boot size based on their response alone).

MORE TO KNOW Fire-Dex has sized gear for some of the country’s largest departments and knows what it takes to quickly find the right fit so crews aren’t tied down for long. These practical steps can help ensure a good experience for everyone involved:

• Remember this may be the first

time a person has been sized.

Individuals can be apprehensive about what to expect. Measuring is a hands-on process that can make some people feel uncomfortable. Put people at ease by explaining the process in advance and consider having both a female and male participant on hand to take measurements.

• Instruct your crew to come

dressed in typical station wear and not just for that day but with changes of clothes for all four

Accurate bunker gear measurements are critical for the moments when every move counts. seasons, from t-shirts and shorts to sweatshirts and blue jeans, also including socks and belts (even smartphones and other tools commonly carried in pockets).

This will help ensure a fit that doesn’t feel too tight or too roomy as the weather changes.

• Explain there is no room for

vanity sizing when measuring for bunker gear. While you should never argue with participants about their measurements, it is important to assert how accuracy is essential to providing the best mobility and protection possible.

• Always error on the side of being

an inch too long on your inseam or sleeve; never error on the short side. For instance, when a firefighter stores their gear by placing the pant cuff over their boot, an artificial shortening of the bunker pant can eventually occur due to the fabric becoming wrinkled and kinked. A shorter measurement can result in ensembles that do not provide adequate overlapping protection in vulnerable areas.

TRY BEFORE YOU BUY Of course, experiencing the fit and flexibility of new bunker gear firsthand is the best way to know WWW.CAROLINAFIREJOURNAL.COM

Know Your GEAR if it is sized properly and meets your expectations. Arranging a wear trial—often with the support of a manufacturer like Fire-Dex— will help you make the most informed choice. It is important to understand each element of a composite system when selecting and sizing turnout gear—working closely with a knowledgeable supplier can make it much easier to fit your crew, develop options for your specifications, incorporate feedback, prepare information for committee review, and secure approvals.

If you are sizing gear for other purposes such as for new training fatigues or to replace just a few garments, a direct head-to-head comparison of two or three sets of equipment from different manufacturers can produce a timely decision that pulls in fewer company resources compared to a formal wear trial. It is advisable, however, to still reach out to these manufacturers who can make sure you have everything needed to

to respond to emergencies should conduct a thorough evaluation.

Fire departments not in a position be clear and candid in discussing to commit time and personnel to their research and do so before any a gear trial may endeavor to learn type of purchase commitment. about recent evaluations conducted Also do not hesitate to take your by other local departments. While every department differs in the services provided to the people who perform them, the data and insights surfaced by a comprehensive wear trial have the benefits departments with similar needs when it comes to protecting life and property.

Your gear supplier can help you ensure a quality By leveraging fit; explain the latest technologies and answer comparable testing as a baseline for questions your crew may have. decision-making, departments can questions or concerns directly to the streamline the process and reduce manufacturers being evaluated. administrative costs.

Fire gear that fits properly is Bear in mind the prudent decision better able to protect the wearer as will be the result of many factors— departments that use similar tactics intended. When sizing your crew

Crossword PUZZLE DOWN

2

1

Gasoline, kerosene, turpentine, diesel, alcohol, and varnish are examples of fuels

5

REL-Recommended Limit

3

Incident Response Pocket Guide (abbr)

6

4

After a successful fall stop with a full-body harness another less known lethal danger

When doing authorized interior structure preparations, close windows, and interior doors, turn off gas, fans, and coolers, but leave them turned on

8 11

12

Gravity and Immobility is all that is required for Blood to occur An route is “a preplanned area of sufficient size and suitable location that is expected to protect fire personnel from known hazards without using fire shelters”

Minimum Impact Suppression Tactics (abbr)

14

The safe removal of a person or persons from a place of danger and injury/death to a place of safety, for the continued immediate administration of medical care and transport to appropriate advanced care

19

at Fire-Dex in September 2015 as part of the acquisition of TECGEN. With over 20 years of experience in the protective textile industry, Todd was soon promoted to Director of Marketing and Product Development in August 2016.

Gaining the title of Vice President of Product Innovation and Strategy in 2021, Todd currently leads the newly created Product Innovation and Strategy team. He holds a Bachelor of Science in Textile Engineering from NC State University.

must be responded to very quickly, and it is called Trauma

CarolinaFERJune22

7

A safety is a “preplanned area of sufficient size and suitable location that is expected to protect fire personnel from known hazards without using fire shelters”

9

has always been an on-the-job fact of life for firefighters and work-related deaths due to environmental exposure have been on the rise

10

National Association for Search and Rescue (abbr)

13

First responders are paying more attention to mental wellness than ever before; one frequently encouraged method for improving mental wellness is

15

Calculations indicate that for most fires, zones must be wider than 164 feet to ensure firefighter survival

16

Best Available Control Measures (abbr)

17

Spray and spurt protection are assessed through a robust test method applied to a range of products categorized by their effective coverage area of the eyes, nose and

18

Personal Protective Equipment (abbr)

1

The primary resource used in structure protection is engine and apparatus

13

Todd Herring began his journey

Caroline M. Schloss

ACROSS Like other populations, First Responders are at risk for depression, substance use disorders, and

for all-new equipment or simply outfitting your newest team member, be sure to measure accurately per the manufacturer’s specific instructions.

And given the opportunity, it is wise to work with your gear supplier to arrange a wear trial that takes not just sizing but many other considerations into account. Doing so can directly benefit your crew’s safety and performance.

Find more sizing resources and useful information at FireDex.com.

2 4

3

5

6

7 8

9

10

11 12 13 14

Looking at ventilation at its most basic level, the measurement of CFM (cubic feet per minute) can be used to approximate the amount of time it takes to effectively ventilate a

15 16

17

18

19

20 One of the most common problems in thermal imaging use in the fire service is the reading of the temperature

20

20 Dust, coal, wood, paper, cloth, leather, and hay are examples of fuels

21

22 When the time arrives that a K9 is injured in the line of duty an established acronym to assist the responder through their assessment is M3-A-R-C-H2-P-A-W-S

21

22

Natural gas, propane, butane, hydrogen, acetylene, and carbon monoxide are examples of fuels

Answers on page 49 www.CrosswordWeaver.com

ACROSS

3 Incident Response Pocket Guide (abbr)

Caroline M. Schloss is a current member of the Knotts Island Volunteer Fire Dept., 4 After a successful fall stop withCurrituck a full-bodyCounty harnessFire/

EMS, VirginiaFirst Beach CERT VA., Currituck National Association of Search Rescue, to another less known lethal danger must and be responded 2 Like other populations, Responders are at risk for County CERT, Project Lifesaver VA. depression, substance use disorders, and very quickly, and it is called Trauma 8 Gravity and Immobility is all that is required for Blood 5 REL-Recommended Limit to occur 6 When doing authorized interior structure preparations, close windows, and interior doors, turn off gas, fans, 11 An route is "a preplanned area of sufficient size and SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 43 and coolers, but leave them turned on suitable location that is expected to protect fire personnel from known hazards without using fire 7 A safety is a "preplanned area of sufficient size and

Air& Surface DECONTAMINATION

EVALUATING DISINFECTION TECHNOLOGIES AMID FUTURE PANDEMIC MITIGATION STRATEGIES

F

Beth Krah

rank Zappa once said, “Without deviation from the norm, progress is not possible.” That is true when it comes to advancing technologies. The Fire Department Instructors Conference (FDIC) this year saw the Vector by REV — a fully electric fire truck; Darley had their popular robotic dog that could correct itself and stand back up if it was bumped into, and Horton had the bare bones of an ambulance without cabinetry so that you could see the detailed craftsmanship behind the scenes.

Author Tim O’Reilly, the founder of O’Reilly Media, once said, “What new technology does is create new opportunities to do a job that customers want to be done.” New technologies give us the opportunity to accomplish the same goals more effectively and with less risk to the environment and our crews.

Fire and EMS are two of the toughest industries for new technologies to break into. In the healthcare market, the average length of time for a new technology to be accepted and utilized is approximately 17 years. We’ve all seen the latest and greatest gadgets show up at trade shows with a bang and fizzle out after a few years. Some technologies are ahead of their time and may take decades before an industry identifies the need and recognizes viable solutions. Other technologies have been around for decades, but until the onslaught of the Coronavirus, drew little attention. Well-known industry-specific technologies will cross over into other industries when the need arises but may appear new and unproven. As panic reverberated throughout the world, many were flying by the seat of their pants and couldn’t breathe, let alone take the time to do proper research. How many of you felt like you took a technological stab in the dark, crossed your fingers, and held your breath?

back to it later.

Anytime there’s an impending need, there are droves of companies ready to sell you the latest gadget, but who can be trusted to provide you with tailormade solutions for your specific needs and budget? How much of it is hype, and which ones have been proven with a strong history of doing what they claim to do?

Like talking to your local mechanic before deciding on a car brand, speak to your ambulance and fire apparatus dealers. Many have been around for decades and have seen which products work well and which ones have little to offer. We now see that some systems are causing rips in vinyl, peeling off chrome plating, and hazing or discoloring acrylic cabinet windows. Other systems are causing headaches. Talk to those who have used the system for several years before making your decision.

TECHNOLOGY ATTRIBUTES

-

-

Passive vs. Aggressive: Does the system require the pathogen or contaminant to pass by or through the unit to be treated, or do they aggressively go out and attack contaminants in the air and on surfaces? Does it handle your air space as well, or just surfaces?

Chemicals vs. Chemical-Free: What is the agent doing the

-

-

deactivating or killing? Many chemicals will kill contaminants but often require the user to don PPE to use the system. Consider how these chemicals affect sensitive equipment and surfaces and if they have any residual effects worth noting?

Repeated Treatments (for unoccupied spaces) vs.

Continuous Treatments (for occupied spaces): Can the treatment be used while the area is occupied, or is there a need to take the truck out of service for treatment, and for how long?

How often do these treatments need to take place for your rig to be safe? Are there continuous, non-toxic options that are a good fit for your fleet?

Made in Country or Internationally: Consider supply chain capabilities and how a natural disaster or a political occurrence may affect getting the product in the door. In-country products typically have greater abilities to supply on demand when the world is in turmoil.1

CONSIDERATIONS Maintenance: Even the most effective technologies can be ineffective if not used properly or maintained to the manufacturer’s instructions. I’ve heard many stories

of healthcare facilities spending plenty of money on robots that rarely come out of the closet because the bed was needed immediately, and treating the room just took too much time. A new patient has a 39-353% chance of contracting the previous patient’s pathogen in a hospital bed2 – how does that translate to the back of an ambulance? It is essential to get a copy of the manufacturer’s instructions to be clear on how to keep the system up to par on a consistent basis. If the technology was installed at the factory or through a dealer, ask them to forward you the manual or contact the manufacturer to see what needs to be maintained.

Some technologies require an annual replacement of the air purification cell to keep the unit performing at optimal levels. How often do you need to replace the filter or change the UV bulb?

Please make a point to put it in your maintenance schedule. When do you need to re-apply any antimicrobial coatings?

Replacement Parts and Residual Costs: Between maintenance, replacement cells, UV bulbs, chemical solutions, filters, etc., annual costs can add up. Be sure to have residual costs accounted for in your budget.

Training and Man Hours: Which systems require training your crew

WHICH TECHNOLOGIES ARE LEGIT? Within the infection prevention and control realm, we’ve got everything from robots to foggers and electrostatic sprayers to technologies you can’t even see working. Not many were able to take the time to review white papers and clinical trials to see if a new gadget was worth considering - and sifting through all the data left you frustrated and confused as you pushed it aside and resolved to get 44 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

WWW.CAROLINAFIREJOURNAL.COM

Air& Surface DECONTAMINATION Quick Reference Guide

Use the following chart as a quick reference guide and investigate further to make an informed decision. Please perform your own due diligence before deciding on which avenue to pursue. Often, a bundled approach will be your best defense against a harmful environment.

Technology

UV/UV-C

Electrostatic Sprayers

Foggers

Vaporized H2O2 (VHP, HPV)

Description

Uses UV energy to inactivate viral, bacterial, and fungal microorganisms.

Applies a small electrical charge to aerosol particles (65-85 in size) that pass through a nozzle & stick to or wrap around surfaces.

Yes

Uses a fan and a liquid solution to create aerosol particles (10-60 microns in size), an ultra-fine aerosol disinfectant.

Vapor form of hydrogen peroxide is used for lowtemperature disinfection.

Yes

Yes

Dry H2O2 & Purifying Molecules w TiO2 Purification molecules (or gas) that attack membrane lipids, DNA, and other cell components. Some utilize Titanium Dioxide.

Yes

No

Yes

Yes

Yes

Cyclical

Cyclical

Cyclical

Continuous

Yes 10 min.

Yes 10 min.

Yes 30-45 min.

No N/A

Unoccupied

Unoccupied

Unoccupied

Occupied

No

No

No

Yes

Yes

Yes

Yes

No

Yes Possible

Yes Corrosion Possible

(No Space) Not likely

No None Reported

Wash surfaces before treatment.

Confirm chemicals were designed for each purpose desired.

Wet or dry options avail. Confirm chemicals were designed for each purpose desired.

Cover electrical equipment to prevent damage.

Doors, outlets, and ventilation systems must be sealed while in use. Should be used only in healthcare or laboratory settings.

Choose carefully as some systems may interfere with the airflow in the HVAC system.

Effectiveness on Yes Surfaces Effectiveness in the No Air Treatments Cyclical or 24/7 in HVAC PPE Required No Contact Time 30-50 min.

Needed Unoccupied Used in Occupied or Unoccupied Spaces Avail. for HVAC Yes Install Training Required Yes, on portable models Leaves a Residue No Adverse effects on Discoloration materials Possible Considerations Requires direct exposure (shadowed areas not treated); complex surfaces may need multiple passes. for proper use? Some technologies require taking the truck out of service for treatment, and other systems treat continuously without requiring downtime. How will that fit into your schedule?

Thoroughly investigate claims and test data on various technologies to make informed decisions, as large marketing budgets don’t necessarily mean adequate technology.

Manufacturers must back up claims definitively and readily provide supporting documentation with real-world test results. Focus on health-promoting environments and preventative measures with upstream solutions.

At the end of the day, think of mitigation strategies as a cousin to a mass casualty or disaster training:

• Research ahead of time – when disaster strikes, it’s too late.

• Keep a small supply of the

product you choose in stock,

but check the shelf life for any components. Do they have an expiration date?

• Keep supplier cell phone numbers

in your back pocket – you’ll need to act yesterday. When Covid showed up, the entire world wanted something to combat it at the same time. The supply chain couldn’t keep up, and the only ones who were able to procure the technology they wanted were the ones who had already done their research and had plans in place to act immediately.

Others got left behind.

Some may think the pandemic is over, and there’s no need to make a fuss; others feel it’s just a matter of time before the next one rolls around and are preparing firm strategies for when it does.

Did the pandemic catch you completely off-guard, or did you have plans in place ready to go when it reared its ugly head? One of the most important factors when

[3,4]

preparing and training for disasters (or pandemics) is to alter your thinking from “if it happens” to “when it happens.” If you train for something that might happen (to someone else) without expecting it will happen to you, your crews will be hard-pressed to take it seriously, and the effectiveness of your response will greatly suffer when it counts, with no time allotted for playing catch-up.

Research, strategize, prepare, and train like your life depends on it – because it does.

Beth Krah is founder

and CEO of The Krah Corporation (dba Krah Health Solutions). She has served the healthcare community for over a decade providing non-toxic infection prevention measures with a special focus on EMS, Disaster Preparedness/ Response, Medical Care Facilities and the Military. Previously employed by

Solvay Pharmaceuticals in their Quality Assurance/Quality Control group, her passion to serve is of utmost importance for her and her team’s role in serving their customers and keeping them healthy so they can focus on the pressing needs of saving the lives of others. She can be reached at beth@krahcorp.com.

REFERENCES [1] Shih, Willy C., Harvard Business Review (2020) Global Supply Chains in a Post-Pandemic World. Retrieved from https://hbr.org/2020/09/ global-supply-chains-in-a-post-pandemic-world [2] Rutala, William A., Ph.D., MPH (2017) Disinfection and Sterilization: What’s New? [3] Centers for Disease Control and Prevention (CDC) (Updated 2021) Safety Precautions When Using Electrostatic Sprayers, Foggers, Misters, or Vaporizers for Surface Disinfection During the COVID-19 Pandemic. Retrieved from https://www.cdc.gov/coronavirus/2019ncov/php/eh-practitioners/sprayers.html [4] US Environmental Protection Agency (EPA) (2021) Protocol for Room Sterilization by Fogger Application. Retrieved from https://www. epa.gov/pesticide-registration/protocol-roomsterilization-fogger-application

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 45

Health&WELLNESS

HEALTH-RELATED COMPONENTS OF PHYSICAL FITNESS Jeff Casebolt

W

hen taking a firstsemester Physical Education class as a major there are two lists often introduced that become the backbone of understanding physical fitness: 1. Health and 2. Skill Related Components of Physical Fitness and will focus on this and subsequent discussions.

Under the heading Health-Related Components of Physical Fitness, you have the following subcategories: 1. Cardiovascular Endurance, 2.

Muscular Strength, 3. Muscular Endurance, 4. Body Composition, and 5. Flexibility … and for Skill Related Components of Physical Fitness, the list is comprised of the following: 1.

Agility, 2. Balance, 3. Coordination, 4. Quickness/Reaction Time, 5.

Power, and 6. Speed/Velocity. Taking into consideration these two lists and a basic understanding of human nature, my suggestion is to focus your initial efforts on modifying only one or two components until you or the firefighters you are training to develop a command of the intended lesson.

Armed with the knowledge that your firefighter is coming to you with a developed appreciation for their chosen profession and a fair amount of previously developed skill, the above information, and a closer examination of Health and Skill Related Components of Physical Fitness ­— Muscular Strength should be considered as one of the first components to be addressed, given the positive influence on each of the other components. When I was a young trainer, first starting in the fitness industry, given the importance of the cardiopulmonary system and heart as a muscle, my focus was to improve Cardiovascular Endurance first and then gradually address the remaining components thereafter.

However, it was more than twenty years ago when I gradually started questioning everything I knew about my responsibilities for properly conditioning athletes in the service industry. In my mind, everyone in my weight room trains as an athlete.

It was then, I compared training for Cardiovascular Endurance and Muscular Strength as a starting point when working with individuals who engaged in physically demanding jobs as a career. Training for Muscular Strength gradually started to make the most amount of sense as the first component to “install” when conditioning firefighters; because of the positive influence increased strength plays on all the other components on the Health and Skill Components of Physical Fitness lists.

The influence of developed Muscular Strength on Cardiovascular Evidence is well documented as of late and better understood today, than say, 25 years ago. What we have learned is the increase in Muscular Strength improves the metabolic pathways at the local – muscular – level, which has shown to play a positive role in improved Cardiovascular Endurance with significant increases in Lactate Threshold and VO2 max, even among highly trained endurance athletes, which is one of the main reasons you have seen a trend towards increasing anaerobic workload for a continuum of athletes – endurance to ballistic. In fact, what we know today is too much time spent conditioning athletes on the aerobic end of the continuum the ballistic properties associated with athleticism among power athletes may be negatively affected in both the short- and long-term development.

In fact, we now know that even for endurance athletes looking to spend time in the weight room – the high repetition, low load model without reaching momentary volitional fatigue (MVF), appears to be too much-added stress and the increased volume potentially leads to overtraining. The result is what has been termed the Interference Effect, which loosely translates to too much “repetition or time” spent stimulating the working muscles with a similar stimulus resulting in overtraining or inefficient running economy.

Even though many endurance athletes, still today, tend to gravitate towards low resistance with high volume strength training – research suggests, and anecdotal evidence supports that endurance-based athletes who minimize time spent in the weight room while maximizing effort-based training will experience improved running economy and decreased time per distance with a similar effort. If Muscular Strength development works well for the endurance athlete on the aerobic end of the continuum, then we absolutely need to consider and explore the power of the ballistic athlete.

Muscular Strength and Muscular Endurance – also known as Repetition Strength - are more closely related, based on almost every piece of literature I could get my hands on, and further supported by anecdotal evidence than believed or accepted when I first started in this profession.

There is a positive correlation between Muscular Strength and Muscular Endurance – in other words, Muscular Strength and Muscular Endurance typically increase at a similar rate, with genetics and strength training years accounting for any major differences noted in the data. Traditionally,

46 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

load-based strength training takes precedence in today’s weight rooms when programming strength training; however, how closely you can train an athlete to MVF and allow for proper recovery: 1. Sleep, Hydration, and Nutrition – makes more of a positive impact when developing strength long-term. There appears to be little difference in strength development among our athletes with MVF training for repetitions between 5-20 … when weightlifting is not a primary sport. Another point that needs to be mentioned and briefly discussed here is the amount of muscle damage induced by stress placed on a contracting muscle … in other words, how many reps or sets are needed for the athlete to cross the “magical or mythical” threshold to strength development. The answer is going to be slightly different for every athlete, but research supports if correctly executed one set to MVF is all that is necessary. However, this is not always conducive, especially if the firefighter is on-duty at the time of the lifting session and a call comes in.

Therefore, my recommendation would be to induce fatigue with intentions of recovery based on the amount of time needed post- strength training session for full “bounce back.”

Research suggests that one set to or near MVF is enough taxation to stimulate the neurological systems without excessive muscle damage; therefore, Muscle Strength and Endurance are increased through the preservation of the neuromuscular interaction, improved pennation angle, and tensile strength of the muscle and supporting connective tissue.

Training for Muscular Strength with decreased angular momentum through a full range of motion (ROM) in all available planes of motion will increase flexibility, ROM of the joint, and result in improved mobility when movement skills are included in your athletes’ training programs. The current research suggests controlled strength training – minimizing angular momentum about the joints of action is equivalent at minimum or preferred for increasing ROM when compared to static stretching. Loading the neuromuscular systems through the intended ROM under control without compromising good strength training “technique” stimulates the sensory feedback loops “convincing” the body that you are intent on moving in the desired pattern and will start to “release” the tissue: connective and muscle – for improved ROM. The result is an increase in developed strength and flexibility which along with skill development the result becomes an opportunity for improved dynamic stability – to be discussed in

greater detail when addressing Skill Related Components of Physical Fitness. Therefore, strength training has been proven to be just as effective, if not more so, than static stretching for maintaining or improving joint flexibility.

As Muscular Strength is consistently used over time, muscle density – tensile strength of the tissue due to stress and myofibril response of the muscle – is improved. As a result, lean body tissue in the form of muscle, bone, and connective tissue is increased, and the composition of the body is more likely to remain in what would be considered the “healthy” zone when body composition is analyzed. This point is more mainstream today, but years ago during the aerobics era of exercise, many people spent hours on cardio equipment or jogging endless miles to maintain a body profile recommended to play their chosen sport. In addition, we now know that the preservation of muscular strength to bodyweight ratio is an important variable, often overlooked, when working with individuals who participate in physically demanding occupations, such as those working in our fire departments. Furthermore, we now know from scientific evidence and years of trial and error that long-term, excessive Cardiovascular Endurance training can interrupt muscle quality, density, protein synthesis, and strength development.

In conclusion, by choosing to focus my efforts on Muscle Strength development knowing the interdependence of the other four components of physical fitness I am better able to prepare my athletes for injury minimization by reducing overtraining, simplifying the process, maximizing recovery time, and with added skill development help develop superior athleticism.

Jeff Casebolt has been associated with the fitness industry since 1991 working as a personal trainer, strength and conditioning coach, corporate fitness coordinator prior to going back to school to work on a Ph.D. in Biomechanics and as a professor. Jeff’s research interests include increasing function with strength training across all ages, occupations, and abilities, lower body power development, injury mechanisms among athletes and occupations, and fall prevention among the elderly. In addition, Casebolt is associated with Dynavec Resistance Systems and the Fire Fit Trainer assisting with research, development, marketing, and sales.

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Missions RESCUE

The Guatemala Connection: A DOOR IS OPENED

W

David Pease

e are ready to secure our tickets and wait to board the plane at RDU. Everything looked good until we found out I had submitted an incorrect name for my Captain, and things did not match his Passport.

Things got a little squirrely, and time was running out to the board. I stayed with him regardless that he wanted me to board, whether he made it or not. I will never leave anyone behind.

Finally, he got his new corrected ticket, and off we went. His big concern now was if his bag would make it. We got to Atlanta quickly, then off to Guatemala City. To give you a heads up, this training was for the military rescue personnel; we didn’t bring in the firefighters until the next trip.

We land at Guatemala airport. It’s a small terminal and coming in was an experience. The pilot must drop the plane in front of the volcano. We taxied up and then departed the plane into the terminal. Back then, there were only a few flights each day, so there was not a lot of air traffic.

We were met by the military in the terminal and were told to give our passports to one of the Officers. Not something we were keen on. He came back shortly with all of them stamped and cleared. We then moved right on in and to the baggage pick up. All was good with only one exception; my Captain’s bag was not there. He figured he would never see it again, which put a damper on things. We already had several appointments to make, and our jumpsuits were in our bags, as was his. We had never met Silva Ayuso, but she was the person from “Paramedics for Children” we had coordinated everything through down there. We told her about the baggage not making it, and she said she would handle things.

They loaded us all in a deuce and a half, and we were off to the small army base at the other end of the airport. We have two escort trucks with armed military personnel with us. We unloaded our stuff in the barracks, got the donated rescue truck, and went to the defense Ministry. The rescue truck was donated to the military “Rescate” and was going to be shown along with a ceremony at the Ministry of Defense. We got there, and of course, lots of pictures were taken.

Our Captain had to stand in the back since he did not have his jumpsuit. We made a couple more stops, then back to the base. We arrived at the barracks, and it was

time to settle in with our stuff and see how we could work out logistics for the training. We had about 60 personnel to train, so now it was time to see how to make that work. Also, much to our surprise and the surprise of our Captain, his luggage was in the middle of the barracks floor. We soon realized how much an ally Silva was going to be.

Being this was our first time in Guatemala, we had no clue how things would work logistics-wise. We are so used to having everything we need to train with, which was so not the case there. We had planned on running four stations with four groups.

Each group would then rotate each day through a station. We planned on two rope stations and two extrication stations. The rope stations were not going to be hard to set up. We had sent down ropes and some hardware, and it only took finding some good locations. Trees and buildings were not hard to find at the base. The extrication stations soon proved to be a different matter, especially when your Spanish is like mine. We planned to do a stabilization station, along with an extrication station. When I asked about the logistics, I was told we had one vehicle. This is not what I wanted to hear. For the stabilization station, one vehicle would work. For the extrication station with hand and power tools, not so much. After much scrambling around, we could pull together two more vehicles to stretch out for the week. However, we did have to go to another small base location to run these stations.

Traveling in Guatemala City is not a fast thing that happens. We also had the two pickup trucks with armed military guys watching over us. The good thing is we made it all happen.

Training went quite well, considering it was something new to them and us.

The Guatemalan people are proud people but also the nicest folks you will ever meet. Having never been there before this mission trip, I had no clue what to expect. They treated us like royalty and celebrities. When we finished the classes on Friday, we had planned to give them all the printed T-shirts we wore each day. We tried to pair the sizes up with the students, but our military interpreter told us not to worry about that. Instead, they had us autograph the shirts and planned to hang them on the wall. The Guatemalan folks are very ceremonial, but many of them are descendants of the Mayan Indians.

They had a very nice opening ceremony on Monday morning for us, and then another closing ceremony on Friday. The instructors were

awarded nice certificates and given nice handmade gifts.

We didn’t spend all our time teaching, though. Being that they really wanted to show us around, and that could only be done in the evenings, as we taught all day, rest sometimes escaped us. They took us to the small range and let us shoot their Israeli Galil 556 rifles. They took us on a ride on their Vietnam-era troop carrier, did some rappelling on the tower (see pic), took us to the jump school and let us come off the jump tower in WW2 training harnesses, and to the Navy Base for a boat ride. I had soup at the Navy Base with a fish head looking at me. But, I will say, David, did not eat him. The fresh coconut drilled out and strawed at the jump base was good, though.

We did get to eat out at the local Hooters, with the parking lot completely guarded. An experience all in itself. They cooked us steaks on Friday night at the base and had music to dance to. For my first time down there, it was an experience of a lifetime. There are many stories to be told, but you need to ask me because they won’t be in this article. I left there

with one of the most gratifying feelings I have ever had, as did my entire crew of Instructors. We left completely humbled by what they were able to accomplish with so little to work with and how we are so spoiled here to have almost whatever we need. The drive and dedication that these men and women possess are remarkable.

Something you rarely see here in the states. It was this trip that put us on a journey to send donated equipment and continue to try and train all the folks we can there.

Not to get ahead, as there is much more to tell, and it will be forthcoming.

Things have moved forward there in good ways, as we have been working with them since 2008. The Lord put this whole thing in my lap, something I never saw coming. It opened a door that has changed my life in a good way as I continue the path of helping others. Stay tuned, as there is a lot more to come.

If you are interested in helping in this worthwhile mission, email me at reds100@aol.com.

David Pease, Chief

The Reds Team

SUPPORT SOLDIERS & FAMILIES

with the Griffon Association’s Annual Golf Tournament

Your sponsorship, product or monetary donation, or registration to play in the tournament itself all help make it possible to provide: • Financial help for families of deployed Soldiers • Assistance to Soldiers injured during duty • Scholarships for Army Reserve Soldiers and families

SEPTEMBER 26, 2022 | PINE ISLAND COUNTRY CLUB | CHARLOTTE, NC Visit Visit:https://www.kci-mediagroup.com/the-griffon-golf-tournament/ https://www.kci-mediagroup.com/the-griffon-golf-tournament SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 47

North Carolina

FIRE STATION PROFILE Type Department: Career Structure: Council/Manager/Fire Chief

Barnaby Raikes, Lindsey Glover, Bill States, Amy Pollard

ISO: 2

Other Officers: 7 Safety/Training Officers, 25 Captains, 27 Lieutenants

Number of Stations: 12

Number of Members: 293

Number of Apparatus: Pumpers: 9 | Aerials: 5 | Specialty: 3

Address: 100 Court Plaza, Asheville, NC 28802

Do you provide EMS? Yes What type: BLS ALS FR

Web site: www.ashevillenc.gov/fire

Specialty Operations: (list all) Hazmat, Rescue, Wildland, RIT Annual Budget: $36 Million Area Covered Square miles: 45 Population: 95,000 Total Runs: 11,000 Chief: Scott Burnette Chief Officers: Chris Budzinski, Mike Coggins, Kelly Hinz, Patrick Crudup, Wes Rogers, Jeremy Knighton, Shane Mackey, Shane Valliere, Adam Wilson, Clint Brown, Adam Hoffman, Bjorn Larson, Nathan Miller, Rich Rauschenbach, Nathan Rogers, Erik Stalte,

Phone: 828-259-5636 Community Outreach: Citizens Academy, Summer Camp, Growth through Opportunity, Firefighters for Literacy, collaboration with community college and high schools for fire programs Top Two concerns in your community: Infrastructure and service demand What are you doing for fundraising?

We are funded through our tax base.

What upgrades will you make in your department this year? We are placing a tractor-drawn rescue apparatus in service and opening station 13.

What special hazards or unique

South Carolina

FIRE STATION PROFILE Type Department: Career

Officer, 3 Captains, 12 Lieutenants

ISO: 2

Number of Members: 43 Paid: 43

Number of Stations: 4 Number of Apparatus: Pumpers: 4 | Aerials: 2 | Specialty: 2 Do you provide EMS? First Response What type: BLS ALS FR Specialty Operations (list all): Fire, Haz Mat, Technical Rescue, Water Rescue

Address: 205 N Limestone St, Gaffney, SC 29340 Web site: www.gaffneyfire.com Phone: 864-487-8516

Population: 19,500

Community Outreach: Our department is constantly in our community.

From providing fire and life safety inspections, and free smoke alarm installations, to numerous public education events we pride ourselves on being a part of the community that we serve.

Total Runs: 2,246 Fire: 962 EMS: 1284

Top Two concerns in your community:

Chief: Jamie Caggiano Chief Officers: Battalion Chiefs Chris Weaver, Lee Echols, David McDaniel

Fire Safety: Like many others, we are constantly trying to find ways to reduce the number of fire deaths and fire-related injuries within our area.

Other Officers: Fire Marshal, Training

Hazmat concerns: We have a lot of

Annual Budget: $3,760,115 Area Covered Square miles: 45

48 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

City of Ashville Fire Department Buncombe County, NC businesses in your community?

1920s era architecture and fire protection systems, Grove Park Inn, which is an Inverted high rise, Biltmore Estate What problems in your department would you like feedback from others? Increased service demand with limited resources

firefighter safety and consistency in incident mitigation. We have increased staffing to always have a minimum of four firefighters on our engines and ladders. We have focused on our firefighters’ physical and behavioral health using the Resilient Mind program, embedded behavioral health clinicians, and cancer prevention initiatives.

List anything With the challenges else you are of locating housing proud of and in the area, the would like the department has readers to collaborated with know about.

AB Tech to provide Are you doing temporary housing anything to firefighters until special in Chief Scott Burnette a more permanent Recruitment, solution can be Retention, or made. As a result, anything unique other departments trainees can have some housing could benefit from? stress removed before entering the We have implemented the Blue Card academy. incident command system to increase

City of Gaffney Fire Department Cherokee County, SC

industries, railroads, and interstate highways with the hazardous material.

We work every day to ensure we are capable to handle these types of materials if an incident was to occur.

What are you doing for fundraising?

Our department operates off tax revenue.

We do receive donations throughout the year from businesses, industries, and grants but we do not actively fundraise.

department works with our City Council and City Governments to ensure that we receive the funding to make sure that we are prepared for any emergency that may arise. This includes hazardous material responses, technical rescues, and others.

What special hazards or unique businesses in your community?

Our department covers a vast array of things. From farmland, over 10 miles of Interstate, large industrial buildings, Chief Jamie Caggiano to large residential neighborhoods. The Gaffney Fire Department is also first due to the industry with the largest storage of anhydrous ammonia on the What upgrades will you make in your east coast. department this year? Each year our

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IFC= Inside Front Cover; IBC= Inside Back Cover; BC=Back Cover

A-B TECH COMMUNITY COLLEGE

23

FIRE CONNECTIONS, INC.

IBC

ACELA TRUCK COMPANY

9

FIRE HOOKS UNLIMITED, INC.

20

AEST SAFETY

13

FIRE STATION OUTFITTERS

26

AIR CLEANING SPECIALISTS, INC.

31

ANCHOR-RICHEY EVS, INC ATLANTIC EMERGENCY SOLUTIONS, INC.

21, 51 IFC, 12, 27, 50

FIRST CHOICE FIRE & SAFETY, INC.

19

GERALD JONES FORD, INC.

32

JW FISHERS

5

BLANCHAT MANUFACTURING

33

BOBBITT DESIGN BUILD

34

KEISER UNIVERSITY

29

BULLDOZERFIRE, INC.

22

KIMTEK CORPORATION

20

CITY OF CHARLOTTE – CCPA

25

KRAH HEALTH SOLUTIONS

44

CIVIC FEDERAL CREDIT UNION

BC

MAGNEGRIP GROUP, INC.

20

CODE 3 INSURANCE, INC.

29

MED CENTER AIR / ATRIUM HEALTH

30

MIDWEST FIRE APPARATUS

18

MOUNTAIN TEK

22

COLUMBIA SOUTHERN UNIVERSITY 36

Advertiser INDEX NEWTON’S FIRE & SAFETY EQUIPMENT, INC.

15

NORTH CAROLINA ASSOCIATION OF RESCUE & EMS

30

NORTH CAROLINA STATE FIREMENS ASSOCIATION (NCSFA)

35

NORTH GREENVILLE FITNESS & CARDIAC REHAB

17

PEACEFUL ROADS

41

ROLLNRACK, LLC

28

ROWAN-CABARRUS COMMUNITY COLLEGE

28

SEAARK BOATS SAFE AIR SYSTEMS, INC. SAFE RESCUE

11 40 8

STEWART COOPER NEWELL ARCHITECTS

38

SYNTEX INDUSTRIES

23

D.R. REYNOLDS COMPANY, INC.

36

DAVIDSON-DAVIE COMMUNITY COLLEGE

31

NAFECO

24

THIS END UP FURNITURE COMPANY

39

FAYETTEVILLE TECH COMMUNITY COLLEGE

37

NATIONAL ASSOCIATION OF FIRE INVESTIGATORS (NAFI)

37

TLC TRI STATE LAUNDRY COMPANIES

39

This index is provided as a service. The publisher does not assume any liability for errors or omissions.

Crossword ANSWERS

ENJOYING THE CAROLINA FIRE JOURNAL?

We publish this journal to serve the first responders who serve us in our communities, and we always appreciate feedback from our readers. Drop us a line and let us know your thoughts and any suggestions you might have.

You can visit us online at carolinafirejournal.com, or facebook.com/carolinafirejournal and send us a message. We would love to hear from you and we look forward to finding new and better ways we can serve you. As always, we thank you for your service to us.

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 49

New DELIVERIES

Glenwood Volunteer Fire Department Pierce Freightliner Tanker with Cummins B6.7 360hp engine; 2100 Gallon Water Tank, Waterous CXPA 1250 GPM Single Stage Pump, 28” side control pump house. Delivered by Atlantic Emergency Solutions

Rolesville Fire Rural Fire Department (Wake County) Pierce Enforcer Heavy Duty Rescue with Cummins L9 450hp 1250 lb-ft w/OBD engine; 26” extended “Chicago” style front bumper, Alison 5th Gen 3000 EVS P w/Prognostics, HiViz LED Lighting, Onan 25kW Single Phase PTO Generatorgallon water tank, (2) Akron Monitors. Delivered by Atlantic Emergency Solutions

Rolesville Fire Rural Fire Department (Wake County) Pierce Enforcer Pumper with Cummins L9 450hp 1250 lb-ft engine; 22” extended “Chicago” style bumper, 52” Side Control Zone Pump House, Waterous CSU 1500 GPM Single Stage Pump, 1000 gallon water tank Delivered by Atlantic Emergency Solutions

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Calabash Fire Department Pierce Arrow XT 100’ Ascendant Aerial Tower with DDC DD13 505hp 1750 lb-ft engine; 67” cab, 42” side control zone pump house, Hale DSD 1500 GPM Single Stage Pump, 300 gallon water tank, (2) Akron Monitors. Delivered by Atlantic Emergency Solutions

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Little Swift Creek Fire Department Pierce Freightliner M2-106 Tanker Tandem with Cummins L9, 360hp engine; 3000 Gallon water tank, Waterous CXPA 1250 GPM Single Stage Pump, 28” Side Control pump house, Zico Quic-Lift PTS-HA Hydraulic Tank rack. Delivered by Atlantic Emergency Solutions

Wake County NC Pierce Freightliner M2-106 Tanker with Cummins L9 330hp engine; 42” side Control pump house, Waterous CXPA 750 GPM Single Stage Pump, 2000 gallon water tank. Delivered by Atlantic Emergency Solutions

Maple Hill Volunteer Fire Department Pierce Saber FR Pumper with Cummins L9 380hp 1150 lb-ft w/OBD engine; 1000 gallon water tank, Hale DSD 1500 GPM Single Stage pump, 19” extended bumper, 60” cab with 10” raised roof.

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Buies Creek Fire Department Pierce Freightliner M2-106 Tanker with Cummins B6.7 360hp engine; 2100 Gallon water tank, Waterous CXPA 1000 GPM Single Stage Pump, Allison 3000 EVS w/(2) PTO Provisions. Delivered

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Mountain View Volunteer Fire Department Pierce Saber FR Pumper with Cummins L9, 450hp, 1250 lb-ft w/OBD engine; 41000 gallon poly water tank, Waterous CMU 1500 GPM Two Stage pump, Husky 3 Single Agent Foam System, 19” extended front bumper.

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Collettsville Fire & Rescue Pierce Saber FR Pumper with Cummins L9, 450hp, 1250 lb-ft w/OBD engine; 1000 gallon poly water tank, Hale QMAX-150 1500 GPM Single Stage Pump, Husky 3 Single Agent Foam System, New York Style Hose Bed. Delivered by Atlantic Emergency Solutions

50 | CAROLINA FIRE RESCUE EMS JOURNAL | SUMMER 2022

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New DELIVERIES

Fairfield Mountains Fire Department Remount customers tank, pump and body on a new chassis — Freightliner Conventional Chassis M2 106, Cummins L9 350EV HP engine; New Graphics, Automatic Chains, Modify crosslay area, Install new FRC, Install new FRC Throttle Xcel Engine Throttle Delivered by Anchor-Richey EVS

Warsaw Fire Department 12 ft. Dry Rescue with Chevrolet 6500 4x4 Diesel chassis; Custom equipment mounting, Custom paint, Pullout tray, tool boards, coffin boxes, Air Pack Seats, Winch System, Extendable Scene Lights Delivered by Anchor-Richey EVS

Caldwell Fire Department 4Guys Fire Trucks Spartan chassis with Cummins L9 engine; 1000 gallon Poly Pro water tank, Hale QMAX 1750 GPM, low hose bed, through the tank hard suction storage with low level strainer, Hi-Vis 360 degree LED scene lighting, all rear discharges plumbed to the rear, custom paint by 4Guys Fire Trucks Delivered by First Choice Fire & Safety

White Cross Fire Dept.

4Guys Fire Trucks Spartan chassis with Cummins L9 450 engine; 1000 gallon Poly Pro water tank, Waterous 1750 GPM pump, EMS compartment exterior and interior access, transverse chassis compartment, cauffin compartment storage, front suction Delivered by First Choice Fire & Safety

Saulston Vol Fire Department 4Guys Fire Trucks Tanker with Kenworth chassis; 2000 gallon Poly square tanker water tank, Hale QMAX 1500 GPM, hand built pump panel for compact design, integrated hard suction storage with drop tank, custom wheel well storage, stainless steel body with 30 year warranty, custom paint by 4Guys Fire Trucks Delivered by First Choice Fire & Safety

Dana Fire Department 4Guys Fire Trucks Mini Pumper; Hale 1000 GPM 300 gallon water, 10 gallon integrated foam tank, custom stainless steel body design based on dept operational needs, custom built pump house with dual crosslays and deck gun, Hi-Viz Fire tech Ford Chassis Grill insert, custom built storage behind driver and officer chassis seat.

Delivered by First Choice Fire & Safety

NEW DELIVERIES? The First Responder’s Resource

Newdale Volunteer Fire Department Freightliner M2 106 with Detroit DD8 375 HP engine; Darley PSP 1250 PTO Pump and APR, Polypropylene, 1250 gallon Water Tank; All-Poly® Tank and Body Construction, “Sweep Out” Style Compartments, Roll Up Doors, Door Activated, Lighted Folding Steps and Grab Rails, DOT Lighting.

Delivered by Midwest Fire

Email advertising@carolinafirejournal.com for instructions on how to submit your new deliveries to be published in the Carolina Fire Rescue EMS Journal.

SUMMER 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 51

New DELIVERIES

Franklinton Volunteer Fire Department E-One Cyclone II Tanden Tanker with Cummins X12 500hp engine; 2530 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, 10” Jet Dump, Side Dumps, Cameras @ All Dumps, Dynalastic Suspension, Dual Ladder/Dump Racks Delivered by Fire Connections, Inc.

Belfast Volunteer Fire Department E-One eMax Rescue Pumper with Cummins L450hp engine; 780 Gallon Poly Water Tank, Darley 1500 GPM Pump, Space Saver Fill Station, Cab Exterior Med Cabinet Rolling Hosebed Cover, Custom Poly Trays, Hydr. Tools Delivered by Fire Connections, Inc.

Wade Fire Department E-One Typhoon eMax Pumper with Cummins L450hp engine; Darley 780 Gallon Poly Water Tank, Hydraulic Tools in Bumper, Cribbing Compt., Ruto Ray, Mers Lights, winch receivers Delivered by Fire Connections, Inc.

West Edgecombe E-One Commercial Rescue Pumper - Top Mount with Freightliner MZ112 Chassis and Cummins 450hp engine; 1030 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Full Depth Compartments, Dual Overhead Ladder Rack, Smart Foam System Delivered by Fire Connections, Inc.

Wrightsville Beach Fire Department E-One HR 100’ Single Axle Quint with Cummins L450hp engine; Waterous S100 300 Gallon 1500 GPM Poly Water Tank; Total Wireless Aerial Controls, 11’ Jack Spread, Flir Thermal @ Tip Stacked Speedlays Delivered by Fire Connections, Inc.

Tarboro Fire Department E-One Typhoon Custom Pumper with Cummins L450hp engine; 530 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Poly Trays - Rear Hosebed, 3,4 Side Body Delivered by Fire Connections, Inc.

Rockingham Fire Department E-One AFT 5003 Rescue Pumper with Cummins L450 hp engine; 1030 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Stainless Body, Full Depth Driver Side, Ladder Tunnel, Hi-viz Scene Lights Delivered by Fire Connections, Inc.

Raft Swamp Volunteer Fire Department E-One Typhoon Rescue Pumper with Cummins L450 hp engine; 1030 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Front Bumper Storage, Hi-Viz Scene Lights, Will-Burt Light Tower, Rolling Hosebed cover Delivered by Fire Connections, Inc.

Spruce Pine Fire Dept.

E-One Commercial Tanker / Freightliner with ISL Cummins 450 hp engine; 2000 Gallon Poly Water Tank, Hale DSD 1500 GPM Pump, Side Crosslays, < 26’ OAL, Drop Tank Rack, Pump Under Tank Delivered by Fire Connections, Inc.

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Sales@fireconnections.com

Fire Connections, INC 2520 N. Wesleyan Blvd.

Rocky Mount, NC 27804

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MANAGING FIRE SERVICE NEEDS. Your department, supported for success.

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