Credentialing and Qualifications Resources

The recent insights related to fire officer credentialing and qualifications gave way to some questions posed on resources, opportunities and guidance. In both the posting and the links there are a number of avenues for further research and exploration. With obvious reason start by looking at the offerings and requirements established within your home state fire training system. If an officer or chief within your own organization can’t provide you with the desired information contact a larger fire department or agency that may be within the region.

Here’s a (non-inclusive) list of resources and links that should support your quest for additional information on fire officer credentialing, qualifications and training and the related elements within this broad based area;

• Fire and Emergency Services Higher Education (FESHE) Program, HERE
• Interoperability for Professional Development: The National Professional Development Model and Matrix, HERE
• FESHE Program/Professional Development Committees and Business Model, HERE
• NFA, Executive Fire Officer Program, HERE
• National Fire Academy-NFA, HERE
• NFA Online courses, HERE
• Emergency Management Institute-EMI, HERE
• International Society of Fire Service Instructors-ISFSI, HERE
• ProBoard Fire Service Professional Qualifications System, HERE
• ProBoard Accredited Agencies, HERE
• The International Fire Service Accreditation Congress (IFSAC), HERE
• National Fire Protection Association-NFPA, Codes and Standards, HERE
• IFSTA, e-Learning Programs, HERE
• FEMA’s Independent Study Program offers courses, HERE
• Commission on Professional Credentialing (CPC) HERE
• The Chief Fire Officer (CFO) Designation Program HERE
• The Chief Medical Officer (CMO) Designation Program, HERE
• The Fire Officer (FO) Designation Program, HERE
• Society of Fire Protection Engineers-SFPE, HERE
• Certified Emergency Manager. HERE
• Institution of Fire Engineers, HERE
• Institution of Fire Engineers USA Branch, HERE

Can You Answer My Question?

Do you hear that?

That is the sound of despair, hopelessness and fear. It is your victim.

They can’t get out without your help. The few minutes that have passed has emptied them of any hope that they will get out alive.

Blinding smoke, searing heat…what they are drowning in is what we flourish in; it ignites us and excites us, not because we want it to, but because Fire forces so many conditioned responses and extraordinary actions and tests our most primal instincts. We must rescue our fellow humans AND survive while doing it.

There is no “fight or flight”. It is more like “stay and pray”.

Your victim doesn’t want to die alone, but they don’t want anyone else to die like that, either. They are hoping that, if they are not rescued in time, then at least, in their final moments, they will hear the soothing voice of their God whispering forgiveness into their ear and then open the gate to their eternal peace.

You will move swiftly, stopping for a split second to gauge your own mortality and then push forward, because you have seen the face of your victim. You have looked into their eyes; the windows into their soul and the pain and anguish that you see is the fuel that you use to give you strength.

Their face could be your face or the face of someone that you know. It matters not, because they are a victim. You HAVE to get to them in time. Otherwise; you can only hope that they slip into an unconsciousness that will numb their senses to the horrific effects that only Fire can produce.

You cannot bear that thought. You have made your decision. You have committed your team. You have not only trained for this moment, but you have lived for this moment; a moment in which you could die!

You may hear the roar of the fire over the pounding of your heart. You will hear the water shooting from the nozzle and splashing against the walls and ceiling with terrific force. If you close your eyes, it almost sounds like you’re taking your car through the automatic spray carwash.

You will hear every step, every breath, the sound of the vent saw, a ladder hitting the side of the house, the sound of glass breaking and the radio chatter over the PA speaker on the engine.

There could be several endings to this, but one thing is certain; risk a lot to save a life is in our mission.

This is a scenario that has played out in our heads and in our communities for decades.

No nobler profession than that of firefighter!

The desperation, contemplation, exhilaration, extrication, celebration; it’s a roller coaster ride of emotion for victim and rescuer.

So, my question to you is this: why would you risk it all on an abandoned, unoccupied, vacant, dilapidated, dangerous piece of property that has no soul, no heart, no gratitude and only hate and contempt for those who dare to enter? See: http://www.cdc.gov/niosh/fire/reports/face200837.html.

Or would you?

TCSS.

The article is protected by federal copyright law under The Adventures of Jake and Vinnie© umbrella. It is written and submitted by Art Goodrich a.k.a. ChiefReason. This article or any other article submitted under The Adventures of Jake and Vinnie© umbrella cannot be reproduced in ANY form without the expressed, written permission of the author. Violations are punishable by applicable laws.
Please visit: www.fireemsblogs.com and my blog www.chiefreasonart.com.

Officer Credentialing and Qualifications

It’s no longer acceptable to be functioning and performing in a rank and position of responsibility without the necessary knowledge, skills and abilities (KSA) in order to execute those duties in an effective, efficient and compliant manner aligned with your department’s policies, procedures and standards. The aspect of officer Credentialing and Qualifications isn’t anything new. The NFPA Professional Fire Officer Qualifications standard has been around since 1976, as have a variety of Pro Board, IFSAC and State approved training programs that lead to certification, credentialing and have a sequential qualifications track.

What are your thoughts related to Fire Officer Credentialing and Qualifications?

• How does Fire Officer Credentialing and Qualifications get integrated and implemented in the mainstream volunteer fire service?
• Is it needed, achievable or warranted?
• Does the role of voting for officers still have a place in the fire service in 2010 and beyond, or are we retaining vestiges from a past that no longer has relevancy or applicability?

Take a look at some insights into a program that seeks to provide a means to document fire officer training, skills and proficiencies aligned with standard rank and position responsibilities, that allow an agency to determine the method for phased implementation of the elements of this program. The intent of a model Voluntary Fire Officer Qualifications Credentialing Matrix is to provide a sequential model for training, education and skill set development that provides uniformity to achieve increasing proficiencies that align with advancements in rank and responsibilities. ( It is not the intent to replace traditional certification paths and processes) Check out the model program HERE.

Make Every Day a Training Day

I asked my fourteen year old daughter who plays soccer, "Maggie what do you think it takes to make an effective and winning team?" Wondering how she would answer this question I was truly amazed at the answer: "Everyone has to do their job and make plays." Surprised at the answer I decided to ask my seven year old son Charlie who is into football and baseball the same question. His answer was very simplistic but on target, "Do what you were taught to do and never quit."

Listening to this I can say that they get the concept of what it takes to be on a winning time. If we translate this across to the fire service and compare their sporting teams to the fire company or fire department what they said is applicable. That is exactly what we need to do to be outstanding agencies. People do their jobs, work diligently and keep their skills honed.

I was recently teaching program with a colleague where we were doing some hands on training. We had a particular focus for the class but what we found was the basic skills were not solid. In reviewing this during the class and now having time to reflect on the potential issue this is a common problem I have seen for some time now with some of the training events I have attended. In reviewing these findings it is apparent we are not running as many working fires as statics support that nor are we spending enough time learning to do our jobs or keeping those skills honed to game performance level.

This means we have to stay focused on our training. What seems to be the same old routine drill is the common thread that keeps you at game performance level. Playing football for 13 years and spending 29 years in the fire service I am convinced that we are not much different from any sports team. Each player has a role. Without each of those team members performing at an optimum level in the game, the success of the team will most likely not be documenting a win but a loss for that event. For the fire service this same concept could mean a loss for us, which could mean loss of property, civilian lives or ultimately the loss of firefighter lives. Training is the common thread between peak performance, safety and good service.

Make everyday a training day and let's never forget to train on the basics.

Beyond the Big Fire-Big Water Principle

Commanders and Company Offices need to gain new insights and knowledge related to the modern building occupancy and to modify and adjust operating profiles in order to safe guard companies, personnel and team compositions. Strategies and tactics must be based on occupancy risk not occupancy type and must have the combined adequacy of sufficient staffing, fire flow and nozzle appliances orchestrated in a manner that identifies with the fire profiling, predictability of the occupancy profile and accounts for presumed fire behavior.

Today’s engine company operations and fire suppression theory has to progress beyond the pragmatic approaches to fire suppression such as “Big Fire-Big Water" principle.

When we look at various buildings and occupancies, past operational experiences; those that were successful, and those that were not, give us experiences that define and determine how we access, react and expect similar structures and occupancies to perform at a given alarm in the future. Naturalistic (or recognition-primed) decision-making forms much of this basis. We predicate certain expectations that fire will travel in a defined (predictable) manner that fire will hold within a room and compartment for a predictable given duration of time; that the fire load and related fire flows required will be appropriate for an expected size and severity of fire encountered within a given building, occupancy, structural system; in addition to having an appropriately trained and skilled staff to perform the requisite evolutions.

Continue Reading Beyond the Big Fire-Big Water Principle

Executing tactical plans based upon faulted or inaccurate strategic insights and indicators has proven to be a common apparent cause in numerous case studies, after action reports and LODD reports. Our years of predictable fireground experience have at times clouded our ability to predict, assess, plan and implement incident action plans and ultimately deploy our companies-based upon the predictable performance expected of modern construction and especially those with engineered structural systems.

Today’s incident scene and structural fires are unlike those in past decades and will continue to challenge us operationally when confronted with structural fire engagement and combat operations. Operationally, we need to be doing the right thing, for the right reason in the right place to increase our safety and incident survivability.

The built-environments that form and shape our response districts and communities pose unique challenges to the day-to-day responses of fire departments and their subsequent operations during combat structural fire engagement. With the variety of occupancies and building characteristics present, there are definable degrees of risk potential with recognizable strategic and tactical measures that must be taken.

Although each occupancy type presents variables that dictate how a particular incident is handled, most company operations evolve from basic strategic and tactical principles rooted in past performance and operations at similar structures. This basis is based upon Predictability of Performance.

What do you know about Building Construction?

What do you know about Building Construction?

Regardless of your rank or time in your organization or company; what do YOU know about building construction? It’s a loaded question to say the least, since the characteristic replies run the gamete of what one thinks they know versus what they actually know. I had the opportunity to lecture in different regions around the country over the past four weeks doing a series of programs on building construction, command risk management and firefighter safety. I say this to frame into context the following. When discussing strategic and tactical operational issues related to combat structural fire operations in the built environment, the majority of personnel, when asked "what type of formal training or instruction have they received in the areas of building construction?"; the majority of replies was typical- NONE, or in varied instanced; a seminar, maybe a weekend field class, or what they received in recruit school. There were some who indicated they had completed a college level course or some more comprehensive single course delivery.

At the minimum, as a company or command officer you must have a soild and fundamental understanding of building construction in order for you to safely and effectively do your job. It's that simple, it's that clear, it's that important.

Continue Reading What do you know about Building Construction?

This common theme is distressing on a number of levels. First and foremost, do you think that, we as firefighters when tasked with the distinctive job of fighting fires in buildings and occupancies; that we should know intimately how a building is constructed, it’s materials and methods of construction, what systems and assemblies hold it in place. How fire loading, dynamics, behavior, intensity and travel and will affect a structure in terms of impingement, propagation, compromise, integrity and collapse. A solid and well versed knowledge base on building construction is an essential and fundamental element in all operational assignments at fires involving a structure and occupancy. Do you think it is anything less?

Knowledge and proficiencies related to building construction are formulative to all strategic, tactical and task level assignments. Without understanding the building-occupancy relationships and integrating; construction, occupancies, fire dynamics and fire behavior, risk, analysis, the art and science of firefighting, safety conscious work environment concepts and effective and well-informed incident command management, company level supervision and task level competencies; You are derelict and negligent and “not "everyone may be going home".

Take a look at local, regional or national level training offerings and opportunities. Check out on-line offerings and select from the many seminar programs being offered related to building construction, risk management , structural systems, fire dynamics and fire behavior that integrate construction , strategies, tactics, safety, and operational relevant to today’s fireground risks and operational parameters.

Remember, Building Knowledge = Firefighter Safety.

Understanding Buildings, Performance & Fire Operations-Random Thoughts

• There is an acute corollary of technical knowledge and inter reliance on occupancies, construction, strategy, tactics, risk, safety, physics, engineering and fire suppression theory…FACT!

• There are Fundamental Domains that can be applied

• The Rules of Combat Structural Firefighting have changed; Didn’t anyone tell you?

• What about; Structures, Occupancy Types, Construction, Systems, Materials, Size, Height, Dimensions, Volumes, Vintage, Square footage, Resistance, Combustibility, Fire Loadings, Hazards, Occupancy Loads, Compartments, Barriers, Defenses, Protective's, Inherent, Style, Design, Features, Appearance, Form, Façade, Deceptions, Assumptions, Distance, Proximity, Exposure, Access, Restrictive, Limiting, Vulnerable, Risk, Value, Operations and Safety. What do these mean to you?

• Do you equate the true limitations of time related to occupancy, structure and fire dynamics and fire load? Or is it just stretching the line and getting in…?

• Do you truly integrate occupancy risk with operational deployment and task assignments?

• Does your Incident action plan (IAP) reflect dynamic risk assessment related to the structure and occupancy?

• Modern building construction is no longer predicable; Do you an appreciation of what impact this has on your strategic or tactical operations?

• Command & company officer technical knowledge may be diminished or deficient in the areas of building construction; Does your organization have gaps in this area? If so, what can you do to close those gaps and reduce the risk?

• Technological Advancements in construction and materials have exceeded conventional fire suppression practices, yet we still advocate, train and practice antiquated firefighting principles.

• Some fire suppression tactics are faulted or inappropriate, requiring innovative models and methods.

• Fire Dynamics and Fire Behavior is not considered during fireground size-up and assessment

• Risk Management related to building structure and occupancy is either not practiced or willfully ignored during most incident operations

• Nothing is going to happen to me (us); “we’ve been fighting fires the same way for the past thirty years and we’ve done OK. We don’t need any of this stuff”. Sound familiar; what do you think?

Some additonal insights; HERE, HERE, HERE, HERE and HERE

Is Code of Ethics Code Blue?

Or so the https://myfirecompanies.com/download.php?f=4383_orig.pdf&fc=whitepaper2010highres-Final%20for%20publication%203-8-2010.pdf would lead us to believe.

But, it comes off as if sounding an alarm to a recent fire service revelation.

And the truth is that many of us have been discussing many of the areas of concern for some time. I can tell you that the hot topic of firefighter arson has been on the discussion boards since at least 2001.

Am I to believe that people who apply for firefighter positions have to be reminded that, as firefighters, they will be held to higher moral and ethical standards?

Unless they recently crawled out of a cave, I would think that, if nothing else in the job description is known, “held in the public’s trust” would be a tacit thought at the very least.

What fire departments have to do is to screen out the candidates who might have an ulterior motive for joining a fire department, which is to use the position of trust to commit crimes. (See http://www.rapidcityjournal.com/news/article_b988d898-0962-11df-879a-001cc4c03286.html).

When departments are making poor decisions to recruit and retain members, why would we expect that same department to make GOOD decisions when a firefighter has been caught committing a serious criminal act?

Continue Reading Is Code of Ethics Code Blue?

Fire departments keep their dirty little secrets “internal” for one of two reasons: either they honestly believe that they have the wherewithal to appropriately deal with it or they are hiding and hoping; that is, hiding it from the public and hoping that it will go away on its own.

The Fire Service Reputation Management White Paper Report was delivered with an almost wide-eyed astonishment. No disrespect is intended, but, in my mind, it was never a question of whether our lofty moral and ethical characters were taking a hit with each new firefighter arrest, but when, as a nation of firefighters, we were going to collectively do something about it.

A code of ethics has always been there. Unfortunately, it took a back seat to money and manpower discussions. And it’s ironic, but ethics has everything to do with money and manpower.

Sometimes we can’t see the forest through the trees.

Ethics?

The recent Cumberland Valley White Paper on Fire Service Reputation Management illustrates a troubling fire service trend: entitlement. Perhaps we should stop walking on water and adopt a little humility as a profession. The respect of the public we serve is not automatically accorded, it is earned. The highly publicized scandals involving firefighters have done more to destroy the honor and reputation of the fire service than any outside critic could accomplish independently. It may be time to wake up and smell the coffee: instead of considering scandal avoidance, how about reconsidering the roots and traditions of the fire service that brought us here in the first place?

A serious rededication to our mission would, in my opinion, put us back in our former place of high societal esteem. Ethics is knowing the difference between right and wrong. The tradition of the fire service is all about right. There is no room for wrong. Getting back to our heritage would help put the train back on the track. Firefighters never were and never will be entitled to hero status. Such stature is earned each and every day.

Mike McEvoy

The Bathtub Collapse, Part 2

Part 1 of this series from All Hazards Contemplations was an introduction to Bathtub Collapse problem identification, exterior size-up, strategy considerations and development, and safety considerations. Part 2 discusses tactical considerations, interior size-up, victim recovery, investigations, and incident termination.

Tactics

In order to make a bathtub collapse rescue safe and efficient, the operation must follow a logical sequence. The first step in this sequence is to support the sides of the bathtub. If the bathtub is formed by structural walls or columns, start by shoring them. Raker shoring systems are a good way to support exterior walls.(1) For masonry or wooden walls, traditional raker shore types are appropriate. Modified split sole rakers may be used to provide columns with lateral support. Visibly stressed walls or columns should be shored first. If the wall or column is leaning or cracked, it’s stressed.


Extrication Strut as a temporary door shore

The next step is to support natural entry points, then open them. Door and window openings can be shored as in any other structural collapse. You may need to frame the edges of the opening with a raker system prior to shoring the actual opening. Once the door opening is supported, additional bathtub components such as metal Q-decking, rebar grids, and other metal components may be cut away to clear the opening for access and egress. Cutting operations create sparks, open flames, or both. Ensure that the building’s gas supplies are shut off and that the area is well-ventilated prior to using cutting tools that create ignition sources. Also ensure that both water and dry chemical extinguishers or a charged hoseline are nearby curing cutting operations.


Cutting Q-decking and rebar obstructions with a rotary saw

Continue Reading The Bathtub Collapse, Part 2

Once the interior of the bathtub is accessed, it may be necessary to use strongbacks and tiebacks to support inward-leaning walls. Picket systems or large, well-secured anchors should be used to anchor the exterior tiebacks. Place towels, blankets, etc. over the tieback cables to reduce whipping in the event of cable failure. Once the tieback system is complete, keep everyone out of the immediate area.

Widowmakers

Once the bathtub walls are secure, it’s time to take care of overhead hazards. Identify all widowmakers and eliminate falling object hazards by using one of the following methods;

1. Secure the widowmaker by tying it to solid structural components with cables, chains, come-alongs, etc.
2. Remove the widowmaker by bolting it, then tensioning it with a crane, and cutting it loose from the structure.
3. Avoid the widowmaker by marking and enforcing a collapse zone beneath the widowmaker. This may not be possible, as the victims may be trapped directly below the widowmaker.

Search Tactics

Once the surrounding structure is secured, the interior search can begin. Start by searching voids and by manually removing selected debris.(2) Voids may be searched visually with flashlights, thermal imaging cameras (TICs), USAR or fiber optic search cameras, and by probing voids with pike poles. It is important to note that wet concrete produces heat, and this heat may mask the heat signature of a human body when searching with TICs. Remember that TICs cannot “see” through solid materials such as structural components.

Simultaneously with the void search and light debris removal, other crews may start searching through the wet concrete in the bathtub. You may manually search for gaps in the horizontal Q-deck by simply using gloved hands to probe through the wet concrete and any gaps in the edges of the Q-decking.

Victim Search in a Bathtub Collapse

It is also important to create horizontal openings in the vertical Q-decking parts of the bathtub. This allows horizontal removal of some of the concrete while it is still wet. Hoselines can be used to keep the concrete wet and dilute as long as the water will not run into voids and drown the victim or cause hypothermia. Scoop shovels and even stiff-bristled push brooms can be used to move wet concrete through the bathtub openings.


Hose Stream dilutes and moves wet concrete

Bathtub Collapses into Basements

If it is necessary to lift wet concrete out of a basement, simple bucket-and-rope systems may be used, but they are manpower-intensive. Vacuum trucks may be useful, but the concrete may be too heavy for the vacuum to lift it very far. Large amounts of water will probably be required to dilute the concrete enough for a vacuum truck to lift it, and that much water may drown the victim prior to completing the rescue. Water also adds weight to an already-damaged structure, which may cause additional collapse. It may be necessary to move large volumes of wet concrete in order to locate the victim. It also may be possible to use a trash/solids pump to move dilute concrete out of a basement if the aggregate size is small enough to make it through the pump without clogging it. A bathtub collapse into a crawl space is generally similar to a collapse into a basement, but may allow grade-level access to one or more sides of the bathtub.

Victim Extrication

Once the victim is located, determine the body position and attempt to expose the airway. If the victim is alive, follow local blunt trauma and crush/compartment syndrome protocols. If the victim is deceased, ensure that all other potential victims are accounted for. If other victims are not accounted for, it will likely be necessary to continue in Rescue mode. If all victims are accounted for and have been determined to have died, then shifting to Recovery mode is more appropriate.
It is likely that rebar will be submerged or semi-submerged in the concrete. Large sections of the rebar grid may be cut away with minimal effort by locating the rebar and cutting it around the outside edge of the area you desire to expose. Cut rebar grid away with hydraulic cutter or large bolt cutters if it is submerged in the wet concrete. Rebar cutters, reciprocating saws, and/or torches may be used to cut any exposed rebar, particularly if only one hydraulic cutter is present.


Hydraulic cutters being used to cut rebar


Removal of rebar grid section

To extricate the victim, it is useful to locate the Q-decking edge closest to the victim. Once this edge is located, it can be used as a purchase point to move concrete and steel away from the victim. A variety of tools and techniques may be successful. Once the Q-deck edge has been located, start moving wet concrete away from it. A good rule of thumb is to move wet concrete away from the hole at least three times the depth of the remaining concrete. This will help prevent wet concrete from running through the hole in the Q-decking and burying the now-exposed victim.

Once adequate amounts of wet concrete and rebar have been removed, it is time to attack the Q-decking. You can start by using the exposed Q-deck edge as a purchase point and lifting the edge with hydraulic rescue spreaders. As you open the spreaders, the Q-decking will start peeling back. You can extend the cuts with hydraulic spreaders or reciprocating saws. If power tools are not available, even hacksaws can be used to cut the Q-decking. Small rescue air bags may be used to lift the Q-deck, but remember that sharp rebar ends or Q-decking edges may cut or puncture the air bags. If using air bags, pad them with sections of rubber matting such as old tractor-trailer mud flap material or short sections of old large-diameter fire hose. Bottle jacks or small scissor jacks can also be used to lift the Q-decking.


Hydraulic spreader used to roll up exposed Q-decking edge

It is not necessary to remove all of the concrete from the Q-decking prior to cutting it. Additional personnel can be used to continue moving concrete away from the victim with scoop shovels. As with any other heavy lifting operation, cribbing must be installed to support the lift. Use the “Lift an inch, crib an inch” cribbing method. It may be possible to use a come-along to support rebar grid sections that are too large for complete removal.

If it is becomes necessary to remove very large sections of Q-decking or other metal components, several cutting methods may be employed simultaneously. These can include alternating hydraulic spreader lifts with hydraulic cutter relief cuts, lifting with a spreader while extending the cut with reciprocating saws, or by removing concrete and steel in an area away from the victim in order to create an intermediate location in which to move materials away from the victim. If using torches, make sure that you do not burn the victim. If using torches remotely from the victim, use an atmospheric monitor near the victim to ensure that torch byproducts are not compromising the victim’s clean air supply.

If it is possible to quickly move a large amount of wet concrete out of the bathtub, consider making purchase points with a hole saw or core drill, inserting short sections of heavy-duty rebar or pickets, and attaching cables in order to lift a large section of steel away.

Prior to removing most of the wet concrete, air chisels and reciprocating saws will be of very little use, since they are designed to use in open air. Pneumatics may have limited utility, but electric tools will quickly burn out and become useless when submerged in wet concrete, due to the saw’s inability to radiate heat into the air.

If the victim is pinned over a secondary void, install supplemental shoring beneath the victim if possible. It may be necessary to install an improvised lifting harness on the victim if a secondary fall possibility is created by the extrication process. If the secondary void is very deep, it may be necessary to have rescuers shore beneath the extrication operation. This is highly dangerous, and is recommended ONLY as a last resort and with IC and Safety Officer approval.

Patient Care

As with any other extrication, provide medical care during the extrication if the victim is alive. If the extrication is prolonged, it will be necessary to provide protection from ambient temperature, extremes of weather, and to provide specialized crush syndrome care. USAR Medical Specialists and paramedics and physicians specializing in cave or mine rescue may be very useful in this situation. USAR medicine may require medications and medical protocols outside of normal EMS procedures. USAR medicine protocols should be approved by local and/or state EMS authorities in advance. It may be necessary to conduct a field amputation in order to save the victim’s life. If possible, a field-qualified physician should make the amputation, as amputations require training and equipment outside the normal paramedic scope of practice.

Once the victim is completely disentangled, package the victim, take any required steps to move the victim outside the structure, and turn the victim over to the transporting unit. All rescuers working near the victim should wear any necessary body substance isolation (BSI) personal protective clothing. If advanced life support (ALS) procedures are in use, EMS personnel should have a sharps container at the patient’s side for IV needles other contaminated sharps disposal.

Third-Party Investigations

If one or more victims are deceased, a scene investigation will be necessary prior to moving the body. The coroner, medical examiner, and/or law enforcement agencies will want to photograph and diagram the scene, interview witnesses, and determine whether any foul play is suspected. If the coroner or medical examiner staff is not trained to enter collapse zones, they may ask that rescuers take scene photos and/or measurements for them. If possible, put the coroner in a location where he/she can direct the rescuers as they take photos and measurements, but do not compromise responder safety to investigate a death.

OSHA investigators may also be on the scene. It is important to note that OSHA investigators do not generally have the authority to interfere with body recoveries, and they do not have the authority to interfere with the rescue of live patients. Fire-rescue and EMS personnel should document any actions they take on behalf of an investigating authority.

It is also important to inform coroner, medical examiner, law enforcement, and OSHA investigators that time is of the essence due to concrete curing. If the concrete hardens with the victim’s body still entrapped, a one or two-hour recovery may become a multi-hour or multi-day recovery operation. Once the body is removed, place it in a body bag, secure it in a Stokes basket, SKED, or other rescue litter, and remove the body from the collapse zone.

Decontamination and Clean-Up

USAR decontamination considerations generally involve cleaning equipment and PPE that may have been exposed to biohazardous wastes and cleaning concrete dust, powdered glass, or other building components from personnel and equipment. Bathtub collapses require an immediate additional step.

Several charged hoselines should be present to remove concrete from responders and equipment while it is still wet. This is particularly true for exposed skin and any tool that was submerged in the wet concrete. Exposed skin is vulnerable to thermal burns from the warm concrete, chemical burns from concrete components, and traumatic injury from rough aggregate or sharp metal edges encountered during the rescue. Concrete will find every nook and cranny in hydraulic rescue tools, bottle jacks, pneumatic hose couplings, pneumatic strut feet, or any other equipment that may have been placed in the concrete. Two or three engine companies assigned exclusively to decon will enable responders and gear to be cleaned quickly, efficiently, and thoroughly.

Termination

As with any other incident, all tools, equipment, and apparatus will need to be returned to service, cleaned, and inspected. Any equipment damaged, destroyed, or contaminated beyond salvage will need to be reported and replaced. Powered equipment will need to be serviced and fueled. It may be necessary to replace large quantities of cribbing and shoring materials, contaminated life safety rope, or other materials that it is unsafe to recover. Do not risk personnel to recover a few pieces of wood that can be easily and cheaply replaced.
Any personnel injury or exposure will need to be treated, reported, and receive any necessary follow-up care. An accurate incident report should be completed, anticipating third-party investigations and possibly criminal or civil actions due to the collapse. An after-action review should be held as soon as all the incident facts can be determined. The critique should involve all personnel and units that participated in the response.

Conclusion

Bathtub collapses have not been previously identified and traditional USAR training does not specifically address collapses involving wet concrete. Wet concrete is not easy to shore or support. Wet concrete adds a new degree of difficulty to USAR searches, as you can’t just drill a hole and look through it with a search camera or fiber optic scope. Wet concrete flows to the lowest point and collects, which can concentrate structural weight in a small portion of the supporting structure. Bathtub collapses add an entirely new set of challenges, even for well-trained and experienced USAR teams. One of the most critical elements is time – the concrete won’t stop hardening while we call resources, shore the structure, or search for the victims.

Concrete buildings may be constructed virtually anywhere. All concrete structures are vulnerable to collapse while under construction. With the increasing demand for structures to house people, businesses, and to repair our country’s aging infrastructure, it is anticipated that bathtub collapses will become more common. Any fire-rescue and EMS agency may be faced with a bathtub collapse. Preparation, safety, equipment, training, and above all, anticipation are important to keep responders safe and to successfully conclude the response to complex and dangerous bathtub collapses.

References

(1) U.S. Army Corps of Engineers
US&R Structures Specialist Field Operations Guide, 3rd Ed.
U.S. Army Corps of Engineers Readiness Support Center, 2001, pp IV-42 – IV-48
(2) Goodson, Carl, et al
IFSTA Essentials of Firefighting, 5th Ed.
IFSTA, Stillwater, OK, p 364

All photos courtesy of Hilton Head Island Fire & Rescue

About the Authors

Ben Waller is a Battalion Chief with Hilton Head Island Fire & Rescue, currently assigned as the Training Chief. Ben is a paramedic, a hazardous materials technician, and a USAR rescue specialist. He is Safety Officer for South Carolina USAR Regional Response Team 4 and is an adjunct faculty instructor in the fire, rescue, and incident command programs at the South Carolina Fire Academy. He is a member of the South Carolina Fire Academy’s Rope Rescue and Water Rescue Technical Development Committees. Ben’s education includes a Master’s of Public Administration degree and undergraduate Fire Administration and Paramedic/Allied Health degrees.

Jason Walters is a Lieutenant with Hilton Head Island Fire & Rescue, currently assigned to an engine/medic company. He is a Rescue Manager with South Carolina USAR SCTF-1 and is the Team Coordinator for South Carolina USAR Regional Response Team 4. He is an EMT-B, a hazardous materials technician, and a USAR rescue specialist. Jason is an adjunct faculty instructor in the fire and rescue programs at the South Carolina Fire Academy. His education includes an Associate of Fire Science Degree from Luzerne County College. Jason has 18 years of experience in fire-rescue, EMS, and hazardous materials response. He has 34 years of experience in fire-rescue, EMS, and hazardous materials response.

Florida City Manager Battles Volunteers

The subject of this blog was a news story that was posted here: http://www.firefighternation.com/forum/topics/florida-volunteers-upset-over.

The focus of this story has always been on the volunteer fire department’s reaction to the ordinance, when in fact; it should have been on the city manager and her appetite for control.

A quick history lesson of Davenport, Florida city politics finds a community with money that sits just 10 miles from Walt Disney World. Now; I say “with money”, because they have a Commissioner-Manager form of government, 6 paid firefighters and 2 part-time firefighters that is headed by a “part time regular” Fire Administrator. Then, you have the City Manager running things. This is a position that, when it was created, took at least 17 months to fill by the city council. One can only speculate as to why it took so long. Yes; there is a mayor, but apparently, he just runs the meetings and cuts ribbons. Amy Arrington, the city manager rules the city.

Amy Arrington had not held a city manager’s position until Davenport, Florida. She had previously served as assistant city manager for Haines City, Florida. She was hired in Davenport as assistant city manager. When the city manager resigned, Arrington was named interim city manager at a salary of $65,000 a year. The previous city manager, Ryan Taylor, was making $66,950 when he left.

According to my notes, the city and Arrington entered into negotiations for her to take over as city manager, but could not agree on salary and benefits. Arrington showed her team spirit by demanding $76,000 a year in salary, 15 paid leave days and two weeks vacation. Demonstrating the art of compromise, she “settled” for $75,000 a year in salary, no paid leave days, but THREE weeks vacation. I would think that there would also be the standard insurance benefits, retirement, per diems, continuing education and car or car allowance benefits as well.

And, apparently, though she was officially hired on 12/3/07 to the city manager’s position, her start date was adjusted to 8/6/07. My guess is that this is the date when she took over as interim city manager, so there was almost four months of retro pay. Let’s call it a “signing bonus” of sorts.

What does this have to do with the volunteer fire department? PLENTY.

Continue Reading Florida City Manager Battles Volunteers

In Florida, county fire departments are common. Davenport, Florida was being serviced by a volunteer fire department and had for about 86 years. Then, after the hurricane season in 2004, the city hired six full time firefighters and supplemented them with the volunteers. I could find no acrimonious articles on any rifts between the full time and volunteer firefighters.

Then, Arrington was tasked with hiring a fire administrator for the purpose of bringing the full time and volunteer firefighters under one leader and resisting the advances of Polk County Fire Service, who had proposed in early 2009 to take over fire service for Davenport. Residents had made it clear that they wanted a local fire department

Arrington’s first hire lasted TWO, whole days. Hmmm; that’s a red flag.

On October 16, 2009, Arrington announced that she had hired Stuart McCutcheon as her “part time regular” fire administrator. His part time salary was set at $25,500 a year. McCutcheon finished work on an AAS degree in fire science on April 12, 2006 from Daytona Beach Community College. I did an exhaustive search and that is all I could find on him (However; I did find a press release from March 3, 2010 by the State of Florida Commission on Ethics that dismissed a charge against Stuart McCutcheon for “no legal sufficiency”).

So, with someone in place that Arrington could control, the wheels were in motion to gain control of the volunteers.

Many of the fire service websites have been discussing this fire department from the perspective that it is because of the ordinance requiring the volunteers to apply for the “auxiliary” positions under the new “regime” (http://theledger.com/article/20100121/NEWS/1215083).

But, in my opinion, it started months before when the volunteer chief, Don Pelt, was suspended on November 16, 2009 by Stuart McCutcheon, the newly minted fire administrator for responding to a medical call in Davenport. Note that the date is exactly one month after the fire administrator was hired. And consider too, that, the city council, by not voting a show of support for their chief, was showing support for the city manager and the fire administrator
(http://www.theledger.com/article/20091123/NEWS/911235073).

Then, city manager extraordinaire Amy Arrington was instructed by the council to get the matter with the fire department resolved, but the council was leaving it to Arrington to solve.

At the next city council meeting and over objections by the crowd that filled the chambers, the council passed on first reading the new ordinance. (http://www.theledger.com/article/20100126/NEWS/1265034). With the distinct possibility that the volunteer department was out of service, the mayor asked the city manager to meet with them, but Arrington made it very clear that she would, but that she supported the ordinance.

This led to the question by the mayor if Davenport could afford full time fire services. (http://www.theledger.com/article/20100209/news/2095017). If you look at savings in salaries alone, it amounted to approximately $190,000. I’d be curious to know what Polk County Fire Services quoted them for protection. Plus, because the salaries of the full time firefighters were much lower than surrounding departments, they could be easily lured away by higher pay. Without a volunteer department to supplement, you would be increasing the possibilities of overtime, hiring more full time or part time, longer response times, injuries and relying on mutual aid for coverage.

As I said from the beginning, this was never about fire service delivery, but rather, control; a controlling city manager who controls the city council, who controls the fire administrator, who now controls the much smaller fire department. (http://www.theledger.com/article/20100223/NEWS/2235073).

Don’t believe me? Here is a quote from the news article: “The purpose of the ordinance, they (Arrington/McCutcheon) have said, is to give the city full control of the department and a single chain of command with Arrington and McCutcheon at the top.

And THAT is where I have my biggest problem with the whole mess.

Can someone please explain to me how a city manager becomes the top of the ladder in a fire department, in broad daylight and in full view of a city council?

TCSS.

This article is protected by federal copyright laws and published under The Adventures of Jake and Vinnie© umbrella. It cannot be reproduced in any form without the expressed written permission of the author.
Please visit: www.fireemsblogs.com and my blog at: www.chiefreasonart.com.

The Bathtub Collapse, Part 1

This article is co-authored by my friend and colleague Jason Walters. Jason is the Team Leader for USAR SC-Regional Response Team 4. We're discussing this topic at All Hazards Contemplations.

Introduction

FEMA’s USAR system, basic firefighting texts, and other fire-rescue references describe how to recognize and respond to a variety of structural collapse situations. These collapse types are specific to structures with rigid components. Freshly-poured concrete isn’t rigid, and collapses involving wet concrete create a unique set of circumstances not described in typical structural collapse references.

Collapses have traditionally been classified in four categories. These are the Lean-To Collapse, the V - Collapse, the Pancake Collapse and the Cantilever Collapse.(1) Some USAR documents now describe an additional collapse type – the A-Frame Collapse.(2, 3) The A-Frame Collapse is also known as a Tent Collapse. An A-Frame Collapse is essentially two back-to-back Lean-To collapses that share a common wall or other upright structural component.

There is another collapse type that has recently been identified. This collapse type involves concrete that is still wet. We call it the Bathtub Collapse. Unlike cured concrete, wet concrete does is not solid and when freshly poured, it does not form slabs and or give off dust. Wet concrete runs to the lowest point available, then collects like water in a bathtub. Bathtub collapses have some things in common with other collapse types, but there are several significant differences. The most important are the difficulty in stabilizing a collapse involving wet concrete, handling concrete that does not stay in one place, and the relatively short time it takes for the wet concrete to harden.



Typical Bathtub Collapse

Continue Reading The Bathtub Collapse, Part 1

Concrete Weight

Wet concrete is slightly heavier than a corresponding volume of dry concrete. When concrete cures, some of the water evaporates, but much of the water stays in the concrete. Water binds chemically to the solids in the concrete, and thus concrete retains much of the water weight when it cures. Concrete loses some weight as it cures, but surprisingly, that weight loss is relatively small.

The rule of thumb for the weight of a cubic foot of wet concrete with aggregate mix is 4000 lbs/yard3, or approximately 162 lbs/ft.3. The rule of thumb for the weight of a cubic foot of dry concrete with aggregate mix is 3700 lbs/yard3 or 150 lbs/ ft3. (4) The bottom line is that all concrete is heavy. Remember, the primary difference between wet concrete and dry concrete – wet concrete flows to the lowest point and then collects there.

A factor that construction personnel may not take into account is that once a concrete slab is poured, water, wet burlap, or other wet material is often left on the concrete surface to assist in insulating and hydrating the concrete as it cures. This water adds additional weight that may not be considered in the design of the shoring system that supports the pour. If that additional water weight is not accounted for in the shoring system, then a collapse is more likely.

Building Construction Factors

Virtually any type of building construction may be involved in a bathtub collapse. Bathtub collapses usually occur when construction personnel pour a concrete floor at an elevation above the lowest structural level. Bathtub collapses occur in one of three basic configurations. The first is when the collapse rests on the ground or on a slab at grade level. The second bathtub collapse type involves collapses above grade level. The third type is a bathtub collapse into a basement or other below-grade area. Bathtub collapses will most commonly occur at or below grade. Bathtub collapses that begin above the second floor are rare, as the collapse of an upper floor often causes a progressive pancake collapse that destroys the entire structure.
Basic bathtub collapse strategies are based on grade-level collapses. Above-grade and below-grade bathtub collapses involve the same basic strategy as a grade-level collapse, with a few additional considerations.

Construction Process Factors

The collapse of a concrete floor during or immediately after a pour may be due to one or more of the following factors:

• Inadequate shoring beneath the pour
• Wall-floor structural connector failure
• Shoring material failure
• Excessive amount of concrete poured
• Excessive pour concentration
• Failure of walls, beams, or other supporting structural materials

The Bathtub Collapse Sequence

Steel span drops with the outside edges supported, forming a rough bathtub shapeWet concrete runs to the center of the bathtub
Wet concrete runs out of small openings in the edges of the bathtub. These may be quickly blocked due to the heavy concrete viscosity or obstructions outside the bathtub. If small openings are blocked, the concrete in the bathtub will form a larger and deeper pool. This will make size up and extrication more difficult.
Concrete forms a thicker but smaller diameter puddle than the original pour
Rebar, Q-decking or other steel sheeting, and shoring materials are twisted and mixed into the wet concrete

Supporting beams and damaged overhead structural materials may create widowmakers
Supporting beams may fall into the bathtub prior to or during the rescue operation

Size-Up and Strategy

Size-up should be completed in accordance with standard structural collapse protocols. This should include the situation, potential entrapment problems, specific hazards, and a 360-degree look at the structure. When possible, include an elevated look at the collapse. An aerial ladder or nearby building may be used as an elevated observation post. When size-up is complete, Command should develop the Incident Action Plan (IAP) goals, communicate the IAP to all responders, make tactical assignments, and ensure that the personnel accountability system is fully implemented.

Important strategy considerations include:
Define the building factors including construction type
Identify the most likely victim locations
Develop and communicate the IAP
Safety considerations
Shoring
Remove easily accessible victims
Make the rescue vs. recovery decision
Estimate the concrete cure time
Wet concrete removal methods

Bathtub Collapse Incident Management

Command should consider appointing at least a Safety Officer, a Liaison Officer, and a Rescue Group Supervisor for even a small bathtub collapse.(5) The Safety Officer can help isolate the scene and identify the primary hazards. The Liaison Officer can work with the construction company to determine how many workers are missing or known to be entrapped. The Liaison Officer should communicate with the construction supervisor, gather information, and keep construction personnel available to assist if needed. The Rescue Group Supervisor can concentrate on rescue tactics and needs and allow the Incident Commander to keep his/her attention focused on the overall incident strategy and safety.

Resources

Structural collapses typically require more resources than may seem likely during the early incident stages. It is important to have at least one engine company for water supply, one truck company for tools and an aerial device, a heavy rescue or USAR unit for tools and shoring materials, and additional manpower. A large law enforcement presence may be required to keep bystanders, construction personnel, or distraught relatives out of the collapsed structure. Additional construction personnel and heavy equipment such as cranes, front-end loaders, and other machinery may be useful in the rescue effort. If in doubt, call for additional resources early and often. Structural collapse rescue is hard work, and personnel may quickly become exhausted, especially in extremes of temperature and/or
precipitation.

Safety Considerations

One of the first priorities is to assign an Incident Safety Officer. This should be an officer who has a good basic knowledge of building construction, collapse types, USAR strategy and tactics, and common USAR safety problems. The Safety Officer should ensure that a safety zone is established. Collapse zones should be established to exclude responders from areas exposed to potential secondary collapse, particularly in areas beneath widowmakers. The Safety Officer should ensure that building utilities are shut down. Construction company generators and other power supplies should be shut down to reduce electrical hazards and atmospheric contaminants. Construction personnel should be kept on standby, as their generators may be useful power sources later in the incident.



Assessing the outside of the bathtub

The Safety Officer

A Safety Officer should be appointed early in the response. The Safety Officer should don the appropriate PPE and the Safety command vest. Once search and rescue operations begin, the Safety Officer should be located at an elevated observation point, if possible. Observing from an elevation gives the Safety Officer the ability to observe conditions in the bathtub as well as the condition of supporting walls, columns, and the stability of the surrounding structure. Most importantly, an elevated observation point gives the Safety Officer a better perspective on how rescue operations may change structural and personnel safety. For example, if wet concrete piles up against the base of a column that is already leaning, it may topple that pillar and cause an additional collapse. A properly-positioned Safety Officer will be able to anticipate this problem, advise Command, and ensure that the concrete flow is diverted prior to impinging on the damaged column.


Safety Officer’s view into the bathtub from an elevated observation point

Personal Protective Clothing

Standard USAR PPE is usually adequate for bathtub collapse operations. Lace-up safety boots are the most appropriate footwear. Wet concrete has a consistency very much like quicksand, and fire boots may be pulled off of firefighters who walk in it. Leather construction gloves, mechanics gloves, or extrication gloves are adequate for most hand protection, but medical exam gloves will be required for patient care.



Modified Turnout Gear Ensemble used for heavy cutting PPE

This concludes Part 1. Part 2 will discuss discusses tactical considerations, interior size-up, victim recovery, investigations, and incident termination.

References
(1) Goodson, Carl, et al
IFSTA Essentials of Firefighting, 5th Ed.
IFSTA, Stillwater, OK, pp 362-364

(2) English, Leslie, et al
NFPA 1670, Standard on Operations and Training for Technical Search and
Rescue, 2004 Ed.
NFPA, Batterymarch Park, MA, pp 25-27

(3) U.S. Army Corps of Engineers
US&R Structures Specialist Field Operations Guide, 3rd Ed.
U.S. Army Corps of Engineers Readiness Support Center, 2001, p VI-3

(4) http://corlissconcrete.com/Q&A.htm#4

(5) Jones, Jeff
NIMS Field Operations Guide, 1st Ed.
InforMed, Tigard, OR, pp 14-20

All photos courtesy of Hilton Head Island Fire & Rescue

All Things are not Equal

It’s no longer just brute force and sheer physical determination that define structural fire suppression operations. Aggressive firefighting must be redefined and aligned to the built environment and associated with goal oriented tactical operations that are defined by risk assessed and analyzed tasks that are executed under battle plans that promote the best in safety practices and survivability within known hostile structural fire environments, while maintaining the values and traditions that defines the fire service.”- Christopher Naum

The lack of appreciation and the understanding of correlating principles involving fire behavior, fuel and rate of heat release and the growth stages of compartment fires within a structural occupancy are the defining paths from which the fire service must reexamine coordinated suppression operations in order to identify with; the predictability of occupancy performance during fire suppression operations, thus increasing suppression effectiveness and firefighter safety.

Our buildings have changed; the structural systems of support, the degree of Compartmentation, the characteristics of materials and the magnitude of fire loading. The structural anatomy, predictability of building performance under fire conditions, structural integrity and the extreme fire behavior; accelerated growth rate and intensively levels typically encountered in buildings of modern construction during initial and sustained fire suppression have given new meaning to the term combat fire engagement.

It begs to suggest that many of today’s incident commanders, company officers and firefighters lack the clarity of understanding and comprehension that correlate to the inherent characteristics of today’s buildings, construction and occupancies and the need for refined suppression operations within the modern building construction setting.

We assume that the routiness or successes of our operations and incident responses equates with predictability and diminished risk to our firefighting personnel. Does your company, your officers, your commanders, your department treat all things as equals when addressing the variables of structural combat fire operations?

Is the equation of Occupancy Risk balanced with Occupancy Type? Are inherent structural stability and compromise conditions adequately identified and considered in the evolving progression of an incident action plan? Or do SOP and SOG’s drive the manner in which fire ground strategies and tactics are orchestrated and implemented at the company task level?

How does this fit into your “culture, values and philosophy as a firefighter, officer or commander?”

Colorado – Engine Rollover LODD NIOSH Final Report

The website article can be read here: http://www.firefighternation.com/forum/topics/niosh-investigation-report-26

I just finished reading the NIOSH report on the February 23, 2008 apparatus rollover that took the life of 33 year-old Shane Stewart of the Ault-Pierce, Colorado Fire Protection District. The NIOSH report can be read here: http://www.cdc.gov/niosh/fire/reports/face200805.html.

The report states that Captain Shane Stewart died after being ejected from the cab and was then rolled over by the apparatus. He was declared dead from multiple traumatic injuries at the scene.

Though it is true that the failure to wear the seat belt was front and center stage in this report, it also raised an issue that I had not seen or even considered before I read this report. There was an issue with the cab compartment “layout”.

It appears that the driver of this unit could NOT reach the mobile radio unit from the drivers’ seat with the seatbelt on! If this were common knowledge, then the experienced driver might not bother to put the seatbelt on at all and the less experienced might attempt to unbelt while enroot to the scene, if he wanted to talk on the unit’s mobile radio. (It should be noted that investigators conducted several tests, using several different drivers to reach these conclusions.)

When going to an incident scene, an apparatus driver should just drive; right?

The second person in the cab should be operating the radio; right?

How many departments have ever called back to the station to request another rig, knowing that it would come with just a driver, even though your SOP may state “a minimum of two per unit” or whatever that minimum is?

Continue Reading Colorado – Engine Rollover LODD NIOSH Final Report

A straight stretch of road in good weather conditions and travelling at approximately 45 mph in a tanker is NOT a recipe for an accident.

In this incident, it appears that things went terribly wrong when the driver attempted to reach towards the radio to change to the fire ground frequency. Even with a hands-free system, changing channels would require the radio operator to reach.

So, the location of the mobile radio in the cab becomes very important.

Anything that distracts the driver from his primary duty of driving is cause for concern, but, as the sole occupant as in this case, you still need to communicate.

Could the driver have used Dispatch as a relay to the fire ground, which, in this case, was a medical call requesting a landing zone set up for a med-evac helicopter, instead of attempting to change channels while enroot?

I don’t have the answer for that.

Could the driver have used a portable radio with lapel mike instead of the mobile radio? I don’t know what type of radio system they have, so I can’t answer it.

Does driving and shifting gears with a floor-mounted shifter create a distraction that is different than driving and changing channels or even talking on a radio? The report would lead us to believe that a second person in the cab should handle all non-driving tasks.

So, if some believe that a driver should keep both hands on the steering wheels at all times, then all trucks will have to be built with automatic transmissions.

Would a hard-fast SOP that requires two persons minimum per rig be a solution? I would have to say “yes”, because, if you have a driver who is driving AND shifting gears; then add to that, the radio tasks, then I believe that the drivers’ focus would be diminished.

Would you locate the radio in closer proximity to the driver? Would you have it done professionally or would you do it yourselves to save money? Are you aware that even though you do the work that you must still be in compliance with NFPA 1901?

Would you consider hands-free, voice activated headsets with a radio frequency protocol that allows for apparatus drivers to communicate without switching channels while driving?

My final point is that we have to make sure that apparatus drivers are trained and tested at least twice a year in the apparatus that they will be expected to operate and done in accordance with NFPA 1002, 1451, 1500 and 1901.

The Federal Motor Carrier Safety Administration exempts the occupants of fire trucks and rescue vehicles from wearing seatbelts when moving and I believe that this goes back to the days when we could ride on the tailboards and in open cabs, so that law needs changed so that it parallels the many initiatives by our national organizations to get everyone to buckle up.

Everyone who spoke of Captain Shane Stewart said that he wore his seatbelt religiously. See news article here: http://www.greeleytribune.com/article/20080223/NEWS/866066115.

He left behind a wife and two small children.

Let’s honor him and his family by learning from him.

TCSS.

This article is protected by federal copyright laws and cannot be reproduced in any form without the expressed permission of the author or his legal representative.
Please visit: www.fireemsblogs.com and my blog at: www.chiefreasonart.com.

Personal Accountability

Everything in our life teaches us all that we can not control what other people think, say or do. Nor can we control most of the events that occur around us. The one thing we do have power and control over is ourselves. So why do we not exercise our power and fall trap to others? This is why leaders constantly reminding others that personal accountability is so critical and that those who demonstrate the ability to demonstrate this accountability will stand out amongst the crowd.

I have a good friend who reminds people that excuses are only good for the one who is giving them. In reality we all know that there are good reasons things don't go as planned, mistakes will be made, at some point you will drop the ball and often stuff happens. I know on any given day any of us can go on and on with "reasons". However when we try to exonerate ourselves with reasons, explanations, cause and affect they end up having the image of excuses.

Lets focus on the officers or leaders of the group. Personal accountability is a must in everything you do. With true leaders you cannot separate the personal accountability from the leader. As leaders who are embarking on a new vision you must be strong to keep that vision true to heart being faithful to the efforts and desire to make that vision come to fruition. Leaders must be diligent in their efforts working tirelessly to accomplish the vision exhausting all means for a successful journey. Never lose faith or lower the vision. Falling short of the vision is better than setting one low and making it. If leaders will follow the vision with heart-felt desire you will win! To sum it all up you must keep the vision and keep from getting distracted. This is personal accountability, they are committed and dedicated to see something through till the end.

Shifting gears, our eyes now fall on firefighters. Personal accountability must be in everything you do. Stop for a second and think about who, what and how you impact others both civilians and colleagues. I remember in my early years an officer giving a comparison example of firefighters impact people. Captain Rice told me that everything you do in the fire service you must have this personal accountability just like the parachute packer does when repacking the parachute pack for a paratrooper. He went on to say that if this individual did not do his job correctly and timely then the paratrooper jumping from the plane could be critically impacted. There were no excuses in this case. Now think about how life and death everything we do really is. I know you are saying how does not mopping the floor or a toilet skipped while cleaning is going to impact the big picture. If you would cut corners on the simple things you most likely will on everything else as well. Thus personal accountability is lost.

Just remember when personal accountability is lost on an individual level it will cause the organization to lose that personal accountability as these attitudes travel through organizations like fast spreading cancer.

Intra-inspect yourselves and your companies. Where is your personal accountability levels?

The Errors of Arrogance

I have received several messages from readers who have found themselves re-reading “The Futility of Our Humility” (http://www.firefighternation.com/profiles/blogs/the-futility-of-our-humility).

Normally, I would be ecstatic that people found my stuff so compelling that they would read it again-a dream come true!

Unfortunately, I think that I have confused the point of my point.

Where I believe that the central issue lies is with the use of “arrogant/arrogance”. Some are reading into the blog that I am pointing the fickle finger directly at THEM.

When I describe a thought or an act that I believe lends itself to what I believe is arrogance, then the only thing that remains is for the reader to decide if it could fit their situation and if so, what has been done about it or what WILL be done about it.

What I did in my previous blog was to describe what I believed were feelings of acts of arrogance. As I have stated on numerous occasions is, “If it applies, then apply it. If not, then disregard”. There is no need to take offense if it is not your situation.

When I write, I want it to entertain, to challenge your thinking and hopefully, to allow you to learn and to offer your perspective.

Often times, I will offer straight-forward opinions that can be agreed or disagreed with or used as a trigger for a discussion point.

In my opinion and in some ways, some in the fire service have been arrogant and in the process, have lost some humility.

Continue Reading The Errors of Arrogance

If that were not the case, then why are we so incensed or surprised that cities are making firefighter staffing cuts?

I never said that I agreed with it and completely understand the many downsides to such kamikaze budgeting, but there is a sense of arrogance in our response back to the city’s, brainless trust and at the expense of other city employees.

Now; this may sound “arrogant”, but I think that we all realize that our self worth and our value as public servants have higher skill sets than, as an example, one who runs the landfill and I am NOT saying that the landfill isn’t important. I am simply saying that, in my jaded opinion, it takes more skill to read smoke and to run HazMat operations.

However; I think that it is wrong to believe that deeper cuts will be made elsewhere to preserve every public safety position.

How can a fire department argue about staffing issues that cannot be seen with the naked eye of the public?

We all know as sports fans what happens to a football team, if they are one man short on defense. The other team will have the advantage, at least for that one play. It could result in a touchdown for one team and spell defeat for the other team.

So; with that example, you have a properly staffed team winning and one that isn’t properly staffed losing.

Another good sports analogy is the hockey power play. The team with more players has the definite advantage.

Now; I am in no way minimizing or trivializing the loss of firefighter staffing with these sports comparisons; I am saying that it is not easy for citizens to know the effects, unless they have been educated on the clear relationship between lower staffing and the safety of fewer firefighters responding.

I am saying that, with these comparisons, the same holds true with fire departments. Unfortunately, the public can’t see it when we are under-staffed. It is not as obvious as the hockey power play.

And simply telling them is no longer effective, but city governments are telling their citizens that they won’t notice a difference and THAT is gaining support, because the public may not know any better.

But, how can this be? If the public thinks that we can get by with less NOW, then they must think that we were over-staffed to begin with.

Well, maybe not according to the NFPA standards, but citizens can’t relate at that level and since it won’t cost anything unless something goes wrong, city managers are willing to roll those dice for the cost savings. This is what I call “uber arrogance” on the part of city governments!

In my opinion, if a fire department allows that very first firefighter to be cut due to budget issues, then another and another will follow. Any chief smart enough to understand manpower requirements would NEVER allow it to happen, because once you lose them; how easy is it going to be to get them back?

A chief worth his weight would not cut firefighter positions to balance a budget. They might instead sweep their various budget funds to the bone, including over-time and maybe re-arrange schedules for staff and administrative positions. HIS humility for where HE came from should weigh heavily on his mind.

But, mayors, city managers and city councils trade their humility for arrogance faster than they can recite their oath of office.

My point is that, either city governments are arrogant to believe that public safety cuts will have little or no effect on service, have little or no effect on the safety of those employees OR are aware of it, but are arrogant enough to believe that the risks are worth the cuts.

My other point is that fire departments may be arrogant to believe that the citizens will side with firefighters based upon our proffered emotional statements rather than accurate examples of increases in accidents, injuries or even death as a result of staffing cuts. Providing information from LODD reports where it was specifically stated that low staffing contributed to the death would be appropriate to use.

It’s hard to be humble when the errors of arrogance are not properly and accurately addressed and it might very well be a failure of our leadership to properly assess the community’s needs and their firefighters’ needs.

TCSS.

The article is protected by federal copyright law under The Adventures of Jake and Vinnie© umbrella. It is written and submitted by Art Goodrich a.k.a. ChiefReason. This article or any other article submitted under The Adventures of Jake and Vinnie© umbrella cannot be reproduced in ANY form without the expressed, written permission of the author. Violations are punishable by applicable laws.
Please visit: www.fireemsblogs.com and my blog www.chiefreasonart.com.

The Futility of Our Humility

I have found myself thinking about the term “arrogant” a lot lately. It is what comes to mind as I read some of the stories coming out of our fire service these days. And trust me; what you will read here won’t be a speech that you will hear this year at FDIC.

Yes; I am of the opinion that our humility has been uprooted and replaced with an air of arrogance.

What right do I have to say this?

Well, I was an active firefighter for 22 years. I suffered through under-funding, a lack of leadership, no plan, no mission, little hope, but a desire to help my community. Back then, we would be standing there with a booster line, shooting water into the hole that was once a house and everyone was telling us what a great job we did.

We did everything that we could, we would say. Arrogance!

We appreciate everything that you do, was a typical sentiment that was voiced by one and all. Ah; humility!

You are swept up by this unconditional worship of the fire department when you are new to it (humility with a splash of cynicism), but, after you have been on for awhile, you come to expect to hear it and to feel it each and every time there is a reason to drop the tones (arrogance with a touch of entitlement).

Is it a natural part of the maturation process to lose one’s humility or have we been confusing “humble” with “grateful” for, oh, so many years?

Continue Reading The Futility of Our Humility

Recently, there have been several, negative stories in the news about firefighters or ex-firefighters. Are we humbled by the fact that we are still regarded very highly by the public, even though recent news has firefighters committing arson, murder, sexploitation, drug sales and embezzlement? Or are we grateful that it isn’t happening where we live? More importantly, are these national headlines chipping away at our “unconditional worshippers”?

I keep hearing complaints from many corners in the fire service about how the pro-firefighter sentiment has eroded since 9/11. Do we want to believe that it took a catastrophe of major proportion to elevate our stature? Or did we think too highly of ourselves to begin with? It’s easy to fall into the trap of believing what we read about us.

I am disturbed by the fact that we use 9/11 as a reference point on the gauge of public opinion as if it were some “side benefit” for firefighters who weren’t even there, who didn’t lose family or aren’t struggling with health issues that may or may not be recognized as linked to the WTC site and covered under insurance or PSOBs. We should not be arrogant enough to believe that we can understand the immense loss that a city and their firefighters felt and continue to feel and instead be humbled by the professionalism exhibited by them.

When I think of some of the incidents that we have undertaken over the years, I take a critical view of the end result and am not humbled by it. If we are approached by a citizen and told we did a good job, I am grateful for their kindness, but no longer feel humbled by it. Why? I believe that it comes from knowing that we could have or should have done things differently for a better outcome.

Part of the reason that I think the public was so quick to heap praise upon their fire departments some years ago was because it was somewhat guilt driven. They didn’t have the time or wouldn’t take the time to join their fire department; yet fully understood the importance of praise as positive reinforcement. This is how they raised their kids and it worked with them and let’s face it; a firefighter is a big kid who, as a young kid, wanted to be a firefighter.

So, it was necessary for leaders in the community to praise their public servants so that they wouldn’t have to do it and then they could sleep better at night. When I think about my early days on the department, I remember that many of the property owners were too involved emotionally in their fully involved house to be thankful that a fire truck or two was there to keep it cool as it collapsed into the basement. As you were getting ready to return to the station, the last image at the fire scene that you saw was a family huddled in the front lawn arm-in-arms and holding on to what was left from the fire-each other.

Somehow; humility isn’t the feeling that comes to mind. But, I must admit; there is a feeling of arrogance from the expectation that there should have been a “thank you” for our efforts.

I think back to how many times we told ourselves that just a “thank you; just a pat on the back” was good enough. But, that was back when we didn’t have a lot of emotion, time and effort invested in ourselves as a member of the fire department. As we increased our skill sets, did our expectations of how we should be perceived grow as well? Once we were neck deep and fully vested; was a simple thank you or pat on the back ever going to be enough again? Was that arrogance settling in?

Then, we must have thought that the community was going to be right there alongside of us every step of the way as we went to school after school, conference after conference and collecting certificate after certificate. We were arrogant enough to believe that taxpayers would buy anything for their fire department; the best training and the best equipment and for awhile they did.

But, the economy turned. We started seeing job losses, eroding tax base, less new development, no new jobs, no new revenue sources, schools eating up most of the taxes and TIF districts got the rest. Our equipment was getting older and so were the firefighters. Even in tough times, we felt that the community would support the purchase of new fire trucks. The older guys didn’t want to attend training and the new ones didn’t have the time, but we were arrogant enough to believe that we could survive on our laurels. We could stir public support with tales of the old days.

And if that didn’t gain us their support, then we were arrogant enough to believe that we could use the old “if we don’t get it, more people will die” Big Lie. It had worked very successfully for years. “Can’t miss; two thumbs up”, you say.

Still; the community didn’t want the debt of a new truck in these uncertain times. They were resigned to the reality that the old trucks might break down when we were in the heat of battle, but that was a chance that they were willing to take. It sounded like a much cheaper alternative than the $300,000 for a new truck.

Our last gasp of arrogance comes with the “we will have to shut down the department and let someone else handle the calls”. We are thinking, “No way will they want to wait for the next town over”, but your citizens are thinking, “What’s the difference? They are going to pour water into the burnt out basement anyway”.

Yes; communities will support their fire departments through the tough times, but it will not be at previously high levels. Our public is more educated and therefore, less inclined to be swayed by emotional arguments. They remember the demonstrations of low pressure/high water volume tactics and its reliance on limited manpower. Let’s not forget the great Quint debates either. A truck designed for understaffing? I’ll take ten.

When you are no longer able to fulfill your mission statement because of a lack of resources, then you must either contract to your current level of resources or risk catastrophic failure in some form. It would be arrogant to think otherwise.

And a community telling their fire department that they cannot support them at their current levels can be very humbling, indeed.

TCSS.

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