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.

By Daniel B.C. Gardiner



With the downturn of the economy, cities and towns are being forced to reduce staffing on arguably already-understaffed fire companies. While the number of fires has fallen nationwide, fire department activity has increased. And facing a hostile fire with inadequate resources is a recipe for disaster — both for the occupants in danger and for the responding firefighters tasked with mitigation. As politicians struggle to balance their budgets, career fire departments may no longer be able to provide a level of safety that the public expects.

It is time to act! The public must be told that fire departments may not be able to save their lives and their property in the event of a fire. It is as simple as that. The public deserves to know, and rank-and-file firefighters should be shouting from the rooftops.

Along with this message, fire department must emphasize that without smoke alarms in their homes, homeowners’ chances of surviving a hostile fire are minimal. Smoke alarms provide the earliest warning of danger, allowing the occupants a greater chance of escaping the life danger. These same homeowners must be told that without a monitored fire alarm system, an unoccupied house could burn down to the foundations before the fire department is notified. And finally, homeowners should be told the benefits of an automatic fire sprinkler systems, which provide protection regardless of the economic climate.

Business owners deserve to be notified of the potential loss of livelihood if they don’t take protective measures. A monitored fire alarm system is the minimum they should have to protect their investment, place of business, and future earnings. Here, too, is the necessity of sounding the alarm about the need for automatic fire sprinklers to protect their building 24/7 without concern for the economic climate.

Perfect examples occurred in Fairfield, Conn., earlier this summer. First, local fish market was destroyed, and the employees were subsequently moved to the unemployment ranks. The fire was discovered by a police officer driving by during the very early morning hours. The police officer noticed flames coming out of the roof. The business had no fire sprinklers and no monitored fire alarm.

Then, less then two weeks later, a passerby alerted a sleeping family that their home was on fire. Again, the passerby noticed flames and smoke coming from the building. While Fairfield has a smoke-alarm ordinance for all residences, this house had none. Without the passerby, this family could have paid with their lives. And in the second week of August, two occupants died in a Stratford, Conn., home, where the upstairs smoke alarm had been disabled.

In the cited cases, the fire department was not given the opportunity to handle these fires before they became major destructive events, not because there was insufficient staffing but because there was no early warning, notification, or automatic suppression (fire sprinklers).

Video depicting the dangers of firefighting do nothing inform and educate the citizens on how to protect themselves. Information on automatic detection and protection does.

The late Dr. Anne Wright Phillips, a member of the original National Commission on Fire Prevention and Control, wrote in her minority report, “Tremendous credit should be given to the fire service for its ready acceptance of the concept that firemen should serve primarily as fire preventers, rather than firefighters. They will need help in changing to this new position.”

One can argue whether this approach to the fire problem ever occurred. It is obvious that many firefighters haven’t adjusted to their role as fire preventers. Many new firefighters have been indoctrinated with past ideologies and spend their time just being firefighters.

It is time to sound the alarm. The public deserves to know that they must take steps to help themselves, because the fire department may not be able to get there in time with the necessary resources to fight their fire. Citizens must help themselves; the fire department is the last line of defense, not the first, and it is the vast number of rank-and-file firefighters are the most equipped to present this message.

Daniel B.C. Gardiner is the retired fire chief of the Fairfield (Conn.) Department of Fire-Rescue Services. He holds a bachelor’s degree in fire-science technology and master’s degrees in public administration and fire science. Gardiner speaks nationally on firefighter safety, fire department operations, fire-service finance, training, and futuristic fire suppression and fire protection issues. He is a member of the National Fire Protection Association (NFPA) technical committees on Recommended Practices in Emergency Service Organization Risk Management (NFPA 1250), and Developing Fire Protection Services for the Public (NFPA 1201).

By Kriss Garcia



There comes a time in most fire professionals’ careers when they look around and realize they aren’t where they thought they would be. They aren’t wearing the brass they thought they would be wearing and they aren’t doing what they thought they would be doing.

For myriad reasons, people end up where they end up — some do it consciously others subconsciously. Regardless of how you got to where you are, focus on the positive rather than the negative. Look at what you have accomplished, who you have helped, what good has been attributed to your actions and, most importantly, if you have done what is right.

I knew I wanted to write about leadership or motivation in the fire service, but didn’t know what kind of reception I would get or what kind of audience it would appeal to. I knew I had to say things that for many departments are like the 300-pound gorilla no one chooses to notice.

Many leaders — regardless of their rank or lack thereof — stand up for what is right, knowing that there will be a personal cost. Many of these individuals find themselves marked as instigators or are accused of not being team players for doing nothing more than what they believe is right.

What is it that they are doing wrong? Why is doing what was right sometimes so difficult, so costly?

Once I met a wise old man named Roger Crowley, a retired actor and collector of John Wayne memorabilia. We started to chat, and before long our mutual admiration for John Wayne was taking up most of the conversation.

Roger noted the direct relationship between John Wayne, The American Legend and the fire service, an american legend. I told Roger of a rationalization I had been using as of late — I watched too much John Wayne as a kid. This poignant yet thoughtful position struck me as the reason why some professionals find themselves somewhere other than where they thought they’d be. When I told this older, rugged yet striking gentleman this statement, he smiled, paused looked up to the now red sky and said “Yea, but when you do what the Duke would have done, don’t it just make you feel good?”

We talked about a great quote or saying that would encompass the ideals of John Wayne and the fire service but found it hard to settle on a single one. We knew that John Wayne wanted to be remembered in these simple words Feo, Fuerte j formal which translated means “He was ugly, he was Strong and he had dignity.” But what we were looking for was something more universal, something one could hold in their hand as a torch based on the ideals of the man simply referred to as “The American Legend.” We spent the rest of the evening trying to determine what quote we could we use to inspire leaders of today to do what is right?

After a few million stars came out and passerby’s raised more than a few eyebrows, we decided that each of us should be able to have our own quote. My personal favorite comes from John Bernard Books in the movie The Shootist: “I won’t be wronged, I won’t be insulted, and I won’t be laid a hand on. I don’t do these things to other people and I expect the same from them.” Roger’s favorite quote is not from a movie but is rather a favorite saying of John Wayne’s, one he liked so much it is on his headstone. “Tomorrow is the most important thing in life. It comes into us at midnight very clean. It’s perfect when it arrives and it puts itself in our hands. It hopes we’ve learned something from yesterday”.

With that we diverged from John Wayne to many a great villain who without exception, regardless of what epic adventure they were in, believed that the end justified the means. All of these great villains were essentially doing the same thing; they were trying to get somewhere or obtain something at the expense of others. It took a legend such as John Wayne to right these wrongs either for himself, as in Chism or as Rooster Cogburn in True Grit, or for his family as in movies such as Big Jake or Cahill U.S. Marshall. Other times he did it for the organization he was representing such as United States of America in the Green Beret’s or In Harms Way.

All this being said, the fallacy comes when we believe that everything will always work out the best for us if we just do what is right. Like the vast majority of the fire service regardless of your hero’s, many of you have sacrificed your own career and even livelihood because you choose to do what you thought was right.

You have chosen to stick up for the truth and to have integrity regardless of the cost to you. You have done what is right.

You have selected not the path of promotion or compliance but the path of courage. John Wayne had this to say about courage; “Courage is being scared to death but saddling up anyway”. You have chosen to fight battles for values knowing very well that as Capt. Rockwell Torrey (In Harm’s Way): John Wayne would say; “All battles are fought by scared men who’d rather be some place else.”

Often times, it seems as though some strive to put more and shinier things in their retirement shadow box rather than in the moral bank of ethical behavior. Sadly we even consider having more and being more as the only measure of success.

We often times some think that the end will justify the means, which is a position that is always wrong. Doing what is right is often times what is most difficult, that being said it is still what is right. Right is right and doing what is right with courage and dignity may not ever pay off for you in your career but as John Wayne was famous for saying “I have tried to live my life so that my family would love me and my friends respect me. The others can do whatever the hell they please.”

We all know of people in and out of the fire service that have not always necessarily did what we thought was right. This article could have easily focused on these villains of the fire service and their actions. Instead I intended this article to be praise for those of you who have chosen to do what is right. This may be the only accolades you ever get for doing so, however it is you and your type that keeps the great men and women of our fire service providing other humans undying service with dignity and compassion. It is you that are the true American Legends.

For those of you who have sacrificed yourself, I applaud and respect you. Promote yourself today to the position of the keeper of what is right. It is one of the most important and difficult positions you will ever hold. The only thing that you may get to show for it is our gratitude and the ability to always truthfully look in the mirror and say “Good Job, You did what was right”. You will sleep every night knowing that you have made a stand for what gives our chosen profession, steeped in tradition, the respect within our communities; You have done what is right. Regardless of the personal cost, you will rightly so carry on the tradition of an American Legend.

In some sense you may have all followed the advice Marion Morison’s (John Wayne) father gave him while he was growing up: “First is to always keep your word. Second never insult anybody unintentionally, if I insult you, you can be sure I intend to. Third, don’t go around looking for trouble.”

At various times in your career you may not be where you want to be, or you may not be treated as you think you should, yet when all else fails and when the curtain finally closes on your career, remember it is not what is in your retirement shadow box that matters. What count’s is in the legacy you have left behind in the hearts and souls of those you have been an example to.

What we give is much more valuable than what we take away.

To you regardless of your rank or lack thereof, thank you for doing what is right, or as John Wayne would say; “A man’s got to have a code, a creed to live by, no matter his job.”

Keep up the battle; it may seem difficult at times. It will seem scary and at times you may think you are the only one doing what is right. But be assured it is not that difficult, it is actually quite easy. Regardless of the situation, do what is right.

As John Wayne would say: “When in doubt tell the truth.”

By Corey Landry

Traditionally the fire service maintains several items: red fire trucks, rank structure and leather helmets to name a few. Tradition is an important part of the fire service, but at the same time we need to evolve and grow as our members evolve and grow. We have to be cautious of what we call tradition. A wise fire chief once told me that, “Tradition is what we call something that we do when we don’t know why we do it.”

As the Pepsi-generation and Generation Xers evolve into our firefighters and mid-managers, we need to adapt and evolve to serve their needs and identify with them. If you think that we have too many group hugs now just wait just wait for the next generation of firefighters who have the helicopter parents.

Today’s management needs to work as a group with everybody on the day to day operations. These generations need to know what is going on, what is in the big picture and how it affects them individually. Can we continue the way of “because I told you so”? The answer is yes we can, but it will ultimately result in higher turnover and lower morale. Mangers today have to identify and change this.

Does this mean serious changes? Not for the vast majority. Simple items like asking the most junior firefighter his opinion outside the earshot of anybody else and be sincere. Involve people that will be affected by any change, simple things like picking a room color for the day room, true we are not going to make everybody happy and yes we are not going to get everybody to agree on one color, but subordinates always appreciate a true and sincere attempt to hear them, maybe as simple as a paint color.

The fire service is constantly compared to the police service. Why are we different? My response is simple; a police officer does 99% of their job alone and a firefighter does 99% of their job with somebody else. It is the nature of the business; firefighters need to be that one cohesive team. We need to encourage that team concept from the top to the bottom.

One large change we have implemented in an effort to build toward a better team concept, although it may be perceived as a direct attack on the tradition of the fire service, is the shirt color for all officers. Our primary shirt color for all personnel is dark blue. This change was met with some resistance from firefighters and officers. I’m pleased to report it is been about six months now and it is like we have been doing this forever. Some concerns were that the public would not know who was in charge. Looking at this it was realized that the majority of the fire calls an officer responds to they are wearing turnout gear with their white helmet identifying their rank. A substantial number of our calls are medical and on those a firefighter paramedic is in charge and neither of the two firefighters wear a different color shirts. For the last 20 plus years this has never seemed to be a problem.

Seeing the interaction of the firefighters and my chief officers it is clear that the relations have improved; the subtle difference in the shirt color has dropped that stigma. You don not see or feel the tense condition in a room when a “shirt” would walk in wearing a white uniform. I agree, there are times when a chief officer needs to be in a white shirt, absolutely, such as a council meeting, discipline hearings, etc. The fact that the white shirt only comes out occasionally allows it to draw greater attention as intended.

Baseball has the ideal team approach; there is no way for a team to win without teamwork. From high school through the major leagues the coaches and managers wear the same uniform as all the players. The players, the other team, the fans and the umpires know who is in charge.

This is a small step but a positive non-verbal step in communicating with all the members of your fire department that we are all on the same team, we are all working toward the same goals and we are all in it for each other.

By Dave Murphy

I am not a huge fan of modern television. My mindless wandering of non-fulfilling channels drives me crazy and I usually give up and go on to bed. However, I recently watched (for the third or fourth time) the History Channel’s presentation of “Band of Brothers,” which details the exploits of the U.S. Army 101st Airborne — specifically the men of Easy Company — during World War II. Tom Brokow labeled these great warriors and those steadfast Americans who supported them the “greatest generation.” Brokaw was correct in bestowing this distinction.

I had the privilege of knowing one of these men — my uncle, Master Sgt. Wallace Hornsby. He went ashore at Utah Beach on D-Day. He wore the uniform proudly during the war and never hesitated to stand up for the patriotic values that he held so dear even after. Wallace died in 1968 at age 56. Other than a few faded memories, his pictures, bronze stars and a purple heart, I have very little memory of him.

Good soldiers and good firefighters share some traits. First of all, they believe in what they do and do so with willing hearts and firm resolve. My uncle was all about heart. He would call you out on any matter relating to respect of a lady or national security. If he were alive still, he would not approve of the general lack of concern regarding national security.

FIRE Act money is slowly decreasing. Federal grant money has provided for many needed and long overdue equipment upgrades in fire stations across our nation. And now those funds are drying up. But who will be the first called when the next cowardly act of terrorism is perpetrated? The U.S. fire service. And the fire service will be there to mitigate the incident long after CNN has left the scene. It is proper and fitting those federal funds are appropriated to provide safe and efficient equipment for those that must respond.

Regardless of funding, and while the bureaucrats argue over who is in charge, it is us, the new Band of Brothers, who are on the front lines. We must stand together, just as those gallant Americans did not so long ago. The fire service must continue to maintain a firm resolve and rise to the challenges that we will ultimately face. What can you do you ask? Be accountable and ready to do your part. Maintain a state of physical, mental, and professional readiness — demand that our politicians recognize that we are the first line of defense.

Dave Murphy retired as assistant chief of the Richmond (Ky.) Fire Department and currently is an associate professor in the fire-safety engineering technology program at the University of North Carolina–Charlotte. He is a past eastern director of the Fire Department Safety Officers Association.

By Patrick Kelly

How many firefighters and officers have sat around the kitchen table and complained that they never see “the administration.” Have you ever heard them say that administration doesn’t understand what goes on in the field? Each and every one of you has been on both sides of this discussion at some point in your careers. And the longer that perception persists, the more it becomes reality.

Change the department mindset that the fire chief only interacts with the troops at graduations, funerals and to administer punishment. You are the only one who can make this happen. However, it will take commitment on your part to leave your comfortable office and face the tough questions from the troops on their turf.

Management by walking around (MBWA) can be used at all levels within the organization. This style of management/leadership has been around in many forms for quite some time. MBWA has been attributed to Bill Hewlett and David Packard in the building of their business. It has also been used widely in recent years by many company executives as a way of keeping in touch with the pulse of their staff, employees and industry changes as technology moves at light speed in reshaping most professions and industries around the globe.

However, the American fire service has been slow to take up and embrace this contemporary strategic management/leadership tool. Way too many fire chiefs stay locked up in their safe offices believing they and/or their executive staff are the only ones who have the knowledge, skills and ability to lead the organization. Perhaps this is due to a lack of self-confidence, the fear of letting go of too much control, or a combination of these and other factors. No matter the reason, it is imperative that all members of senior management make it a priority in their schedules to get out of the office and stay current at the street level.

To simply walk and snoop around and not act on information provided by all members will accomplish nothing. In fact, this strategy will probably be detrimental as it will lend credence to the perception that staff listens but rarely hears and seldom if ever acts on some great ideas that are being discussed at all level throughout the organization. Great leaders listen, learn, and absorb as much as possible. They store this knowledge and information away in their “toolbox” to be used in the overall management of the department as challenges arise.

Leaders also must be patient while listening. You must act only when you are comfortable that you have an accurate assessment of the situation. Making rash decisions without obtaining the pulse of the department many times leads to inappropriate organizational or change decisions that are doomed to failure. We see this on the fireground when a hasty size-up is made and decisions implemented prior to obtaining all the facts. In both instances it is difficult, if not impossible, to obtain a positive outcome once we have gone down the wrong path. It is imperative to do everything you can to gather enough good information to produce positive outcomes from the start.

Leaders must be willing to get down and dirty while letting the members of the organization see first hand they are willing to do whatever it takes to get the job done. Commit to showing up at emergency scenes at all hours of the day or night and perform basic functions such as pull hose, carry medical equipment or walk around and observe both the positive and negative aspects of every scene. Attend post-event critiques and provide input and guidance to help educate younger managers. Or simply show up for dinner or lunch and sit around and talk honestly and openly with the troops. These simple but effective team-building exercises can’t be a one-time occurrence but something leaders are committed to on a daily basis.

When you think you have a good insight into the psyche of the department and have figured out what makes it tick, it is time to start over again. The fire service is an ever-changing profession and change is frightening to many within the fire service since it removes us from tradition and our comfort zone.

Make the daily commitment to be involved at the ground level. You will see big dividends within the organization in a relatively short time.

By Jordan D. Pollack

Last year, FIRE CHIEF published two articles on fire-prevention programs in Great Britain and Scandinavia. Both articles portrayed well the emphasis in those countries on fire prevention versus suppression. We, as a community of fire chiefs, must take that information and seriously reassess our priorities. Because the U.S. fire service is community- and jurisdiction-based and not nationalized, it is up to each of us to drive this campaign.

I still remember vividly growing up in the 1960s in New Haven, Conn., and watching as Engine 8’s crew went door to door doing home fire inspections and passing out fire-safety information. I remember the men standing on the tailboard, poised in their tan slacks and light-blue uniform shirts, ready to spread the gospel of fire and life-safety like neighborhood missionaries.

Some 40 years later in my third job as a chief, I sit at my desk putting together yet another community fire-prevention program. I look at our fire service — the glamour, lights, excitement and heroics — and am amazed by how much we chiefs are so focused on crisis management and not prevention. It comes as no great surprise that the general public is caught up in the same thinking. The average American citizen focuses little on fire safety unless one of three things happens: their child brings home information from school, they have an unfortunate encounter with fire, or the fire services bring them information directly.

We are long overdue to start thinking outside of the box. Most fire departments today, whether volunteer or career, have some sort of fire-prevention program in place. The most common is to have a prevention division of sorts, which in any career department is largely focused on code enforcement and plan review — it is often a forgotten child to the suppression wing, which receives the glory and funding. Most larger city departments include company-level fire inspections where firefighters do walk-through inspections of businesses to promote fire safety. This is an excellent tool on numerous levels promoting not only fire safety and education but also public relations and familiarity with occupancies for firefighter safety and effectiveness during an incident. This is an excellent step in the right direction, but it needs to be expanded to homes, apartment complexes and all occupancies.

During a trip to the National Fire Academy as a peer grant reviewer, I listened as then–Acting Administrator of the U.S. Fire Administration Charlie Dickenson spoke about fire prevention in the fire service. He commended the 100 or so folks in the auditorium for assisting with the prevention grant program. Then he went on to discuss how the fire service is still expending more energy on new equipment and vehicles than on prevention. Some 2,900 applications were received in 2007 for the Fire Prevention Grant Program. Concurrently, 21,000 applications were received for fire equipment and vehicle requests through the Assistance to Firefighter Grant Program. That statistic is staggering. How is it that we, a community-oriented network of caring professionals, are not putting more energy into fire- and life-safety prevention?

I met with Charlie later that week to discuss the current state of affairs in fire prevention. He said that there is no real movement afoot within the fire service. We are still focused on response, and that responsibility is becoming more elaborate with each decade. We are still obsessed with the toys that continue to expand in their complexity and cost, newer and fancier gadgetry commanding our attention. Many of us know that four well-trained firefighters with an older, working engine can outperform a crew with newer, fancier equipment and lesser training. As I reviewed numerous grants at the National Fire Academy that week, I read time after time “…after wages, vehicle maintenance, equipment … there is little funding left for fire prevention education, thus we are requesting federal funding for … .” As fire chiefs, we are still not prioritizing fire- and life-safety education in our budget justifications to our governing bodies.

How many chiefs have programs in place that involve going door to door to do home fire inspections and outreach? How many of us are giving priority to our prevention officers who are tirelessly educating and enforcing? Are there more than a few of us standing strong behind a goal of every occupancy in the jurisdiction having a minimum of one working smoke alarm? How many of us are doing aggressive campaigns with our elders on home fire and accident prevention? I would guess that a number of volunteer based departments in our country are succeeding at this. But I can’t help but wonder if the fire community could also do similar in our cities’ low income housing areas as well. How difficult would it be to refocus our energies and get our engine companies to begin door-to-door campaigns in our cities as well as our smaller towns and villages? Look at wiring, smoke detectors, heaters, candles and other potential fire hazards, bringing our focus into the homes of our constituents before it’s too late. How many of us are truly getting into our residents’ homes – either literally or through written and visual information? Even a simple home fire safety brochure under the door can have a huge impact. Checkout the Toronto Fire Service home fire safety brochure; it is an excellent model of a simple and effective brochure. The London Fire Brigade goes door to door educating its residents about fire and life safety. They have figured out a proactive approach: get out and meet and educate.

In some cases, this may become a union question, but at some level this is simply a management issue. Former Phoenix Fire Chief Alan Brunacini set a precedent by showing that union issues can be dealt with most effectively by inviting staff and management to sit together to develop the goals and objectives of the fire department. I would hope that our nation’s career personnel would jump at the opportunity to heighten public awareness of fire safety in their customers’ homes and businesses. With the mission of maintaining the health and wellness of our communities being paramount, this would seem to make some sense.

Should not the International Association of Fire Chiefs and International Association of Fire Fighters be working hand in hand, alongside the U.S. Fire Administration and the National Fire Protection Association to promote fire safety education? Of course this happens, to a degree, but it is high time that we all begin aggressively working together to attack the problem. Getting our nation’s firefighters (volunteer and career) on the streets and sidewalks is paramount in the campaign. If chiefs don’t take advantage of this valuable and massive resource, we are missing the boat, and more importantly, under-serving our community. It is our responsibility and mission to change the culture of the fire service, maintaining our readiness to respond, while focusing on the primary mission of fire, injury, and illness prevention

There is a wealth of support out there to develop and maintain an effective, ongoing campaign focused on fire safety and preventative healthcare for your constituents. If you are not doing so already, make it happen; chiefs hold the trump card on this one.

Jordan D. Pollack is chief of the Breitenbush (Ore) Fire Department.

By Ben Brown

As the NFPA standards change and the need to prove technician qualification becomes more evident, it is increasingly important to back up your technicians with paperwork. But in discussions with other agencies and technicians, I have run across a few misconceptions.

One of the biggest is that you must be EVT-certified to work on fire apparatus. This is not the case, as the standard states only that you must be qualified to do the repairs that you are performing. The wording from the NFPA 1071 (2006 edition) is “by possession of a recognized certificate, professional standing, or skill, has acquired knowledge, training, and experience and has demonstrated the ability to deal with issues related to the subject matter.” This statement allows for obtained skills and experience that are usually gained on the job.

In the Federal Motor Carrier Safety Regulations, a qualified brake technician is merely an individual who has serviced brakes for one year (supervised). These are 2 of the most applicable standards pertaining to technician qualification in fire department shops today. The obvious downfall to blindly accepting on the job experience, or even certification for that matter, is that you must first determine that the individual is performing the repairs correctly and safely.

You must also make sure that they are familiar with the manufacturer requirements for the particular item that they are repairing. Each manufacturer is a little different and what works for one may not work for the rest. The standard also allows for fire departments to send work out for repair but the liability is still on the fire department to prove that the technicians doing the repairs are qualified (even if they don’t work for you).

I suggest that departments start a training/qualification file on all of your techs. As one of my favorite instructors always says “CYA, cover your actions with paper”. This may simply be a written file that states where they performed these types of repairs in the past. It should also include any certifications that they hold and info from any classes that they have attended. It is important to keep track of all of this for future reference. It is equally important to note that a tech who has experience rebuilding engines may not be qualified to do a simple brake job or to tear into a pump. Not recognizing that fact can get you into a lot of trouble liability wise.

As the authority having jurisdiction, you will want to set a minimum standard of qualification for repairs. This starts with determining proficiency and assigning tasks based on that. This may seem like a long and tedious task but it can actually be quick and easy. You don’t have to start from scratch; NFPA standards 1911, 1071 and the FMCSR will help to get you well on your way. These standards do not outline who can perform each specific repair but they do outline some of the big stuff (UL, 3rd party, etc.) These are the 2 largest industry accepted standards and will be referenced if ever an issue is found (in court). The key is developing a standard that fits your needs.

I want end by saying that as far as certifications and certifying agencies go EVT is one of the easiest to deal with and they go out of their way to help get you registered for tests. I personally believe that certification is one of the easiest and fastest ways to prove proficiency in a given area. It is my belief that everybody should attain a level of EVT and ASE certification that corresponds to your job duties.

Ben Brown is a mechanic with the Lisle-Woodridge (Ill.) Fire Department.

By Jennifer Miller

Asbestos isn’t a new problem for firefighters, yet it’s one that they often overlook. Indeed, firefighters have been facing the dangers of asbestos inhalation for decades.

Manufacturers of building products used asbestos freely through the first three-quarters of the 20th century, largely due to its low cost, quick availability, and impressive fire- and heat-resistance. But asbestos — when touched by fire or damaged in any way — releases dangerous, sharp fibers that become airborne and can be readily inhaled. The result of this may be the development of one of the world’s deadliest cancers — mesothelioma. Unfortunately, firefighters are among those at high risk for the disease, even more than 30 years after the government issued strict asbestos guidelines.

Many firefighters have responded at one time or another to a fire at an old house, manufacturing plant or other structure that surely contains asbestos, which was commonly used in insulation, shingles, floor and ceiling tiles and a host of other products. And while exposure is going to be much less than if one encountered the toxic material each day while on the job, experts have continually repeated the mantra: “There is no safe level of exposure to asbestos.”

Furthermore, asbestos is a hidden danger because no one is present at the fire to explain exactly where the asbestos is located and how to avoid it. That means firefighters literally go blindly into an asbestos-laden building, never quite sure where the mineral will materialize. It can be present when a building collapses or when a firefighter punches a hole in a wall. It can be found in crumbled concrete or in blistered plaster or paint.

So how can one be sure that firefighters heading into a blaze are prepared to handle the dangers of asbestos?

Actually, those that head directly into the burning building are probably at lowest risk for asbestos inhalation because they wear SCBA when encountering a blaze. Nevertheless, firefighters should be educated as to the most common uses of asbestos and where it is most often found inside a structure.

But what about those who stand outside and fight the blaze? Shouldn’t they be offered equal protection from asbestos inhalation? Perhaps it’s time to demand that those firefighters also don the gear that will prevent their exposure to airborne particles. Asbestos can certainly make its way to those individuals who are outside as well as inside, putting them at harms way each time they take a breath. Wearing a SCBA with a proper filter will eliminate this concern.

Perhaps at highest risk for exposure are those who remain at the site of the fire until the last tiny ember has been extinguished or those who investigate after a fire. Testing of rubble and other asbestos-containing debris after a blaze often shows high levels of the hazardous mineral left behind and that should be of immediate concern. Consider, for example, the aftermath of Sept. 11, terrorist attacks. First responders were quick to develop asbestos-related diseases and one paramedic even died of mesothelioma — a disease that normally remains latent for 20 to 40 years — within five years.

While one hopes never to encounter debris on such a grand scale ever again, even the remains of a smaller fire can — like the remains of 9/11 — be filled with toxic asbestos that’s left smoldering even after the flames are gone. Simply put, chiefs must be certain that those involved with overhaul or investigation wear SCBAs, especially if the presence of asbestos has been confirmed. Air monitoring should be a part of the plan as well in order to protect post-fire personnel from inhalation.

Furthermore, firefighters should be made to adhere to strict hygiene habits when involved with asbestos-containing fires or debris. SCBAs should be cleaned thoroughly and any protective clothing worn when asbestos is present should not be brought into common areas unless clean. Secondary exposure to asbestos is a very real threat and no firefighter would want colleagues or family to be exposed to its deadly fibers. Firefighters should hose off or have a place to shower to wash fibers from their body and hair before encountering others who are unprotected. Decontamination is best achieved at the scene of the fire.

More and more stories of firefighters being exposed to asbestos during training have surfaced. All structures that are to be used for training should be thoroughly inspected by fire officials before any exercises are conducted at the site. A simple inspection can avoid a potentially deadly problem and any asbestos found in the structure should be removed before firefighters are permitted to practice at that particular location.

An estimated 80% of all buildings constructed before 1978 contain asbestos in some form or another, including perhaps, the fire station. Firefighters may be working in a building that’s laden with asbestos. Search the Internet for stories about asbestos in fire stations and you’ll undoubtedly find many. While most chiefs understand the dangers of asbestos, many are unaware that the dangerous mineral may be right under their nose. Stories of damaged ceilings leaking asbestos or flaking pipe insulation are commonplace. Fire stations, just like schools and other public buildings, should have an effective asbestos management plan in place and have regular inspections. Any damaged materials should be removed or encapsulated by an asbestos-abatement professional, not a member of the fire department.

Jennifer Miller is an awareness and outreach coordinator for Mesothelioma.com. Through public-outreach efforts and the distribution of informational materials, Mesothelioma.com aims to increase awareness of asbestos exposure and the associated health risks, including the development of mesothelioma cancer.

By Mitchell Waite

I’ve been to Iraq and I’ve seen how important safety becomes in a very unsafe world.

But as a fire chief in central Wisconsin, it has become increasingly clear that the primary reason the fire service continues to bury firefighters is the lack of leadership at the local level. This may seem a bit harsh, but I’ve been trained and educated in leadership for several decades.

Shifting an entire culture takes strong, effective leadership. Conducting interior operations without completing a risk assessment does not only exhibit a lack of leadership at the incident commander level, it is borderline criminal. But this is exactly what the majority of the fire service has been doing for decades and, more alarmingly, still does today.

This is not volunteer versus career issue. There are many outstanding leaders in both areas. Unfortunately, there also are many poor leaders in both. If there were not, we would not continue to look at the grim statistics of firefighter fatalities each and every year, for the same exact reasons. This is not effective leadership.

Cardiac arrests on the fireground are no secret. What have you as a fire chief done on your department to address this issue? If the answer is a resounding nothing, then shame on you. Firefighters deserve better. Limited budgets, lack of personnel and increased call volume cannot and should not be used as excuses. The military taught me long ago that my number-one mission as a fire chief or a commander is to lead my troops. Leading also means reating as safe an environment for them as you possibly can. If you cannot do this, then you should look for another line of work.

Have you done anything to address NFPA 1582, 1583 and 1584? Have you looked these standards over and made any organizational adjustments as they are directly linked to the number-one killer of firefighters? While these documents may not possess all of the answers to solve firefighter fatalities, they provide a good jump-start to the process. Physicals to identify potential life-threatening conditions, fitness evaluations to assist firefighters to become more aware of their physical limitations and work to improve them, and rehabilitation practices to assist in reducing the risk of overexertion and its deadly side effects all can help reduce firefighter fatalities.

What about prudent driving standards? What have you done in this area? The number-two killer of firefighters is vehicular accidents. If you use the excuse this is as just a part of the job, think again. This is not effective leadership.

Do you make EVOC mandatory on your department, even if your state or the federal government does not? Do you have safety standard operating guidelines on your department? Are they strictly enforced? If not, why not and how do you address safe driving practices on your department?

What about your training program? Do you incorporate safety into your training so that a firefighter’s actions become more instinctive during a real incident? Do you practice and train on scenarios that may save the life of a firefighter, such as self-survival techniques, or situational awareness so that firefighters more readily identify factors that will get them into trouble on a fire ground? If not, then why not? What is stopping you from taking these actions?

Let us finish this leadership challenge on the topic of decision-making, or lack thereof, on the fireground. Does your incident commander have adequate training to perform his or her job? Does your incident commander adequately size up the scene and then develop the appropriate strategy? Does he or she use a risk-assessment matrix to assist in making critical decisions?

While those like Ronny Coleman, Billy Goldfeder and Gordon Graham continue to lead the way in addressing firefighter safety, we need many, many more of these types of individuals in the fire service in order to truly make a difference. We need this type of effective leadership in each fire department in this country to make a difference. We can impact the grim statistics associated with firefighter fatalities and stop killing our own, but it will take effective leadership from the grass roots level in order to accomplish this worthwhile mission.

As we just witnessed a historic national election for the presidency and the promise of change, it is time for the fire service to also evolve. Programs such as Everyone Goes Home should be implemented in every fire department across this great country. If it does not happen, then it is primarily linked to the lack of effective leadership.

If you are a firefighter and your chief is not addressing any of these issues, then ask him or her why your safety is not a greater concern? Strong, effective leadership at all levels is what will lead the fire service forward in respect to firefighter safety. And to the fire chiefs around this country, it all starts with you. Are you up for the challenge?