Carolina Fire Journal | Vol. 38 No. 2 | Fall 2022

VO LU M E 3 8 | N U M B E R 2 | FA L L 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

The First Responder’s Resource

THE FIRST RESPONDER’S RESOURCE

JOIN US FOR A HARD LOOK INTO WILDLAND FIRE ISSUES AND TOPICS SPECIFIC TO THE CAROLINAS

CONTENTS VOLUME 38 | NUMBER 1 | FALL 2022

FEATURES SPECIAL FEATURE SECTION: Wildland Fire 2

WILDLAND FIREFIGHTING APPARATUS

DAN CIMINI, RETIRED SC FIRE CHIEF

4 7

FORESTRY COMMISSION WILDLAND FIRE

9

IS YOUR COMMUNITY WILDFIRE READY?

POPCORN PERSISTENCE! KEN FARMER, NH FIRE ACADEMY

ALLOW US TO RE-INTRODUCE THE NORTH CAROLINA FIREFIGHTER CANCER ALLIANCE ANGIE BELL, NC FIREFIGHTER CANCER ALLIANCE

Equipment Purchasing

FIRE RETARDANT – EVOLVING TO MEET THE CHALLENGES PRESENTED BY LONGER, MORE INTENSE WILDFIRE SEASONS ROBERT HAND

The Station House 19

26 WHY DO WE PUBLICLY CRUCIFY EACH OTHER?

AARON DIX, EXEC. DIRECTOR, SCEMS

Missions Rescue

Safety & Prevention

Safety & Prevention

16

R.B. Knight Publisher rb@baxterknight.com

WILDLAND — FIRES, FRIENDS, FORESTRY, FUEL, AND FOES

DEPARTMENTS Barnyard Management

14

EMS

DOUGLAS E. WOOD

JOSH VAN VLACK, OPERATION CHIEF LARAMIE COUNTY AUTHORITY

12

STAFF

27 THE GUATEMALA CONNECTION: BACK AGAIN

DAVID GREENE, FIRE CHIEF COLLETON COUNTY RESCUE

STATIONS NEED STORAGE KEN NEWELL, AIA, LEED AP BD+C

Homeland Security Science & Technology

22 STRONG RELATIONSHIPS WITH FIRST RESPONDERS ARE AN INVESTMENT IN R&D

Update from the NCSFA

24 COMPROMISE AND CONCILIATION AMID IMPERFECTION

TIM BRADLEY, EXECUTIVE DIRECTOR, NORTH CAROLINA STATE FIREFIGHTERS’ ASSOCIATION

DAVID PEASE, REDS INSTRUCTOR

Tim Bradley — Executive Director, NCFFA Dan Cimini — Former Fire Chief, Surfside Beach Fire Department Doug Cline — Assistant Chief of Professional Development with Horry County Fire Recue

DOUG CLINE, ASSISTANT CHIEF OF PROFESSIONAL DEVELOPMENT WITH HORRY COUNTY FIRE RECUE

Aaron Dix — Director, SCEMS Ken Farmer — NH Fire Academy Dale Folwell — NC State Treasurer

EMS

Dan Glucksman — Senior Director, Policy, ISEA

MEDICAL DIRECTOR UPDATE 2022

David Greene Ph.D — Ph.D Chief, Colleton County Fire Rescue

DR. JAMES WINSLOW, MEDICAL DIRECTOR, NC OFFICE OF EMS

Melissa Kim — Director of Research & Development, Perimeter Solutions

Air & Surface Decontamination 32 RISK MANAGEMENT FOR YOUR OWN SANITY

David Pease — REDS Instructor Mark Rivero — Public Safety Management Programs, S. Illinois University

Retirement Planning

Josh Van Vlack — Operations Division Chief, Laramie County Fire Authority

34 TIMING IS EVERYTHING

James Winslow — NC EMS Director

DALE R. FOLWELL, CPA | STATE TREASURER OF NORTH CAROLINA

Bill Webb — Ex. Director Congressional Fire Services Institute

Leadership

Douglas Wood — Senior Director for Policy, International Safety Equipment Association (ISEA)

MARK A. RIVERO ED.D, PUBLIC SAFETY MANAGEMENT PROGRAM, S. ILLINOIS UNIV.

EXTRAS 37 New Deliveries

Beth Krah — Krah Corporation Ken Newell — Stewart-Cooper-Newell Architects

BETH KRAH, KRAH CORPORATION

BILL WEBB, EXEC. DIRECTOR CONGRESSIONAL FIRE SERVICES INSTITUTE

ADVERTISING

Angie Bell — NCFCA

30 SO WHAT DOES IT TAKE TO HAVE SUCCESS?

36 WHO’S WILLING TO BE OUR FUTURE LEADERS?

Bill Ellis Art Director advertising@carolinafirejournal.com

EDITORIAL BOARD

Leadership

Update from Capitol Hill

Trudy H. Schneider Business Manager trudy@baxterknight.com

Gwen Shuford gwen.shuford@carolinafirejournal.com

DAN GLUCKSMAN, SENIOR DIRECTOR, POLICY, ISEA

35 GENERATIONS IN THE WORKFORCE

Gwen Shuford Managing Editor gwen.shuford@carolinafirejournal.com

Dick Murphy dick.murphy@carolinafirejournal.com

28 BEWARE SCBA LIFEEXTENSION OFFERS

31

The First Responder’s Resource

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

www.carolinafirejournal.com FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 1

WILDLAND FIREFIGHTING APPARATUS Dan Cimini

F

irefighting apparatus have advanced throughout the last four centuries allowing fire departments to purchase equipment more specialized and designed to fit certain applications.

The National Fire Protection Association (NFPA) Standard 1901 is the Standard for Automotive Fire Apparatus, which classifies vehicles by type and function. It was developed to create universal fire truck standards and terminology to help fire departments find an apparatus that will fit their needs.

NFPA 1906 is the Standard for Wildland Fire Apparatus

1 apparatus can be equipped to carry 4 to 6 firefighters and carry many different types of specialized equipment dependent on the department’s needs.

FIRE ENGINE TYPES AND CLASSIFICATION

TYPE OF WILDLAND FIRE ENGINES Type 3, Type 4, Type 5, Type 6, and Type 7 engines are considered “wildland engines” or “brush trucks.” These are vehicles that respond to wildfires and are capable of driving in rough terrain to respond to a fire or rescue. Wildland engines are specially designed to allow pump-and-roll operations.

Type 1 Fire Engine

Commonly referred to as a structural engine and is the most common type of fire apparatus in use today. Populated areas depend on a Type 1 fire apparatus, which carries anywhere from 500 to 1000 gallons of water. In addition, Type

Type Fire Engine 2

A Type 2 fire Engine features many of the same specifications and tools as a Type 1 fire engine. They are the typical truck used in suburban areas. Commercial chassis apparatus is more compact but still holds the same amount of equipment as Type 1. Type 2 engines can be equipped to carry 2 to 4 firefighters or more and carry many different types of specialized equipment dependent on the department’s needs.

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Type 3 Fire Engine

Type 3 has a maximum gross vehicle weight rating (GVWR) of over 26,000 lbs. The minimum number of personnel a Type 3 must carry is 3. Type 3 brush trucks are required to have a minimum of 500 US gallons of water and pump 150 US gallons per minute at a pressure of 250 psi. Type 3 and Type 4 often look like one another. However, the biggest difference is their minimum personnel and tank capacities.

Type 4 Fire Engine

Type 4 Wildland engine is like a Type 3 but with very important differences. Type 4 has a maximum gross weight of 26,000 lbs., but it is equipped with a smaller pump and less hose for a larger 750-gallon tank. The 4 Type standard of pumping is 50 GPM at a pressure of 100 psi. The minimum number of personnel a Type 4 must carry is 2.

Type 5, Type 6, and Type 7 Fire Engine

Types 5, 6, and 7 are usually built specifically for the department’s needs. These vehicles are typically

4-wheel drive pick-up trucks.

These units are often seen in both wildland and suburban settings.

They have a much smaller configuration than a typical Type 3 or 4 engine. The smaller body allows the department to carry 50 to 400 gallons of water with the maneuverability and accessibility that the Type 3 or 4 do not.

Types 5, 6, and 7 are used heavily for the initial fire suppression response, and their GVWRs are rated in order from 26,000 lbs. in Type 5 engines to 14,000 in Type 7.

The Type 5, 6, and 7 are designed to hold a minimum of 2 people and carry hose diameters ranging from 1 inch to 1 ½ inch.

Each type of engine has its own unique set of requirements to ensure optimal performance. To better understand wildland fire engine requirements, the following are the minimum requirements for each.

Type 3 engine requirements

• Minimum pump flow: 150 GPM •

at a rated pressure of 250 PSI Minimum tank capacity: 500 gallons

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• Maximum tank

capacity: 1,500 gallons

• Hose length:

1 ½ inch: 1,000 feet 1 inch: 500 feet Minimum number of personnel: 3 Maximum gross vehicle weight rating (GVWR): greater than 26,000 lbs.

n n

• •

Type 4 engine requirements

• Minimum pump flow: 50 GPM • • • • •

at a rated pressure of 100 PSI Minimum tank capacity: 750 gallons Maximum tank capacity: 1500 gallons Hose length: n 1 ½ inch: 300 feet n 1 inch: 300 feet Minimum number of personnel: 2 Maximum gross vehicle weight rating (GVWR): greater than 26,000 lbs.

Type 5 engine requirements

• Minimum pump flow: 50 GPM at a rated pressure of 100 PSI

• Minimum tank • • • •

capacity: 400 gallons Maximum tank capacity: 750 gallons Hose length: n 1 ½ inch: 300 feet n 1 inch: 300 feet Minimum number of personnel: 3 Maximum gross vehicle weight rating (GVWR): 26,000 lbs.

• Minimum pump flow: 50 GPM at a rated pressure of 100 PSI

• Maximum tank

1 ½ inch: 300 feet 1 inch: 300 feet Minimum number of personnel: 2 Maximum gross vehicle weight rating (GVWR): 19,500 lbs.

n n

• •

Type 7 engine requirements

• Minimum pump flow: 10 GPM • Minimum tank capacity: 50 gallons

• Maximum tank capacity: 200 • • •

gallons Hose length: n 1 inch: 200 feet Minimum number of personnel: 2 Maximum gross vehicle weight rating (GVWR): 14,000 lbs.

OTHER TYPES OF WILDLAND EQUIPMENT

Water Tenders

Water tenders carry large amounts of water ranging in size from 1500 gallons to as much as 8,000 gallons

Wildland dozers are specially designed construction equipment that is modified for wildland firefighting. They are used to cut fire breaks and clear large areas to decrease the burn area.

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These units are typically used by the forestry service on a large brush and wood fires.

Wildland fire fighting is a very specialized operation, and the equipment used is very different from the everyday structure firefighting operation.

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Besides the NFPA Standards, there are many agencies that have information on the various Wildland Apparatus, equipment, and standards, such as: • US Forest Service • National Interagency Fire Center • NWCG National Wildfire Coordinating Group • FEMA • NIMS It is important for fire departments to research these agencies before building specifications for a new purchase or retrofitting a vehicle to be used as a Wildland fire fighting vehicle.

Dan Cimini is the former

Fire Chief of the the Surfside Beach Fire Dept in South Carolina. He is past president of the South Carolina State Fire Chiefs' Association, the South Carolina Fire Service Joint Council, the Horry Georgetown Fire Chiefs' Association, and he received the honor of Chief Emeritus as a volunteer fire fighter at the Runnemede Fire Dept in Runnemede, New Jersey.

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Type 6 engine requirements

which are utilized in refilling the engines while they are working on the fire. Each type of apparatus plays a particular role based on the needs of the fire department.

The area of use will be a major factor in the type of vehicle that will be used to move the water to the fire and range from large straight tankers to tractor-trailers.

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ny forest fire, brush fire, grass fire, or any other outdoor fire that is not controlled and supervised is considered a wildfire.

These fires cause damage to the forest resource as well as to wildlife habitat, water quality, and air quality.

State forestry agencies are the leads for wildfire suppression on millions of acres of forested and agricultural land in the Carolinas.

To protect public safety and valuable forest resource, these agencies use highly trained wildland firefighters and specialized equipment and techniques. In cooperation with local fire departments, they suppress many thousands of fires every year.

Although structural firefighters and their wildland counterparts work in different “offices” and employ very different tactics, they are nonetheless brothers (and sisters) in arms, their bonds forged by the shared experience of and commitment to preventing and suppressing fire.

The firefighters who occupy the ranks of state forestry (and other natural resourcerelated) agencies know all too well the importance of their structure-centered brethren, especially in the South, as smaller local (often volunteer) fire departments are usually among the first on the scene to many of the region’s wildfires, large and small. In the southeast, response to wildland fires accounts for 25% or more of the total call volume for many rural fire departments.

The proliferation of local fire departments over the past 35 years, which naturally results in their closer proximity to the ignition points of most fires, wildland or not, has dramatically reduced the number and severity of wildfires in the same time frame. The number of all-career or mostly career departments, for example, increased 75 percent between 1986 and 2019.1 Likewise, while more than 6,700 wildfires burned nearly 40,000 acres in South Carolina alone in 1986, the state only experienced 1,361 wildfires that burned fewer than 8,000 acres in 2019.

Moreover, the Palmetto State has only had more than 2,000 wildfires in a single year once since 2011.2 Despite their special training in rugged, usually forested, terrain, wildland firefighters dispatched to wildfire calls are many times greeted by local fire department personnel who are already on the scene. This is a fortunate development, one that has resulted in fewer structures damaged, fewer acres burned, and fewer lives lost.

It has also naturally led to increased interaction between structural and wildland departments and personnel, creating opportunities for interdisciplinary training. Fire Management Officers

with the South Carolina Forestry Commission, for example, are available to conduct wildland fire-focused training for local fire departments, instructing them in wildland fire safety protocols, acreage estimation, and size-up, initial attack conventions, unified command protocol, and other integral aspects of working under the incident command system (ICS) framework.

In fact, local fire departments can request wildland fire training like this by contacting their state forestry agency or by making a formal request through the state fire marshal’s office.

WILDLAND-URBAN INTERFACE While the last 30+ years of statistics bear out the otherwise positive trend of fewer wildfires, the danger from wildfire, especially in the

4 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

Carolinas, has not abated. The population in the mountainous and coastal regions of both states continues to surge, creating new threats in a new frontier, the wildland-urban interface (WUI).

Although national headlines tend to feature wildfires threatening homes in California and other hot spots in the western United States, the WUI problem they describe is not exclusively a western phenomenon. The wildland-urban interface is defined as any area where homes and other development meet what was previously “wild land,” and there is a continuously growing contingent of people in the Carolinas who make their homes in this danger zone.

Booming growth in coastal communities and expansive urban sprawl in other metropolitan areas create more WUI land across the US South’s coastal plain, Piedmont and Blue Ridge regions every year. North Carolina, in fact, ranks No. 1 with respect to acres of WUI; more than 13 million of its 33.7 million acres of forested land are in this critical danger zone. The Tarheel State also ranks No. 4 in both the number of homes (52 percent) and the number of people (51 percent) within its WUI areas.3 Fire departments across the country are increasingly being called upon to respond to WUI fires, including brush, grass, and forest fires; the National Fire Protection Association reports that 46 million residences in 70,000 communities across the United States are at risk for WUI fires.4 When houses are built close to forests or other types of natural vegetation, they pose two problems related to wildfires. First, there will be more wildfires simply because of human ignitions, mistakenly or not.

Second, these wildfires will pose a greater risk to lives and homes, they will be hard to fight, and letting natural fires burn is not typically an available option. Wildfires in developed areas are tough to control, partly due to access and other issues. As development increases, lives and property are threatened as never before. All of this makes wildfire response in WUI areas more complex and requires

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constant communication between fire departments, forestry agencies, and other first responders.

The state forestry agencies in the southeast, along with the USDA Forest Service, worked to create an online tool that fire departments can use to visualize wildfire risk in their protected area.

This free tool, called the Southern Wildfire Risk Assessment Portal (SouthWRAP), uses maps, fuels data, and other information to illustrate areas within an area that have high, moderate, or low wildfire risk, allowing users to pre-plan for a response, determine where to target fire prevention efforts, and to support budget and grant requests.

Local fire departments across the South are encouraged to access this valuable resource. Visit https:// southernwildfirerisk.com and request access to the Professional Viewer.

VOLUNTEER FIRE ASSISTANCE GRANTS While the importance of local fire departments making it a priority to know and interact with their wildland counterparts cannot be overstated in terms of fighting a

fire, there can be material benefits associated with forging relationships with state forestry agencies as well.

Both the North Carolina Forest Service and the South Carolina Forestry Commission administer the USDA Forest Service’s Volunteer Fire Assistance (VFA) grants program. The VFA program offers 50/50 matching-fund grants to local fire departments that want to increase their firefighting capacity, especially for those departments serving communities in the wildland-urban interface.

Fire departments serving rural communities with a population of 10,000 or fewer residents are eligible for VFA grants.

The intent of the VFA grant is to help the rural volunteer fire departments meet the WUI challenge. Through financial assistance in purchasing wildland firefighting equipment and making necessary training available, rural volunteer fire departments can more effectively and safely assist their state’s forestry agency in dealing with wildland fires that threaten the rural developments and communities they serve.

ONLINE WILDFIRE/BURNING RESOURCES IN SOUTH CAROLINA Wildfire viewer The South Carolina Forestry Commission is one of the few state forestry agencies to offer a real-time, interactive map of all the current wildfires in the state.

Integrating live-feed dispatch data into a Geographic Information System (GIS) viewer, the map allows visitors to click on any fire to see the exact location and acreage of, as well as the number of responders to, all current fires. Visit https:// scfc.maps.arcgis.com/apps/dashboards/029f238b11e147149f783e6c9d9c447c to use this free tool.

Prescribed burn viewer The South Carolina Forestry Commission also leverages its GIS capabilities into a similar map that shows all the prescribed burns throughout the state. Clicking the location icon of a prescribed burn on the map shows the location of the burn and its planned acreage. Please visit https://scfc.maps.arcgis.com/apps/dashboards/075290ae991b45b3a8a9d2015202008f.

Mobile wildfire app SCFC has a mobile wildfire app as well. Simply search “South Carolina Forestry Commission” in either the Apple App Store or the Google Play Store. When users first open the app, they can choose to accept “push notifications” when prompted; these notifications will alert users about current burning bans, Red Flag fire alerts, and other warnings. Notifications will never consist of ads or promotional messages.

The easy-to-use interface lets users: • See all the wildfires in the state • See all the debris burns and prescribed burns around the state • See the day’s fire weather • Watch our videos on how to conduct legal debris burns, including making notification to the Forestry Commission and taking the proper precautions • Report a wildfire or arson

HOW STATE FORESTRY AGENCIES FIGHT FIRE Suppression tactics and equipment With a statewide computer-aided dispatch system, the South Carolina Forestry Commission, like other state forestry agencies, mobilizes specially equipped firefighting bulldozers, wildland fire engines, and even hand crews to fight wildfires. Since most wildfires occur in remote areas and are often far from water sources, the primary way wildfires are suppressed is by the creation of firebreaks – removing vegetation and debris to expose bare mineral soil. The width of the break depends on the type of fuel in which the fire is burning and the weather conditions.

The primary tool to create firebreaks is a tractor plow unit, consisting of a modified bulldozer that is equipped with a fire plow and blade. These units allow firefighters to rapidly create firebreaks near the fire while protecting the firefighter from direct contact with the heat and flames.

Pinch-zoom on any fire to see: • Its location • Its size • Its containment status Fire departments can also use the app to apply for Volunteer Fire Assistance grants, keep up with the agency’s Federal Excess Property programs, and learn about wildfires in their area.

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In mountainous areas where tractor plow units cannot operate, specially trained hand crews of 10-20 firefighters use tools such as fire rakes, pulaskis, and shovels to construct firebreaks. In wet areas, low ground pressure equipment, including fire tracks, is used to deliver water. Drip torches are also used to widen firebreaks by burning out fuels between the break and the oncoming fire.

Dispatch operations Forestry dispatchers locate and dispatch the closest available resource(s) to respond to wildfires. These agency's computer-aided dispatch centers manage astounding volumes of communications traffic as they not only coordinate the closest available resources (firefighters, equipment, and other personnel) in response to wildland fires but also field tens of thousands of calls from the public every year for everything from arson reporting to prescribed burning approvals.

Air operations Aircraft are used to help locate wildfires and are also used as an eye in the sky to improve safety when firefighters are working. SCFC pilots relay important information to firefighters about fire behavior, fuels, obstacles, and structures threatened. When special situations arise, aerial tankers and helicopters are available from other sources to assist by dropping water on fires.

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Priority is given to departments that are:

• applying for the first time • purchasing a skid (slip-in) unit for a brush truck

• purchasing wildland personal

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• purchasing VHF radios (UHF / not 800)

• installing and maintaining dry hydrants

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to outfit their federal excess equipment loaned or provided by the state forestry agency.

Learn more about the South Carolina Forestry Commission’s VFA grants program at scfc.gov/ protection/other-programs/vfavfaprograms-and-grants/. The North Carolina Forest Service offers details of its program at www. ncforestservice.gov/fire_control/ fc_vfap.htm.

FEDERAL EXCESS PROPERTY PROGRAMS – FEPP AND FFP Most state forestry agencies also administer a variety of federal excess programs to help fire departments acquire firefighting equipment and vehicles to enhance their rural firefighting capacity and response.

The SCFC and NCFS both offer the Federal Excess Personal Property (FEPP) Program in cooperation with the USDA Forest Service to loan federal excess property to fire departments statewide for use in their fire prevention and suppression programs. This property can be provided on a long-term loan to qualifying fire departments statewide; however, once the fire department is no longer using the loaned property, they must return it to the Forestry Commission.

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(FFP) Program is administered in cooperation with the Department of Defense and the USDA Forest Service to issue federal excess property to fire departments statewide for use in their fire suppression, fire prevention, and emergency response programs.

This property will become the fire department’s property once all program requirements for operability are met.

Learn more about the South Carolina Forestry Commission’s excess property programs at scfc. gov/protection/other-programs/ federal-excess-property-programs/.

The North Carolina Forest Service offers details of its program at https://www.ncforestservice.gov/ fire_control/fc_fepp.htm.

REFERENCES US Fire Department Profile 2019; Fahy, Evarts and Stein; December 2021 https://www.nfpa. org/-/media/files/News-and-Research/Firestatistics-and-reports/Emergency-responders/ osfdprofile.pdf South Carolina Forestry Commission Archives: Historical Wildfire Information By Year And Month https://www.scfc.gov/wp-content/ uploads/2021/03/historical-wildfire-informationby-year-and-month.pdf U Resist Wildfire North Carolina website: https://www.resistwildfirenc.org National Fire Protection Association’s "Pathways for Building Fire Spread at the Wildland Urban Interface." https://www.nfpa.

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WILDLAND — FIRES, FRIENDS, FORESTRY, FUEL, AND FOES David Greene

P

art of the allure of the fire service is that, as the definition implies, we are often powerfully and mysteriously attracted or fascinated by things that we witness in this job. Many years ago, I responded to a grass fire on a very windy day and was driving the first-in engine. On arrival, I found a fire in a horse pasture. As I slowed to evaluate the best access, I couldn’t help but notice that the fire was moving faster than my engine. I then witnessed a pair of horses galloping parallel to the roadway with the fire moving faster than they were. The horses, fueled by their self-preservation, turned sharply and headed perpendicular to the roadway to the back of the pasture, narrowly escaping the rapidly moving fire. That was the first time I had ever witnessed a wildland fire moving faster than a horse can run. Although I was “powerfully and mysteriously fascinated,” I was also terrified, thinking that I needed far more than my single engine at this fire.

Wildland fires are not a new type of incident to which we respond. However, they can be extremely challenging. Those of you that work in a predominantly urban environment may not be as concerned as those that have a significant wildland/urban interface or those from rural departments.

Here’s the thing, though. It is the urban departments that are often called upon to assist when the “big one” hits. Even if you work on a four-person engine in an urban environment and your first-due area only has four blades of grass in it, you have to be prepared to deal with wildland fires that may occur far from your station. We must all be prepared, and that requires an understanding of wildland fires, our friends, forestry, fuel, and foes.

First, let’s examine our friends.

Our typical response to a wildland fire involves one engine. Upon arrival, if the fire is small enough, the engine will extinguish the fire and return to quarters. Sometimes, the fire will be inaccessible by hose lines, thick subsurface (“duff”) burning, or the fire is otherwise too big to extinguish. Enter our friends from the Forestry Service.

Typically, our Forestry friends will bring a bulldozer towing a plow to cut lines around the wildland fire to confine it and keep it from spreading further. When this occurs, our role is simply to protect any fixed or mobile property (buildings and vehicles). However, when there are multiple homes

threatened simultaneously, we will need more than one engine.

Likewise, when a single plowed line is insufficient to confine and contain a wildland fire, more than one dozer/plow may be needed.

For these escalated incidents, it is important to recognize two facts.

The state Forestry Service likely operates on a budget that is less than what most medium and large fire departments get annually.

The second fact is that while we can call upon our neighboring fire department friends to assist us with additional engines and tenders, there are not a whole lot of agencies that maintain forestry dozers with plows and, more importantly, trained operators. The result of this is that we may have to wait more than we would like for the first dozer/plow to arrive and that operators may have to wait more than they would like for any additional dozers/plows to arrive.

This is something we have to keep in mind when we arrive on the scene and think we need additional resources. Request your friends and forestry early, as it will likely take them a while to get to you.

Next, let’s consider parts of wildland fire and the fuel. Of

course, where the fire started is the origin, the heel is the back, and where the fire is going is the head. The left and right flanks are to the left and right of the head, respectively. Fingers are narrow strips extending from the main fire.

The “green” is any unburned area, and the “black” is any burned area.

Although we often think of “the black” as being a safe area, it is an area of concern as burning snags, standing dead trees, and downed trees may pose a hazard to those operating in the terrain, particularly if it is steep. Spot fires occur when heat and embers in front of the fire’s head ignite fuels prior to the main body or head of the fire arriving. When spot fires occur, it suggests that the head of the fire will soon arrive and that the fire is moving quickly. When it comes to fuel, there are more or less four kinds, subsurface, surface, ladder, and aerial fuels. Subsurface fuels, when thick enough, can actually allow a fire to spread underneath a plowed dozer line. If you have access to a drone with a FLIR camera on it, or your “friend” does, it can help determine where the hot spots in subsurface fuels may be, as they may not be emanating

much smoke. Surface fuels are those that contribute to the most fire spread. They can range from short grass to thick bushes and trees. Very thick surface fuels often prevent access with hose lines and require a dozer/plow to penetrate them. Ladder fuels are taller bushes, shorter trees, or vines that allow the fire to spread from the surface fuels to the aerial fuels.

Ladder fuels may be inaccessible by hose lines, and unless they can be knocked down by dozers, they will be difficult to extinguish.

Finally, we have aerial fuels, which are often seen as the crowns of trees. When a fire originates in a surface fuel and spreads to aerial fuels by way of ladder fuels, there is really only one option, get out of the way. The fire that is crowning through the treetops is not affected by extinguishing or plowing the surface fuels below it. A lot of attention should be paid to any units reporting a crowning fire.

Assigning resources to any homes in front of the head of a crowning fire should be a priority if the environment is safe enough to do so.

When operating at a wildland fire, there are a couple of basic safety precautions aside from,

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but related to, the National Wildfire Coordinating Group 10 Standard Firefighting Orders. If you are operating an engine at a wildland fire, you should attempt to back your engine into your area of operations. It is easier to evacuate by selecting “D” on the apparatus transmission than it is by selecting “R” on the transmission.

Attempting to back out/reverse during an evacuation may result in the apparatus becoming stuck or involved in a collision. This puts the apparatus and crew at risk of being overrun by the fire. Keep all apparatus doors closed and windows up. A stray ember from a spot fire or head can land inside the apparatus cab and ignite the combustible interior. If you are busy fighting a large wildland fire, you probably don’t want to take a break to put out the apparatus you rode thereon. Finally, you should keep hose lines as short as possible.

Long attack hose lays are difficult to pick up in a hurry, should an evacuation become necessary.

Moving the apparatus and keeping your hose lays short will allow you to throw the hose on the apparatus and move faster if you need to.

This brings us to our foes. The first National Wildfire Coordinating Group 10 Standard Firefighting Order is “Keep informed on fire weather conditions and forecasts.”

There are a number of things we need to consider. The first is wind speed and direction, which will determine which way the fire is going to move and how fast. Next, we need to consider relative humidity (RH) levels. RH is typically highest overnight and begins to drop after the sun comes up, with the lowest level usually occurring in the early afternoon.

RH is a measure of moisture in the air. The more moisture in the air, the less likely that our fuels can lose their moisture through evaporation. If the RH is 100%, the air is saturated with moisture, which means the fuels will be saturated with moisture as well. When the RH drops significantly, moisture in our fuels can readily evaporate into the air, leaving them primed to burn. In fact, when the RH gets in the teens or single digits, our fuels can very rapidly burn, making fire spread much more difficult to control. Finally, we need to consider fronts and storms. In the northern hemisphere, low-pressure fronts spin counterclockwise, and high-pressure fronts spin clockwise. Remember that wind direction is determined by evaluating from which direction the wind is coming, not which way it is going. In other words, if you are looking north and the wind is hitting you in the face, then that is a north wind. Even though it is blowing

to the south, it is coming from the north, and that is how our National Weather Service friends will report the direction. If a low-pressure front is passing south to north over your wildland fire, you will likely experience easterly winds before it passes and westerly winds after it passes. Storms can produce outflow boundaries, rapid acceleration of wind speed, and changes in wind direction. Ask any weather forecaster, and they will tell you those forecast models do well until the first thunderstorm cell develops.

Like billiard balls on a pool table, storm cells can push winds that collide with other cells that change direction and collide with another cell, and so on. Storms also have the potential to produce lightning, which is a threat to our personnel.

In open land, our firefighters may be the tallest objects and run the risk of being struck. In dense woods, they may be standing underneath the tallest tree around and may again run the risk of being struck (if the tree they are standing under is hit). Storms will generally signal the end of firefighting efforts at wildland fires as the risk of lightning and erratic fire behavior, as a result of the wind speed and direction changes, require a moment of pause to re-evaluate your current tactics and ensure that our people are properly protected. With a

little luck, the storms will bring some heavy rainfall that will help to knock down the fire and saturate any surrounding unburned fuels.

Wildland fires can be simple 15-minute calls or can last for days or weeks. Everyone, including firefighters in urban areas, should be prepared to respond to and operate at wildland fires. Remember where your friends are and what they can bring to the fight. Contact forestry early, consider the fuels involved, and constantly monitor our weather foes so that you can properly protect our firefighters.

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.

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IS YOUR COMMUNITY WILDFIRE READY? Applying the National Cohesive Wildland Fire Strategy at the Local Level Josh Van Vlack

I

n western states, wildland fires have become part of the culture in and outside the fire service. Rarely a day goes by without wildfire-related headlines- countless acres burned, homes destroyed, infrastructure damaged, not to mention post-fire effects like impacts to drinking water, erosion, flooding, and reconstruction. But wildfires are not unique to the mountain west and arid southwest.

The southeast and eastern regions of the United States have their share of wildfires also, totaling over a million acres annually. In 2016, the Great Smoky Mountains wildfires claimed the lives of 14 individuals and destroyed close to 2,500 homes.

To address this threat throughout the nation, the Secretary of Interior and Secretary of Agriculture established the Wildland Fire Leadership Council (WFLC) in 2010. WFLC was charged with

developing a holistic strategy to approach wildland fires nationwide.

These efforts resulted in the National Cohesive Wildland Fire Management Strategy, released in 2014. The vision of WFLC in writing the strategy was “to safely and effectively extinguish a fire when needed; use fire where allowable; manage our natural resources; and as a Nation, live with wildland fire.” Three goals were developed within the strategy to work towards this vision:

• Restore and maintain landscapes:

Landscapes across all jurisdictions are resilient to fire-related disturbances in accordance with management objectives.

• Fire-adapted communities:

Human populations and infrastructure can withstand a wildfire without loss of life and property.

• Wildfire response: All

jurisdictions participate in making and implementing safe, effective, efficient risk-based wildfire management decisions.

Now, before I continue, I’m sure every reader is asking how a 100-page federal report written by a bunch of bureaucrats over the course of four years applies to the fire service in general and local jurisdictions in particular? I would argue that many of the things we already do in the rural and suburban fire service work towards these three pillars and add a few more ideas to get your community wildfire ready.

RESTORE AND MAINTAIN LANDSCAPES Have you driven around your community and noticed high concentrations of fuel, or maybe areas of continuous fuel such as greenways, parks, or open spaces? How many of those areas are administered by your local parks department, public works,

or other similar agency? Has your department considered working with them to both educate them on the risk and propose mitigation measures?

In the south, where there is generally more social license to utilize prescribed fire, it may be possible to plan and execute seasonal fuel reduction burns in and around your community. This can achieve several objectivesprescribed fire offers exceptional training opportunities within individual departments and normal mutual-aid agencies but can also offer unique opportunities to train with other partners such as state wildland fire agencies, departments of natural resources, and even wildlife agencies. If there is potential for wildlife habitat enhancement, many NGOs such as Quail Forever, Rough Grouse Society, Pheasants Forever, and the Nature Conservancy have prescribed fire programs. In an era when the fire is rarely portrayed

FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 9

as beneficial, prescribed burns also offer fire departments terrific opportunities to engage and educate the public about the benefits of fire as a tool, and showcase department apparatus, staff, and training.

Prescribed fire carries its own challenges and complications for implementation; however, there are many resources available to help agencies along the way. Look for your state or regional Prescribed Fire Council as a start, along with your state natural resource agency, for assistance.

Where the prescribed fire is not practical, fire agencies can work with their local parks or public works departments to explore other methods to mitigate fuel concentrations before the peak of the fire season. Mowing can be quite effective and may be used to create fire breaks in continuous fuels. In many communities, domestic goats are being used for grazing green spaces and other open spaces, particularly where terrain or fuel type prohibits cost-effective mowing. When high intensity, low duration grazing is utilized, goats will consume nearly all vegetation within their reach, including shrubs and small trees.

FIRE ADAPTED COMMUNITIES I imagine each and every one of you can name that one neighborhood, subdivision, or road that is your department’s nightmare wildfire scenario- long, narrow driveways; tight overgrown access roads without turnarounds; large areas with only one means of ingress or egress; high fuel loads and limited water supplies.

Sound familiar? Have you spent time with those property owners or homeowner’s associations to explain your concerns? Are you engaged with your local planning and zoning authority to prevent new nightmares as your community grows?

The concept of fire-adapted communities recognizes that wildfires, to some extent, are inevitable; and that communities must evolve to coexist with fire as part of the ecosystem as a whole.

This includes applying Firewise principles to individual properties as well as neighborhoods and subdivisions as a whole. At the most basic levels, these principles decrease the risk of homes igniting by creating defensible space around homes, which in turn increases firefighter safety and decreases the resources required to defend properties when wildfires occur. To learn more about the program, and

the tools available to prepare homes for wildfire, visit Firewise.org.

Community Wildfire Protection Plans (CWPPs) are another way fire departments can aid in developing fire-adapted communities. As defined by the National Wildfire Coordinating Group, a CWPP “identifies and prioritizes areas for hazardous fuel reduction treatments and recommends the types and methods of treatment on Federal and non-Federal land that will protect one or more atrisk communities and essential infrastructure and recommends measures to reduce structural ignitability throughout the atrisk community.” Stakeholder input is incredibly valuable in developing and maintaining these plans, which are intended to be updated at a minimum of every ten years. Your local office of emergency management or natural resource agency should be able to provide you with a copy, as well as information on the revision schedule and how to become involved. In areas where these plans already exist, departments should be familiar with the highrisk areas, the recommended mitigation efforts, and the response implications identified in the CWPP. The programs mentioned above are largely voluntary, and that’s where fire departments can have the greatest impact. By going out into the communities and meeting with landowners and homeowners’ associations to educate them on both the risks and the ways they can reduce those risks, fire agencies can do their part to create fireadapted communities.

In some locations, covenants and building codes, and other

regulations require mitigating measures when homes are constructed or sold. By being involved in the planning process, fire departments can provide key input that planning and development departments may overlook. Does your department attend community planning meetings? Do you provide written comments on proposed developments? Do you periodically visit areas of concern with local officials to share your concerns and highlight issues that may impact response? Are existing regulations, such as road clearing width, being maintained and adhered to? Most departments are used to doing routine inspections on commercial properties within their areas, and the wildland-urban interface areas can be treated in a similar manner.

While evacuations are frequently thought of as part of the response phase of an incident, how familiar are your communities and your organization with their evacuation process? How will community members be notified? How about visitors to the community? Does your 911 center utilize CodeRed or a similar emergency notification system? Do your department officers know how to activate it and what information they will need to provide? Answering all of these questions will better prepare your community in the event of a wildfire. The Ready, Set, Go! program is a great tool developed in part by IAFC to better communicate the stages of an evacuation to a community.

The Ready phase is things the public can do well in advance, like creating defensible space, hardening the home's exterior, having an evacuation plan and

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checklist, cache supplies, and rehearsing their plan. The Set phase is the pre-evacuation step and is often declared by incident managers during a fire event. The Set checklist identifies what to take and how to prepare your home inside and out just before you leave. Go! It is the evacuation order itself and should be accompanied by key evacuation information such as evacuation routes and shelter locations. By utilizing a standardized, easily understood, and well-communicated evacuation

phasing and notification system, departments can further prepare communities for wildfire.

WILDFIRE RESPONSE The third and final tenant of the National Cohesive Wildfire Strategy is an effective and efficient response to wildfire. This third area is where the US fire service already excels. On average, over 97% of wildfires are suppressed during the initial attack; however, those that escape initial response efforts are responsible for over 90% of the loss

of life and property. What may be seen as small steps at the local level can greatly increase firefighting effectiveness. Interagency training, large-scale scenarios, county-wide exercises, and similar activities can build important relationships which pay dividends when smoke fills the air. Such activities also allow responders to work out any communications kinks which could prove disastrous when responding to wildfires. Building capacity to assist locally, regionally, and nationally in large, long-duration campaign fires

further increases the effectiveness or response at a national scale, as does participating in incident management teams.

PUTTING THE PIECES TOGETHER One common theme in all three tenants is communication- how we relay to our citizens the ways in which they can assist their local fire services in protecting their lives and property. Working jointly with our partners, we can leverage our social media platforms and our existing outreach efforts to spread the message about wildfire. There are many low and no-cost programs, materials, and communication tools available through NFPA and other organizations. Our presence, involvement, and efforts to restore and maintain landscapes, create fireadapted communities, and respond to wildfires effectively can and will leave a lasting impact on those we serve. Together, we can make our communities wildfire ready.

Josh Van Vlack is the Operations Division Chief for Laramie County Fire Authority in Cheyenne, WY. Josh holds a Masters Degree in Strategic Leadership with an emphasis in Emergency Management from Black Hills State University and a Bachelor's Degree in Forest Management from the University of Montana. Prior to his current position, he was Assistant State Forester for Wyoming State Forestry Division and volunteer Fire Chief at Laramie County Fire District 8.

FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 11

Barnyard MANAGEMENT

POPCORN PERSISTENCE! Ken Farmer

Y

ou probably never give a lot of thought to the famous popcorn snack. Instead, you reach into the cabinet for a bag of microwavable popcorn to toss in the microwave and wait a few minutes for it to be ready. It rarely burns if you cook it at the recommended time; it comes out hot and ready to eat. Then, pour it into the bowl and head to the couch to munch it!

Like me, you never give it a second thought. You enjoy!

Well, simple popcorn has a lot to the history and background. It started in the south, and by the 1840’s it had a foothold in the American snack world.

In the late 1890s, Louis Ruckheim created Cracker Jack from popcorn, peanuts, and molasses. It has remained a popular snack, with its famous prize inside. Now owned by the Frito Lay Corporation, it remains tied to baseball and was mentioned

in the song “Take Me Out to the Ballgame”!

In 1959, the product “Jiffy Pop” came on the scene. It featured

packaging as it did on the stove.

According to a New York Times report, it was an undeniable hit: Within two years, microwave

If Orville Redenbacher can take four decades to “get it right,” then believe in your idea and stick with it! a unique aluminum bowl that expanded from the heat, and you were now able to be entertained while fixing the popcorn!

Though the first microwave was invented in 1946, the appliance didn’t become commonplace in American kitchens until the 1980s—a match made in heaven for popcorn, which popped just as well in microwavable

12 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

popcorn was available nationally and brought in $53 million in sales.

By 1984, a shelf-stable version hit stores*, and sales climbed even higher. Americans bought $250 million worth of popcorn in 1986, setting off an all-out battle between snack food companies that attempted to corner the market.

Unfortunately for Nabisco and

General Mills, one agricultural scientist had already become an unlikely popcorn king among men: Orville Redenbacher, a skinny, bespectacled man from Indiana with an immaculate suit, bow tie, and swoop of silver hair. Redenbacher was a Purdue-educated farmer who became famous for tinkering with hybrid varieties of corn.

In 1965, Redenbacher and his research partner, Charlie Bowman, successfully created a kernel that would expand twice as much as the yellow corn Americans were familiar with. They called their hybrid “snowflake” for its shape and ability to expand to 40 times its original size.

Redenbacher was responsible for transforming the popcorn industry and still holds. For example, the “snowflake” hybrid Redenbacher and Bowman developed accounted for 45 percent of the total microwave popcorn market at the time of Redenbacher’s death in 1995.

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Barnyard MANAGEMENT One of the amazing facts is that Redenbacher spent 40 years of his life growing and changing his popcorn before he was satisfied with the brand.

His persistence paid off as his popcorn brand is still the most popular band.

Persistence does pay off!

If Redenbacher can take four decades to “get it right,” then believe in your idea and stick with it!

Stay Safe, July 2022 https://www.pbs.org/food/thehistory-kitchen/popcorn-history/ https://www.history.com/news/ahistory-of-popcorn https://www.seriouseats.com/ popcorn-history-movie-theaters https://www.popcorn.org/ All-About-Popcorn/History-ofPopcorn https://www.orville.com/about-us Ken Farmer is Section

Chief, Leadership and Fire Risk Reduction at the National Fire Academy, United States Fire Administration in Maryland. Email him at ken. farmer@dhs.gov.

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FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 13

Safety&PREVENTION

ALLOW US TO RE-INTRODUCE THE NORTH CAROLINA FIREFIGHTER CANCER ALLIANCE Angie Bell

T

he International Association of Fire Chiefs (IAFC) made a splash in August when they announced, “Recent studies have shown all three layers of the protective clothing contain Per and Polyfluoroalkyl Substances (PFAS) chemicals, which have been linked to cancer – the leading cause of firefighter deaths.”

NBC News followed up with a prime-time story the same evening, spotlighting PFAS in turnout gear and kicking off a flurry of conversations through the nation’s departments.

Firefighters took to social media immediately with questions, demands, some palpable anxiety, and plenty of memes that were morbid, ironic, angry, or a combination of all three.

Interest in – and distress about – firefighter cancer has surged, and strong people who like to think they’re invincible have frantically stepped

up the search for ways to protect themselves.

The North Carolina Firefighter Cancer Alliance (NCFCA) has had an eye on this topic for many months.

As we have since 2017, we will aggressively educate and advocate for our state’s firefighters.

The NCFCA has connected with an assistant professor at a prominent North Carolina University, whose field is literally described as “firefighter protection.” He has been examining PFAS in turnout gear as part of his specialty – textile engineering, chemistry, and science textile protection.

We have scheduled a day-long workshop concerning “PFAS in Turnout Gear” in early 2023, details of which we will be posting on our social media pages, our website, and in our next column in this journal.

However, research on PFAS in turnout gear is relatively new,

with many complex factors. The eye-opening IAFF announcement dropped right before the deadline for this column, our first since before Covid. So, we decided it would be best to re-introduce the NCFCA to Journal readers instead of tackling this complicated topic as near strangers.

Our regular social media posts will frequently address new revelations about PFAS in turnout gear, along with general cancer awareness/ prevention education, support for cancer patients, and occasional dad jokes for Friday Funnies.

The Alliance encourages all first responders and their supporters to follow us on Instagram, Facebook, and Twitter (handles in the bio).

“NO ONE WAS LISTENING” A few Concord firefighters gathered in a bar in 2017 and fretted about a “new” pervasive worry ... occupational cancer.

Of course, the problem wasn’t new for firefighters who had watched friends and teammates suffer and die early. But statistics proved the reality of a glaring grim trend — cancer was killing far more firefighters than all other lines of duty deaths.

“A few of us tried to raise the alarm, but it felt like no one was listening,” said Alliance founder Travis McGaha.

“Our friends were dying. I didn’t understand folks online turning a blind eye to the problem. We felt we had to band together to form a safety net people didn’t know they needed.”

A couple of the firefighters present had endured their own cancer battles, so they brought personal grudges to the cause. Then, jotting down ideas on cocktail napkins, the firefighters decided to form a nonprofit to help North Carolina firefighters who had received a cancer diagnosis. Not only that, but they also wanted to raise awareness of the risks and minimize them.

THE GRIM FACTS Some days Alliance members wonder if our message is landing with firefighters or if we sound like Charlie Brown’s teacher, droning on with cancer information. By now, everyone should be able to quote the bleak statistics: The IAFF stated cancer caused 61% of career firefighter’s Line of Duty Deaths from Jan. 1, 2022-Dec. 31, 2016.1 A huge NIOSH survey found firefighters have a 9 percent higher risk of receiving a cancer diagnosis than the general U.S. population and a 14 percent higher risk of dying.2

14 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

Firefighters’ risk of contracting Mesothelioma is double that of the general population, and they have a statistically higher incidence of many other cancers like skin, colon, prostate, pancreatic, thyroid, etc.

But even if some firefighters don’t want to acknowledge the painful reality, the highest medical authority on the planet recently did.

In an announcement that will greatly impact all active and retired firefighters, the International Agency Research on Cancer (IARC) released findings that prove “occupational exposure as a firefighter as “carcinogenic to humans” (Group 1) based on “sufficient” evidence for cancer in humans.”

According to a release by the National Fire Protection Agency (NFPA), the previous classification was “as a possible carcinogenic…”.

The IARC is the gold-standard specialized cancer research agency of the WHO. The IARC published the findings in the June 30, 2022, issue of the Lancet, which can be found in its entirety at https://lnkd.in/g9S55yw9 (Registration is free.)

“I can’t express how huge this declaration is,” said McGaha, a 16year veteran of the Concord Fire Department. “The World Health Organization confirming similar studies should increase the urgency with which we support our heroes and first responders, medically and legislatively.”

BABY STEPS TO ATTACK THE PROBLEM The fire service isn’t known for embracing change, so the Alliance began by brainstorming baby steps to encourage departments to implement new tactics which would easily fit into their normal routine and budget.

They created and released the Concord Fire Department Decontamination Model video on YouTube, emphasizing the importance of removing toxins from firefighters as soon as possible after a structure fire.

The video provides a checklist for crews to protect themselves as much as possible during and after a fire, from closing all windows of responding apparatus to keep out smoke to showering within an hour to having separate, sealed rooms to clean dirty gear.

We encourage every department in the state to have their members watch the 11-minute video at https://youtu. be/Ft1MItz4ZQs as part of increased efforts at harm reduction.

WWW.CAROLINAFIREJOURNAL.COM

Safety&PREVENTION The NCFCA produced a website to expand further our reach and ability to get out information. The website – https://www.ncfirefightercancer.org/ – features “Defending the Heroes,” another video to motivate firefighters to take cancer seriously.

“Smaller departments can use the ‘Heroes’ video to prove the need for budgets which pay for best practices, such as second sets of gear or exhaust removal systems,” McGaha said.

Sadly, but not shockingly, Scott Hinson, one of the firefighters featured in the video, passed away since he gave his interview. Others have faced resurgences of their cancer. So again, Health and Wellness training can include viewing and discussing this 10-minute video with your crews.

Reaching out to smaller departments in the state who don’t enjoy the same financial support, NCFCA provided “Model Buckets” in 2019. The models provided a prototype for departments to prepare their own low-cost buckets for fire scene decontamination.

Using the Alliance template and training, a small department can assemble a Decon Bucket for about $25, giving firefighters access to approved soap for their bunker gear, a brush, bags to sequester the wet gear, a short garden hose section with a nozzle, and a 2 ½ “to garden hose adapter. These simple tools help remove carcinogens right away, which is critical to reducing hazardous exposure.

Finally, having experienced firsthand the devastation of a cancer diagnosis, Alliance survivors set up a peer support program for firefighters diagnosed with cancer.

We receive messages through social media and the website and strive to provide a safety net of emotional

support as well as guidance through various legal and financial/insurance hurdles. Trained counselors await any firefighter in need.

GOING FORWARD If real estate’s mantra is “location location location,” a researcher’s mantra is “data data data.” Scientists have made progress in properly labeling firefighting as a carcinogenic occupation, thanks to a few studies dating back decades.

In the grand scheme of science, however, analyzing firefighter cancer is brand new; a more comprehensive investigation is desperately needed.

Historically, tracking firefighter health meant time-consuming, laborintensive, and repetitive contact with study participants. While it was good enough to prove the link between firefighting and cancer, future experiments can and should be broader and more comprehensive.

The NIOSH review, the largest to date, followed almost 30,000 firefighters in Chicago, San Francisco, and Philadelphia for almost 50 years, then drew conclusions from the health outcomes of those participants.

The analysis only included three of the nation’s biggest organizations which tend to have more financial resources than smaller, rural departments. So, while it was an impressive effort, the findings were limited because massive differences exist between those massive departments and others around the country.

For example, cancer rates in smaller, rural departments could be even higher because their budgets are relatively limited and may not be enough to provide gar extractors to truly clean gear after fires or may not

fund two sets of gear.

These smaller departments rely on volunteers who may not be able to take days off to attend Decon training and, therefore, may not understand the importance of on-scene Decon or proper handling of gear to be washed.

Health and cancer screenings also cost a great deal of money, eating further into smaller departments’ budgets.

And, of course, the topic of PFAS in turnout gear hadn’t reared its ugly head yet.

On this front, the NCFCA has partnered to develop further an app called Health Exposures Analysis Tracking (HEAT). Created by a North Carolina family with literally centuries in the profession, the Firefighter Connect/HEAT app will be free to all firefighters and feature tracking of a firefighter’s personal health data and encounters with hazardous substances.

It will help firefighters discern trends in their own health, but more globally, scientists can use the data to continue in-depth and specialized analyses (with personal information never transferred).

The app will have finished betatesting and be ready to download this fall; follow our social media pages for more information. A future column will focus on the HEAT app and the important consequences of firefighter cancer data tracking.

Our other near-term plans include upgrades to peer support and a care package to guide firefighters through every step of a cancer diagnosis. We will also continue to help cancer patients receive their benefits provided

by House Bill 535 through our partnership with Volunteer Firemen’s Insurance Services, Inc.® (VFIS)

SUMMARY The Alliance celebrated its fifth anniversary this summer, toasting its creation and accomplishments. We have weaponized individuals and departments across the state to fight occupational cancer with knowledge and tactical tools. Recent news like the WHO declaration gives us hope we are no longer screaming warnings into a deaf void.

But as the recent PFAS revelations show, we have just pulled up to the hydrant at the fully involved structure fire that is firefighter cancer. So, you all are only beginning a long battle for your lives, literally.

But we won’t let you go through it alone. Please get in touch with us about educational information or if any of your department members have received a cancer diagnosis. Use your Alliance for tools to have the healthiest career possible. Be safe.

Angie Bell is a retired

Captain, serving 17 years in the Asheville (North Carolina) Fire Department.

She loves to hike the Western North Carolina Mountains with her dog, Murray, and takes care of goats when not volunteering for the NCFCA and other organizations.

Instagram: @ncfirefightercanceralliance Facebook: https://www.facebook.com/ ncfirefightercancer Twitter: @ncffcancerally REFERENCES 1. “Firefighters told to wear protective gear less to limit exposure to 'forever chemicals' linked to cancer,” NBC News, Aug. 24, 2022 2. https://www.nbcnews.com/health/health-news/ firefighter-gear-may-contain-chemicals-linkedcancer-rcna44511

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FIRE RETARDANT – EVOLVING TO MEET THE CHALLENGES PRESENTED BY LONGER, MORE INTENSE WILDFIRE SEASONS Melissa Kim, Director of Research & Development, Perimeter Solutions

W

ildfire season has increased in length and intensity over recent decades, burning more structures and acres of land than ever before. In fact, Congressional Research Services reports1 that the five years with the most acreage burned since 1960 have all occurred over the past 15 years. The growth in wildfires has led many in the fire safety industry to say that there is no longer a wildfire season but a wildfire year.

This proliferation of wildfires is becoming increasingly dangerous as property developers continue to build homes and businesses in the wildland-urban interface (WUI) – the areas where wildland intersects with land occupied by human development. On top of that, wildfires are damaging the air that we breathe. According to the Copernicus Atmosphere Monitoring Service2 global wildfires emitted 1.76 billion tons of carbon dioxide into the air in 2021 alone, which is more than the entire annual carbon emissions from Germany.3 The wildfire landscape has changed dramatically over the last century, and in order to save lives and protect property, fire retardant technology has had to continually evolve to meet the challenge.

THE EARLY HISTORY OF AERIAL WILDFIRE ATTACK Firefighters have worked to take advantage of the benefits aerial firefighting has to offer almost since the dawn of flight. Back in the 1920s, containers of water were literally dropped from planes to fight active wildfires.4 Aside from being dangerous to firefighters on the ground, the practice proved to be ineffective.

The negative results didn’t dissuade future experiments.

Heading into the 1940s, airborne attacks continued, although the tools of the trade remained rudimentary.5 Small planes flew over active wildfires with water continuing to serve as the extinguishing agent. The accurate application was virtually impossible, and aerial attacks remained ineffective.

Realizing the limitations of water, chemicals started being added to improve its stability and effectiveness in dousing

while boric acid, magnesium chloride, and polyvinyl acetate were discarded and no longer considered viable options as active ingredients for fire long-term retardants.10

While a familiar site today, the first fire retardants dropped from aircraft were not red. That was added in 1971 so that pilots could see where retardant had previously been dropped to create continuous fire lines and improve the containment of active wildfires.

Today, the USFS uses 100% phosphate-based fire retardant for aerial attacks. Removing ammonium sulfate from the solution helped increase efficacy and improved its environmental profile.

fires. Aircraft was also improved.

Following World War II,6 fire management agencies started using air tankers with installed tanks to drop fire retardants. The early forms of fire retardant weren’t like what is available today, as various chemicals were used to find the right solution, Including bentonite and borate. This, incidentally, has led some to refer to firefighting aircraft as Borate Bombers to this day, even though the use of borate was during a brief time in the 1950s. Its use was eliminated due to its toxicity to the soil.7 After borate, other chemicals were tried as potential replacements, including sodium silicate, magnesium chloride, ammonium sulfate, ammonium phosphate, and others.8

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In an effort to determine the most effective chemical retardant, the US Forest Service (USFS) collaborated with CAL FIRE, Los Angeles County, the City of Los Angeles, the US Department of Defense, and other organizations to launch a major study called Operation Firestop.9 Fire safety experts tested various chemicals that had been used over the previous decades, including many of those mentioned above, to determine their effect on the ignition time of wood, the fire intensity of burning wood, and the retardant’s ability to suppress flaming wood. The researchers found that ammonium phosphate was among the most effective chemicals in reducing fire intensity,

THE DAWN OF A NEW AGE IN FIRE RETARDANT TECHNOLOGY The impact of the findings from Operation Firestop was farreaching, as phosphate became the chemical of choice for fire retardants moving forward. In 1963, phosphate-based PHOS-CHEK® long-term fire retardant became the first fire retardant approved for use by the USFS.11 This began the evolution of what is now known as the USFS Qualified Product List (QPL) for fire retardant products, which identifies all fire retardants that are eligible for use on United States Federal and State lands.

As of this writing, the only fire retardants fully approved on the QPL are phosphate-based.12 In 1970, scientist Aylmer D. Blakely decided to conduct further research on fire retardant chemicals and published a paper to share his findings entitled, “A Laboratory Method for Evaluating Forest Fire Retardant Chemicals.” Blakely introduced what he called the “superiority factor method” to determine the overall effectiveness of different chemicals – including the rate of weight loss, the amount of heat radiation emitted, and the amount of residue left behind after all combustion had ended as the fuel burned. The overall ranking of chemicals showed that diammonium phosphate, monoammonium phosphate, phosphoric acid, and potassium carbonate consistently ranked higher than any other chemicals in all three parameters.13 This study confirmed the results from Operation Firestop, which found that phosphate chemistry offered the highest effectiveness for fire retardancy of any active ingredient.

But, it takes more than just the active ingredient to formulate a usable long-term fire retardant. To be effective, retardants must:

• Be safe for people, animals, fish, and the environment

• Cause minimal corrosion to protect aircraft and other equipment

WWW.CAROLINAFIREJOURNAL.COM

Equipment PURCHASING • Have higher recovery rates

(meaning a high percentage of the solution hits its target)

• Be stable • Be able to be stored for extended periods

• Be visible when dropped and

remain visible for pilots when it is on the ground to form a continuous fire line

Firefighters have turned to ground-based fire retardant to complement or supplant aerial fireretardant application. Recent advancements have made it more durable and given it greater adherence to vegetation

Innovations have been made over the years to improve these retardant characteristics. Better thickeners were developed to improve drop characteristics, more sophisticated corrosion inhibitors were added, enhanced flow conditioners made mixing easier and more efficient, and new colorants enhanced visibility and environmental profile.

In 1971, better gum thickeners were added to fire retardant to create a low viscosity solution that also improved drop characteristics.

Corrosion inhibitors were also added. This was a critical advancement, as it enabled fixedtank helicopters, whose equipment is highly sensitive to corrosion, to be used for aerial wildfire attacks.

That same year, iron oxide was first used in fire retardants.14 This added red coloring to the solution, allowing pilots to see where retardant had previously been dropped so that they could create continuous fire lines and improve the containment of active wildfires. The drawback of iron oxide is that when applied, it would permanently stain surfaces that it contacted, including homes and other structures. An improvement was made in 1975, with the first “fugitive color” retardants.15 This advancement allowed fire management agencies to effectively fight fires in aesthetically sensitive areas, such as national parks and in the growing WUI areas in the Western United States.

Ten years later, in 1985, retardants with a synergistic blend of ammonium sulfate and ammonium phosphates were introduced – which delivered fire retardant performance similar to ammonium phosphate retardants at a considerably lower cost.16 The following year, the USFS introduced the first modern specifications for long-term fire retardants – Specification 5100304, which covers a broad range of issues relating to efficacy and use of fire-retardant chemicals, including:

• Uniform and intergranular corrosion

• Product stability • Fire-retarding effectiveness • Physical parameters • Mammalian toxicity, including

oral toxicity (ingestion), dermal toxicity (absorption through the skin), eye irritation, and skin irritation

• Aquatic toxicity • Human health and ecological

risk assessments using data from toxicity tests and safety data sheets (SDS)17 This specification has been updated multiple times, most recently in January 2020. Since its introduction, all fire retardants fully qualified on the QPL have had to meet the requirements established in this specification through testing conducted by the Wildland Fire Chemical System (WFCS).18 Part of the National Technology and Development Program (NTDP), the WCFS provides the USFS and other land management agencies FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 17

Equipment PURCHASING with information that helps them to use fire suppression chemicals and aerial delivery systems safely and effectively.

Following the creation of established criteria by the USFS, fire retardant innovations continued to be made over subsequent years.

Advanced gum-thickened retardants were developed, offering a range of viscosities. Previously, the only options for the fire manager were very low-viscosity (un-thickenedwater-like) or high viscosity retardants. This innovation allows the agencies to use the retardant to optimize its characteristics based on the delivery system, topography, fuel, and specific fire situation. Liquid concentrate fire retardants were introduced in addition to the previous all powder concentrates. This eliminated the potential to generate dust particles but maintained virtually the same level of effectiveness as a powder concentrate.

In the 2000s, modern 100% phosphate-based fire retardant was developed. Removing ammonium sulfate from the solution helped to increase the efficacy of the retardant and reduced the amount of ammonia being used, improving its overall environmental profile.

Today, phosphate-based retardants continue to be recognized by the scientific community as the most effective wildland fire retardants. They offer significantly higher recovery rates than water or retardants based on other chemical

solutions. In the presence of the fire retardant, the cellulose fuel decomposes to non-flammable, nearly pure carbon and water vapor. This process occurs prior to the flaming decomposition of cellulose alone and requires the heat energy of the advancing flame front to occur, thus removing the fuel and reducing the intensity of the advancing fire making it safer for frontline crews and easier to obtain control..

INCORPORATING GROUNDBASED ATTACK Firefighters have turned to groundbased fire retardant to complement or supplant aerial fire-retardant applications for years to help:

• Reinforce conventional control lines

• Create ingress and egress routes • Establish control lines • Limit spot fires • Control a fire within a burn • Protect assets • Stop fires before they start With recent advancements that have made it more durable and given it greater adherence, longterm fire retardant can now be applied to flammable vegetation and cellulosic materials to provide extended protection from wildfires until a significant rain event occurs.

Unlike the red retardant dropped from aircraft, ground-based retardant is uncolored, leaving only white residue after it dries.

Utilities, railroads, insurance companies, and homeowners have successfully started using groundbased retardants to protect their assets from wildfire. For example, in 2018, there were 37 fire starts along a four-mile stretch of road through an area called Rocky Peak in California. At the beginning of the following wildfire season, ground-based retardant was applied to that same area, and not one fire was recorded the following summer.

In 2021, the first phosphate-based ground retardant was added to the USFS QPL, so it too can now also be used on all federal lands.

the Edge to Fight Fires,” Historynet, Historynet LLC, January 24, 2020, https://www.historynet. com/firebombers.htm, Accessed August 2, 2022

THE CONTINUING THREAT OF WILDFIRES As we have all witnessed in recent years, wildfire season continues to expand, and it’s not going to get any better. According to a recent report from the United Nations, the number of global wildfires will increase by 50% by the year 2100.19 Over the years, more air tankers have been added to fight wildfires, and air tanker operators have worked to increase capacity, and we will need to keep doing that in order to successfully manage what lies ahead.

The retardant industry also needs to continue to innovate and discover new technologies that will help us to do our jobs better to provide firefighters with the tools that they need to fight these fires while continuing to save lives and protect property.

9 Richardson, S.D., “Operation Firestop.”

Empire Forestry Review, vol. 38, no. 1 (95), Commonwealth Forestry Association, 1959, pp.

26–34, http://www.jstor.org/stable/42600576, Accessed August 2, 2022

Melissa Kim is Director of

Research & Development at Perimeter Solutions.

Prior to joining Perimeter Solutions, she served as the Global R&D Director for ICL Performance.

Melissa has developed fire safety products since 2004 and is responsible for worldwide product development at Perimeter Solutions. She earned her bachelor’s degree in Biological Sciences from the University of California, Irvine.

REFERENCES 1 “Wildfire Statistics,” In Focus, Congressional Research Service, August 1, 2022, https://sgp. fas.org/crs/misc/IF10244.pdf, Accessed August 10, 2022 2 “Wildfires Wreaked Havoc in 2021, CAMS Tracked Their Impact,” Copernicus Atmosphere Monitoring Service, Copernicus, 6 December 2021, https://atmosphere.copernicus.eu/ wildfires-wreaked-havoc-2021-cams-trackedtheir-impact, Accessed, August 2, 2022 3 Abnett, Kate. “This is how much carbon wildfires have emitted this year,” Reuters, December 10, 2021, https://www.weforum. org/agenda/2021/12/siberia-america-wildfiresemissions-records-2021, Accessed August 2, 2022 4 Wilkinson, Stephan, “Firebombers! Flying on the Edge to Fight Fires,” Historynet, Historynet LLC, January 24, 2020, https://www.historynet. com/firebombers.htm, Accessed August 2, 2022 5 Wilkinson, Stephan, “Firebombers! Flying on

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6 Richardson, S.D., “Operation Firestop.”

Empire Forestry Review, vol. 38, no. 1 (95), Commonwealth Forestry Association, 1959, pp.

26–34, http://www.jstor.org/stable/42600576, Accessed August 2, 2022 7 Goldberg, Edward, “Myth vs. Reality: Understanding the Chemistry of Wildfire Suppression,” Perimeter Solutions, https://www. perimeter-solutions.com/en/wildfire-suppressionwebinar/, Accessed August 2, 2022 8 Goldberg, Edward, “Myth vs. Reality: Understanding the Chemistry of Wildfire Suppression,” Perimeter Solutions, https://www. perimeter-solutions.com/en/wildfire-suppressionwebinar/, Accessed August 2, 2022

10 Richardson, S.D., “Operation Firestop.”

Empire Forestry Review, vol. 38, no. 1 (95), Commonwealth Forestry Association, 1959, pp.

26–34, http://www.jstor.org/stable/42600576, Accessed August 2, 2022 11 Goldberg, Edward, “Myth vs. Reality: Understanding the Chemistry of Wildfire Suppression,” Perimeter Solutions, https://www. perimeter-solutions.com/en/wildfire-suppressionwebinar/, Accessed August 2, 2022 12 “Long-Term Retardant for Wildland Fire Management,” U.S. Forest Service Washington Office Fire & Aviation Management, US Forest Service, July 5, 2022, https://www.fs.fed.us/rm/ fire/wfcs/documents/2022-0705_qpl_ret.pdf, Accessed August 2, 2022 13 Blakely, Aylmer D., “Laboratory method for Evaluating Forest Fire Retardant Chemicals,” ScholarWorks, University of Montana, 1970, https://scholarworks.umt.edu/cgi/viewcontent. cgi?article=10219&context=etd, Accessed August 1, 2022 14 “PHOS-CHEK® Innovations In Fire Retardants & Class A Foam, ” Phos-Chek Australia, Perimeter Solutions, http://phoschek.com.au/sites/default/files/PC%2040%20 Years%20of%20Innovations.pdf, Accessed August 1, 2022 15 “PHOS-CHEK® Innovations In Fire Retardants & Class A Foam,” Phos-Chek Australia, Perimeter Solutions, http://phoschek.com.au/sites/default/files/PC%2040%20 Years%20of%20Innovations.pdf, Accessed August 1, 2022 16 “PHOS-CHEK® Innovations In Fire Retardants & Class A Foam,” Phos-Chek Australia, Perimeter Solutions, http://phoschek.com.au/sites/default/files/PC%2040%20 Years%20of%20Innovations.pdf, Accessed August 1, 2022 17 “United States Department of Agriculture Forest Service Specification for Long Term Retardant, Wildland Fire, Aircraft or Ground Application,” US Forest Service, https:// www.fs.fed.us/rm/fire/documents/304_b.pdf, Accessed August 2, 2022 18 "Long-Term Fire Retardants,” U.S. Forest Service, US Department of Agriculture, https://www.fs.fed.us/rm/fire/wfcs/long-termfireretardants.php, Accessed August 2, 2022 19 “Number of Wildfires to Rise by 50% by 2100 and Governments are not Prepared, Experts Warn,” United Nations, United Nations Environment Programme, February 23, 2022, https://www.unep.org/news-and-stories/ press-release/number-wildfires-rise-50-2100and-governments-are-not-prepared, Accessed 3 August 2022 WWW.CAROLINAFIREJOURNAL.COM

The Station HOUSE

STATIONS NEED STORAGE Ken Newell, AIA, LEED AP BD+C

H

ave you ever heard anyone say, “We just have too much storage space?” I haven’t, either. Whether at home, at the office, or at the station, it seems that our national pastime is collecting “stuff.” Then comes the dilemma of where to keep it all.

Unlike much of what we store in our homes, most of what is stored at the station actually has some usefulness

and needs to be accessible.

Some would look at the station and consider it, in the simplest of terms, one large storage facility.

You store apparatus, equipment, supplies, and people. Even the building code officially classifies the Apparatus Room as “Storage.”

While the station is certainly more complicated than this rudimentary concept, storage is extremely critical to the proper functioning

firehouse. Inadequate storage causes problems with station maintenance and housekeeping. If you don’t plan for adequate and appropriate storage in the station, where will the “stuff” find a home? That’s right, in the Apparatus Room. Walk onto the Bay Floor of almost any station in America, and you will find it littered with everything from lawnmowers to exercise equipment.

As you plan for a new station or

Some would look at the station and consider it, in the simplest of terms, one large storage facility. You store apparatus, equipment, supplies, and people. Even the building code officially classifies the Apparatus Room as “Storage.” While the station is certainly more complicated than this rudimentary concept, storage is extremely critical to the proper functioning firehouse. Inadequate storage causes problems with station maintenance and housekeeping.

Mezzanines provide less expensive storage opportunities.

Apparatus Rooms store more than just apparatus.

renovations to the existing facility, it is imperative to consider all of your storage needs and opportunities. Let us consider just a few of the storage needs in the station and some ideas for solving the space demand.

Apparatus Room: Yes, you do plan to store vehicles and mobile equipment here, but there is much more that will be stored now and in the future. There are two mistakes made in the initial planning of the Apparatus Room that hinders the lifetime usefulness of this space.

First is not planning enough space at the end bays between where the apparatus will be parked and the side walls. Not only is this area a major pedestrian circulation path, but this space and those walls are prime real estate for a plethora of equipment and loose items such as racks, lockers, cabinets, compressors, gear, etc. The second deficiency is the aisles between apparatus bays. Again, the space between parked vehicles will serve as circulation and staging that requires enough room for both when the vehicle doors are open but could also likely be utilized for the storage of small equipment, lockers, cabinets, and other items.

APPARATUS SUPPORT SPACES: PPE Room: Besides the obvious turnout gear lockers or racks, plan the space for benches, shelves, cabinets, and other equipment that will be used.

Tool Shop: There will be one or more workbenches. Keep in mind the toolboxes, cabinets, shelving, and flammable material cabinet.

Compressor Room: It’s not just for the compressor. Determine the need for bottle and pack storage racks, along with SCBA repair equipment and supplies.

EMS Storage: From the smallest 3’x4’closet to a large room filled with shelving and racks, don’t forget to condition the air based on what you are storing. Most departments don’t store meds here, but multiple levels of security are needed if you should ever consider it.

Outside Equipment: Even if you don’t provide your own lawn care and yard maintenance, you may have to do so at some point in the life of the station. Plan a room with easy access to the outside for storing mowers, blowers, and all the things that are needed for outside care.

General Storage: It is always a good idea to have an undesignated room off of the Apparatus Room for any other storage needs now and in the future. It will be used eventually.

Mezzanine Storage: Along with mechanical equipment and training opportunities, mezzanines are a great place to store things that do not require regular access. Reserve hose and gear, archive files, replacement parts, and even the station Christmas decorations can find an out-of-theway home in the Mezzanine, as long as there is easy access to it.

FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 19

The Station HOUSE individual study carrels located in quiet areas of the station.

Dayroom: Large screen TV and recliners, right? Don’t forget all of the media and gaming storage. You can plan for it from the beginning or live with the unattractive storage racks later.

Kitchen: The potential storage needs in the Kitchen is a whole article in itself. Think through your specific storage needs, which are greatly impacted by the type of department you are career, volunteer, or combination. Volunteers tend to have storage needs based on large events. Career tends to have storage needs based on separate supplies for individual shifts. Having at least three separate sets of food lockers or walk-in pantries can work with either department type.

Vending: Even if you don’t have

The Kitchen should have plenty of storage and work surfaces.

Tool Shop should have ample work surfaces, electrical, air, and storage.

Offices: Many of the storage

needs in each office will be satisfied with desk drawers, shelving, and bookcases, but including a small closet in each office makes a great place for coats, a change of clothes, and even office supplies.

Training/Community Room: The larger this room is, the more support storage space it will need. A storage room large enough to store racks of tables and chairs is needed, along with a separate storage room for audio-visual equipment and aids. A separate closet for training supplies is often desirable. If the room serves as a secondary EOC, an adequate storage room for related equipment should be provided.

Library/Study: Even if there is not a room dedicated to this activity, there will need to be somewhere to keep study and reference materials.

It can be one or more rooms with bookcases, cabinet or shelving alcoves along private corridors, or 20 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

Stewart-Cooper-Newell Architects fire stations. ems. training facilities.

www.fire-station.com 704.865.6311

gh,

i Rale

NC

ion Stat e r i F

6 No.

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The Station HOUSE at an all-time high, over-building is not affordable, but planning for current and future storage needs is critical. After all, it will be even more expensive to build the needed space later. Plan wisely and incorporate design team members who have experience in efficient station design.

Ken Newell is a Principal and Partner with Stewart-CooperNewell 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.

EMS Storage with space for small and large items.

vending machines now, you will likely have them sometime in the lifespan of the station. If you don’t plan for where they will be located, they will end up in the Apparatus Room… like everything else you don’t plan for. Try to locate them so that everyone who should have access to them can easily do so without violating a private or secure space.

Bunkroom: No matter how your department combines or segregates sleepers, this is one area that seems to always have storage issues. Consider beds that have storage compartments beneath them or at least that have enough clearance beneath them for storage containers. If you have large lockers or wardrobe cabinets with open, flat tops, assume that your occupants will put storage containers on top of them. If you don’t want the lockers or cabinets to have containers stored on top of them, you specify sloped tops or make the wardrobes ceiling height.

Physical Training: Most of the exercise equipment will remain in place for this space, but there are often varying sizes of support items that should be stored when not in use. Providing closets, or at least shelving, to accommodate mats, balls, towels, water, etc., is important so that the room does not stay cluttered and even dangerous.

Residential Laundry: Besides the washer and dryer, you will need plenty of storage space for laundry supplies and related needs.

Base cabinets with countertops for folding and upper cabinets are beneficial. This area is also a great place to store clean linens and towels for house use.

Janitorial: Janitorial and cleaning supplies always take more space than anticipated. Couple that with

the large quantities of paper and housekeeping goods that stations tend to keep on hand, and the storage needs grow significantly.

Storage space is also needed for cleaning equipment such as vacuums, buffers, buckets, etc. If the station is of any size, consideration should be given to large janitorial supply space and smaller janitorial closets for supply distribution throughout the building.

These are just a few of the less recognized storage needs that occur within the common spaces of the station. With construction costs

Outside Equipment Room with immediate access to outside.

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Homeland SECURITY

STRONG RELATIONSHIPS WITH FIRST RESPONDERS ARE AN INVESTMENT IN R&D

I

n recent years, our nation has witnessed several of the worst wildfire seasons in history, public health crises like the COVID-19 pandemic, mass casualty events, and more. First responders are on the front lines leading the battle against each of these challenges— and this is in addition to all the other ‘everyday’ community emergencies. It is an awesome responsibility, to be sure, and it takes a toll. That’s why the Science and Technology Directorate (S&T) continues to fulfill its mission to arm responders with cutting-edge technologies, tools, and information to allow them do their jobs safely and effectively.

S&T doesn’t do this in a vacuum; rather, we bring together first responders from across disciplines and across the nation to find out what they need and why, then we focus the R&D community on affordable solutions and leverage responder feedback to develop and commercialize them.

S&T’s First Responder Resource Group (FRRG), representing a diversity of responder disciplines, roles, locations, and agency size, is particularly essential – coming together to share knowledge and experience to highlight shared capability needs and the development of solutions. The recently-released Project Responder 6 (PR6) is the latest iteration of this effort: a comprehensive study of emergency response

EMS

capability needs across changes in the operational environment.

The outcomes of this report will guide S&T R&D and acquisition decisions for the responder community for years to come.

“The FRRG is unique in that we ask first responders to share their individual experiences, challenges, and knowledge with us, so we at S&T can determine how to provide a solution,” said Paul McDonagh, who leads the FRRG and S&T’s First Responder Disaster Resilience portfolio. “We are working to make the responders better connected, protected, and fully aware, and that is making our communities safer and more resilient.”

What S&T learned from FRRG members in gathering feedback for PR6 is that the lines between responder disciplines are blurring, and the final report reflects this reality. “The traditional model of fire engine and squad car to the front yard, ambulance to the ER, is less and less applicable, more and more of the time, as we encounter mental illness, homelessness, and other social problems,” said Jay Hagen, chief of the Bellevue (Washington) Fire Department. “We need to morph our capabilities to address these issues. Our communities are going to demand we adapt, and to stay flexible, we will need technologies, tools, and guidance that will help us on the greatest number of missions possible. S&T’s FRRG has brought us into the discussion of what’s

Responders indicated a need for new wildland fire respirator; here, S&T tests a prototype with firefighters at a May 2022 operational field assessment. (Photo: S&T)

possible.”

Dr. Carol Cunningham, State Medical Director, Ohio Department of Public Safety, Division of EMS, agreed: “What is unique about the Project Responder effort is information sharing across disciplines, nationwide. Some technologies and tools associated with firefighting, such as gloves and other PPE, are also applicable to the EMS operational environment.”

And while it is critical for S&T to hear directly from these responders, forums like these are also important to the responders themselves, who get to hear from their peers about successes and challenges in states

and communities across the U.S. “The networking we get from being connected within FRRG gives me a broader group of colleagues to reach out to whenever I’m researching different technologies or have questions about their experiences,” said Red Grasso, Director or the First Responder Emerging Technologies Program, North Carolina Department of Information Technology. “PR6 has helped us find out the needs of responders without having to duplicate at the state level what’s being done at the national level.”

Direct engagement with S&T’s

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Our universal mounting system fits multiple brands and models of monitors, defibrillators, ventilators and pumps, and applications of portable medical equipment on stretchers and in ambulances.

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Homeland SECURITY FRRG benefits state and local agencies to a degree that is difficult to achieve by any responder agency acting on its own. S&T has long been committed to providing this support—the overall Project Responder effort has surveyed responder technology needs for nearly two decades so far and produced six reports.

“PR6 is really an impressive collaboration between members

envisioned in Project Responder 3 (PR3, 2014) has spurred industrywide innovation since.

“Nothing illustrates better what S&T’s FRRG does in the Project Responder effort than the structure firefighting glove,” said Steve Vandewalle, helicopter rescue medic with San Diego Fire Department. “What I needed was a glove with thermal protection that was easily donned and doffed

Vandewalle and another first responder discuss an S&T prototype structure glove at a technology field assessment. The glove is now commercialized and available to the response community. (Photo: S&T)

A police officer navigates through the EDGE virtual school environment at an S&T training event. EDGE provides a safe space in which first responders and educators role-play complex scenarios, improving and reinforcing coordination, communication, and critical decisionmaking skills. (Photo: S&T)

of the first responder community.

For over two decades, the Project Responder effort has been the foundation for guiding homeland security research to support the public safety community. Without the support of the first responder community, Project Responder would not be possible,” said Dan Cotter, Executive Director of S&T’s Office of Science and Engineering.

The feedback gathered from responders over the years has resulted in more than just reports.

For instance, thanks to S&T’s efforts, a key technology first

and that allowed me to use a touch screen. With industry partners, the Illinois Fire Academy, the National Institute for Occupational Safety and Health and the National Fire Protection Association, we went through six iterations of the glove.

After we produced our glove, other glove manufacturers made improvements to stay competitive.

The glove I have now is better, thanks to the collaboration S&T brought about.”

Another set of innovations that resulted from Project Responder series includes S&T’s 3D tracking technology POINTER, which

addresses the need to locate responders inside a structure—a need that has been a high priority across all six iterations of Project Responder. Vandewalle calls POINTER “the greatest success of the FRRG…a game changer not only in the firefighting environment, but also for law enforcement, the tactical environment for highrisk warrants, mining collapses, and urban search and rescue.”

Phase II of POINTER, locating responders in outdoor and crowded environments, kicked

in metropolitan areas but have resource constraints.”

One example of an existing S&T technology in this space that came out of a previous Project Responder report is the Enhanced Dynamic Geo-Social Environment (EDGE).

Already commercialized, this free virtual training platform for coordinating the response to active shooter incidents, was the highestpriority capability need identified in PR3. More recently, EDGE has emerged as a tool to enhance school safety and can be used to prepare

For Rodney Reed, Assistant Chief, Operational Support for the Harris County (Texas) Fire Marshal's Office, “Virtual reality and augmented reality are valuable as training tools because they offer enhanced capabilities to responders in rural America who face the same threats as responders in metropolitan areas but have resource constraints.” off in July 2022. In conjunction with POINTER, S&T is now developing the Data Upload Mechanism for First Responders, which displays floor plans and other critical data for buildings, further enhancing responder safety.

Looking to the future, FRRG members discussed with us current R&D efforts they see as promising for their operations. “The wearable chemical sensor, which warns responders of exposure to hazardous substances so that they can don the appropriate PPE, could eventually give way to a wearable device that detects a contagious pathogen and helps with disease tracing,” offered Cunningham.

Two responders offered that emerging virtual tools are essential.

“Since fire prevention has improved so much, we now rely less on direct experience and more on simulations, lessons learned, shared platforms, video training tools, and the science of decision-making,” said Hagen.

And for Rodney Reed, Assistant Chief, Operational Support for the Harris County (Texas) Fire Marshal's Office, “Virtual reality and augmented reality are valuable as training tools because they offer enhanced capabilities to responders in rural America who face the same threats as responders

for a wide number of critical incidents as well. While EDGE continues to be a force multiplier in the virtual training environment, S&T also is continuing to explore technologies to expand and customize training offerings for complex incident command and management.

Beyond Project Responder, connecting the R&D community with first responders is a vital mission for S&T. They not only help S&T to chart a technology roadmap based on their current and future needs, but they also inform every step of the process—from initial design to operationally fieldtesting prototypes to preparing to transition technologies to the commercial marketplace. And this is not a responsibility that the FRRG members take lightly. As Vandewalle sums it up, “I believe it is our job as the FRRG to improve the state of the technology to benefit first responders. You can’t find this kind of collaboration anywhere else.”

For more information about S&T’s first responder mission, please visit our First Responder Capability page and listen to our ‘The First Responder Group Doesn't Just Do Widgets’ podcast episode. For related media inquiries, contact STMedia@hq.dhs.gov.

FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 23

Update from the NCSFA

COMPROMISE AND CONCILIATION AMID IMPERFECTION Tim Bradley, Executive Director, North Carolina State Firefighters’ Association

W

hen many benefits seem to be taken away from public workers and responders, the North Carolina State Firefighters’ Association recently moved to increase benefits for our membership of 50,000 firefighters. Effective July 1st, our line of duty death benefit has increased from $50,000 to $100,000. (This is separate and in addition to the State Line of Duty Death benefit.) If the line of duty death resulted from an accident, it would be $125,000 because of our 24-hour death and dismemberment coverage that covers firefighters 24 hours a day for accidents on or off-duty. In addition to the increase in LODD, we increased the seatbelt benefit to $25,000, added a $25,000 safety vest benefit, added a new repatriation benefit for transportation of remains over 100 miles, and made several other improvements. Our new carrier is VFIS of North Carolina, and with

their local office here in our state, the new partnership will allow them more hands-on service capability.

Check out our website at ncsfa.com for a complete listing of benefits.

The NCSFA Board, elected by the membership of our Association, work together with staff to provide the best support and benefits for the firefighters they serve. In an era where many organizations and governments are gridlocked and unable to accomplish much, working with a group that keeps its eyes focused on the goal is refreshing. They are a great example of working together until solutions are found. Then, they find programs that best serve our members and make things work.

Often you don’t find meetings where everyone agrees on everything. Some are more cordial than others, but how do effective fire and rescue service leaders deal with issues when two evenly matched sides can’t agree. When dealing with legislative issues, how do we handle the conflict of

political parties that weighs into whether we get our measures passed or not? How do we handle fire service legislative issues when different associations have different opinions on the legislation? Unless there is a clear majority, particularly in government and regulation, realistically, compromise is the only mechanism of ever getting anything done. The balance between two groups of individuals is rarely uneven. In most discussions, you will find that one side feels it is infallible, while the other believes it is never wrong. To get things

Michael J. Fox summed it up great when he said, “I am careful not to confuse excellence with perfection.

Excellence I can reach for, perfection is God’s business.” done, most of us must come to grips with the fact that few of us are completely right all the time.

Call it compromise, conciliation, or concession. We each have to pull a little and give a little to adjust the line correctly. As a wise man once told me, you must admit that someone else is right occasionally.

How do we get opposing sides to make that admission?

I was talking on the phone with an individual years ago when he suddenly screamed into the microphone. After I recovered and asked him what happened and if he was ok, he replied “yes” and told me some dummy talking on his cell phone just cut him off in his lane.

When I replied, “can you imagine the nerve of these nuts talking on their cell phones while driving” he found an excuse and got off the phone. I’m not being critical.

There have been times when I’ve screamed at the guy in front of me because he wouldn’t move over and gave dirty looks to the guy riding my bumper when I was running the speed limit and wouldn’t move over. On any given day, I could be both people. On every given day, I am imperfect.

Perhaps we shouldn’t believe in the perfectibility of man. In history,

24 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

only one has met that mark.

Most of us recognize that we aren’t perfect, and we ask and expect other people to excuse our imperfections. We, however, are often intolerant of imperfection in others. It’s not that we expect anyone to be perfect. We don’t like it when they make mistakes. There is a thin line between tolerating imperfection and lacking initiative.

There is also a thin line between pursuing perfection and being fastidious or persnickety. The question is, how do we fall within the correct boundaries. Waiting

until we can get it perfect may prevent us from getting it right because we can’t get it done. What is the adage; that perfection is the enemy of good.

Michael J. Fox summed it up great when he said, “I am careful not to confuse excellence with perfection.

Excellence I can reach for, perfection is God’s business.”

When I read the news this morning, I couldn’t help but worry about the state of our country, not from a Republican or Democrat point of view, but from the inability of the government to move forward on key issues that we need to resolve.

When decisions are made to oppose ideas before they are heard, you wonder if your leadership seeks to get anything done.

In 1787, Benjamin Franklin was considered the wisest man in America. He had been dispensing wisdom for years in a well-known published column in Boston called “Poor Richard.” Nevertheless, he harnessed lightning with a kite, convinced France to come to the aid of America in the revolution, and negotiated the Treaty of Paris, which made England finally recognize America’s sovereignty.

Second, George Washington was considered one of the legendary WWW.CAROLINAFIREJOURNAL.COM

Update from the NCSFA figures of his time. He still is today.

I recently read a biography of his life, and he was well recognized as hard-headed. On September 17th of, 1787, he rose to speak in favor of a draft Constitution and, by doing so, helped forge and embody the spirit of compromise and conciliation that he knew was necessary to forge a democratic nation and to keep that nation working. For him, it was a tough but necessary compromise.

in it he or anyone else wanted.

Yet it would be a combination of compromise the masses could support. Many famous people, even Thomas Jefferson, had mixed feelings about it and even questioned its need. Jefferson was in Paris at the time. Patrick Henry, the legendary revolutionary, opposed it, saying it would squash individual liberties. Others like Alexander Hamilton and George Washington supported it. Franklin said on that

I hope that the attitude that if I can’t get it completely my way, there will be no agreement doesn’t invade our processes.

Could America Burning be written today? I’m sure it could, albeit there might be many more items to ensure certain groups got certain considerations.

Contrary to popular understanding, our country’s Constitution was not written until a little over 11 years after the signing of the Declaration of Independence.

In May 1787, 42 delegates from 12 States (Rhode Island did not participate) came together in Philadelphia to try and hammer out a constitution for a new, stronger federal government. Even though he was almost twice as old as most delegates, Franklin participated for four months in sweltering heat through impassioned debates to try and find common ground to preserve the nation. The final document was included upon addressing state’s rights, slavery, the executive’s authority westward expansion, liberty, personal rights, and many other issues. The meeting, which George Washington later called a “miracle,” was held secretly with sentries posted at every door. Although many expected the Constitution to be a temporary fix for our young country, it has withstood the test of time and stands as a model for countries across the globe today.

I wonder if our government could deliver such a document today.

What made Franklin’s speech on September 17th of that year so remarkable were the concessions he made in his usually cemented opinion. To find a document that would hold the country together and find support from the 9 States necessary to ratify it, he recognized it would not have everything

day while addressing the President of the Assembly, “Sir, I consent to this Constitution because I expect no better, and I am sure it is not the best.” He had made the statement earlier in his speech that the older he got, the more he tended to pay more respect to the judgment of others. The Constitution was not perfect in his or anyone’s opinion at that time, but it was an example of compromise that the majority would find acceptable.

I think the closure of Franklin’s speech sums it up. “On the whole, Sir, I cannot help expressing a wish that every member of the Convention, who may still have objections to it (the Constitution), would with me on this occasion doubt a little of his own infallibility, and make manifest of Unanimity, put his name to this Instrument.” How many meetings would you like to close on that note rather than an argument?

Looking at the fire services history on issues such as fire codes, public fire education, professional qualifications standards, staffing levels, etc., gives me confidence that we can work together through tough issues. I hope that the attitude that if I can’t get it completely my way, there will be no agreement doesn’t invade our processes. Could America Burning be written today? I’m sure it could, albeit there might be many more items to ensure certain groups got certain considerations.

There are and continue to be good examples of compromise within the

NC fire service, especially working with the legislature. For example, in 2013, there were concerns about local relief fund account balances and the lack of use locally of those funds. There was an effort within the North Carolina General Assembly to redirect those funds. The fire service worked with committees within the General Assembly, accepted some maximums placed on account balances and additional uses and preserved the fund for the fire service. Three years ago, when it appeared Presumptive Cancer for Workers Compensation would not pass, the NCSFA pushed for a compromise of Cancer Insurance for Firefighters. Fire service groups and the legislature finally came together two years later and passed that provision. It wasn’t where we started, but we got financial protection for firefighters who develop cancer. Issues such as these come up every year, and we need to continue to work together to resolve them in ways that continue to protect our service and our credibility.

We need to continue to focus on the defined goals that have made us America’s Hometown heroes: protecting the public through

prevention and response, looking after our own, and maintaining our ethics and credibility. Winning against the other side, whoever that is, isn’t the goal. Serving our responsibility is the goal.

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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FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 25

EMS

WHY DO WE PUBLICLY CRUCIFY EACH OTHER?

I

Aaron Dix

n a remote area, nearly 60 miles from a trauma center, a child sustained what should have been an unsurvivable traumatic injury. Part of the child's injury included a laceration of the subclavian vein near the heart.

The first paramedic unit arrived within seven minutes of receiving the 911 call. Within 12 minutes, two additional paramedic units arrived - including two blood coolers stocked with fresh frozen plasma and packed red blood cells.

The child was found peri-arrest; unresponsive, cyanotic, cold, with a systolic blood pressure of 40 mm/hg - she only had a few moments left of life. Within ten minutes of EMS arrival, the patient was ventilated with a BVM. Commercial chest seals were applied, multiple IVs established, push dose epinephrine mixed and administered, and warmed Fresh Frozen Plasma (FFP) Packed Red Blood Cells (PRBCs) were administered. The child was intubated and flown to a trauma center. Upon arrival at the hospital, a massive blood transfusion protocol was initiated, and a period of open cardiac massage was necessary.

After several surgeries, the child was discharged home after an inpatient stay of only six days.

With the family’s permission, the crew was recognized for saving the child's life. The system, the training, the providers, and the equipment worked - a child's life was saved.

But then came the social media comments – real EMS systems carry whole blood, Why was TXA not given, TXA is more important than blood, blood products are not blood, the crew must have spent too much time on the scene putting in IVs, etc.

Questions from the general public should be expected, but the shellacking by emergency service workers is not. Why do we intentionally and publicly attack our own, especially during a time of record position openings and degrading public trust? We claim to be a brother and sisterhood, yet the internet has many sites and emergency services keyboard warriors publicly assassinating our profession. A video of a structure

fire will surface, and the department will get hammered for "hitting it hard from the yard" for a quick defensive knockdown before entry.

But the video is only two minutes long and does not accurately represent the entire event. But that does not stop people from publicly humiliating the department. The same people will then crucify a department that takes unnecessary risks when going interior to an abandoned building. There appears to be no possible "winning" with social media judgment.

Some social media sites appear to be purely dedicated to the skewering of EMS and fire but are literally published by EMS and fire members. Posts and comments take literal enjoyment from finding fault and attributing blame. We question everything, do it publicly, and do it viciously, and we wonder why we have staffing and morale problems.

Then other posts hit the internet with vicious memes concerning being continuously short-staffed and overworked. Just review the conversations surrounding the now famous Baltimore radio traffic of an EMT threatening to drive the ambulance into the inner harbor.

Many celebrated the radio traffic, made memes, blamed management, made similar comparisons to their own departments, and did so publicly. What message did we send to the public and new possible recruits? There is nothing acceptable with the Baltimore radio traffic – nothing.

We work in a highly stressful, dynamic, and inconsistent environment. Patients, rescue situations, and fires change rapidly, and every department has its unique challenges. What works in New York City does not work in rural SC, where the tax base only provides for a handful of paid members who must shuttle water to every fire and rely on numerous neighboring departments for sufficient personnel. But we'll publicly roast that rural department for immediately going defensive when two guys show up in a single engine with 1,000 gallons of water, no hydrant, and their second due is still ten minutes out.

Public humiliation not only

26 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

degrades our profession and hinders our hiring, but it also inhibits productive conversations that can improve performance. Quality assurance and improvement are a necessity for any department providing emergency services.

Lives depend on our correct, quick, and deliberate actions. Members must be open and honest in debriefs after serious calls. Social media posts and comments negatively influence members' willingness to be transparent. Even worse, members and the public are taking social media chatter as fact without independent verification.

Having patient care and fire rescue tactics influenced by social media commentary is dangerous.

Social media discussions negatively influence members' willingness to be open.

Additionally, members and the public are taking social media chatter ha fact without independent verification. Social media commentary should never drive patient care and fire rescue tactics.

There's a saying from the TV show Ted Lesson "Be curious, not judgmental." The show attributes the quote to Walt Whitman, but no historical indication exists that Walt ever spoke those words.

Regardless of the origin – the

meaning behind Be Curious, not judgmental, is clear. We need to ask more questions, listen to answers, and learn what we can from others- what went well and what should have been better. Conversations need to be productive – not accusatory. We all too frequently listen to respond instead of listening to understand.

The work we do is essential- lives do hang in the balance. We should all strive to do better and work diligently to provide better service to our communities. The current social media discourse is harmful and unprofessional and hinders our ability to learn and improve.

Be great, be kind, be curious.

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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Missions RESCUE

The Guatemala Connection: BACK AGAIN

T

David Pease

he door was opened for what we hoped would be future trips.

Everyone came back excited beyond belief.

We were not accustomed to being treated like celebrities; we were just “good ole boys” from the south.

Most of the guys wanted to go back, so I started the plans for the next trip down. My first concern was to lock down who wanted and could go. The other kicker was, we had to pay for our flights. Once we got there, they would pick us up from the airport and shuttle us to the army base. A short trip in distance but a long trip with traffic.

I selected a tentative date and put the word out. Soon I had enough to start the planning phase of the trip; even though we lost a couple, we gained a couple as well. I was able to put together eleven folks that were able to go and cover their ticket cost.

The first trip, we only trained the Guatemalan military rescue unit, known as UHR. This stands for Unidad Humanitaria Y De Rescate, which in English means Humanitarian and Rescue Unit.

This trip, I wanted to include some of the Guatemalan firefighters known as bomberos. We were also able to include some of their CONRED folks who are similar to our FEMA teams; only they are not tied to a fire department. I put the cap on the number of students we could manage and then leave it up to the coordination of Paramedics for Children and Silvana Ayuso.

They then go through a selection process as to who comes to the class. The military folks are no problem, as they are stationed at the army base where we are staying at and teaching. The firefighters may come from far away and have to drive eight hours or more to get to the class. Working with the military folks, Sylvana was able to secure approval for the firefighters to stay on the base. We were staying in one of the UHR barracks that did have showers and bathrooms.

Once I secured the instructors and time frame to go down, I worked on booking the tickets. I also do the planning on what we are going to teach that week, so plans can be made for the logistics needed there. After the first trip down, it was easy to see that classes needed to be all hands-on and no classroom.

Trying to do classroom and utilizing interpreters would cut way down on any practical work we wanted to do. We already learned that if we can cover it here in one day, it was going to take two days there due to the language barrier. It is much easier to show folks something and then have them do it. They are

awesome at picking up on things showed to them. They have such an impressive drive to learn, something we do not see here near as much.

The tickets are now booked, and we are getting set for our second trip.

The instructors are assigned their subjects and groups so they can plan how and what they want to cover.

They get together and plan out their course of action. We also got everyone jumpsuits for any formal presentations and gatherings. Time to hit the air.

This flight was a bit more uneventful than the first one.

Everything went well at the airport leaving out. As we arrived, the military was there to greet us and look after us. We still remained under fairly close guard from the airport there until our departure.

We checked through with little difficulty since it was being handled

by Sylvana and the military. They loaded us up in the military truck, and off we went to the base to settle in. Luckily, this was our second trip and stay there, so we were a bit familiar with things. We spend Saturday afternoon chilling out and looking around the base for the locations we will use for our classes. This trip, we are doing firefighting training, horizontal

rope systems, vehicle stabilization and extrication, and helicopter operations, and short-haul rescue.

Sometimes training locations can be critical when it comes to logistics and planning. We have found that vehicles can be hard to come by for practice and evolutions.

Also, the rescue equipment was extremely limited for the training.

Our instructors must be patient and creative. This is a requirement we have for taking folks down, to adapt and overcome. It is not like teaching here in that you do not have the resources to call on at a minute’s notice. If an Instructor can not adapt to this environment and work on their time schedule of learning, they don’t go. It is a hard decision to have to make, but it is what it takes to teach down there.

We did our reconnaissance and found the best locations for all the classes. This time we were training about 45 of their folks. Sunday allowed for more planning and insight into what we had to work with. The firefighters would stay in their group and do fire training the entire week. They located some decent spots for this, considering it was a small army base built in the 40s & 50s. The folks doing rope and vehicle would rotate after two

days, and helicopter operations also did not rotate. This group was primarily military rescue personnel.

The groundwork and plans were now laid out for the training to begin on Monday. We felt fairly good about things.

Monday morning, we headed to the mess hall to eat true Guatemalan food and then get ready for classes to begin. This was going to entail a morning ceremony that we had not planned on and would cut into our training time. But do you know what? We are on Guatemalan time, so we learn to adapt. We went back and put on our jumpsuits and went down to the courtyard for the “opening” ceremony. It was a very nice gathering and had some highranking military personnel there to speak and greet us. They even had a band to play our national anthem and the Guatemalan national anthem. Once the ceremony was over, it was time to get to work.

If you are interested in helping in this worthwhile mission, email me at reds100@aol.com.

David Pease, Chief The REDS Team

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FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 27

Safety&PREVENTION

BEWARE SCBA LIFE-EXTENSION OFFERS

Safety equipment industry warns against going outside the official SCBA supply chain Dan Glucksman

F

irefighters rely on their self-contained breathing apparatus (SCBA) to work properly during an incident. Their lives often depend on it. However, that dependability is threatened and compromised by a permit issued by the Pipeline and Hazardous Materials Safety Administration (PHMSA). That’s why fire departments should always stay within the official supply chain when procuring their SCBAs — and replacement cylinders.

BUYER BEWARE Trying to stretch the lifespan of an SCBA cylinder beyond its intended 15 years is a bad idea, say, manufacturers. And that limit is not an artificial “planned obsolescence” cycle. Instead, the 15-year lifespan is based on strict engineering, testing, and regulatory approval.

SCBAs take a beating year after year. They’re exposed to temperature and weather extremes (even up to 500 degrees Fahrenheit!), flame and water, and a constant cycle of use and repeated pressurization that come with dayto-day life in the fire service. Those conditions put tremendous stress on

SCBAs, and those stresses take a toll over time.

“DOT-CFFC carbon composite cylinders for use in SCBA have thin aluminum alloy liners of between 0.060” and 0.090” thickness at the side wall, depending on the size and design,” said Scott Anderson, Luxfer. “If a cylinder is repeatedly subjected to pressure cycles to failure, then it will fail by the fatigue of the liner. In normal circumstances, the fatigue life of the cylinder is very conservative and well beyond the limits of use in SCBA service. However, if the liner is corroded, the number of fatigue cycles is severely reduced before failure by leakage. While a leak in the cylinder does not pose a threat of cylinder rupture, it can have severe implications if a firefighter loses air capacity and may run out of air during an operation.”

The SCBA has only one purpose: to keep a firefighter alive when the air in or around an incident is unsafe to breathe — whether due to smoke, heat, or other toxins and hazards — the SCBA enables the firefighter to breathe safe air from the cylinder and stay on task.

Pushing an SCBA cylinder

*RESTRICTIONS MAY APPLY

28 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

beyond its 15-year certified lifespan puts the firefighter’s life at risk. Period. SCBA is designed for long lifecycles, and no regulations currently prevent their use beyond 15 years. Annual testing by authorized technicians helps to ensure the safety and integrity of the back frame, harness, pneumatics, and electronics components of the SCBA; however other components like the cylinder have different standards and regulations that define their lifespan.

The International Safety Equipment Association (ISEA) strongly recommends against procuring or using an SCBA cylinder that claims to be certified or requalified for extended use. In addition, beware of any stickers on the equipment that shows approval of reuse beyond the original 15-year limit. The manufacturer’s warranty is void beyond 15 years.

Further, the National Institute for Occupational Safety and Health (NIOSH) requires that the following “Cautions and Limitations” text be included on the product approval label: “Never substitute, modify,

add or omit parts. Use only the exact replacement parts in the configuration as specified by the manufacturer.”

If an SCBA manufacturer is silent on or does not specifically allow the use of Modal acoustic emission (MAE)-requalified cylinders on an SCBA, such use violates OSHA regulations and voids the SCBA’s NIOSH certification. Specifically, the use of an MAE-requalified cylinder and/or a replacement valve on the cylinder violates OSHA regulations 29 CFR 1910.134(h) (4) and 1910.134(i)(9). Moreover, the use of a “rebuilt” cylinder valve voids the SCBA’s NIOSH certification.

The use of MAE-requalified SCBA and replacement cylinders are also problematic via National Fire Protection Association (NFPA) standards. See in particular NFPA 1500, Standard on Fire Department Occupational Safety, Health and Wellness Program, 2018 Edition (§ 7.10.1 and § 7.10.1.1); and NFPA 1852, Standard on Selection, Care, and Maintenance of Open-Circuit Self-Contained Breathing Apparatus (SCBA), 2019 Edition (§ 4.9 Technical Authorization — § 4.9.1).

REGULATORY CONTROVERSY PHMSA, part of the U.S. Department of Transportation, issued a special permit (DOTSP 16320) in 2017 authorizing 15-year carbon-fiber reinforced, aluminum-lined compressed gas cylinders to be requalified for up to an additional 15 years in five-year increments. Users should note that the special permit states under the “Purpose and Limitations” that “The safety analysis performed in the development of this special permit only considered the hazards and risks associated with the transportation in commerce.”

Modal acoustic emission (MAE) testing was developed in the early 1990s and was allowed by PHMSA in 2015. The agency invested heavily in research in this area. However, ISEA has written to and met with PHMSA to explain why MAE is problematic for SCBA and why extending an SCBA or replacement cylinder beyond the manufacturer’s and PHMSA-approved original 15-year lifespan is dangerous. It also voids the original approval of the WWW.CAROLINAFIREJOURNAL.COM

Safety&PREVENTION SCBA itself, potentially exposing the owner to liability.

It’s important to note that PHMSA’s Office of Hazmat Safety is responsible for ensuring the safe movement of hazardous materials by all modes of transportation.

In fact, the agency does not have regulatory authority over SCBA. As ISEA explained to PHMSA in an extensive 2019 letter: “There is a balanced regulatory structure for the safety of SCBA users and for the manufacturing, use, and maintenance of these devices. This structure includes OSHA, NIOSH, the National Fire Protection Association (NFPA), and notwithstanding DOT-SP 16320, PHMSA. In short, DOT-SP 16320 is a non-native invasive species harming the SCBA users in this safety and regulatory ecosystem.”

NIOSH made clear in February 2019 that without NIOSH review and approval, the use of MAE requalification testing to extend the service life of SCBAs is not compliant with NIOSH approval for those devices.1” (See footnote for full statement.)

POTENTIAL PROBLEMS MAE testing doesn’t identify certain types of imperfections that could compromise a cylinder’s integrity.

However, cracks and other anomalies inside the tank can develop with repeated heavy-duty wear and tear.

Cylinders tested using the MAE process, as specified in DOTSP 16320, cannot assess the full integrity of the cylinder for the demanding use seen in the fire service. MAE-testing outlined in DOT-SP 16320 does not evaluate the integrity of the aluminum liner.

Yet the liner is exactly where failure occurs. In addition, visual inspection using CGA 6.22 will not catch cracks invisible to the eye but large enough for breathing air to escape.

FIREFIGHTING PROFESSION’S PERSPECTIVE The IAFF wrote to NIOSH in 2018 expressing concern about USDOT’s special permit to Hexagon Digital Wave, allowing the company to extend the service life of certain carbon-fiber reinforced aluminum-lined cylinders.

In that letter, IAFF stated: “Our concerns center around the weight of the evidence that modal acoustic emission (MAE) testing can reliably predict whether or not a catastrophic cylinder failure will occur… Additionally, failure parameters for possible microfractures that may appear in the carbon fiber material wrapping

would need to be determined.

Currently, we are unaware of any peer-reviewed literature describing the methodology for determining these parameters.”

The IAFF added that, in addition to the high temperatures to which SCBAs might be exposed during firefighting incidents, as noted earlier, cylinders are typically stored for long periods at their rated pressure, sometimes at environmental extremes, which creates more strain on the vessels.

“These environmental conditions create stress on the interface area between the aluminum lining and the carbon fiber wrap,” IAFF’s letter explained. “Any detection of loss of this interface would be grounds for concern. Again, we are unaware of any peer-reviewed literature examining the MAE testing’s ability to detect this stress… At this time, the scientific and legal parameters have not been fully established for us to support extended service life for SCBA.” SOLUTION AVAILABLE For those in the fire service seeking a 30-year cylinder that’s safe, legally, and regulatorily compliant, a 30-year cylinder is available from Luxfer under permit DOT-SP 14232.

• Compared to 15-year cylinders, this 30-year cylinder has thicker carbon-fiber walls and a liner that can withstand more charging cycles.

• Buyers should note, however, that the special permit awarded to Luxfer for a 30-year cylinder requires a test at the halfway point.

NEED HELP? When in doubt, or if you have more questions, always feel free to reach out to your SCBA manufacturer.

They will be happy to answer any questions you have about your equipment.

Dan Glucksman is Senior Director for Policy at the International Safety Equipment Association (ISEA) where he leads the organization’s legislative and regulatory programs. Mr. Glucksman also contributes to ISEA’s standards development and member engagement programs.

REFERENCES 1 “Without NIOSH review and approval of modified documentation, the use of MAE requalification testing to extend the service life of SCBAs that have reached the end of the service life indicated in the documentation provided by the SCBA manufacturer is not compliant with NIOSH approval for those devices.”

2 Compressed Gas Association, CGA C-6.2-2019, “Visual Inspection and Requalification of Fiber Reinforced High-Pressure Cylinders – 8th Edition” FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 29

Leadership

SO WHAT DOES IT TAKE TO HAVE SUCCESS? Doug Cline

D

DETERMINATION etermination is a positive emotional feeling that involves persevering towards a difficult goal in spite of obstacles. Determination occurs prior to goal attainment and serves to motivate behavior that will help achieve your goal. For you to achieve success, you must have the fortitude to continue on and transverse turmoil and rough situations. You will be challenged many times on your journey to achieve a goal or in the efforts to accomplish a task.

Empirical research suggests that people consider determination to be an emotion; in other words, determination is not just a cognitive state but rather an affective state. In the psychology literature, researchers have studied determination under other terms, including challenge and anticipatory enthusiasm; this may explain one reason for the relative lack of research on determination compared to other positive emotions.

In the field of psychology, emotion research is heavily focused on negative emotions and the action

tendencies that they encourage.

However, recent work in positive psychology incorporates the study of determination as a positive emotion that pushes individuals toward action and results in important outcomes such as perseverance and determination to take success ENDURANCE Endurance is the ability to withstand and sustain a prolonged stressful effort or activity, hardship, or adversity. To achieve success, you must have the ability or strength to continue and keep the focus, especially despite fatigue, stress, or other adverse conditions that you will surely encounter.

An individual must have the ability to push forward and continue to execute, work and strive for the vision set even when you are tired, frustrated, and want to return to the status quo.

This is the one area that has a profound effect on whether someone is successful or not. The easy thing to do is to return to the old or status quo mode and not continue on.

Great leaders in emergency services have had an endurance level that supersedes most.

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919-736-0506 | ncarems@ncarems.org 30 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

MOTIVATION Motivation is the desire to act in service of a goal or objective.

Motivation is the process that initiates, guides, and maintains goaloriented behaviors. It’s the crucial element in setting and attaining our goals and objectives as individuals and organizations. Motivation is one of the driving forces behind human behavior. It fuels competition and sparks social connections.

People often have multiple motives for engaging in any one behavior.

Motivation might be extrinsic, whereby a person is inspired by outside forces—other people or rewards. Motivation can also be intrinsic, whereby the inspiration comes from within—the desire to improve at a certain activity.

Intrinsic motivation tends to push people more forcefully, and the accomplishments are more fulfilling.

An individual must focus on the reason for your actions. It is important to remember this is also one’s direction to behavior. It is important to understand motivation comes from within and is supported by those around you. Choose the people you surround yourself with cautiously.

ATTITUDE Attitude is how you look at everything. It is the way you choose to see and respond to events, situations, people, and yourself.

Your attitude is not something that happens to you; each day, each situation, and each event, you choose your attitude towards those things. Your attitude is created by your thoughts, emotions, and reactions as you choose each of these. You are the engineering programmer of your frame of mind, aka attitude. You decide how you will perceive and process these events that have a significant impact on your life, work, and relationships.

You choose whether you will have a positive or negative response.

Your attitude has a profound impact on how you lead personnel and organizations. Attitude affects the way you sell your visions and ideas as well as the way you serve your subordinates. Your attitude has a direct impact on how you communicate and collaborate with others, how you contribute to the culture of your work environment, and how you perform your daily tasks and responsibilities.

Ultimately, your attitude shapes your success and your happiness, both personal and professional. In looking at individuals and leaders, making everything else equal, the individual with the best attitude will outperform and get more

respect than the others. When everything is not equal, the person with the best attitude usually wins.

Unfortunately, many individuals cling to beliefs and attitudes that restrict rather than empower their performance.

Remember…Attitude is everything!

ACHIEVEMENT – Achievement is something that you as an individual or the organization did or got after planning and working to make it happen, and that therefore gives a feeling of satisfaction or the act of working to make this happen.

The accomplishment required effort, courage, devotion to the mission, and motivation for the journey embarked on.

COMMITMENT Commitment is important because it makes you more dependable, trustworthy, and responsible. And we all like to be with someone we can trust and rely on. So when you make commitments and keep them, people will respect and trust you more. A person who keeps their promises is a person of integrity.

Be Committed: To self To your department’s Mission, Vision, and Values To your family Doug Cline is a veteran

and student of the Fire Service serving as the Assistant Chief of Professional Development with Horry County Fire Recue. A retired Fire Chief , Cline is a Level III Fire Instructor, National Fire Academy Instructor and an EMT-Paramedic instructor. Chief Cline is the 2nd Vice Chair for the South Carolina Firefighters Association Officer Section, a past President of the South Carolina State Association of Fire Chiefs, Executive Director for the National Fire Academy Alumni Association, past President International Society of Fire Service Instructors (ISFSI), past President of the Southeastern Association of Fire Chiefs (SEAFC), a member of the South Carolina and North Carolina Society of Fire and Rescue Instructors.

Cline served on the FEMA grant criteria development committee, Congressional Fire Service Institute (CFSI) National Advisory Committee, past member of the FDIC Advisory Board and peer reviewer for the Fire Act Grants.

WWW.CAROLINAFIREJOURNAL.COM

EMS

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

I

want to give a brief update on EMS in North Carolina. Right now, there are some exciting things going on in North Carolina, but we also have some challenges. Recently eight systems were awarded grants from the North Carolina Department of Health and Human Services to provide medication-assisted therapy for patients with opioid use disorder. Other EMS systems are also doing exciting work with harm reduction. As we all know, the entire health care system is under significant stress. Many EMS systems have had to deal with hospitals who have placed themselves on diversion. Other EMS systems have also been called upon to perform interfacility transfers at a time when those same EMS systems have limited resources available. While all this is going on, we also must remember that the personnel who have felt the calling to work in emergency services have a huge ability to help people when they are at their most vulnerable and when they need help the most. We cannot forget how important our jobs are. We are extremely lucky to have the ability to make such a huge difference for people.

The opioid epidemic is not getting better. If anything, it is getting worse and still claiming many lives. EMS is in a unique position to help mitigate the effects of this crisis. North Carolina was the first state in the nation to initiate EMS-based needle exchange combined with harm reduction measures. It has been shown that needle exchange programs are one of the most effective ways to help people with opioid use disorder.

Many EMS systems are leaving behind naloxone with patients and using peer support personnel to reach out to many people with opioid use disorder.

North Carolina has also been leading the way with EMSinitiated medication-assisted therapy for persons with opioid use disorder. Suboxone is an excellent medication to help people with opioid addiction. It is a partial opioid agonist. This means that Suboxone does not completely activate a person’s opioid receptors.

Heroine and Fentanyl are full agonists, so they completely activate a person’s opioid receptors.

One way to think about this a like

a car accelerator. A full agonist like Heroine would completely activate pain receptors, kind of like a person pushing a car accelerator all the way to the floor and revving the engine.

A partial agonist like Suboxone only partially activates pain receptors, like pushing a car accelerator down a little bit, so the engine goes just above idle. Suboxone also sticks very tightly to pain receptors and prevents other drugs like Heroin or Fentanyl from attaching to pain receptors. Suboxone stays attached to pain receptors for about 24 hours.

Suboxone’s unique properties mean that if a person takes Suboxone, they are very safe from overdose for about 24 hours, and they also don’t have any cravings for that time period. Several counties have had medication-assisted bridge programs in place for the last three years. A bridge program is when an EMS community paramedic visits a patient after an overdose reversal.

The medic will offer them Suboxone and referral to an outpatient-based treatment program where they will continue to receive Suboxone as an outpatient. The community paramedic administers the patient’s Suboxone at their home for up to seven days while the EMS agency works at getting the patient plugged into an outpatient program. While the patient is taking Suboxone, they are unlikely to have cravings and are very safe from overdosing. Recently, eight counties in North Carolina were awarded grants to implement new medication-assisted bridge programs. This will bring the total number of EMS systems in North Carolina providing this service to 11.

Hospital diversion has also been a significant issue over the last few years. Some hospitals will declare themselves on EMS diversion when they feel that their Emergency Departments are overwhelmed.

EMS systems are not under any obligation to honor hospital diversion status due to emergency department overcrowding. A hospital cannot refuse to see a patient brought to their emergency department. That being said, it’s recommended that EMS systems should proactively work with their hospitals in a collaborative way to help mitigate the effects of hospital overcrowding. Emergency Departments should also not have long delays in taking over care of EMS patients once they arrive at the hospital.

Many EMS systems are asked

to help with interfacility transfers.

It is important to remember a few important issues regarding interfacility transfers. EMS crews should never transfer a patient that they believe that is too complex for them to manage. The hospital does not make the decision whether an EMS unit has the capability to care for a patient during an interfacility transfer. If the EMS crew feels uncomfortable with a case, they should contact their supervisor and or medical director.

Also, an EMS crew should not give medications and do procedures that are outside their scope of practice. For example, if a patient is receiving Precedex or has a balloon pump placed, a paramedic cannot be primarily responsible for that patient. Precedex is a medication not included in the scope of practice for paramedics in North Carolina.

A balloon pump is a procedure/ skill that is outside the scope of practice for paramedics in North Carolina. Even if a procedure or medication is within their scope of practice, they should not administer any medication or perform any procedure that they are not trained on. For example, if a patient is on a Propofol drip and a paramedic

has not been trained on that drug, then the paramedic should also not assume care of that patient even though Propofol is within the scope of practice for paramedics in North Carolina.

We live in challenging times.

There are not enough EMTs, advanced EMTs, paramedics, or nurses to adequately staff the healthcare system. Everyone is stressed. That makes what you do even more special. As medical professionals who work in the emergency setting, you take care of people who go through the scariest moments of their lives. You do things that no one else can do. Few others can care for someone who thinks they are going to die, save their life, and comfort them and their families at the same time. I can think of no greater calling than that of an emergency medical provider.

Thank you.

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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Air& Surface DECONTAMINATION

RISK MANAGEMENT FOR YOUR OWN SANITY

A

Beth Krah

s I am writing this, the Queen is being laid to rest, the disastrous effects of September 11th are still fresh on our minds, and our son is desperately trying to reach a friend who texted a suicide note to him in the middle of the night.

On the global scale - the live feed announces its Final Farewell to Queen Elizabeth. The world mourns, and she will be missed deeply. More locally - ever since the attacks from 9-11, America has been in mourning. Some are already forgetting, but we never will. We mourn the loss of loved ones from the attacks and from rescue efforts.

We continue to grapple with losing many of our close friends and family as they fall victim to cancer.

On a personal level, you may continuously question your selfworth - mourning the loss of who you once were and that haunting emotional distress that may never go away. Have you become a shell of the vibrant hero you appeared to be early in your career as you put on a façade of confidence and strength yet silently wither away inside?

Our son woke up to a string of texts from a friend several states away mentioning suicide, how he would do it, and a lot of details that had our son not had his phone on silent, he would’ve read at 3 am. He couldn’t get through to his friend and eventually reached the local PD to do a well-check. After an hour of going back and forth with the suicide prevention hotline, 911, and the local PD, he finally got a call from his friend barking, “You called the cops on me??” He didn’t remember sending the texts, and of course, he’s “fine.” He shouted back, “What do you think I’m gonna do when you send texts like that?!” Some may cry out, and we listen and support them. But far too many aren’t saying a peep as it’s not proper in a “suck it up Buttercup” world. It takes much more strength and guts to admit you’re struggling with your thought process than to ignore it all, trust me.

In the previous issue, Capt. Dena Ali (Raleigh FD) wrote about therapy being awesome and how to find the proper fit in a therapist or counselor. If you’ve not read it, please do – it’s incredibly important to have a solid support system around you as you deal with the public and their worst day ever – every single day. I was fortunate enough to find someone who was perfect for me, albeit in Colorado. We Zoomed every few weeks until I was able to move past some things that were significantly interfering with my work and personal psyche. She had me do a

few exercises to nail down the lies I was telling myself, and I was able to bounce back better than ever.

Those burdens were weighing so heavy on me that I ended up in the hospital… a few times. Nervous about how my health was declining, I finally reached out to a friend who recommended someone, and I can’t tell you how freeing that was. Yes, definitely worth it!

NON-INTIMIDATING COPING MECHANISMS (FOR NOW) If you’re backed into a corner and defensive about seeking a professional or just can’t seem to get out of bed, there are some things you can do until you’re ready to talk to a professional.

1. Verbalize in Private: Just verbalizing what happens each day (out loud) and what impact it may have had on your outlook makes a big difference in how we handle the constant barrage of worst days. If you’re shy about talking to someone else, start with your dog. That faithful best friend will not judge you, look down on you or call you weak, and this will aid in allowing you to process the day’s events so you can more readily handle the following day.

2. Be careful what you listen to: What lies are you telling yourself?

Are you getting on your own case for struggling like you are, or are you able to look in the mirror and realize the amazing gift you are to so many people? Feed yourself the truth, and if you’re having a tough time trying to figure out what that

32 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

is, ask those who know you best. I am constantly amazed at the gap between what I tell myself vs. the truth others tell me. I’m trying harder to believe them. Dr. Seuss said it best: To the world you may be one person; but to one person you may be the world.1 Know your worth – it’s a hell of a lot more than you may think.

2. Reaching out before signs appear: About 80% of PTSD issues show up before PTSD does. Ask your crew how things are going and build that camaraderie on the front end so it’s easier to talk on the back end. For me, it’s easier to get others to open up when I reveal the vulnerabilities in my own life (and I’m much more screwed up than

they are), and we start to build a more solid friendship grounded in trust, vulnerability, and the freedom to be oneself. It’s tough to just listen when you want to fix the problem.

But the idea of having someone in your corner just to listen to you ramble can make all the difference in the world. I can’t figure out issues unless I verbalize them. The process of talking it out allows me to work through it better, and I often figure out the solution before the other person has a chance to respond. I thank them, they look puzzled, and we move on. Good chat.

Some of us hesitate to be vulnerable because we assume that means exposing our “secrets.” We assume that being vulnerable means

WWW.CAROLINAFIREJOURNAL.COM

Air& Surface DECONTAMINATION spilling our hearts to strangers, and as [Brené] Brown puts it, “letting it all hang out.” But vulnerability embraces boundaries and trust, she says. “Vulnerability is about sharing our feelings and our experiences with people who have earned the right to hear them. Being vulnerable takes courage.”2 Risk management is any activity that involves the evaluation of or comparison of risks and the development, selection, and implementation of control measures that change outcomes. How does that play into the health of your crew? Gordon Graham said it best: In any occupation, in any profession, in any tragedy, rarely is it a single event that generates the tragedy. Usually, it’s a cascade of events over a period of time that go uninterrupted. We have a triggering event, in the world of risk management, we call that the Proximate Clause. [Anyone] can identify the proximate clause of the tragedy, but if you are building your control measures based on proximate clause alone, as so many organizations do, you are dooming yourself [and] your organization to future tragedies. Real risk managers don’t stop at the proximate clause.

Real risk managers go back in time and ask this question: were there related causes, were there contributory causes… were there associated causes, were there root causes, what were the conditions, were there problems lying in wait that people knew about, or should have known about, and nobody did a darn thing about it?

Take a look at your span of control, your sphere of influence, every day and ask this question, “Do I have problems lying in wait… that everybody knows about and nobody’s doing a darn thing about it?” Sooner or later, all the holes in the Swiss cheese will get lined up… you’ll have your triggering event, followed by the tragedy, and then the lawyers get involved… [and when] they peel back the layers of the onion [they’ll] identify these problems lying in wait, sometimes for years, that everybody knows about and nobody’s doing a darn thing about it.3 3. Start looking for someone you respect and trust: The sooner you’ll be able to talk to someone else, the better until you find that perfect fit for a counselor; reach out to your chaplain, a co-worker, or someone far away. I’ve heard of departments connecting with other departments across the state who deal with the same things but don’t know the people who are ticking you off right now, and that’s a good thing. At least 80% of first responders are going through the exact same thing.

Know what that means? It means you’re normal.

4. There’s an app for that: I discussed with Gordon Graham his recent acquisition. There’s a

wellness app from Cordico (now owned by Lexipol) specifically designed to support first responders and emergency personnel. From the palm of your hand, you can discretely research 60 topics, including fatigue, suicide prevention, alcohol abuse, mental health, and more. Anonymous self-assessments and wellness tools are available, and when you’re ready to take your conversation from puppy to professional (which is extremely important for moving forward), they’ve got a therapist finder along with peer support. Chief Billy Goldfeder affirms Cordico’s strategy: Assuring firefighters and other responders are emotionally prepared to take care of the public, when the public is having the worst day of their lives, is what keeps fire chiefs up at night – this unique and very affordable solution from Cordico benefits the firefighters, the responders, the public, and the community’s leadership. It’s truly a win-win.4 As I conclude, our son is now

dealing with a potential active shooter situation and the many kids under his care. The challenges will never stop, but please take care of yourselves as well as you take care of your patients, and through that, maybe realize new coping skills that allow you to keep showing up, keep serving, and keep saving. Y’all are in our prayers every day.

IMPORTANT INFO Suicide & Crisis Lifeline: 988 Cordico: https://www.cordico.com

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.

NCSFA PTSD Grant: https://ncsfa/post-traumatic-stresscounseling-reimbursement-program

REFERENCES:

Firefighter Behavioral Health Alliance: https://www.ffbha.org/resources/ clinician-resources/

2. Williams, Ray quoting Brené Brown, (2019) Why The Best Leaders View Vulnerability as a Strength. Retrieved from https://raywilliams.ca/ best-leaders-view-vulnerability-strength/

Beth Krah is founder and CEO of The Krah Corporation (dba Krah Health Solutions). She has

1. Geisel, Theodore Seuss, Children’s author and cartoonist.

3. Graham, Gordon (2022) Risk Management, General Session. FDSOA Fire Apparatus, Safety and Equipment Conference, Scottsdale, AZ 4. Chief Billy Goldfeder, Former Chair of the IAFC’s Safety, Health, and Survival Section, Loveland-Symmes (OH) Fire Dept. Retrieved from https://www.cordico.com

®

FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 33

Retirement PLANNING

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

H

aving chosen to serve and protect our communities, you have a natural understanding of how to assess a situation, develop on-the-spot efficiencies and manage time for the desired result. You know all too well that timing is everything, and it can mean the difference in outcomes in a variety of situations.

Timing also plays an important part in retirement. If you start saving early, compounding interest makes your retirement fund grow faster by earning interest on your contributions and reinvested

month/$120 per year and are due

by March 31, after the year ending December 31.

In order to be an eligible firefighter, you must be 18 years or older and belong to a fire department that:

• is rated by the Fire Insurance

Rating Bureau and is certified by the Department of Insurance as not less than a Class “9S” department,

• files a roster annually with the

North Carolina State Firefighters’ Association, which is forwarded to the Pension Fund by January 31 each year, and

While a pension may lay the groundwork for a solid retirement, the general rule is that you need to replace 80% of your pre-retirement income. earnings. Workers who start saving later may need to do more to develop efficiencies so they can meet their retirement goals.

No matter where you are in your retirement journey, planning and saving for retirement means managing time so you can reach the desired result.

READY OR NOT Retirement is in your future; at some point, we all will leave a chosen career or take a step back from a volunteer position. Ready or not, retirement is coming, and I encourage you to do what you can now to make sure you have a secure financial future for yourself and your loved ones.

If you are a career firefighter or rescue squad worker employed by a local government, you contribute 6% each month to the Local Governmental Employees’ Retirement Systems’ (LGERS’) pension. This, combined with your employer contributions and investment earnings, creates a solid foundation for your income in retirement.

As an eligible firefighter or rescue squad worker in a career or volunteer capacity, you have the opportunity to participate in the Firefighters’ and Rescue Squad Pension Fund (FRSWPF).

Contributions are $10 per

• holds training sessions at least

4 hours monthly, for which members are required to attend at least 36 hours per year.

In order to be an eligible rescue squad worker, you must be 18 years or older and belong to a rescue squad that:

• is eligible for membership in the

North Carolina Association of Rescue and Emergency Medical Services Inc.,

• files a roster annually with the

North Carolina Association of Rescue and Emergency Medical Services Inc., which is forwarded to the Pension Fund by January 31 each year, and

• provides training sessions each

year for which members are required to attend a minimum of 36 hours.

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

34 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

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

Being a member of LGERS and/or enrolling in the FRSWPF brings other important benefits for your loved ones. As a participating member in these pensions, one of the most important things you can do today is to name a beneficiary.

This is a simple process and eliminates confusion, saves time, and makes sure that your loved ones receive a benefit of financial security should you pass away. I recommend that everyone perform a beneficiary check-up at least once a year for all accounts and benefits.

STAY INVOLVED — BECAUSE IT MATTERS The LGERS pension may be an automated contribution process, but the FRSWPF is manually submitted by you or your department, and certain requirements must be met each year. It is important to take ownership of those contributions and years of service. The more informed you are, the better you can prepare and make the right choices for your situation. ORBIT is an online system for members to manage their North Carolina pension, track years of service, and contributions, view and maintain beneficiaries, and offers important tools that will help you determine if you are ready and prepared for retirement.

While a pension may lay the groundwork for a solid retirement, the general rule is that you need to replace 80% of your pre-retirement income. If you are an LGERS member, we offer supplemental retirement savings plans (NC 401(k) and NC 457 Plans) that are administered by the Department of State Treasurer and Supplemental Board of Trustees. These plans are outstanding choices for members offering exceptional value, lower fees, and diverse investments.

If you are a volunteer firefighter or rescue squad worker, speak with your employer about the retirement savings options available to you and make sure you are taking advantage of all benefits.

Stay involved in your contributions, know your years of service and use all the tools available. The more informed you are, the more prepared you will be for retirement.

PLANNING FOR THE FUTURE The Retirement Systems Division has ongoing webinars and education opportunities for all members.

These webinars provide an overview of your benefits and preretirement planning information.

We also have counselors available to answer specific questions about your situation. With these details in hand, you can begin to answer some questions:

• When will you retire?

• How long will you be in retirement?

• Where will you be, and whom will you be with?

• What is your budget?

• Who is your beneficiary?

The answers to these will help you tackle retirement more efficiently and with purpose.

Remember, no matter where you are in your career, it is never too early to start saving for retirement.

It is always the right time to assess your plans and make adjustments.

It is never too late to manage your time so you can plan to reach your retirement goals.

Thank you for your service and dedication to the communities across North Carolina.

Dale R. Folwell, CPA

was 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.

North Carolina Retirement Systems: https://www.myncretirement.com/ Fire & Rescue Online Resources: https://www.myncretirement.com/non-retirees/ fire-and-rescue-personnel ORBIT: https://orbit.myncretirement.com/ WWW.CAROLINAFIREJOURNAL.COM

Leadership

GENERATIONS IN THE WORKFORCE

A

Mark A. Rivero Ed.D

s we have discussed in previous articles, today, we may be faced with multiple generations working together.

What is an interesting phenomenon is the expectations that each generation expects from the younger, newer generations and their work performance. Dedication to the job of older generations seems to think that the younger employees are not as dedicated to the job as they once were. Dedication to a Baby Boomer meant that you stayed on the job for 25 to 30 plus years and retired with one career

job on your resume. Today, a new employee may have multiple jobs on their resume’ with what may seem as a very short employment history at each job. What is happening here is that the new generation is growing up with technology and never even imagined the Baby Boomer. Computers are said to be outdated six weeks after they are purchased because of the speed of development. In turn, how does this relate to job dedication in the newer generations? Progress in the fire service has changed dramatically since the implementation of petroleum products to almost everything made today. With this

type of change, what does job dedication mean to all generations that are currently employed at all levels within the fire service, and how do we create the environment for new employees to dedicate themselves to a 25 to 30-year career?

One of the ways is really described today’s fire and emergency services as a career and not a job. The fire service of today can and does offer opportunities in education fields that lead to college degrees, from certifications, and credentials up to terminal degrees that can create additional opportunities after a career within the fire and emergency

services field. Ideas come from within the employees of each field as well as those that have been in other career fields outside of fire and ems. But, what brings interest to the fire and ems field? If one watches television a lot, they can see that public safety has multiple actionpacked opportunities. But what is not seen is how dedicated these people are and the sacrifices they have made in real life. Where do we recruit these highly dedicated people from, and how do we keep them for a career? As we have discussed in previous articles, dedicated people in any career field are hard to find, but in the world of fire and emergency services, employees can and will get burned out for many reasons. Stress and health issues are just as much present in public safety as in any other career field. However, in the fire and emergency services, administrators of any department, whether volunteer or career, must look at the value of each employee. Once the employee can see that they are valued, they can start to feel the need to be dedicated to the department as well as the community to which they serve. When the community sees the value of the fire and emergency services, they also create a positive feeling and will recognize the emergency services for the efforts they put forth. Recognition of the workforce pays great dividends in the long run, and it also is a key to the employees being dedicated to the career, and this is only one way of many to create a dedicated employee that will be employed for more than just a short while. All generations need to realize that change takes place, and we need to make a change so that our employees can have the tools necessary to do the job; when we have what we need, dedication and a full career will be rewarded to all involved.

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.

FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 35

Update from CAPITOL HILL

WHO’S WILLING TO BE OUR FUTURE LEADERS?

I

Bill Webb

n 1993, I became unemployed the day Bill Clinton was inaugurated as our 42nd president. For the previous three years, I had the honor of serving as a political appointee under the George H.W. Bush Administration.

At the time, my wife and I had an 18-month-old baby, so I was naturally concerned about our finances even though my wife had a good-paying job.

Later in the year, I received a phone call from the Congressional Fire Services Institute asking if I would be interested in an opening as Director of Development. Although I lacked certain fundraising skills, I had a solid background in event planning. Up until that point, I had no experience or knowledge of the fire service. Somewhat desperate for a paycheck, I accepted the position, thinking I would stay with the organization until a better job offer came along.

A few offers did come along, but I rejected them because I quickly discovered that my passion was in

public safety. The passion for my work remains as strong today as it did back in 1993. It took many years for me to gain trust in my abilities as an advocate and feel comfortable sitting at a table with the fire service leader to discuss national issues. But over time, I gained more confidence in my abilities and worked hard to gain the respect of my peers.

What concerns me and many of my peers today is finding the next generation of leaders to advocate for our firefighters and emergency service personnel at the local, state, and federal levels. Where are they, and how can we appeal to them to get involved?

At age 61, my career is entering the homestretch rather than entering the first turn. Many of my colleagues who mentored me and walked the halls of Congress with me have either retired or are also entering the home stretch.

Together, we convinced Congress to establish the AFG and SAFER grant program and to fund various programs that advance the health

36 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

and safety of our fire service personnel. We certainly achieved a lot, and I am very proud of what we accomplished.

We cannot expect the next generation of leaders to step forward and carry the torch until we, as current leaders, get them engaged.

We need to groom them… mentor them… and LISTEN to them. We cannot expect them to adapt to our ways if those ways have become outdated. That is why we need to listen to them and be as adaptive to their ways as much as we want them to adapt to our ways. There has to be a middle ground.

And as part of our discussion, we need to remind future leaders what is at stake if no one is willing to step forward and lead. Who will advocate for the support of federal fire service programs? Who will advocate for fire safety education?

Who will speak on behalf of career and volunteer firefighters at all levels of government?

At the end of our careers, we want to create legacies for ourselves, and who will remember our legacies

without future leaders to preserve our legacies and build upon them?

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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New DELIVERIES

North Central Alamance Fire Department Pierce Freightliner Pumper with Cummins L9 350hp engine; 1000 gallon poly water tank, Waterous CXPA 1500 GPM Single Stage Pump, Husky 3 Single Agent Foam System, 34" Side Control Pump House w/Speedlays. Delivered by Atlantic Emergency Solutions

Loudoun County Fire Rescue (3) Pierce Peterbilt Tankers with Paccar MX-13 510HP 3000 gallon poly water tank with catwalks, Hale QMAX150 1500 GPM Single Stage Pump, Tandem Rear Axle, 13" Chicago-Style Front Bumper Extension. Delivered by Atlantic Emergency Solutions

Riner Volunteer Fire Department Pierce Freightliner Pumper Responder with Cummins B6.7 360hp engine; 750 Gallon Poly Water Tank, Waterous CXPA 1000 GPM Single Stage Pump, Husky 3 Single Agent Foam System, 19" extended front bumper. Delivered by Atlantic Emergency Solutions

Chinquapin Volunteer Fire & Rescue Pierce Saber FR Pumper with Cummins L9 450HP engine; 1000 Gallon Poly Water Tank, Hale DSD 1500 GPM Single Stage Pump, Husky 3 Single Agent Foam System, 19" extended front bumper.

Delivered by Atlantic Emergency Solutions

Chinquapin Volunteer Fire & Rescue Pierce Freightliner Pumper with Cummins L9 450HP engine; 1500 Gallon Poly Water Tank, Hale DSD 1500 GPM Single Stage Pump, 22" extended front bumper, 45" Side Control Zone Pump House.

Delivered by Atlantic Emergency Solutions

Harrells Volunteer Fire Department Pierce Enforcer Pumper PUC with Cummins L9 450 HP engine; 41000 Gallon Poly Water Tank, Pierce 1500 GPM Single Stage Pump, 26" extended from bumper, 70" cab with 10" raised roof. Delivered by Atlantic Emergency Solutions

Harrells Volunteer Fire Department Pierce Kenworth Tanker with Cummins X15 500 EV Engine; 2500 Gallon Poly Water Tank with Catwalks, Waterous CSPA 1000 GPM Single Stage Pump, 19" extended Chicago Style bumper, Tandem Rear Axle.

Delivered by Atlantic Emergency Solutions

Floyd County Fire Department Pierce Enforcer Pumper with Cummins L9 450HP engine; 4750 Gallon Poly Water Tank, Waterous CSU 1250 GPM Single Stage Pump, Husky 3 Single Agent Foam System, New York Style Hose Bed. Delivered

by Atlantic Emergency Solutions

City of Lynchburg Fire Department Pierce Arrow XT 100' Ascendant Aerial Tower with Cummins X15 605 HP engine; 300 Gallon Poly Water Tank, Waterous S100 2000 GPM Single Stage Pump, TAK-4 T3 Suspension, 15" extended front bumper. Delivered by Atlantic Emergency Solutions

Sherrill's Ford - Terrell Fire & Rescue (3) Pierce Enforcer Pumpers with DDC DD13 505 HP engine; 950 Gallon poly water tanks, Waterous CSU 1500 GPM Single Stage Pumps, Oshkosh TAK4 Front Suspension, 26" extended front bumpers.

Delivered by Atlantic Emergency Solutions

Holly Ridge Volunteer Fire Department Pierce Saber FR Pumper with Cummins L9, 450hp engine, 1000 Gallon Poly Water Tank, Waterous CXC20 1500 GPM Single Stage Pump, 26" extended front bumper, 45" Side Control Zone Pump House.

Delivered by Atlantic Emergency Solutions

Lebanon Fire Department Pierce Enforcer Pumper with Cummins X12 500 HP engine, TAK-4 Front Suspension, 19" extended front bumper, 1000 gallon poly water tank, Hale QMAX-150 1500 GPM Single Stage Pump. Delivered by Atlantic Emergency Solutions

FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 37

New DELIVERIES

Broad River Fire Department Anchor-Richey EVS Freightliner Tanker with Cummins L9 engine; 2000 Gallon UPF Water Tank, Hale MBP (PTO) 750 GPM Pump, Ziamatic Quick Lift drop tank compartment, hard hose trays, 10” Newton Dump, Graphics. Delivered by AnchorRichey EVS

St. Stephens Fire Department Anchor-Richey EVS Freightliner Tanker with Cummins L9 engine; 2100 Gallon UPF Water Tank, 1250 GPM Waterous Pump Module, Ziamatic Quick Lift drop tank compartment, Automatic Chains, 10” Newton Dump, Rescue style compartments, Federal Q siren, hosebed preconnect. Delivered by Anchor-Richey EVS

West Buncombe Fire Department Anchor-Richey EVS RAM Diesel Transverse Flatbed Brush Truck with Hale Diesel Pump / Kubota Engine 24.5 HP, Buckstop Super Single Conversion Kit, HiViz Firetech Scene lights, 12,000 lb. Warn winch, 2 Hannay Hose Reels, Under the bed pull out tray.

Delivered by Anchor-Richey EVS

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Yanceyville Road Fire Department Anchor-Richey EVS Freightliner Transverse Flatbed with Cummins L9 engine: Remount Body, pump & tank to new chassis, Total repaint (color change), Body Apperance package, Graphics package, Custom Front Bumper Extension. Delivered by Anchor-Richey EVS

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38 | CAROLINA FIRE RESCUE EMS JOURNAL | FALL 2022

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New DELIVERIES

Allenton Volunteer Fire Department E-One Commercial Rescue Pumper with Cummins ISL 350 engine; 1030 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Speedlays behind cab, Full Depth Compartments, Hi Viz Scene Lights, Line X Pump Panel, Delivered by Fire Connections, Inc.

Black Jack Volunteer Fire Department E-One Side Mount Rescue Pumper/ Typhoon Med. Cab Rescue Pumper with Cummins L9450hp engine; 1030 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Full Depth Rescue Compartments, swirled compartments, Hi-Viz Lights , Mega Tray Front Bumper, Delivered by Fire Connections, Inc.

Carrboro Fire Department E-One/International HV 607 1830 Extruded Aluminum Commercial Tanker with Cummins L9450hp engine; 1830 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Triple Dumps, Cab Waterlevl Gauge, VMUX Screen, Hi-Viz Scene Lighting, Delivered by Fire Connections, Inc.

Creedmoor Fire Deptartment E-One Typhoon 100' Aerial Ladder Single Axle with Cummins L9450hp engine; 500 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, 11' Jack Spread, Pinnabvle Waterway, Black Out Package, Slide Out Saw Storage, Steel Bumper, Delivered by Fire Connections, Inc.

Puppy Creek Beach Fire Department E-One Typhoon Long Cab Rescue Pumper with Cummins L9450hp engine; 1030 Gallon Poly Water Tank, Hale Qmax 1500 GPM Pump, Full Depth Rescue Compartments, Enclosed Hard Tubes, Rear Tank Fill Low, Rolling Hosebed cover, Delivered by Fire Connections, Inc.

Tabernacle Volunteer Fire Department E-One/International MV 607 Commercial Tanker with Cummins L9 350hp engine; 2000 Gallon Poly Water Tank, Hale MBP 1000 GPM Pump, Swivel Dump, Hi-Viz Scene Lighting, Short OAL, Electric Drop Tank Rack, Delivered by Fire Connections, Inc.

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FALL 2022 | CAROLINA FIRE RESCUE EMS JOURNAL | 39

Advertiser INDEX A-B TECH COMMUNITY COLLEGE

IFC= Inside Front Cover; IBC= Inside Back Cover; BC=Back Cover

7

AIR CLEANING SPECIALISTS, INC.

26

ANCHOR-RICHEY EVS, INC

8, 38

ATLANTIC EMERGENCY SOLUTIONS, INC.

IFC, 11, 37, IBC

BLANCHAT MANUFACTURING

9

FIRE CONNECTIONS, INC.

39

FIRE HOOKS UNLIMITED, INC.

38

FIRE STATION OUTFITTERS FIRST CHOICE FIRE & SAFETY, INC.

NORTH CAROLINA ASSOCIATION OF RESCUE & EMS

30

15

NORTH CAROLINA STATE FIREMENS ASSOCIATION (NCSFA)

24

40

NORTH GREENVILLE FITNESS & CARDIAC REHAB

27

PEACEFUL ROADS

28

ROLLNRACK, LLC

6

SAFE RESCUE

18

SEAARK BOATS

17

FOL-DA-TANK

2

KIMTEK CORPORATION

4

BOBBITT DESIGN BUILD

33

BULLDOZERFIRE, INC.

31

KRAH HEALTH SOLUTIONS

32

CITY OF CHARLOTTE – CCPA

10

MAGNEGRIP GROUP, INC.

29

CIVIC FEDERAL CREDIT UNION

BC

CODE 3 INSURANCE, INC.

6

COLUMBIA SOUTHERN UNIVERSITY

36

DIESEL EQUIPMENT CO.

11

D.R. REYNOLDS COMPANY, INC.

21

DAVIDSON-DAVIE COMMUNITY COLLEGE

35

MARION BODY WORKS, INC.

13

STEWART COOPER NEWELL ARCHITECTS

MOUNTAIN TEK

10

SYNTEX INDUSTRIES

NAFECO

20

3

NATIONAL ASSOCIATION OF FIRE INVESTIGATORS (NAFI) NEWTON’S FIRE & SAFETY EQUIPMENT, INC.

25 13

TECHNIMOUNT EMS INC.

22

THIS END UP FURNITURE COMPANY

12

TLC TRI STATE LAUNDRY COMPANIES

12

This index is provided as a service. The publisher does not assume any liability for errors or omissions.

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