Last weekend, I delivered a presentation on fire service trends at the Buffalo Trace Regional Fire Academy in Maysville, Ky. More than 400 firefighters — primarily volunteers with ages ranging from 18 to 70 — were signed up for the three-day academy.

Because Kentucky firefighters are required to meet certain hours for state certifications, State Fire Commissioner Ron Davis said the state provides the regional training at no charge. One of the most popular classes at the academy was a two-day basic firefighting course for new firefighters and seasoned firefighters who want to brush up on their skills. Also among the 16 classes being offered were highway crash–site management, occupant protection and an eight-hour firefighter survival course.

The evening before my presentation, I had the opportunity to meet several firefighters at a nearby pub. They shared with me a number of their concerns as volunteer firefighters who are trying to balance work and family, and over the need for more training in the current economy. One training officer explained that the lack of jobs has sent volunteers out of the region, some driving 50 to 60 miles each way to work. “There’s no time to train and even less time to respond to calls,” he said.

Recruiting and retaining members and balancing budgets are universal problems, and managing them can be very stressful. In fact, firefighter stress was one of the trends I identified in my presentation.

Recently I heard a fire chief say that volunteer firefighters are most susceptible to emotional stress because “when they respond to a call, they know the people they are working on in their town.” When I shared that comment with the volunteers, they nodded in agreement.

After my presentaion, a young firefighter came up to me and told me he once had to help cut his brother and a friend out of a car after a bad accident. The brother survived, but the friend was killed. I told him that he had a long career ahead of him and I hoped he would learn how to deal with the stress he would encounter.

Of course, support of family and friends goes a long way to relieving some of that stress. To that end, FIRE CHIEF once again will be gathering names and contact information of firefighters and emergency personnel who either are serving our country overseas or are veterans recovering back home.

If you know firefighter, EMT, paramedic or other first responder who would appreciate receiving a holiday card or package from fire departments or fire families here in the U.S., send his or her contact information to me, and we will post it on our Web site.

It’s time to remember those who are away from home for the holidays and let them know we care.

I take the bus to work. And yesterday, my fellow riders and I were startled by a middle-age man who was screaming angrily about the current government, taxation, health care, 401K fraud and cutbacks in public services. Nutcases on public transportation add to the joy of living in Chicago. It’s a daily event to hear someone off his rocker preaching about one issue or another. But when he started to yelp about the city’s plan to force police and fire personnel to take furlough days, he caught my attention.

Last week, the city rolled out its 2010 budget. Mayor Richard Daley included 24 unpaid days (12 holidays, 12 furlough days) for all non-union and many union city employees — including the city’s firefighters and police officers. Of course, the mayor can’t force the departments to take furlough days based on union contracts. But he seems determined to strong arm the city’s first responders into being team players and making sacrifices like the rest of the city’s workers. In fact, he said publicly that, “Everyone has to be part of the solution, not part of the problem. And that’s why I’m taking 24 days without pay, and I got other people to take that, because you have to show that government understands the suffering that is going on throughout your communities.”

If police and fire unions agreed to furloughs, the city would save $120 million, city Budget Director Eugene Munin said publicly at a city council budget hearing. That is a huge cost savings. It’s great the city can save money by forcing folks to take a month off. But to save money at the expense of public safety is ridiculous. Many will argue that there are not enough first responders on the street already, especially after nationally publicized events like the beating death of a Fenger High School student. And a time when the nation is at war against domestic and international terrorists, as well as facing threats from biological, chemical and radiological attacks and then the potential swine flu pandemic, don’t we need our first responders at work more than ever?

In fact, cutting the amount of first responders on the street may actually cost the city money. Imagine the lawsuits and liability coming from this. If it takes an ambulance or fire department 10 minutes longer to reach a victim who then dies, will a lawsuit ensue? And how much money would it cost the city’s lawyers to fight the suit, and then ultimately settle it to keep the victims’ families quiet? My guess is somewhere in the millions of dollars.

I give Daley credit because he also plans on taking furlough days. I understand the city’s broke. But the firefighter union shouldn’t have to take these days. I have another idea. Maybe the city should look at the layers of leadership and cut from there. Instead of 50 aldermen, maybe we should combine districts and cut that number by half. Or maybe they only need to meet once a week, and get paid for 52 days. Or maybe, just maybe, being an alderman shouldn’t be a full-time job. Maybe instead it should be a calling to public service. Yes. Maybe they should work for free. Cost-savings should come off the backs of politicians and their cronies, not first responders. Because in the end, an alderman rarely saves a life — while for police and firefighters serving and protecting the community is part of their moral code. We need them on the streets, 24/7. If not, the consequences may be great.

Once again, October has proved to be a busy month. My notebook is filled with interesting information and quotes from a wide range of sources across the country, some from group discussions and therefore unattributed. Here are my tricks and treats to think about this Halloween weekend:

Ergonomics. “We’re seeing Kevlar belts being worn with suspenders to help take the weight off of the shoulders,” said Ken Busch of Scott/Honeywell, during a turnout gear presentation.

Story-telling. “To be successful in the environment we are in, you have to be able to tell our story. The mantra we deal with over and over is efficiency, efficiency, efficiency,” Chief Adam Thiel, Alexandria (Va.) Fire Rescue, said.

Prescreening. “Why is the concept of mental health not in our curriculum at the entry level of our fire academies?” asked Deputy Chief Pat Kenny of the Western Springs (Ill.) Fire Department.

Safety. “Why don’t [manufacturers] build something to tell when gear is about to exceed the capacity to protect a firefighter?” asked Chief Alan Brunacini (Ret.).

Global outlook. “If we want to look for apparatus models that really work … look at the rest of the world and how they are doing it,” Thiel continued.

Common sense. “You can’t change without trust,” said one chief during a discussion about changing cultures, unions and consolidations.

Staffing. “Are city managers decreasing their personnel, too?” asked a cash-strapped chief.

Attention deficit. “You’re lucky if you have even five minutes of attendees attention,” quipped one chief.

Change. “When you have a downturn in the economy, it forces us to think differently — whether we like it or not — and it creates a lot of anxiety.”

CCR. “What kind of CPR are they going to do on you if [EMTs] do that on the public?” asked Deputy Chief Chuck Montgomery of the Glendale (Ariz.) Fire Department while explaining the increased benefits of cardio cerebral resuscitation over CPR.

Going the distance. “Why is it OK in a rural area to respond in 10 minutes, but it’s not OK in a suburban area?”

Opposites. “When things are going good, the authority having jurisdiction goes up, and when things are going bad, it goes down.”

Firefighting? “Nothing in the laws says we have to put it out.”

Volunteerism. “How do you cut a volunteer fire department? Citizens Emergency Response Training is filling the gap for police and fire….”

Agreement. “The classic answer to all public service officials’ questions about cutting budget or service is the same: ‘it all depends ….’”

Vision. “There’s a difference between a growth and a survival mode.”

Mind’s eye. “Mental health is a key component of overall firefighter safety,” Kenny continued.

Volunteer stress. “Mental wellness is critical for firefighters, and it’s worse for volunteer departments because they know the local people.”

Superheroes. “Take the cape off before it chokes you.”

Five keys to success. “Vision: Do you know where you want to go? Values: Will your values take you there? Will you be satisfied when you get there? Action: Do you act to insure success and eliminate failure? Attitude: Do you reject psychological blocks from the past or imposed by others? Connections: Can you establish strong ties and relationships with people?” By Dr. Joseph Mancusi

Reminder. Change your clock and change your batteries.

While doing some Internet research last week, I came across a U.S. Fire Administration firefighter fatality notice from Feb. 23. The notice read that 34-year-old Firefighter Derek North of the Stockton Fire Department in Lakeland, Ga., died while responding to a fire call. North’s brother was driving the department’s 1966 Ford Fire Knocker when he swerved to avoid a collision. The vehicle overturned and Derek North, who was in the officer’s seat, was killed while Chad North sustained serious injuries.

Several years ago, the Fire Apparatus Manufacturers Association issued a white paper that claimed that 50% of apparatus in the United States is older than 15 years and not in compliance with NFPA standards. But even if a fire truck might is old and non-compliant, if it is properly maintained and safely operated, no one should die.

The current economy is making it more difficult for fire departments to purchase new apparatus and the future is not looking much better. Fire chiefs across the country are looking closely at all aspects of apparatus specifications, leasing options and preventive maintenance.

In last week’s Command Post, I wrote about a fire chief roundtable at the recent FEMSA/FAMA meeting, where leaders from various size departments responded to questions about apparatus purchasing.

Chief Jeff Johnson of Tualatin Valley (Ore.) Fire & Rescue talked about how his department is considering “zippy” cars that would be placed on located on highways during rush hour for EMS response. Johnson said that such vehicles could save time and money, compared to dispatching a larger apparatus. The quick response makes sense when accidents add to traffic congestion and make it even more difficult for emergency vehicles — especially large vehicles that may not be needed — to get through.

Richmond (Va.) Fire Chief Robert Creecy said that he repeatedly reminds his staff that they are caring for other’s property. “We live in rental property and drive rental cars,” he said. “The buildings belong to the city and the vehicles belong to fleet services.” Right now, Richmond faces a monumental task of replacing a fleet of quints purchased in 1997.

Several fire departments are trying to extend the life of their apparatus and buying standard demo units to save money. Chief Don Oliver of Wilson (N.C.) Fire Rescue told me that when the department was purchasing new vehicles for officers, it chose a demo SUV and van from their local Chrysler dealership. Oliver said that they saved a good chunk of money by buying used.

Can you continue to cut your budget and not affect the safety of your community and your department?

The Fire and Emergency Manufacturers and Services Association and the Fire Apparatus Manufacturers Association held their annual joint meeting earlier this month. The event gave several fire chiefs the opportunity to speak up on issues facing their departments — and some of those chiefs pushed back on FEMSA/FAMA members.

Rob Brown, chief of the Stafford County (Va.) Fire Department and chair of the International Association of Fire Chiefs’ Economic Task Force, provided insight on fire department budgets. The IAFC created its economic task force following the economic downturn to provide fire chiefs with information and guidance. In his presentation, Brown encouraged the manufacturers and vendors to understand and work with fire-service leaders during a tough economy. “We need vendors to be our partners,” Brown said.

Brown suggested focusing on the increasing costs associated with NFPA standards, lower-cost options for equipment and apparatus, and renewable resources and the environment. “It’s a lot easier to ask for a piece of equipment that is environmentally friendly,” he said.

Brown also encouraged the fire service to break from tradition thinking and be more open to technological advances. Citing the changes in pilots’ helmets from World War II designs to the high-tech helmets fighter pilots wear today, Brown suggested that the fire service hasn’t moved far from the leather helmets of 60 years ago.

During the buyers’ roundtable, moderated by CFSI Executive Director Bill Webb, six metro, urban, suburban, volunteer and Canadian fire chiefs shared their opinions with the FEMSA/FAMA members.

“We’ve been cutting for so long there’s nothing left to cut,” Richmond (Va.) Fire Chief Robert Creecy said. “We’re browning out on a day-to-day basis. It’s the leanest of times. Richmond has been recession-proof, and now it’s worse than during the Great Depression.”

Conversely, Jeff Johnson, chief of Tualatin Valley (Ore.) Fire & Rescue and current IAFC president, said based on the government structure, TVFR controls its own money and currently is involved in $77 million worth of fire-station construction.

The chiefs on the panel all agreed that they are more involved in the purchasing process because of current economic conditions.

“It’s very important that we are closest to the work,” Alexandria (Va.) Chief Adam Thiel said. “My role is to really show everybody where the box is and stay within.”

Chief Tim Beckett from Ajax, Ontario, Canada, said his department is running its trucks a lot longer, and his council has suggested buying standard apparatus or even buying demo units. “We’re looking at practical versus bells and whistles,” he said. “We’re seeing an increase on our maintenance side, too.”

Chief Joseph Chornock, Germantown (Md.) Volunteer Fire Department, also has had to rethink apparatus purchases. “By purchasing all the apparatus alike our maintenance and mechanical costs are reduced. We don’t have to stock all kinds of parts,” he said. “It’s good for our firefighters, too, because different pumps operate differently.”

The chiefs on the panel all agreed that the fire service needs to re-think the business of emergency response and manage public expections. The chiefs anticipate more mergers and consolidations and more cooperation and collaborations on equipment purchases.

“Local money will be used to solve local problems, but local money will never solve national problems — a lot of fire chiefs need to learn to share,” Johnson said. “We have got to continue to think better about our business and use data and science to solve our problems. Apparatus and radios got better in my 32 years. What’s going to change our fire service is science and technology.”

The meeting gave FAMA/FEMSA members a lot to think about: smaller apparatus, leasing vehicles and response to routine calls and activated fire alarms. Lack of money changes everything.

When selecting the judges for the Station Style Design Awards, we try to find fire chiefs or officers who have hands-on experience in designing fire stations. We also include architects from different geographical areas. This year’s judges included three fire-department personnel who also have experience in architecture and engineering.

And the judges — first time and returning — could all agree on one thing: the competition was tough this year.

The first design awards in 2000 had 23 entries in four categories; this year’s program had 87 entries in six categories. Judges reviewed each entry on their own before meeting with the other judges. Each brought his or her top three choices in each category to the final judging. Discussions were intense as the choices were whittled down to gold, silver and bronze — or none at all.

Returning judges had noticed significant changes in this year’s entries:

• “More training within the stations.” And another quickly added, “So much so that I expect it now.”

• “Many of our clients are volunteers, and their training facility is 50 miles away. They hold their breath when anyone sends them away for training. It’s a lot easier to bring in one instructor to teach rather than send off your firefighters.”

• “Functionality is the key in the fire station.”

• “Operations comes first.”

• “LEED is expected in all architecture. It’s soon approaching the code level would be sustainability. A lot of cities are funding LEEDs buildings.”

One seasoned judge explained the initial criteria for each entry. “The first thing we look at if it is operationally sound. You can have good design with a small amount of money or a large amount of money.”

Another judged added, “I don’t think square foot cost has a big impact on my decision. You look at it and say it’s an expense.”

“Far more important is matching the client’s budget than what it is and more important what is it for that community.”

Sometimes I wish we recorded the eight-hour judging process. The discussions and arguments about various aspects of facilities, locations and creativity are valuable lessons. The pros and cons from everything aspect of a facility from the drive-through bays to location of decontamination rooms are learning opportunities.

Watch for the November issue and see if you agree with the 2009 Station Style judges.

Wilson (N.C.) Fire Rescue often has served as a beta-test agency for new GIS technology. On a recent road trip, I visited Wilson and found that GIS isn’t the mid-sized suburban department’s only innovation.

Chief Don Oliver offered to let me stay in the fire department’s VIP suite, a new concept to me. Oliver said that when the central fire station was flooded several years ago during a hurricane, the department turned an office into a small guest suite. The suite has given Oliver an economical way to invite instructors and chiefs from all over the country to visit and teach a course. Staying in the station also offers informal time with department personnel. The suite’s guest book includes signatures of Chief Billy Goldfeder, NFFF Executive Director Ron Siarnicki and Chief Ron Coleman.

Staying in the station also gave me a chance to see for myself exactly how Wilson’s GIS technology works for the department. The department first showed interest in GIS after a hurricane flooded many areas of the city. Department leaders were surprised to hear that the city’s planning department knew ahead of time what areas would flood. They began discussing options to share the information among the city’s agencies; consequently, ESRI became involved and began using Wilson as a test site.

I noticed a couple things during my tour of the station that I had not seen in other stations: a round conference table (“Works better for staff meetings,” Oliver said), signage on doors prohibiting turnout gear in living quarters; and security systems on doors to both living areas.

Another purpose of my visit was to see Wilson’s new Fire & Life Safety Adventure House for a future article. The department purchased a small house next to its central station and converted it to a multi-purpose education facility. Firefighters did the work themselves, and the facility offers a broad range of instruction for youngsters, senior citizens and the community at large. In fact, Oliver had local businesses visit the house, including members of a homebuilders association, and said they were blown away by the live-fire demonstration that is extinguished by a working sprinkler head.

Wilson runs a tight training program in conjunction with a local college and offers students an opportunity to stay in fire stations and attend classes to continue their education. He told me they have students from across the country attending the training programs.

Dinner in the station with the B shift also offered an opportunity to talk to the firefighters about their work. No visit to a fire station is complete without a firefighter prank. This one involved an unsuspecting baker’s pineapple cake and liquid soap. The frosting, however, was perfect.

While I have my own scanner and I’m used to the tones, I must admit I did a good job of falling back asleep after the tones went down for several calls during the night.

There is a 30-minute overlap in shift change and for morning checks of each vehicle and the equipment, including the testing of each saw on the rigs. “If we don’t test each one, how can we trust it will start when we need it on a call?” a young lieutenant said.

On a tour of the other four stations and the training facility, I asked the firefighters if they realized how progressive Wilson really is? Based on their response, I don’t think they knew. I do.

Like most Americans, I have been forced to buckle down and count my pennies to survive the current economic climate. I’ve clipped coupons. I’ve cancelled cable. And I bring my lunch to work every day.

According to economists, the U.S. economy will be slow to recover, as corporate profits take time to stabilize and governments try to meet their budgetary shortfalls. Fire departments are no different, said Bruce Evans, the assistant chief of support services for the City of North Las Vegas Fire Department. He’s responsible for EMS, training, business processes, accreditation, facility maintenance and vehicle acquisition — and just learned he must cut $3 million from his budget.

That’s a tall order, and Evans said one area that won’t be cut is firefighting training.

“Sometimes the first thing fire departments do is cut the entire training budget,” Evans said. “So that obviously not wise because that is an investment in the future and can also lead to a risk management issue later on.”

Instead, Evans said support services will be cut across the board. At the same time he’s considering ways to save money. For example, he’s re-negotiating prices on service contracts or on reconsidering equipment purchases — sometimes choosing the lower bidder and sacrificing bells and whistles. He also is working with vendors willing to deliver items right the first time in an efficient manner, which saves money in the long run, he said.

Evans also is considering ways to generate revenue by reexamining fees for ambulance services. In many cases, fire departments can start expanding coverage areas or bill car insurance companies. Departments can raise other fees, such as building inspection and permitting for hazardous materials.

“Those are all things that would potential have increases in fees,” Evans said.

Evans said departments need to track every penny and get reimbursed. For example, he said a neighboring department transports 600 patients a year and doesn’t bill for it because it occurs in an overload situation when a private ambulance doesn’t have a unit unavailable.

“In the past, those would have went uncollected or unprocessed,” he said. “Even though it’s a small amount of money you can’t leave that sitting on the table anymore. You have to go after it.”

In addition, fire departments should know how much each response costs, including what a fire engine costs per hour based on the specific staffing pattern. Documentation of staffing and other administrative processes is important money as well, Evans said. He recommends chiefs track costs on a mapping software so city officials can be convinced with data how much the fire service needs to operate based on the types of calls, their location and the response time.

“So when the city council says ‘well do we really need this fire truck in this location’ based on calls you can go back and prove the need using the data,” Evans said.

Evans noted departments must be innovative without compromising a good work environment, safety or gains toward technology and better service to the community.

“But if you are not innovative, your [department] won’t survive,” he said.

Earlier this week, the International Association of Fire Chiefs’ EMS Section sent a letter of protest against the new NBC television show, Trauma.

In the letter to the chairman of NBC Universal Television Entertainment, EMS Section Chairman Gary Ludwig expressed “deep and sincere displeasure” with the show, particularly with scenes depicting paramedics having sex in ambulances, making sexist remarks against women and performing medical procedures outside the standard of care. Ludwig requested NBC cancel or modify the series “accurately portray the sacrifices of those who perform emergency medical services to comfort and treat those who have suffered a serious trauma or illness.”

When I spoke with Ludwig, who also serves as deputy fire chief in Memphis, Tenn., he called the program “totally irritating.”

“It does an injustice to our profession, and the legal concerns impact the viewers,” Ludwig said, referring to a scene where a paramedic misuses drugs for a patient by one actor. Ludwig said he turned the program off after 20 minutes.

Are Ludwig’s concerns justified? How much does television influence the public’s perception of a profession?

Dragnet showed viewers a respectful police force in the fifties, while Hill Street Blues began to show a grittier side in the eighties. Medical professionals have been popular on television since the beginning, from the first soap operas to Marcus Welby, M.D., to shows like Grey’s Anatomy and Scrubs today.

Are firefighters and EMS personnel above being portrayed as human and vulnerable on television? Is that portrayal necessarily a bad thing?

“There are so many of us in our profession who went into this profession because of Johnny and Roy from Emergency!” Ludwig admitted.

Former JEMS publisher Jim Paige was an advisor to Emergency! and didn’t hesitate to put his foot down if something was not accurate.

“Jim didn’t want firefighters or paramedics being portrayed negatively,” Ludwig said. To this day, Johnny and Roy still come up at national conferences.

But it seems Emergency! was a far cry from Trauma or its sensational firefighting counterpart, Rescue Me.

As luck would have it, the show’s premiere coincides the National Fallen Firefighters Memorial Weekend and the start of Fire Prevention Week across the United States and in Canada. The fire service has worked hard over the past 30-plus years to raise the level of professionalism with education, certification and diversity. Likewise, EMS has raised to unimaginable levels with certified paramedics and advanced ALS. Still the emergency services still wrestle with issues of sexual harassment, drug abuse and politics.

Maybe we aren’t ready for programs like Trauma and Rescue Me to show the vulnerabilities of human beings working in the emergency services because those vulnerabilities touch raw nerves. But maybe that’s what television producers find so appealing about firefighters, paramedics and EMTs — they are sacred!

The U.S. Fire Administration came up with an ingenious — if not necessarily original — idea: an online archive where members of the fire service can share information. Fire Prevention and Public Education Exchange aims to serve as a centralized location for national, state and local fire-prevention practices and public-education materials. I recently spoke to Chief Sandy Facinoli, Prevention & Information/National Fire Programs for the USFA, about the program and how it can help chiefs in their day-to-day decision-making.

Facinoli said the administration has been working on ways to make it easy for information across the U.S. fire service, and the new archive provides such an opportunity.

“We have noticed for some time that there are all kinds of great materials being generated nationally and regionally and it’s hard to find it all,” Facinoli said. “Sometimes it’s on the Web, sometimes it’s not. … And so our strategic plan from 2009 to 2013 included a goal to create a repository of fire-prevention and public-education materials.”

Information-sharing between leadership and those in the field can only lead to positive results. Where one department might have a lessons learned on aerial rescues at a high rise, another may have documents on how to tackle a wildfire in the wildland-urban interface. Facinoli said the USFA’s goal is to make such resources available to the fire service. If one department has a successful program, fact sheet, podcast or other media, it can be sent to the USFA for posting on its Web site.

It only makes sense that the USFA should create a forum where all of the information will be categorized and organized for all of the fire service to use. It’s long overdue. If other departments have found the best way to tackle an issue, why should another re-invent the wheel? Instead, they now can tap into the Web site and read the strategies that were successful to other departments.

“Anything that will be helpful to our fire service in helping reducing fire loss is what we are looking for,” she said. “We just want to be a conduit of sharing the information from one source to another. We are not in the middle of loaning the materials but hope the exchange allows collaboration across the fire-safety community.”