Académique Documents
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MAXIMUM
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RESPONSE
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April 2016
Volume 34, Issue 4
To subscribe, visit
www.firefighternation.com
s
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48
A look at the uses and benefits of 1-inch highperformance hose and how it matches the 2-inch
hose in every flow category tested.
By Paul Shapiro
By David F. Peterson
52 Integration Nation
The author explains to a nontechnical audience
the fundamentals of linking data systems in the
fire department. If you think it may be too costly,
ask yourself: Can you afford not to integrate?
65
By Matt Hinds-Aldrich
68
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ATHLETIX
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nts
e
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t
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a
Dep
8 From the Editor
The many paths firefighters travel in their careers
and lives.
32
26
By Erich Roden
14 Nozzlehead
Do your drills and training match your
fire operations?
By Billy Goldfeder
20 Apparatus Ideas
Loveland-Symmes (OH) Fire Department receives
two engines and a quint.
By Bob Vaccaro
32 Fire Attack
Engine company operations in multiple dwellings.
By Mike Kirby and Tom Lakamp
42 Distant Fires
Fires of note from April 1916.
By Paul Hashagen
46 Thermal Imaging
Using a camera during preflashover conditions.
By Carl Nix
COVER: The pilot of a wildland firefighting aircraft looks down on his drop area to determine his drops
effectiveness during what is always a dangerous operation. Aircraft drops are often done near operating firefighters on
the ground, guiding the aircraft to its target. As the wildland urban interface season approaches, we are reminded of the
brave pilots who fly aging aircraft over some of the most dangerous firegrounds in the world. Working effectively with
aircraft requires more than just a professional relationship between pilot and firefighter; it requires a bond held together
by the realization that both are in harms way to accomplish the same mission. Working in conjunction with aircraft
also adds a tremendous layer of command responsibility to ensure that aircraft are used effectively and at the right time
during the operation. (Photo by Mike Meadows.)
76 New Deliveries
77 New Products
78 Classifieds
79 Ad Index
80 The Backstep
Guidelines on what is high risk/low frequency.
By Matthew Tobia
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Phone 800-266-5367 or 973-251-5077
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1604FR_6 6
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ullExs training facilities feature our signature Smart Class A system, which is designed
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By Erich Roden
1604FR_8 8
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W HE N YO U G O I N ,
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1604FR_9 9
W E G O IN WIT H YOU.
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FIND IT @
Like us on Facebook:
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12
1604FR_12 12
Follow us on Twitter:
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T4 X
T3 X
Ecl ip se LD X
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THER MAL IM A GE RS
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Nozzlehead
By Billy Goldfeder
14
Dear POd,
Thanks for trying so hard to not sound like a
whiner. Congratulations, you failed miserably. You
are whining, but in this rare case it may be valid.
Its refreshing to not hear you whine about having
to:
Actually do company drills.
Respond on EMS runs.
Turn out in seconds, not minutes.
Turn out at 0300 hours to help Grandma
because no one else can help her.
Do proper, thorough truck and equipment
checks.
Do things without your officer asking your
opinion every time.
Stop at red lights and stop signs.
Drive the equipment as if your family is driving
in front of you.
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Nozzlehead
The PRO500
REPLACEMENT LINER
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Enough Said.
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Apparatus Ideas
By Bob Vaccaro
being built, as well as some 4,000- to 5,000-squarefoot homes. The population is 29,000 and grows to
40,000 during the daytime.
REPLACEMENT SCHEDULE
According to Deputy Chief Josh Blum, the
department tries to follow a regular replacement
schedule for its apparatus. Engines are replaced
every 12 years and aerials every 15 years if feasible.
While this might seem early for some departments
to replace their vehicles, Blum states that they are
actually saving money by early replacement. The
department gets more money for the sale of the
vehicles because they are newer and maintenance
costs are lowerthey are replaced before any
major work or overhaul has to be performed on the
vehicles, Blum says. The vehicles being replaced
are 17 and 21 years old.
The planning for the replacement of the two
engines and the quint began in 2014. We were
looking at various manufacturers and wanted to
upgrade features on these vehicles that we didnt
have on the older rigs, Blum says. We went
LSFDs new fleet, with two Spartan/Smeal engines and a Spartan/Smeal 75-foot quint. (Photos by LSFD.)
20
1604FR_20 20
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Apparatus Ideas
through the Ohio state bid process and eventually chose Smeal/
Spartan for the manufacturer to build all three trucks.
VEHICLE STRATEGIES
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KEY FEATURES:
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Engines
2015 Spartan/Smeal Gladiator chassis.
400-hp Cummins ISX9 diesel engine.
Allison EVS 3000 automatic transmission.
Hale 1,500-gpm pump, 500-gallon water tank, 30-gallon
Class A foam cell.
6-kW hydraulic generator.
Quint
2015 Spartan/Smeal Gladiator chassis.
75-foot steel aerial with prepiped waterway.
400-hp Cummins ISL9 diesel engine.
Allison EVS 4000 automatic transmission.
Hale 1,500-gpm pump, 300-gallon tank, 20-gallon Class
A foam cell.
10-kW hydraulic generator.
Whelen LED Light packages on both.
@PIGEONMOUNTAIN
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APPARATUS FEATURES
The engines have low large hosebeds that carry
a great deal more hose than the pumpers that they
replaced. The front bumpers are extended with a
swivel six-inch intake on one side and a gate wye
with 200 feet of 1-inch attack lines on the other
side. The crosslays have two 200 feet of 1-inch
attack lines with a side-mounted dead load of
400 feet of 1-inch attack line. The rear hosebed
has 1,050 feet of five-inch, large-diameter hose
(LDH); 600 feet of 2-inch attack line; 600 feet
of three-inch attack line; a three-way valve; and a
blitz line.
The quint has a 75-foot piped-in waterway on
the aerial with a 2-inch discharge. It also has
six-inch LDH intakes on both sides. Ground ladders consist of a 35-foot, a 28-foot, a 24-foot, two
16-foot, one 10-foot, and a 16-foot roof ladder. It
features an electric remote control Akron nozzle at
the tip that can be operated at the pump panel and
at the pedestal by a single operator if needed. The
rear hosebed mirrors the engines but has 750 feet of
five-foot LDH instead of 1,050. All vehicles have
a FoamPRO system installed with 30-gallon foam
cells on the engines and 20-gallon on the quint.
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23
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Apparatus
Ideas
The rear of one engine with reflective striping and a low hosebed.
PLAN AHEAD
As you can see, the LSFD has planned well for
this large purchase. It had firefighter safety in
mind with choosing the larger cab with air bags
all around as well as lower hosebeds. All three
vehicles carry a great deal of hose, especially the
Vantage
115 Lumens, 167 meter beam
distance
Ultra-bright blue tail light.
Attaches above or below helmet
brim.
Survivor
PolyTac 90 LED
Compact
Low pro
le model incorporates new
right-angle ashlight.
clip/hook design for accurate light
Clips onto turnout gear,
orientation
ACH or a head strap.
170
175
lumens on high with low and
lumens, 7,000 candela
moonlight
modes, 210 meter beam
peak
beam intensity.
distance
BECAUSE
SEEING
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OPTIONAL.
Knucklehead Spot
180 lumens on high with 3.5 hr. run
time, low and moonlight modes, 210
meter beam distance
Articulating head rotates 360 degrees
Clip and powerful, removable magnet
attaches to any steel surface
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1604FR_24 24
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THE
ALL-IN-ONE
HIGH PRESSURE
BREATHING
AIR SYSTEM
BauerFire.com
BOOTH# 5826
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sls@bauercomp.com
www.BauerFire.com
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By Todd McNeal
26
1604FR_26 26
ROTOR-WING AIRCRAFT
This class of aircraft is the most versatile used in
wildland incident management. Helicopters are
the backbone of suppression and logistical missions
and support ground resources in many ways. From
troop shuttles to gear hauling to water dropping,
these are used successfully every summer flying
thousands of hours. For the sake of brevity, I will
not list all of the advantages or disadvantages in
every possible situation, but I would like to touch
on the fundamental considerations when working
with helicopters.
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Wildland
Urban
Interface
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Wildland
Urban
Interface
FIXED-WING AIRCRAFT
This class of aircraft is responsible for the most
impact on large, fast-moving fire fronts. They can
be used in an offensive or direct suppression mode
or in an indirect mode. Fire behavior explodes
when conditions are in alignment, and when that
occurs there is little ground or air resources can do
to stop perimeter growth and spotting.
Point-protection of certain values at risk can
be accomplished but often the greater perimeter
continues to grow until conditions producing the
extreme behavior abate. These conditions are when
the fixed-wing aircraft are exceptionally beneficial
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Fire Attack
By Mike Kirby
and Tom Lakamp
Assessment is essential in
tenements with long hallways, ordinary constructed
dwellings with multiple
entrances, and single-family
dwellings converted into
multiple families with various
entry points. (Photos by CFD.)
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1604FR_32 32
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There are some multiple dwellings where a stretch via a ladder or using a rope
might be your first plan of attack to speed the stretch and get water on the fire
in a more timely fashion.
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Fire Attack
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OTHER CONSIDERATIONS
Number of fire lines and staffing: Just like
any other fire, you will need an attack line,
a backup line, and an exposure line (floor
above) to fully cover fire operations. You may
need additional lines depending on extension, but planning for three lines will get you
started. Sometimes, in difficult stretches, the
first-due engine may need assistance with
its line to stretch to the seat of the fire. It is
difficult for an officer and a single firefighter
to deploy a 1-inch hoseline up five stories
and down a 150-foot hallway. To speed the
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W H E R E WO R L D C L A S S L E A D E R S C O M E TO T R A I N
HANDS-ON TRAINING
WORKSHOPS
PRESENTED BY
CLASSROOM SESSIONS
EXHIBITS
www.fdic.com
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Fire Attack
evolution, ensure kinks are managed and assist with advancement
(especially if starting from the stairwell in a long hallway with an
open apartment door). A second engine assisting is vital for success.
If the second engine works with the first engine, then you need
additional engines or personnel to stretch the backup lines and
vertical extension lines.
Controlling doors: Many firefighters are afraid to chock doors
after getting glimpses or inappropriately interpreting recent
scientific studies. In multiple dwellings, there are often several
doors to go through to get to the fire area. In a large tenementtype building, you can encounter several doors, all of which need
to be chocked to keep the hose moving and avoid a pinch, kink,
or total loss of water. Take into consideration that there is often an
entrance door to a lobby, door to a hallway on the first floor, door
to the stairwell, door leaving the stairwell, and apartment door,
which all have to be navigated. This requires five door chocks, and
companies should be prepared to manage these obstacles.
Alternative means of hose deployment: Sometimes additional
lines may need to be stretched via an alternative means by using
a ladder or rope stretch. If you have a well-involved fire in a
large multiple dwelling with exposure issues on multiple floors,
dont overcrowd the stairwells with multiple lines. Once you put
more than a couple lines in a stairwell, it becomes nearly impossible to move up or down effectively, the hoses get intertwined,
and advancing a line on the bottom of the pile becomes nearly
impossible. There are some multiple dwellings where, because of
layouts or stair configurations, a stretch via a ladder or using a
rope might be your first plan of attack to speed the stretch and
get water on the fire in a more timely fashion.
PLAN AHEAD
As you can see, there are many considerations during engine
operations at multiple dwellings. These structures pose the greatest
concentrated life hazard for residences, and the need for proficiency and speed in operations is paramount to meet the main
mission of the fire department. To ensure proficiency, master the
basic engine skills of line selection, deployment, flaking, advancement, and operation of the hoseline. Ensure proficiency in your
self-contained breathing apparatus and donning at the location
where you put water in your line (point of service).
Get into your response areas, pay attention on other runs, and
practice in buildings and complexes that you think will be difficult.
If you dont know how much hose you will need, stretch and figure
it out before the fire. If you dont have these fires often, practice for
them frequently so you dont revert to the 50- to 75-foot front yard
stretch you use all the time at a single-family residence. Do it right
before the fire so you can be effective and safe at the fire!
Your Legacy
of Safety
Begins with
Mike Kirby is a captain with the Cincinnati (OH) Fire Department (CFD), assigned
to Engine Company 12. He is a 22-year veteran of the fire service with experience
in paid and volunteer fire departments.
Tom Lakamp is a 28-year veteran of the CFD and the special operations chief.
Lakamp is also an adjunct instructor at the University of Cincinnati Fire Science
Program and has a bachelors degree in fire science. Lakamp is a graduate of the
National Fire Academys Executive Fire Officer Program.
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By David Rhodes
PREVENTABLE LODDs
According to the National Fire Protection Association Web site, from 1997-1984 the average number
of LODDs was 137, 1985-1994 it was 110, 19952004 was 100 (excluding 9/11 deaths), and 20052014 was 82. What do these numbers really tell us?
Are we looking at the right things when it comes to
risks? Those who worked (and are still working) on
educating and challenging us are to be commended
for the holistic approach. I certainly want to see the
decline in numbers continue, and I want to ensure
that we remain focused on understanding that the
16 Life Safety Initiatives were developed to eliminate
preventable deaths.
I recently heard someone using the Everyone Goes
Home slogan, then making the comment that all
firefighter deaths and injuries are preventable. This is
not the first time I have heard someone say that but
the frequency of hearing it is increasing. Caution: All
firefighter injuries and deaths will never be preventable unless we shut the fire service down.
In our admirable course to reduce LODDs, we have
to be careful not to create unrealistic expectations or
become obsessed with the numbers game. There is no
way to know that a person has stored a propane cylinder in a house on fire that will explode and kill one of
our members. There is no way to know that someone may lose his footing and fall off a ladder. Risk
management is a process to reduce and help eliminate
these possibilitiesbut it is not a guarantee.
38
1604FR_38 38
HINDSIGHT BIAS
SITUATIONAL REACTION
Lets look at how we react to and perceive an LODD
as a result of a cardiac arrest. Think about it: You
are in a leadership role in your department and one
of your members dies while on an emergency scene
after climbing the stairs in a building to check on a
fire alarm. The individual has been with the department for 20 years and is overweight and smoked his
entire career. Does your organization blame itself for
this LODD? Is an investigation launched to see who
was responsible for hiring the individual or allowing a
high-risk candidate for heart attack to operate on an
emergency scene? No, most dont. Do we change our
policy so that no one in the department is allowed to
climb stairs? We basically grieve for our loss, we dont
place blame on anyone or even look to find fault, and
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Hump Day
S.O.S.
BEYOND OUTCOME
In the book Behind Human Error, the point is made
that outcome cannot be the sole indicator of success.
Fireground operations are extremely complex, and
when something bad happens an investigation must
focus not only on the practitioners at the sharp end
of the process. The sharp end of a complex system is
characterized by how practitioners adapt to cope with
complexity. We should be extremely sensitive to the
limitation of known remedies. While good management and organizational design may reduce accidents
in certain systems, they can never prevent them.2
ANSWER YOUR
CALLING
WITH
COURAGE
TTEXTBOOKS
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IN
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Scott Boyd
CSU Graduate, Captain, Savannah
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Emergency Services, Savannah,
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TO LEARN MORE ABOUT OUR TRAINING, WORKSHOPS, CEUs AND ONLINE DEGREES, VISIT
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ENDNOTES
1. Yarnell Hill Fire: Serious Accident Investigation,
September 2013, www.iawfonline.org/Yarnell_Hill_
Fire_report.pdf . (Authors note: The team assembled
for the State of Arizona approached this investigation and report on one of the most professional and
meaningful context and provided us a guide into
how we should approach any investigation to avoid
hindsight bias.)
2. Dekker, Sidney, David D. Woods Richard Cook,
Behind Human Error, Ashgate Publishing Limited, 2nd
edition (August 1, 2010).
3. Dekker, Sidney, Second Victim: Error, Guilt, Trauma
and Resilience, CRC Press, (March 26, 2013).
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Distant Fires
By Paul Hashagen
To read more
42
1604FR_42 42
tion.
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See us at
FDIC Booth
#4942
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1604FR_43 43
262.363.2030
262
363 2030 email:
il info@rollnrack.com
i f @ ll
k
rollnrack.com
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By Ronny J. Coleman
PROGRAM AVAILABILITY
Where is the incentive to go through the rigors of
getting a doctorate in fire and emergency services?
And how accessible are these programs? Yes, there
are programs out there. But, if you are a chief officer
in West Hickup Falls, South Dakota, what sort of
program is going to be readily available to you?
Of course, one of the responses to that concern is
to look on the Internet for a long-distance program.
And that is a viable option, but it comes with limitationsnot the least of which is that the numbers
who register for courses online and the numbers who
complete them are not as high as we should expect.
So let me shift to a comparison of our peer groups,
specifically criminal justice. Do they suffer from the
same deprivation? Hardly. Go the Web site www.
criminaljusticeprograms.com/programs-by-state/ and
look at the number of programs that are available to the
upwardly mobile and aspiring chief of police. Again,
this is not certificate envy on my part. What I am comparing is the construct of our system in comparison
to our peer groups. We are not competitive with law
44
1604FR_44 44
enforcement, and I would submit that we are not competitive with the educational levels of city engineers,
human resource directors, and city managers either.
DEGREE REQUIREMENTS?
Where is any requirement on the fire service to
possess a doctoral degree? Do we need such a requirement? Is there really any reason for post-graduate
degrees in an occupation where the lack of a degree is
not considered a liability by the hiring organizations?
I will leave the discussion open for now. But it has
got to be answered in the next few years if the fire
service is to have a true top-to-bottom educational
framework. Is there a doctor in the house? What
kind of doctor is he? And does the doctorate provide
a knowledge base that increases the fire services
efficiency or effectiveness?
Ronny J. Coleman is a retired state fire marshal for the State of
California. He has achieved chief officer designation at both the
state and national levels. Coleman has a master of arts degree
in vocational education, a bachelor of science degree in political
science, and an associate of arts degree in fire science. He is
president of Fireforceone, a consulting firm in California.
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OmegaFlex, Inc.
451 Creamery Way
Exton, PA 19341
1-800-671-8622
ISO 9001 Registered Company
FGP 743 04/16
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Thermal Imaging
By Carl Nix
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1604FR_46 46
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FIREGROUND STRATEGIES
3rd Edition
by Anthony Avillo
NEW EDITION
www.FireEngineeringBooks.com
800.752.9764
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REPEATING HISTORY
Its a true fact that the fire service tends to do what it has always
done in the past when it comes to certain issues, and the 2-inch
48
1604FR_48 48
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advocating of the use of the 2-inch attack line. Several fire service
instructors specialize in training in advancing the big line with
very positive results. They have shown techniques that remind me
of athletes training for an event. The basic use of body mechanics
makes a big difference in moving the big hose.
What I would like to do is add to the outstanding techniques taught
by these instructors by making the handline lighter while maintaining
the same 2-inch handline flows. I will focus on the large-flow handline concept with a different twist to it. We will be using 1-inch
high-performance attack hose for the high-flow handline for the purpose of making the big hit line easier to deploy. The high-performance
hose has the ability to expand up to approximately 178 inches when it
is charged. This, along with a friction-reducing inside liner, creates a
lower friction loss and therefore allows for higher flows.
SORP 85
GPM 165
NP 54
SORP 85
GPM 185
NP 50
SORP 85
GPM 210
TIP 1 in.
NP 50
SORP 85
GPM 218
NP 34
ECO 10
2-in. hose 150 ft. with 2-inch couplings
SORP 85
GPM 177
NP 62
SORP 85
GPM 201
NP 60
SORP 85
GPM 217
TIP 1 in.
NP 54
SORP 80
GPM 248
NP 44
BIG 10
2-inch hose 150 ft.
SORP 75
GPM 265
GPM 345
NP 50
NP 56
SORP: standpipe outlet residual pressure GPM: gallons per minute NP: nozzle pressure
NOTE: Tests were done from the hydraulically furthest standpipe outlet from the building pump.
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FLOW TESTS
The statistics presented in Table 2 compare 2-inch and
1-inch high-performance lines at 200 feet with their corresponding flows and PDPs. The 1-inch high-performance hose
is manufactured by Key Fire Hose. The nozzles used for this test
are smooth bore tips based on a 50-psi nozzle pressure. Because
the high-performance hose will have a higher friction loss than
the 2-inch at the high flows we are trying to achieve, a nozzle
HIGH PERFORMANCE
1.88-in. hose 150 ft.
SORP 80
TIP SIZE
NP
NR
FL
PDP
265
1 1/8 in.
300
1 3/16 in.
50
99
10
80
50
111
15
325
1 1/4 in.
85
50
123
20
90
PDP
TIP SIZE
NP
NR
FL
160
7/8 in.
50
54
20
90
185
15/16 in.
50
69
25
110
210
1 in.
50
71
35
135
265
1 1/8 in.
50
99
55
185
300
1 3/16 in.
50
111
60
190
325
1 1/4 in.
50
123
80
210
49
3/22/16 2:35 PM
Can you see the difference? High-performance hose is just 18 inch larger.
50
1604FR_50 50
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The 1-inch hose will have a tendency to kink at the nozzle at the high flows
because of nozzle reaction. The solution to this is adding a short section of
2-inch hose at the nozzle.
firerescue.hotims.com
CABINET DRYERS
TUMBLE DRYERS
WASHER-EXTRACTORS
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52
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in the middle of the night so we can get back to bed. It is the forms we begrudgingly
complete to keep headquarters and city hall happy. Data is something we tend to do
for someone else. Moving to digital data systems has multiplied the amount of data
but not necessarily the ways we use data. As we start to improve the ways we use the
data, the more we realize just how siloed our data and our data systems are. Data
system integration is the next rallying cry that is poised to sweep the fire service.
This article focuses specifically on data integrations as they relate to the fire service. It briefly introduces a number of concepts around data architecture, software
configurations, and data portability, as they are essential to understanding the capabilities and limitations of current data and records management systems (RMSs).
This article is not intended to provide a comprehensive technical how-to manual
on data integrations; it is intended to help a nontechnical audience understand the
fundamentals of linking data systems.
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your department installed a smoke detector or had previous contact? Data system integration is the process by which different data and RMSs are linked on the back end
so that data transfer directly, seamlessly, and accurately from one system to another to
improve efficiency and effectiveness. Or, as IBM Analytics put it: Data integration is
the combination of technical and business processes used to combine data from disparate sources into meaningful and valuable information. A complete data integration
solution delivers trusted data from a variety of sources.2
For the end user, it should seem intuitive: A change is made in one system and
is automatically updated in another system. No more keeping multiple lists and
spreadsheets or logging into multiple systems to ensure they all match up.
To illustrate the concept, lets begin with a scenario: A firefighter/paramedic
has been diagnosed with meningitis and now the department needs to cover the
employees upcoming shifts and identify personnel and patients the employee likely
came into contact with. First, the automated shift-scheduling system pulls a list
of certifications from the training RMS and identifies the next person from the
overtime list that meets all the certifications and criteria required to fill the shift.
Next, the department queries the incident RMS to identify all calls to which the
sick employee responded. An automated message goes out to all potentially exposed
personnel and other stakeholders, alerting them to the possible exposures. While
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53
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Table 1
Version 1
Version 2
123
S. Smith St. SE
Version 3
123
S. Smith St.
SE
Version 4
123
S. Smith
St.
SE
Version 5
123
S.
Smith
St.
SE
Table 2
Unit Numbers
Address Ranges
Table 3
SHARING DATA
Building 1
14 007700100445
Building 2
15 206 04 095
Building 3
17 0161 LL0158
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INTERDEPARTMENTAL BENCHMARKING
Similarly, as fire departments work to ensure they are providing
the highest quality service to their respective communities, more
WE SPECIALIZE IN
FULL BODY
HARNESSES
THAT HELP YOU DO MORE.
E.
ADVANTAGE
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1604FR_56 56
3/22/16 2:35 PM
The chorus for this rallying cry is growing louder. Fire departments
across the country are becoming increasingly data savvy. Data are
becoming less of what we create simply for someone else. Integrating
data systems is the backbone for this paradigm shift. Fire service
leaders dont need to be experts in data architecture or API configurations to realize its value. They do, however, need to broadly understand what integrations can and cannot do and budget appropriately
to ensure vital systems are appropriately integrated. With the current
speed of technological development and data production, the only
limitation of how interconnected our data systems will be in another
15 years is our willingness to embrace integrations. As expensive as
integrations can be, can we afford not to?
REFERENCES
1. Roden, Erich, and Matt Quinn, Big Data in the Fire Service: A Primer, FireRescue, December 2014.
2. IBM Analytics, Data Integration, www.ibm.com/analytics/us/en/technology/
data-integration.
Matt Hinds-Aldrich, PhD, is a management analyst for Atlanta (GA) Fire Rescue
Department, where he manages a diverse range of projects and initiatives. He has
been actively involved in the fire safety field for 15 years, having most recently
served as a fire science assistant professor and interim program director at Anna
Maria College. Most of Hinds-Aldrichs work focuses on performance management, organizational problem solving, and community risk reduction initiatives. He
has researched, written, and presented extensively on the concepts of firefighter
culture, behavioral economics in public safety, and the unfortunate topic of
firefighters arrested for setting fires.
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The
Road
Resilience
Part 1
to
Taking care
of ourselves
BY NAOMI L. BAUM
58
1604FR_58 58
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irefighters are tough. Walking into burning buildings and putting out the flames take a great deal of both physical and mental resolve. Spending months and years of their lives training so
that, when the call comes, they are ready to jump into action
and save lives, firefighters sometimes seem invincible to the publicand
maybe even to themselves. But are they? What happens after the flames are
doused and the fire is out? Where do firefighters go, and what do they do?
Psychological studies show that first responders, a group that includes not
only firefighters but also police officers, paramedics, and emergency room
workers, are at greater risk for work burnout, compassion fatigue, alcoholism, and more. These statistics call attention to the fact that, along with the
stories of courage and bravery, there is a darker side to firefighting that needs
some light shed on it.
WHAT IS RESILIENCE?
Picture a spring. When you compress the spring, or when the spring is
under a lot of pressure or stress, it contracts. When you stop pressing on it,
or remove the stress, the spring bounces back. This captures the essence of
resilience. It is a flexible attitude that allows for a wide range of emotions
and reactions. It is the ability to withstand stress and to bounce back after
adversity. A resilient person will feel pain, anger, sorrow, and fear without
worrying that he will be swallowed up by those feelings. Allowing yourself
to leave these feelings and move on to happiness, joy, excitement, and fun is
the essence of resilience. That spiral motion of movement between the more
difficult emotions of pain and sadness to happiness and joy characterizes
resilience. The ability to access a variety of behaviors and activities and to be
flexible and decide what works for you right now is true resilience.
So how do we build resilience? How do we let ourselves express a wide
range of emotions in a healthy and constructive way? Can resilience, in
fact, be built? In the Building Resilience Intervention (BRI) model that
I developed and implemented worldwide, there are four essential steps.
Learning about these steps and practicing skills related to them can greatly
enhance coping in populations that have been exposed to a large variety of
traumas ranging from natural disasters to terrorism and war. Specifically,
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STEP ONE
The first step in helping yourself is developing selfawareness, self-knowledge, and understanding how
your mind and body are connected. For a start, take
an inventory of your stress level. What stresses do you
have in your life? Are they ongoing? Transitory? Are
they things that are in your control or out of your
control? Examples of ongoing stresses are elderly parents
and physical illness. Stressors that are more short term
include an unexpected bill, a deadline at work, and covering shifts for a friend on vacation. Check out where
your stresses occur. Are they mostly at work? In the family arena? Somewhere else? Of course, none of this will
change the stresses in your life, but mapping them out
can help you become more aware of what is going on in
your life and examine what you might change and what
you cannot. Often, sharing your results with a partner
or friend can be helpful as well.
STEP TWO
The second step in building resilience is learning how
to communicate about feelings. Research shows that
ROOKIE to CHIEF
FIREFIGHTER
STEP THREE
What do you do when the going gets tough? How do
you help yourself? What works for you? Do you call a
friend, go fishing, read a book, or take a nap? Examining how you normally cope with stress and adversity
and expanding on those existing strengths and resources
comprise the third step in resilience building. Most
people have a preferred method of dealing with stress or
hard times. For some, it is physical like going for a run
or taking a bath. For others, it may be reaching out to a
friend. Yet others prefer to curl up with a book or watch
a movie.
FIRE OFFICER
FIRE CHIEF
Fire Service Chief Executive Ofcer (FSCEO)
Leadership Development Symposium
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STEP FOUR
The fourth step in resilience building is finding
meaning. Firefighters can easily find meaning in the
hard work they do saving lives, but they may have
a harder time understanding the tragedies that they
encounter over the course of their careers. Finding
a way to talk about the existential dilemmas they
face that may include feelings of helplessness and
crisis in belief can be an important part of resilience
building.
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t.
u
o
is
k
development and abatement. Consequently,
However, this seemed to be too simplistic.
c
e
when his n
the hazards and risks to emergency respondWhile
there are several other risk manageConant
James B.
ers are abundant, and injuries and death are a
ment models that have been developed over
very real possibility for all emergency medical
the years, one stood out as being very comservices (EMS) and fire department personnel.
prehensive and yet specific enough to be applied
What is needed to help minimize risk to responders is
at nearly every type of emergency. We will get to the one
effective leadership to model risk management in the field; an
statement that was selected for our fire department.
effective and sanctioned risk management model in policy form;
The purpose of a risk management policy is to help provide as
and comprehensive training on how to use a risk management
safe a working environment as possible for all department personmodel for any emergency. What follows is a real life incident that
nel through an administrative control. Yet, merely proclaiming
applied a risk management model and saved a life!
a risk management model as the way is a hollow approach and
deceptive to all members unless proper training supports the
DEPARTMENT IMPLEMENTATION
policy. Therefore, the risk management model was presented as a
As the fire chief for a village, paid-on-call fire department, I rec- new policy at a department training session. The reasons for the
ognized the importance of developing and applying a risk manpolicy were outlined, and then several scenarios were presented
agement policy for our department employees to follow. Most
and discussed thoroughly so that all personnel understood the
fire departments do not have formal risk management policies, or application and utility of risk management. In short, I wanted
statements, or mantras, and my department was no exception.
to make it abundantly clear that our goal was for everyone to go
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1604FR_62 62
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home after each emergency response with their safety and well
being completely intact.
Over the course of several months and after application of
the risk management model at all emergencies, the concept of
risk management seemed to take root in department members.
Our own approach was to include the risk management model
in all incident checklists and even laminate it on the dashboard
of all emergency vehicles. The premise was to get it out in
front of everyone to see and use so that it became part of our
response fabric and cultural mindset. Numerous and repetitive
uses of the risk management model were exercised each week
during both EMS and fire training sessions. Essentially, we
slowly turned each department member into a risk management
officer.
The collapse zone that pinned the victim to the floor was inside the west door,
approximately one third down the south wall on the right. This view is looking
at the west side of the building after the emergency phase has ended. Broken
trusses can be seen hanging from the wall. (Photo by Lloyd Schultz.)
THE INCIDENT
Just over three years ago, an extremely windy day had ensued
on a hot, late August afternoon in southern Wisconsin. At a construction site for a future semi-truck wash facility, workers were
installing large-span, lightweight, wood trusses onto the top of
the wood-frame walls. This was a large pole frame type of building, approximately 110 feet long and 50 feet wide, and the trusses
were craned into place where workers at the top of the 20-foot
walls secured them into place. To rely on the strength of the ends
of the building, the trusses were installed on each end initially
and then worked toward the middle.
After three trusses were installed on each end, and while the
fourth truss was being positioned on the east end, a wind-induced
collapse occurred. The last truss fell against two other trusses on
the east end and they fell to the floor of the building, shattering
apart as they fell and pulling the south wall in toward the center
of the building.
At the same time, the last truss installed on the west end also
collapsed and fell to the ground. It was at this location that four
construction workers were involved in the immediate collapse
area; one of them on the ground was struck by the truss remains
and pinned to the floor.
Other on site workers immediately checked on the four workers and found that one of them was unconscious but breathing
and bleeding profusely from a head wound. Even though hed
been wearing a hard hat at the time, the force of the falling
truss destroyed his head protection and violently forced him to
the sand and fine-gravel floor. One of the workers immediately
called for emergency help and police, fire, and EMS responded.
Meanwhile, with the remaining trusses and the south wall flailing
in the high winds, the remaining workers on site did not enter
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the collapse area. After a quick head count, it was soon determined that the worker who was struck and bleeding was the site
foreperson.
INCIDENT MANAGEMENT
First on the scene was a local police officer who verified the collapse. He was quickly joined by a Wisconsin State Patrol officer.
Both of these officers immediately entered the collapse area to
render aid to the pinned construction worker, with the local
officer bracing the leaning south wall the best he could. Shortly
after the arrival of the police officers, a fire engine arrived with
five firefighters followed by a rescue with one paramedic and one
emergency medical technician. A few minutes later, a grass fire
truck arrived with two additional firefighters.
The incident commander (IC) who arrived on the engine
conducted a quick assessment and, combined with on scene
information, considered an entry into the collapse zone for rapid
victim removal. His thought process was that the worker may
have life-threatening injuries and need to be removed as soon as
possible to save his life. The IC reflected on the departments risk
management model policy and the three statements. He knew he
was presented with a savable life but that it presented a significant
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This image is looking at the south wall of the structure from the west side
after the emergency phase. Note the bowing of the wall because of the
collapse of the trusses. This wall was secured with ropes and anchored to a
grass fire truck during the emergency. (Photo by Lloyd Schultz.)
The collapse of trusses within the structure viewed from the east side after
the emergency phase. (Photo by Lloyd Schultz.)
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1604FR_64 64
THE AFTERMATH
It was later learned that the patient was a 36-year-old male
who suffered a skull fracture and brain injury, an abdominal
injury with an internal bleed, and extremity fractures; he was
consequently kept in a coma for two weeks. The paramedic who
treated the victim stated that a few more minutes left untreated
would have surely meant death for this man. The best part of
this story was that he endured a lengthy rehabilitation period
that led to a full recovery. This survivor, and his very grateful
wife, showed up at the fire department exactly one year later,
walked in, and stated that he was reporting back to work two
weeks after that.
Although all responders in the collapse area were subjected to
danger, it is apparent, in retrospect, that careful but expedient
thinking considered extending vigilant and measured risk to protect and rescue savable lives. It is a tribute to the leadership present, in consideration of the departments risk management model
policy, and the effective training in the months leading up to this
incident that changed this potential tragedy into a triumph.
Authors note: As the chief of the department, I interviewed all
responders who responded to this incident and determined that
the actions taken to save this mans life were nothing short of
heroic and completely consistent with our risk management
model and policy. Essentially, these dedicated responders risked a
lot to save a lot in the finest fire service tradition. Consequently,
these responders were given written commendations and received
awards at the next annual award ceremony. The Wisconsin State
Patrol trooper who entered the collapse zone with his first-aid kit
also received an Officer of the Year award for his actions.
The author wishes to thank paramedic Jim Lilly for his contributions to this article.
David F. Peterson is a 35-year veteran of the fire service and a retired Wisconsin
fire chief. He is presently the EMS and fire training coordinator for Blackhawk
Technical College in Janesville, Wisconsin. He has served as a company officer,
training officer, haz-mat team leader, chief officer, and incident commander in his
career. He is a past board member for the Wisconsin State Fire Chiefs Association,
a national presenter on fire service topics, and founder of the Wisconsin Association of Hazardous Materials Responders. Peterson has an M.S. degree in executive
fire leadership and disaster preparedness and is a National Fire Academy graduate
of the Executive Fire Officer Program.
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RECRUIT CLASS
We started with 15 young Saudi Arabian men who had just
undergone 14 months of English language training. Some knew
very little English at the start, and some did not know any at all.
After the completion of the English language training, they were
sent to us. Now it is important to say that although they went
through English language training, none of the training included
fire service language, and we all know what that is like. We then
added five Filipino firefighters who knew very little English, and
what they did know did not come with formal training.
The assigned instructors included me and another former
LSU instructor. Deputy Chief Duane Mixon was the lead of the
academy. Our training coordinator headed up the program from
an administration position. We then added a young Saudi officer,
Abdulmajeed Al Huthail, who loves the fire service and shows
a lot of promise as a future leader of the department, which is
important as the whole goal of this operation is to place it in the
hands of the Saudis one day. But early on, the young Saudi officer
was there to help with translation. As the academy went on, the
young Saudi officer would prove his worth tenfold.
The first day of the academy was much like any other in that
everyone introduced themselves and we started laying down the
rules. This was our first indication of how vast the language barrier was. Our mindset when we started the academy was to do it
like we had always done it (ever hear that before?). We began in a
classroom and started throwing PowerPoint presentations on the
wall. We soon discovered that the only thing hitting the wall was
our hard instructor heads. The young men could not grasp the
subject at all because they had nothing to draw from. For most
of these men, this was the first job they had ever had. We began
teaching using the same verbiage and rhythm that we knew, and
it was getting us nowhere fast. When we would give them a quiz
on what they had been taught in class the day before, the results
were less than stellar.
CHANGING STRATEGY
After a couple weeks, we knew we had to make a change. For
those of you who have trained firefighters, you can attest to
the fact that you will always have some students who are better
hands-on learners than book learnersI had 20. After several
discussions, I made the suggestion to shut down the computer,
turn off the projector, and close the books. This academy would
have to become a full on outside, physical academy.
Our leadership at the time agreed that we would not be able to
achieve certification but we could build staffing worthy, operational firefighters. We would still follow the curriculum and the
standard. This would be a first for my career.
Let me explain a little about the Saudi Arabian fire service.
Unlike our American fire service, the Saudi fire service does not
recognize things like duty, honor, tradition, and courage. In fact,
being a firefighter in Saudi Arabia is considered a low-end, menial
job. So finding a Saudi who has the fire service in his heart is
a rare thing indeed. In examining these differing mindsets, we
knew we had an uphill battle.
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1604FR_66 66
We started with 15 young Saudi Arabian men who had just undergone 14 months
of English language training.
THE ACADEMY
The academy was held at the Saudi Aramco Advanced Live Fire
Training Center. If there was a theme park for live fire instructors
to go play, this would be the place.
It started like all academies on the training ground. By nature,
Saudi people are sometimes not the biggest or strongest people.
Most are small. Some are taller than others but most are not very
physical in size or strength. So, early morning exercise became a
battle of attrition. Eventually, they all became stronger in body
and mind.
The mindset of the men coming in was very timid and shy. No
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MEMORABLE MOMENT
One of the most memorable moments, of which there are more
than I can list here, took place about three months in during our
first night burns on flammable liquids. What I saw and heard that
night I will never forget.
The industrial petroleum complex unit, which is made up
of many different props, was our focal point for most of the
BROTHERHOOD
The academy would continue on for another three months after
that. They would train and fight many more fires and endure
more hardships. But now they were different. They were now firefighters. At the end of the academy, I told them how proud I was
of them and how much being a part of history meant to me.
I told them that, in my heart, we had trained the very best
firefighters in the entire kingdom of Saudi Arabia and would put
them up against any other crew that could be found. I
told them that I would stand with them as my brothers
and, as we continue to move forward with making
history here, nothing will ever compare with having the
honor and blessing of being a small part in the shaping
of these young men.
I told them that, in my heart, we had trained the very best firefighters in the entire kingdom
of Saudi Arabia and would put them up against any other crew that could be found.
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Firefighters
little black book:
A pocket guide
to safety
BY STAN TARNOWSKI
fter serving three decades as a firefighter who progressed through the ranks to become a fire chief, I
thought this may be the time to share my thoughts on
how all firefighters and officers can better servenot
necessarily from a physical command perspective but from a
personal character perspective. I call it leading from the front
regardless of your rankthrough daily conduct that is morally
and ethically sound.
Over the past months, I shared 40 of my dos and donts, and
here are the final 10 to add to your pocket guide. This series
should be used as a daily reminder of the things we should and
shouldnt do to respect and serve our community.
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that goal to lower the usage of profanity around the home and fire
station. We have to watch what we say and how we say it!
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1604FR_69 69
access to all you need. In the supermarket, you must pay the same
prices as the customers in line with you. Some business owners
and managers will want to give you a discount because you are a
firefighter but, while free and discounted items sound like nice
gestures, it is unethical for us to accept. Other citizens who witness
this may not say anything right then but will possibly talk about
how they felt it was wrong for us to get a deal while they had to pay
full price. When offered a deal, reply: We really appreciate your
offer; however, our department policy doesnt allow for it.
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JSA-300-CS
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Conned Space Splint Rescue Stretcher has steel, all-welded rigid
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rigidity. The basket is 18 gauge, 1" hexagon mesh netting. Includes nylon
web straps for securing at chest, abdomen, thigh and calf. Supplemental
accessories to facilitate special handling needs are available.
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Potty Training
How to provide fire attack training tips
to all your members 24/7!
By Stephen Marsar
BARE BOTTOM
Lets take those several trips a day to the bathroom to a more professional level. Let us use them
as an opportunity to take advantage of this captive
audience (at least for a few minutes) on each visit.
Talk about teachable moments! Now, bear with me
here (no pun intended). If you go out and spend a
minimal amount of cash on a few inexpensive and
basic picture frames and the applicable mounting
system to secure the frames, you can use them to
keep your firefighters attention as they hit the
head. Well call it the Potty Training Program (or
PTP for all you acronym addicts out there).
Lets say youre reading a recent article in FireRescue, and you come across an article that is a perfect
POTTY MOUTH
Put the Potty Training topic where it wont get wet. (Photo by author.)
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END RESULT
Perhaps one of the unintended outcomes of Potty
Training programs has been the talk it has inspired
among company and department members. The
topics and pictures have sparked some spirited
debate, standard operating guideline discussions,
and even spontaneous drills on the correct use of
tools and equipmenta homerun for everybody
involved. Use it to its full advantage.
I HAVE TO P
P as in Pass. Using the Type A personalities
of your firefighters, perhaps after a few rounds of
NEW
Crew Seat
EMS Seat
Officer Sea
Seat
at
Driver Seat
firerescue.hotims.com
1604FR_73 73
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By Jim Crawford
WORLDWIDE PROGRAMS
To read more
from Jim Crawford,
visit www.firefighternation.
com/author/jim-crawford.
74
1604FR_74 74
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EVENT SUPPORT
Im not plugging these events for my
benefit. It is important to support them
because of what they do for us collectively.
Training is a no-brainer, and FDIC International is the largest training conference
for the fire service in the United States.
The CFSI program has a separate function
that is equally critical. It includes a full day
of seminars featuring national fire service
leaders, administration officials, federal legislators, and congressional staff. This the only
program in the fire service that features such
a distinguished panel of national leaders
involved in advancing federal legislation and
administering federal programs benefiting
the fire service. It offers important information and answers questions about the federal
governments role in preparing our nations
fire service to perform its mission more
effectively and efficiently.
The dinner serves an equally important
purpose: It is CFSIs principal fundraiser
that enables the organization to continue
its work with Congress. Have you tracked
issues related to firefighter safety? Survivor benefits? Grant programs that help
purchase equipment, provide staffing, or
provide for fire prevention programs? CFSI
is the collaborative body that works avidly
on our behalf.
Attend these events. Even if you dont see
my presentations, it is important to show
up and support these efforts.
Jim Crawford will present Community
Risk Reduction: the Future of the Fire
Service on Friday, April 22, at 10:30
a.m. at FDIC International 2016 in
Indianapolis.
LEAD
Visit us at www.PublicSafetyatAMU.com/FIRE-RESCUE
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New Deliveries
By John M. Malecky
SVI Trucks
888-784-1112; www.svitrucks.com
firerescue.hotims.com
Rescue 1 Mfg.
732-223-1411; www.rescue1mfg.com
firerescue.hotims.com
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1604FR_76 76
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New Products
Larson Electronics
TPM-LED-L1X4-25CC-1227
Larson Electronics TPM-LED-L1X425CC-1227 LED light tower contains
one LED light head that
produces 720 lumens while
using 12 watts of power.
This temporary fixed mount
aluminum light pole extends
from 3 feet to 8 feet and
produces a 720 lumen light
beam capable of illuminating
an area that is more than 45
feet long and 35 feet wide.
The LED light head
on this telescoping
pole has an IP68
rated construction
that is designed to withstand
demanding environmental and
operating conditions.
Larson Electronics
800-369-6671;
www.larsonelectronics.com
firerescue.hotims.com
Duo-Safety Ladder
Folding Roof Ladders
The Folding Roof Ladder by
the Duo-Safety Ladder Corp.
is equipped with directional
folding roof hooks. The
Folding Roof Ladder easily
folds for side mounting on
a standard engine yet opens
and locks into a long roof
ladder. The SERIES 1275FR has a 3-inch channel
rail and is 750 pounds
duty rated. Prong feet
are standard, and rubber
safety shoes are optional
for hard surface use.
Duo-Safety
Ladder Corp.
877-386-5377; www.duosafety.com
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Underwater Kinetics
800-852-7483; www.uwkinetics.com
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FireFighterNatioN .com
1604FR_77 77
77
3/22/16 2:40 PM
AppArel
rescue equipment
The Non-Destructive
W-Tool
One Person: Total Control
Hydraulic Breaching Tool and
Battering Ram
Multiple Quick-Change Heads
equipment
FORCIBLE ENTRY
The Whacker Tool
One Person: Multiple Jobs
Works on Doors, Windows, Padlocks,
Vehicle Extrication and More
4.5 LB. Solid Bronze Slide Hammer
Compact Design easily fits all Fire,
Rescue and EMS vehicles
American MadeLifetime Warranty
Proudly Made
in the USA
78
1604FR_78 78
877.799.8665
sales@weddletoolco.com
www.weddletoolco.com
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monitoring systems
CommuniCations
No Equipment Charge
No Dispatch Involvement
Works With All Style Phones
TM
No Calibration
No Routine
Bump Testing
NEW
HCN
Detection
Ad Direct
Page
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16
75
25
C3
Savatech Corp.
61
35
iWomen
36
Sensible Products
41
57
Junkin Safety
71
Simulaids, Inc.
35
Bullard
13
30
Skedco
34
51
Streamlight
24
21
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BullEx
RolllNRack
Page
Rosenbauer America
43
10-11
40
Meridian Technologies-Cyanokit
54
MSA
E-ONE, Inc.
C4
NAFI
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Tyco-Scott Safety
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OmegaFlex
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USSC Group
73
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Veridian Limited
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Waterous Company
C2-1
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18-19
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Petzl America
Firovac
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First Tactical
39
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Rescue Technology
56
Globe Manufacturing
Hot Shield USA
47
FireRescue (ISSN 1094-0529, USPS 858-060). FireRescue is published 12 times per year, monthly, by PennWell Corporation, 1421 S. Sheridan, Tulsa, OK 74112. Periodicals postage paid at Tulsa, OK 74112 and at additional mailing offices. SUBSCRIPTION PRICES: Send $24 for one year (12 issues) or $44 for two years (24 issues) to FireRescue, P.O. Box 3425,
Northbrook, IL 60065-9912, or call 888-456-5367. Canada: please add $25 per year for postage. All other foreign subscriptions: please add $35 per year for surface and $75 per year for
airmail postage. Send $20 for one year (12 issues) or $35 for two years (24 issues) of digital edition. Single copy: $10.00. POSTMASTER: Send address corrections to FireRescue, P.O. Box
3425, Northbrook, IL 60065-9912. FireRescue is a registered trademark. PennWell Corporation 2016. All rights reserved. Reproduction in whole or in part without permission is prohibited. Permission, however, is granted for employees of corporations licensed under the Annual Authorization Service offered by the Copyright Clearance Center Inc. (CCC), 222 Rosewood
Drive, Danvers, Mass. 01923, or by calling CCCs Customer Relations Department at 978-750-8400 prior to copying. We make portions of our subscriber list available to carefully screened
companies that offer products and services that may be important for your work. If you do not want to receive those offers and/or information via direct mail, please let us know by contacting
us at List Services FireRescue, 1421 S. Sheridan, Tulsa, OK 74112. Printed in the USA. GST No. 1268113153.
1604FR_79 79
3/22/16 2:40 PM
The Backstep
By Matthew Tobia
TRENCH COLLAPSE
Its early spring, and a recent spike in temperatures
has permitted crews to perform some critical work
on a waterline. An 18-year-old worker is repairing a
12-inch pipe at the bottom of an unshored 15-foot
trench that is approximately three feet in diameter. Its
a family business, and the workers father is operating the backhoe while his uncle and brother prepare
a section of pipe to replace the one that is damaged.
Although the father has more than 30 years of experience, the trench collapses on his son, burying him
under tons of soil. You are the first-arriving engine
officer (or chief officer). What do you do?
To read more
80
Commercial pilots, responsible for the lives of thousands, must maintain a command-level knowledge of
their job. But, is it reasonable to expect them to be able
to recall from memory all of the steps (in the correct
order) necessary to overcome an inflight emergency?
Under the most extreme circumstances, these tremendously well-trained professionals do not rely on their
memories to overcome chaosthey rely on checklists.
If you subscribe to the idea that the first five minutes of any incident are a predictor of the outcome,
then your obligation is to ensure that the initial
decisions made, actions taken, and orders given are
100 percent accurate and executed flawlessly. Such
accuracy cannot be borne out of experience alone.
Every engine, truck, and emergency services unit
that has the potential to respond to any high-risk/
low-frequency event should keep a set of cue cards (i.e.,
checklists) in the vehicle cab that can be referenced
quickly during response. The cards should describe, in
large-print/bulleted form, the initial considerations for
the first-arriving officer. Resist the temptation to put
these on your tablets or smartphones. Technology is an
1604FR_80 80
RESPONSE
Back to the trench collapse. First-arriving officers
do not need to know that there are three classes of
soil or that a square foot of soil weighs 100 pounds.
The officer does not need to be a trench-rescue technician. As chief officers, our obligation is to ensure
that initial companies are equipped to make the right
decisions. The cue card could read as follows:
Do not enter any unshored trench >4 feet in depth.
Stop 250 feet from the reported incident address
(turn off the vehicle).
Establish command and provide a Brief Initial
Report (request police for crowd control).
Establish a Cold Zone, and direct all responders
to stage 500 feet from the scene.
Establish a Hot Zone (100 feet), and remove all
personnel from the area while shutting down all
sources of vibration.
Determine the number of victims and the extent
of the entrapment.
Call for additional resources.
RESOURCE PROTECTION
The trench incident is just one example of tragic
circumstances to which we could be summoned, and
although it might be perceived as unrealistic to
expect company/chief officers to rely on checklists for
high-risk/low-frequency events, requiring their use
will inevitably and undeniably save responder lives.
There are countless examples of first responders who
have died engaging in a once-in-a-lifetime incident
armed with nothing more than a servant heart.
Tragically, this will not bring them home alive.
Nothing can or should replace being a student of our
service, and every day is a training day. Checklists,
however, represent a nearly zero-cost way to
demonstrably improve our performance when the
varsity team has been called to the field.
Matthew Tobia is an assistant chief with the Loudoun County (VA)
Department of Fire, Rescue, and Emergency Management and is
a 27-year veteran of emergency services. He can be reached at
matthew.tobia@loudoun.gov.
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1604FR_C3 3
3/22/16 2:40 PM
BUMPER EXTENSIONS
PROTECH
e-one.com
hose bed and tank size, the HP 78 is like every aerial we make, revolutionary.
firerescue.hotims.com
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