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Taking it to the Streets and Reading the Building: Side by Side

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Taking it to the Streets and Reading the Building: Side by Side Photo By; CJ Naum

 

Taking it to the Streets and Reading the Building: Side by SideToday’s Street view and Reading the Building opportunity is focused on a large building complex.

At first glance it looks like one BIG building. However, closer scrutiny reveals there are three (3) building occupancies sharing common party walls.

What gives you the first appearance that this may be one building versus three structures?  There are a couple of immediate features that can take you down the wrong path if you’re not familiar with the building type, the inherent features as well as the apparent alterations that are now influencing it.

Reading the Building requires skill sets to keeping looking further beyond what is immediately obvious; that successive layers of observations upon arrival and fluid assessment expose other pertinent, Building, Structure, System, Occupancy and Operational Risks, hazards and Considerations in the development of the incident action plan and determination of strategic, tactical and task objectives and assignments.

Here are our Buildingsonfire Street Questions:

  • Identify the Building Type(s)
  • Can you differentiate the structural system present?
  • How many buildings are there and why?
  • What if inherent with the Building and Features?
  • What is obvious from the Alpha Street Side?
  • There are observable features that will be mission-critical related to Building Performance, can you identify?
  • What is the expected Predictability of Performance of the buildings and occupancy areas?
  • Occupancy Risk is projected to be what?
  • Looking at the alleyway on the Delta Division, what can you identify that would be of importance to the IAP and company operations, both interior and exterior.
  • What is the expected of the Perimeter Walls (PW)?
  • Fire Travel and Propagation: Do you know what to project, anticipate and plan for?
  • Operational risk might be what given moderate fire with extension on an upper floor?
  • Give yourself some added considerations based on either: Engine Co., Truck/Ladder Co., Rescue/Squad Co., Commander (IC) or RIT/FAST role responsibilities;
  • What questions would you seek to identify and answer or assume on the first-due as you read the building?

That’s plenty to keep you going…

Checkout the comments and interactions on Buildingsonfire on Facebook HERE and don’t forget to to LIKE and pass the link along

Here’s a PDF that you can download and share with the company, at the station or use of a quick in-service drill; HERE StreetsSidebySide

An Officer who Made a Difference: Remembrance

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Captain Patrick “Paddy” Brown, FDNY

Remembrance, One of Many Stories: One of the 343…  

On September 11, 2001, Captain Patrick Brown and eleven men from FDNY Ladder 3 responded to the attacks at the World Trade Center. His firehouse, Ladder 3, is located in very close proximity to the Twin Towers so his was one of the first fire companies on the scene. Along with so many other rescue workers, the men of Ladder 3 participated in perhaps the most successful rescue effort in U.S. history. These rescue workers, at their own peril, managed to safely evacuate over 25,000 people from those burning towers. It is believed that Paddy and his men were on the 40th floor of the North Tower with 30 or 40 severely burned people when that tower fell.

 He was an extraordinary officer and firefighter; Captain Patrick Brown was passionate, intense, complicated, humble, and an inspiration to both those who knew him and those who are just now finding out about this incredible man. He’ll be remembered as a devoted friend, a dedicated firefighter, a warrior, and someone who made a difference.

One of the many stories of extraordinary Company Officers, Firefighters, Commanders and Chief Officers… of the FDNY 343….

Ladder 3 Last Dispatch 1 Hour Before The North Tower Collapse HERE

 

 

 

Leadership Got Your Department Boogered Up?

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Leadership is the Key

Across the world I bet if you sat around the table on the tailboard of an apparatus or at any conference you would hear some folks that are talking about how “Boogered up” their department is. So what do you do when your department is “Boogered up”? The important component is to look in the mirror first and see if you are part of the problem. That’s right; I put the blame on you. Why? Well you are part of the department and most often we have a contribution to everything that occurs in the department at some level. So are you contributing to the “Boogering up” of the department? Well let’s look and see if you are part of the problem or part of the solution.

Let the Department Clarify Our Motive
Let each individual in the department examine themselves thoroughly and know their hearts. With that we mean are we following the mission of the department or are we working to meet your personal mission. Remember there is no “I” in team, so if you are more focused on your own mission than the department’s, then you are making a major contribution to the “Boogering up” of the department. With this we also need to look at this from both sides especially if you are an officer. I question you folks to look and see if you are servicing both customers; the public and the troops. Often you will see individuals who make the officer level forget where they came from. It is important that you serve both sets of customers. So bottom line is if we get in tune with what the mission of the department and the strategic plan of the Fire Chief then everyone will have ample opportunity to most often meet both the mission of the department and their own mission. This is possible because most times these have many similar aspirations if you just really look at them.

Purify Our Thinking
In getting focused on the mission of the department you will see that the “Boogering” will just blow away. To do this the department needs to have pure thinking for the department and not the individuals in the department. By focusing on the good of the community we will again go back to focus on the mission. This is something that leaders must do every day. As we talk the talk we must also walk the walk. The troops can see past the transparent membranes we try to hide behind as officers. If we focus on being pure of heart we will see the focus from the troops will come in line. Community relations are a big job, too big for a single person to handle. It will require the efforts of every member of your team to make this a successful venture. Of course it starts with you as the leader. As the leader you must sell this concept to the group of people who deal with the community on a daily basis, the emergency responders. During their work delivering emergency services they must execute the plan. I know you are asking what plan. The plan is what you want to accomplish in gaining community support. One of the more common theories that I heard recently at a conference made perfect sense. As an emergency services department you must make yourself so desirable that it would be political suicide for the governing agency not to give you what you want because the community would be upset. For this concept to work each individual of the department must buy into this concept of community support.
To think correctly as an officer you have to have to be honest with yourself and everyone else involved.

Reveal the Department’s Problems
I have always heard that everything in the department is g-14 classified and if administration told you they would have to kill you. Well where that anomaly came from…I don’t know. I have been in administration for several years now and it seem to me that if you want to know something you need to go to the troops as they seem to have some major inside connection that tells them everything…even some things that really never could be possible or true. As a leader you need to be open and up front with your folks. I have a hard time seeing where anything we do other than personnel issues and business deals is such a big secret. Here are some ideas:
1. Make your budget proposal available for your personnel to see.
2. Have input from others on the budget.
3. Have a web site section or a book for department communications.
4. Strategic plans should be shared and reviewed by others.
5. Conduct a Post Incident Analysis on responses
6. Have personnel situations where there is tension have to address the issue head to head.

These are just a few ideas that can open up the department’s ability to identify issues and make improvements with buy in from all levels.

Replace Old Thoughts with Modern Truths

I know everyone has heard or said the following statement, “That is the way we have always done it.” If you are not in one of these categories you have either just got into the fire service about 10 minutes ago of you are in complete denial. These words have been spoken more times than we care to think. The problem is we never seem to move on from what we have always done.
As times change so do the situations that we are confronted with. Responses are much different than they were 20 years ago. Firefighters whom have entered the fire service over the last 7-10 years have strong computer and technology skills. Fires are fueled with different materials. Building construction has drastically changed. However we are still in some cases deploying the same old tactics that were taught 20+ years ago. The two do not match up. The contents of our homes and businesses emit gases more quickly during fires and laden the smoke with more volatility than did the smoke witnessed by experienced fire officers from previous decades. To make matters worse, we are responding to fewer fires which significantly decreases our experience. As a result, we are seeing an increase in the number of firefighter injuries and deaths from flashover and other hostile fire events. It is time to take the no changes mentality off the back-burner and update it to the challenges of today.

We are finding that current research shows what we have done for years is not the best tactics. If you are not reviewing the National Institute of Standards and Technology (NIST) and Underwrites Laboratories (UL) research you need to begin. The information presented is astounding and will make you begin really analyzing what you do every day on the job.

Help Each Individuals Identify Their Own Short Comings
A skills gap analysis is undertaken to identify the skills that an employee needs, but may not have, to carry out his or her job or to perform certain tasks effectively. The skills gap concept is used in areas such as businesses and educational institutes. The fire service falls under both of these areas. The first step in performing an analysis is to identify all the skills required by an individual to carry out his or her work. It should then be possible to identify the critical and noncritical skills that are needed to carry out a role effectively.
A critical skill is one that is required to complete a task successfully. Noncritical skills enable a task to be completed more quickly or efficiently, or at less cost than would otherwise be the case. There is a relatively simple method for determining whether a skill is critical or noncritical. Quite simply, if an employee lacks a skill but completes a task satisfactorily, the skill is noncritical. Conversely, if a person completes a task but the outcome is unsatisfactory, the missing skill is critical.
By applying skills gap analysis across fire companies it is possible to find out which skill and knowledge shortfalls there are in an organization. It is then possible to target training resources on those necessary skills that require the most attention. This should result in the optimal use of resources in terms of improving the overall performance of the individuals thus impacting the organizational performance. For individuals, skills gap analysis can be used to produce personal development and training plans. It can also be used to bolster morale by showing how they have progressed over time.
For a department, skills gap analysis can be used to identify which staff members have most knowledge of particular aspects of the profession as well as those with skill gaps. Furthermore, it can aid recruitment by identifying the candidate whose skills best match those needed to function effectively in leadership roles. For example, in an application of skills gap analysis to the role of a firefighter, the essential skills considered were: critical thinking, oral communication, and the ability to work with others. Analysis also allows benchmarking and encourages tutoring and mentoring within teams.
Skills gap analysis can be undertaken using paper-based assessments, evaluations, assessments and supporting interviews. However, if an analysis is to be performed across a large number of employees, it can create a huge management and administrative burden. Many departments therefore use skill management software.
Analysis can be applied on a continuing basis or as a one-off exercise. Specialized software can generate a skills gap analysis report with a few clicks of the mouse. Paper-based reports take somewhat longer, depending on how many questions there are to answer.

Advantages
• A skills gap analysis can provide a critical overview of a company, allowing management to determine if staff has the necessary skills to meet department objectives or achieve a change in strategy.
• It provides an analysis of skill gaps in an organization, department, or individual role.
• Analysis helps departments to prioritize their training plans and resources.
• Analysis can help with recruitment and training, and it gives management a basis for deciding which staff should be retained and which are expendable.

Disadvantages
• Conducting a skills gap analysis can be costly in terms of the required investment in paper-based assessments or software, as well as the time required from staff to participate and for management to evaluate the results.
• It may be simpler and more cost-effective to ask company officers to identify skill gaps in their fire companies, or simply to ask staff in which areas they need additional training.
• The assessment can be subjective and open to distortion if staff do not answer questions correctly or do true assessments.

Dos and Don’ts
Do
• Consider the potential impact of a skills gap analysis on morale. Assessing an employee’s capabilities can create fear and suspicion unless the reason for the analysis is understood and communicated effectively or done without the employee knowing it.

Don’t
• Don’t assume that you need to create a bespoke (in-house) framework to perform a skills gap analysis. Off-the-shelf frameworks can be suitable when adapted to your department’s needs.
• Don’t focus only on training needs. Skills gap analysis can be used to plan recruitment and redundancy programs, support organizational restructures, build effective teams, and manage business change.

Don’t go around saying something is OK when it isn’t.
I am sure you have been around people who like to bury their heads in the sand. You know the ones who avoid confrontation and have rose colored glasses. It is important to recognize and identify when situations are not OK.
Now that we know that it is not healthy for any organization, group or individual to go around saying it is OK when it isn’t, how do we fix the problem?
• Admit there is /are issue(s).
• Identify what the issue(s) is /are.
• Search for solutions to correct the issue(s).
• Develop a strategy of solution implementation and evaluation.
• Follow through with your efforts.

Conclusion
The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them. Don’t let leadership get “Boogered Up” in your organization.

New Sensor System Tracks Firefighters Where GPS Fails

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New Sensor System Tracks Firefighters Where GPS Fails

Portable device locates missing firefighters–saves time and maybe lives

Firefighter Ray Hodgson hits the talk button on his walkie-talkie: “I have fire showing, possibility of a rescue on the third floor. Engine 35, initiate a rescue group. Also back him up with a hose line.”

A fire has been set in a three story building at the Maryland Fire and Rescue Institute, where firefighters hone their skills and test equipment. In this case they’re testing a device they hope will save firefighters’ lives. Everyone taking part in the drill knows how difficult and dangerous it is to locate a missing firefighter in a smoky inferno.

“When you go into a burning building, you don’t really see anything. You can’t see your hand in front of your face; you’re going on instincts. It’s almost a surreal experience,” says Matt Leonard, a firefighter in the District of Columbia and a deputy chief in Prince George’s County, Md.

“We’ve had instances where we’ve lost firefighters in a building and had a hard time finding them. It’s very frustrating,” says Hodgeson, a firefighter for 44 years. He knows firsthand the sinking feeling of hearing the dreaded words that one of his colleagues is missing. That’s why this team of experienced firefighters is taking time to test out a new type of sensor that can track their whereabouts deep inside buildings, where standard GPS units often don’t work.

“This has been a need for a long time,” says Carol Politi, CEO of TRX Systems, the company developing the sensor. “Sept. 11 was widely publicized and there was not even an understanding of whether certain firefighters were actually in the buildings at the time of that tragedy.”

With support from the National Science Foundation (NSF), electrical engineer Politi and her team at TRX Systems are developing a portable device called the Sentrix Tracking Unit. It straps on like a belt and consists of a suite of sensors. “The sensors include accelerometers and gyroscopes. Those are sensors similar to what you have in your Wii for example–pressure sensors ranging sensors. It allows us to create a picture of what a user has done,” says Politi.

“The sensors monitor the movement of the user,” explains Ben Funk, vice president of Engineering at TRX. “So when the user moves forward or backwards, left or right, it determines how far a person moved in each direction.”

During the fire drill the sensors create a map of the building as the firefighters move through the smoke.

“Twenty-eight-nineteen, we have a mayday on the third floor from the rescue group,” Hodgson relays. “Initiate a search.”

During the demonstration, Hodgson assumes the role as incident commander as the others move through the burning building in teams of two. One of the firefighters, outfitted with a sensor, crawls through the smoke and purposely gets lost. The Sentrix Tracking Unit maps his location at every twist and turn, sending the data to a nearby base station–in this case, the incident commander’s laptop. The system can transmit via a variety of different radio-waves to accommodate different receivers.

“The tracker advises they’re on the back Delta Charlie quadrant in the back bedroom,” says Hodgson into his walkie-talkie.

In minutes the firefighter is located by a member of his team.

For the Full Article From the National Science Foundation Web Site, HERE All rights reserved

Wriiten by: Miles O’Brien, Science Nation Correspondent and Ann Kellan, Science Nation Producer

 

view of smoke from wildfire

 
Within 24 hours of the eruption of a wildfire in the Cleveland National Forest near San Diego, communications expert Hans-Werner Braun and his collaborators from the NSF-supported High Performance Wireless Research and Education Network (HPWREN) were on the scene. The HPWREN researchers set up hardware at key points to allow firefighters in remote locations to communicate by a wireless link from the wildfire incident command post to the Internet. Find out more in this news release.
Credit: HPWREN
 

a penny shows the scale of a Golem Dust mote

 
A sensor is any device that can take a stimulus, such as heat, light, magnetism, or exposure to a particular chemical, and convert it to a signal. While the concept of sensors is nothing new, the technology of sensors is undergoing a rapid transformation. Learn more in this Special Report.
Credit: Brett Warneke, Kris S.J. Pister, Berkeley Sensor & Actuator Center, University of California, Berkeley
 
Related Links
 
The Division of Industrial Innovation and Partnerships (IIP) of the Directorate for Engineering serves the entire foundation by fostering partnerships to advance technological innovation, and plays an important role in the public-private innovation partnership enterprise. The focus of IIP is to successfully invest in engineering research and innovation by leveraging federal, small business, industrial, university, state and community colleges resources.
 
University of Utah engineers showed that a wireless network of radio transmitters can track people moving behind solid walls. The system could help police, firefighters and others nab intruders, and also rescue hostages, fire victims and elderly people who fall in their homes.
 

Often Attitude is the Only Difference between Success and Failure

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History’s greatest achievements have been made by individuals who excelled only slightly over the masses of other individuals in their respective fields. I am reminded of this when you look at athletes. Most have significant levels of talent. The same is true for the fire service. Most of our personnel have strong predicated skills, abilities and knowledge. So what puts the people excelling in front of the others? Most times that small difference is attitude. Over the years I have had the opportunity to spend time with many different fire departments. The difference was captured by the late Ralph Jackman, Fire Chief in Vergennes, Vermont. In a conversation standing in the apparatus bay of the Vergennes Fire Department he commented that his department did not have the greatest equipment or the fanciest of fire apparatus. In fact he stated the sometimes struggle with the financial end of keeping up. He did quickly point out that that his personnel had passion, desire and the right attitude to serve, which was the critical factor in the success of the organization. He went on to further reiterate the importance of having a positive attitude and what that brings to the formula of success. He stated, “Give me someone who has a good attitude and I can work with them on the other things.”

Certainly aptitude is important to our success in life or the success of an organization. Yet anyone who has been around the fire service for more than a few days knows success or failure is precipitated more by mental attitude than by mere mental capacities. WE have to recognize the true importance of the total equation I.Q. (Intelligence Quotient) + A.Q. (Attitude Quotient) = Success or Failure. We have all witnessed individuals whose I.Q. was extremely high and their performance was low and the opposite of low I.Q and high performance. The difference in each of these formulas is the attitude quotient. There is very little difference in people, but that little difference, attitude, makes a big difference.

So how do we become successful organizations excelling in all aspects? First we must have talented personnel in place. We must foster positive attitudes. This fostering is critical and it is not just the responsibility of the Fire Chief. Sure it may begin there but the critical dimension is within the officers, especially company officers. It is paramount that officers maintain a strong -positive attitude. The true leaders and trainers of today’s fire service are the company officers. In many organizations it is glaringly apparent that the company officers don’t possess the correct attitudes. This is a serious issue because they begin to affect the troops as their leadership is mostly what these individuals see. Just like cancer growing, attitudes spreads very quickly whether it is positive or negative.
Some Individuals would look at a pile of rubble and say “what a mess” while others will look at the same pile and say “what an opportunity”. Which one of these individuals would you want leading the fire department in your community? Most would say the one who has a vision of what that “mess” could be. This is an excellent example of a positive attitude.

With all this said…how is your attitude? Before you answer, what would others say if they had this opportunity to answer? I encourage you to take a true examination here. As an officer, I hope my personnel have excellent minds and outstanding attitudes. But if I have to choose an “either-or” situation, without hesitation I would want their A.Q. (attitude) to be high!

Training and Tactics Talk

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Training & Tactics Talk: Company Officers and Their Role as a Training Officer

Douglas Cline talks with several fire officers about the role of officers as trainers at the company level.
Chief Cline is joined by Lt. Michael Daley of Monroe Township, NJ, Deputy Chief Spencer Lee of Jacksonville, NC and Deputy Chief Jeffrey Pinelski of Downers Grove, IL.
The group of seasoned veterans, and long-time fire service instructors, share stories that illustrate the important role of a company officer in keeping firefighters trained.

They talk about building a foundation for training with each crew and share tips to keep training exciting and fresh.

For a direct link to the podcast, HERE

Survivability Profiling: Taking it to the Streets

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Live Online April 20th at 9pm ET

Live and Online Taking it to the Streets with your host Christopher Naum will present another timely and insightful look at an emerging element of today’s evolving fire ground.
 
 
Join in on Wednesday April 20th at 9pm ET for a very special and exciting program discussing the concepts and theory of Survivability Profiling.
 
Joing the program will be special guest, Captain Stephen Marsar, FDNY assigned to Engine Co. 8 in the Third Division, Manhattan, NYC.
Captain Marsar, FDNY has researched and developed insights into the theory and application of Survivability Profiling.
The Department of Homeland Security’s U.S. Fire Administration announced on April 4 that Capt. Stephen Marsar, Engine 8, is one of three fire service executives from across the country who was selected to receive the National Fire Academy’s 2010 Annual Outstanding Research Award.

The award recognizes Executive Fire Officer Program students for exceptional research projects.

Capt. Marsar’s project, titled Can They Be Saved? Utilizing Civilian Survivability Profiling to Enhance Size-Up and Reduce Firefighter Fatalities in the Fire Department, City of New York, was selected as the Executive Leadership Course award winner. The National Fire Academy said it was chosen from among the more than 60 Applied Research Projects submitted this year, the highest number in the program’s 26-year history.

The Executive Fire Officer Program provides senior fire officers with information and education on various facets of fire administration. After a four-year course of study, participants are required to complete an applied research project that attempts to resolve a problem in their own organization.

View Capt. Marsar’s project: http://www.usfa.dhs.gov/pdf/efop/efo44310.pdf

Grab a cup of coffee and sit down for a special one hour program with Taking it to the Streets on FirefighterNetcast.com where we’ll be discussing the concept, research and application of Survivability Profiling with Captain Marsar and the manner in which it might be implemented in today’s emerging and evolving fire ground operational methodologies with Christopher Naum and this outstanding fire service leader.

Capt. Stephen Marsar, FDNY

STEPHEN MARSAR is a captain in the Fire Department of New York, covering in Engine Company 8 in Manhattan. He has previously served in Engine Company 16 and Ladder Companies 7 and 11. An ex-commissioner in the Bellmore (NY) Fire Department, he has certifications as a national and New York State fire instructor, NY instructor coordinator, and NY State Department of Health regional faculty member.

He serves on the adjunct faculty for the Nassau Community College, NY Fire Science Degree Program, and teaches for the FDNY and Nassau County, Long Island, Fire and EMS academies. He has a bachelor’s degree in fire science and emergency services administration and is enrolled in the Executive Fire Officer Program at the National Fire Academy.

Taking it to the StreetsTM is a monthly radio show featured on BlogTalk Radio and is hosted by Christopher Naum and is a Buildingsonfire.com Series and FireFighternetcast.com Production, © 2011 All Rights Reserved

Join in on the live open discussion with other fire service personnel from around the country. Check out the latest downloads of recent programs in the archives by visiting Taking it to the Street’s webpage on Firefighternetcast.com or for program insights at CommandSafety.com.

  • Tune in to the Program Wednesday evening April 20th at 9:00 pm ET, HERE
  • Firefighternetcast.com HERE
  • Taking it to the Streets Radio Programs, HERE and HERE

Tactical Operations and the New Rules of Combat Engagement 2011 Seminar

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New for 2011

 

 A New Fire Service Training Seminar Series for National Delivery from Two Nationally Recognized Fire Service Leaders and Highly Acclaimed Fire Service Instructors,  Authors and Fire Officers; Tactical Operations and the Rules of Combat Fire Engagement 2011.

Seminar Topics;

  • The New Rules of Engagement
  • Occupancy Profiling
  • The New Fireground
  • Extreme Fire Behavior
  • Building Construction & Engineered Systems
  • The Company and Command Officer in 2011 and Beyond
  • Tactical Entertainment & Firefighter Safety
  • Tactical Patience & Operational Excellence
  • Command Risk Management
  • Battle Ready
  • Redefining Tactical Readiness  and much more

Information or bookings for 2011 and 2012: buildingsonfire@gmail.com or Christopher.naum@gmail.com

A Buildingsonfire.com Series and Command Institute Production

Cultural Change

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Spending time with colleagues is an awesome experience when the conversation focuses on change in the culture of the fire service.  I recently had the privilege to spend several days with great fire service servants at the 2011 Emergency Service Conference at Pipestem (ESCAPe) in West Virginia.  The dialog and conversations about the need for culture change was plentiful especially after delivering a program on the 16 life safety initiative.  We took the opportunity to sit down and talk about some fire service issue and I got their view as well.  Just  listen to what the conversation turned to after the class.

Talking about culture

ISFSI Live Fire Training

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      Whether you are a career firefighter, volunteer firefighter, company officer, instructor, training officer, chief officer, or whatever your title or role may be; if you have been tasked or assigned to be an instructor in a training exercise that will involve live fire, you have a responsibility to the people you will train, lead, or supervise to have the proper knowledge, skills and abilities. These responsibilities come from a number of sources. First and foremost, there is the moral obligation that comes with putting people in danger. There are also legislative responsibilities, which could be national industrial standards, state laws, local codes, and even the possibility of criminal charges for acts that could be considered malicious or negligent, not to mention specter of a civil law threat.

            You know that history shows that firefighters and students learning to become firefighters, have died or been severely injured during these live fire training exercises. However, you also know that firefighters who don’t possess the knowledge, skills and abilities to perform the job effectively are a danger to their fellow comrades. You also have your peer pressure and superiors’ pushing you to make sure that the drill is “real”. They want to make it worth their time so the rookies can “learn something from it”.

           So you have to achieve a balance of risk in training versus the risk of not having that training. NFPA 1403 was designed to set standards on what should be done to mitigate those dangers and that risk. The International Society of Fire Service Instructors (ISFSI) has designed a Live Fire Instructor credentialed training program designed to teach you how to meet the standards while preparing firefighters through the experiences of live fire training, in permanent live fire training props. For more information contact ISFSI.

Are You Prepared to PREVENT a Line of Duty Death?

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Power is the ability to command or apply force.

Authority is the right to command and expend resources.

A leader is one who can generate effective individual and group action to accomplish agency goals.

The fire service is a dynamic profession that is richly steeped in tradition, noble in deeds and calling. We know the fire service to be constant – yet ever changing in today’s society. We have built this profession upon man and machinery in opposition with an uncontrolled force known as fire. The last fifteen years has shown a shift from traditional fire service missions to encompass a wide scope of service deliveries that is ever expanding. We are challenged daily on the way we do business.
These changes have affected not only the fire service as a whole but also each level
within. The importance of competencies for fire officers in skills, knowledge and training is of the essence in today’s fire service. Fire officer cultural and attitudinal changes are the crucial links that will ultimately determine the future of our business.
Each year the American fire service experiences an average of over 100 line of duty deaths each year. Further we know that the amount of working fires are down approximately 66% of what they were in the mid 1970’s. So what is the score card saying? Why do we continue to know the causes of line of duty deaths and do nothing to change? Summed up it is nothing more than attitudes. We need to change our attitudes. There is no where in the corporate world that you could come in and give an annual report that stated we had a good year, we only lost 100 employees that you would not be escorted out the door before you could get your personal items in a box. Ron Siarnicki of the national Fallen Fire Fighters Foundation (NFFF) made this statement in one of there program. Guess what…HE IS CORRECT! Why do we as leaders in this business continue to allow these issues to occur? Why do we continue to deem it an honor to die in the line of duty? Why are we so resistant to change? We call it tradition! Well as a fire chief and a fire service member I have to say, “GET OVER OLD and BAD TRADITIONS, START A SAFE NEW ONE!” Ok, if I stepped on some toes here, GOOD, they probably needed it. We cannot afford to continue allowing the same mistakes over and over again to occur. At some point we have to start saying it is not acceptable to have injuries and Line of Duty Deaths (LODD). We must change this culture and the time is now and it starts with YOU!
I recently was shuttled to the airport following a conference. I was able to spend that time talking with a young foriegn exchange fire science student who was asking many questions about the culture of the fire service. I asked me how many people get hurt or are killed doing this job as he had seen T-Shirts this week about this. I was ashamed to say we  usually have an average of more than 100 firefighters a year. He then asked why. Boy did this hit home! We know why and how firefighters die in the line of duty but what are we doing to prevent them? In 2010 we had eighty five(85) line of duty deaths. My question is just how many of these could have been prevented? One area that we know we can control the environment and have good chances of not having a line of duty death is training. But in 2010 we had 7 line of duty deaths in training. This equates to 8.2% of the total line of duty deaths for that year. Secondly responding to and returning from alarms accounted for 16 line of duty deaths or 18.8%. Deaths in crashes continue to account for a significant portion of the annual fatalities. How many of these could have been prevented? How many were not wearing their seat belts? How many was speed a contributing factor? To answer the last two questions is far too many. This can be corrected with an attitude adjustment.
Let’s look at how we can reduce these numbers. We need to first address our culture and make attitude changes. These changes need to be at all levels. We can begin this change today without problems by changing the thought process as new firefighters enter the academies across the United States. We can further push with the existing firefighters. We have to hit the dinosaurs hard because they take the new recruits freshly in the field and create dinosaur eggs that then develop into dinosaurs themselves. The year 2009 we saw a reduction in the line of duty deaths to below 100 again. Are we lucky or are we truly focusing on what the issues are. Thus the culture revolves in a vicious cycle. Ok there is the start but what do we do to impact the fire service?
We need to develop and require Comprehensive Health and Wellness Programs. These programs need to include physical conditioning, medical evaluations, and mental conditioning. With more and more firefighters perishing due to heart attacks and strokes ( 56.4%) we need to make sure that we are in the physical condition to do this job. I further think that the statistics are some what skewed. When we see LODDs of fire service personnel 65 years old or older who die after responses who did not engage in suppression activities it is being question as to where or not these individuals would have had a heart attack even if they were not on scene within that 24 hours. How many departments are providing and requiring comprehensive medical evaluations (NFPA 1582) for all of their members? If you are not, you need to look for a way to make this happen. So many times I hear of how certain medical evaluations have found members of the fire service with health issues they never knew existed. These physicals need to be annually. I recently was running a portion of a department’s physical conditioning program which was a job performance physical agility test. I found one of our more experience personnel to be hypertensive (elevated blood pressure). I refused to let him test and the department sent  him for medical evaluation. Guess what…he is alive today and has begun taking on life style changes and has medication to assist in controlling this issue. He had no symptoms of this condition and was at the potential levels for major problems. Simply as your grandmother would say, “an ounce of prevention is worth a pound of cure.”
Further we need to evaluate and support physical conditioning (NFPA 1583). These need to set personal goals as each individual is different, department goals and standards as to show everyone who performs must be able to perform at a set level. Lastly, we must have qualitative and quantitative testing of physical conditioning. Not as punishment but as a teaching tool. How many of your members can tell you exactly how long an SCBA will last when they are working at full capacity. As command officers this is important information as we work on scenes and strive to complete accountability of our personnel. More importantly it will keep our personnel safer.
We know this is one of the most stressful jobs anywhere you could travel. So just how well do we condition our folks mentally. Have you ever heard “suck it up it’s your job?” Sitting and talking with some professionals from an FDNY Engine Company they talked about and exhibited significant signs of Critical Incident Stress. This, I am sure, is compounded several times over from the events that affect the lives of these firefighters, but hey lets face facts here. These brothers are hurting and hurting bad. But have we addressed any of this, how about there families? I bet they are hurting too! So what do we do to help this problem? We must provide good Critical Incident Stress (CIS) education and coping techniques not only to the firefighters but also for their families. I know that I have done multiple programs on the east coast about this same issue, addressing firefighters and families together both the firehouse family and our true families all at the table together. This program is titled “Hearts and Sirens” and it explores CIS as it affects both the emergency services working and the family we leave at home when duty calls. My wife tells here heart felt stories of the situations she has had to live through and what helped. Basically we provide education, coping techniques and skills to deal with CIS for families. Let’s face it tough guys, even the hard core folks, struggle with all we face in this job at some point. As they face repetitive issues it becomes cumulative and eventually the levels will build up to the eruption point. This can be prevented and enhance our quality of life with just a little education and swallowing of pride on our part. Face it we are not super human, as much as we wish we were.
Training is the paramount. We must continue to enhance our training in every aspect. This includes going back to the basics. We often see in NIOSH reports where basic and routine components of our job are not performed or are contributing factors to LODD and injuries. So why can’t we do the basics? We have the mentality of hey I been there done that, I don’t need to do that anymore, I have got that down. Ok are you sure? If so show me! If you got it should not be hard or lengthy. Next we need to focus on realism. What are we truly going to face. I deal with the mentality of that wouldn’t happen to us or that’s the big city stuff it’s not going to happen here. Well, last time I checked fire did not discriminate. It does matter who you are or where you are from. Reality check… who would have thought that an aircraft with terrorists on board would crash in rural Pennsylvania. That should prove this point with enough said. We must train hard, train realistically and train often. By doing this we stoke our tool boxes with the right tools for the job.
As we train, we as leaders and trainers must make every effort to pull out the stops. We must not accept or condone any type of training environment or attitude that compromises the safety of any firefighter. We must cease pushing the envelope with cowboy tactics that only prove that you can show boat. If this is you I have a message…Your Dangerous and you need to change. We do not need to hurt or kill firefighters to have good quality training. In fact good quality training starts with no injuries and especially no deaths. In research of training line of duty deaths almost every incident could have been prevented.
In closing we must have to courage to say NO and the courage to be safe. It often is not a popular personality folks want to see, but again is it worth dieing for…Most times not! Come on folks, let’s face it, we are not doing everything correct here. We need to change and we need to change NOW!!! Do your self, your firefighters and their families a favor. Help prevent a line of duty death, change the attitudes and culture in your departments and have the courage to be safe! The families at home depend on you to be a leader and an officer. If you are not willing to do as much as possible to help with the change of the culture, do the fire service a favor, RETIRE or QUIT or RESIGN BEING AN OFFICER because you are part of the problem not part of the solution. Help us support the National Fallen Firefighters Foundation and the fire service quest of “EVERYONE GOES HOME”.

The Future of the Fire Service

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It is perceived by fire service leaders that fire departments across the United States will see a paradigm shift from just emergency response services to a comprehensive community risk reduction and management focus. This statement is becoming more and more common as you sit and talk with fire service leaders across the nation. National fire Academy Executive Fire Officer (EFO) research documents are being developed and presented on this very topic. It was a discussion topic at the International Association of Fire Chief’s (IAFC) strategic planning meeting. So why do we need to change directions?
The fire service already responds and reactively handles the majority of emergencies and crisis within the community. We need to begin focusing on a proactive approach. With this being said, this would allow for not only a safer community but help focus on the quality of life of our citizens. If we are able to prevent most incidents from occurring the costs of those incidents will be significantly reduced, the quality of life will be improved and the potential for economic sustainability is increased. As government budgets continue to shrink, the impact of budget cuts to departments continue. The impact of these cuts is witnessed almost daily in the fire service with browning out of stations, closing of companies, staff reduction through attrition and yes even critical staffing reductions by employees being laid off. The fire service has reached a new fold in its history. With this new fold occurring we must adapt our philosophies, strategies and even our beloved tactics. When corporations and builders engineer and construct disposable buildings then we need to tactically focus our efforts on engineering and code requirements of automatic fire suppression systems and early detection systems. When the owners and builders ignore this option and a fire catastrophe strikes, we need to utilize the new rules of tactical engagement.
Fire departments will need to shift from traditional emergency responses services and transition into a combination of emergency responses services with a primary focus on being a community reduction team focusing on public safety in a multidimensional approach of safe buildings through code enforcement, building requirements, environmental impact, community safety, responder safety, community health and wellness and community risk reduction through research and education. We will become the mother ship that guides critical thinking in all aspects of safety throughout our community.
The fire service will need to focus on assembling a set of best practices in risk reduction and work diligently to manage risk via educating our communities, proactive engineering practices and code enforcement. However, the fire service does not collect data well at all. We have to transition to being very analytical of collecting certain complete and accurate quantifiable data based upon a standard data model for comparative benchmarking studies.
The battle is won however on the proactive side through risk reduction and risk management. The long term impacts will benefit everyone. Our success will be determined by not solely the retrospective data but community and family buy in. This relates to the true potential risk that exists, verses how it has been reduced.

To Lead Tomorrow, Learn Today

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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.

The First-Due Fire Officer

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On the most recent edition of Taking it to the StreetsTM we had a vibrant and insightful program in which we discussion some of the expansive facets related to the First-Due Officer. The discussion revolved around a variety of functional elements, traits, responsibilities and duties befalling the First-Due Officer.

Taking it to the Streets: The First-Due Officer

On Your Street, In Your City, Across the Country, Around the WorldTM
To listen or download the program, HERE

Regardless if you’re the First-Due Company Officer or the First-Due Commanding Officer, you have a tremendous level of responsibilities and the obligation to formulate and initiate immediate actions that require effective and efficient; identification, assessment, analysis and integration in the evolving fireground environment.

Or is it just; “pullin’ the line”, or “opening up” or “arriving on scene and assuming the command?”

The First-Due Officer has many facets, functions and pitfalls. Leadership, determination, fortitude, skills, resilience, strength, conviction, temperance, restraint and the courage to be safe are but a few of descriptors that define the role or could it be recklessness, ineptitude, incompetent, self-indulging, careless or dangerous: all in the name of tactical entertainment.

There are numerous avenues that a discussion can take when talking about the street level issues affecting the First-Due Officer. First and foremost, the First-Due Officer should have a solid foundation of requisite skill sets, knowledge and training tempered with experience and fortified with empathy and identification with crew and company integrity and safety. 

Today’s First-Due Officer must perform smarter with increased perceptions, discernments and acumens with intelligence and wisdom that is drawn from further progressing and collective fire ground response and operational experiences. It’s no longer just brute force and physical determination that defines our fire ground operations, especially when we relate to the duties and responsibilities of the First-Due Officer.  

Here are some things to think about today at the station, around the kitchen table or over a cup of coffee in the day room after your next alarm;

What defines the First Due Officer in your organization or company?

What effect and consequences does the First Due Officer have on Incident Operations?

  • Is the First Due Officer defined by the level of aggressiveness they select and implement in their IAP on a consistent basis?
  • Is there a correlation and parallel between Risk Management, Building Construction, Firefighter Survival and Aggressive Intervention that the First Due Officer must balance?

What is the Role of the First Due Officer?

  • Strategic, Tactical or Task level Operations?
  • Can they truly perform all of the functional facets required or implied by current fire ground operational models and practices?
  • Can Risk Management really be implemented by the First-Due Officer? Is it being done in organization or company? Or is it just getting the “job done”?
  • Company Level Crew Integrity and Safety & Survival
  • Maintaining Fluid Situational Awareness
  • Evolving and Expanding Operational Concerns
  • Company Integrity
  • Having Appropriate Technical Competencies, Knowledge and Skill Sets
  • Confidence Experience and Operational Fortitude
  • Abilities to Predict & Maintain; Focus, Forecast,
  • Command & Leadership Presence in Strategic and/or Tactical deployments and Assignments

If you are an emerging, aspiring or seasoned Company or Command Officer;

  • What are your First-Due Strategic or Tactical Decisions Based Upon?
  • What is the Sum of your Experiences and Training?
  • What Factors formulate your Risk Assessment Process & Action Planning?
  • What is the Basis of your Decision-Making Process?
  • What Do you really Know, Assume or Consider in the Buildings, Occupancies, Events & Incidents you interface with?
  • Do “Fire Service Traditional Expectations” Cloud your Ability to “SEE” the Big Picture?
  • What Defines you:
    • Aggressive, Forceful, Dynamic, Influential, Passive, Conservative, Decisive, Measured,    
    • Leadership, Determination, Fortitude, Skilled, Resilience, Strength, Conviction, temperance, restraint and the courage to be safe  
    • Reckless, Inept, Incompetent, Self-indulging, Careless, Uncontrolled or Dangerous
  • Are your deployments and operations Delineated in the name of Tactical Entertainment or Defined by Tactical Patience?

Remember this; It’s not the uniform, rank or helmet color that defines a person; it’s what you do that defines who you are.

  • We must have the fortitude and courage to be both safety conscious and measured in the performance of our sworn duties while maintaining the appropriate balance of risk and bravery.
  • The demands and requirements of modern firefighting will continue to require the placement of personnel within situations and buildings that carry risk, uncertainty and inherent danger.
  • Adequately and Effectively Prepare yourself for those First-Due Officer responsibilities; you have a tremendous level of responsibilities and obligations, Be all you can be, your companies an personnel are counting on you.   

Check out the latest downloads of recent programs in the archives by visiting Taking it to the Street’s webpage on Firefighternetcast.com or for program insights at CommandSafety.com.

Taking it to the Streets Radio Program, HERE and HERE

Taking it to the StreetsTM is a monthly radio show featured on BlogTalk Radio and is hosted by Christopher Naum and is a Buildingsonfire.com Series and Firefighternetcast.com Production,  © 2010 All Rights Reserved

Looking Under the Hood of Your Organization

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Excellent driving skills are not the only factors that could prevent a driver from encountering a possibly fatal accident. Your vehicle must always be in tiptop condition for you to prevent any traffic or driving mishaps. Consider this: an ill-maintained vehicle is an accident waiting to happen. Keep yourself and your passengers safe by making sure your vehicle is in excellent condition.
That being said, let’s discuss how your organization is much like an automobile. Keep in mind that any time you are looking under your vehicle’s hood is always the perfect time to examine the different connections, hoses and belts i.e. personnel, policies, equipment, operating guidelines, etc. to make sure that they are damage, wear and leak-free.
If it’s your first time to check under your organization’s hood, then you’ll probably be unfamiliar with all the numerous parts in and around the organization. However, if you make it a frequent practice to check your organization and make sure that everything works, you’ll be able to identify all the different issues and problems in a jiffy. I suggest you procure a model and use it to evaluate any loose connections or changes that might have occurred in your organization.
One common model that is recognized Fire Service wide is the Center for Public Safety Excellence’s Commission on Fire Accreditation International model. Even if you are not looking to become an accredited organization, the self assessment approach has proven to be a sound performance criteria model industry wide.
There are a number of benefits in conducting a self assessment program for your agency. These benefits provide for practical, day-to-day organizational improvements. The hardest component is to be honest in your assessment. If conducted correctly the self-conducted performance evaluation will result in increasing the efficiency and effectiveness of your organization provided that the findings are applied to the planning and implementation activities.
Below are some benefits to conducting the self assessment:
• Quality improvement through a continuous self assessment process.
• Providing a detailed evaluation of the services it provides to the community.
• Identifying strengths, weaknesses and opportunities in the organization.
• A methodology for building on strong points and addressing deficiencies.
• Providing for department growth for programs, services and member capabilities.
• Fostering pride in an organization, from department members, community leaders and citizens.
Through self assessment, a systematic evaluation can be accomplished to determine what is currently going on in the organization, focusing on whether or not the organization is meeting the goals commensurate with its responsibilities. The assessment process is astounding in the clarity it brings an organization’s leaders and members, not only regarding how the organization currently works but how the various parts are interrelated, its overall state of health and, most importantly, what needs to be done to make improvements. You will target and prioritize top opportunities for change and develop detailed improvement plans.

Tactical Renaissance and the New Rules of Combat Fire Engagement Seminar

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Program Instructors Doug Cline and Christopher Naum

Tactical Renaissance and the New Rules of Combat Fire Engagement Seminar

Saturday November 13, 2010

8:00am – 4:00pm

Sponsored by Haywood Community College and Waynesville (NC) Fire Department

Located in Waynesville /Haywood County, North Carolina

Seminar Topics

  • Building Construction & Engineered Systems
  • Going Beyond the Status Quo
  • Extreme Fire Behavior
  • The Company & Command Officer in 2010 & Beyond
  • Training Today’s Fire Service for Tomorrow’s Challenges
  • The New Rules of Engagement
  • Redefining Tactical Operations
  • Tactical Entertainment & Firefighter Safety
  • Tactical Patience & Operational Excellence
  • Command Risk Management
  • And more

Contact Dee Massey for Registration  828-565-4247

U.S. Firefighter Injuries in 2009 Report Released

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Based on survey data reported by fire departments, the NFPA estimates that 78,150 firefighter injuries occurred in the line of duty in 2009.

This is a decrease of 1.9 percent from the year before. In recent years, the number of firefighter injuries has been considerably lower than it was in the 1980s and 1990s, but this is due in part to additional survey questions about exposures that allow us to place them in their own categories. Previously, some of these exposures might have been included in total injuries under other categories.

In 2009, NFPA estimates that there were 23,000 exposures to hazardous conditions such as asbestos, radioactive materials, chemicals, and fumes. This amounts to 22.5 exposures per 1,000 hazardous condition runs.

An estimated 15,150 injuries, or 19.4 percent of all firefighter injuries, resulted in time lost from work in 2009.

These are some of the key findings in the U.S. Firefighter Injuries in 2009 report. Each year, using data collected during our annual Survey of Fire Departments for U.S. Fire Experience, NFPA studies firefighter injuries to provide national statistics on their frequency, extent, and characteristics.

  • This year’s firefighter injury report includes an estimate of the total number of firefighter injuries in 2009, estimates of the number of injuries by type of duty, and an estimate of the number of exposures to infectious diseases.
  • It also covers trends in firefighter injuries and rates, fireground injuries by cause, fire department vehicle accidents and resulting firefighter injuries, the average number of fires and fireground injuries per department by population of community protected, and descriptions of selected incidents that illustrate firefighter safety problems.

 
Firefighters work in varied and complex environments that increase their risk of on-the-job death and injury. A better understanding of how these fatalities, non-fatal injuries, and illnesses occur can help identify corrective actions that could help minimize the inherent risks.

Injuries by type of duty
Type of duty is divided into five categories:

  • responding to, or returning from, an incident, including fires and non fire emergencies;
  • participating in fireground operations, including structure fires, vehicle fires, and brush fires, from the moment of arrival at the scene to departure time, including setup, extinguishment, and overhaul;
  • operating at non fire emergencies, including rescue calls, hazardous materials calls such as spills, and natural disasters;
  • training; and
  • participating in other on-duty activities such as inspection or maintenance.

Not surprisingly, results by type of duty indicate that the largest share of injuries occurs during fireground operations.

In 2009, 32,205, or 41.2 percent, of all firefighter injuries occurred during fireground operations. That number is the lowest recorded during the 1981-to-2009 period and represents a 53.3 percent drop in fireground operations injuries since 1981, which saw a high of 67,500 over that same period.

The number of fires also declined steadily during that period, for an overall decrease of 52.3 percent. The rate of injuries per 1000 fires has not shown any consistent trend up or down for the period. These results suggest that even though the number of fires and fireground injuries declined similarly during the period, the injury rate did not, and when there is a fire, the fireground injury rate risk has not changed much for the period.

Overall for the 1981-to-2009 period, the number of injuries at non fire emergencies increased from 9,600 in 1981 to 15,320 in 2009, for an overall increase of 66 percent.

  • For the same period, the number of non fire emergencies increased a substantial 220 percent, due in large part to an increase in the number of medical aid incidents.
  • The injury rate per 1,000 non fire emergencies declined during the period, from 1.24 in 1981 to 0.62 in 2009, because the number of non fire emergencies increased at a higher rate than did the number of injuries at non fire emergencies.

Nature and cause of fireground injuries
Estimates of 2009 firefighter injuries by nature of injury and type of duty indicate that the major types of injuries that occur during fireground operations are

  • strains and sprains, which were responsible for 48.2 percent;
  • wounds, cuts, bleeding, and bruises, responsible for 13.2 percent; smoke or gas inhalation, responsible for 6.2 percent;
  • burns, 7.1 percent; and
  • thermal stress, responsible for 5.8 percent.

Results were fairly consistent during all non fireground activities, with strains, sprains, and muscular pain accounting for 58.9 percent of all non fireground injuries, and wounds, cuts, bleeding, and bruises accounting for 16.2 percent. “Cause” here refers to the initial circumstance leading to the fireground injury.

The leading causes of fireground injuries were

  • overexertion and strains, which were responsible for 25.2 percent, and
  • falls, jumps, slips, which were responsible for 22.7 percent.
  • Other major causes were contact with object, responsible for 11.4 percent, and exposure to fire products, responsible for 12.9 percent.

Fireground injuries per department by population and region
The NFPA examined the average number of fires and fireground injuries per department by population of community protected in 2009.

  • These tabulations show that the number of fires a fire department responds to is directly related to the size of the population protected and that the number of fireground injuries incurred by a department is directly related to its exposure to fire—that is, the number of fires the department attends.
  • The second point is clearly demonstrated when we examine the range of the statistic: they run from an average high of 83.9 fireground injuries for departments that protect communities of 500,000 to 999,999 to a low of 0.2 for departments that protect communities of less than 2,500.
  • The overall range of rates varied from a high of 3.3 for departments that protect communities 250,000 to 499,999 to a low of 1.3 for departments that protect communities of 5,000 to 9,999.
  • Thus, the wide range noted in average fireground injuries by the size of the population protected narrows when relative fire experience is taken into account.
  • The overall injury rate for departments protecting communities with a population of 50,000 or more was 2.7 injuries per 100 fires, or 40 percent higher than the injury rate for departments protecting communities with populations under 50,000.

The NFPA also examined the risk of fireground injury per 100 firefighters by size of community protected. Larger departments generally had the highest rates, with departments protecting communities of 250,000 to 499,999 having the highest rate of 7.8 injuries per 100 firefighters. As community size decreases, the rate drops steadily to a low of 0.8 for departments protecting fewer than 2,500 people. That is a more-than-nine-to-one difference in risk of injury between communities of 250,000 to 499,999 and the smallest communities of less than 2,500.

An explanation for this difference is that, although a department protecting a community with a population of 250,000 to 499,999 has, on average, more than 24 times as many firefighters as a department protecting a population of less than 2,500, the larger department attends more than 95 times as many fires and, as a result, incurs considerably more fireground injuries.

An evaluation by region of the country shows that the Northeast reported a higher number of fireground injuries per 100 fires for most community sizes where all departments reported sufficient data.

FIREFIGHTER INJURIES BY THE NUMBERS – 2009

  • 78,150 firefighter injuries occurred in the line of duty in 2009, a decrease of 1.9 percent from the year before.
  • 32,205, or 41.2 percent, of all firefighter injuries occurred during fireground operations.
  • An estimated 15,455 occurred at non fire emergencies, while 17,590 occurred during other on-duty activities.
  • The Northeast reported a higher number of fireground injuries per 100 fires than other regions of the United States.
  • The major types of injuries received during fireground operations were;
  • strains, sprains, and muscular pain, responsible for 48.2 percent;
  • wounds, cuts, bleeding, and bruises, responsible for 13.2 percent;
  • smoke or gas inhalation, responsible for 6.2 percent.
  • Strains, sprains, and muscular pain accounted for 58.9 percent of all non fireground firefighter injuries.
  • The leading causes of fireground injuries were;
  • overexertion and strains, responsible for 25.2 percent, and
  • falls, slips, and jumps, responsible for 22.7 percent.

This posting is a summary from the NFPA; Refer to the Full Article Posting on the NFPA web Site HERE

U.S. Firefighter Injuries in 2009 report, HERE

NFPA Fire Statistics, HERE

Talent is not Enough

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From playing many years of sports on both winning and loosing teams I have learned talent is not enough to bring about success to the team. I played on teams that had plenty of talent. We didn’t win a lot though. That used to always bother me and I would say we have all the talent in the world why aren’t we winning. It was not until my senior year when I realized that talent was not enough. There was another component that had to be added in. That component was ATTITUDE. It wasn’t the other teams didn’t have attitude. We had plenty of it…but it was the bad kind. It wasn’t until the positive attitude mixed with talent that we started winning.

Over the years the fire service organizations that I have had the opportunity to be involved with showed me that this concept applied to any organization or team. Various attitudes have the potential to impact a team made up of talented members.
Abilities + Attitudes = Results
Good Talent + Rotten Attitudes = Really Bad Team
Good talent + Bad Attitudes = Bad Team
Good Talent + Average Attitude = Average Team
Good talent + Good Attitude = Good team
Great talent + Great Attitude = Great team
If you are looking for a winning team that performs at an outstanding level you need minimally good talent with good attitudes, preferably great attitudes and great talent!

Most people possess good talent it is usually the attitude that either draws them do to the next level with great/positive attitudes or their demise with a rotten attitude. So knowing this, it is important to choose the right attitude.

Endeavor to Persevere

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What Ever You Do In Life Will Be Relatively Insignificant to the Rest of the World,

But it is Most Important You Do It Anyways….

 

Live as if You Were Going to Die Tomorrow….

Learn as if You Were to Live Forever…

Situational Awarness on Taking it to the Streets; Did you Listen in?

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Taking it to the Streets hosted by Christopher Naum

Last month on Firefighter NetCast.com ,Taking it to the Streets presented an exceptional show related to the emerging issues affecting fire ground operations and the emerging and prevailing issues related to situational awareness on the fireground and incident scene  and its relationship to firefighter safety or operational integrity. The show was titled; “We Have a Situation; Are you Aware?” Joining host Christopher Naum, his guests included Battalion Chief Matt Tobia with the Anne Arundel County, MD Fire Department, a metropolitan combination Fire/Rescue/EMS agency in Suburban Baltimore, MD and Battalion Chief Greg W. Collier, Mount Laurel Fire Department, NJ and NFFF/EGH New Jersey State Advocate.

Together they discussed relevant issues affecting today’s fire service, in the streets  ensuring operational excellence, personnel safety and promoting effective and efficient incident management and mitigation.

If you missed the live online radio call-in show, you can download all the previous shows to your device and listen to them where ever you are. You can download the programs at Fire Fighter Netcast.com.

  • Download the August 19th, 2010 program  on Situational Awareness,HERE

Check out Taking it to the Streets with Christopher Naum this month on Wednesday night September 22nd at 9pm ET with another  live online radio call-in show addressing the most current issues affecting the Fire Service. Taking it to the Streets has in the few short months of production and tranmissions, has become one of the the most talked about, on-line radio programs;  listened to live on-the air and download fire service podcast programs. If your hearing some of the buzz and that humm; then its time to tune into to FireFighter Netcast.com and Taking it to the Streets to hear first hand and have a Rockin Hot Time…

Join the growing list of live listeners and become a regular follower with this ground breaking and newest radio show on FireFighter Netcast.com at Blogtalk Radio… Stay tuned on TheCompanyOffice.com, CommandSafety.com, Fire Fighter Netcast.com and launching this quater, Buildingsonfire.com for a comprehensive list of future shows, topics and guests.

Taking it to the Streets With Christopher Naum

A New Monthly Radio Talk show on Fire Fighter Netcast.com

A Buildingsonfire.com Series and Fire Fighter Netcast.com Production

 Advancing Fire Fighter Safety and Operational Integrity for the Fire Service through provocative insights and dynamic discussions dedicated to the Art and Science of Firefighting and the Traditions of the Fire Service. Check out more information of Taking it to the Streets, HERE 

“On your Street, In your City, Across the Country, Around the World”, Taking it to the Streets

IAFC FRI Company & Command Officer Leadership Symposiums

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The International Association of Fire Chiefs (IAFC) recently held its annual Fire Rescue International (FRI) Conference in the great City of Chicago. A stellar addition to extensive pre-conference and workshop presentations was the IAF’s comprehensive Flagship programs entitled; The Company Officer Leadership Symposium (COLS) and the newest addition, The Chief Officer Leadership Symposium.

New to 2010, The Chief Officer Leadership Symposium consisted of three days of education geared toward those newly promoted to battalion chief. Similar to the Company Officer Leadership Symposium (COLS), this program was built around and into a three-level course for those in various stages of their career. This year at FRI, the IAFC introduced level one for recent graduates of The Company Officer Leadership Symposium (COLS) program and those looking for education specifically geared toward battalion chiefs.

The three-day Company Officer Leadership Symposium (COLS) provided the perfect mix of what company officers are looking for and what chief’s want for their company officers. The program offerings at FRI 2010 provided in-depth leadership education like for newly promoted company officers and those transitioning to battalion chief. Take a look at the program offerings at FRI for both programs HERE and HERE.

Some Key Reasons that drew participates to these programs included:

  • Great takeaways: All Company Officer participants received their own copy of the IAFC Officer Development Handbook
  • Unparalleled networking: build relationships as company officers and other battalion chiefs and commander that will benefit participants throughout their career and as they move up the ranks.
  • Returning company officers could build on their education and skills. Additionally, graduating from this program demonstrates exceptional professional growth for promotional assessments.
  • Participation in these symposiums is a professional development and mentoring opportunity that will benefit company officers, chiefs and the whole department.
  • No other program offers such comprehensive classes taught by industry leaders
  • New responsibilities come with this new title. Learn from those who have successfully made the transition to company officers and battalion chiefs and how to do effectively.
  • Strategic thinking. These sessions were designed to meet the needs of incident commanders out on the fireground while dealing with interpersonal dynamics in the station.
  • Learn from the best. According to the IAFC, no other program offers such comprehensive classes taught by prominent national fire service leaders.

TheCompanyOfficer.com and CommandSafety.com’s Christopher Naum, provided a key note general session delivery at the end of day one of the three day symposium and presented a powerful and insightful look at the Doctrine of Combat Fire Engagement 2010. Presented to a joint session of students from The Company Officer Leadership Symposium (COLS), the Chief Officer Leadership Symposium and participants of the iWomen’s 2010 Leadership Conference, the multi-media lecture was presented to a standing room only crowd of over 325 participants. The Doctrine of Combat Fire Engagement 2010 examined common attributes and emerging insights related to buildings, structures and occupancies that comprise typical response districts and the unique challenges during structural fire attack that require new insights and skill sets for company and command officers and fire service personnel.

Christopher Naum's Joint Session Presentation at IAFC FRI

The program examined and advocated strong principled new views of various buildings and occupancies, providing examples that define and determine how firefighters access, react and expect similar structures and occupancies to perform at a given alarm. Naum introduced defining new concepts related to Tactical Patience, Command Compression, Tactical Entertainment and aligned the Anatomy of Buildings on Fire, Building Construction and Reading Building Profiles and Occupancy Risk while stressing the importance of the emerging Tactical Renaissance and continued emphasis on the Everyone Goes Home Program and 16 Fire Fighter Life Safety Initiatives. The Predictability of Building Performance and the emphasis on dynamic command risk assessment aligned with defined fire suppression operations filled the two hour session.

If you are an emerging, newly appointed or practicing company or command officer, the IAFC ‘s Company Officer Leadership Symposium (COLS) and the newest addition, The Chief Officer Leadership Symposium should be on your radar screen for attendance at IAFC FRI 2011 in Atlanta, Georgia. Keep track of 2011 FRI announcements on the IAFC web page, HERE.

High Rise Fire Fighting Operations

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Houston (Texas) firefighters followed the “textbook approach” in fighting a blaze at a high-rise building on the 27th floor Monday night August 30, 2010 when a 4th Alarm was transmitted for operations at a high rise building fire, deploying nearly 175 firefighting personnel. Seven firefighters were injured with non life-threatening. A broken pipe hampered firefighting operations leaving companies without a water source for a half-hour before they could resume structural fire fighting operations.

The fire was located at the JPMorgan Chase building (formerly the Gulf Building) at 712 Main Street, a 36-story structure, which dates to 1929 and was once the tallest in Houston. Reports indicate the building was being retrofitted with a sprinkler system that had yet to reach the upper floors. Go here for a link to the building profile.

 A Mayday call was transmitted due to a firefighter who became separated in a dark and smoky stairwell but was promptly located.

Additional links; HERE, HERE and HERE

For those of you operating in response districts with low and high rise structures, how effective are your companies and are they adequately trained to address a multiple alarm fire on an upper floor?

Notable References;

  • Highrise Office Building Fire, One Meridian Plaza, HERE
  • High-rise Office Building Fire One Meridian Plaza Philadelphia, Pennsylvania  1991, HERE
  • LAFD, EXECUTIVE SUMMARY – FIRST INTERSTATE BANK BUILDING FIRE, Here
  • USFA Report TR-022 LAFD Interstate Bank Building Fire, HERE
  • Cook County, Illinois Administration Building Fire, 2003,NIST Report  HERE
  • FDNY, New York City Deutsche NIOSH LODD Report outlines high-rise fire recommendations, HERE
  • High Rise Apartment Fire LODD, Texas, 2001, HERE
  • FDNY OPERATIONAL ASPECTS OF HIGH-RISE FIREFIGHTING, HERE
  • An Examination of FDNY High Rise Operations and SOP as part of a Risk Management Plant for Operational HERE

“We Have a Situation; Are you Aware?”

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Check out Taking it to the Streets with Christopher Naum on Firefighter NetCast.com tonight August 19th at 9pm ET with a live online radio call-in show addressing the most current issues affecting the Fire Service.

A number of recent incidents across the country resulted in significant multiple fire fighter injuries and in a line of duty death, coupled with the release of a number of recent incident and operational reports, it seems appropriate to dedicate a focused discussion on the emerging and prevailing issues related to situational awareness on the fireground and incident scene and its relationship to firefighter safety and operational integrity.

Tonight  Christopher Naum’s guests include Battalion Chief Matt Tobia with the Anne Arundel County, MD Fire Department, a metropolitan combination Fire / Rescue / EMS agency in Suburban Baltimore, MD and Battalion Chief Greg W. Collier, Mount Laurel Fire Department, NJ and NFFF/EGH Region II Advocate providing listeners with an insightful perspective on this emerging topic built upon the decades of experience both of these chief fire officers bring. Look forward to some great listener call-ins and participation.

Battalion Chief Matt Tobia with the Anne Arundel County, MD Fire Department

Battalion Chief Greg W. Collier, Mount Laurel Fire Department, NJ

Go to www.FirefighterNetCast.com HERE to listen and participate live, with a national and international audience of firefighters, officers and commanders from rural heartlands of Oklahoma to the suburbs of Chicago and the urban streets of DC.

Or download the program later in the week for later use.

Check out the premiere show of Taking it to the Streets; “What’s on your Radar Screen” with featured guests Chief Billy Hayes (DCFD) and Chief Doug Cline (High Point FD, NC).

Taking it to the Streets is a Buildingsonfire.com Series and Fire Fighter NetCast.com Production

Shaping the Future Creating leaders in our Youth

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As we quickly approach a time when much of the fire service leadership will be retiring we are destine to face the loss of great leadership in the fire service. This could prove to be a tragedy for our profession or we can make it a positive bench mark. A lot is going to depend upon several generations working closely together. That is the baby boomers and the generation Y and X coming together and realizing that the future belongs to those who prepare.

For years I would see the slogan, “The Future Belongs to Those Who Prepare For It”, posted on the training class room wall of the Henderson North Carolina Fire Department. Chief Danny Wilkerson several times over used to say these same words to many of the young firefighters and officers that walked into that setting. As an instructor and a part-time member of that department it always struck me as an encouragement to continue to push to make a difference. Often times I personally struggled with just what that slogan really was saying. Well, for the first time as I write this article it has become crystal clear. The entire slogan was driven home with just one email blast from a great fire service colleague…Deputy Chief Billy Goldfeder with a recent secret list publication. Below is a small component of what was contained in that blast I would like to share:

“Sometimes….not everyone goes home.

In the discussions, one of the young firefighters who was involved with the rescue told me that he now HATED the term “everyone goes home” because, obviously, Kevin did not. It made me start to think. Was the slogan a problem?

It has nothing to do with a slogan. The slogan “Everyone Goes Home” is an attitude…an attitude within a fire department that we’ll do all we can to try and bring all of our firefighters home. It was and still is an attitude. Some of the younger firefighters understandably, just didn’t get it at the time.
-It means that if we don’t drive like idiots, we’ll probably make it home.
-It means if we follow standards such as NFPA 1403, firefighter trainees will probably make it home.
-It means if we put our seat belts on and we collide on the way to a fire, we’ll probably make it home.
-It means if we weigh 100 lbs too much, and we eat more salads, we’ll probably make it home.
-It means that if it is obvious the building will collapse and we stay out of the way, we’ll probably make it home.
-It means if we have the right amount of trained staffing and good bosses at a fire, we’ll probably make it home.
…..and it means that if we drill and train on the stuff we need to do regularly, such as the ability to quickly get water on the fire, we’ll probably make it home.”

The above excerpt really drives me to focus on this blog’s topic “Shaping the Future”. We as leaders today will face the end of our careers. Many of my mentors are at that point currently. However, the leadership lessons they can still share are countless. Thank God, that these folks took an interest in us the leaders of the current fire service when we were youthful firefighters. As I look over the fire service today and especially after spending time at the Congressional Fire Service Institute recently, I can see that our fields are full of ripe future leaders just waiting to be harvested. Consequently we often scorn at the work ethic or analytical decision making that these individuals use as they make critical decisions. I can see clearly where my first mentors Jerry Green and Rick Rice, both officers with the department I began my fire service career with in Mullens, West Virginia, could see a ripening prospect as they made extra efforts to shape the future through shaping me for the future. http://www.youtube.com/watch?v=dyo-Qo2Z-mY

As I see it, the old practice of using our youth to accomplish our work is the base preparation needed to make them tomorrow’s leader. So officer’s are you Shaping the Fire Service’s Future?

Remembrance FDNY; Brooklyn Box 3300 August 2, 1978

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FDNY Waldbaum Fire August 2, 1978

The Waldbaum’s Supermarket Fire and Collapse FDNY 1978 

The Waldbaum Super market fire, Brooklyn, New York occurred on August 2, 1978, thirty two years ago. Six firefighters died in the line of duty when the roof of a burning Brooklyn supermarket collapsed, plunging 12 firefighters into the flames. The fire began in a hallway near the compressor room as crews were renovating the store, and quickly escalated to a fourth-alarm. Less than an hour after the fire was first reported, nearly 20 firefighters were on the roof when the central portion gave way. 

Thirty-four firefighters, one emergency medical technician and one Emergency Services police officer were injured in the fire and the tragedy is remembered as one of the worst disasters in the New York City Fire Department’s 143-year history.  

The FDNY members killed in the Waldbaum’s fire included:
• Lt. James E. Cutillo, Battalion 33
• Firefighter Charles S. Bouton, Ladder Company 156
• Firefighter Harold F. Hastings, Battalion 42
• Firefighter James P. McManus, Ladder Company 153
• Firefighter William O’Connor, Ladder Company 156
• Firefighter George S. Rice, Ladder Company 153

Take the time to head over to Commandsafety.com for the complete posting with incident details, photos, a memorial video clip and diagrams.

The following are a series of photographs of the incident and operations.

Check out the Waldbaum Fire Facebook page, HERE with numerous photos and recollections honoring those that lost their lives and those that operated at FDNY Brooklyn Box 3300.
 

 
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