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Sixty Seconds for a Three Sixty

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As I was contemplating the development of a posting for today, one that was intended to pose a few rhetorical questions for the day, I came across an email forward to me by a good friend Brian O’Malley a motivational speaker, with a proclamation that provided a three-sixty (360) review to a recent strategic alignment meeting I participated in.

As I looked at the words and phrased statements, it became obvious that these thirty-six words aligned compactly within twelve lines provide a distinct three hundred and sixty degree perspective on much of what each of us should strive for; each day, on each shift, and at every call.

These are demanding times that accellerate a varity of emotions, uncertaintly and at times of personal discovery. Regardless of your rank, or time in grade, the length of time in your organization or the size and structure of your department, your daily demands and challenges; leadership, mentoring, contributing, setting the example, being at your very best individually or collectively as part of a team, a company or a department is essential and pivotal-Think about it…..

  • Find your Energy
  • Explore your Strengths
  • Discover you Passion
  • Expand your Perspective
  • Understand your Beliefs
  • Choose your Attitude
  • Align your Behaviors
  • Challenge your Perception
  • Define your Success
  • Live your Value
  • State your Mission
  • Proclaim your Purpose

Take the time to look at this video HERE, take the time to Celebrate What’s Right…..

Ten Minutes in the Streets: First-Due on a Saturday Morning-Smokin’ Scenario

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Firefighter Safety at Vacant Structures

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I was interviewed recently by a national financial and news reporting network on the topic of the escalating home foreclosure rate related to the depressed economy and its impact on the fire service. It was interesting to note that this highly respected and prominent news network was interested in gaining an understanding and perspective on the demands and safety issues affecting the fire service related to the apparent increasing trend in vacant structure fires.

I’ve published a couple of postings related to Vacant Building Fire Reports and Vacant or Unoccupied Fire issues over the past two months. The NFPA recently published their Vacant Buildings Fire Report that provided research insights on the increase in vacant building fires and the matter of increased concern as the economy continues to weaken.

The fire analysis and research compiled is from the period of 2003-2006.
Although these are lagging indicators from that time period, it’s becoming increasing apparent through eMedia reporting, conference discussions and peer dialog that the combined economic hardships, current foreclosure rate on residential homes and the suggested increase in operations and incidents at vacant structures has an adverse impact on fire service operations and an increased risk to firefighter safety.

These current impacts will become self evident when the incident date is analyzed and published next year. In terms of the immediate, it doesn’t take a lot of effort to conduct an online search and see the magnitude of the demands associated with fire operations in vacant structures. Take a look HERE, HERE, HERE and HERE for some examples.

As the escalating adverse trend continues, and more and more buildings become vacant and unoccupied, now is the time to focus greater attention on adequate risk assessments and effective strategic size-up with firefighter safety considerations remaining clear and distinguished.

There may be a lot of reasons why a vacant building turns into a structure fire, that ultimately involves our services; don’t let that contribute to an undesired injury or worst.

Here are some insights for considerations;

  • Implement and perform an effective dynamic risk assessment of the incident involving a vacant structure.
  • Consider an appropriate incident action plan and options for defensive operations, risk versus benefit considerations out weighing offensive interior operations. Refer to; Tactical Entertainment HERE
  • Maintain effective and heightened situational awareness at all times
  • Conduct or delegate a 360 recon of the affected structure
  • Consider the factors related to presumed Vacant or Unoccupied; and the suggested demands associated with search team deployment, escalating and rapid fire spread, decreased time-to-collapse potential and RIT Team availability, be aware of potential squatters
  • Vacant residential occupancies constructed within the past ten years are very likely to have engineered structural systems (ESS) that will increase the potential early structural collapse and increase unacceptable risk to firefighter safety.
  • Resulting time delays in the discovery and reporting of fires in vacant structures increases fire severity and magnitude, increases the potential fire spread and communication to adjacent structures and requires adequate resources and fire flows to combat fire suppression activities.
  • Conduct pre-incident planning to identify the magnitude of the vacant structures within your jurisdiction and define operational expectations and deployment strategies. It shouldn’t be business as usual.
  • Consider the safety risks to firefighters.
  • Assume potential for compromised interior conditions resulting from vandalism and intentional destruction of interior walls, floors, Compartmentation and structural system integrity.
  • Assume rapid fire extension and early structural collapse potentialIdentify and establish collapse zone perimeters and maintain them for firefighter safety.
  • Develop or enhance operating protocols for fire operations for both vacant residential AND commercial properties. Determine acceptable risk profiles and operational modes. Consider the Rules of Engagement.
  • Be consciously cautious with personnel safety foremost in your IAP and tactical operations; Remember this is vacant structure.
  • BECOME SAFE

The BOSS

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No this isn’t about Springsteen….

The Company Officer fulfills a mission critical role within the fire service that directly affects personnel and public safety and community accord. The title carries with it the opportunity to ride the “front seat” and be in charge of a company responsible for addressing incident operations and service demands dictated by the company’s function, responsibility and task assignment.

Recognizing the various avenues available that place a firefighter in transition from a individual contributor to that of a first-line supervisor; whether thru examination, assessment, appointment or popular vote, there are essential functions and elements that the title bestows. The title also carries with it an immense responsibility, obligation, duty and accountability. It’s much more than a set of collar brass and new front helmet shield.

Recently, having been engaged in conversation and dialog on a national level discussing firefighter safety initiatives and actions, the question that comes up frequently is; “Where can the fire service make the greatest impact on firefighter safety, in the least amount of time?” I strongly believed it’s with the “Boss”, the “Lieu” or the “Cap”- The Company Officer, that first-line supervisor who has command and control of their staff of personnel and can either permit or enforce a wide variety of administrative, managerial or operational essentials. They can have the greatest influence on firefighter safety, operational integrity and risk management.

Following the initiation of the NFPA 1021 Standard for Fire Officer Professional Qualifications in the early 1980’s, one of the first organizations that recognized the need to begin expanding the opportunities for educational, competencies and skills development was the International Society of Fire Service Instructors (ISFSI). The ISFSI’s Company Officer Development program (COD) was formulative in the identification of company officer developmental needs and providing the manner in which to achieve those needs through dedicated training and focused program delivery. Although many agencies and organizations align with the a number of professional qualifications paths and certification processes, with most departments having some form of qualification or prerequisites; many still do not for a number of reasons.

Here’s a link HERE, to a hybrid voluntary process that was developed for county level implementation and aimed at a predominate volunteer fire service system to increase fire officer proficiencies, provide suggested consistency and bridge the gaps between local level training and “qualifications” and state or national level professional qualifications. Contact me if you’d like more insights on the Volunteer Fire Officer Credentialing Program.

Here’s some questions to ponder;

  • Give the specific narrowed band of choice, what is more important for a Company Officer to have attained: Knowledge, Skills and Abilities (KSA) in Suppression based Strategies and Tactics OR Leadership, management and Operations? What is the basis for your selected KSA and why?
  • What is the minimum time in grade a firefighter should attain before they consider a transition to a Company Officer?
  • Should professional qualifications, certification and advanced training be a prerequisite for the rank of a company officer?
  • What do you feel are the mission critical attributes or KSA that today’s Company Officer must have?
  • Can the Company Officer make the necessary impacts to improve the safety culture of the fire service?

Ethical and Moral Fortitude or Unemployment

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Photo From STATter911

Recently a Fire Chief from the community of Shaker Heights, Ohio (metro Cleveland) took a position and stand on issues affecting the department and the community related to budget reductions demanded by the mayor’s office. Refer to the event postings HERE, HERE, HERE and HERE, if you missed the details.

The economic challenges and issues affecting all fire and emergency service agencies has become self evident in nearly all facets of operations, management, staffing and resources. The rolling brownouts, station closings, personnel layoffs and the reduction or elimination of resources for emergency responses is changing the profile, quality and safety of the fire and emergency services. Check these out, HERE, HERE, HERE, HERE , HERE, and HERE.

The Fire Chief of Shaker Heights, Ohio, who was duly sworn to provide protection to the community, its citizens, the physical assets that comprised the community and to the fire service personnel under his watch, made it clear that as a professional, a manager and the qualified individual by virtue of his position as the Chief of Fire determined that additional budget reductions would jeopardize the community’s residents and his personnel.

The Chief stated in his reply to the mayor; “I just can’t professionally or morally do what you have instructed without jeopardizing the health, safety and welfare of our residents and our firefighter.” He was summarily fired by the mayor for not following through on the directives and balking at the mayor’s orders.

There are a number of consensus standards, programs and policies that help define and establish a standard of service for fire protection that suggests a more robust level of community safety and protection while balancing the safety and well being of fire service personnel, providing adequacy of resources while managing community risk and defenses. Prominent in these attributes are the NFPA, 1710, 1720, 1500, the Center for Public Safety Excellence and the NFFF/EGH Initiatives.

Having intensely stayed abreast and monitoring the various impacts the fire service has been forced to endure over the past eight months, through various media reports, direct discussions with fire chiefs and personnel around the country and first hand observations; I pose the following questions for you to think about.

· Do the politicians, elected officials and professional managers that run community governments truly understand the implications of reduced fire protection and emergency services to their communities?
· Does the public comprehend the impact and magnitude adequacy of services, resource and staffing capabilities and timeliness of response may have on their safety?
· Do you think more Fire Chief’s should take a position and stand as did the Chief from Ohio? Do you think it will make a difference or perpetuate further detriment to the fire department?
· Do you think community politicians, elected officials and professional managers are taking advantage of the present economic strife to institute sweeping changes to fire department organizations that would not have been feasible under different circumstances?
· Are there real moral and ethical issues when confronted with reductions in services that (we) can articulate and support with facts, data and research that will create increased risk to life and property if instituted, contrary to the demands of the politicians, elected officials and professional managers? Or are these just perceptions that the fire service selects to champion as our cause?

Laminated veneer lumber (LVL)

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Laminated veneer lumber (LVL) Are you aware of the product and it’s characteristics? Here’s a quick primer, ready or not here it comes in a neighborhood close to you.

According to the manufacturer, Laminated veneer lumber (LVL) is a vast improvement over solid wood beams. Problems that naturally occur as solid sawn lumber dries – twisting, splitting, checking, crowning and warping – are greatly reduced. And pound for pound, LVL has more load-carrying capacity than solid sawn lumber. The result: a building material that is more reliable, high-performing and useable than traditional lumber.

LVL is made from ultrasonically and visually graded veneers arranged in a specific pattern so that naturally occurring defects have no concentrated effect on the beam’s performance. The veneers are then bonded together under pressure and heat with waterproof adhesives. LVL beams are exceptionally strong, solid and straight making them exceptional for most primary load-carrying beam applications.

Manufacturer promoted Laminated Veneer Lumber Benefits:

  • Consistent, reliable performance
  • No major strength-reducing defects
  • High allowable bending stress
  • Easy to cut and nail
  • Can be used as columns or studs with proper engineering
  • Accepted by all major building codes

LVL is available in three bending strengths: 2950Fb 2.0E, 2650Fb 1.9E, and 2250Fb 1.5E, and in lengths up to 60 feet.
· 1-1/2″ and 1-3/4″ thicknesses are standard,
· with billet thicknesses of 3-1/2″, 5-1/4″ and 7″ available in 2950Fb 2.0E.
· LVL comes in a wide range of depths including;
o 7-1/4″,
o 9-1/4″,
o 9-1/2″,
o 11-1/4″,
o 11-7/8″,
o 14″,
o 16″,
o 18″,
o 20″,
o 22″ and
o 24″.
· In addition to the standard natural finish, a water-resistant coating called SiteCote™ is available for extra weather protection during construction.
· LVL is accepted by all major code evaluation agencies including: BOCA, CCMC, DSA – California, HUD, ICBO, LA City, New York City, New York State, SBCCI and Wisconsin.

Manufacturer; HERE
Product Specifications; HERE
Video Clip; Here

How it’s Made; HERE

Buildings Under Construction

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It’s been a busy week for a couple of departments nationally with major fires at buildings under construction. A multiple alarm fire struck a 5 –story Apartment Complex in Renton, Washington that occupies nearly a full city block on Tuesday June 30th, HERE and HERE for details.

On Monday June 29th, a spectacular multiple alarm fire destroyed approximately 55 townhouses that were under construction in Mississauga, Ontario Canada. HERE and HERE for details.

Buildings and construction sites pose unique strategic and tactical operational profiles and are considered high risk incidents to both manage and operate at. What were the operational and safety issues you may have encountered at similar events in your own jurisdiction?

Check out the Ten Minutes in the Street: Buildings under Construction-Fire Scenario posted at FFN, HERE
The building environments that form and shape our respective response districts pose unique challenges to the day-to-day responses of fire departments and their subsequent operations at structural alarms. With the variety of occupancies and building characteristics present, there are definable degrees of risk potential with recognizable measures that must be taken.

Although each occupancy type presents variables that dictate how a particular incident is handled, most company operations evolve from basic strategic and tactical principles rooted in past performance and operations at similar structures. With any structure, regardless of its construction type, materials, occupancy classification, age or size, the majority of incidents requiring actual operation time occur when the structure is in use or vacant.

But what about the early stages of the life cycle of a building – when a company is called to respond to an incident at a building under construction or at a construction site? Fire department responses and operations at building and construction sites present unique circumstances and considerations that are not part of that day-to-day alarm response procedure.

During the construction process, building and construction sites represent the highest potential for fire, injuries and large-scale operations than at any other time within the life cycle of a structure. When completed, the building may have state-of-the-art detection and suppression equipment present, it may be compartmentalized and use the best fire resistive materials available. However, during the construction process the building represents a high-risk target hazard with the potential to stretch to the limit the capabilities and resources of any fire service agency.

Buildings can be classified within five fundamental construction types:

  • Fire-Resistive
  • Non-Combustible
  • Ordinary (exterior protected)
  • Heavy Timber
  • Wood Frame

These are represented in various forms and sub-classifications within the NFPA 220 Standard on Types of Building Construction, as well as other Model Codes

Regardless of construction classification, during the construction process each building can be affected adversely by flame and heat impingement due to fires, weather and environmental conditions, improper or inadequate construction techniques and methods as well as substandard or inappropriate construction materials and system assemblies.

When referring to the broad range of building and construction sites, there are five general classifications for most projects:

  • Renovations
  • Rehabilitations
  • Conversions
  • Expansions
  • New construction

Although there are some overlaps, each project presents hazards that affect life safety, structural integrity and exposures. Projects within the renovation and rehabilitation areas may include vacant or abandoned structures that are transformed into new occupancy/use buildings, or can include older structures that are brought back to their original state. Current development trends are those in which older structures of brick-and-joist construction typically are renovated into commercial shopping centers, apartments and mixed-use occupancies. In many instances, the building interiors are altered extensively to accommodate the design criteria and, in doing so, may alter the integrity of the structures.

Conversions usually involve change from one occupancy use to another. For example, a factory used for manufacturing is converted into arts and crafts shops or into a multiple-occupancy facility. Most sought after structures of this kind include the heavy timber building (New England Mill Type) as well as old, reinforced concrete frame or steel-framed factory or manufacturing structures. Expansions, on the other hand, constitute existing buildings that broaden their building layouts and floor areas to accommodate the owners’ needs. Many times the buildings will stay in operation while the expansion construction is undertaken, creating myriad life safety, suppression and control concerns.

New construction involves site preparation, mobilization of materials and manpower and the evolution of a new structure. Each project category, when coupled with a specific construction type, presents specific hazards and conditions that must be identified, assessed and acted upon correctly. The potential that exists in any construction area during fire department response can include, but not be limited to:

  • Fire
  • Explosions
  • Collapse
  • Excavation & Trench Cave-In
  • Compromised Structural Conditions
  • Hazardous Materials Situations
  • Accidents
  • Failures

The ability for a fire department to intervene in the progression of an incident will be related directly to the magnitude of the incident, its complexity and its demands on resources, manpower and technical based competencies, familiarity with the site and construction methods used, the stage of construction, as well as the effectiveness of SOP’s/ SOG’s, communications and the incident command management structure of the involved agency.

The most critical aspect to any operation in a building or on a construction site is the effect the incident will have upon the surrounding area or construction. The hazards present on a building and/or construction site pose threats to workers on the site, firefighters, civilians and exposures. Any one of these categories can strain an operation and response. But add two, three or all four concerns and the situation, however small initially, can escalate into a complex operation involving multiple agencies and resources. All with variable risks for significant challenge to firefighter survivability and injuries.

Exposure threa
t to site workers creates life safety concerns that require determination of their work area assignments, numbers present and actual location for accountability. Information detailing the magnitude of the life safety concerns can be derived from on-site field offices and contractors’ trailers. The ability to relocate personnel from areas of immediate danger to an area of safe refuge may prove to be a major strategic undertaking. Limited access points, passenger elevator cranes and hoist ways present life safety concerns. Incident commanders and company officers also must consider firefighter life safety and have the ability to judge operational areas and surrounding construction exposures. Ventures into areas of recent concrete pours (“green” concrete) or suppression operations involving wood shoring, formwork or unprotected steel components could be fatal if decisions are based on faulty operations and decision-making parameters.

Civilian dangers include situations involving equipment failures, material drops and toxic products of combustion. Recent incidents involving crane collapses, exterior scaffolding assembly failures resulted in injuries and rescues at protected walkway areas. Materials falling or blowing off job sites onto streets and walkways, as well as mechanical and other equipment failures resulting in the collapse of building components onto vehicles and roadways, create situations requiring special attention for the incident stabilization and rescue.

Unique challenges to fire control are presented by exposure concerns and hazards at building construction sites. Depending on the construction stage and area(s) of fire involvement, materials present and construction type, the exposure concerns could be negligible to major. A job site consisting of three-story, wood-frame apartment units could create serious exposure concerns due to flying brands, rapid flame spread and fire intensity toward surrounding exposures, which include additional framed units under construction, construction equipment and fire apparatus, as well as adjacent structures and occupancies.

When such exposure concerns become evident, rapid deployment of additional response companies and resources should be communicated as quickly as possible. Often when the problem becomes evident, it may be too late to gain offensive fire control. Based on incident considerations, areas should be written off defensively, with protective measures deployed effectively to get ahead of the situation.

The complexities and hazards and assessment factors present at building and construction sites become the focus when a company is dispatched to an on-site incident. Each construction stage represents a milestone in the process that, when coupled with respective safety considerations, can give an incident commander or company officer insight into the risk potential present at the job site. The stages are represented by percent of completion of the project or structure. The stages overlap, as do some of the safety conditions and hazards.

Start up/mobilization to 15 percent Stage
Initial project start up is underway. At a jobsite involving new construction, site work is taking place and excavation, trench and subsurface work is in progress. Temporary roadways, usually consisting of exposed earth with gravel topping, are compacted. Adjacent utilities are tapped into with temporary on-site services. Construction equipment is mobilized or brought on site. Materials, components and equipment are stockpiled and stored. Temporary storage buildings are constructed and makeshift offices and rest areas for workers are built. Construction work includes laying the foundation, formwork placement and support structuring.

Risk potential is greatest when dealing with the stored/stockpiled equipment and materials and site considerations that affect emergency access and response and construction worker safety. Site accessibility may be hindered by excavation areas, site trenches and pits, construction worker vehicles and construction equipment, as well as temporary fencing and barricades.
Weather conditions may play a critical role in response access with temporary roadways and site areas affected by rain, snow, thawing and mud. Companies should determine, through site inspection and preplanning, designated entry gates to site areas, alternate access roads or areas to project locations and use of heavy construction equipment for accessibility.

Many times, response maps may not have information available for effective and accurate response. Coordination between local building officials and fire department commanders is a must. Incomplete connections, closed valves and inadequate water pressure can create water supply problems with on-site systems. Unknown or nonexistent hydrant locations may make it necessary to preplan alternate water sources. Additionally, during initial size up and incident assessment , take into account possible time delays for long and multiple hoselays.

Trench cave-ins, excavation collapses, shoring and framework failures present challenges to even the largest agency. Undertake pre-incident training to ensure safe and effective rescue operations. In response districts or divisions where extensive, ongoing construction is present, consider securing adequate trench/cave-in rescue equipment, material and tools and develop a company with trained personnel.

In the rehabilitation, renovation or conversion stages, interior and exterior finishes and materials may be in the process of removal or alteration. Interior partitions may be partially removed, with materials stockpiled and staged at various areas. This stockpiling, with its high fire loading, presents a potential hazard. A fire in a 52-story office building gutted the entire fourteenth floor of the structure, where building materials had been stocked for a renovation project. Interior floor and wall partition removal creates serious deficiencies in the compartmentalization capabilities of the areas, as well as allowing for avenues of fire travel both vertically and horizontally.

The 30 to 60 percent Stage.
This is the phase in which the structure begins to evolve into its designed form. The framing systems used rise up with materials being bolted, cast or framed in place. Skeletal steel frames are built up and the structure is fastened together temporarily to allow for the positioning of additional members. Inadequate or incomplete connection points could be affected by weather and environmental conditions, causing the structure to fail and collapse. The dead load of the material itself may shear connecting bolts. Unprotected steel columns and beams are affected by fire and heat exposure from even a small rubbish fire which, in turn, may cause the member to buckle, expand and collapse. Some steel framing may rely on cold-drawn steel cables to provide tension on the frame elements until the exterior skin is applied. These cables can fail at temperatures as low as 500 degrees Fahrenheit, precipitating a collapse.

Exposed cast-in-place, as well as precast concrete construction, also can be affected by fire and heat exposure. The connection points may fail at a faster rate than that of the material itself, due to the smaller mass of the connecting components. Additionally, the outer layers of concrete can break away when exposed to fire and hear. This action, called spalling, occurs when the moisture content within the concrete is drawn out due to extreme heat conditions. There are two types of spalling. The first is an explosive kind that blows the material in large components away from the members, causing the pieces to be propelled outward toward operating companies, often accompanied by a loud noise. The second type of spalling is a dropping off or flaking action in which the spalling falls from the components with little force. Regardless of the action type, the size of the spall material may be such that crushing injuries are sustained.

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Since both precast and cast-in-place concrete rely on steel reinforcement for its tensile strength capabilities (the concrete itself provides the compressive strength), spalling actions cause the embedded steel “rebars” to be exposed to the heating and expansion action of heat and fire conditions. This can cause the materials to separate, loosening the bonding action and causing a collapse. Additionally, concrete when applied in a cast-in-place application – where the concrete relies on formwork that is held in place by adjustable steel column rods, wood shoring and bracing – creates an extremely high fire load factor.

Typically, concrete requires a 28-day cycle to cure to reach its compressive its design strength. Any fire conditions encountered within these formwork and shored floor areas should be treated as conditions in which the concrete is assumed to be “green” or freshly poured. No immediate fire suppression activities should be attempted within these floor areas because of the likelihood of collapse.

In wood -frame structures, again, the main concern can be toward fire suppression capabilities due to the fire loading of the materials present, as well as the surface-to-mass ratio as a result of exposed framing present. Be aware that rapid fire spread within single structures and to adjoining structures can occur.

As the structural framing is completed, the exterior skin or building envelope is applied. Windows and doors are fastened, interior partitions are framed and open floor areas begin to become compartmentalized. The mechanical, electrical and service systems begin to be put in place. During the 30 to 90 percent construction phases, there are still numerous conditions that contribute to fire.

According to NFPA studies as referenced within the NFPA 24 Standard, 60 percent of the fires occurring in buildings undergoing construction, alteration or demolition originates from three specific causes:

  • Salamanders or portable heating equipment (25 percent)
  • Cutting, welding and plumbers’ torch operations (20 percent)
  • Matches and smoking (15 percent)

During construction phase operations in adverse and cold climates, the use of portable heating devices and salamanders, along with heavy tarps and reinforced plastic sheeting cover the building to maintain a minimum temperature, is common.

Scaffolding around the perimeter of the building may be covered, allowing no visible indication of building type, materials or alarm response conditions upon the arrival of a company. The heating devices usually fueled by LPG tanks pose dangers because of valve and tank malfunctions, contact with combustible and exposure to fire areas during suppression operations. BLEVEs are common with construction site fires and must be considered when mounting an attack.

The 60 to 90 percent stage.
The conditions and hazards present within the 30 to 90 percent phase can be addressed in similar fashion. During this phase, rooms, floors and other areas are undergoing completion with more finish work done with fewer trade personnel.

During the early 60 to 75 percent stages, conditions still exist requiring full awareness of interior mobility, access and operations. There may be floor areas that still are incomplete or unprotected. Drop-offs and walk-offs may be present at any number of locations. Open shaft-ways, hoist ways, mechanical chase areas and stairwells may exist in uncompleted stages.
As in the previous 30 to 60 percent stage, floor obstructions, pipe stubs and capped-off services may exist. Firefighters should use personal lighting to detect whether walkway areas are clear and safe. Extreme care must be taken during the night and in smoky conditions to be certain of floor area integrity.

There are many times that shaftways and chase wells extending through multiple floors are covered temporarily with plywood. Although they may support a worker passing over them, they may not support a fully outfitted firefighter with SCBA and tools. Inadequate lighting conditions may exist throughout the complex and site, with many exposed electrical lines, conduits and power panels. Exposed wiring coming into contact with exposed steel framing and tools can energize a large area, endangering personnel in the immediate area.

As additional systems are put in place, such as HVAC duct work, plumbing and electrical lines, additional wall areas may be penetrated. Fires originating on one level or area may travel quickly due to convection and conduction. Built-in sprinkler systems may be inoperative due to incomplete pipe runs, closed valves, lines plugged from debris or non-capped branches.
Fire department connections may be blocked by dumpsters or heavy construction equipment. Interior standpipes may not reach to topped-off floor areas or may have open valves, incomplete connections or non-capped branches.

Assign manpower to valve determination if attempts at using the standpipe system prove inadequate. Many times an open valve at a lower level may be the culprit. Again, manpower allocations in these areas must be augmented by multiple-alarm and mutual-aid units early in the incident. As the finish work nears completion, stockpiles of new materials begin to form. Solvents, adhesives and flammable, combustible and toxic materials used in the finish/completion stages may be present in large quantities. Class A materials from packing, furniture and equipment boxes may be located throughout the structure.

Site accessibility improves as more of the interior building areas are completed. Paved access areas and roadways are completed; trenches, excavations and fill have been removed or backfilled. Exterior scaffolding, begins to be removed and heavy construction equipment and cranes are taken off-site. The final stage, consisting of the move-in, may not necessarily take place when the building is completed. Move-ins, when dealing with large-scale structures or high-rises, may take place on the bottom floors while construction proceeds in upper areas.
It is critical for the safe and effective stabilization and conclusion of any incident within these building sites to assume a greater degree of assessment and subsequent operations.

Assessment considerations include:

  • Construction type
  • Stage of construction
  • Site conditions and accessibility
  • Exposures
  • Resources
  • Operating procedures
  • Communications

All operations must assume the risk potential present for the deployment of manpower and equipment, with the full understanding of material, component and site condition integrity during suppression and emergency operations. The magnitude and complexity of the incident will be directly proportional to the size of the building/construction site and age of the existing building, if under renovation, and degree of construction.

Operational conditions must be addressed during strategic and tactical incident management:

  • Degree of exposed construction
  • Degree of incomplete connections
  • Number of exposures
  • Fire loading
  • Flammable/combustible materials
  • Compressed gases and vessels
  • “Green” concrete and shored, supported areas
  • Exposed electrical and utility services
  • Unprotected openings
  • Obstructions
  • Access
  • Lighting
  • Fire protection system integrity

The ability for a response agency to safely handle an emergency incident depends upon a set of specific operational factors that include but are not limited to:

  • Incident type
  • Size-up and Assessment Factors
  • Pre-Planning Awareness & Knowledge
  • Strong Command Presence
  • Effective Modular Incident Command Management System
  • Effective Communications
  • Mobilization/ Reflex Capabilities of Response Companies
  • Anticipate
    d & Immediate Resource Needs
  • Apparatus Deployment
  • Operational Modes
  • Exposure Concerns
  • Incident stabilization, time factors
  • Incident Control
  • Fire companies should periodically inspect the construction sites in their response districts. They can assess the risk potential present and preplan for potential incidents. Information should be transmitted to second and third-due company units in the event of a large-scale incident.
  • Serviceability of all existing fire suppression systems on-site must be ascertained. This, alone, may help control situations in a time frame where deployment, application and operation become critical.

Never assume, but be cautious and analytical in any incident that takes you to a building or construction site. The success of any operation will be dependent upon coordination of companies, technical basis of knowledge, skills and training, and the ability to remain highly flexible, based upon the continuum of information processing, cue-based analysis and incident command management.

Other resources HERE, HERE and HERE

NFPA 2008 Firefighter LODD Report Issued

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The NFPA Firefighter Fatalities in the United States 2008 report was rcently issued. The report provides overall statistics on line-of-duty firefighter fatalities in 2008, including non-incident-related deaths. Includes patterns, trends, career vs. volunteer comparisons, and brief narratives on selected incidents.

Report Abstract:
In 2008, a total of 103 on-duty firefighter deaths occurred in the U.S. This is the same number of deaths as occurred in the U.S. in 2007, and the fourth time in the last 10 years that the annual total has been 103. The largest share of deaths (39 deaths) occurred while firefighters were responding to or returning from emergency calls.

This includes a single incident which resulted in nine deaths. Stress, exertion, and other medical-related issues, which usually result in heart attacks or other sudden cardiac events, continued to account for the largest number of fatalities. Of the 41 exertion- or stress-related fatalities in 2008, 36 were classified as sudden cardiac deaths.

NFPA web site HERE
USFA Web site and Stats HERE

Remembrance Two LODD events and the Lessons Learned

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As we approach the July 4th holiday period, two significant LODD incidents previously occurred during this time frame that hold a number of lessons learned related to command management, operations, building construction principles and building performance, fire behavior and the ever present dangers of the job.

Take the opportunity to learn more about these events, and expand your insights and knowledge base. Take a moment to reflect upon the supreme sacrifice made by these heroic firefighters and the messages that lay within the pages of the incident case studies, reports and summaries.

There’s a lot of practical safety and operational information on these events along with a tremendous volume of information in the various text books on strategy and tactics, incident command and building construction.

Learn from the past so we don’t repeat it. Remember- NO MORE HISTORY REPEATING EVENTS!

The Hackensack Ford Fire & Collapse occurred nearly ten years AFTER another tragic LODD event involving a bowstring truss roof collapse; the August 2nd, 1978 FDNY Waldbaum’s Fire, Brooklyn, New York that took the lives of six FDNY firefighters.

Street Smarts for Safety and Survival…………Stay safe.

Additional
Relevant Safety considerations, HERE and HERE

Twenty-one Year Anniversary Hackensack Ford Fire and Truss roof collapse, Hackensack Fire Department. July 1st, 1988Pause to remember our brothers who made the ultimate sacrifice twenty-one years ago, on July 1st, 1988 and the lessons learned from this event.

On July 1, 1988 Hackensack’s Captain RICHARD L. WILLIAMS, Lieutenant RICHARD REINHAGEN, Firefighter WILLIAM KREJSA, firefighter LEONARD RADUMSKI, and Firefighter STEPHEN ENNIS lost their lives at Hackensack Ford when a bowstring arch truss collapsed entrapping them in the area below. The five firefighters were in the structure, a bowstring truss building, when the roof suddenly collapsed. Williams, Kresja, and Radumski were killed instantly, and Reinhagen and Ennis, despite heroic rescue attempts, succumbed to carbon monoxide poisoning.

Three (3) building factors contributed to the collapse of this bowstring trussed roof:
• Alterations that consisted of a heavy ceiling of cementitious material on wire lathe;
• Auto parts storage in the attic; and
• The Fire burned for a significant length of time and was well advanced prior to detection.
• This roof collapsed 35 Minutes after the initial units arrived.

Remember:
• CAPT. RICHARD L. WILLIAMS, Engine Co. No. 304
• LIEUT. RICHARD REINHAGEN, Engine Co. No. 302
• F/F WILLIAM KREJSA, Engine Co. No. 301
• F/F LEONARD RADUMSKI, Engine Co. No. 302
• F/F STEPHEN ENNIS, Rescue Co. No. 308

NFPA SUMMARY
Hackensack, New Jersey Fire Fighter Fatalities July 1, 1988

Five fire fighters from the Hackensack, New Jersey Fire Department were killed while they were engaged in interior fire suppression efforts at an automobile dealership when portions of the building’s wood bowstring truss roof suddenly collapsed. The incident occurred on Friday, July 1, 1988, at approximately 3:00 p.m., when the fire department began to receive the first of a series of telephone calls reporting “flames and smoke” coming from the roof of the Hackensack Ford Dealership.Two engines, a ladder company, and a battalion chief responded to the first alarm assignment. The first arriving fire fighters observed a “heavy smoke condition” at the roof area of the building. Engine company crews investigated the source of the smoke inside the building while the truck company crew assessed conditions on the roof. For the next 20 minutes, the focus of the suppression effort was concentrated on these initial tactics.

During this time, however, little headway appeared to have been made by the initial suppression efforts, and the magnitude of the fire continued to grow. The overall fire ground tactics were shifted to a more “defensive” posture (exterior operation) and the battalion chief gave the order to “back your lines out.” However, before suppression crews could exit form the interior, a sudden partial collapse of the truss roof occurred, trapping six fire fighters. A

n intense fire immediately engulfed the area of the collapse. One trapped fire fighter was able to escape through an opening in the debris. The other five died as a result of the collapse. This incident and several others before and since, provide important lessons to the fire service regarding the fire ground hazards of wood truss roof assemblies.

This NFPA Summary may be reproduced in whole or in part for fire safety educational purposes as long as the meaning of the summary is not altered, credit is given to NFPA and the copyright of the NFPA is protected.

Learn from the past so we don’t repeat it. Remember- NO MORE HISTORY REPEATING EVENTS!

Some Open Questions;
• What impact did the Hackensack Ford Fire & Collapse have upon you in your career?
• Were you aware of this event and its lessons learned prior to this posting?
• What do you feel you need to learn related to Building Construction, Fire Behavior or Strategy and Tactics related to various occupancies and construction types?

Additional References:
http://www.hackensack.org/content/49/142/229/default.aspxhttp://query.nytimes.com/gst/fullpage.html?res=940DE3D6143FF931A357
http://www3.gendisasters.com/new-jersey/6534/hackensack-nj-fire-aut
http://www.nfpa.org/itemDetail.asp?categoryID=442&itemID;=18676&;…
Visit Memorial Park, Hackensack, NJ (http://www.cyberonic.net/~mikef6/p0000120.htm)

Three Firefighters and Three Sisters Killed in Gloucester City, New Jersey Building Collapse during Fire Attack, Rescue Operation, July 4th, 2002

On July 4th, 2002 at 0136 hrs.,The Gloucester City Fire Department was dispatched to 200 North Broadway for a reported house fire. Responding units were advised that occupants may be trapped. First arriving units were on location in less than three minutes.They found heavy fire on all exposures of a three-story multi-family dwelling and initiated a search for entrapped occupants. (Various reports from bystanders were at times conflicting regarding the number and location of victims). While providing an aggressive interior attack and rescue operation, an occupant was rescued from the dwelling.

Due to the severity of their injuries they were unable to give direction regarding the whereabouts of any other occupants.Whi
le all hands were operating by continuing an aggressive interior attack and rescue, a partial collapse of the structure occurred. An emergency evacuation signal was sounded and while that was commencing a further and much more substantial collapse occurred trapping eight firefighters inside the burning debris.

Additional specialized collapse rescue resources were requested, firefighter accountability was initiated and rescue efforts were intensified. Five of the eight trapped firefighters were rescued. Three of the eight gave the ultimate sacrifice in service to their fellow man. Unfortunately these three children did not survive. A total of nine victims were transported to area hospitals, one civilian and eight firefighters.

Remember:
• James Sylvester
Fire Chief, Mount Ephraim Fire Department
Sylvester, 31, a 17 year veteran, was survived by his wife, who was pregnant with the couple’s first child
• John West
Deputy Chief, Mount Ephraim Fire Department
West, 40, a 23-year veteran, was survived by his wife and three children
• Thomas G. Stewart III
Paid Firefighter, Gloucester City Fire Department
Stewart, 30, a 13 year veteran, was survived by his fiancée and their son. Stewart publicly proposed to his girlfriend, hours before the fire while they watched the city’s fireworks from high atop a fire truck ladder at Gloucester City High School.

NIOSH REPORT: Structural Collapse at Residential Fire Claims Lives of Two Volunteer Fire Chiefs and One Career Fire Fighter – New Jersey, HERE

SUMMARY
On July 4, 2002, a 30-year-old male volunteer fire chief, a 40-year-old male volunteer deputy fire chief, and a 30-year-old male career fire fighter died when a residential structure collapsed, trapping them, along with four fire fighters and an officer who survived. At 0136 hours, a combination fire department and a mutual-aid volunteer fire department were dispatched to a structure fire. Local law enforcement radioed Central Dispatch reporting a fully involved structure with three children trapped on the second floor. The first officer on the scene assumed incident command and reported to Central Dispatch that the incident site was a three-story structure with fire showing and that people could be seen at the windows.

Note: The female resident (survivor) was the person seen in the window.The three children that were reported as being trapped did not survive and were later found in the debris. Additional units were requested, including a mutual-aid ladder company from a career department. Crews were on the scene searching for occupants and fighting the fire for approximately 27 minutes when the building collapsed.

NIOSH investigators concluded that, to minimize the risk of similar incidents, fire departments should;
• Ensure that the department’s structural fire fighting standard operating guidelines (SOGs) are followed and refresher training is provided• Ensure that the Incident Commander (IC) formulates and establishes a strategic plan for offensive and defensive operations
• Ensure that the incident commander (IC) continuously evaluates the risk versus gain during operations at an incident
• Ensure that a separate Incident Safety Officer, independent from the Incident Commander, is appointed
• Ensure that fire fighters conducting interior operations (e.g., search and rescue, initial attack, etc.) provide progress reports to the IC
• Ensure that accountability for all personnel at the fire scene is maintained
• Ensure that a Rapid Intervention Team (RIT) is established and in position
• Ensure that the officer in charge of an incident recognize factors (e.g., structural defects, large body of fire in an old structure, etc.) when analyzing potential building collapse
• Ensure, when feasible, that fire fighters should respond together, in one emergency vehicle, as a crewAdditionally, municipalities should consider
• Establishing and maintaining regional mutual-aid radio channels to coordinate and communicate activities involving units from multiple jurisdictions