Last weekend, I delivered a presentation on fire service trends at the Buffalo Trace Regional Fire Academy in Maysville, Ky. More than 400 firefighters — primarily volunteers with ages ranging from 18 to 70 — were signed up for the three-day academy.
Because Kentucky firefighters are required to meet certain hours for state certifications, State Fire Commissioner Ron Davis said the state provides the regional training at no charge. One of the most popular classes at the academy was a two-day basic firefighting course for new firefighters and seasoned firefighters who want to brush up on their skills. Also among the 16 classes being offered were highway crash–site management, occupant protection and an eight-hour firefighter survival course.
The evening before my presentation, I had the opportunity to meet several firefighters at a nearby pub. They shared with me a number of their concerns as volunteer firefighters who are trying to balance work and family, and over the need for more training in the current economy. One training officer explained that the lack of jobs has sent volunteers out of the region, some driving 50 to 60 miles each way to work. “There’s no time to train and even less time to respond to calls,” he said.
Recruiting and retaining members and balancing budgets are universal problems, and managing them can be very stressful. In fact, firefighter stress was one of the trends I identified in my presentation.
Recently I heard a fire chief say that volunteer firefighters are most susceptible to emotional stress because “when they respond to a call, they know the people they are working on in their town.” When I shared that comment with the volunteers, they nodded in agreement.
After my presentaion, a young firefighter came up to me and told me he once had to help cut his brother and a friend out of a car after a bad accident. The brother survived, but the friend was killed. I told him that he had a long career ahead of him and I hoped he would learn how to deal with the stress he would encounter.
Of course, support of family and friends goes a long way to relieving some of that stress. To that end, FIRE CHIEF once again will be gathering names and contact information of firefighters and emergency personnel who either are serving our country overseas or are veterans recovering back home.
If you know firefighter, EMT, paramedic or other first responder who would appreciate receiving a holiday card or package from fire departments or fire families here in the U.S., send his or her contact information to me, and we will post it on our Web site.
It’s time to remember those who are away from home for the holidays and let them know we care.
I take the bus to work. And yesterday, my fellow riders and I were startled by a middle-age man who was screaming angrily about the current government, taxation, health care, 401K fraud and cutbacks in public services. Nutcases on public transportation add to the joy of living in Chicago. It’s a daily event to hear someone off his rocker preaching about one issue or another. But when he started to yelp about the city’s plan to force police and fire personnel to take furlough days, he caught my attention.
Last week, the city rolled out its 2010 budget. Mayor Richard Daley included 24 unpaid days (12 holidays, 12 furlough days) for all non-union and many union city employees — including the city’s firefighters and police officers. Of course, the mayor can’t force the departments to take furlough days based on union contracts. But he seems determined to strong arm the city’s first responders into being team players and making sacrifices like the rest of the city’s workers. In fact, he said publicly that, “Everyone has to be part of the solution, not part of the problem. And that’s why I’m taking 24 days without pay, and I got other people to take that, because you have to show that government understands the suffering that is going on throughout your communities.”
If police and fire unions agreed to furloughs, the city would save $120 million, city Budget Director Eugene Munin said publicly at a city council budget hearing. That is a huge cost savings. It’s great the city can save money by forcing folks to take a month off. But to save money at the expense of public safety is ridiculous. Many will argue that there are not enough first responders on the street already, especially after nationally publicized events like the beating death of a Fenger High School student. And a time when the nation is at war against domestic and international terrorists, as well as facing threats from biological, chemical and radiological attacks and then the potential swine flu pandemic, don’t we need our first responders at work more than ever?
In fact, cutting the amount of first responders on the street may actually cost the city money. Imagine the lawsuits and liability coming from this. If it takes an ambulance or fire department 10 minutes longer to reach a victim who then dies, will a lawsuit ensue? And how much money would it cost the city’s lawyers to fight the suit, and then ultimately settle it to keep the victims’ families quiet? My guess is somewhere in the millions of dollars.
I give Daley credit because he also plans on taking furlough days. I understand the city’s broke. But the firefighter union shouldn’t have to take these days. I have another idea. Maybe the city should look at the layers of leadership and cut from there. Instead of 50 aldermen, maybe we should combine districts and cut that number by half. Or maybe they only need to meet once a week, and get paid for 52 days. Or maybe, just maybe, being an alderman shouldn’t be a full-time job. Maybe instead it should be a calling to public service. Yes. Maybe they should work for free. Cost-savings should come off the backs of politicians and their cronies, not first responders. Because in the end, an alderman rarely saves a life — while for police and firefighters serving and protecting the community is part of their moral code. We need them on the streets, 24/7. If not, the consequences may be great.
Once again, October has proved to be a busy month. My notebook is filled with interesting information and quotes from a wide range of sources across the country, some from group discussions and therefore unattributed. Here are my tricks and treats to think about this Halloween weekend:
Ergonomics. “We’re seeing Kevlar belts being worn with suspenders to help take the weight off of the shoulders,” said Ken Busch of Scott/Honeywell, during a turnout gear presentation.
Story-telling. “To be successful in the environment we are in, you have to be able to tell our story. The mantra we deal with over and over is efficiency, efficiency, efficiency,” Chief Adam Thiel, Alexandria (Va.) Fire Rescue, said.
Prescreening. “Why is the concept of mental health not in our curriculum at the entry level of our fire academies?” asked Deputy Chief Pat Kenny of the Western Springs (Ill.) Fire Department.
Safety. “Why don’t [manufacturers] build something to tell when gear is about to exceed the capacity to protect a firefighter?” asked Chief Alan Brunacini (Ret.).
Global outlook. “If we want to look for apparatus models that really work … look at the rest of the world and how they are doing it,” Thiel continued.
Common sense. “You can’t change without trust,” said one chief during a discussion about changing cultures, unions and consolidations.
Staffing. “Are city managers decreasing their personnel, too?” asked a cash-strapped chief.
Attention deficit. “You’re lucky if you have even five minutes of attendees attention,” quipped one chief.
Change. “When you have a downturn in the economy, it forces us to think differently — whether we like it or not — and it creates a lot of anxiety.”
CCR. “What kind of CPR are they going to do on you if [EMTs] do that on the public?” asked Deputy Chief Chuck Montgomery of the Glendale (Ariz.) Fire Department while explaining the increased benefits of cardio cerebral resuscitation over CPR.
Going the distance. “Why is it OK in a rural area to respond in 10 minutes, but it’s not OK in a suburban area?”
Opposites. “When things are going good, the authority having jurisdiction goes up, and when things are going bad, it goes down.”
Firefighting? “Nothing in the laws says we have to put it out.”
Volunteerism. “How do you cut a volunteer fire department? Citizens Emergency Response Training is filling the gap for police and fire….”
Agreement. “The classic answer to all public service officials’ questions about cutting budget or service is the same: ‘it all depends ….’”
Vision. “There’s a difference between a growth and a survival mode.”
Mind’s eye. “Mental health is a key component of overall firefighter safety,” Kenny continued.
Volunteer stress. “Mental wellness is critical for firefighters, and it’s worse for volunteer departments because they know the local people.”
Superheroes. “Take the cape off before it chokes you.”
Five keys to success. “Vision: Do you know where you want to go? Values: Will your values take you there? Will you be satisfied when you get there? Action: Do you act to insure success and eliminate failure? Attitude: Do you reject psychological blocks from the past or imposed by others? Connections: Can you establish strong ties and relationships with people?” By Dr. Joseph Mancusi
Reminder. Change your clock and change your batteries.
By Jesse Herman
Firefighters are exposed to many risks on a daily basis, but one that can go unnoticed is the danger of asbestos exposure, a mineral fiber that used in construction applications throughout the 20th century. The life of a firefighter brings many potential threats that can be easy or hard to see. The profession itself takes a great deal of courage. One of the hidden threats that are not so glamorous is asbestos exposure.
The Environmental Protection Agency issued the Asbestos Ban & Phase Out in 1989. This ruling was overturned in the highly contested court decision that left many asbestos-containing products in the public realm. This led to millions of workers and civilians being wrongfully exposed to the substance.
The threat of asbestos for firefighters is subtle, and there are seldom warning signs to allow a firefighter to know whether they are or have been exposed to asbestos. Firefighters who have been exposed to asbestos usually have been in situations where they had reasons to believe they are safe.
The mineral was mixed into paint, combined with cellulose to make fiberboard and wallboard, mixed with cement to make siding shingles and formed into felt for use as roof felting and backings on vinyl flooring. Asbestos was even used in joint compound, which was used in dozens of different kinds of applications.
The mere presence of asbestos in a home or a building is not hazardous. If a firefighter located any asbestos, the best thing to do is leave it un-disturbed, as this will not allow its fibers to become airborne.
Any home or building built before 1980 has a good chance of still containing asbestos. Even firehouses should be inspected for asbestos as many of them were constructed prior to any asbestos ban.
In the case of a fire, asbestos fibers get released and when breathed in, can scar the lungs. While asbestos has been banned for most of its uses since the early 1980s, there is still a probability that asbestos fibers can be released in the air. This can only happen when asbestos-laden materials are deteriorated or broken down.
The inhalation of asbestos fibers can lead to the development of a rare, but severe form of asbestos lung cancer known as mesothelioma. This illness has and continues to affect firefighters who were unknowingly exposed while on duty.
If you are a firefighter and believe you have experienced asbestos exposure, it is important to receive regular screenings by physicians to identify a possible disease. It should be known asbestos exposure does not always lead to a disease, but because the latency periods associated with asbestos illnesses can last 20 to 50 years, a regular check up is advisable.
Jesse Herman is with the Mesothelioma Cancer Center.
While doing some Internet research last week, I came across a U.S. Fire Administration firefighter fatality notice from Feb. 23. The notice read that 34-year-old Firefighter Derek North of the Stockton Fire Department in Lakeland, Ga., died while responding to a fire call. North’s brother was driving the department’s 1966 Ford Fire Knocker when he swerved to avoid a collision. The vehicle overturned and Derek North, who was in the officer’s seat, was killed while Chad North sustained serious injuries.
Several years ago, the Fire Apparatus Manufacturers Association issued a white paper that claimed that 50% of apparatus in the United States is older than 15 years and not in compliance with NFPA standards. But even if a fire truck might is old and non-compliant, if it is properly maintained and safely operated, no one should die.
The current economy is making it more difficult for fire departments to purchase new apparatus and the future is not looking much better. Fire chiefs across the country are looking closely at all aspects of apparatus specifications, leasing options and preventive maintenance.
In last week’s Command Post, I wrote about a fire chief roundtable at the recent FEMSA/FAMA meeting, where leaders from various size departments responded to questions about apparatus purchasing.
Chief Jeff Johnson of Tualatin Valley (Ore.) Fire & Rescue talked about how his department is considering “zippy” cars that would be placed on located on highways during rush hour for EMS response. Johnson said that such vehicles could save time and money, compared to dispatching a larger apparatus. The quick response makes sense when accidents add to traffic congestion and make it even more difficult for emergency vehicles — especially large vehicles that may not be needed — to get through.
Richmond (Va.) Fire Chief Robert Creecy said that he repeatedly reminds his staff that they are caring for other’s property. “We live in rental property and drive rental cars,” he said. “The buildings belong to the city and the vehicles belong to fleet services.” Right now, Richmond faces a monumental task of replacing a fleet of quints purchased in 1997.
Several fire departments are trying to extend the life of their apparatus and buying standard demo units to save money. Chief Don Oliver of Wilson (N.C.) Fire Rescue told me that when the department was purchasing new vehicles for officers, it chose a demo SUV and van from their local Chrysler dealership. Oliver said that they saved a good chunk of money by buying used.
Can you continue to cut your budget and not affect the safety of your community and your department?
The Fire and Emergency Manufacturers and Services Association and the Fire Apparatus Manufacturers Association held their annual joint meeting earlier this month. The event gave several fire chiefs the opportunity to speak up on issues facing their departments — and some of those chiefs pushed back on FEMSA/FAMA members.
Rob Brown, chief of the Stafford County (Va.) Fire Department and chair of the International Association of Fire Chiefs’ Economic Task Force, provided insight on fire department budgets. The IAFC created its economic task force following the economic downturn to provide fire chiefs with information and guidance. In his presentation, Brown encouraged the manufacturers and vendors to understand and work with fire-service leaders during a tough economy. “We need vendors to be our partners,” Brown said.
Brown suggested focusing on the increasing costs associated with NFPA standards, lower-cost options for equipment and apparatus, and renewable resources and the environment. “It’s a lot easier to ask for a piece of equipment that is environmentally friendly,” he said.
Brown also encouraged the fire service to break from tradition thinking and be more open to technological advances. Citing the changes in pilots’ helmets from World War II designs to the high-tech helmets fighter pilots wear today, Brown suggested that the fire service hasn’t moved far from the leather helmets of 60 years ago.
During the buyers’ roundtable, moderated by CFSI Executive Director Bill Webb, six metro, urban, suburban, volunteer and Canadian fire chiefs shared their opinions with the FEMSA/FAMA members.
“We’ve been cutting for so long there’s nothing left to cut,” Richmond (Va.) Fire Chief Robert Creecy said. “We’re browning out on a day-to-day basis. It’s the leanest of times. Richmond has been recession-proof, and now it’s worse than during the Great Depression.”
Conversely, Jeff Johnson, chief of Tualatin Valley (Ore.) Fire & Rescue and current IAFC president, said based on the government structure, TVFR controls its own money and currently is involved in $77 million worth of fire-station construction.
The chiefs on the panel all agreed that they are more involved in the purchasing process because of current economic conditions.
“It’s very important that we are closest to the work,” Alexandria (Va.) Chief Adam Thiel said. “My role is to really show everybody where the box is and stay within.”
Chief Tim Beckett from Ajax, Ontario, Canada, said his department is running its trucks a lot longer, and his council has suggested buying standard apparatus or even buying demo units. “We’re looking at practical versus bells and whistles,” he said. “We’re seeing an increase on our maintenance side, too.”
Chief Joseph Chornock, Germantown (Md.) Volunteer Fire Department, also has had to rethink apparatus purchases. “By purchasing all the apparatus alike our maintenance and mechanical costs are reduced. We don’t have to stock all kinds of parts,” he said. “It’s good for our firefighters, too, because different pumps operate differently.”
The chiefs on the panel all agreed that the fire service needs to re-think the business of emergency response and manage public expections. The chiefs anticipate more mergers and consolidations and more cooperation and collaborations on equipment purchases.
“Local money will be used to solve local problems, but local money will never solve national problems — a lot of fire chiefs need to learn to share,” Johnson said. “We have got to continue to think better about our business and use data and science to solve our problems. Apparatus and radios got better in my 32 years. What’s going to change our fire service is science and technology.”
The meeting gave FAMA/FEMSA members a lot to think about: smaller apparatus, leasing vehicles and response to routine calls and activated fire alarms. Lack of money changes everything.
When selecting the judges for the Station Style Design Awards, we try to find fire chiefs or officers who have hands-on experience in designing fire stations. We also include architects from different geographical areas. This year’s judges included three fire-department personnel who also have experience in architecture and engineering.
And the judges — first time and returning — could all agree on one thing: the competition was tough this year.
The first design awards in 2000 had 23 entries in four categories; this year’s program had 87 entries in six categories. Judges reviewed each entry on their own before meeting with the other judges. Each brought his or her top three choices in each category to the final judging. Discussions were intense as the choices were whittled down to gold, silver and bronze — or none at all.
Returning judges had noticed significant changes in this year’s entries:
• “More training within the stations.” And another quickly added, “So much so that I expect it now.”
• “Many of our clients are volunteers, and their training facility is 50 miles away. They hold their breath when anyone sends them away for training. It’s a lot easier to bring in one instructor to teach rather than send off your firefighters.”
• “Functionality is the key in the fire station.”
• “Operations comes first.”
• “LEED is expected in all architecture. It’s soon approaching the code level would be sustainability. A lot of cities are funding LEEDs buildings.”
One seasoned judge explained the initial criteria for each entry. “The first thing we look at if it is operationally sound. You can have good design with a small amount of money or a large amount of money.”
Another judged added, “I don’t think square foot cost has a big impact on my decision. You look at it and say it’s an expense.”
“Far more important is matching the client’s budget than what it is and more important what is it for that community.”
Sometimes I wish we recorded the eight-hour judging process. The discussions and arguments about various aspects of facilities, locations and creativity are valuable lessons. The pros and cons from everything aspect of a facility from the drive-through bays to location of decontamination rooms are learning opportunities.
Watch for the November issue and see if you agree with the 2009 Station Style judges.
Wilson (N.C.) Fire Rescue often has served as a beta-test agency for new GIS technology. On a recent road trip, I visited Wilson and found that GIS isn’t the mid-sized suburban department’s only innovation.
Chief Don Oliver offered to let me stay in the fire department’s VIP suite, a new concept to me. Oliver said that when the central fire station was flooded several years ago during a hurricane, the department turned an office into a small guest suite. The suite has given Oliver an economical way to invite instructors and chiefs from all over the country to visit and teach a course. Staying in the station also offers informal time with department personnel. The suite’s guest book includes signatures of Chief Billy Goldfeder, NFFF Executive Director Ron Siarnicki and Chief Ron Coleman.
Staying in the station also gave me a chance to see for myself exactly how Wilson’s GIS technology works for the department. The department first showed interest in GIS after a hurricane flooded many areas of the city. Department leaders were surprised to hear that the city’s planning department knew ahead of time what areas would flood. They began discussing options to share the information among the city’s agencies; consequently, ESRI became involved and began using Wilson as a test site.
I noticed a couple things during my tour of the station that I had not seen in other stations: a round conference table (“Works better for staff meetings,” Oliver said), signage on doors prohibiting turnout gear in living quarters; and security systems on doors to both living areas.
Another purpose of my visit was to see Wilson’s new Fire & Life Safety Adventure House for a future article. The department purchased a small house next to its central station and converted it to a multi-purpose education facility. Firefighters did the work themselves, and the facility offers a broad range of instruction for youngsters, senior citizens and the community at large. In fact, Oliver had local businesses visit the house, including members of a homebuilders association, and said they were blown away by the live-fire demonstration that is extinguished by a working sprinkler head.
Wilson runs a tight training program in conjunction with a local college and offers students an opportunity to stay in fire stations and attend classes to continue their education. He told me they have students from across the country attending the training programs.
Dinner in the station with the B shift also offered an opportunity to talk to the firefighters about their work. No visit to a fire station is complete without a firefighter prank. This one involved an unsuspecting baker’s pineapple cake and liquid soap. The frosting, however, was perfect.
While I have my own scanner and I’m used to the tones, I must admit I did a good job of falling back asleep after the tones went down for several calls during the night.
There is a 30-minute overlap in shift change and for morning checks of each vehicle and the equipment, including the testing of each saw on the rigs. “If we don’t test each one, how can we trust it will start when we need it on a call?” a young lieutenant said.
On a tour of the other four stations and the training facility, I asked the firefighters if they realized how progressive Wilson really is? Based on their response, I don’t think they knew. I do.
Like most Americans, I have been forced to buckle down and count my pennies to survive the current economic climate. I’ve clipped coupons. I’ve cancelled cable. And I bring my lunch to work every day.
According to economists, the U.S. economy will be slow to recover, as corporate profits take time to stabilize and governments try to meet their budgetary shortfalls. Fire departments are no different, said Bruce Evans, the assistant chief of support services for the City of North Las Vegas Fire Department. He’s responsible for EMS, training, business processes, accreditation, facility maintenance and vehicle acquisition — and just learned he must cut $3 million from his budget.
That’s a tall order, and Evans said one area that won’t be cut is firefighting training.
“Sometimes the first thing fire departments do is cut the entire training budget,” Evans said. “So that obviously not wise because that is an investment in the future and can also lead to a risk management issue later on.”
Instead, Evans said support services will be cut across the board. At the same time he’s considering ways to save money. For example, he’s re-negotiating prices on service contracts or on reconsidering equipment purchases — sometimes choosing the lower bidder and sacrificing bells and whistles. He also is working with vendors willing to deliver items right the first time in an efficient manner, which saves money in the long run, he said.
Evans also is considering ways to generate revenue by reexamining fees for ambulance services. In many cases, fire departments can start expanding coverage areas or bill car insurance companies. Departments can raise other fees, such as building inspection and permitting for hazardous materials.
“Those are all things that would potential have increases in fees,” Evans said.
Evans said departments need to track every penny and get reimbursed. For example, he said a neighboring department transports 600 patients a year and doesn’t bill for it because it occurs in an overload situation when a private ambulance doesn’t have a unit unavailable.
“In the past, those would have went uncollected or unprocessed,” he said. “Even though it’s a small amount of money you can’t leave that sitting on the table anymore. You have to go after it.”
In addition, fire departments should know how much each response costs, including what a fire engine costs per hour based on the specific staffing pattern. Documentation of staffing and other administrative processes is important money as well, Evans said. He recommends chiefs track costs on a mapping software so city officials can be convinced with data how much the fire service needs to operate based on the types of calls, their location and the response time.
“So when the city council says ‘well do we really need this fire truck in this location’ based on calls you can go back and prove the need using the data,” Evans said.
Evans noted departments must be innovative without compromising a good work environment, safety or gains toward technology and better service to the community.
“But if you are not innovative, your [department] won’t survive,” he said.
Verna Wilson intently rubbed a piece of paper over a large brass plaque, while Elizabeth Desideri held the paper in place.
Wilson’s son, 30-year-old Shawn Patrick Blazer, was one of eight Forest Service contractors killed in a helicopter crash on Aug. 5, 2008. His name was among those listed on the 2008 fallen firefighters’ plaque unveiled at the NFFF’s memorial weekend.
I attended my first memorial weekend this year. I had shied away from going in previous years because I cry easily and I feared the sadness — when I hear the Last Alarm or bagpipers playing Amazing Grace, I crumble. But when I finally went, it wasn’t the sound of bells or the bagpipes that touched me — it was the overwhelming compassion from volunteers who want to make a difference to the families who had just lost loved ones.
Anita Reynolds, who works for the Fairfax County (Va.) Fire Department, has volunteered for four years. Her tasks ranged from spraying for the annoying bees to passing out tissue packets to drying the chairs before the early morning ceremony. “We try and make [the families’] weekend as smooth and problem-free as possible,” Reynolds said.
Chief Bob Dipoli first volunteered in 1990, serving as an escort or caretaker for a family. “I was coming for the Executive Fire Officer program, and they were looking for uniformed escorts to assist a family from upstate New York,” Dipoli said. He became the escort coordinator and eventually became one of the presenters of the American flag, medal and a red rose, given to each new family during the ceremony.
At the ceremony, 457 motorcycles led by a police escort rode up from Fredericks, Md., under a large American flag suspended from two aerial ladders to place a wreath at the memorial.
I also met Frank and Stephanie Thompson, whose son Brandon Thompson was killed in the Charleston Sofa Super Store Fire. “Last year was a blur for me,” Frank Thompson said. “I bought my tickets several months ago and told [the NFFF] I was coming back.”
Stephanie Thompson said that being able to talk to other survivors made a big difference in her ability to get through the grief.
“Two of our sons are police officers and we worried about their safety,” she said. “Being a firefighter, we thought Brandon would be fine.”
During the candlelight program, Dennis Compton addressed the 2,000-person gathering. “We will help in any way to help you to re-build your lives,” he said. “We are here to help and support you — it’s that simple.”
In the benediction of the candlelight service, Chaplain Ted Wilson, Oklahoma City Fire Department offered, “The amount of pain corresponds with the love that we have.”
And there was no shortage of love at the memorial. The survivors of fallen firefighters returned to share, this year’s new families came for healing and firefighters came for the remembrance.
“You are now part of our fire-service family and we are here to support you,” said Helen Worthen, whose son Eric Reiner died in 1998. “The light is a symbol of light and hope and we share that with you.”
I found inspiration in the memorial weekend’s spirit of unity. But I still struggle to understand preventable line-of-duty deaths. I propose that that the fire chief of each line of duty death be present at the Memorial weekend and escort to the family of the fallen firefighter. Watch the family members sign the remembrance banner, do a rubbing of the brass plaque or brick with their loved one’s name and escort them to receive the tri-fold American flag, the medal and the long stem rose.
“We can sleep because they do not,” Rep. Steny Hoyer said. “We don’t hope they are; we know they are.”
Is firefighter safety important? Ask Verna Wilson, Frank and Stephanie Thompson, and Helen Worthen. Buckle up, slow down and leave call response to the physically fit.
