Box 661 Private Dwelling All Hands Fire
Sunday, January 23, 2011 9:06 hrs FDNY Rescue 2 responded to 628 Lafayette Ave. for a fire on the 2nd floor of a 3 story private dwelling.
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Firefighter Mark Falkenhan
Thousands of mourners from across the state of Maryland and the nation arrived at Cathedral of Mary Our Queen in North Baltimore (MD) on Monday January 24th to honor fallen firefighter Mark Falkenhan.
The call for the fire at 30 Dowling Circle came in to fire dispatchers at 6:18 p.m. The call came in as a kitchen fire; however, fire investigators have not determined that the fire originated in the kitchen. The fire remains under investigation. Fire Chief John Hohman has asked the federal Bureau of Alcohol, Tobacco and Firearms for assistance. Engine 11 was the first-arriving engine. The fire quickly escalated to a second-alarm, and eventually four alarms worth of equipment were dispatched. About 30 pieces of fire equipment and 100 fire personnel responded.
Mark Falkenhan arrived with the Lutherville Volunteer Fire Co. and entered the building with his partner, Dennis Fulton. At some point, Falkenhan called a mayday, indicating he was in distress. He was on the third floor, searching for fire victims. His partner was able to escape through a window on the third floor. FF Fulton escaped by diving off the balcony and sliding face-first down a ladder. Firefighters found Falkenhan on the third floor and moved him to the balcony, where crews delivered him to paramedics. Medic personnel administered advanced life support measures and transported him to St. Joseph Medical Center.
They were on the third floor when it’s believed they were suddenly overwhelmed by a possible flashover. Firefighter Falkenhan did not make it out.
He signaled a “Mayday” distress call at 6:47 p.m., and rescue workers rushed to return to the third floor. They pulled Falkenhan out of the building and down the ladder, then performed advanced life-support measures. He was transported to St. Joseph Medical Center, where he was pronounced dead.
More than 200 fire trucks and an estimated 3,000 mourners—including Gov. Martin O’Malley and Baltimore County Executive Kevin Kamenetz—crowded the North Baltimore church to bid farewell to the 43-year-old Lutherville volunteer firefighter from Middle River who died Wednesday January 19th from injuries sustained while fighting a four-alarm apartment fire in Hillendale.
Mark Gray Falkenhan was born Dec. 26, 1967, in Middle River. Shortly after he graduated from Mount Carmel High School in 1986, Falkenhan joined the Middle River Volunteer Ambulance & Rescue Co. He rose to the rank of chief and became a lifetime member.
Falkenhan then joined the Baltimore County Fire Department as an emergency medical technician in 1990.
He married Gladys on Nov. 11, 1993, and became an EMT-Paramedic the following year. He was an instructor at the Fire Rescue Academy and served at various stations across the county—Woodlawn, Dundalk, Golden Ring, Essex, Eastview and Fullerton—before retiring in 2006 to accept a job with the U.S. Secret Service.
“He loved his family first, but his life was the fire department,” his wife stated. Fire Chief Hohman could barely hold back the tears last week at Falkenhan’s house as he reflected on Falkenhan’s life and his devotion to public service. He first met Falkenhan more than two decades ago, when Hohman was the union president and he spent time speaking with those fresh out of the fire academy.
“He was so dedicated to what he did, and I could tell he loved what he did,” Hohman said. “You won’t be able to find a picture or photo out there of Mark that didn’t show that broad smile that went across his face. He enjoyed everything about his life.”
In addition to his affiliation with Lutherville VFC, Firefighter Falkenhan, was a member of Baltimore County’s career fire department for 16 years, from 1990 to 2006. He was a paramedic/firefighter whose assignments included the Fire-Rescue Academy, where he was an instructor. He served at many stations, including Woodlawn, Dundalk, Golden Ring, Essex, Eastview and Fullerton. Falkenhan resigned in 2006 and was most recently employed with the U.S. Secret Service. In addition to his membership at Lutherville, he was a life member and past chief of the Middle River (MD)Volunteer Ambulance Rescue Co.
The Baltimore Sun newspaper published an editorial about the death of Firefighter Falkenhan that is required reading; HERE . An excerpt from the editorial reads as follows:
The word “hero” gets used too often to describe the most pedestrian of admirable behaviors, from the star quarterback who marches his team for a winning score to the kid who finds a missing wallet and turns it in. But exceptional bravery, special ability, exceptional deeds and noble qualities — those are what define an authentic hero, and Mr. Falkenhan lacked for none of them.
It was not by accidental circumstance or naiveté that he ended up on the third story of that Hillendale apartment complex in the midst of a fire, searching for missing residents. He knew the risks as well as anyone could. But his selfless desire to help others drove him forward into the flames.
That’s what made him exceptional. That’s why his legacy is important. That’s why the community is in his debt.
Think about this man; a brother firefighter, a husband, a father, a mentor….reflect on his life, his sacrifice and the true meaning and definition of being a firefighter….
Reflect on what you do, who you are and what defines you; rise to meet the demands and challenges with the right qualities that have meaning and reflect upon the virtues of this noble profession we call the Fire Service.
Take the time to read both NIOSH reports and remember the sacrafice…
Three veteran FDNY firefighters died in the LODD in Brooklyn, New York and the Bronx on Sunday January 23, 2005, a day that has become known as “Black Sunday” and called one of the saddest in fire department history. Two firefighters were killed and four others were badly hurt when they were forced to jump from a fourth-floor window of a burning building in the Bronx.
Later, a third firefighter died after tackling a basement blaze in Brooklyn.Lt. Curtis Meyran, 46, of Battalion 26, and Firefighter John Bellew, 37, of Ladder 27, died after battling the Bronx blaze on East 178th Street in the Morris Heights section.
Three firefighters were in critical condition at St. Barnabas, and a fourth was in serious condition at Jacobi Medical Center. Six Bronx firefighters became trapped in the building while searching for people on the fourth floor. When the fire from the third floor broke through to the fourth, they were faced with a horrifying choice. They jumped out a fourth-floor window, knowing that they would be critically injured.
Firefighters Jeffrey Cool, Joseph DiBernardo, Eugene Stolowski, and Cawley were badly hurt in the Bronx fire. They were trapped on the fourth floor and were left with the life-or-death choice of leaping 50 feet or burning up. The Brooklyn firefighter, Richard Sclafani, 37, died at a hospital after being injured at a two-alarm fire in the East New York section.
- More Details at Buildingsonfire.com HERE
- NIOSH Bronx Report, HERE
- NIOSH Brooklyn Report, HERE
- Transcript : Firefighter_Transcripts_BlackSunday
What are you going to do with the “Dash?”
Two dates and a dash in the middle…that equates to your day of birth, your life and your day of death. The middle component is symbolized by a dash (-). So what does that dash mean? Well let’s be honest it divides the dates on the grave stone and it is symbolic of your time alive. I heard this as the opening of a church service recently and it hit me like a ton of bricks of just how this symbolizes our time in the fire service especially the portion you are serving as a fire officer.
As a fire officer I am going to challenge each individual who reads this article to live and work the fire service as if you only had one month to live. Recently I was conversing with a good friend in the fire service, Deputy Chief Jeff Pindelski of Downers Grove, Illinois, and we both said it at the same time it is obvious that firefighters and fire officers have lost the passion for the fire service. This concerns me considerably as I have a good ways to go to retire and I am going to see the effects of what this loss will cause. In the 16 Life Safety Initiatives, the first initiative states that we need to define and advocate the need for a cultural change within the fire service relating to safety, incorporating leadership, management, supervision, accountability and personal responsibility. I believe that this loss of passion is the root of the problem. Bottom line if you don’t really give a Damn then there is no passion and no passion leads to lack of leadership, management, supervision and responsibility as an officer. As we see this the way to make this change is that officers should live and perform each day passionately in an effort to change or make the fire service better. So why does this not happen? It is just too easy to sit back and ride the wave and keep the status quo. Well those folks will never leave a thumb print on the organization that way.
This lake of passion will not let you leave a positive mark on the fire service. We see each year over 100 line of duty deaths. We are presented the causes through FirefighterCloseCalls.com, the Near Miss Reporting System and NIOSH reports. My question is why do we keep doing the same things over and over expecting to get different results? My answer is that firefighters and fire officers don’t have the passion to make change. Let’s face it; they obviously don’t love the fire service. I was sitting in a restaurant having lunch on day when an elderly couple comes in. It is obvious that the gentleman was in much better physical condition and health than his wife. But she was meticulously dressed and made up. As she shuffled along slowly the gentleman stood by her side and helped her. They finally made it to the counter, ordered their meal and he proceeded to help her to the table to sit down. All along she shuffled along slowly. This fine gentleman never got hurried or frustrated with her. As she sat down in a booth he had to gently push her over as she was not able to scoot herself. He went back to the counter got the food and brought it to the table. He sat down fixed her food for her, took her hands and prayed. After finishing the prayer the gentleman began to feed her. In seeing this was passion for his wife and true demonstration of love that he had for her. Ok my fellow officers just how many of you have that passionate level of love for the fire service. I would guess not many as I hear frequently what can the department do for me not what I can do for the department.
It is obvious that Ken Farmer in one of his recent Barnyard Management article series hit it on the head…we have got a lot of Kudzu. “For those of you not in the south Kudzu is a climbing, woody vine that is capable of reaching up to 100 feet in trees but scrambles over almost any lower vegetation. It has large green leaves. The scientists say it will grow up to 60 feet in a season and as much as 30 stems from a single root. It was originally brought from Japan to the US in 1876 to the Philadelphia Centennial Exposition as a forage and ornamental plant. Somehow it escaped from a secure greenhouse in Philly and was spread throughout the south by several northern terrorists while on vacation in the south. (Well, if you believe that story…..)
It was actually promoted by the U.S. Soil Conservation Service 1935 to the 1950’s to reduce soil erosion in the South. It worked to hold the soil in gullies and in areas where land was clear cut. Farmers were even paid $8.00 an acre to grow it and more than 1.2 million acres were planted with funds from the government.
After it became difficult to clear and stop, the U.S. Department of Agriculture declared it a weed in early 1953. To even further soil (or sully) its reputation, in 1998 it was declared by Congress as a Federal Noxious Weed. The good news is that no one in the South heard about that law being passed!
So, with such a rich history and so much a part of southern tradition and lore, why do we still make fun of kudzu? Well, that is very easy to answer. Kudzu is a sneaky pest that will cover everything before you can turn around and stop it! On a farm its one of those things that happens before your eyes and you just don’t see it coming. It is almost impossible to kill. Scientists say it takes 20 years to kill it off! We would try almost anything from pesticides to trying to make the cows eat it (the cows graciously refused!) to burning it off. Of course, none of this was successful. So you always kept a sharp eye on it all the time and tried to cut it back every chance you got.
So do you have any kudzu vines in your department or business? You know the type I am speaking about! They sit over there in their office or maybe they work at another station or work site. You never think about them until you realize they have snuck over and covered everyone else with their negative thoughts and leaves. Then you have to get in there and hack away at the plant to try to stop its spread. The first thing you must do it get to the root, just like with kudzu. If you don’t take out the root, the pain (and the weed) will just start growing back the very next day.” Bottom line is we cannot let the poison in. It will spread like Kudzu.
Because we live in a “Me” first world – “I want it and I want it now” We as officers must make some BIG cultural changes. We must be patient and loving like the gentleman was to his wife. Showing passion about the people and the communities we serve. We have to make that dash between the two numbers truly mean something and leave a positive thumb print on the fire service. Officers should perform each day passionately in an effort to change the fire service for the better. Working tirelessly to make the fire service safer, firefighters better educated and our service delivery the best it can be since we have a monopoly on the business in our communities. Bottom line officers need to be just that officers, not coat tail riders.
I want to leave you with a few final thoughts…Who or what are you working for?
1. Other people’s approval?
2. For more toys?
3. For someone else?
Or are you working for the right reasons. Hey folks as firefighters and especially fire officers you have only one option if you are going to do it with passion…LEAD BODLY FROM THE FRONT. Because, you have two dates and a dash in the middle what are you going to do with the dash? What will folks say your dash means when you are gone?
Dick Winters, the former World War II commander whose war story was told in the book and miniseries “Band of Brothers,” died on January 2, 2011 at the age of 92. Dick Winters led a quiet life on his Fredericksburg farm and in his Hershey (PA) home until the book and miniseries “Band of Brothers” threw him into the international spotlight. Since then, the former World War II commander of Easy Company had received hundreds of requests for interviews and appearances all over the world.
Winters was always gracious about his new-found celebrity, but never really comfortable with it. He never claimed to be a hero and said that he had nothing to do with the national effort to get him the Medal of Honor, the nation’s highest military honor.
When people asked him if he was a hero, he liked to answer the way his World War II buddy, Mike Ranney, did.
“No,” Ranney said. “But I served in a company of heroes.” That became the tag line for the miniseries.
In an interview shortly before the miniseries debuted, Winters said the war wasn’t about individual heroics. The men were able to do what they did because they became closer than brothers when faced with overwhelming hardships. They weren’t out to save the world. They hated the blood, carnage, exhaustion and filth of war. But they were horrified at the thought of letting down their buddies.
On D-Day, June 6, 1944, Winters and his troops from Easy Company, 506th regiment of the 101st Airborne Division, parachuted behind enemy lines to take on a German artillery nest on Utah Beach. Winters made himself a promise then that if he lived through the war, all he wanted was peace and quiet. His company fought through the Battle of the Bulge, the liberation of a death camp at Dachau and to Hitler’s Eagle’s Nest at Berchtesgaden.
The war described in “Band of Brothers” is ugly, but the young men developed character under fire, Winters said. He was glad the miniseries showed war realistically, not either glorified or demonized as in so many movies. He wanted people to understand that success in war depends not on heroics but on bonding, character, getting the job done and “hanging tough,” his lifelong motto. In combat, he wrote 50 years after the war, “your reward for a good job done is that you get the next tough mission.”
When the war ended, Winters kept his promise to himself. He married Ethel, bought a bucolic farm in Fredericksburg, raised two children and worked in the agricultural feed business. He didn’t talk about the war until the late historian Stephen Ambrose wanted to put Easy Company’s exploits on paper.
Following the miniseries, Winters turned down most requests for interviews because he said he didn’t want to appear like he was bragging. But he did feel the story of Easy Company was an important one, especially for young people. He was more likely to accept invitations by local school groups and spent time with students at local High School, among others.
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People who knew Winters during and after the war said he is exactly what he appears to be.
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He could lead without ever raising his voice or swearing.
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His friend Bob Hoffman, a Lebanon architect, said Winters’ eyes could “burn a hole right through you.”
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The men who served under him and people who only met him later in life call him a hero, no matter what he says.
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According to the book, one wounded member of Easy Company wrote Winters from a hospital bed in 1945, “I would follow you into hell.”
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He received a standing ovation from 500 veterans when he spoke at the dedication of the Army’s Military History Institute in Middlesex Township in September. When President Bush was in Hershey, PA in April, he called Winters “a fine example … for those brave souls who now wear our nation’s uniform.”
Tom Hanks, who co-produced the HBO series, and from the actor who played Winters in “Band of Brothers.” “When our days run their course and a man like Dick Winters leaves us, time and providence remind us that human beings can do giant things,” Hanks said in a statement. “Dick Winters volunteered to go to war, leading paratroopers into unknown, yet certain, dangers. He led by both command and example; his wartime philosophy was simple — ‘Follow me.” He died quietly, in private, without fanfare and with the same modesty that he lived his life as one of the true heroes of his generation,” Lewis added.
Ambrose, the author of “Band of Brothers,” said in a 2001 BBC interview that he hopes young people say. “I want to be like Dick Winters.”
“Not necessarily as soldiers, but as that kind of leader, that kind of man, with basic honesty and virtue and an understanding of the difference between right and wrong,” Ambrose said.
Gen. David Petraeus, who has commanded the 101st Airborne Division during his career, said in a statement on this week that “Major Winters embodied the very best of what a leader and soldier should be. He and the men of Easy Company lived the “brotherhood of the close fight.”
The Company Officer fulfills a mission critical role within the fire service that directly affects personnel and public safety and community accord. The title carries with it the opportunity to ride the “front seat” and be in charge of a company responsible for addressing incident operations and service demands dictated by the company’s function, responsibility and task assignment. (These paragraphs have been assembled from a variety of recent articles celebrating the life of Dick Winters and best conveyed the essence of who that man was. All rights reserved)
As a practicing, aspiring, or emerging Company or Command Officer, there is much written and much said about Leadership. There are numerous books written on the suject, but sometimes it’s the simple virtues, values and morals that define and exemplify leadership. We have all served or continue to serve in [a] company of heroes. Quietly serving our citizens and the public at large. Think about what defines you and how you are defined within your company, the station, within the department or within your private life. Stop and reflect….
- Recognizing the various avenues available that place a firefighter in transition from a individual contributor to that of a first-line supervisor; whether thru examination, assessment, appointment or popular vote, there are essential functions and elements that the title bestows.
- The title also carries with it an immense responsibility, obligation, duty and accountability. It’s much more than a set of collar brass and new front helmet shield.
- Understand what the true meaning of leadership is; and how it conveys to the fireground and within our company missions and task assignments during structural combat fire engagement.
- If you haven’t taken the time to read two insightful books, I would encourage you to read up;
Beyond Band of Brothers
Band of Brothers
- Dick Winters Remembered as an American Hero gallery (12 photos)
- Dick Winters: Reflections on the Band of Brothers, D-Day and Leadership; HERE
- Dick Winters dies; WWII hero commanded ‘Band of Brothers’; The Washington Post, HERE
- HBO; Band of Brothers, HERE
Becoming a leader is like making a sound investment. What actions you take today will impact the results tomorrow. Leadership by definition is the position or function of a leader. What matters the most in the development of a leader is what occurs day by day over a long period of time. Leadership develops daily, not in a day.
Leaders are not just born. It is true that some individuals are born with greater natural talents than others. However, the ability to lead is a development and collection of skills. Most every one of these skills can be learned, sharpened and honed. Leadership is complicated. The important thing to remember is that it requires due diligence daily and it will not occur overnight. There are many aspects to leadership; people skills, emotional composure and strength, discipline, vision, dedication, momentum, timing, respect and the list goes on. With so many of these aspects to develop that is why it takes development and a long period of time to become seasoned as some would say. There is no magical age when you will begin to understand the many aspects of leadership, but one thing will be certain is when clarity of these aspects begins to occur you will know it. Your focus, demeanor and actions will clearly be different than previous.
According to John Maxwell there are four phases of leadership growth.
Phase 1: I Don’t Know What I Don’t Know
Most people never recognized the true value of leadership. The concept that leadership is for a select few is common, usually reserved for those of “Chief Officer” rank. Unfortunately most people never recognize the opportunities that they are passing up, especially when individuals don’t learn to lead. Leadership can occur in so many fashions and at every level. The opportunity to lead someone or a group exists everyday in some way, shape or fashion. If we learn that leadership is influence and that in the course of each day most individuals usually try to influence at least 4 other people, their desire to may be sparked to learn more about this subject. It is unfortunate that as long as an individual doesn’t know what they don’t know, there is failure to grow.
Phase 2: I know What I Don’t Know
Usually this phase occurs when you suddenly find yourself in a leadership position only to come to the realization that no one is following. This is usually when individuals realize they need to learn how to lead. This is when it is possible to learn how to lead. To be conscious that you are ignorant of the facts is a great step to becoming knowledgeable. Successful leaders are life learners, a result of self-discipline and perseverance.
Phase 3: I Know I am Growing because it is Showing
When you recognize your lack of skill and begin the daily discipline of personal growth in leadership, exciting things start to occur. During this phase you begin coming into your own as a leader. This phase is more of the true student phase. You are actively learning, experimenting and growing in both knowledge and wisdom.
Phase 4: I simply Go because of What I know
When you are in phase 3 you will be effective as a leader, but you have to think about your every move. During phase 4, your talents and abilities to lead become almost automated. During this phase is when you receive your reward for all of the discipline, dedication, determination and hard work. For many they never reach this phase as they never recognized the process and pay the price. During this phase it also opens the door for mentoring. You have the opportunity to pay it forward as you “lead” other through this rigorous process.
Leadership is something that is not developed over night or in one day; it is developed daily and is an ongoing process – that is reality. The important thing to recognize is that your leadership ability is not static. Because no matter where you are or starting from you always have the opportunity and ability to get better no matter who you are – world famous to the person next door.
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Training & Tactics Talk Hosted by Chief Doug Cline
Training & Tactics Talk: Emerging Dynamics in the Modern Fire Environment
Joining Training and Tactics Talk host Douglas Cline as he talks with his guests from across the United States about the emerging dynamics of the modern fire service environment.
Guests this month include retired Battalion Chief Dave Dodson from Denver, CO; Lt. Rick Mosher from Merriam, KS; Christopher Naum, Chief of Training of the Command Institute; and Assistant Chief Deron Wilson of Johns Creek, GA.
The group examines several dimensions of the modern fire service as it relates to tomorrow’s fire service. The explore the art of reading smoke, the new rules of tactical combat fire engagement, multi-dimensional aspects of training and how to develop the true understanding of situational awareness.
We invite you to grab a cup of coffee or a cold drink, pull up a chair or take a seat on the tailboard and enjoy the program. Sit back, relax and let’s talk Training and Tactics.
- Link to the Program HERE
Reference Links:
Double Firefighter LODD Residential House Fire 2002
Lawsuit revived against fire departments in firefighter’s death in 2002 house fire
A New York State appeals court has reinstated a lawsuit against the Manlius (NY) and Pompey Hill (NY) fire departments in the death of a volunteer firefighter battling a Pompey house fire in 2002.
The state Supreme Court Appellate Division in Rochester – in a 4-1 split decision – concluded the law granting personal immunity to volunteer firefighters does not apply to the fire departments themselves or to department officials.
The lawsuit stems from the death of Fayetteville (NY) Firefighter Timothy Lynch in a fire March 7, 2002, at a home on Sweet Road in Pompey. Manlius (NY) Firefighter John Ginocchetti also died in that blaze.
Lynch’s widow, Donna Prince Lynch, sued Onondaga County, New York and then county Fire Coordinator Mike Waters in 2003. The county responded to that lawsuit by suing the Pompey Hill Fire District, the Pompey Hill Fire Department, Assistant Chiefs Richard Abbott and Mark Kovalewski, the village of Manlius, the Manlius Fire Department, Deputy Chief Raymond Dill and homeowner Joseph Messina.
State Supreme Court Justice Donald Greenwood dismissed the claims against the fire departments and the chiefs in 2009 based on the immunity argument.
But the Rochester appellate court ruled last week that Greenwood erred. The majority concluded the section of state General Municipal Law granting immunity to volunteer firefighters in the performance of their duty did not apply to the fire departments or the department officials.
The plain language of the statute reflects the Legislature’s purpose in enacting that law was “first, to immunize volunteer firefighters from civil liability for ordinary negligence and, second, to shift liability for such negligence to the fire districts that employ them,” the majority wrote.
The court rejected the fire departments’ contention – and Greenwood’s earlier decision – that the law only allows fire departments to be held liable for volunteer firefighters’ negligent operation of motor vehicles. The court concluded the Legislature – in enacting the statute in 1934 – meant to expand, not restrict, the liability of fire districts.
“In other words, the Legislature sought to assure that there would be some liability on the part of the fire districts where previously there had been some doubt,” the majority wrote.
Justice Eugene Fahey, in a lone dissent, agreed with Greenwood that the immunity law applied to the departments and their officials as well as the volunteer firefighters. He concluded the fact the Legislature carved out a motor vehicle exception indicated the lawmakers’ intent was to grant immunity to the fire districts in the first place.
This is the second time Greenwood’s rulings in the case have been modified or overturned on appeal.
In 2007, Greenwood dismissed outright the Lynch lawsuit. But in February 2008, the appellate division reinstated the part that charged a violation of General Municipal Law and accused Waters of failing to comply with the state’s emergency command and control system.
The appellate court concluded then that there was an issue for trial as to whether Waters had a supervisory role at the fire scene.
The county responded to that ruling by suing the fire departments and their officials. The county contends that if there was any negligence on Waters’ part, it was less than that of the fire departments and their officials and those defendants should pay any damages.
Because there was no appeal of Greenwood’s separate decision dropping the case against Dill, he remains out of the lawsuit under the appellate court ruling.
- NIOSH LODD REPORT HERE
- A must read from Firerescue1.com from 2008 with original lawsuit details: N.Y. chiefs, departments, homeowner ‘negligent’ in 2002 LODDs HERE
- http://www.in.gov/dhs/files/NIMS_Directives_and_Liability.pdf
- http://www.firefighterclosecalls.com/fullstory.php?65297
- http://www.volunteerfd.org/article/400128/ (about the Fire)
- http://www.firehouse.com/forums/archive/index.php/t-39506.html (Firehouse.com Forum)
NIOSH REPORT SUMMARY
First-Floor Collapse During Residential Basement Fire Claims the Life of Two Fire Fighters (Career and Volunteer) and Injures a Career Fire Fighter Captain – New York
SUMMARY
On March 7, 2002, a 28-year-old male volunteer fire fighter (Victim #1) and a 41-year-old male career fire fighter (Victim #2) died after becoming trapped in the basement. Victim #1 manned the nozzle while Victim #2 provided backup on the handline as they entered the house. After entering the structure, the floor collapsed, trapping both victims in the basement. A career fire fighter captain joining the fire fighters near the time of the collapse was injured trying to rescue one of the fire fighters. Crew members responded immediately and attempted to rescue the victims; however, the heat and flames overcame both victims and eliminated any rescue efforts from the garage entrance. NIOSH investigators concluded that, to minimize the risk of similar occurrences, fire departments should
- ensure that the Incident Commander is clearly identified as the only individual responsible for the overall coordination and direction of all activities at an inciden
- ensure that the Incident Commander conveys strategic decisions to all suppression crews on the fireground and continually reevaluates the fire condition
- ensure that Incident Command conducts an initial size-up of the incident before initiating fire fighting efforts and continually evaluates the risk versus gain during operations at an incident
- ensure that fire fighters from the ventilation crew and the attack crew coordinate their efforts
- ensure that fire fighters report conditions and hazards encountered to their team leader or Incident Commander
- ensure fire fighters are trained to recognize the danger of operating above a fire
A report from the New York State Department Of Labor details several problems that happened the night of a fire that claimed the lives of firefighters John Ginochetti and Timothy Lynch. The Pompey Hill Fire Department was issued three citations for problems with training, equipment, and communication.
Included in the report was a detailed listing of the events that happened on the night of March 7, 2002.
7:10 p.m.: 911 receives call about a fire in the basement of a home at 2841 Sweet Road, Pompey Hill.
7:20 p.m.: Manlius Fire Department responds to the fire.
7:28 p.m.: The assistant fire chief on scene reports that smoke is showing in the first floor of the building and that the fire is in the basement.
7:30 p.m.: Firefighters enter the building through the basement and garage.
7:37 p.m.: Fire has burned for 25 minutes.
7:45 p.m.: Gino Ginochetti and TJ Lynch start to ventilate the roof. The assistant fire chief says, “Hang tight, the fire is pretty well knocked down.”
7:47 p.m.: Command refuses 700 gallons of water offered.
7:51 p.m.: Onondaga County Fire Coordinator Mike Waters arrives on scene. Waters broke out the windows on the east side of the building.
7:53 p.m.: A team enters the basement, then discovers that there is no water pressure in their water hoses. The pump operator discovers that the valve system has failed and water will not flow.
7:58 p.m.: Fire has been burning for 48 minutes with no water being directed on it.
7:59 p.m.: Waters orders three firefighters, including Ginochetti and Lynch into the building through the garage and onto the first floor. At this time, both Ginochetti and Lynch fall through the floor and into the basement. The third firefighter, Brian Stevens, tried to pull Ginochetti from the basement. He then had to back away from the fire, which had flashed over. Stevens received burns to the face. Mike Waters entered the building to try and rescue the men, but had to be pulled out when the entire garage went up in flames. Crews outside started to direct water into the area of the collapse.
The report also notes that there were several violations with:
-respiratory protection standards
-number of training hours for the Incident Commander
The direct cause of deaths for Ginochetti and Lynch was found to be a combination of a ten foot fall into the basement and the smoke and heat exposure to both men.
Indirect causes included:
-Command at the fire scene did not maintain communication with attack teams assigned to do interior attack. The team assigned to the back of the building did not maintain communication.
-Command refused the 700 gallons of water offered, and instead said that the fire was under control.
-Communication problems between the teams meant that one group didn’t know whether or not the other had entered the building.
-Command gave orders without knowledge of the fire or the building, although the home owner was on scene to provide the information.
-Pompey Hill Fire Department procedures were deficient, including backup and rescue teams.
- What’s your world going to be in 2011?
As I was preparing my New Year’s message for 2011 I ran across my posting from Commandsafety.com that I had posted at the start of 2010. After looking it over, I got to thinking about what I had set out to accomplish this past year; what did I intend to do; what did I accomplish, what difference did I make-if any in what I worked at in 2010; did I give back to the fire service, did I support, promote and advocate, did I learn, grow and better myself, did the year have meaning?
I wondered how many line items from this 2010 list did any of my readers hit the mark on, or was this list laidd by the way side, forgotten; but certainly attempted-with good faith. I started putting another list of what needed to be addressed in 2011, but I kept coming back to common themes and similar important issues affecting the fire service as reflected in the previous list. It became readily apparent that this is THE list, with some minor additions and updates. So instead of developing a “new” list, here is the “new” list of “old” issues-that are just as important in twenty eleven.
Take a minute to look it over, think about whateach of these line items can do for you, your organization and the fire service in 2011. Don’t sacrifice or forego on these mission critical areas when so much is at stake in the domain of combat structural fire suppression. Understand the predictability of performance in the buildings and occupancies not only in your jurisdiction, first or second-due areas, but also in those areas that you may be called upon to respond to for greater alarms or mutual aid. Remember Building Knowledge = Firefighter Safety.
Twenty Eleven (2011)
Here are twenty-one (21) Suggested activities or initiatives for you to consider in 2011….
Above all, be safe in all your endeavors, assignments and incident tasks.
- Regardless of my years of experience, I will increase my understanding of the basic principles of Building Construction, because; Building Knowledge=Firefighter Safety.
- Identify eleven (11) buildings within your first-due or response district and complete a pre-fire plan and present this to my company of organization.
- Identify an area where new residential construction is underway and follow the construction process from foundation through completion to gain an understanding of operational issues.
- I will complete the UL Structural stability of engineered lumber in fire conditions online course AND the new UL Fire Behavior course and implement the lessons learned in my strategic and tactical operations.
- I will not take any building or occupancy for granted, and shall take all precautions to ensure crew integrity and safety during my task assignments.
- Complete a 360 assessment of all buildings upon arrival (or delegate), when ever feasible to gain reconnaissance information on the building and incident risks and implement this info into my strategic, tactical plans or company task assignments.
- Research the issues affecting; Engineered Structural Systems (ESS), Fire Behavior/Fire Dynamics or Fire Suppression Management/Fire Loading and develop a training drill to share the lessons learned.
- Select a new or previous published fire service text book and read up on a subject area that I may have neglected or ignored to increase my skill set.
- Implement an objective approach towards effective risk assessment and profiling of all buildings and occupancies during incident operations and implement balanced tactical deployment with aggressive/measured assignments; recognizing that my company and I are not invincible.
- During demanding Combat Structural Fire Engagements, I will; Do the Right Thing at the Right Time for the Right Reasons and will not practice Tactical Entertainment.
- Read the Report of the Week (ROTW) on the National Firefighter Near-Miss Reporting System web site and share the operating experience (OE) lessons with my company or department, to reduce the likelihood of a similar or more serious event.
- I will read Eleven (11) NIOSH Firefighter Fatality Investigation and Prevention Program Reports and present the lessons learned in a discussion, table top, drill or training program.
- I will attend a regional or national training conference to increase my perspective and awareness of other firefighting, safety or operational methodologies, process or practices to increase firefighter safety in my home organization.
- I will increase my understanding of the NFFF Everyone Goes Home Program initiatives, including the Sixteen Firefighter Life Safety Initiatives, Safety Thru Leadership and the Courage to Be Safe Programs and other new program initiatives and advocate and promote enhanced safety measures in my organization.
- I will advocate and promote safe and defensive apparatus operations during emergency responses and will always buckle-up my seat belt and ensure my crew is always belted-in, not placing my company at risk and obeying traffic signals and postings.
- I will implement the New Rules of Engagement during combat structural fire operations; while monitoring and reacting to on-going building performance and fire behavior.
- I will increase my understanding of the Predictability of Building Performance and base my operational deployments on Occupancy Risk not Occupancy Type.
- I will become a mentor to a new or less experienced firefighter and promote the traditions, honor and duty of our fire service profession, tempered with an emphasis on firefighter safety, survival and wellness.
- I will take NO emergency incident responses as being routine in nature, due to frequency , regularity or past performance, demands or outcomes, nor will I take any building for granted; Company, Team and personal safety and integrity is paramount and I will not be complacent, but remain vigilant based upon my training, skills and experience.
- I will be an aggressive firefighter; operating smarter, working within the parameters of my Department’s protocols, regulations and expectations while employing Tactical Patience and NOT underestimate the fireground
- I will not settle for status quo; but strive to achieve my highest potential as a firefighter, company officer or commander; and remember I am a brother/sister (firefighter) to everyone in this great profession
Ensure you’re glancing occasionally in your rear view mirror to monitor where you’ve been, while driving your initiatives, programs, processes and actions forward. Above all, maintain the courage to be safe.
Keep an eye in the rear view mirror; learning from the wisdom and knowledge from where you’ve been, what you’ve done and all your past experiences and practice; but at the same time focusing on the road before you with keen attentiveness on situational awareness, anticipating error-likely conditions and balanced risk assessment and operational management in both your strategic and tactical deployments.
