By Dennis L. Rogers

This may sound absurd, but as an executive fire officer I had the opportunity to begin a new career as a professional recruit firefighter at the age of 42 with the Frederick County (Md.) Fire Rescue Service. This, of course, is complex for many reasons — age, education, certifications and public-sector experience.

I am a third-generation volunteer firefighter with the Warrenville (Ill) Fire Protection District for 22 years, holding the rank of captain. Applying my fire-service experience with my law-enforcement career as a detective sergeant with the DuPage County (Ill.) Sheriff’s Office gave me the opportunity to become the commander of the DuPage County Fire Investigation Task Force.

So why set out to become a recruit firefighter? Because of geographical and personal constraints, I had a limited region in which to work as a professional firefighter. So I looked to the Mid-Atlantic area, but a vast majority of fire departments are county-based and support individual volunteer fire companies within the respected counties. Many of the management positions in such agencies are filled from within, leaving few — if any — outside opportunities.

Still, I took it upon myself to compete for 30 open positions. With personal control and self-confidence, I thought the situation could work to my advantage. But with such experience, my personal challenge as a leader in starting over again was humility. The key for me was how valuable I felt as a person.

Although I already had attained the basic certifications as an EMT-B, Firefighter III, and Fire Officer I — along with several of other certifications in Illinois and the National Fire Academy — Frederick County required me to attend its own fire academy.

I was thankful that I was mentally and physically strong enough to continue being a firefighter, even if it required me to become a rookie once again. As a leader, I knew there was value in attending the fire academy for many reasons. I could learn the culture of the organization through the eyes of a rookie firefighter. I could get back into a fitness regimen and get back to the basics of firefighting, which would correct some bad habits that I acquired over the years. These basic lessons would reinforce my knowledge, hands-on skills and critical thinking.

Successful leaders view life as a journey of continued growth and development. Every career and life experience — peppered with formal education and pertinent knowledge —directs the professional toward unanticipated opportunities. I have always strived to better myself, to keep driving forward, even if it seems unusual or doesn’t make sense initially.

Dennis L. Rogers is a firefighter with the Frederick County (Md.) Fire Rescue Service. He previously served as a captain with the Warrenville (Ill.) Fire Protection District and a detective sergeant with the DuPage County (Ill.) Sheriff’s Office. Rogers is a graduate of the National Fire Academy’s Executive Fire Officer program.

By Phil Stittleburg

Forecasting the future of the volunteer fire and emergency services is no easy task, nor is it an exact science, but there are several trends and challenges within the volunteer sector now that indicate what the future may hold. Primarily, I believe we’ll see a continued emergence of combination departments, new and innovative solutions to the challenges of retention and recruitment, increased focus on health and safety, and increasing needs for funding. Each issue brings its own set of challenges and opportunities for a service that is ever-evolving and fulfilling an ever expanding role.

Over the past decade, a number of historically all-volunteer fire departments have been hiring career personnel to supplement their ability to deliver in a timely fashion a sufficient number of adequately trained personnel to the scene of an emergency, particularly during weekdays when many volunteer firefighters are at work.

According to the NFPA’s U.S. Fire Department Profile, which covered 2005 through 2007, the number of mostly volunteer/combination fire departments increased by nearly 22%, from 4,092 to 4,989. The 2008 profile reveals a slight decrease in the number of mostly volunteer/combination departments to 4,830, which is likely explained by some of these departments moving to mostly-career status — the number of mostly-career and all-career departments both increased slightly between 2007 and 2008 — and a weak economy that made it difficult for more volunteer departments to hire career staff. I envision this trend continuing. Department leadership must recognize the warning signs signaling a need for change and know how to meet the challenges — and welcome the opportunities — of moving from a volunteer to a combination department when warranted.

Traditionally, the shift from volunteer to combination departments has been fueled by population growth in a jurisdiction, but we are seeing an increasing number of volunteer departments that are struggling to recruit and retain new volunteer personnel because of the demands of modern training standards and the significant time commitments that they impose, particularly on new recruits.

For the first time ever, the 2008 U.S. Fire Department Profile, published this year, revealed that a majority of firefighters serving in communities of 2,500 or less are over the age of 40. This encompasses more than 400,000 firefighters in all and approximately 45% of the total number of volunteer firefighters in the country. To put that in perspective, in 1987 approximately 65% of firefighters serving those communities were under the age of 40. As we look to the future, this trend is sure to continue unless innovative methods are employed to recruit and retain younger volunteers. The NVFC has developed retention and recruitment tools to address these issues, and has launched the National Junior Firefighter Program to attract youth to our services. The NVFC’s Fire Corps program also has proved to be a great recruitment mechanism for departments across the country.

Fire-service leadership must actively promote a healthy and safe environment for our department members and lead by example. Unfortunately, we often forget that our health affects the lives of so many others who are depending on us to be there in times of need. Taking the time to implement a health and wellness program or making simple lifestyle changes — like healthy eating at the station, exercising as a group, quitting smoking and preventative health screenings — can lead to healthy and safe first responders. A healthy and safe fire and emergency service impacts the amount of firefighters we retain, our ability to recruit, how we train and the number of calls to which we respond. The benefits of a healthy and safe department have far-reaching implications for our firefighters, our department and our community.

In these difficult economic times, funding will continue to be a challenge for our emergency services. National-level funding through the Assistance to Firefighters Grant program will continue to play an integral role in meeting basic needs for our departments. On the local level, departments will continue to feel the effects of budget cuts. Our personnel are pressed for time as it is; fund-raisers such as pancake breakfasts and spaghetti dinners simply are not the answer to raise hundreds of thousands of dollars for much-needed emergency-response equipment.

I look forward to what the future holds and know that the National Volunteer Fire Council and the nearly one million volunteer firefighters we represent will meet these challenges and opportunities with a positive and proactive response, and most of all, with a shared passion for what we do.

FIRE CHIEF asked 11 leading experts to predict how the next decade will unfold for American fire and emergency services. Read the rest of their responses in the January issue.

By Mike Chiaramonte

I was at the local supermarket when I heard, “Spill on aisle 7.” A large jar of jelly had been knocked off the shelf and shattered, making an extensive jelly mess in the aisle. The store custodian came out of the office with a mop and a bucket in hand and cleaned up the mess.

After the jelly mess was cleaned up and the aisle was back in service, the custodian returned to the office only to wait for the next mess. Two more jelly spills happened that week and one caused a woman to fall and stain her dress. Each time the custodian came out of their comfortable office and cleaned up the mess and returned to the office only to wait for the next mess.

The custodian, who became tired of being disturbed, observed the following things: it was the large jars of jelly that were always breaking, these large jars hung over the edge of the shelf, and the shelf was right at shopping-cart height. The custodian also noticed that the small jars of jelly were on the shelf above the large jelly jars. The custodian had the idea to move the large jars of jelly one shelf up and move the small jars to the place where the large jars were.

The manager liked the idea because it would save the lost profit from the wasted jelly. He also liked it because he was reminded of the woman who had fallen the week before, which cost the store the price of a new dress. He also thought of the possibility of someone who slipped on the jelly getting hurt and suing the store. The manager told the stock clerks to make the change.

Like any other change, it took time. The manager had to remind the stock clerks of the new policy until it became a part of their routine. But the end result was no more jelly spills.

This story is an example of the 5 Es in risk reduction: engineering, education, enforcement, economic advantage and emergency response.

This story got me thinking about the perceptions that firefighters and citizens have about the fire department. Firefighters see themselves as mitigators. They render high-quality and professional assistance and get things back in good order. They then return to the station to await another emergency. This reminds me of the supermarket custodian.

Residents see us as heroes but they do not want to see us show up at their house because they would be in some sort of trouble if we did. The public needs us, but they as individuals do not.

The fire service will always be on the back burner in the minds of the community we serve if we continue to only be seen as custodians that wait for a mess and then go clean it up. I ask you this question; if you were the CEO of a major cooperation would you involve the building custodians in any major corporate decisions? When the fire service looks at their oath to protect life and property in a different way, the community will look at them as more then community custodians.

In order to truly live up to our oath to protect life and property is to act before the incident, before the pain, and before the misery and grief. The fire department must contribute to the added value of the community by making the community a safe and healthy place to live. We do this by preventing harm from happening. We do this by having such programs as older citizen fall prevention, bicycle and babysitting safety programs, child safety seat instillation programs, hurricane and tornado preparedness programs, cooking fire prevention and so on. This will change the view of community from seeing the fire department as a department that is only useful after a tragedy to a department that is directly involved in the safety of each and every one of them. They will see the fire department as a key to preserving their way of life.

Fire department personnel must view themselves as risk-reduction technicians. When this happens the communities they serve will respond with a new light in their eyes. The fire department will be contributing added value to the community and its worth will be seen as even higher then it is today. Fire departments will not be asked to do more for less because their value and return in investment will be obvious. This value will not only be in intangible terms such as preventing pain and misery but in real dollar value in the savings of medical and property insurance claims and premiums.

Changing the fire service from viewing its members as firefighters to viewing them as risk reduction technicians is not easy. Those who choose to take the role as change-makers are pioneers. The pioneers in the early history of our country faced rough roads and difficult challenges as they moved on in their quest to develop new land and opportunity. The new risk-reduction prevention-eers in our service today will face their own rough roads and difficult challenges as they strive to change the face of the American Fire Service. They will become key instruments in making American communities a happier, safer, healthier and pleasant place to live, work and visit.

When you return from cleaning up the mess that occurred on your next alarm and are backing into the station, think about the spill on aisle 7. Could this mess have been prevented?

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 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 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.