Hot Fun in the Summertime!

SOPs and Protocol for Warm Weather Firefighter Rehab

By Lou Angeli

Nation's Bravest.com

Phoenix, AZ (May 22, 2008) -- This past week, I visited with several fire-rescue agencies in the desert southwest, from the Grand Canyon to Tucson. Beautiful country, but oh so HOT. On Monday and Tuesday, temperatures in Phoenix topped out at 110 degrees (F), and it appears that the city may already be on its way to challenging last year's record of 100 consecutive days of plus 100 degree temperatures.

"But it's a dry heat Chief." Sure -- just mention that to the crew of Phoenix Station 7, who attended a working structure fire on Monday at high Noon. They'll tell you that 110 degrees, regardless of a humidity reading of 10%, is HOT! So how does the nation's most prestigious fire department protect its members in such unbearable heat? An agressive firefighter rehab protocol, which includes replacing first-alarm companies once they're out.

Simply stated Firefighter Rehab is designed to ensure that the physical and mental well being of members operating at the scene of an emergency (or a training exercise) don't deteriorate to the point where it affects the safety of any other members. After all, "stressed out" is not a good thing when you're working at America's most dangerous job.

Back in 1993, the US Coast Guard conducted a study dealing with the effects of interior firefighting on the human body. The results of the study are posted in the Coast Guard's Firefighting Initiative, but in short, researchers noted that our body core temperature (even for short exposures), often reaches 104 degrees (F) during the firefight.

(1) Primary Mission

The primary mission for fire command is to identify, examine and evaluate the physical and mental status of fire-rescue personnel who have been working during the emergency incident or a training exercise. Following a proper survey (see below), it should be determined what additional treatment, if any, may be required.

According to FEMA, "Any activity/incident that is large in size, long in duration, and/or labor intensive will rapidly deplete the energy and strength of personnel and there merits consideration for rehabilitation."

2. Launching The Rehab Operation

A specially designated Rehab Area, (or Group) remote from the fire or emergency incident, should be established at the discretion of the Incident Commander in consult with the senior Safety Officer. If the Incident Commander determines that Rehab is necessary, qualified EMPT-Ps or EMTs (assigned to the first alarm response) should be assigned to manage the Rehab Sector under the command of a fire or EMS officer or supervisor. Note the emphasis of the "first alarm response."

EMS personnel must be on scene and available to provide treatment to fireground personnel at a moment's notice. If EMS does not respond as part of the initial turnout, consideration should be given to the fact that OSHA will certainly ask why they weren't... especially if anyone is injured.

Because they work side by side with the front line troops, company officers play an important role in Rehab. In fact, the federal government suggests that the safety of the fireground rests here, at the supervisor level. If a company member shows signs of fatigue or illness, the company officer will likely be the first to recognize the problem. Anticipate Rehab needs early in the incident. During large-scale operations, Incident Command should consider augmenting existing resources by requesting additional EMS personnel or even another engine company or squad, to assist in the operation of the Rehab Sector.

(3) Locating the Rehab Sector

It is crucial for Command to establish The Rehab Sector away from any environmental hazards, or by-products of the fire, such as smoke, gases or fumes. During hot months, the ideal location might include a shady, cool area distant from the incident. In winter, a warm, dry area is preferred.

Regardless of the season, the area should be readily accessible to EMS-Rescue personnel and their equipment, so they may restock the sector with supplies, or in the event that emergency transport is required.

Rehab sites can also be established in the lobbies of nearby buildings, parking facilities, or even inside municipal buses. Misting/cooling systems, heating systems, SCBA refilling and canteen service should be stationed in or around this area as well. During large-scale incidents, like multi-alarm fires, Command should consider establishing Multiple Rehab Areas as the situation warrants.

(4) Coordination and Staffing

Command of the Rehab Area should be assigned to a chief or company level officer, who is designated as the Rehab Officer under most Incident Command structures. The incident itself will determine just how many people you'll need to do the job, however a minimum of two trained EMS personnel should initially be assigned to monitor and assist firefighters in the Rehab Sector. Utilize volunteer canteen or auxiliary members to assist EMS personnel in making "working" members as comfortable as possible.

(5) Evaluation of Fire-Rescue Personnel

It is important for command and company level officers to continually monitor personnel for telltale signs of exhaustion, stress, and or physical injury. Individual members are encouraged to report to the Rehab Sector at any time that he or she feels the need to do so. Symptoms may include weakness, dizziness, chest pain, muscle cramps, nausea, altered mental status, difficulty breathing, and others.Regardless of physical well being, all fireground personnel should report to the Rehab Sector immediately following:Strenuous Activity - Forcible Entry, Advancing Hoselines, Ventilation, etc

• The use and depletion of two SCBA bottles


• Thirty (30) minutes of operation within a hazardous/dangerous environment


• Failure of SCBA

(6) Examination of Arriving Personnel

Arriving personnel should be examined by qualified EMS, who should check and evaluate vital signs, and make proper disposition, i.e. return to duty, continued rehabilitation, or transport to medical facility for treatment. The workup should include:.

• Scoring for Glasgow coma trauma scale.


• Checking Pupils


• Checking Vital Signs, such as blood pressure, pulse, breathing rate


• Checking lung sounds


• Administration of a 2-lead EKG, when chest pain or irregular heartbeat is presented


• Skin condition and color Body core temperature

Heart rate should be measured as early as possible in the rest period. If the firefighter's heart rate exceeds 110 beats per minute, it is recommended that an oral temperature be taken. If body core temperature exceeds 100.6F, the firefighter should not be permitted to wear protective equipment or re-enter the active work environment, until temperature has been reduced and heart rate decreased. It is recommended that re-examination occur at ten minute intervals. Using standing orders or existing protocol, Rehab Team Members should record examination results on medical evaluation forms as indicated by the local jurisdiction.

(7) Treatment During Rehab

Upon completing the physical examination, the following steps should be taken to minimize further risk to fire-rescue personnel: Turnout gear, helmets, masks and hoods should be removed immediately. Prior to ingesting anything orally, fluid or solid, it is recommended that the firefighter clean his/her hands and face with water and a cleaning agent, as provided by Rehab Sector personnel.

• The firefighter should rehydrate


• Oral rehydration and nutrition is recommended in the form of 1-2 quarts of fluids
  
• Body core temperature should be reduced by cooling the body


• Cool body temperatures gradually using misting systems, fans, etc


• Individuals should be offered Oxygen therapy via nasal canulla or O2 mask.


• Standing rest before reporting for further assignment

The firefighter will only report to manpower staging when, presentation is deemed normal by the attending EMS personnel.Note: According to FEMA, Water is the best rehydration agent, however some agencies suggest a rehydration solution of 50 / 50 mixture of water and a commercially prepared activity beverage administered at about 40F. Avoid cooling the body using ice packs or hosestreams. Cooling should be gradual, limiting further shock to the body.

In the event that presentation appears abnormal, the Firefighter should immediately receive additional treatment, especially if conditions persist following fifteen minutes of rest. As is appropriate in most locales, those complaining of chest pain, difficulty breathing and altered mental status must receive immediate ALS treatment and transport to definitive health care. Follow your local jurisdiction's ALS protocols in this event.

(8) Accountability

Members reporting to the Rehab Sector / Group should enter and exit the Area as a team. Their company designation, number of personnel, and the times of entry to and exit from the Rehab Area should be documented. This can be done either by the Rehab Officer or his / her designee on a Company Check-In / Out Sheet. Keep crews together, and don't allow overanxious members to freelance the event.

(9) The Vital Importance Of Firefighter Rehab

Very few firefighters who wear the badge are athletes. But, from the moment the alarm is sounded, and that first surge of adrenaline reaches the heart, we're asking our bodies to work triple overtime. Couple that with 55 pounds of business suit, 1200 degree temperatures and another 50 pounds of hand tools and equipment, and the importance of effective rehabilitation at the fire scene becomes crystal clear.
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Originally published in Fire Chief Magazine -- written by Lou Angeli

Fire Station 5 - Wilmington, Delaware

Fire Station 5
Originally uploaded by LouAngeli2008

Wilmington (DE) Fire Department's Engine Company-5 serves the northwestern portions of the city from this landmark firehouse. The station was originally built for the Water Witch Volunteer Fire Co. #1 in 1893, and the department has been using it ever since. Station 5 will soon be relocating its engine and staff, but the building will remain, protected as part of the Historic Register.

A great Firefighter – An even greater Friend

Chief John P. Mulhern Passes
by Lou Angeli

Wilmington, DE (April 18, 2008) – It is with sadness that I share information dealing with the death of a great firefighter and friend, John P. Mulhern, Jr. Sean was 66 when he passed away on April 15th at the Christiana Hospital (Wilmington, DE), where he was surrounded by his family and friends.

If ever a man was born to serve others in this world, it was Sean Mulhern. During his early years he leaned toward a military career, attending Valley Forge Military Academy as a cadet, then as a member of the Delaware National Guard.

He entered the fire service some 40 years ago during the height of Wilmington’s infamous King riots – a city ablaze for months. It was the late 60’s and Sean saw a great deal of action as an Auxiliary firefighter with the city's Civil Defense Reserve Unit. With Wilmington still a hotbed of action, it was no surprise when Sean entered career service with the WFD as a firefighter assigned to Rescue-1.

As a Wilmington firefighter, Sean served in every division, including fire suppression, administration and as an arson investigator. He earned his bars both as a Lieutenant and Captain as soon as he was able to test for those ranks, and not much later was promoted to Battalion Chief under the command of Chief Jerome Donahue.

One evening, as Sean and I shared war stories on the bench in front of the old Fire Station 2 (12th and French Streets), he told me what I considered to be a pretty tall tale.

“Louie,’ pulling the unlit cigar away from his lips, ‘someday I’ll be chief of this department.”

I laughed and reminded him that his last name needed to be Malloy to achieve such an honor. At the time, 3 generations of the Malloy family were on the job, serving from Chief down to firefighter. But nevertheless, he assured me that the 5-bugle shield would someday be attached to his jacket.

Sean Mulhern was appointed Chief of Department in 1985 at a time when city fire departments throughout the East Coast were losing jobs to layoffs, cutbacks and station closings. But Mulhern managed to keep the Wilmington Fire Department at full force, maintaining staffing of four firefighters on every apparatus. “The Chief” was aggressive when it came to the actual firefight, and during his tenure, companies were trained to fight fires more efficiently and in safer fashion. The safety of his crews was at the top of Mulhern's "to do" list at every incident.

His work as a tactician and administrator were recognized nationally, and the Wilmington Fire Department soon became a template for similar sized agencies nationwide. The key to his success, as Sean always noted, was that he surrounded himself with a talented fireline and administrative staff.

In 1993, Sean fell victim to Wilmington’s political machine, and upon the election of Mayor James Sills, the city’s greatest firefighter was asked to step down. He may have stepped down, but his career continued to move upward serving as head of the State’s Emergency Management Agency (DEMA) and in 2001 as Vice President of Security for MBNA Bank's worldwide facilities.

There is a time each day that I think about the brave men and women that we in the firefighting family have lost. The 343, the Charleston Nine, the Worcester Six as well as great individuals like Jim Page, Tommy Brennan and so many others. From this moment on, when I recall those great firefighters, John P. Mulhern, Jr. will be the first to come to mind. Sean Mulhern was my friend, colleague and mentor, and now that he’s gone, that relationship has even greater meaning to me.

Sean is survived by the woman he adored, his wife Coleen Pope-Mulhern and their children Felicia M. Pope and Victoria L. Pope.

In lieu of flowers, the family suggests contributions to the education fund for daughters, Felicia M. and Victoria L. Pope. Checks made payable to Felicia M. Pope/Victoria L. Pope; WSFS Bank, P.O. Box 1889, Wilmington, DE, 19899-9713, ATTENTION: Pope Education Fund on envelope.

Mass of Christian Burial will be offered at 11 am on Tuesday April 22, 2008 at St. Elizabeth's Roman Catholic Church, 809 S. Broom St., Wilmington, DE 19805. Entombment will follow Mass in Gracelawn Memorial Park. Family and friends may call from 5-8 pm on Monday April 21 at CHANDLER FUNERAL HOME, 2506 Concord Pike, Wilmington.

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The Little Fireboat That Could

If they’d just open the drawbridges…

by: Lou Angeli

Wilmington, DE (April 15, 2008) – On Monday of this week, Wilmington Fireboat Captain Joe Kempista listened closely to one of the dozen or so Fire-EMS dispatches that blare through his portable hand-talki each day. “Structure Fire – Kahunaville – along the Riverfront.” The tone of the dispatcher's voice was noticeably different -- there was urgency. That combined with the fact that he added a RIT Team as part of the first alarm assignment was an indication to the veteran Wilmington fire officer that there was work.

Kempista and two crew members immediately stepped aboard “Firefighter,” Wilmington's mighty 65ft Class-A fireboat, and prepared to push off from its berth alongside the Winchester Bridge in the Christina River. (see map) In just a few moments Fireboat-7 (the vessel’s radio designation) was underway, responding as quickly as land-based companies.

Normally Joe Kempista would point Fireboat 7's bow toward the Northeast, making way downriver along the Christina toward the Port of Wilmington, or even out into the Delaware River shipping channels. But on Monday, after clearing the berth, the Captain brought “Firefighter” 180 degrees about and began an upriver heading, toward the city’s highly touted, revitalized Riverfront.

Well, let’s say he attempted to travel upriver.

Unlike the trip into the Delaware River, when Fireboat-7 is required to respond upriver to the high-value riverfront district, the boat must pass under three drawbridges, one of which is unstaffed. The city’s Marine Emergency Services Facility stands in the shadow of the first span, the Winchester Bridge.

Even before he got underway, Captain Kempista signaled the Winchester bridge operator that he would need to pass through quickly. This wasn’t another training exercise – Kempista, the bridge operator and everyone on Wilmington’s Southside could see the heavy smoke lifting into the sky over the Christina River.

The bridge operator went about the routine of lowering the warning gates and stopping traffic. Next he pressed buttons to lift the recently renovated steel span – but nothing happened. He tried again to no avail. The old 3rd Street Bridge wasn’t budging.

Now, firefighters don’t curse while on duty, but I can only imagine the expletives flying about on the bridge of “Firefighter”, especially when the first-due Battalion Chief reported heavy fire conditions on the river side of the former warehouse-sized nightclub. Quartered just a half mile away from the fire structure, Kempista (and every other firefighter responding) knew that the job would have been easy work for “Firefighter” and its array of master stream nozzles and 6500 gpm pumping capacity.

But the damned bridge wouldn’t lift. And so the fire burned.

In the meantime, land-based companies began to arrive, stretching handlines to attack the blaze. Much of the vast outside wooden deck structures and adjoining facades were well involved, and it didn't take along for flames to make their way through broken windows and open doors into the main structure. The firefight was made even more difficult to control as flames snaked through voids between interior walls and the building’s corrugated steel exterior.

It was the type of blaze that demands a constant watch over the troops. The concern is building collapse and the conditions at Kahunaville were ripe for the prospect. Staying ahead of the game, Command quickly called for additional alarms, bringing in mutual-aid companies from surrounding New Castle County towns as well as off-duty shift members.

An hour later, the bulk of the blaze was knocked down. An hour later, Fireboat-7 finally arrived, docking just 50 feet from where the blaze had started. Joe Kempista, the most experienced marine firefighter in Delaware, stood on the aft deck simply shaking his head.

As the City of Wilmington continues rapid expansion along the Christina Riverfront, fire protection should remain a priority concern. Newly-constructed offices, residences,and commercial structures are clustered together with century old warehouses in an area that was once a major US port. Many of the buildings, which are being renovated, are vacant warehouses and factories, built at the turn of the 20th century. Old structures, when combined with a welder’s torch make for a lousy combination, and the WFD has experienced dozens of such fires.

Is there someone at fault? Certainly not the Fire Department nor the City of Wilmington, since the bridges are operated and maintained by the State of Delaware. And it would be bad gesture to point the finger of blame at the state. Two of the bridges, including the Winchester, recently underwent multimillion dollar renovations.

If you ask Joe Kempista, I’d bet he’d chalk the event up to Murphy’s Law. In the fire-rescue business, we often cite Mr. Murphy and his law when a job goes south and we don't feel the need to explain it. The heartbreak about the Kahunaville incident is that those of us who were on scene didn’t have the opportunity to watch Fireboat-7 in action.

But as long as there are old buildings and welder’s torches, we may still have that opportunity.

More importantly, this incident teaches us a lesson about firefighting marine vessels. Wilmington Fire Department’s “Firefighter” remains a vital fire-rescue resource for the entire region, as it is the ONLY Class A firefighting vessel operating along the busy Delaware River, from the Port of Philadelphia to the Atlantic Ocean.

PS: Next time, the bridge will open! Mr. Murphy

Photos of the incident:

http://www.flickr.com/photos/disasterphotog/sets/72157604538584814/

Rescue Me Renewed for 5th Season

Rescue Me Back In Production

New York City -- Back in the Fall, FX announced that it had picked up Denis Leary's FDNY dramedy Rescue Me for a fifth season. But there was some question as to whether Leary's Apostle Productions could deliver the series in time due to the Writers' Strike, which played havoc on the entire TV industry.

But Leary and his writing partners had already delivered many of the scripts, so when the strike finally did settle, Rescue Me slid right into production. This time out FX ordered up nearly twice the normal 13 episode package, contracting with Sony Entertainment for a total of 22 one-hour shows.

The series is currently shooting in New York City and locations around Northern New Jersey. Sony is keeping a tight lid on 5th season content, but the biggest question being asked by fans is -- "Will Leary's "Tommy Gavin" continue as a member of FDNY?". Hint: In the closing scene of last season's finale entitled "Yaz", Division Chief Feinberg, played by veteran actor Jerry Adler, quietly submits Gavin's termination papers.

Of all the firefighting dramas ever produced, Rescue Me is most like the real thing. Leary treats the firehouse for what it is -- a family! Kooky at times, emotionally distraught at others, but always there for one another when they step off the rig to do battle with the beast. Leary and his writing partner Peter Tolan treat the firefighting family with borderline irreverance, much like FX's The Badge or HBO's The Wire. Rescue Me has humor, conflict and an identifiable antagonist (Gavin himself), all of which are essential for making any successful drama.

Team Apostle has discovered the secret formula for firefighting drama. Without knowing it, Leary and his staff have paid firefighters the greatest tribute by reminding us that life and family are precious and can never be replaced. My hope is that others in our ranks will recognize this tip and take its message to heart.

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Will Volunteer Department Pack Up and Leave Town?

Ocean City (MD) Volunteers Vote To Secede From Fire Department

OCEAN CITY, MD (February 28, 2008) – In a move that will likely jeopardize the safety of citizens in one of the East Coast’s largest beach communities, the Ocean City (MD) Vounteer Fire Company is packing up its apparatus, equipment and membership and moving out of town. That leaves Fire, Rescue and EMS protection in the hands of the few career personnel that currently operate in the city.

What prompted the OCMD vollies to bolt? Well, in short, the paid firefighters and the volunteer president wanted to combine command of the volunteer and career ranks under a single fire chief, much like it is done in other combination fire departments nationwide.

In a report published in the Salisbury Times, during a Feb.12 Ocean City Town Council meeting with OCVFD leadership, volunteer Chief Christopher Larmore expressed a desire to be named head of both the paid and volunteer firefighters, with the goal of unifying fire service under a single operational and administrative leader.

The first vote was a bust with council offering a split decision. Volunteers were enraged. Within hours of the council meeting, the OC volunteers hastily assembled their own quorum. By 7pm that evening, OC’s Bravest voted to secede from the Ocean City Fire Department and move their resources 4 miles inland to West Ocean City.

Then on February 19th, Larmore’s appointment was considered again and council gave him complete authority and responsibility for all fire and emergency medical services for the Town of Ocean City.

But OCVFD’s decision to secede is still on the books, and the community assumes that someday soon, the volunteers will be gone.

With the possibility of OC vollies abandoning the fort, the city will need to replace 60 fire officers, 124 firefighters, 88 drivers, 2 administrative employees, with paid personnel. A quick trip to the National Volunteer Fire Council’s website and its “vollie-saver” calculator shows that Ocean City would need to come up with $7 - $10 million to replace the volunteer members.

In a report published on the DelmarvaNow.com website, city fathers would also need to allocate an additional $6 million to replace the apparatus owned by the volunteers, which would be removed from the city. New purchases would include eight engines, three aerial trucks, and six utility vehicles. The volunteers also own the town’s 5 firehouses, so the city’s firefighters would likely operate from parking lots and mobile homes – much like they did in New Orleans after Katrina.

In total OC administrators would need to quickly come up with a whopping $13 million to convert the town’s fire-rescue and EMS to a paid department, just months before the 2008 season begins.

Volunteer president James Jester claims that his volunteers will remain on standby in Ocean City until the town can provide its own group of first responders.

Jester told DelmarvaNow.com, “No way, no how are we going to close buildings and pull apparatus until the city has what they need."

But some are concerned that volunteers -- who respond from their homes when the alarm is sounded -- offer no guarantee that they’ll respond at all. The town insists that the existing force of 75 career firefighters is fully capable of protecting the massive beach community.

Fulltime residents of Ocean City are concerned. They say that the most severe fires take place now, during the Winter months, when most seasonal structures and stack shacks are buttoned up tight.

“I can’t understand it,” says John Milton, ‘a retired DC firefighter who now calls OC home. “We all take an oath the first day we walk into the firehouse – volunteers included – and that is to protect property and save lives.”

The pressure tactic which is being used in Ocean City by its volunteers has been attempted before – and it has always failed. The most noteworthy occurred 10 years ago, when the Wayne Township Fire Department in Indianapolis, threatened to pull it volunteer staff and apparatus from stations if Township fathers backed a plan to convert to a combination department under the command of one of the most respected fire chiefs in Indiana.

Township residents didn’t take the threat lightly. When it came time for the citizen public to choose between its volunteers or a newly-formed combo department, the greater percentage voted for the guarantee of 24x7 service provided by the new agency.

In what many consider to be a power play gone awry, the OCVFD has opened itself to public criticism and peer debate. But more importantly, if some Ocean City resident loses their life, home or business in coming weeks because of lack of volunteer response, the volunteer agency will quickly become the target of dozens of attorneys, who will initiate civil action against the department, its officers and members.

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It's Chapter 11 for American LaFrance

ALF Owners Call For A Time-Out

by: Lou Angeli

Wilmington, DE (January 30, 2008) -- Here in Wilmington, DE it’s the biggest news regarding fire apparatus since Chief Jim Wilmore ran out of working engines. What’s the big news bulletin? On Monday of this week, the venerable American LaFrance Corporation filed for bankruptcy in US District Court in Wilmington.

American LaFrance filed here under "Chapter 11" of the bankruptcy code, which typically is used by businesses that need to buy time to reorganize their finances and secure new capital. In many cases, Chapter 11 filers continue to operate. According to Bloomberg Financial some of the largest creditors listed in the filing include American LaFrance's owner, New York-based investment firm Patriarch Partners, and trucking giant Freightliner, which sold the business to Patriarch about two years ago. Various employees are owed $1.4 million for accrued vacation. It’s not clear but some say that ALF could be as much as $250 million in the hole.

This is a HUGE story for the fire service nationwide, because now 2 of the Big-3 fire apparatus manufacturers are in trouble. Ocala (FL) based E-One showed a substantial drop in earnings last quarter and some say that sale of the firm is inevitable. The remaining large capacity apparatus builder, Pierce Manufacturing, seems to be doing well, albeit the firm’s profit margin remains mighty slim.

“American LaFrance (ALF) has claimed that a bungled implementation of IBM software contributed to the demise of its business,” says IT reporter Kelly Fiveash in The Register. ALF said that when it switched to its new ERP software last June, "serious deficiencies" threw its operations into chaos.

"These problems have resulted in slowed production, a large unfulfilled backlog, and a lack of sufficient funds to continue operating." as reported by ALF to The Register.

With ALF under Chapter 11 protection, and unable to make good on current deliveries, it is unlikely that fire department administrators will consider the firm during the bidding process. With that in mind, ALF's frontline sales team, the independent distributors, are moving quickly to represent other firms. In a few days time, German-owned Rosenbauer has already signed many of ALF's key distributors, including Delaware-based DPC Emergency Equipment.

View photos of American LaFrance Fire Apparatus

My bet is that Italian-based Iveco-Magirus will make a run for American LaFrance. They already own much of the international market and, like Rosenbauer and other European manufacturers, Magirus and its partners are eager to expand into the states.

By the way, the fire apparatus situation here in Wilmington has been resolved in big fashion. The WFD, under the command of former Chief Jim Ford -- and the current boss Chief Willie Patrick -- boasts the second-fastest response time in the country (according to a Boston Globe study) And the department recently took delivery of eight new frontline Pierce machines.

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featured photo: An American LaFrance Rescue-Pumper operated by the Belvedere (DE) Fire Company. (photo by Lou Angeli)

resources:
(1) Bloomberg.com
(2) The Register
(3) TruckingInfo.com

Why America Still Burns!

by: Lou Angeli

Organized chaos. That's how the fire scene is often described. The adrenaline charged atmosphere feels like a battleground. But in this war zone there's no time to develop a battle plan. For the firefight to be successful action must be immediate. Firefighters have only a few precious minutes to defeat their opponent.

Back in the day, Firefighting was all about racing to the scene, donning a tin helmet and aiming the nozzle at the flames and smoke. And that's pretty much how the general public still perceives the job. But times have changed, and today there’s an art, not to mention a science, to fighting fires.

In terms of extinguishing blazes, today’s firefighters are trained to go face-to-face with the beast, inside the burning building for an "offensive" attack. Some fire training experts say that the trick is to tame the fire, before extinguishing it, and there are dozens of tactics for doing so. But these strategies often come with extreme risk. Bottom line -- firefighters must make crucial life and death decisions quickly.

During the past 30 years, annual civilian fire deaths have been reduced by 50%. But firefighters deaths continue to rise, with 115 being lost in the line of duty last year alone. Even more disturbing are OSHA and the National Fire Protection Association’s predictions that fully one-third of the current firefighting force of 1,000,000 will be injured on the job during they year 2008. Of those who will be injured, it is estimated that over half do not have adequate insurance coverage to attend their needs. Is this any way to treat the Bravest?

Change Comes Slowly to America's Firehouses

Our firefighting counterparts of just 50 years ago were leather-lunged old salts who were overworked, under trained and poorly equipped. Without adequate personal protection, or proper equipment, a "career" in the fire service back then was a sure fire invitation to an early grave.

Thankfully, our job as firefighters has evolved into a high-tech profession. During the last generation alone, the fire-rescue service has seen more change than it did in its first 250 years -- but it's still a slow process.

In the years immediately following World War II, some of the technology that had been made available to the armed services was brought home to fire stations by the soldiers and sailors who actually used it. Tools and equipment like Chem-Ox masks, fog nozzles, even 1.5 inch hose were all born from military uses during the War. Imagine the culture shock that existed among veteran firefighters, when these "wet behind the ears" probies introduced their new toys. Hell, the old-timers we're just growing accustomed to motorized apparatus.

But the post War techno-revolution was short-lived, and our counterparts of the late 50's and early 60's found themselves falling way behind the rest of society. The World was changing, and so were our first-alarm districts. In homes and businesses, wooden furniture and cotton products were replaced by plastics and hydrocarbons, which changed the way we did business at fires. The DuPont slogan, "Better Living Through Chemistry," brought new meaning to America's Bravest.

Without proper equipment and training, fighting these "new wave" fires was a tough game. By 1965, we'd lost possession of the ball and our forward momentum had stalled. Our coaching staff was perplexed and the spectators were beginning to lose their interest.

The Fire Act

In 1972 President Richard M. Nixon (a Republican) made a bold move by appointing a special commission to study the fire problem here in the United States. His directive was simple -- determine the fire problems, and make suggestions on how to fix them. Nixon was determined to make the Commission succeed, and he did so by enlisting and recruiting the nation's movers and shakers of the fire-rescue services. Once together, theirs was no small task.

The commission took on some very controversial issues including rising civilian deaths, firefighter safety, the high-rise dilemma, and fire prevention. Their report "America Burning" was a harsh, and very critical review of the fire situation here in America.

"It is appalling,' the report began, 'that the most technologically advanced nation in the World, reports the highest per-capita fire deaths and monetary fire loss." They pulled no punches in their treatment of the issues, and those of us who serve today, owe a great deal to the men and women who recommended the changes most of us take for granted.

A Generation Later

However, now 30 years later, the fire problem here in the United States has once again raised its fiery head. And according to fire administrators, the situation seems to be getting worse, instead of better.

“To a great extent, the fire problem in America remains as severe as it was 30 years ago.” That’s the very first sentence in the 1999 report, “America Burning Recommissioned.” Even with the introduction of the smoke detector, the incidence of fire in this nation has increased to an alarming rate. Why? Some say it’s public apathy.“

Americans have always been neglectful of safety and loss prevention,” says investigative journalist Herb Denenberg. He adds, “Perhaps we are more focused on producing wealth than preserving it.” The 1999 commission agrees. “The indifference with which Americans confront the subject, which the 1973 Commission found so striking. continues today.”

Fire is the most common of all home disasters and the third leading cause of accidental injury and death in the home. Fires spread very quickly, but it isn’t the fire itself that kills! Deadly smoke and poisonous gases snuff the life out of victims long before the flames reach them. There's no time to stop and think and wonder what's the best thing to do. The situation can change in seconds. Half a minute after the smoke alarm goes off, an entire floor of your house could be filled with dense smoke.

More than 3,500 Americans die each year in fires and over 100,000 are injured. An overwhelming number of these life threatening fires occur in the home. However, there are time-tested ways to prevent and survive a fire. It's not a question of luck - it's a matter of planning ahead.

Too many fires are caused by carelessness and ignorance of fire safety principles that have been, until now, thought to be obvious. Education about the fire hazard should not only reach children, but to the adult community as well – the caretakers. But one of the problems for fire departments is finding necessary funding to conduct adult oriented public education programs. Fact is, there are few fire safety informational programs designed for adults.

Do you know what you should do if there's a fire? Are you sure? Does everyone who lives in your home know?

It may seem elementary to many adults, but when fire strikes gather your family at a pre-designated meeting place. If everyone is out of the house -- and thus accounted for -- the firefighting team's number one problem is solved -- life safety. If this simple rule is ignored, the entire situation changes drastically as a rescue must be organized. Firefighters have died trying to save people who were actually out of the house but failed to meet up with their family as planned.

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Volunteer Firefighter’s Family To Get 9/11 Benefit

A Bittersweet Victory for the Family of a 9/11 Hero

by: Lou Angeli

(New York, NY) – January 16, 2008 – On September 11, 2001, attorney Glenn Winuk rushed from the Broadway law offices of Holland & Knight (1) along with the rest of the firm's staff. But instead of running north, away from the carnage that was unfolding at the World Trade Center, the attorney grabbed a mask and a pair of gloves from passing firefighters and charged toward the billowing smoke. It was the same thing he had done in 1993, when terrorists set off a bomb in the center's basement. It was the same thing he had done hundreds of times over 20 years as a volunteer firefighter in Jericho, NY.

Glenn was found 6 months later, his remains cradling those of a woman victim. He was wearing surgical gloves and a stethoscope. His family, friends and colleagues all asked that Glenn be remembered as a rescuer, but government felt differently denying that Glenn was a “real” firefighter. Even though Winuk was not counted among the FDNY’s 343, the department itself acknowledged that the 20 year veteran was serving in a capacity as a volunteer firefighter-EMT.

State and Federal attorneys spent thousands of hours trying to build a case against Winuk and his role as a 9/11 volunteer rescuer. Why? The feds didn’t want to payout the Public Safety Officers’ Benefit of $250,000 (2), fearing that other families would come forward with the same claim. It is estimated that government spent perhaps 10 times the PSOB amount in its effort to disprove Glenn Winuk’s worthiness to serve behind the badge.

For the Winuk family, proper recognition of Glenn’s contribution at the World Trade Center had nothing to do with money. In fact, the bronze 9/11 memorial that runs alongside the length of FDNY Fire Station 10 was donated by the Winuk family and Glenn’s co-workers.

After years of bickering, last March the New York State Assembly finally brought resolution to the issue in a bill that was passed posthumously giving Glenn Winuk active status in the Jericho Volunteer Fire Department. (3)

Today, after a five-year fight, the U.S. government has dropped its effort to prevent a volunteer firefighter killed at the World Trade Center from receiving a federal death benefit for public safety officers who die on the job.

The Justice Department's Bureau of Justice Assistance fought his family's effort to collect a $250,000 payment due to police officers, firefighters and other government emergency workers killed in the line of duty. The agency argued that the benefit was intended only for active-duty public safety officers, and that Winuk didn't qualify because he hadn't been on regular duty with his volunteer department.

Fight has gone on too long (4)

The long court battle finally ended on Jan. 10, after the Office of the Solicitor General decided to drop its last appeal in the case."It's really terrific. This fight has gone on too long," said Glenn's brother, Jay Winuk.

Although the move clears the way for Winuk's parents to receive the $250,000, the family says their primary interest is in achieving proper government recognition for Glenn's public service.

"It's very meaningful to my parents," Jay Winuk told AP.

He added that he hoped President Bush would now see fit to award his late brother the 9/11 Heroes Medal of Valor, which was given to the relatives of 442 other public safety officers killed in the terrorist attacks.----

Resources:

(1) The Glenn J. Winuk Humanitarian Fund

(2) Public Safety Officers' Benefit

(3) New York State Assembly Bill (March 2007)

(4) AP Story on MSNBC.com

Saving Firefighter Ryan

by: Lou Angeli

Flashover! Even though firefighters are beginning to understand it, this fatal phenomenon is still shrouded in a veil of mystery. Experts in the fire training arena have differing opinions and descriptions of Flashover, but they all seem to agree on one thing. It's a nasty thing!

Simply put, room and contents begin to burn at a very rapid rate during the growth stage of the blaze. Heat is radiated from burning combustibles, then reradiated by the walls and other structural elements. This "thermal feedback" causes an even greater acceleration of heat. Finally, the entire room and its contents ignite with violent and explosive force.

Our culture and its technology have served as a major contributor to the problem of flashover. Up until the 1960's, the average residence contained natural products made up of woods, cottons and other fabrics. Back then it often took a blaze from 8 to 10 minutes to grow from inception to the fully-involved stage.

But in our present day world of synthetics, plastics and hydrocarbons, the same room takes only 2 to 3 minutes to reach the peak of fire growth. This accelerated rate of burn has become a major concern for firefighting teams and the officers who command them.

Oddly enough, it was a prevention tool designed to save lives that first brought Flashover to our attention - the home smoke detector. In days gone by, fires typically went unreported until they vented from a window, sending the fastest civilian running for the Gamewell Box.

Today, because of the effectiveness of early warning systems, departments are now notified of fires much, much earlier. Companies now arrive on the scene during the growth stage, entering the structure at the worst possible time, just prior to flashover. Combine this with the standing practice of aggressive interior attack, and one can quickly understand why firefighters have become more aware, and much more concerned, of the phenomenon. The simple fact is - we're seeing it much more often.

Inside the simulator: At an elapsed time of one minute, superheated smoke begins to bank down toward the firefighters on the floor. With 45 seconds the smoke ignites in what firefighters once called a smoke explosion, but now know as Flashover.

Low Tech System with High Tech Results

In Europe, where line of duty deaths, and interior attack, are quite rare, the multi-national fire community was shocked, when in 1987, two Swedish firefighters lost their lives to a flashover incident. In response, training officers in Stockholm saw the need to create an awareness program for the brigade's firefighters. They developed a rudimentary simulator that allows attack teams to identify potentially dangerous environments during the early stages of the firefight. Their primary goal: to demonstrate to suppression teams how to escape a flashover and exit safely.

On the fire training grounds near Stockholm, I prepare to videotape the special fire training simulator designed by the Swedes. I was expecting a high-tech block structure, with thermal sensors, gas jets, and emergency sprinklers. Instead, I'm led to a series of overseas shipping containers, that have been laid out in random fashion to represent various firefighting scenarios.

According to Roland Lindquist, Director of the Raddnings Verket, (The Swedish Fire Rescue Services Agency) the system was adopted by all departments in Sweden by 1990. Instructors there further refined both classroom and hands-on curriculum, and today every Swedish firefighter is required to take this special training course. It's dubbed the Swede Survival System, and it's taken Europe, and this nation, by storm.

Foreign Technology -- American Know-How

Six thousand miles away from Stockholm, in America's heartland, Indianapolis firefighters carry on a tradition that's been passed down from generation to generation -- mounting an aggressive interior attack. Like so many departments nationwide, Indy fire administration have armed all front-line personnel with the very best in protective equipment -- A secure envelope, that guards firefighters from intense heat and vicious flames.

But some say that this very same envelope denies firefighters the use of an important God-given safety regulator – the sense of feel. In short, present day protective gear is so damned good, it's difficult to determine when to bail out.

A 3-alarm blaze in Indy's downtown section, found three firefighters deep inside the bowels of the beast. A huge structure, the Athletic Club blaze was stubborn, and difficult to ventilate. According to other interior personnel, the trio entered a smoky room in search of the seat of the fire, but within moments the room erupted in an explosion of flame, instantly snuffing out their lives.

IFD was determined to prevent similar horrible accidents from ever happening again. They imported the Swede Survival System, and since its installation, EVERY IFD firefighter and officer has received extensive flashover training -- many, more than once.

In other departments throughout the USA, training officers have adapted the system to meet the needs of America's aggressive firefighters. Their goal, to show an uncontrolled blaze in a SAFE, controlled atmosphere. And to date, nearly one hundred departments and agencies have answered the call.

Share your experiences INSIDE the Flashover Simulator by posting your comments here! Also, view the video clip "Saving Firefighter Ryan" on FlashoverTV.

Remember: Everyone Goes Home! Everyone!

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Resources:

(1) Raddnings-Verket (Swedish Fire-Rescue Services Agency)

(2) Swede Survival Systems

(3) Flashover TV

(4) Everyone Goes Home!

(5) Flashover (Wikipedia)

Flashover Training

FireCollege Lead
Originally uploaded by jenni f.

Firefighters practice extinguishing techniques in a Flashover Simulator during a Rapid Intervention Training (RIT) at PCC. (photo by: Jenni Farrow)

Firefighting Volunteers and The Fickle Public

Volunteers at the mercy of the communities they serve

by: Lou Angeli
Nation's Bravest.com

(New Castle County, DE) -- I became a firefighter on a dare. I lost the bet and have been calling myself a volunteer ever since.

It was the late 70's, and the smoke from Wilmington’s “King Riots” (Martin not Rodney) had not quite cleared. Even though the rioting had been suppressed in a matter of weeks, the city remained a “police state” for several years, with heavily armed National Guard and State Police patrolling Wilmington's neighborhoods each and every night. Whether the constant military presence was really justified is still being debated in the First State. But one thing’s for sure - the riot patrols were a constant reminder that the city had somehow gone bad.

Civil disorder had ruined a huge section of town, and well populated Irish, Italian, Polish and Hispanic communities surrounding the devastation, were being abandoned for the safety and comfort of the city’s western suburbs. My parents and our family followed the lead.

The same scenario was being repeated up and down the East Coast as cities along the I-95 corridor lost families (and tax base) to suburban communities. In most cases, growth came so quickly to suburbia that government was ill prepared to cope. With the emphasis on providing better roads and a more appropriate infrastructure, Fire-EMS-Rescue protection was the last thing on most legislators’ minds.

“The Volunteers will handle it!”, was the reaction from many county seats and state capitals. But there was an inherent problem with their thinking. Volunteer fire departments were originally designed to protect small rural communities - not extensions of the big city.

Me and Citizen Fritz

Still in college, and a cub journalist for the local newspaper, my editor had assigned me to develop a feature expose’ on Delaware’s volunteer Fire-EMS system for the first-ever edition of Delaware’s first Sunday newspaper.

It seemed that some very vocal residents of a rapidly growing Wilmington suburb, Pike Creek Valley, were complaining that their community was being denied adequate Fire-EMS-Rescue protection. “The Valley” was a no-man’s land, developed on rolling farmland, miles from the nearest stores, churches and volunteer fire station. The community's mouthpiece, “Citizen Fritz” claimed that under the best of conditions, response time to “The Valley” was in “excess of 15 minutes.”

Although I didn't want the story, the editor claimed that I was best suited for the assignment, because I was already a Reserve Firefighter in the Wilmington Fire Department’s CD incubator system. He also knew that as a career advocate, I’d make the story controversial.

While researching the story, the local volunteer department’s President suggested that I join the company as a “probationary member” to get a firsthand look at how the volunteer system worked. But there was a catch to his proposal. If my report was favorable to the volunteers, I’d have to join as a full-blown member.

The Pike Creek Valley community lobbied heavily at the county and state levels to have a career fire station built - the first ever in Delaware, outside the city of Wilmington. Politicans promised quick action, which came in the form of an “outside” study. The results from Princeton, “not enough call volume to warrant a career station...’ but ‘the community is a prime candidate for its own volunteer station.”

At first, County government suggested that the existing volunteer agency relinquish the “valley” section of its district to the local community. And both the county and state agreed to fund the new entity as Delaware’s newest department. But there was just one problem, a big problem, as I reported in that very first edition of the Sunday paper, “...no one in Pike Creek Valley wants to man their proposed new volunteer fire station.”

Since then Delaware’s Mill Creek Fire Company has built, recruited personnel for and manned a well equipped fire station not far from the spot where I first interviewed “Citizen Fritz”, whose complaints of inadequate volunteer service were among the loudest. 25 years later, I’m told that “Fritz” has never stepped foot in the station that he so vehemently demanded.

“Citizen Fritz” is just one of millions of citizens nationwide, who enjoy the tax payer friendly protection of a volunteer system, but who are unwilling to join the “community of givers”, a term coined by Chief Ken Farmer of North Carolina. In most cases, “takers”, like Fritz, are also unwilling to dole out the money needed to support the career system that they believe they deserve.

So the controversial decision as to “what level of protection a community deserves” is not one that we as firefighters make, but a choice that falls smack dab on the laps of the citizens we serve.

“Fire, Rescue and EMS volunteers continue to provide a valued and low cost service in many communities, as they have for hundreds of years.” says volunteer activist Jim Wick, who was a member of Mill Creek Fire Co during the Pike Creek controversy. Today, Wick heads the Oregon Governor’s Fire Council and reminds us that “the volunteer service is still a good service, but it’s a changing service.’ He adds, “We need to keep the focus on service and cost to citizens.”

Case Study - An American Fire Station

What would be the cost to citizens of converting their local volunteer agency to a career system? That’s the question that we posed to a half dozen fire service administrators, both career and volunteer. Their answers were remarkably identical, and is best illustrated by using the Pike Creek Fire Station, the one that “Citizen Fritz” demanded, as an example.

The Pike Creek fire station is operated as Mill Creek Fire Company’s Station #2, and serves as a remote sub-station to its main headquarters, which is still located in the heart of the original community, Marshallton, Delaware. The department operates as a corporation and is contracted by the state and county to provide emergency services.

When the department was founded over 75 years ago, it was a small farming community with less than 1,000 residents living in the district. Today, the department serves a community of nearly 60,000, covering 17 square miles and a wide variety of risks. Annual call volume for both stations is in the thousands, and increasing each year.

Although the department has 200 or so members on its books, Station #2 is covered by 24 or so “active” volunteers, who are commanded by two company level officers and an Assistant Chief. During daytime hours, the department employs a core group of “paid” volunteers to staff and operate from the main fire station. The volunteer members of Station #2 operate a BLS ambulance, quint, rescue pumper and brush rig.

Even though “our administrators” disagreed on staffing levels -- some suggested three and even two person engines -- for the sake of argument, it was agreed that two firefighter-EMT’s would be assigned to the ambulance, with three other firefighter-EMT’s and and a shift commander assigned to cross-man the fire suppression and rescue rigs, 24x7, 365 days a year.

The committee arrived at the calculations by various methods and formulae, but the final average cost to the community came in loud and clear. Converting Station #2 to a career system would run a little over $840,000 per year, excluding capital expenditures such as training, PPE, tools and equipment, apparatus and building maintenance. Add to that amount projected overtime to cover vacations and sick leaves, a solid benefits package, and of course, a pension program, and the final number is well over $1 million. That’s the cost of running one small volunteer station, as a career job.

The benefits of such a career model are obvious. Immediate response by career professionals, day or night, as opposed to a delayed home response by well trained volunteers. In an ideal world, with no financial restrictions, my choice would be crystal clear.

But the ideal world only exists on paper, and the hard, cold reality is that the general public is not ready to bear the financial burden for the perfect system. At the same time, the chances of persuading John Q to devote a dozen hours each week to what we consider to be a noble profession are slim to none.

"Without the level of dedication provided by local community volunteers’, says Chief Rod Carringer of Indiana, ‘fire rescue services in this country would be forced back upon state, local and federal governments.” And the thought of inviting federal management at the local level has many administrators shaking in their boots.

“If the federal government intervenes at the local level,’ notes Chief Michael Perkins, ‘the quality of protection will be based on a community's ability to lobby in Washington, not at the town hall. And that’s where small communities will lose out.”

Forcing The Community To Get Involved

“We have to take stock and the populace must make up its mind, which way they want to turn?’ says John Adams, recently retired LA City Battalion Chief. “If they (the community) want quality fire protection, they’ll have to pay for it one way or another.” He adds, “Money makes the system work, and that is the bottom line.”

“If volunteerism is replaced by a career system, we may have better coverage and quicker response’, says Pennsylvania volunteer Penny D’Ottavio.. “But one thing’s for sure. The local community will finally be forced to get involved -- by paying higher taxes.”

And so the debate over career vs. volunteer is not one in which we, as firefighters, should be engaged in at this time. I n a very real sense, the antagonist in this story is not the stubborn volunteer or the head strong career advocate - it is public apathy.

Change is blowin’ in the wind. Will change in the fire service be a breeze, or forced upon us like a gail force wind? Only the general public can determine how hard this wind blows. But one thing's for certain. We can affect the outcome of the approaching storm by taking our message to the street, and allowing the public to decide.

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Firefighter and Partner

DSC_10047
Originally uploaded by alecani

I was searching photos of the Italian Fire Service and found this one from one of the Vigili Del Fuoco's USAR Teams. The Vigili were th first fire department, organized during the reign of Julius Caesar.

Disorientation and the Interior Firefight

During a recent Delaware fire incident, 7 firefighters became trapped on a 2nd floor duplex during a tough firefight. Fortunately, the firefighters were rescued during an agressive Rapid Intervention Evolution with just minutes to spare. Initial reports were that there was no life hazard, as occupants had been accounted for. But considering the time of day, 7:30am on a Saturday morning, Chief Chuck Hayes did what most chief officers would do -- order a search.

Several have our subscribers have asked me to repost this 2006 feature dealing with Disorientation and the Interior Firefight as it closely resembles the Delaware incident. LPA

by: Lou Angeli

(Anytown, USA) -- The fire service here in the USA is extremely fortunate to employ some of the bravest firefighters and most knowledgeable fire officers in the world. But firefighting is inherently a dangerous profession, and things will and do go wroong. When a firefighter loses his or her life in a burning structure it is usually a result of unanticipated or unexpected fire development, not the inadequacies of command or even a firefighter’s skills.

So what’s the problem and how do we fix it? Back in the mid 70's, the fire service modified its approach to firefighting from surround and drown -- to one of adopting an aggressive interior fire attack. This tactic requires that firefighting teams make their way inside the burning structure and remain there under even the most severe conditions. Over the past few years the procedure has become the source of heated debate among instructors and officers because the interior attack assumes that there are victims inside the burning building who need to be rescued.

Since the introduction of superior protective gear (Nomex and PBI) in the late 70’s, virtually every fire-training instructor nationwide has taught their students to conduct an extremely aggressive interior attack, sometimes referred to in the books as Offensive Strategy. The idea is to take an pro-active stance, moving nozzles and hoselines deep inside a building to meet the fire monster on its own turf.

But my personal belief is that -- unless a life safety issue exists -- firefighters should never attempt to inhabit the same space as fire. Being there is a lot like snorkeling in shark-infested waters, then poking a Great White in the eye.

Inadequate Staffing

According to a report issued by Captain William R. Mora of the San Antonio Fire Department, many firefighters (often Truck company members) choose to begin search and rescue operations without the assistance of an Engine company and their hoseline. "It's in our blood to rush in." one rookie told me. "Try keeping me out!"

Unfortunately, in far too many situations, the search begins prematurely because of poor staffing (career) and lack of responders (volunteers). The obvious concern in these situations is that teams that have entered won’t have the extinguishing tools to cool a blaze should flashover rear its ugly head. (Ever wonder why FDNY has a "can man.") And with no hose (or lifeline rope) to follow back to safety, firefighters often have no way out!

When the search and rescue effort goes south, a firefighter can easily become disoriented and lost in the blaze. Without a buddy by his or her side, they face the unknown alone. Panic sets in and it’s just a matter of time before they breathe-out their bottle, collapse and succumb to the blaze.

Disorientation

“The root of the disorientation problem in the fire service,’ the San Antonio study reads, ‘is the lack of knowledge about the extreme danger posed by enclosed structures and the disorientation sequence.”

In many communities, especially those protected by volunteer companies, firefighters sometimes ignore the important fact that fighting a structural blaze is a team effort. Rather than wait for next arriving units, the few who have assembled on the fireground often begin search and rescue -- or the hoseline advance -- lacking appropriate support and resources.

Crucial to fire extinguishment is proper vertical ventilation, which we’ve all been taught should take place simultaneously with the hoseline attack below. However, before the chain saw is on the roof, well-meaning hose teams – working alone -- may quickly find the seat of the fire and bravely open the nozzle to dampen the blaze. But with no vent opening to release smoke and hot gases, the team destroys the delicate thermal balance, allowing super-heated air from above to drop down to the floor and bake them like lobsters.

In cases like this, inexperienced firefighters may panic and abandon the line, leaving their partner behind. The team is now separated, company integrity is lost, and it can only go downhill from here. Call in the FAST team!

“Firefighters must be warned of the extreme dangers associated with enclosed structures,” says San Antonio’s Captain Mora. “(They) must be informed that (waging) an aggressive attack immediately on arrival may be ineffective and unsafe in many cases.”

Life Safety Issue

There’s no denying that firefighters must enter flaming structures to conduct search and rescue operations, especially when civilians are reported trapped, or the commanding officer feels that an interior attack is warranted. However, changing the behavior of two generations of firefighters, who have had the term “aggressive interior attack” drilled into their helmets, will be a tough assignment for company officers and training personnel. But change is coming slowly and some forward thinking administrators have begun to embrace alternate tactics, like large line blitz attacks using portable master stream devices.

A reminder: We’re told that the most important tactic in any type of firefight is size-up. So, the next time your company pulls up in front of a burning building, quickly establish command and learn as much about the situation at hand as you can. If there is no life-safety issue and no danger to surrounding structures, hold back the hoseteam, by their SCBA straps if you must. Wait for second due companies to arrive, then engage in a coordinated attack.

Like they say, “Everyone goes home!"

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Resources

(1) Mora, W.R., "U.S. Firefighter Disorientation Study, 1979-2001" (2003).

(2) Firefighter Life Safety Initiative - "Everyone Goes Home"

(3) Saving Firefighter Ryan -- Lou Angeli (2004)

RIT Team Rescues 7 Delaware Firefighters

Saving Our Own

by Lou Angeli

(Wilmington, DE) – January 5, 2008 -- An early morning Delaware blaze may have turned deadly for 7 firefighters if not for mutual aid pre-planning and a superfast FAST Team. The blaze in a 2-story apartment complex in Alban Park (see map), moved quickly through the building, trapping 7 firefighters who were working on the 2nd floor.

The fire at 561 Homestead Road was reported just before 7:30am to the New Castle County Fireboard, which dispatched three volunteer departments. The building complex is in a subdivision bordering the state’s largest city, Wilmington.

Upon his arrival Chief Chuck Hayes of the Five Points Fire Company reported heavy smoke and fire conditions in the 50-year old building complex. His radio report automatically activated the response of a Rapid Intervention Team (or FAST Team) whose sole responsibility is to rescue and recover trapped or lost firefighters during working alarms. Not long after they arrived, the team was put to the ultimate test.

The RIT Team assignment was given to Engine-1 of the Wilmington Fire Department, which responded as a part of a long-standing mutual aid agreement with the county’s volunteer companies. The RIT Team stood by as firefighters from Five Points and Elsmere advanced a handline to the 2nd floor.

See photos of News Journal Coverage

Wilmington Fire Dept. RIT Team working during a 2006 High-Rise Blaze

According to a report published in the Wilmington News Journal, journalist Victor Greto writes “…the fire below them burned through the hoseline, cutting off their water supply. As the fire grew worse, the trapped firefighters issued a ‘mayday’ call, triggering a Rapid Intervention Team response from a 4-person crew outside, associated with Wilmington Engine No. 1.” (1)

With the stairway gone, the RIT Team quickly improvised creating an escape path using ground ladders to replace the steps. Engine-1’s crew located the firefighters and carefully led them to safety in a rescue operation that took approximately 5 minutes. The rescued firefighters had little or no breathing air remaining in their bottles.

Tom Mitten, a spokesperson for the Five Points Fire Company told the News Journal that the operation “Went like clockwork.”

The trapped firefighters all experienced injuries during the operation and were stabilized at the scene, then transported to the Christiana Trauma Center for further treatment.

The Alban Park blaze clearly shows the importance and effectiveness of Rapid Intervention Teams on the fireground. (2) Like the deadly Charleston Sofa Warehouse fire, disorientation was the reason for the “Mayday” calls in Alban Park. Unfortunately, Charleston firefighters had no RIT or FAST Team in position and it was just a matter of moments before 9 brave firemen were lost. (3)

“Knowing that the RIT Team is on the fireground is always a real comfort,” one firefighter noted. “But the fact that they actually went to work was a frightening experience.”

Volunteer departments in New Castle County, Delaware as well as the all-career Wilmington Fire Department are to be commended for having trained, trained and trained again in RIT Operations. Like the man said, RIT Teams are a real comfort to have around when the job goes bad. And it is quite possible that 7 Delaware firefighters owe their lives to a relatively new system that is designed to rescue the rescuers.

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Resources:

(1) Wilmington News Journal: “7 Firefighters Injured” (Victor Greto)
(2) Firefighter Assist and Search Team: Wikipedia

(3) Charleston Sofa Warehouse Fire: Wikipedia

(4) Five Points Fire Company

(5) Wilmington (DE) Fire Department (photojournal)

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