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Chicago Fire Department: Everyone Goes Home (official version)

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The Chicago Fire Department: Everyone Goes Home

NFFF News Release: In an effort to  make personal safety a  top priority, the National Fallen Firefighters Foundation (NFFF) and the Chicago Fire Department (CFD) today released a new video, Chicago Fire Department – Everyone  Goes Home®.  Members of the CFD and families of fallen firefighters share their stories in this compelling and moving testimonial of the importance of adhering to safety standards and accepting personal responsibility for following procedures.

Chicago Fire Commissioner Robert Hoff was impressed by a video that the NFFF and the Fire Department of New York produced several years earlier to educate members about the importance of training and safety standards. The FDNY leadership had noticed behavioral improvement among its members following the release of their video. Hoff felt that the members of the CFD could benefit from hearing first-hand accounts of the lessons learned by their colleagues and invited the NFFF to collaborate on a video for Chicago.

“The culture of firefighting requires us to do everything we can to make sound decisions so we can be in a position to help the people we serve when they most need it,” said Ronald J. Siarnicki, executive director of the NFFF. “With this video the firefighters and leadership of the Chicago Fire Department are clearly showing the rest of the fire service you can still be a firefighter and at the same time do your best to make sure Everyone Goes Home®.”

Direct Link: http://www.youtube.com/watch?v=vODww1qwSuE

 

The National Fallen Firefighters Foundation (NFFF) and the Chicago Fire Department (CFD) released a new safety video, Chicago Fire Department – Everyone Goes Home®, to help raise awareness of personal safety in the fire service. Nearly two dozen members of the CFD and survivors of fallen firefighters share their stories.  See the video http://www.youtube.com/watch?v=vODww1qwSuE

Commercials- Got Fire; Anticipate Collapse

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Got Fire?……Anticipate Collapse..

A recent video clip making its way around the cyber fireground clearly depicted a very close-call and resulting near miss event to four firefighters at a four alarm fire involving a commercial building that housed an established insulation manufacturer and installation contractor.

The video shows within a very compressed time frame, the progression of rapidly deteriorating interior conditions, the adverse affects on the building’s structural systems and the results from the loss of load transfers that lead to a catastrophic wall collapse  narrowly missing the crew of firefighters who were operating a hand line in the vicinity of an exterior overhead door. Fortunately the injuries sustained to the firefighters were minor in nature; however the consequences and results from this collapse could have been far different and significantly more severe.

Following a series of repeated viewings of the video clip and with each successive viewing, it became readily apparent that there was a lot more to these images of the collapse and the cursory focus on the resulting near miss event. Closer examination of the video clip and the still frames brought to light some obvious conditions and indicators that easily become lost in the rapidity of the sequence of the collapse; which really has the true story to be told.

It’s the mechanism and sequence of the collapse, the dynamics of the building’s performance and the building indicators that provide a training opportunity in further examining key factors, presenting insights that could be a focus for operational and command personnel at future incidents with common parameters and gaining some mental models in recognition-primed decision making that contribute to the naturalistic decision-making process.

If you know what to be looking for, then when you see it, you may be able to anticipate, project and implement in rapid succession appropriate measures dictated by the incident.

Four Alarm Commercial Building Fire with Collapse: Fire Photo by Ben Goldberry

 

In an effort to promote additional insights and bring forward these fundamental observations and experienced-based presumptions extended from these and other news video images, still photographs, additional reporting research and examination, and a review of other published media resources; the following observations presented in this overview brief are being conveyed to increase firefighter, company and command level awareness of key collapse indicators such as those present at this commercial fire  and to further the concept of adaptive fireground management principles and increase awareness of fundamental building performance indicators and principles to help you increase your intuitive observations skills and translate them into proactive operational actions on the fireground-before an adverse condition occurs.[ i.e., being five steps ahead of the fire conditions].

Although this briefing makes use of the images and conditions depicted in the video clip and encountered by the fire department evident in the images; the susequent commentary and  insights provided are not meant to provide  direct or indirect opinions, renderings, criticism or censure  towards the conduct of operations or the management of the incident by the respective department and it’s firefighting, command and support personnel who operated at the actual fire and experienced this near miss event first-hand.

We are grateful that the events of this alarm precluded anything worst occurring given the potential seriousness of the prevailing  incident conditions and commend the  fire department and it’s firefighters that provide these exceptional services each and every day to the citizens they serve and to the community they protect, in mitigating this serious fire; safely and successfully.

This incident and the resulting near-miss captured by the videographer provides the Fire Service with an exceptional opportunity given today’s far reaching capabilities of eMedia, this web site and direct and indirect readers, links, tweets, likes, reposting’s, uploads, downloads and sharing  an opportunity to share the consequences of an extreme close-call and learn from it in a positive and constructive manner, so that firefighters, company officers, commanders and support personnel can better predict with knowledge, insight and at times intuition a better understanding of buildings and the structures and occupancies we operate within on the fireground.  

There are numerous inherent indicators present at every incident scene we operate at that. As is in this near miss event and building collapse; it’s sometimes the subtle things that need to gain the attention of operationg companies and personnel and the ability to rapidly process, recognize and react.

 Remember this: Building Knowledge = Firefighter Safety.

As a generality; it’s important to note that given heavy fire involvement in a structure (got fire), adaptive fireground management considerations would promote conservative considerations to anticipate and expect collapse (degraded or compromise; limited or catastrophic).

In the case of fires in commercial occupancies and buildings with;

  • Large Square footage/Floor areas
  • Significant fire loads
  • Large open structural system spans lacking compartmentation, 
  • Unprotected steel components and assemblies 
  • No Sprinkler Systems
  • Omitted, compromised or degraded passive or active protective  or suppression systems
  • Significant openings along the exterior building envelope
  • Significant opening on the roof enclosure
  • Deep seated fires or rapidly escalating and extending fires

It is mission critical to comprehend and understand your department’s operational capabilities and the necessary deployment demands for fire suppression, fire flow and phased operations. 

Respect these buildings for the occupancy risk they present and not the typical occupancy type that we develop our strategies, incident action plans and tactical deployments. Its alot more than that, with far greater consequences that may be very unforgiving.

 

Aerial Plan of Building and Collapse Area A-B

 

The Building

The fire incident involved a single story commercial building occupying approximately 32, 200 square feet of area on a multiple building site with proximal exposures.  Manufacturing, warehousing and offices comprised the building’s operational use.  An aerial plan view shows the geographical building scene divisions and the location and relationship of the Alpha- Bravo Side collapse zones that affected operations and resulted in the close-call and firefighter near-miss. The proximity of exposures, physical layout and orientation can be further assessed.

 

 A review of public documents and records, incident reports and various media resources  provided the following insights;

Overview Details

 

 

Alpha Street Side View- Adapted from Google Streetmaps

 

The view of the alpha street side identifies the building front facade, its main office entrance (center between dual overhead doors on the left and right). Pronounced on the alpha side facade is the presence of four (4) equally spaced overhead (OH) doors that provide direct access into the building’s interior. The subsequent collapse area is depicted at the A-B corner with special attention drawn to relationship of the wall plane and OH door proximity.

The relationship and this wall surface ( area square footage) and the presence of the OH door opening to the wall/ roof interface area that subsequently became compromised and collapsed is critical in further understanding the mechanism of the collapse sequence and also the positive effect it had on the survivability of the firefighters who were within the collapse zone at the time of the wall failure.

Don’t Always Stress the Corners

It’s been a common practice and fundamental fireground consideration to define the corner of a typical building as having safety considerations and prominence in the context of ladder company operations, laddering and roof work and in the placement of personnel and positioning of fireground operations.

Corner Building Operational considerations have included, but limited to;

  • Provides a potentially safe(er) area of operational refuge
  • Provides a location to safely position ground ladders for roof access/egress
  • Provides a location that has a potential  higher degree of assurance for maintaining structural integrity in the event of a collapse condition of an outer wall
  • Will not fail in a catastrophic or monolithic manner due to the postulated presence of structural members on the vicinity of either the wall enclosure and/or the roofing structural system and assemblies
  • The design and construction configuration and orientation of the ninety degree angle of the building’s outer wall envelope (at the corner)  provides predicated inherent structural stability
  • The  typical type of structural or envelope construction may have a resulting  ninety degree building corner having a more robust resistance to collapse and compromise due to the various types of enclosure systems (methods and materials) and assemblies and needed stability per engineering principles

In this instance (as shown in the Alpha side street view),  the presence of the large overhead door in close proximity to the corner wall intersection and transition ( A-B side), actually makes this position, fireground proximity and travel paths highly prone to early and complete collapse potential in the event of a loss of the wall-roof component or assembly integrity or in the load bearing/transfer capabilities of the wall-roof assembly. 

  • The presence and identification of a corner configuration similar to this in a commercial structure should result in a higher degree of considerations and risk assessment when formulation and deploying operational assignments and in the placement of personnel for task assignments in this proximity.
  • This operational area should be considered as a candidate for designation as a collapse zone based upon projected or defined operational considerations, incident conditions and predictive building characteristics, systems, materials and fire dynamics and conditions.  

 

Alpha-Bravo Corner of Subsequent Collapse Aerial View

 
 
The view  from the Alpha-Bravo Corner shows the collapse zones at grade and the affected area size.
 
As noted in the preceding narrative, the presence of the overhead door opening along the perimeter wall enclosure and outer envelope creates a risk area that would require monitoring, periodic reconnaissance and assessment during subsequent operations to determine structural stability and potential adverse conditions.  
 
The proximity of the opening in relationship to the corner wall, roof support and structural span of the opening results in a very delicate balance of forces, loads, reliance and dependence that must be maintained for structural integrity and equilibrium. 
 
  • The entire perimeter of the alpha side could be considered for a restricted collapse zone just in terms of wall opening alone sans the degree of actual or projected interior fire impingement or fire involvement.
 
Take some time to view the video clip a few times over before proceeding to the next sequence of fame images.
 
This videographer of this video was Aaron Dohring. (all rights reserved)

 

 

 

 Aerial Overhead view of the building perimeter walls along the four divisions ( A-D) with the A-B corner that subsequently experienced the wall-roof compromise and resulting collapse.

 

 The A-B corner and the affected ground areas around the collapse zone. Considerations for a collapse zone area on the A-B corner would have resulted in a minimum distance of twenty five (25) feet from the building base for all operations within this area. The collapse zone on the Bravo side extends into the exposure building due to its close proximity.

Always consider the building envelope materials of construction and systems present on the building. The use of concrete masonry units (CMU) is common, as is the use of pre-cast concrete and cast-in place and tilt-up concrete construction panels.

Variations in collapse dynamics and mechanisms of collapse may result in sizable increases in collapse zone distances from the building base with consideration for monolithic or partial wall collapse as well as safety considerations for bounce and travel over long distances of modular assembly building pieces ( i.e. concrete blocks, brick venner or material chunks).

We have not discussed collapse considerations for other building envelope systems such as metal panelized systems since these have entirely different collapse considerations and profiling, not applicable to this incident and assessment insights. The same is true when considering operating and collapse considerations at commercial buildings with ordinary construction or heavy timber systems (Type or Class III and IV). These to have different rules of predictive building performance and collapse safety considerations.

 

Typical Interior

 
 
The interior of the building included  unprotected steel components and assemblies consisting of steel columns, beams and open web steel joists. These common and conventional structural support systems provided large free clear spans, common for typical warehouse and commercial occupancies. The presence and operability of  functional fire suppression sprinkler system coupled with passive and active protective devices and compartmentation can help support proactive and aggressive fire suppression efforts in those conditions that have appropriate risk determinations and balanced risk-gain benefits.
 
The presence of unprotected steel components ( Truss, column, structural beams etc. ) and assemblies requires an understanding of the effects of flame and heat impingement,  rate of heat release and fire dynamics, potential for movement and displacement of structural components and effect on assemblies, systems and connections and the effect on structural stability, integrity and building load transfers and displacement that all can adversely affect building performance, integrity and collapse potential  
 
 

Typical Structural System and Components

 
 
 

Interior View with Steel Columns, Open Web Steel bar Joists and Beams

 
 

Typical Open Web Steel Bar Joists w Metal Roof Deck

 

 
Large clear spans provided by the open web steel bar joists allowed for considerable free floor space typical of commercial warehouse occupancies.
Note the use of what appears to be combustible wood storage and staging areas that could have could potentially contribute towards increased fire intensity, extension and further contribute towards adverse affects on the unprotected structural steel components and assemblies.
 

Alpha Side Collapse Area Details: OH Door Pre-Collapse Insights

 
 
 

Pre-Collapse Operations on Alpha side with personnel in close proximty to the building perimeter

 

Pre-Collapse view of Operations on the Alpha side with personnel in close proximity, (within [a] collapse zone) to the building perimeter. It is evident that the degree of interior fire extension and involvement presumes a cautious deployment and placement of personnel in safe operational areas. When operating in such close proximity to the building wall and envelope, it becomes increasingly challenging for company officers and company personnel to monitor overall building performance indicators that may be prevalent or dominant from a view point further away from the building. 

Fire extension, smoke conditions, component or assembly movement or displacement may be readily defined and identified from a vantage point away from the building, requiring additional independent  operational assignments within the division if resources allow.   Otherwise, officers are encouraged to get a big picture view and increase their span of vision of the building and progressing fire conditions and building performance

 
 
 
 

The pre-collapse frame image above identifies the building roof line in relationship to the ground operations, smoke conditions and also the directional flow of the elevated master stream [upper right corner]. The initial  stage of the wall compromise and collapse can be seen in the Bravo wall pulling away. When watching the video, pay close attention first to the stream direction and flow and them at the location and movement of the wall, which is followed in rapid succession with the full wall collapse.

T

 

Close examination of the initial video frames shows the rapid displacement of the portion of the Bravo wall and outward collapse towards the B-Exposure (alleyway) Refer to the Aerial Plan for orientation. The A-B Collapse is progressing from the Bravo side to the Alpha side as loads are being transferred in rapid progression with further collapse expected.

The frame image above shows the bravo wall failing outward with the resulting loss in structural support of the roofing deck assembly.

Rapid fire migration and extension is evident after the wall section collapse with increased flames visible. In the video, one firefighter quickly recognizes the imminent collapse and reacts.

A significant section of wall area is present at the A-B side and progressing from the building corner to the left jamb of the overhead (OH) door. This area and the area directly above the OH door opening is calculated to weigh over 20,000 lbs. 

The early identification and establishment of collapse zone(s) is mission critical especially at commercial buildings due to the considerations for rapidly changing operational conditions that may be a result of or influenced by the following;

  • lack of knowledge or understanding of the building’s construction, systems and characteristics
  • lack of adequate resources, skills and or capabilities for selected phase operations
  • fire loading, combustibles, flammables and other products
  • Last of or loss of compartmentation
  • fire and protective systems failures or inoperability
  • unapproved alterations, additions and renovations to the building, systems and occupancy
  • transitions for offensive to defensive operational phases, which at times may results in operating position postures too close to the building
  • failure to recognize situational factors that will drive appropriate operational phasing and task deployments
  • lack of building performance knowledge
  • not considering occupancy risk versus treating the building/fire relationship based upon occupancy type
  • not recognizing key collapse indicators and failing to implement timely actions [proactively versus reactionary]
  • being four steps behind the fire conditions evident instead of implementing adaptive fire ground management insights [five steps ahead of the evident fire]
  • use precise coordination when placing elevated masterstreams into operations with ground personnel operating within close quarters
  • understand the effects of master streams on the integrity of building features, assemblies and components

 

 
 
 
 
The image frame above shows personnel operating within an imminent collapse zone directing hand lines into the interior fire area. Further examination of the video  frames clearly shows one firefighter quickly recognizing that a collapse is occurring and attempts to alert the other personnel to retreat. Simultaneously to the collapse progression, the crew immediately retreats away from the collapsing wall and falling building materials.
 
Within the span of four seconds, the wall compromise occurs and collapses on the ground at the A-B corner and immediate area on the alpha side.  The slightly monolithic manner in which the wall plane first peels away and progressively collapsed is interesting for a CMU wall. Possibly due to the outward collapse of the Bravo wall, followed by the rapid succession of failure of the roof-wall connection interface resulted in an transitional downward force that pushed the alpha side wall outward allowing gravity to work its force
 
When operating in close proximity to a heavily involved forward interior condition [exterior position] it is important to maintain focused situational awareness and either directly maintain or delegate responsibilities for observations of fire and smoke progress and conditions while monitoring key functional building performance indicators and collapse pre-cursors. 
 
Additionally, always re-evaluate the effectiveness of deployed and operational hose lines, streams and in water application to ensure they are adequate for the degree of fire suppression being undertaken and the corresponding fire flow requirements. Don’t just assume, determine with validity. [ Refer to Tactical Entertainment]  
 
Obscured by the rapidly defining smoke which is a result of the developing and extending collapse, the frame image 04 below depicts the beginning of the compromise and collapse sequence commencing as a result of the Bravo wall compromise and collapse sequence at the B-A corner that will subsequently peel towards the Alpha side and continue up to the outermost jamb of the overhead door.
 
Pay particular attention to the first three to four seconds of the video clip and review the video clip over a few times;  looking at the operating elevated master stream that is clearly visible and operating from the upper right part of the screen through the smoke plume; follow the direct orientation and stream flowing directly towards the bravo wall plane,  and presumed penetrating into/through the roof deck or impacting through the metal roof deck and wall-roof assembly area at the upper roof edge.
 
 

Image 04

 
 Frame image 04 depicts the rapidly deteriorating conditions that are evident as the collapse sequence continues and the overhead door jamb (left) buckling and adjacent wall failing by way of an outward curl or peel away commencing from the upper (left image) A-B corner at the roof line and then peeling and failing from upper left to right.
 
 

Image 05

 
 
The leading edge of the outward collapsing wall plane ( yellow dotted line) is failing with the greatest material concentration occurring at the A-B edge outward. Fortunately the presence and location of the overhead door opening  lessened the amount and location of wall material ( concrete masonry units-CMU) and contributed to a void area being present and not fully impacting the firefighters who were operating within this collapse zone.
 
In other words, had this been a solid full wall collapse likelihood for significant firefighter injury would have resulted. 
 
The affects of wall/roof compromise should be of focused consideration and monitoring when managing incidents of this size and magnitude in similar occupancies and building features.  Flame and heat  impingment can and will affect the structural integrity of lintels spans, beams and truss connects along roof lines and connections. Look for signs of impingment, degradation or compromise. watch for signs of probable inward/outward or curtain wall collapse.
 
 
 

Image 06

 

The remaining images, frames 06 and 07 depict the location of the firefighters to the wall collapse, the relationship to the wall and roof system and the degree of wall area that became compromised and collapsed.

 

Image 07

 

This brief video clip and these accompanying briefing insights provided a tremendous opportunity to examine in a non-critical manner an actual near miss collapse event and  operational discernments that provide a focused training an awareness opportunity.

When given the time to analyze and assess, some things become so apparent and self-revealing that we might prematurely say why didn’t someone pick up that or those conditions while conducting operations at [an] incident.  It is dependent on a wide variety of factors, conditions and parameters that are difficult at times to identify and harder yet to fully identify as common or contributing factors, errors or omissions.

It’s not always that easy; but contradictory – some time it really is (or should be) that easy.

Some things on the fireground may not be prone to being so readily identifiable or recognized.

It all depends what you’re looking for and whether you have the necessary insights, knowledge and skill sets. Incident priorities, demands, situational focus, awareness or disconnect all may have a part in how and incident is managed and mitigated.

It goes back directly on knowing what to look for and when; at what type of building with which type of occupancy and under what stage or stages of fire development and combat operations or engagement you might be in. It complex, it takes time and experience and learning’s.

There are numerous factors to be cognizant of in operations involving commercial buildings and occupancies; with special considerations and a diligent focus on a wide degree of facets on the fireground during combat fire engagement.

You need to start somewhere, thus the investment in these observations and insights for this event. Open your eyes on the fireground, there is so much to take in and respond to; if you know what to look for and can process what you’re seeing.

It is mission critical to comprehend and understand your department’s operational capabilities and the necessary deployment demands for fire suppression, fire flow and phased operations. Respect these buildings for the occupancy risk they present and not the typical occupancy type that we develop our conventional strategies, incident action plans and tactical deployments. It’s a lot more than that, with far greater consequences; that may be very unforgiving.

Links:

 

Training for the Evolving Fireground

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Check out the new promo video for 2012 from Buildingsonfire.com

Buildingsonfire.com and the Command Institute’s

2012 Training Curriculums and Offerings

Building Construction and Systems Training for

Commanders, Company Officers and Firefighters

  • Building Construction for the Company  and Command Officer
  • The Rules of Combat Fire Engagement & Tactical Operations 
  • Reading the Building: Predictive Occupancy Profiling
  • Reading the Building; Size-up and Tactical Risk
  • The New Fireground: Engineered Systems, Construction &  Tactics
  • Building Construction and Tactical Operations
  • Adaptive Fireground Management
  • The Anatomy of Buildingsonfire 2012 NEW
  • Five Star Command & Fire Fighter Safety
  • The Doctrine of Combat Fire Operations 2012 NEW
  • Adaptive Strategies and Tactical Patience NEW
  • Predictive Management of Today’s Fireground NEW
  • Fireground Leadership  for Company & Command Officers
  • Extreme Fire Behavior & Fireground Operations NEW
  • Firefighter Safety  and Tactical Entertainment
  • Dynamic Risk Assessment & Firefighting Operations
  • Tactical Renaissance:  Building Construction & Tactical Excellence
  • Occupancy Risk Profiling and Firefighting Strategy & Tactics NEW
  • Command Institute’s Fire Ground Leadership Series NEW
  • CI Fire Ground Leadership for Company Officers (Silver Series) NEW
  • CI Fire Ground Leadership for Company Officers (Gold Series) NEW
  • Operational Safety at Buildings of Ordinary & HT Construction
  • Operational Safety at Residential Occupancies
  • Operational Safety at Commercial & Big Box Occupancies
  • Operational Safety at Garden Apartment & Townhouses
  • Operational Safety at Buildings under Construction
  • Keynotes ,Lectures, Special Presentations & Programs Available
  • Other Building Construction , Command, Tactics, Fire Fighter Safety and Operations programs available
  • Contact us with your special or site specific needs

 Download the NEW 2012 Buildingsonfire PDF  Listing: 2012 Buildingsonfire.com Training Brochure Building Construction and Systems Training for Commanders, Company Officers and Firefighers

We’ll be presenting two of our distinguished programs at the Liberty Fire and Leadership Training Conference in November

Make your plans to attend the newest premiere training conference, offering the latests in integrated eMedia, interactive classroom and hands-on training, education and networking? The Buildingsonfire.com family ( consistings of CommandSafety.com, TheCompanyOfficer.com, Taking it to the Streets Radio and Buildingsonfire.com) will be presenting two cutting edge and timely programs at both the Liberty  Fire and Leadership Training Conference on  November 4-6, 2011 in King of Prussia, PA

November 4 – 6, 2011 | King of Prussia, PA

Tactical Ops and the New Rules of Combat Fire Engagement

This session will present the new rules of combat structural fire engagement and provide insights into integrated command and operational risk management, tactical safety and tactical protocols based on occupancy risks versus occupancy type. Building and occupancy profiling requires knowledge of emerging construction methods, features, systems and components. Coupled with the increasing commonality of extreme fire behavior and the increased fire load package, these factors require new skill sets in reading the building and implementing predictive occupancy profiling to determine appropriate tactics for firefighters, company and command officers.

The class will examine case studies, history-repeating events, the latest testing and research findings on vent path theory, fire behavior, structural system integrity, wind driven fire theory and fire suppression theory, and engage students through interactive exercises and group discussions.

Reading the Building: Predictive Occupancy Profiling

Presented by Christopher J. Naum
Chief of Training, Command Institute, DC

Today’s buildings and occupancies continue to present unique challenges to command and operating companies during combat structural fire engagement. Building and occupancy profiling, identifying occupancy risk versus occupancy type, emerging construction methods, features, systems and components coupled with the increasing commonality of extreme fire behavior and the increased fire load package require new skill sets in reading the building and implementing predictive occupancy profiling for firefighters, company and command officers. Integral to the presentation will be detailed discussions on building and structural system placarding methods and labeling programs.

The New Fire Ground and the First-Due

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Join in on Wednesday August 17th at 9pm ET for another special and exciting program continuing our series discussion on the Emerging Tactical Renaissance in the Fire Service.

Taking it to the StreetsTM, radio program hosted by highly regarded national instructor, author, lecturer and fire officer Christopher Naum, continues to provide provocative insights and dynamic discussions with leading national fire service leaders and guests on important issues affecting the American Fire Service with applications internationally within the tradition and brotherhood of the Fire Service.

This edition of Taking it to the StreetsTM the program will be looking at the New Fire Ground and the First-Due

Joining the program will be two special guests: Divison Chief Ed Hadfield (CA) and Deputy Chief Jason Hoevelmann (MO) providing a great opportunity to listen to perspectives from coast to coast and the heartland.

Join in on what is certainly going to be an insightful look and discussion of the New Fire Ground and the issues affecting the First-Due Officer and Command…

Both Divison Chief Ed Hadfield (CA) and Deputy Chief Jason Hoevelmann (MO) are speakers at the Gateway Midwest Fire & Leadership Training Conference brought to you by Go Forward Training and coming to the St. Charles/St.Louis, Missouri metro area on October 21-23. 2011. I also have the honor of lecturing and presenting two programs, one of which one will be co-presented with my good friend and colleague Lt. John Shafer. (The GreenMaltese.com HERE)

  • Conference Direct Link HERE.
  • Go Forward Training HERE

Incorporating and facilitating the latest training delivery concepts and methodologies and integrating current and emerging technology, social media platforms, eMedia and internet based content management material in order to provide unparalleled fire service curricula, training and education, The Command Institute, Buildingsonfire.com and Fire Fighternetcast.com will be integrating content across a number of platforms to provide you with supportive information and training that will ultimately integrate with the direct training deliveries at the conference.

This segment of Taking it to the Streets on FirefighterNetcast.com is the first step in achieving that goal and process. Look for more integrated materials, exercises and eMedia on CommandSafety.com, TheCompanyOfficer.com and Buildingsonfire.com

Grab a cup of coffee and sit down for a special one hour program with Taking it to the Streets on FirefighterNetcast.com where we’ll be discussing developing concepts, methodologies and operational perspectives affecting today’s emerging and evolving fire ground and the new considerations for the First-Due with Christopher Naum and fire service leaders, Division Chief Ed Hadfield and Deputy Chief Jason Hoevelmann.

Join in on the live open discussion with other fire service personnel from around the country.

Taking it to the StreetsTM is a monthly radio show featured on BlogTalk Radio and is hosted by nationally renowned fire service leader Christopher Naum, a 36-year fire service veteran and highly regarded national instructor, author, lecturer and fire officer and the distinguished leading national authority on building construction and fire ground operations. Taking it to the StreetsTM is a Buildingsonfire.com Series and FireFighternetcast.com Production, © 2011 All Rights Reserved

Check out the latest downloads of recent programs in the archives by visiting Taking it to the Street’s webpage on Firefighternetcast.com or for program insights at CommandSafety.com.

  • Tune in to the Program Wednesday evening August 17th at 9:00 pm ET, HERE
  • Firefighternetcast.com HERE
  • Taking it to the Streets Radio Programs, HERE and HERE
  • Buildingsonfire.com, HERE

Fire/EMS Safety, Health and Survival Week: Day Three-The New Rules of Engagement

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Fire/EMS Safety, Health and Survival Week: Day Three-The New Rules of Engagement

 With so many changes (budget cuts, staffing reductions, reduced training, etc.) in so many fire departments, it is critical for fire fighters to focus on their own survival on the fire ground. There is no other call more challenging to fire ground operations than a Mayday call the unthinkable moment when a fire fighter’s personal safety is in imminent danger. Fire fighter fatality data compiled by the United States Fire Administration have shown that fire fighters becoming trapped and disoriented represent the largest portion of structural fire ground fatalities. The incidents in which fire fighters have lost their lives, or lived to tell about it, have a consistent theme inadequate situational awareness put them at risk.

New Rules of Engagement

 Fire fighters don’t plan to be lost, disoriented, injured or trapped during a structure fire or emergency incident. But fires are unpredictable and volatile, and they will not always go according to plan. What a fire fighter knows about a fire before entering a blazing building may radically change within minutes once inside the structure. Smoke, low visibility, lack of oxygen, structural instability and an unpredictable fire ground can cause even the most seasoned fire fighter to be overwhelmed in an instant.

It's Not a Matter of IF, It's a Matter of When

It’s not a matter of IF the MAYDAY happens, it’s WHEN! Thius the reason for the 2011 Fire/EMS Safety, Health and Survival Week focus on Surviving the Fire Ground Fire Fighter, Fire Officer & Command Preparedness

Theme: Surviving the Fire Ground Fire Fighter, Fire Officer & Command Preparedness

  • IAFC Safety Week Resources: Firefighter Survival, HERE
  • National Fire Fighter Near Miss Reporting System Resources, HERE

With that being said, there must be a means and a method to better defined and more accurately

  • Without understanding the building-occupancy relationships and integrating; construction, occupancies, fire dynamics and fire behavior, risk, analysis, the art and science of firefighting, safety conscious work environment concepts and effective and well-informed incident command management, company level supervision and task level competencies…You are derelict and negligent and “not “everyone may be going home”.
  • Our current generation of buildings, construction and occupancies are not as predictable as past conventional construction; risk assessment, strategies and tactics must change to address these new rules of structural fire engagement.
  • There is a need to gain the building construction knowledge and insights and to change and adjust operating profiles in order to safe guard companies, personnel and team compositions. It’s all about understanding the building-occupancy relationships and the art and science of firefighting, Building Knowledge = Firefighter Safety (Bk=F2S)
  • Refer to: Fire/EMS Safety, Health and Survival Week: Day Two- Building Knowledge = Fire Fighter Safety 
  • When we look at various buildings and occupancies, past operational experiences; those that were successful, and those that were not, give us experiences that define and determine how we access, react and expect similar structures and occupancies to perform at a given alarm in the future.
  • Naturalistic (or recognition-primed) decision-making forms much of this basis. We predicate certain expectations that fire will travel in a defined (predictable) manner that fire will hold within a room and compartment for a predictable given duration of time; that the fire load and related fire flows required will be appropriate for an expected size and severity of fire encountered within a given building, occupancy, structural system; in addition to having an appropriately trained and skilled staff to perform the requisite evolutions.
  • Executing tactical plans based upon faulted or inaccurate strategic insights and indicators has proven to be a common apparent cause in numerous case studies, after action reports and LODD reports.
  • Our years of predictable fireground experience have ultimately embedded and clouded our ability to predict, assess, plan and implement incident action plans and ultimately deploy our companies-based upon the predictable performance expected of modern construction and especially those with engineered structural systems.
  • If you don’t fully understand how a building truly performs or reacts under fire conditions and the variables that can influence its stability and degradation, movement of fire and products of combustion and the resource requirements for fire suppression in terms of staffing, apparatus and required fire flows, then you will be functioning and operating in a reactionary manner, that is no longer acceptable within many of our modern building types, occupancies and structures.
  • This places higher risk to your personnel and lessens the likelihood for effective, efficient and safe operations.
  • You’re just not doing your job effectively and you’re at RISK. These risks can equate into insurmountable operational challenges and could lead to adverse incident outcomes. Someone could get hurt, someone could die, it’s that simple; it’s that obvious

 

Original IAFC 2001 ROE

 

  • Combat Fire Suppression and Engagement has been dramatically influenced by numerous challenges in terms of effectiveness, methodologies, risk and operational capabilities….yet we implement strategic and tactical models and protocol predicated on past performance of building structures and occupancies and fire fighting successes….
  •  It’s no longer just brute force and sheer physical determination that define structural fire suppression operations
  • We used to discern with a measured degree of predictability, how buildings would perform, react and fail under most fire conditions. Implementing fundamentals of firefighting and engine company operations built upon eight decades of time tested and experience proven strategies and tactics continues to be the model of suppression operations.
  • These same fundamental strategies continue to drive methodologies and curriculums in our current training programs and academies of instructions.
  • 2009 was a significant and decisive year for the fire service in a number of ways….
  • Controversy, debate, argument; enlightenment, knowledge, insights, awareness, comprehension, understanding….
  • Which leads me to call this the emerging tactical renaissance….

 

The International Association of Fire Chiefs (IAFC) is committed to reducing firefighter fatalities and injuries. As part of that effort the nearly 1,000 member Safety, Health and Survival Section of the IAFC has developed the NEW  “Rules of Engagement of Structural Firefighting” to provide guidance to individual firefighters, and incident commanders, regarding risk and safety issues when operating on the fireground.

The intent was to provide a set of “model procedures” for Rules of Engagement for Structural Firefighting to be made available by the IAFC to fire departments as a guide for their own standard operating procedure development.

In August, 2008, following a year of discussion, the Section moved to develop a set of “Rules of Engagement for Structure Firefighting”.

A project team was created consisting of Section members and representatives of other several other interested fire service organizations.

These included the;

  • Fire Department Safety Officer Association (FDSOA),
  • the National Fallen Firefighter Foundation (NFFF),
  • the National Volunteer Fire Council (NVFC), the
  • National Institute of Occupational Safety and Health (NIOSH) and other organizations.
  • All draft material has also been shared with representatives of the International Association of Fire Fighters (IAFF) who developed a joint IAFF/IAFC Fire Ground Survival Project”.

 Three Section members also participated in the IAFF project.

The direction provided the project team by the Section leadership was to develop rules of engagement with the following conceptual points;

  • Rules should be a short, specific set of bullets
  • Rules should be easily taught and remembered
  • Rules should define critical risk issues
  • Rules should define “go” or “nogo” situations
  • A companion lesson plan/explanation section should be provided

Early in development the Rules of Engagement, it was recognized that two separate rules were needed –one set for the firefighter, and another set for the incident commander.

Thus, the two sets of Rules of Engagement were conceived and developed.

Each set has several commonly shared bullets and objectives, but the explanations are described somewhat differently based on the level of responsibility (firefighter vs. incident commander).

The 2010 Rules of Engagement reflects nearly two years of public comment and feedback from several presentations at fire service conferences, including the National Fallen Fire Fighters Safety Summit held at the National Fire Academy this past March 2010.

The “Rules” was formally adopted by the IAFC Health, Safety and Survival Section at the Fire Rescue International Conference that was held in Chicago this past August 2010

The project team was lead by Chief Gary Morris,

Document Description

Section One

  • includes introduction statements and background regarding the Rules of Engagement project.

Section Two

  • acknowledges the Project team members and others that assisted in the project.

 Section Three

  • contains the individual “Bullets” for both the Rules of Engagement for Firefighter Survival as well as the Incident Commanders Rules of Engagement for Firefighter Safety.

 Section Four

  • describes the objectives attached to each of the individual “bullets” for both set of Rules.

 Section Five

  • provides an introduction and overview of the lesson plans for the Rules of Engagement.

 Section Six

  • includes the lesson plan for the Rules of Engagement of Firefighter Survival.

 Section Seven

  • contains the lesson plans for the Incident Commanders Rules of Engagement for Firefighter Safety.

 Section Eight

  • serves as appendixes and contains full investigation reports of several significant firefighter fatality incidents.

 The Need for Rules of Engagement

  • Firefighter safety must always be a priority for every fire chief and every member. Over the past three decades, the fire service has applied new technology, better protective clothing and equipment, implemented modern standard operating procedures, and improved training.
  • According to National Fire Protection Association (NFPA) data during this same period the fire service has experienced a 58 percent reduction in firefighter line of duty deaths. But, the country has also seen a paralleling 54 percent drop in the number of structural fires over the same period – thus, reducing firefighter exposure to risk.
  • With a continued annual average of more than 100 firefighter fatalities, the question remains; have we really made a difference with all these technology improvements? Or, is there more that we can do to improve the safety culture of the American fire service?
  • The U.S. Firefighter Disorientation Study, conducted by Captain Willie Mora, San Antonio, Texas, Fire Department, conducted a review of 444 firefighter fireground deaths occurring over a recent 16 year period (1990-2006).
    • The project broke out traumatic firefighter fatalities occurring in “open structures” and “enclosed structures”. Open structures was defined as smaller structures with an adequate number of windows and doors (within a short distance) to allow for prompt ventilation and emergency evacuation.
    • Enclosed structures were defined as large buildings with inadequate windows or doors to allow prompt ventilation and emergency evacuation. Research determined that 23 percent occurred when a fast and aggressive interior attack was made on an “opened structure”. When fast, aggressive interior attacks occurred in “enclosed structures” the fatality rate rose to 77 percent. Many occurred in “marginal” or rapidly changing conditions in which the firefighter should not have been in the building.
  • The fireground creates a significant risk to firefighters and it is the responsibility of the incident commander and command organization officers to minimize firefighter exposure to unsafe conditions and stop unsafe practices.
  • The fire service has always been a para-military organization when it comes to fireground operations. In most cases, the Incident Commander makes a decision, sends the order down to through supervisors to the company officer and crew.
  • Fire crews generally view these orders as top down direction. There is often little two‐way discussion about options.
  • Where this culture exists, crews have been trained to accept the order and do it – generally without question.
  • While these orders may be viewed as valid when issued they may involve inadequate risk assessment.
  • There has been little national development of basic “rules” that the incident command should use in defining risk assessment process and what is too high risk that may result in a “no-go” decision.
  • Furthermore, for the individual firefighter who is exposed to the greatest risk, we have not defined “rules” for them to follow in assessing their individual risk and when and how to say “no” to unsafe conditions or practices. The “Rules of Engagement” changes that.
  • The “Rules of Engagement” have been developed to assist both the incident command (as well as command team officers) in risk assessment and “Go” – “No-Go” decisions. Applying the rules will make the fireground safer for all and reduce injuries and fatalities.

 

The development of the rules integrated several nationally recognized programs and principles. They included risk assessment principles from NFPA Standards 1500 and 1561.

Also included where concepts and principles from Crew Resource Management (available from iafc.org) and data and lessons from the National Near-Miss Reporting System (firefighternearmiss.com).

The development process also included review of lessons learned from numerous firefighter fatality investigations conducted by the National Institute of Occupational Safety and Health (NIOSH) Fire Fighter Fatality Investigation and Prevention Program.

It’s incumbent that the fire chief and the Departments management team insure the safety of all firefighters working at structural fires.

  • All command organization officers are responsible for their own safety and the safety of all personnel working with them.
  • All officers and members are responsible are responsible for continually identifying and reporting unsafe conditions or practices.
  • The Rules of Engagement allows both the firefighter and the incident commander to apply and process these principles.
  • One principle applied in the Rules of Engagement is firefighters and the company officers are the members at most risk for injury or death.
  • The Rules integrate the firefighter into the risk assessment decision making process.
  • These members should be the ultimate decision maker as to whether it’s safe to proceed with assigned objectives.
  • The “Rules” allow a process for that decision to be made while still maintain command unity and discipline.

 

Operational Excellence and the ROE

 

The NEW Rules of Engagement

It is well known that firefighting is hazardous with varying levels of risk to the firefighter.

However, firefighting is not a military campaign where lives are lost to establish a beach head.

No firefighter’s life is a building that eventually will be rebuilt. Keep all members safe so “Everyone Goes Home”!

Rules of Engagement for Firefighter Survival

  • Size-Up Your Tactical Area of Operation.
  • Determine the Occupant Survival Profile.
  • DO NOT Risk Your Life for Lives or Property That Can Not Be Saved.
  • Extend LIMITED Risk to Protect SAVABLE Property.
  • Extend Vigilant and Measured Risk to Protect and Rescue SAVABLE Lives.
  • Go in Together, Stay Together, Come Out Together
  • Maintain Continuous Awareness of Your Air Supply, Situation, Location and Fire Conditions.
  • Constantly Monitor Fireground Communications for Critical Radio Reports.
  • You Are Required to Report Unsafe Practices or Conditions That Can Harm You. Stop, Evaluate and Decide.
  • You Are Required to Abandon Your Position and Retreat Before Deteriorating Conditions Can Harm You.
  • Declare a May Day As Soon As You THINK You Are in Danger. 

The Incident Commanders Rules of Engagement for Firefighter Safety

  • Rapidly Conduct, or Obtain, a 360 Degree Size‐Up of the Incident.
  • Determine the Occupant Survival Profile.
  • Conduct an Initial Risk Assessment and Implement a SAFE ACTION PLAN.
  • If You Do Not Have The Resources to Safely Support and Protect Firefighters – Seriously Consider a Defensive Strategy.
  • DO NOT Risk Firefighter Lives for Lives or Property That Can Not Be Saved – Seriously Consider a Defensive Strategy.
  • Extend LIMITED Risk to Protect SAVABLE Property.
  • Extend Vigilant and Measured Risk to Protect and Rescue SAVABLE Lives.
  • Act Upon Reported Unsafe Practices and Conditions That Can Harm Firefighters. Stop, Evaluate and Decide.
  • Maintain Frequent Two‐Way Communications and Keep Interior Crews Informed of Changing Conditions.
  • Obtain Frequent Progress Reports and Revise the Action Plan.
  • Ensure Accurate Accountability of All Firefighter Location and Status.
  • If, After Completing the Primary Search, Little or No Progress Towards Fire Control Has Been Achieved -Seriously Consider a Defensive Strategy.
  • Always Have a Rapid Intervention Team in Place at All Working Fires
  • Always Have Firefighter Rehab Services in Place at All Working Fires

  

 
 
 

ROE Fire Fighter

 

  

  

ROE Command

 

Other ROE Insights

Size-Up Your Tactical Area of Operation.

Objective:    To cause the company officer and firefighters to pause for a moment and look over their area of operation and evaluate their individual risk exposure and determine a safe approach to completing their assigned tactical objectives.

Rapidly Conduct, or Obtain, a 360 Degree Situational Size Up of the Incident

Objective:    To cause the incident commander to obtain an early 360 degree survey and risk assessment of the fireground in order to determine the safest approach to tactical operations as part the risk assessment and action plan development and before firefighters are placed at substantial risk.

______________________________________________________________________________

Determine the Occupant Survival Profile.

Objective: To cause the company officer and firefighter to consider fire conditions in relation to possible occupant survival of a rescue event as part of their initial and ongoing individual risk assessment and action plan development.

  

Determine the Occupant Survival Profile.

Objective: To cause the incident commander to consider fire conditions in relation to possible occupant survival of a rescue event before committing firefighters to high risk search and rescue operations as part of the initial and ongoing risk assessment and action plan development.

  

Go in Together, Stay Together, Come Out Together

Objective: To ensure that firefighters always enter a burning building as a team of two or more members and no firefighter is allowed to be alone at any time while entering, operating in or exiting a building. 

  

Maintain Continuous Awareness of Your Air Supply, Situation, Location and Fire Conditions

Objective: To cause all firefighters and company officers to maintain constant situational awareness their SCBA air supply and where they are in the building and all that is happening in their area of operations and elsewhere on the fireground that may affect their risk and safety.

______________________________________________________________________________

You Are Required to Report Unsafe Practices or Conditions That Can Harm You. Stop, Evaluate, and Decide.

Objective: To prevent company officers and firefighters from engaging in unsafe practices or exposure to unsafe conditions that can harm them and allowing any member to raise an alert about a safety concern without penalty and mandating the supervisor address the question to ensure safe operations.

  

Act Upon Reported Unsafe Practices and Conditions That Can Harm Them. Stop, Evaluate and Decide.

Objective: To prevent firefighters and supervisors from engaging in unsafe practices or exposure to unsafe conditions that will harm them and allowing any member to raise an alert about a safety concern without penalty and mandating the incident commander and command organization officers promptly address the question to insure safe operations. 

______________________________________________________________________________  

Declare a May-Day As Soon As You THINK You Are in Danger

Objective: To ensure the firefighter is comfortable with, and there is no delay in, declaring a May Day when a firefighter is faced with a life threatening situation and the May Day is declared as soon as they THINK they are in trouble.

  

Always Have a Rapid Intervention Team in Place at All Working Fires.

Objective: To cause the incident commander to have a rapid intervention team in place ready to rescue firefighters at all working fires.

______________________________________________________________________________

Ensure Accurate Accountability of Every Firefighter Location and Status

Objective: To cause the incident commander, and command organization officers, to maintain a constant and accurate accountability of the location and status of all firefighters within a small geographic area of accuracy within the hazard zone and aware of who is presently in or out of the building.

If You Do Not Have the Resources to Safely Support and Protect Firefighters, Seriously Consider a Defensive Strategy

Objective: To prevent the commitment of firefighters to high risk tactical objectives that cannot be accomplished safely due to inadequate resources on the scene.

SOPs/SOGs

Rules of Engagement for Structural Firefighting (pdf)

Risk Management

General Order: Two-In, Two-Out Compliance, Rapid Intervention Team, and Firefighter Survival

Emergency Evacuation
This policy identifies a standard system for the emergency evacuation of personnel at an emergency incident or training exercise.

Fire and Rescue Departments of Northern Virginia – Rapid Intervention Team Command and Operational Procedures
A collaborative RIT manual developed by fire and rescue departments in Northern Virginia. Promotes interoperability between multiple fire agencies.

Lost or Trapped Firefighters
This policy identifies the required actions for the search and rescue of lost or trapped firefighter(s).

Model Procedures for Responding to a Package with Suspicion of a Biological Threat
Local and world events have placed the nation s emergency service at the forefront of homeland defense. The service must be aware that terrorists, both foreign and domestic, are continually testing the homeland defense system.

Safety Initial Rapid Intervention Crew (IRIC)
This policy establishes procedures for ensuring the highest level of safety when conducting interior operations in an atmosphere that is Immediately Dangerous to Life and Health (IDLH).

Safety Rapid Intervention Team (RIT)
This policy establishes the department s criteria and procedures for Rapid Intervention Teams.

  

Operational Excellence in 2011 and Beyond

  

Taking It To The Streets: My Closing Commentary and The Rules of Combat Fire Suppression  

The essence of fire service suppression operations is predicated upon the deployment and application of water as an extinguishing agent, in sufficient quantities, location and duration to extinguish a fire within an enclosed structural compartment. The universal engine company correlation of: “putting the wet stuff on the red stuff” is fundamental to structural fire suppression operations but is ambiguous at best in the context of today’s modern building construction, occupancies, structural systems and building features. 

We used to discern with a measured degree of predictability, how buildings would perform, react and fail under most fire conditions. Implementing fundamentals of firefighting and engine company operations built upon eight decades of time tested and experience proven strategies and tactics continues to be the model of suppression operations. These same fundamental strategies continue to drive methodologies and curriculums in our current training programs and academies of instructions.

The lack of appreciation and the understanding of correlating principles involving fire behavior, fuel and rate of heat release and the growth stages of compartment fires within a structural occupancy are the defining paths from which the fire service must reexamine engine company operations in order to identify with the predictability of occupancy performance during fire suppression operations thus increasing suppression effectiveness and firefighter safety.

Our buildings have changed; the structural systems of support, the degree of compartmentation, the characteristics of materials and the magnitude of fire loading. The structural anatomy, predictability of building performance under fire conditions, structural integrity and the extreme fire behavior; accelerated growth rate and intensively levels typically encountered in buildings of modern construction during initial and sustained fire suppression have given new meaning to the term combat fire engagement.

The rules for combat structural fire suppression have changed, but we have yet to write the rule book from which the new games plans must be derived…..

However, we now have a new set of Rules for Engagement….

  • The Incident Commanders Rules of Engagement for Firefighter Safety
  • Rules of Engagement for Firefighter Survival
  • Tactical Renaissance ……….Tactical Patience

…….integrate cutting edge research and emerging concepts on Tactical Patience, Tactical Entertainment, Command Compression, Structural Anatomy of Buildings, Five Star Command Model, Predicative Strategic Process, refined Tactical Deployment Models integrating intelligent Structural Anatomy and Predictive Occupancy Profiling and Integrating the RULES OF ENGAGEMENT for Structural Firefighting much more.  

It’s really all about Fighting Fire with More Knowledge and smartly

  

 

Taking it to the Streets with Christopher Naum

   

Taking it to the StreetsTM, radio program hosted by highly regarded national instructor, author, lecturer and fire officer Christopher Naum, continues to provide provocative insights and dynamic discussions with leading national fire service leaders and guests on important issues affecting the American Fire Service with applications internationally within the tradition and brotherhood of the Fire Service.

 

Taking it to the Streets “Tactical Renaissance and the Rules of Engagement”

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This is the netcast which was offered live on September 22, 2010. Taking it to the Streets “Tactical Renaissance and the Rules of Engagement” Chief Gary Morris (ret) Phoenix (AZ) Fire Department, and Dr. Burt Clark from the NFA join Chris Naum as they discuss the emerging Tactical Renaissance of Combat Fire Suppression Operations [...]

Taking it to the StreetsTM is a monthly radio show featured on BlogTalk Radio and is hosted by nationally renowned fire service leader Christopher Naum, a  36-year fire service veteran and highly regarded national instructor, author, lecturer and fire officer and  the distinguished leading  national authority on building construction and fire ground operations.  Taking it to the StreetsTM is a Buildingsonfire.com Series and FireFighternetcast.com Production,   © 2011 All Rights Reserved 

Check out the latest downloads of recent programs in the archives by visiting Taking it to the Street’s webpage on Firefighternetcast.com or for program insights at CommandSafety.com.    

  • Firefighternetcast.com HERE
  • Taking it to the Streets Radio Programs, HERE and HERE 
  • Buildingsonfire.com, HERE

  

A Buildingsonfire.com Series and Firefighter Netcast.com Production

Taking it to the StreetsTM  with Christopher Naum
 
 

Listen to all of the Taking It To The Streets shows here

 On the Air Monthly on Firefighter Netcast.com

Advancing Firefighter Safety and Operational Integrity for the Fire Service through provocative insights and dynamic discussions dedicated to the Art and Science of Firefighting and the Traditions of the Fire Service.

 

Looking Back at The Cherry Road Townhouse Fire, Double LODD; DCFD 1999

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  Looking Back at The Cherry Road Townhouse Fire, Double LODD; DCFD  May 30th, 1999

DCFD Phillips and Matthews

 On May 30, 1999, (DCFD) fire fighters responded to a box alarm involving a townhouse fire at 3146 Cherry Rd NE, Washington, DC 20018-1612.

DCFD FireFighter Anthony Phillips, Engine 10

DCFD FireFighter Louis Matthews, Engine 26

From the NIOSH Report:  The initial report came in as a house fire, and it was later reported that the fire was in the basement (all fire fighters did not receive the follow-up report of fire in the basement). Engine 26 (Lieutenant and 3 fire fighters) was the first to arrive on the scene and reported smoke showing on the front (side 1) of a row of townhouses (see Diagram 1). A fire fighter (Victim #1) from Engine 26 advanced a 1½-inch attack line through the front door (1st floor). Soon after, the layout man from Engine 26 entered to back up Victim #1. Engine 17 (Lieutenant and 3 fire fighters) arrived shortly after and stretched a 350-foot 1½-inch hose line to the rear (side 3) (see Diagram 1).

Truck 15 (Captain and 3 fire Engine 26 and Engine 10 advanced their lines through the front door in a search for the fire and the basement door (at the top of the basement steps). As the two crews searched, Truck 4 made forcible entry through a sliding-glass door in the rear (basement entrance door at ground level). Engine 17 (at the basement door with a charged line) reported to the IC that they were on the first floor, in the rear, with a small fire showing (Engine 17 was actually at the basement level). Engine 17 radioed the IC for permission to open their line and knock down the fire.

Knowing that he had two engine crews on the first floor in the front, the IC denied Engine 17’s request until he could locate the interior crews’ positions. He radioed the officer from Engine 26 several times for their position, but received no response.Engine 17 asked a second time for permission to hit the fire, as it began to grow. The IC denied the request a second time and again tried unsuccessfully to radio the officer from Engine 26. Conditions in the interior rapidly deteriorated, forcing the fire fighters on the first floor to search for an exit. A fire fighter in the interior recalled seeing fire appear from a doorway on the first floor.

After seeing the fire, the fire fighter stated that everything went black and he felt an intense blast of heat. Victim #1 and Victim #2 were unable to escape, while the Lieutenant and a fire fighter from Engine 26 escaped with severe burns. All injured fire fighters were transported to a local hospital. The Lieutenant and fire fighter were admitted with burn injuries. Victim #1 was treated for severe burns and was pronounced dead the following day. Victim #2 was pronounced dead on arrival at the hospital. 
 
 Full DCFD Investigative Report HERE:  Cherry-Road-Investigation
DC Fire and Medical Services Department Report from the Reconstruction Committee Fire at 3146 Cherry Road, NE, Washington, DC  May 30, 1999

EXECUTIVE SUMMARY CHERRY ROAD RECONSTRUCTION

On May 30, 1999, District of Columbia Fire Fighters Anthony Phillips and Louis Matthews sustained critical injures in the line of duty that resulted in their deaths. Three additional fire fighters sustained injuries ranging from critical to minor. Fire Chief Donald Edwards (now retired) appointed a Reconstruction Committee to investigate and evaluate the emergency response activities at this fire. This report is the result of extensive interviews, independent investigation, and evaluation of the reports of other investigators. The Reconstruction Committee has found that the District of Columbia Fire and EMS Department (Department) has several deficiencies, particularly in training, staffing, equipment, and administration. The mere knowledge of these shortcomings and recommended actions does nothing. Many of the recommendations contained in this report are the same recommendations made in a report of the investigation of the death of Sergeant John Carter in the Kennedy Street fire of October 24, 1997. Further inaction on these recommendations cannot be tolerated.

The Cherry Road fire was initially considered by most of the personnel to be a “routine” fire. The events that took place demonstrate the serious consequences that result from failure to train, equip, and staff appropriately. At 00:17:00 on May 30, 1999, the District of Columbia Fire and Emergency Medical Services Communications Center (Communications) received a 9-1-1 telephone call reporting a fire at 3150 Cherry Road, NE. In response, Communications dispatched Box Alarm 6178, consisting of engine companies E-26, E-17, E-10 and E-12, truck companies T-15 and T-4, a battalion fire chief (BFC-1) and a rescue squad (RS1). A second 9-1-1 call at 00:18:40 provided a corrected address of 3146 Cherry Road, NE, and reported that there was fire in the basement. Communications announced this new information, but only one of the responding companies acknowledged the address change. The first units were on the scene within approximately four minutes of dispatch.

Several initial actions were taken within the next five to six minutes.

  • The first due engine company, E-26, arrived to find heavy smoke pouring from the front door of the structure and advanced a 200-foot 1-1/2 inch attack line into the first floor area.
  • The first due truck company, T-15, arrived one minute later and began placing and ventilating at the front of the structure.
  • The second due truck company, T-4, arrived and prematurely began forcible entry and ventilation of the rear basement sliding glass door without an attack line in position for entry. The T-4 officer was informed by the occupant of the building that no one remained inside the structure, but T-4′s officer failed to report this information to the incident Commander. Truck 4′s officer also failed to give a rear size-up report.
  • Rescue Squad 1 arrived and, failing to follow SOPS, reported to the rear with one team entering along with a member of T-4. The RS-1 officer was informed by the occupant of the building that no one remained inside the structure, but RS-1′s officer failed to report this information to the Incident Commander.
  • The second due engine company, E-10, supplied a 350-foot 1-1/2 inch attack line to the rear and reported to the Incident Commander, BFC-1 that they were in a position to extinguish the fire.
  • The third due engine company, E-12, supplied E-26 with water and advanced a 400-foot 1-1/2 inch line into the first floor to back up E-26.
  • The fourth due engine company, E-12, supplied E-17 with water, then, failing to follow SOPS, advanced a 200-foot 1-1/2 inch line into the front of the building.
  • The Incident Commander, BFC-1, requested additional resources while en route, based upon the initial report from E-26. After observing the fire location and conditions in the rear, BFC-1 reported to the front of the building. Battalion Fire Chief 1 failed to establish a fixed command post and relied on a hand-held radio for communications, rather than the stronger radio mounted in his vehicle.

Conditions quickly deteriorated after the first six minutes of operations. Companies operating in the front of the building were unaware that fire was growing in the basement because of inadequate communications and improper ventilation activities. A failure to sound a “Mayday” alarm resulted in a failure to realize immediately that there were missing fire fighters and a delayed rescue response.

  • Fire Fighter Matthews (E-26) and F/F Morgan (E-26) advanced their attack line into the structure’s front door, followed by their officer. Fire Fighter Phillips (E-10) and E-10′s officer advanced their hose line to back up E-26. During the initial entry,. personnel indicated that they felt only moderate heat.
  • Truck 4 forced entry and ventilated the rear basement sliding glass door, and soon after, E-17′s officer requested permission to attack the fire from the rear. Battalion Fire Chief 1 was unsuccessful in an attempt to contact E-26 and E-10 to determine their location, and denied E-17 permission to attack.
  • Intense heat then traveled out of the basement and up the stairway to an inadequately ventilated first floor, severely burning the fire fighters. At this point, the fire fighters attempted to exit the building. Fire Fighters Phillips (E-10) and Matthews (E-26) were critically injured and unable to exit.
  • Engine 26′s officer informed BFC-1 that F/F Matthews did not exit the building. Engine 10′s officer noted that F/F Phillips did not exit the building but did not report this to BFC-1.
  • The seriousness of the situation was not fully realized until critically injured F/F Morgan (E-26) exited the building. BFC-1 then organized a rescue effort to search for F/F Matthews.

Rescue activities were also characterized by a lack of organization, effective communication, and personnel accountability. The rescue efforts also demonstrate the importance of each fire fighter wearing an automatically activated PASS (personal alarm safety system) integrated with the self-contained breathing apparatus.

  • When rescuers entered the building, they heard a PASS alarm. They found F/F Phillips face down on the first floor without his facepiece, apparently removed because it had started melting. It was difficult to extricate F/F Phillips from under a table; personnel noted that the first floor was extremely spongy and there were extreme heat conditions.
  • When F/F Phillips was brought outside, it was apparent that F/F Matthew: was still inside the structure and rescue efforts for F/F Matthews were resumed.
  • After a short search. F/F Matthews was located and evacuated. A total of approximately 21 minutes had elapsed from the time that the fire fighters were burned until all the fire fighters were evacuated from the building.

Fire Fighter Phillips died at 0l :08. Fire Fighter Matthews died the following day. Fire Fighter Morgan is still recovering from his burns.

Evidence has shown that the fire started in an electrical junction box in the space between the basement ceiling and the first floor, initially smoldered and consumed most of the air in the basement. The fire grew rapidly when the basement sliding glass door was broken, producing large amounts of super-heated fire gases. The fire gases traveled extremely quickly up the basement stairway to the first floor. The injured fire fighters were in the path of the superheated gases and were burned almost instantly.

The Reconstruction Committee determined that the deficiencies in operations and equipment resulting in these deaths fall into the following categories.

  • Fire fighter accountability (e.g., company officers failed to keep personnel together and operate as a team; personnel did not use the “Mayday” alert when fire fighters were discovered missing)
  • Fireground command (e.g., the Incident Commander failed to establish a fixed command post; did not have an aide and was thus unable to coordinate front and rear teams; failed to sector the incident)
  • Communications (e.g., no size-up report of the rear was provided; interior companies did not make radio transmissions of their initial attack and progress; it was impossible for injured fire fighters to communicate information because they did not have radios)
  • Company/unit operations (e.g., actions of companies were not coordinated, so the actions of some companies threatened the safety of others; some officers and fire fighters worked alone or with other companies instead of staying with their own companies; truck companies were inadequately staffed)
  • Safety (e.g., PASS devices that help locate fire fighters who are immobile were not in use by each fire fighter; the Department’s Safety Office lacks the staffing and authority to conduct appropriate investigations and follow-up on safety recommendations)
  • Administration (e.g., nearly identical recommendations, made following the Kennedy Street fire were not acted upon, resulting in many of the same problems at this incident; personnel do not receive adequate training in live fires because the Department’s fire training building is unusable)

Each of the identified problems has a solution, described in detail in this report. Some solutions are relatively easy, involving equipment and its use. Some are more complicated, and involve changing behaviors in individuals and attitudes throughout the Department. Proper training and staffing are key to solving many of the problems. It is clear, however, that none of these solutions are possible with the neglect, insufficient funding, and mismanagement that has characterized the Department. The Department’s budget must adequately support staffing, equipment and training. Additionally, the Department must no longer tolerate the notion that SOPs and proper fireground behaviors are only important for “major” fires and not as important for “routine” fires. The Department must vigorously enforce SOPS and demand professionalism at all levels of the fire department and at all emergency incidents.

  

Flashover Room Photo by DCFD.com

  
 
 
 

 

 
 
 
 

NIOSH investigators concluded in their 1999 report that, to minimize the risk of similar incidents, fire departments should:

  • ensure that the department’s Standard Operating Procedures (SOPs) are followed and refresher training is provided
  • provide the Incident Commander with a Command Aide
  • ensure that fire fighters from the ventilation crew and the attack crew coordinate their efforts
  • ensure that when a piece of equipment is taken out of service, appropriate back up equipment is identified and readily available
  • ensure that personnel equipped with a radio position the radio to receive and respond to radio transmissions
  • consider using a radio communication system that is equipped with an emergency signal button, is reliable, and does not produce interference
  • ensure that all companies responding are aware of any follow-up reports from dispatch
  • ensure that a Rapid Intervention Team is established and in position immediately upon arrival
  • ensure that any hose line taken into the structure remains inside until all crews have exited
  • consider providing all fire fighters with a Personal Alert Safety System (PASS) integrated into their Self-Contained Breathing Apparatus (SCBA)
  • develop and implement a preventive maintenance program to ensure that all SCBAs are adequately maintained.

 

Aerial Alpha Side

 

Street Side-Alpha from Parking Lot

 

Aerial From the Delta Side

 

Aerial Charlie Side

   

Fire Intensity at the Front Door after the flashover on the Alpha Side

   

Post Flashover on the Charlie Side

   

INCIDENT INTRODUCTION AND OVERVIEW

On May 30, 1999, two fire fighters died and two were injured while battling a townhouse basement fire. Two fire fightersVictim #1, a 30-year-old nozzleman from Engine 26, and Victim #2, a 29-year-old nozzleman from Engine 10had to be rescued when interior crews were hit by an intense blast of heat and flames. Victim #1 was rescued and transported to a nearby hospital where he was pronounced dead the following day. Victim #2 was rescued and pronounced dead on arrival at the hospital.

On June 1, 1999, the International Association of Fire Fighters notified NIOSH of the incident, and on June 21, 1999, a Safety and Occupational Health Specialist, the Senior Investigator, and the Team Leader of the NIOSH Fire Fighter Fatality Investigation and Prevention Program, initially investigated this incident. On July 21, 1999, a Safety and Occupational Health Specialist and a Safety Engineer conducted additional interviews.

An Engineer and a Physical Scientist from NIOSH also completed an evaluation of the department’s SCBA maintenance program on July 21, 1999. On August 31, 1999, a Safety and Occupational Health Specialist returned to interview the seriously injured fire fighter.

Meetings and interviews were conducted with: the Chief, the Assistant Chief, the two Battalion Chiefs on the scene (one of whom was the Incident Commander), fire fighters on the box alarm, the department safety officer, and the investigation team from the fire department involved in the incident. Representatives from the personal protective equipment manufacturer, the National Institute of Standards and Technology (NIST) who evaluated the victims’ personal protective equipment and will be developing the fire growth data for the department, the metropolitan police, and the owner of the townhouse were also interviewed.

Copies of photographs, training records, Standard Operating Procedures (SOPs), the reports completed by fire department investigators, the autopsy reports, and the floor plan of the townhouse were obtained. A site visit was conducted and photographs of the fire scene were taken.The fire department involved in this incident is comprised of 1,764 total employees, of whom 1,182 are uniformed fire fighters. The department serves a population of approximately 1 million in a geographic area of 69 square miles. The fire department requires all new fire fighters to complete fire fighter level I and fire fighter level II requirements, Emergency Medical Technician courses, hazmat, driver and vehicle operations, first aid, search and rescue, live fire training, and cardiopulmonary resuscitation (CPR). Fire fighters are then assigned to a department where they are placed on probation for 1 year.

Each fire fighter is also certified as an Emergency Medical Technician (EMT). Refresher training courses are continued throughout the year. The victims’ training records were reviewed and appeared to be adequate. Victim #1 had 6½ years of experience as a fire fighter and EMT, while Victim #2 had 3½ years of experience as a fire fighter and EMT.Additional companies responded to this incident; however, only those directly involved are included in this report.

Aerial view of fire scene

 

 

First due, Engine 26 laid a 3″ (76 mm) supply line from a hydrant at the intersection of Banneker Drive and Cherry Road NE, positioned in the parking lot on Side A, and advanced a 200′ 1-1/2″ ( 61 m 38 mm) pre-connected hoseline to the first floor doorway of the fire unit on Side A (see Figures 1 and 2). A bi-directional air track was evident at the door on Floor 1, Side A , with thick (optically dense) black smoke from the upper area of the open doorway. Engine 26′s entry was delayed due to a breathing apparatus facepiece malfunction. The crew of Engine 26 (Firefighters Mathews and Morgan and the Engine 26 Officer) made at approximately 00:24.

Figure 1. Plot and Floor Plan-3146 Cherry Road NE

plot_and_floor

INVESTIGATION

On May 30, 1999, at 0017 hours, Central Dispatch received a call of a house fire. Dispatch toned out a box alarm which consisted of the following:

  • 1st due Engine 26 (Lieutenant and 3 fire fighters [including Victim #1])
  • 2nd due Engine 17 (Captain and 3 fire fighters)
  • 3rd due Engine 10 (Lieutenant and 3 fire fighters [including Victim #2])
  • 4th due Engine 12 (Lieutenant and 3 fire fighters)
  • 1st due Truck 15 (Captain and 3 fire fighters)
  • 2nd due Truck 4 (Lieutenant and 3 fire fighters)
  • Rescue 1 (Lieutenant and 4 fire fighters)
  • Battalion Chief 1 (the Incident Commander) (BC-1)

The working fire alarm was dispatched at 0023 hours and consisted of the following:

  • Engine 14 (Sergeant and 3 fire fighters)
  • Chief 2
  • Air 2 (1 fire fighter)
  • Fire Investigation Unit (Car 43) (fire investigator)
  • Alcohol Tobacco and Firearms (ATF) (Car 83)
  • Medic 17 (2 paramedics)
  • Department Safety Officer

The Hazmat Unit was also dispatched at the same time as the working fire alarm.At 0029 hours, a task force alarm was toned with the following response:

  • Engine 6 (Lieutenant and 3 fire fighters)
  • Engine 4 (Lieutenant and 3 fire fighters)
  • Truck 7 (Lieutenant and 3 fire fighters)
  • Battalion Chief 4

As companies responded to the call of a house fire, dispatch made a second report that the fire was in the basement. During the investigation, it became clear that all companies did not receive the second report of a basement fire. Engine 26 was first to arrive on the scene at 0023 hours and reported smoke showing from the front of the building. Being the first-due engine, they positioned the engine in the small parking area in front of the row of townhouses (see Diagram 1). Engine 10 arrived behind Engine 26 as the third-due engine company and stretched a 400-foot, 1½-inch line to the front entrance (see Photo 1).

Engine 17 was the second-due engine company, also arriving at 0023 hours. Upon arrival, Engine 17 stretched a 350-foot, 1½ -inch line around the adjacent units (see Diagram 1) to the rear of the burning townhouse. Arriving at 0024 hours was Engine 12, as the fourth-due engine company, which by department Standard Operating Procedures (SOPs), required them to back up Engine 17 in the rear. Instead of backing up Engine 17, the crew of Engine 12 went to the front. The IC (BC-1) was en route to the scene, and from the report he received from Engine 26, he requested a working-fire dispatch. The working-fire alarm dispatched Engine 14, Battalion Chief 2 (BC-2), Air 2, Fire Investigation Unit (Car 43), the Alcohol Tobacco and Firearms (ATF) unit (Car 83), Medic 17, and the department’s Safety Officer. The Hazmat Unit was also dispatched at the same time. The IC ordered BC-2 to take command of the rear when he arrived on the scene.The front door of the townhouse was open and emitting thick, black smoke. With a charged line, a fire fighter from Engine 26 (Victim #1) approached the front door, as his layout man and officer donned their SCBAs. Preparing to enter, Victim #1 experienced a problem with his SCBA facepiece. He returned to the engine and switched facepieces with his Wagon Driver. After switching facepieces, he told his officer at the front door that everything was working properly and he was taking in a line. With a charged line, he entered through the front door. Shortly after, the layout man entered, followed the line, and met the fire fighter (Victim #1).

The officer of Engine 26 entered last and proceeded into the structure to locate his crew. With a charged line, a fire fighter (Victim #2) and the Lieutenant from Engine 10 entered behind the officer from Engine 26 to provide back up. The layout man from Engine 10 was ordered by his Lieutenant to stay at the front door and feed the line inside.Truck 15 arrived on scene at 0024 hours as the first-due truck company, and started ventilation in the front according to department SOP requirements. The officer and a fire fighter on Truck 15 threw a ladder to the roof and the officer began to ventilate the large front window at ground level. Security bars were blocking the window, so a fire fighter from Truck 15 entered the structure, approximately 10 feet into the kitchen area, to vent the window from the interior. The fire fighter then exited the structure (see Floor Plan A-1).

Next, the officer from Truck 15 climbed the ladder and stopped at a window on the second floor to knock it out. After knocking out the window, he returned to the ground as the driver and Tillerman from Truck 15 climbed the ladder to the roof. The two of them cut approximately three vent holes in the roof and stated that thick, black smoke was emitting from the holes. Truck 4 arrived at 0025 hours as the second-due truck company and began ventilation in the rear of the structure. [NOTE: Truck 4 was responding for Truck 13, which was out of service at the time of this incident. Truck 13 was housed in the same station as Engine 10 and would have arrived on the scene at the same time as Engine 10 (approximately 2 minutes earlier) if it had been in service.] On arrival, a fire fighter and the officer from Truck 4 began forcible entry to the rear basement sliding-glass door (which was protected by an iron security gate (see photo 2)) as the driver and the Tillerman from Truck 4 threw ladders to the windows above the door (see Floor Plan A-2). The fire fighters stated that they saw small spot fires all over the basement floor.

The driver and the Tillerman tried to knock out the windows on the second floor, but felt they were unsuccessful because they could not feel the ladders breaking the glass. They also tried to break the sliding-glass door on the first floor with the ladder, but could not. [NOTE: The windows on the second floor were left open by the homeowner, which is why the fire fighters could not feel the glass break. The sliding-glass door on the first floor was a two-panel sliding-glass door, which fire fighters could not break with the ladder they were using. The sliding-glass door on the first floor had no security gate over it.]

The driver and Tillerman from Truck 4 left the ladder at the window on the second floor and returned to the truck to get a second ladder to go to the roof.Engine 17 was now positioned at the rear sliding-glass door as Truck 4 prepared entry (basement level). Using a gas-powered saw and a sledge hammer, the officer and fire fighter from Truck 4 removed the iron security gate and broke open the glass door at 0026 hours (see Photo 2). Members of Truck 4 and Engine 17 stated that when the sliding-glass door was opened, air began to be sucked inside by the fire. They also saw small fires on the floor and stated that when the door was opened the fires grew larger. The Lieutenant from Engine 17 reported to the IC that they had fire on the first floor and requested permission to hit the fire. [NOTE: Engine 17 was unaware that they were at the basement level due to the route they took to get to the rear. As they proceeded to the rear, they noticed the row houses they went between were only two stories, which caused confusion (see Diagram 1).]

The IC denied their request in fear of opposing hose lines. He then radioed the officer from Engine 26 to locate their position. He received no response from them. The IC knew that the crews from Engine 26 and Engine 10 had entered through the front door on the first floor.Rescue 1 arrived on the scene at approximately the same time that Truck 4 made entry. They were required to complete search and rescue operations. Two fire fighters from Rescue 1 and a fire fighter from Truck 4 entered the basement to search the interior for any civilians. Shortly after they entered, the Lieutenant from Engine 17 ordered them out as conditions began to deteriorate. One of the fire fighters who exited stated that they were able to follow a small path (limited fire) to the exterior before the entire basement erupted into flames.

The driver and Tillerman from Truck 4, who returned to the truck to retrieve a second ladder, saw that the basement was fully engulfed with fire. They decided to pull a line from Engine 12 to provide back up for Engine 17. Engine 12 was supplying Engine 17 and had positioned their engine towards the rear of the structure, but Engine 12’s crew proceeded to the front of the structure (see Diagram 1). The officer and a fire fighter from Engine 12 entered the front of the structure advancing approximately 2 to 3 feet, where they remained throughout the attack. The Lieutenant from Engine 17 requested to hit the fire a second time and was denied.

The IC denied their request because he still had not received a response from the officer of Engine 26. The IC radioed the officer of Engine 26 a second time and received no response.At this point Engine 26 and Engine 10 were inside the structure searching for the basement door. Department SOPs required them to locate the basement door and close it or hold off at the stairs with a fog spray. The fire fighter on Engine 26, who entered the structure to back up the Nozzleman (Victim #1) stated that it was extremely hot, but tolerable, when he met up with Victim #1. He stated that the floor was solid and as they proceeded further into the structure, and visibility was improving. He recalled seeing the sliding-glass door to the rear of the first floor, a table, and a sofa on his right side. This would position Victim #1 and the fire fighter in the living room, in front of the basement-stairs door (see Floor Plan A-1). He also stated there were no signs of fire and the heat remained constant. He could not recall his officer joining the two fire fighters, but did recall hearing a radio transmission. [NOTE: Only officers carry radios and he did not know whose radio he heard.]

It was determined that Engine 10 was inside backing them up at this time, however, the two fire fighters from Engine 26 were unaware of any other fire fighters inside.After hearing the radio transmission, the fire fighter from Engine 26, backing up Victim #1, looked over his left shoulder and saw fire appear, filling up what looked to be a doorway. He stated the fire came out of the doorway, then disappeared, and everything went black. At that point he felt an intense blast of heat. He dropped the line and immediately started squirming around in his turnouts, in an attempt to release the heat. He asked Victim #1 where the hose line was and related to him that something was wrong and they had to get out. Victim #1 responded by saying that he did not know where the hose line was. The fire fighter stated that Victim #1 sounded as if he was in a crouched position waiting to be rescued.

He then heard a loud scream from his left side, which lasted approximately 15 seconds. The scream was clear and not muffled by an SCBA. He stated that the scream was getting closer when he heard a loud thump, as if someone dropped to the floor, and then complete silence.

He then crawled forward and found the nozzle of a hose line. [NOTE: Victim #2 was found not wearing his SCBA facepiece. It is believed the scream was from Victim #2.] The Lieutenant on Engine 10 recalled that as they backed up Engine 26, he turned back towards the front door and could see some light from the front doorway (entrance). He also stated that it was very hot inside the structure. As he turned back around, he felt an intense blast of heat and was knocked backward by a frantic fire fighter attempting to exit. The lieutenant then exited through the front door. When the heat hit the fire fighters, the Lieutenant thought that he was in the hallway, next to the basement door (see Floor Plan A-1). The officer of Engine 26 stated that as he made his way toward the rear of the structure to join his crew, he also encountered an intense blast of heat. Feeling that he was being burned, he quickly turned, and exited through the front door. The layout man from Engine 10 started pulling out the hose line from Engine 10, in an attempt to assist Victim #2 in his exit. As he pulled the hose line out, he noticed there was no one on the end, which meant Victim #1, Victim #2, and the fire fighter from Engine 26 remained inside.As the officers from Engine 26 and Engine 10 exited, the IC was walking up to the structure to get a better position.

The IC was unaware of any problems until he got close enough to see the fire fighters exiting. He immediately ran to the front and saw the officer from Engine 26, who related to him that Victim #1 was still inside. The IC then saw the Lieutenant from Engine 10 and ordered him to go back inside with his crew and search for Victim #1. The IC later recalled that the Lieutenant from Engine 10 appeared to be dazed and did not relate to him that anyone else was missing. The IC only became aware that Victim #1 was missing at this time.The fire fighter from Engine 26, who was still inside, stated that as he grabbed the nozzle he rolled on his back and opened it on the ceiling in a straight stream circular pattern. He felt the room was going to flash and wanted to cool it down. As he applied water, he recalled seeing fire on the ceiling. He stated that the water reduced the heat, but it was still very hot. He opened the line a second time on the ceiling and did not see any fire. He then followed the line, exiting the structure. He did not hear any other fire fighters inside or any Personal Alert Safety Systems (PASS) alarming at that time. He stated that he was inside for approximately 1½ minutes from the time the blast of heat hit them until his exit. He exited the structure at approximately 0031 hours. He asked if Victim #1 had made it out and was told that he had not.

He communicated to the IC that he thought Victim #1 was still inside, straight back through the hall, and to the right by a sofa (see Floor Plan A-1).The IC received an additional request from Engine 17 in the rear, this time stating they were at the basement level and had heavy fire inside the basement. Engine 17 requested permission to hit the fire and the IC responded by telling them that they had a fire fighter down inside, on the first floor, and to hit the fire with a straight stream. Engine 17 opened the straight stream on the fire in the basement and quickly knocked it down.

At approximately 0032 hours, the Lieutenant from Engine 10 reentered the townhouse to begin his search.Joining the Lieutenant was the Lieutenant and a fire fighter from Rescue 1. They entered through the front door to begin their search, stating the heat was tolerable, and visibility was improving. As they got inside the structure they could hear a PASS alarm going off. They immediately followed the shrill alarm to locate a downed fire fighter. The fire fighter was lying under a table, unconscious, and with his SCBA facepiece off. His SCBA was equipped with an integrated PASS alarm, which was automatically activated when the victim turned on his SCBA. After locating the downed fire fighter, they called for assistance to remove him. The IC ordered the Hazmat crew to enter and assist removing the downed fire fighter. Engine 14’s crew was already on their way inside to provide assistance. Additional fire fighters from Engine 6 and Engine 4 also entered the townhouse and helped remove the victim to the front lawn, at approximately 0045 hours. They immediately started cardiopulmonary resuscitation (CPR) and provided medical treatment to the victim’s burns. The victim, who was later identified as Victim #2, was severely burned and the IC could not determine if it was the fire fighter they were searching for, or another fire fighter.

A fire fighter standing nearby related to the IC that he could tell by the size of the victim that it was not Victim #1. The IC continued the search efforts, and at approximately 0049 hours, Victim #1 was found and removed. He was found slumped over the couch face down.He was found equipped with a PASS device (manually operated) attached to his turnout gear. The PASS device was not activated and was found in the off position. [NOTE: The PASS device was later inspected and was determined to be working properly.] Fire fighters removed the victim to the front lawn of the structure where they located a pulse and immediately provided medical treatment. All three fire fighters, along with the Lieutenant from Engine 26, were transported to a nearby hospital.Victim #1 was treated for his burns and was admitted to the burn unit. He was pronounced dead the following day, May 31,1999, at 1450 hours. Victim #2 was pronounced dead on arrival to the hospital on May 30,1999, at 0108 hours. The injured fire fighter from Engine 26 received first-, second-, and third-degree burns to over 60 percent of his body.

He was admitted to the burn unit where he was treated for his burns. He has been released from the burn unit and is currently undergoing rehabilitation. The Lieutenant from Engine 26 received treatment for burns to his hands and head area and was released the following day.

CAUSE OF DEATH

According to the Medical Examiner, Victim #1 died due to thermal injuries involving 60% of total body surface area and airways. Victim #2 died due to thermal injuries involving 90% of total body surface area and airways.

Firefighting Operations

DC Fire and EMS Department standard operating procedures (SOP) specify apparatus placement and company assignments based on dispatch (anticipated arrival) order. Note that dispatch order (i.e., first due, second due) may de different than order of arrival if companies are delayed by traffic or are out of quarters.

Standard Operating ProceduresOperations from Side A

  • The first due engine lays a supply line to Side A, and in the case of basement fires, the first line is positioned to protect companies performing primary search on upper floors by placing a line to cover the interior stairway to the basement.
  • The first due engine is backed up by the third due engine.
  • The apparatus operator of the third due engine takes over the hydrant and pumps supply line(s) laid by the first due engine, while the crew advances a backup line to support protection of interior exposures and fire attack from Side A.
  • The first due truck takes a position on Side A and is responsible for utility control and placement of ladders for access, egress, and rescue on Side A.
  • If not needed for rescue, the aerial is raised to the roof to provide access for ventilation.
  • The rescue squad positions on Side A (unless otherwise ordered by Command) and is assigned to primary search using two teams of two. One team searches the fire floor, the other searches above the fire floor.
  • The apparatus operator assists by performing forcible entry, exterior ventilation, monitoring search progress, and providing emergency medical care as necessary.

Operations from Side C

  • The second due engine lays a supply line to the rear of the building (Side C), and in the case of basement fires, is assigned to fire attack if exterior access to the basement is available and if it is determined that the first and third due engines are in a tenable position on Floor 1.
  • The second due engine is responsible for checking conditions in the basement, control of utilities (on Side C), and notifying Command of conditions on Side C.
  • Command must verify that the first and third due engines can maintain tenable positions before directing the second due engine to attack basement fires from the exterior access on Side C.
  • The second due truck takes a position on Side C and is responsible for placement of ladders for access, egress, and rescue on Side C.
  • The aerial is raised to the roof to provide secondary access for ventilation (unless other tasks take priority).

Command and Control

  • The battalion chief positions to have an unobstructed view of the incident (if possible) and uses his vehicle as the command post.
  • On greater alarms, the command post is moved to the field command unit.
  • Notes: This summary of DC Fire & EMS standard operating procedures for structure fires is based on information provided in the reconstruction report and reflects procedures in place at the time of the incident. DC Fire & EMS did not use alpha designations for the sides of a building at the time of this incident. However, this approach is used here (and throughout the case) to provide consistency in terminology.

  

CFBT-US LLC ( Chief Ed Hartin’s exceptional blogg)  Has an excellent post and analysis of the Cherry Road Fire that was posted a few years ago, Check it out HERE

More from CFBT- US LLC HERE;

 

From wrightstyle.com.uk (HERE)

They call it the House of Pain, and the fire fighters of Engine Company 10 and Truck Company 13 experience quite a lot of it.  Theirs is one of the busiest fire station in the United States, serving a large residential area of northeast Washington DC. It gained its nickname in 1991, when fire crews were called out 9,947 times.  Between 1991 and 2000, the House of Pain responded to 75,526 fire and other emergencies.

Like all fire fighters, Anthony Phillips also had a nickname.  On his first day with Engine Company 10 he turned up wearing a jacket emblazoned with the words Hot Sauce.  No one had told him the cardinal rule of nicknames: you don’t get to pick your own. But it’s not all hard work in the House of Pain.  On the Sunday of Memorial Day Weekend 1999, Anthony “Sauce” Phillips’ wife, Lysa, and their two children, aged six and 21 months, came to the station for a holiday visit.  Unusually for the fire station, it had been a quiet day.

The House of Pain lies in the Trinidad district of Fort Lincoln, where a civil war fort was built for the defense of Washington.  Nearby is the town of Bladensburg, the site of a battle in which American forces were heavily defeated by the British during the country’s revolution.

But the day didn’t end quietly for the fire fighters of the House of Pain.  Early on May 30th at seventeen minutes past midnight, the District of Columbia Fire and Emergency Medical Services Communications Center received a 911 telephone call reporting a fire at 3150 Cherry Road.

The residents of the property had been woken by their smoke alarm, gone downstairs to the first floor, and found smoke and heat.  Wisely, they left the house through the front door, leaving the front door open.

In response, Communications dispatched four engine and two truck companies, a battalion fire chief and a rescue squad.  A second 911 call less than two minutes later provided a corrected address of 3146 Cherry Road, and reported that there was fire in the basement.

Communications passed on the change of address, although only one of the responding fire companies acknowledged it.  However, the first units were on the scene within four minutes of dispatch, and at approximately 00:24:00 fire fighters began entering the first floor via the front door, through which was coming heavy smoke.

Among the fire fighters from Engines 10 and 26, the first to arrive on the scene, were Anthony Phillips and Louis Matthews, a 29-year-old divorced father who had celebrated his son’s second birthday only the week before.  Matthews was a seven-year veteran of the fire service.

Within two minutes, the front window on the first floor was taken out by the fire fighters to provide additional ventilation.  The window was removed from the inside, due to obstructions from security bars on the outside.  Fire fighters also opened windows on the second story at the front of the house.

Another fire team positioned by sliding glass doors at the basement level reported that the basement was full of smoke but that there seemed to be very little fire.  Despite significant confusion over the exact location of the fire fighters upstairs, a decision was taken to break out the basement’s sliding glass.

This was achieved in two stages.  First the right half was taken out at approximately 00:26:20.  Then the left side was removed approximately 20 seconds later.  Once again, there were obstructions from security bars.  After the sliding glass door was broken out, fire fighters entered the basement to conduct a search.

They reported that there were a number of small fires on the floor of the basement.  However, these rapidly increased in size after the sliding glass door was opened.  The fire fighters were ordered out of the basement as the fire quickly intensified.

Luckily, the team saw a tunnel through the smoke and it was that safe pathway that allowed them to find their way out of the basement, just before it became engulfed in a fully-fledged inferno.  Seconds later, from upstairs, came the first report of a fire fighter down.

It was worse.  District of Columbia Fire Fighter Anthony Phillips was pronounced dead on arrival at hospital, becoming the 96th fire fighter to die in the line of duty.  F/F Louis Mathews, the 97th, died the following day as a result of his injuries, the first double line-of-duty deaths in almost 90 years for the city’s fire service.

Two other fire fighters sustained minor injuries but a third, Fire Sergeant Joe Morgan, 36, also from Engine 26, spent 180 days in hospital and underwent over 21 surgical procedures for 60% burns.  On admission, the father of four was given only a 5% chance of survival, and one doctor described his recovery as a miracle.  Joe Morgan returned to work as an instructor, never again as a front-line fire fighter, but soon afterwards was forced to retire because of disability.

It was the very routine nature of the fire and its tragic outcome that prompted the District of Columbia Fire and Emergency Medical Services Department Reconstruction Committee to request a full investigation into the fire dynamics of the incident. This was carried out by the Building and Fire Research Laboratory (BFRL) at the National Institute of Standards and Technology (NIST), whose mission is to conduct basic and applied fire research, including fire investigations, for the purposes of understanding fundamental fire behavior and to reduce loss of life.

The investigation made use of the NIST Fire Dynamics Simulator (FDS), a computer modeling program that looked at data from three sources: the District of Columbia Fire and Emergency Medical Services Department Reconstruction Committee, photographs and measurements taken by NIST staff, and from material properties taken from the FDS database.

The investigating team wanted to know how the opening of windows and doors had affected the dynamics of the fire. By using sophisticated modeling techniques, the investigators were able to run different scenarios and see the different computer predictions.  They could then match what the simulator showed with information they had collected from the scene and from witnesses.

Investigators identified what is referred to as the fuel package or fuel load that was involved in the fire, the total quantity of combustible contents of the space. NIST’s simulator was then plugged into a database of the heat release rates of different types of furniture and furnishings, expressed as British Thermal Units (BTUs) or Kilowatts (kW) per second.

The model divides the space involved in the fire into thousands of “cells.”  In the Cherry Road simulations, the cells measured just eight inches by four inches high.  Once the physical data was entered into the computer, it was able to model the conditions for each cell, and then combine all of them together to provide an overall simulation of the fire.

Investigators determined that the fire started near an electrical fixture in the ceiling of the basement, and that the actual fire may have taken several hours to develop to a flaming stage.  As the fire spread from the ignition source, first along the ceiling and then to other items in the basement, it first developed quickly but then depleted the supply of oxygen necessary for combustion.

This lack of oxygen had the effect of rapidly decreasing the heat release rate or energy being produced by the fire.  It was at this point, when the fire’s heat release rate was being constrained, that fire fighters made their entry on the first floor of the building.  However, and against some expectations, opening windows on the front of the townhouse on the first and second floors seemed to have had no noticeable impact on the fire development.

It was the breaking open of the basement door that created the firestorm.  The FDS calculations were that the opening of the basement sliding glass doors provided outside air into a pre-heated but under ventilated fire compartment, which then developed into a post-flashover fire within 60 seconds.

Some of the resulting fire gases flowed up the basement stairwell with a high velocity and collected in a pre-heated, oxygen depleted first floor living room with limited ventilation.  More precisely, the model showed that the superheated gases moved up the stairs at approximately 18 miles per hour.

As the townhouse was only 33 feet high, it meant that the extremely hot gases moved through the townhouse in less than two seconds.  F/F Anthony Phillips’ autopsy revealed that he died of “asphyxiation due to inhalation of superheated air, soot, and smoke.”  It some respects, it was remarkable that the loss of life wasn’t greater.

What makes the Cherry Road fire so important is that it was a catastrophic fire that took place in a relatively small area so that its fire dynamics were capable of analysis, using techniques at the forefront of forensic science.  Two facts were immediately clear.

  • First, it underlined how a relatively insignificant fire can become an inferno in a matter of seconds and that, when it does, flashover can engulf a whole building in a few moments.  Many of the lessons of the Cherry Road fire are now part of US fire training program. 
  • Second, the inferno was caused by breaking open the compartment within which the fire was contained.

 

From the NIST

Fire Safety Engineering Division  Building and Fire Research Laboratory
National Institute of Standards and Technology
NISTIR 6510

Simulation of the Dynamics of the Fire at 3146 Cherry Road NE, Washington D.C., May 30, 1999

Report by: Daniel Madrzykowski and Robert L. Vettori  April 2000

This report describes the results of calculations using the NIST Fire Dynamics Simulator (FDS) that were performed to provide insight on the thermal conditions that occurred during the fire at 3146 Cherry Road NE, Washington D.C. on May 30, 1999.  Input to the computer model was developed from 3 sources; the District of Columbia Fire and Emergency Medical Services Department Reconstruction Committee, photographs and measurements taken by NIST staff during a June 3, 1999 site visit, and from material properties taken from the FDS database.

An FDS model scenario was developed that best represented the actual building geometry, material thermal properties, and fire behavior based on information from the Reconstruction Committee and Physical Evidence.  The results from this model scenario are provided with this report.  Results from an additional model scenario, which included the opening of the sliding glass door on the first floor prior to opening of the sliding glass door in the basement, are also presented.

The FDS calculations that best represent the actual fire conditions indicated that the opening of the basement sliding glass doors provided outside air (oxygen) to a pre-heated, under ventilated fire compartment, which then developed into a post-flashover fire within 60 s.  Some of the resulting fire gases flowed up the basement stairwell with high velocity and collected in a pre-heated, oxygen depleted first floor living room with limited ventilation. 

Introduction

Part of the mission of the Building and Fire Research Laboratory (BFRL) at the National Institute of Standards and Technology (NIST) is to conduct basic and applied fire research, including fire investigations, for the purposes of understanding fundamental fire behavior and to reduce losses from fire. 

On May 30, 1999 a fire in a townhouse at 3146 Cherry Road NE, Washington D.C. claimed the lives of two District of Columbia firefighters and burned other firefighters.  The District of Columbia Fire and Emergency Medical Services Department Reconstruction Committee requested the assistance of NIST for the purpose of examining the fire dynamics of this incident.  NIST has performed computer simulations of the fire using the newly developed, NIST Fire Dynamics Simulator (FDS) and Smokeview, a visualization tool, to provide insight on the fire development and thermal conditions that may have existed in the townhouse during the fire.  This document describes the input and the results of the NIST FDS calculations.

Fire Summary

This account of the events relevant to the fire at 3146 Cherry Road NE is based on information provided to NIST by the Reconstruction Committee.  Shortly after midnight, on May 30th, 1999, occupants at 3146 Cherry Road, NE awoke to a smoke alarm that had activated in the residence.  The occupants went downstairs to the first floor, found hot smoky conditions, and exited the residence via the front door, leaving the front door open.  At 00:17:00 hrs, the first 911 call was received.  The first engine arrived on the fire scene in approximately 6 minutes.  At approximately 00:24:00, firefighters began entering the first floor via the front door.  Conditions on the first floor were described as “heavy smoke,” with thick black smoke coming from the doorway.  Within two minutes, the front window on first floor was taken out by firefighters to provide ventilation.  The window was removed from the inside, due to obstructions from security bars on the outside.  Firefighters were also opening the second story windows on the front of the house.  The occupants had left the second story windows on the backside of the house open.

Firefighters positioned by the sliding glass doors on the basement level, reported that the basement was fully charged with smoke and that upon arrival a few flames appeared briefly.  The sliding glass door was broken out in two stages.  First the right half was taken out at approximately 00:26:20.  Then the left side was removed approximately 20 seconds later, due to obstructions from security bars.  After the sliding glass door was broken out, firefighters entered the basement to conduct a search.  They reported that there were a number of small fires on the floor of the basement, and that the fires began to increase in size after the sliding glass door was opened.  The firefighters were ordered out of the basement as the fire rapidly increased in size.  The firefighters reported that a tunnel or path was open in the smoke that enabled them to find their way out of the basement to the exterior, just prior to the basement becoming fully involved with fire.  Within two minutes after entering the basement, flames from the basement extended up the backside of the townhouse.  Seconds later there was a report that a firefighter was down.  Firefighters that were working on the first floor reported that they felt an intense blast of heat prior to exiting the building.  Two of the firefighters working on the first floor, one positioned near the open doorway to the basement stairs and the other located near the sofa on the back wall of the townhouse, died from injuries caused by the fire.  A third firefighter, positioned between the two firefighters that died, survived the fire, but sustained substantial burn injuries.  

The post fire investigation determined that the fire started near an electrical fixture in the ceiling of the basement.  The basement had severe fire damage throughout, indicating a well-mixed, post-flashover fire environment.  The stairway from the basement to the first floor also showed signs of flame impingement on the ceiling and walls.  The door at the top of the basement stairs was open during the fire and had been partially burned away.  The basement stairway opened into the living room on the first floor.  The living room had significant deposits of soot throughout, with limited thermal damage.  Most of the paper on the gypsum board walls and ceiling remained intact and sofas in the room only showed signs of pyrolization or limited burning on the upper portions of the back cushions and top surfaces of the seat cushions.  Areas in the living room away from the basement door opening had less thermal damage.

NIST Fire Dynamics Simulator  (FDS) 

NIST has developed a computational fluid dynamics (CFD) fire model using large eddy simulation (LES) techniques [1].  This model, called the NIST Fire Dynamics Simulator (FDS), has been demonstrated to predict the thermal conditions resulting from a compartment fire [2,3].  A CFD model requires that the room or building of interest be divided into small rectangular control volumes or computational cells.  The CFD model computes the density, velocity, temperature, pressure and species concentration of the gas in each cell based on the conservation laws of mass, momentum, and energy to model the movement of fire gases.  FDS utilizes material properties of the furnishings, walls, floors, and ceilings to simulate fire spread.  A complete description of the FDS model is given in reference 1.

In large scale fire tests reported in [2], FDS temperature predictions were found to be within 15 % of the measured temperatures and the FDS heat release rates were predicted to within 20 % of the measured values [2].  For relatively simple fire driven flows, such as buoyant plumes and flows through doorways, FDS predictions are within experimental uncertainties [3].  Therefore the results are presented as ranges to account for this uncertainty.

Smokeview

Smokeview is a visualization program that was developed to display the results of a FDS model simulation.  Smokeview produces animations or snapshots of FDS results [4].

Estimated time that firefighters from Engine 26 & Engine 10 are burned on first floor

FDS Input

FDS requires as inputs the geometry of the building compartments being modeled, the computational cell size, the location of the ignition source, the ignition source, thermal properties of walls, furnishings and the size, location, and timing of vent openings to the outside which critically influence fire growth and spread.  The timing of the vent openings, Table 2, used in the simulation based on an approximate timeline of the fire fighting activities in Table 1

 Table 1.  Approximate Timeline Based on Reconstruction Committee Input

Incident Time

Actions

Simulation Time

00:17:00 First call reporting fire  
00:18:40 Second call – “fire in basement”  
00:23:00 Engine 26 on scene – “heavy smoke showing”  
00:24:00 Engine 26 and Engine 10 firefighters enter front door, Engine 17 layout 0 s
00:24:50 Battalion Chief 1 directs Truck 4 to rear 50 s
00:26:00 First floor front window removed 120 s
00:26:20 Basement sliding glass door half out   140 s
00:26:30 Firefighters from Rescue Squad 1 and Truck 4 enter basement 150 s
00:26:40 Basement sliding glass door completely out 160 s
00:26:50 Engine 17 in the rear, “fire small in basement” 170 s
00:27:20 Firefighters from Rescue Squad 1 and Truck 4 exit basement, “basement almost fully involved” 200 s
00:28:00 Estimated time that firefighters from Engine 26 and Engine 10 are burned on the first floor 240 s
00:28:40 Engine 17 in rear, “fire extending to first floor” 280 s
00:29:00 (End of simulation time) 300 s

 

           

Note: Direct comparison of simulation conditions with the actual incident conditions begin atapproximately 100 seconds of simulation time.GeometryThe floor plan of the basement and first floor of the townhouse are shown in Figures 1 and 2.  The two levels of the townhouse are modeled by a 10.0 m (32.8 ft) x 6.0 m (19.7 ft) x 5.1m (16.8 ft) tall rectangular volume.  For the FDS simulation this volume was divided into 76,500 computational cells.  Each cell had dimensions 0.2 m (7.9 in) x 0.2 m (7.9 in) x 0.1 m (3.9 in).  The placement and size of the interior walls, doorways, and windows were taken from the dimensioned floor plans drawn by personnel of the DC Fire and EMS Department.  FDS adjusts the dimensions to the nearest computational cell.  Therefore the cell size is the resolution limit of vents, openings, furnishings, or walls within the model.

 The cell size was selected to give the best approximation of the actual dimensions of the townhouse geometry.VentsThe basement was vented to the outside by a pair of sliding glass doors 1.7 m (5.6 ft) x 2.0 m (6.6 ft) high.  For the simulation, the door vent was divided into two parts.  The right half of the sliding glass door was opened at 140 s into the simulation and the left half was opened at 160 s into the simulation. The basement was open to the first floor by a 0.8 m (2.6 ft) x 2.0 m (6.6 ft) high doorway at the top of the stairs.  As in the fire incident, this door was fully open during the simulation. 

The front door to the first floor was fully open during the fire and the simulation.  The door was 0.9 m (3.0 ft) wide and 2.0 m (6.6 ft) high.  The front window on the first floor was 1.7 m (5.6 ft) wide and 0.9 m (3.0 ft) high with a 0.9 (3.0 ft) sill height. This window was opened at 120 s into the simulation.  The other opening to the outside from the first floor was a sliding glass door at the rear of the house.  This sliding glass door was located directly above the basement sliding glass door.  This door remained closed and intact during the entire simulation.The stairway opening from the first floor to the second floor was 0.9 m (3.0 ft) wide and 3.4 m (11.2 ft) deep. 

This vent remained open during the entire simulation due to the windows in the front and rear of the second floor being open.  The exact position of the open rear windows on the second floor is not known; therefore, the stairway opening was used to represent the assumed area of the open second floor windows.  The details of the second floor were not modeled in the simulation.At the time of the fire, there was no wind, therefore for the simulation it was assumed that openings to the exterior were at ambient pressure. Table 2.  Time of Ventilation Events for FDS Simulation

  Time of Event
Vent Initial Conditions 120 s 140 s 160 s
Front Door Open Open Open Open
Front Window Closed Open Open Open
First half of basement sliding glass door Closed Closed Open Open
Second half of basement sliding glass door Closed Closed Closed Open
Stairway door between basement & first floor Open Open Open Open
Stairway opening between first and second floor Open Open Open Open

      
 
 
 
 
 
 
 
 
 
 
 
 
 
Material PropertiesThe ceiling of the basement was composed of wood fiber ceiling tiles attached to wood furring strips, which were attached to the bottom of open wood trusses.  Given the multiple surfaces in the ceiling floor system, several different approximations were used for the ignition temperature (320 °C to 390 °C) and the heat release rate per unit area (200 kW/m2 to 400 kW/m2).  The assumptions used for the basement ceiling materials are shown in Table 3.The walls of the townhouse were painted gypsum board, assumed 12 mm (0.5 in) thick.  The sub-flooring was plywood and was covered with carpeting in the living room area of the house.  The ceiling on the first floor was also painted gypsum board.  Several large furniture items were included in the scenario; a bookcase, bar, desk and sofa in the basement as well as a door and sofa on the first floor. The model inputs utilized for each material type are given below in Table 3 and the size of the furnishings are given in Table 4.Table 3.  Thermal Properties Data [1,4]
Material Thickness(m) Ignition Temperature(° C) Heat Release Rate(kW/m2) Thermal Conductivity  (W/m K) Thermal Diffusivity(m2/s)
Basement Ceiling 0.025 330 300 0.14 8.3E-8
GypsumBoard 0.013 400 100 0.48 4.1E-7
Pine 0.013 390 200 0.14 8.3E-8
UpholsteredCushion 0.10 370 700 0.20 1.2E-6

 

 

 

 

 

 

 

Table 4.  Furniture Materials and Size

Item Material Size
Bookcase Pine 2 m wide, 0.3 m deep, 2.4 m high
Bar Pine 2 m wide, 1  m deep, 1.2 m high
Desk Pine 1.5 m wide, 0.75 m deep, 0.75 m high
Sofa Upholstered cushion 2 m wide, 0.75 m deep, 0.9 m high
First floor door to basement Pine 0.85 m wide, 0.05 m thick, 2.05 m high

 

  

 
 
 
 
 
Fire Simulation 1 – Reported Fire Events – Temperature, Velocity, and Oxygen Concentration Predictions
 
Figure 4 shows a perspective view of the three-dimensional townhouse simulation.  The basement level and first floor levels are shown with furnishings.  Figure 5 provides a side view of the townhouse.  The grid depicting the computational cell size is also shown.  The simulation results in Figures 6 through 15 have had all of the walls and other obstructions removed to provide a clear view.  The horizontal clear area is the floor between the basement and the first floor level.  The results are shown as a “slice” or a “plane” with a color bar that represents the corresponding numerical quantities.  The results presented are taken at 200 s of the simulation.  At that time, the heat release rate and the thermal conditions have reached a quasi-steady state condition.  These figures provide a snapshot of the calculated fire environment conditions that the firefighters may have been exposed to at approximately 00:27:20.Figures 6 and 7 show the plane of temperatures and velocities that align with the center of the first sliding glass panel that was taken out on the basement level.  This plane is located 3.4 m (11.2 ft) into the townhouse from the front of Figures 6 and 7.  The upper portions of the figures represent the kitchen area on the left and the living room area on the right.  In Figure 6, temperatures in excess of 820 °C (1500 °F) are shown throughout the basement, with the exception of the cool air entering the basement through the open sliding glass doorway at the right of the figure.  Similar hot gas temperature conditions exist in the living room area.  The maximum temperatures in the kitchen are in the 500 °C to 660 °C  (932 °F to 1220 °F) range. 
 
The velocity vector plot in Figure 7 provides gas flow direction as well as the approximate velocities.  The dominant flows in this plane are the fresh air entering the open basement doorway at approximately 4 m/s (10 mph) and the hot gas flow exiting the upper portion of the doorway at approximately 7 m/s (16 mph).Figures 8 and 9 show the plane of temperatures and velocities aligned with the center of the front door and the hallway, 1.4 m (4.6 ft) into the townhouse from the front of the figure.  The upper portions of the figures represent the hallway and living room areas and the lower portions represent the open area in the basement on the left and an area in the storage room (cooler temperatures) on the right.  Predicted temperatures in the open area of the basement are in excess of 820 °C (1500 °F), from the ceiling to the floor level in some areas. 
 
On the first floor, hot gases can be seen along the ceiling, cooling as the gases move from the back of the townhouse to the front.  Outside air at approximately 20 °C (68 °F) can be seen entering the front door from the left.  The gas moving into the townhouse, along the floor, from the front door increases from 180 °C to 260 °C (350 °F to 500 °F) by the time it reaches the back of the townhouse (right side of figure).The flow direction of the gases can be seen in Figure 9.  On the first floor, outside air is entering the lower portion of the open front doorway in the range of 4 m/s to 5.6 m/s (10 mph to 12.5 mph).  Hot gases are exiting the upper portion of the same doorway with maximum velocities in the range of 5.6 m/s to 6.4 m/s (12.5 mph to 14 mph).  Toward the rear of the townhouse on the first floor, hot gas flows from the basement doorway in excess of 8 m/s (18 mph).
 
Figures 10 and 11 show the plane of temperatures and velocities that align with the center of the basement stairway, 0.4 m (1.3 ft) into the townhouse from the front of the figure.  The temperature plot shows hot gases in excess of 820 °C (1500 °F) filling the stairwell, flowing out into the living room, across the living room ceiling and down the back wall.  The clear-notched area on the right side is the outline of the sofa.  Between the doorway to the basement and the sofa, the temperatures approximately 0.5 m (1.6 ft) above the floor, to floor level are in the range of 180 °C to 260 °C (350 °F to 500 °F). 
 
The areas near the floor where the temperatures were the highest, were near the doorway to the stairs and near the sofa on the back wall.  These locations correspond to the areas where the two firefighter fatalities were believed to have occurred.Figure 11 shows the effect of the stairway on channeling the hot gases up to the first floor.  The speed at which the fire gases flow up the stairway and across the ceiling of the first floor exceed 8 m/s (18 mph).  At these velocities, the travel time for the gases from the front of the basement (left side of figure) to the back of the first floor (right side of figure) is less than 2 s. 
 
Between the doorway to the basement and the sofa, the velocities from approximately 0.5 m (1.6 ft) above the floor to floor level are in the range of 0 m/s to 1.6 m/s (0 mph to 3.5 mph).  The right side of the basement shown is the storage area under the stairs.Figures 12 and 13 show oxygen concentrations.  Even though the previous temperature plots have indicted temperatures that are consistent with flaming conditions, that cannot be assumed.  In addition to fuel and heat, oxygen is needed for flaming combustion to be present.  These figures provide some insight on the amount of oxygen that was available in different parts of the townhouse. 
 
The upper, hot gas layers in the basement and on the first floor in the living room area contained less than 6 % oxygen.  These are areas where the fire may not have had enough oxygen to produce visible flames.  Figure 12 shows the slice aligned with the center of the right side of the basement sliding glass door.  Again the outside air can be seen entering the basement through the open doorway from the lower right side of the plot.  A thin layer of 16 % to 19 % oxygen can be seen close to the floor on the first floor. 
 
This airflow is coming from the front door.Figure 13 gives a view of the oxygen conditions along the centerline of the basement stairway.  The hot gases that are flowing up from the basement are oxygen depleted, ranging from 14 % to 16 % oxygen at the base of the stairs and decreasing to 6 % to 11 % oxygen at the top of the stairs.  The high velocity hot gas layer that flows across the living room ceiling and down the back wall of the townhouse (right side of figure) contains less than 6 % oxygen.  Given the oxygen depleted conditions, little if any flaming combustion would be taking place in the living room area at this time. 
 
The right portion of the basement represents the storage area under the steps.Figures 14 and 15 show the velocity flow patterns near the ceiling of the first floor and at approximately 1.6 m (5.2 ft) above the floor, respectively.  The velocities in front of the doorway to the basement are in the range of 8 m/s (18 mph).  Figure 15 shows the circulation of gases from the doorway to the basement, across the back wall of the townhouse and then out the front window.  Velocities flowing through the house in this U– shaped pattern range from 0.80 m/s to 4.8 m/s (2 mph to 11 mph) at this level.  These velocities coupled with the high gas temperatures will increase the rate of convective heat transfer to people or objects in that area.
 
Fire Simulation 2 – Opening of the Sliding Glass Door on the First Floor Prior to the Opening of the Sliding Glass Door in the Basement – Temperature and Velocity Predictions
At the request of the Reconstruction Committee, a second fire simulation was conducted.  All of the input to the second simulation was the same as the first, with one exception; the sliding glass door in the living room on the first floor of the house was opened at 120 s into the simulation.  In the basement, the results of the second simulation were similar to the first.  On the first floor the hot gases were not as confined as in simulation 1 resulting in cooler temperatures near the floor. Figure 16 shows the plane of temperatures that align with the center of the basement stairway, 0.4 m (1.3 ft) into the townhouse from the front of the figure.  The temperature plot shows hot gases in excess of 820 °C (1500 °F) filling the stairwell, flowing out into the living room, across the living room ceiling and down the back wall.  The clear-notched area on the right side is the outline of a sofa.  This hot gas ceiling jet is similar to the hot gas conditions shown in Figure 10.  The significant difference is in the region close to the floor.  Between the doorway to the basement and the sofa, the temperatures from approximately 0.6 m (2 ft) above the floor, to floor level are in the range of 20 °C to 100 °C (68 °F to 212 °F).  This is at least an 80 °C (176 °F) temperature reduction in this area with the open sliding glass doorway on the first floor.  Figure 17 shows the velocity field at the ceiling of the first floor.  Comparing this to Figure 14 shows that the velocity range is similar, approximately 8.5 m/s (19 mph) vs. 8 m/s (18 mph).  The flow pattern at the ceiling is wider for the second simulation because part of the flow stream is going out of the open sliding glass doorway. 
 
Summary
The NIST FDS computer simulation predicted fire conditions and events that correlate well with information from the Reconstruction Committee and the damage, or lack of damage, to portions of the townhouse.  The model simulated a fire that started in a combustible ceiling assembly in the basement of the townhouse.  The fire grew and spread across the ceiling and into other fuels in the basement until it exhausted the available oxygen supply in the basement.  While the fire’s heat release rate was being constrained by the lack of oxygen, firefighters made entry on the first floor of the building.  Venting of the windows on the front of the townhouse on the first and second floors had no noticeable impact on the fire development. However, the venting of the sliding glass doors in the basement increased the heat release rate of the fire very rapidly.  The FDS calculation indicates that the opening of the basement sliding glass doors provided outside air (oxygen) to a pre-heated, under-ventilated fire compartment, which then developed into a post-flashover fire within 60 s. 
The fire filling the basement forced high temperature gases (approximately 820 °C (1500 °F)) up the basement stairwell at velocities in excess of 8 m/s (18 mph).  The high velocity gas stream flowed into a pre-heated, oxygen depleted first floor living room.  The FDS predictions show the hot gas flow moving across the living room ceiling and banking down the back wall of the townhouse.  Between the doorway to the basement and the sofa on the back wall of the townhouse, the temperatures from approximately 0.5 m (1.6 ft) above the floor, to floor level are in the range of 180 °C to 260 °C (350 °F to 500 °F). 
 
These thermal conditions developed within seconds of the rapid fire growth in the basement.Even though the upper layer hot gas temperatures have predicted temperatures that are consistent with flaming conditions, that cannot be assumed.  In addition to fuel and heat, oxygen is needed for flaming combustion to be present.  The upper, hot gas layers in the basement and on the first floor in the living room area contained less than 6 % oxygen when the basement fire was fully developed and extending up the stairs.  These are areas, particularly the living room, where the fire may not have had enough oxygen to produce visible flames.A second NIST FDS simulation was performed.  The only difference was the opening of the sliding glass door on the first floor at 120 s of the simulation or 20 s prior to opening the basement sliding glass door.  The most significant difference in the predictions is in the region close to the living room floor.  Between the doorway to the basement and the sofa, the temperatures from approximately 0.6 m (2 ft) above the floor, to floor level are in the range of 20 °C to 100 °C (68 °F to 212 °F).  This is at least an 80 °C (176 °F) temperature reduction in this area with the open sliding glass doorway on the first floor as compared to the first simulation with the door closed. 
References
 
1.  McGrattan, Kevin B., Baum, Howard R., Rehm, Ronald G., Hamins, Anthony, Forney, Glenn P., Fire Dynamics Simulator – Technical Reference Guide, National Institute of Standards and Technology, Gaithersburg, MD., NISTIR 6467, January 2000.2.  McGrattan, Kevin B., Hamins, Anthony, and Stroup, David, Sprinkler, Smoke & Heat Vent, Draft Curtain Interaction – Large Scale Experiments and Model Development, National Institute of Standards and Technology, Gaithersburg, MD., NISTIR 6196-1, September 1998.3.  McGrattan, Kevin B., Baum, Howard R., Rehm, Ronald G., Large Eddy Simulations of Smoke Movement, Fire Safety Journal, vol 30 (1998), p 161-178.4.    McGrattan, Kevin B., Forney, Glenn P., Fire Dynamics Simulator – User’s Manual, National Institute of Standards and Technology, Gaithersburg, MD., NISTIR 6469, January 2000.
 
Figures 
 
Figure 1.  Plan view of first floor
 
 
 
 
Figure 2.  Plan view of basement  

 

 Figure 3.  Heat release rate from FDS Simulation. 

Figure 4.  Perspective view of townhouse.

Figure 4. Animation (1.6 Mbytes) (click here)

  

Figure 5.  Grid layout in the xz plane.

Figure 5.  Animation (760 Kbytes) (click here)

  

Figure 6.  Temperature slice along basement sliding glass door, at 200 s of simulation.

Figure 6.  Animation (530 Kbytes) (click here)

  

Figure 7.  Vector representation of velocity slice along basement sliding glass door, at 200 s of simulation.  

 

 

 

 

 

 

 

 

 

 

 

Figure 8.  Temperature slice along front door, at 200 s of simulation.

Figure 8.  Animation (1.3 Mbytes) (click here)

  

Figure 9.  Vector representation of velocity slice along front door, at 200 s of simulation.  

 

 

 

 

 

 

 

 

 

 

Figure 10.  Temperature slice along centerline of stairway, at 200 s of simulation.

Figure 10.  Animation (1.7 Mbytes) (click here)

  

 

Figure 11.  Vector representation of velocity along centerline of stairway, at 200 s of simulation.  

 

 

 

 

 

 

 

 

 

Figure 12.  Percent oxygen along basement sliding glass door, at 200 s of simulation.

Figure 12.  Animation (560 Kbytes) (click here)

 

 

Figure 13.  Percent oxygen along centerline of stairway, at 200 s of simulation.

Figure 13.  Animation (1.1 Mbytes) (click here)

  

 

Figure 14.  Vector representation of velocity at the ceiling, at 200 s of simulation.  

 

 

 

 

 

 

 

 

 

 

Figure 15.  Vector representation of velocity at first floor window, 1.6 m off the floor, at 200 s of simulation. 

 

 

 

 

 

 

 

 

 

 

 

Figure 16.  Temperature slice along center line of stairway with first floor sliding glass door vented, at 200 s of simulation.

Figure 16. (1.1 Mbytes) Animation (click here)

  

Figure 17.  Vector representation of velocity at the ceiling with first floor sliding glass door vented, at 200 s of simulation

 

 

 

 

 

 

 

 

 

 

 

 

Other LINKS

  • DCFD Engine 10 (E-10) REMEMBER ANTHONY “SAUCE” PHILLIPS HERE and HERE
  • Matt Miles Photography HERE
  • Hyattsville FD page, HERE
  • DCFD.com, HERE
  • NISTIR 6510 Report,  HERE
  • DCFD Cherry Road Incident Investigative Report, HERE
  • NIST Simulation of the Dynamics of the Fire at 3146 Cherry Road NE Washington D.C., May 30, 1999, HERE

 

 

 

Combat Ready and the Fire Service Warrior on Taking it to the Streets

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Taking it to the Streets with Christopher Naum

 

Join in on Tuesday May 17th at 9pm ET for another special and exciting program continuing our series discussion on the Emerging Tactical Renaissance in the Fire Service.

Taking it to the StreetsTM, radio program hosted by highly regarded national instructor, author, lecturer and fire officer Christopher Naum, continues to provide provocative insights and dynamic discussions with leading national fire service leaders and guests on important issues affecting the American Fire Service with applications internationally within the tradition and brotherhood of the Fire Service.
 
This edition of Taking it to the StreetsTM  the program is all about being  COMBAT READY and THE FIRE SERVICE WARRIOR
 
Joining the program will be special guest, Christopher Brennan  the author of The Combat Position: Achieving Firefighter Readiness, published by PennWell Books and the author of the notable blogsite, The Fire Service Warrior.

Christopher Brennan

Christopher Brennan is a firefighter in the suburbs outside Chicago; a field instructor for the Illinois Fire Service Institute; and a consultant for local, state, and federal agencies.

He joined the fire service in 1997 as a paid-on-call member of the Calumet Park (IL) Fire Department.

During his career, Chris has worked for the Calumet Park Fire Department, part-time for the Darien-Woodridge (IL) Fire Protection District, and as a career firefighter and engineer with the Harvey (IL) Fire Department.Chris is an active instructor teaching for the Illinois Fire Service Institute, has taught terrorism response training overseas, and has been an instructor for FDIC.

He is a member of the International Association of Fire Fighters, the International Society of Fire Service Instructors, and the Illinois Society of Fire Service Instructors.

He is also the author of numerous articles for fire service magazines, including Fire Engineering. 

Join in on what is certainly going to be an insightful look and discussion of  the path of the fire service warrior.

Discussions on what is meant by embracing the philosophy of the fire service warrior, and striving for the ready position—the synthesis of physical and mental readiness that allows for suggested optimum fireground performance— and its potential application towards reducing firefighter injuries and fatalities

We’ll further explore how as Christopher Brennan states; “Today’s firefighter must be a warrior who will unflinchingly put his very life in harm’s way to accomplish a mission, but who is also fully informed about the path being chosen”.  

LINKS

  • Surviving on the Fireground: Chris Brennan Talks Situational Awareness at FDIC 2011, HERE
  •  A Culture of Excellence – Christopher Brennan , HERE
  • The Fire Service Warrior Blog, HERE

The Combat Position

The Combat Position: Achieving Firefighter Readiness, PennWell Books, HERE

Firefighting is combat and should be viewed as a warrior’s calling.

Firefighters put themselves in harm’s way to protect others, a selflessness rooted in the same noble drive as the military warriors who defend our nation.

This book about combat is meant to be a guide for those who seek to follow a warrior’s path, the path of the fire service warrior.

Today’s firefighter must be a warrior who will unflinchingly put his very life in harm’s way to accomplish a mission, but who is also fully informed about the path being chosen.

Embracing the philosophy of the fire service warrior, and striving for the ready position—the synthesis of physical and mental readiness that allows for optimum fireground performance—can reduce firefighter injuries and fatalities.

The Combat Position: Achieving Firefighter Readiness will be an invaluable tool for firefighters, company officers, chief officers, and instructors.

 

Grab a cup of coffee and sit down for a special  one hour program with Taking it to the Streets on FirefighterNetcast.com where we’ll be discussing developing concepts, methodologies  and operational perspectives affecting today’s emerging and evolving fire ground operation with Christopher Naum and this emerging  fire service leader.    

 Join in on the live open discussion with other fire service personnel from around the country.

Taking it to the StreetsTM is a monthly radio show featured on BlogTalk Radio and is hosted by nationally renowned fire service leader Christopher Naum, a  36-year fire service veteran and highly regarded national instructor, author, lecturer and fire officer and  the distinguished leading  national authority on building construction and fire ground operations.  Taking it to the StreetsTM is a Buildingsonfire.com Series and FireFighternetcast.com Production,   © 2011 All Rights Reserved 

Check out the latest downloads of recent programs in the archives by visiting Taking it to the Street’s webpage on Firefighternetcast.com or for program insights at CommandSafety.com.    

  • Tune in to the Program Tuesday evening May 17th at 9:00 pm ET, HERE
  • Firefighternetcast.com HERE
  • Taking it to the Streets Radio Programs, HERE and HERE 
  • Buildingsonfire.com, HERE

Survivability Profiling and the Fire Ground Size-Up

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In support of recent program on Taking it to the Streets regarding Survivability Profiling with our  special guest Captain Stephen Marsars, FDNY we are posting some of the research and articles to aid in your own individual research and increased awareness on this emerging concept and refined methodology expanding traditional size-up into a new element.

The radio program, presentation, dialog and discussions added richly to the continuing efforts to improve and challenge the fires service into exploring new directions in an effort to increase our proficiencies, capabilities and operations.

You can download or listen to the the full program HERE.

Here are those reference links;

  • National Fire Academy, Executive Fire Officer Program: EFO Paper: Can They Be Saved? Utilizing Civilian Survivability Profiling to Enhance Size-up and Reduce Firefighter Fatalities in the Fire Department, City of New York  http://www.usfa.dhs.gov/pdf/efop/efo44310.pdf

Other Links from CommandSafety.com

Three UK Fire Service Managers charged in LODD incident

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Three fire service managers in charge of the operation at a south Warwickshire vegetable packing warehouse in which four firefighters died are to face prosecution for manslaughter. 

The Crown Prosecution Service has decided that that Warwickshire Fire and Rescue Service managers Paul Simmons, Adrian Ashley and Timothy Woodward will face charges of manslaughter by gross negligence for the deaths at Atherstone-on-Stour in November 2007. 

In addition, Warwickshire County Council will face a charge of failing to ensure the health and safety at work of its employees, under section 2 of the Health and Safety at Work Act 1974. 

John Averis, 27, of Tredington near Shipston, Darren Yates-Bradley, 24, of Alcester, Ashley Stephens, 20, from Alcester and Ian Reid, 44, from Stratford, all died while fighteing the fire on November 2, 2007. 

Four UK Firefighters Died in the Line of Duty

Darren had married his sweetheart Fay Beesley from Chipping Campden only a month before he died. 

Michael Gregory, reviewing lawyer in the CPS Special Crime Division, said: “Following a thorough investigation by Warwickshire Police and the Health and Safety Executive, I have reviewed the evidence in this case very carefully and I have decided that there is sufficient evidence and it is in the public interest to charge Paul Simmons, Adrian Ashley and Timothy Woodward with gross negligence manslaughter. 

“Mr Simmons and Mr Ashley were Watch Managers and Mr Woodward was a Station Manager at the time of the fire, but they all acted as incident commanders before, during and after their colleagues were sent into the burning building. In that role they were responsible for making the operational decisions while their colleagues tried to put out the fire. 

“I have also decided that there is sufficient evidence for a realistic prospect of conviction against Warwickshire County Council for failing to protect the health and safety of its employees and that it is in the public interest to prosecute. 

“I send my sincere condolences to the families of these four men who died in such terrible circumstances.” 

Nine other people investigated by Warwickshire Police in connection with the incident have been told there was insufficient evidence to take any action against them. 

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Previous Posting 

CPS decision on Atherstone fire deaths 

Three Warwickshire Fire and Rescue Service managers will face charges of manslaughter by gross negligence for the deaths of four firefighters in a warehouse in Atherstone-on-Stour in 2007, the Crown Prosecution Service (CPS) has decided. 

In addition, Warwickshire County Council will face a charge of failing to ensure the health and safety at work of its employees, under section 2 of the Health and Safety at Work Act 1974. 

Ian Reid, John Averis, Ashley Stephens and Darren Yates-Badley tragically lost their lives in a fire at the premises of Wealmoor (Atherstone) Ltd on 2 November 2007. 

Michael Gregory, reviewing lawyer in the CPS Special Crime Division, said: 

“Following a thorough investigation by Warwickshire Police and the Health and Safety Executive, I have reviewed the evidence in this case very carefully and I have decided that there is sufficient evidence and it is in the public interest to charge Paul Simmons, Adrian Ashley and Timothy Woodward with gross negligence manslaughter.  

“Mr Simmons and Mr Ashley were Watch Managers and Mr Woodward was a Station Manager at the time of the fire, but they all acted as incident commanders before, during and after their colleagues were sent into the burning building. In that role they were responsible for making the operational decisions while their colleagues tried to put out the fire.  

“I have also decided that there is sufficient evidence for a realistic prospect of conviction against Warwickshire County Council for failing to protect the health and safety of its employees and that it is in the public interest to prosecute.  

“I send my sincere condolences to the families of these four men who died in such terrible circumstances.”  

Nine other individuals, who were investigated by Warwickshire Police, have been told that there was insufficient evidence to take any action against them. 

The defendants will appear at Leamington Spa Magistrates’ Court on 1 April 2011. 

• The CPS provided advice to Warwickshire Police and the Health and Safety Executive during the course of their investigations. Warwickshire Police passed a file of evidence to the CPS in August 2010 and submitted an outstanding expert report at the end of October 2010. The CPS received further expert advice at the end of January 2011, and received advice from a Queen’s Counsel on 14 February 2011 before reaching its decision. 

• The CPS has not received any evidence from the police relating to any suspects for deliberately starting the fire. 

• The decision whether any prosecutions should be brought under the Regulatory Reform (Fire Safety) Order 2005 is one for the Health and Safety Executive. 

From 2007 Incident Reporting:

Firefighter dies tackling blaze

Crews at the warehouse fire
Hopes were fading for the wellbeing of the three missing firefighters

A firefighter has died and three others are missing after a suspected arson attack at a warehouse in Warwickshire.The crew member’s body was recovered during the blaze at the vegetable packing plant in Atherstone on Stour, near Stratford-upon-Avon.The fire, on Atherstone Industrial Estate, started at 1845 GMT on Friday.Hopes were fading for the fate of the missing firefighters and union leaders said the incident may be the worst loss of life for more than 30 years. Andy Dark, assistant general secretary of the Fire Brigades Union (FBU), told BBC News the potential loss of four lives would make the incident the worst loss of life among its members since 1972.It is believed that warehouse staff were in the building when fire broke out and Mr Dark said crews would have been sent in if they thought more civilians may be inside.He said: “If there is any doubt in the mind of the firefighting crews, and particularly the officers in charge of those crews, that there may be a risk to life in that building they will commit crews where they believe it is safe to do so.”That is primarily what we are – our core and primary function is to save life and to rescue.”‘Worst night’Up to 100 firefighters and five ambulance crews were called to the scene and up to 16 fire engines were used to tackle the blaze, which was still alight on Saturday morning. 

Crews at the warehouse fire
Crews were still fighting the fatal fire 12 hours after it began

A search of the building for the missing firefighters is to get under way as soon as colleagues can enter the building, which suffered a partial collapse during the fire.Police said they were treating the blaze as suspicious and the county’s chief fire officer said it was a building “where we would not expect a fire to start”.Fire crews from Warwickshire, Herefordshire and Worcestershire and the West Midlands were called to the blaze.West Midlands Ambulance spokesman Murray MacGregor said he understood “large parts” of the roof had collapsed and said the three firefighters who were unaccounted for had not been seen since early in the evening.He said: “We were all hoping against hope that the situation we found ourselves in wouldn’t turn out to be true. 

The firefighters tonight were heroically doing their job
William Brown, chief fire officer, Warwickshire County Council

He added that hopes of finding the three missing firefighters safe and well had “pretty much faded now”.Mr McGregor said the firefighter who died had been taken to Warwick Hospital following attempts to resuscitate him as soon as he was brought out of the building.‘Heroic firefighters’William Brown, Warwickshire Fire and Rescue’s chief fire officer, said: “We are deeply shocked by tonight’s tragedy.”Our hearts, thoughts and prayers go out to the families and friends of our firefighters. 

Crews at the warehouse fire
Firefighters from across the West Midlands were called to the scene

“The firefighters tonight were heroically doing their job.”Our thanks go to our colleagues in the emergency services, the police, ambulance and of course our cross-border firefighters, who have worked with us and supported us through this terrible night.”Tonight has been one of those events that firefighters all over the world dread and it’s happened to us here in Warwickshire.”Asked why the fire was being treated as suspicious, he said: “This fire has started in a building where we would not expect a fire to start. 

Our thoughts are with our colleagues in the fire service today and with the family and friends of the firefighter who has died and those who are missing
Ch Supt Mak Chishty, Warwickshire Police

“We don’t know what has caused the fire.”And we just approach it from that position – treat it as suspicious to start with and find out why this fire started.”Ch Supt Mak Chishty of Warwickshire Police said a full investigation into the cause of the fire had already begun and investigators from the police and fire service would be examining the scene after daylight on Saturday.He said: “Our thoughts are with our colleagues in the fire service today and with the family and friends of the firefighter who has died and those who are missing.”Local resident Ben Shimmin, who lives in a village near the scene of the fire, said the warehouse was on the site of a disused airfield, with the nearest houses about three-quarters of a mile away, but there were other industrial buildings nearby.He said he became aware of the fire when he lost his water supply, with water being diverted to use to fight the flames.He said: “From the road you can quite clearly see the blaze above the tree line and above the roof line of the building.”There’s a lot of smoke, and obviously a lot of police presence.”

2011 FDNY Symposium

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2011 FDNY Symposium

Schedule/Topics

Tuesday March 15

08:30 – 8:45  Welcome and Introduction by FDNY Commissioner and Chief of Department.

08:45 – 10:00   The latest building trends in construction and technology including ‘Green Buildings” and how they impact on firefighting operations -Assistant Chief Ronald Spadafora

10:00 – 12:00  FDNY Firefighting Procedures and the different tactics used for Residential versus Commercial high rise fires. Case study of recent multiple alarm.  Specialty units unique assignments at high rise fires.- Deputy Chief James Daly  and Lieutenant Chris Flatley

12:00 – 13:00  Lunch

13:00 – 14:00  Managing building systems.  How Building Personnel and Fire Department members work together in protecting life using the building systems and Fire Safety/Emergency Action Plans. -Captain Joseph Evangelista and Mr. John C. Santora, President & CEO Americas, Cushman & Wakefield, Inc. 

14:00 – 15:00  Firefighting operations, focusing on Command procedures.  Importance of effective training from a candid discussion of a difficult fire. Lessons Learned: Importance of situational, reality based training.
Fire Departments can evaluate their own strategies, tactics and training methods from a Chief Officers point of view.-Deputy Assistant Chief Jack Mooney

15:00 – 16:30    New Terrorist trends, extreme fires as a weapon and their implications for safety and incident management.  Plus technology and command procedures that are improving firefighting accountability.16:30 – Assistant Chief Joseph Pfeifer

17:00  A guided tour of the FDNY Training Academy

Wednesday March 16

08:30 – 10:00  High Angle Rescue Operations.  All the tactics, equipment and Command procedures required to perform life saving operations on the upper floors of buildings- Battalion Chief Joseph Downey

10:00 – 11:00  Command and control at major emergencies and a critique of the Times Square terrorist event.  The presentation will identify Command methods for First Responders under your immediate control and the public.  Street Management, Staging areas, Sharing information, Unified Command following Federal NIMS standards will be defined.  -Deputy Chief James Hodgens

11:00 – 12:00  Overcoming Water supply problems. Learn Standpipe and Sprinkler systems capabilities and understand how to use these systems effectively when problems occur. -Battalion Chief Thomas Meara

12:00 – 13:00 Lunch

13:00 – 14:00 Medical triage Operations defining Command and control at multi-causality events.  Medical operations at the Times Square Bombing will be reviewed.- EMS Division Chief James Booth

 
14:00 – 15:00. New tools on how to overcome intense fires in buildings. Learn how the FDNY has adapted to maintain effective procedures using these new tools and innovations: Fire blanket, high-rise nozzle, Fire curtain.-Division Commander James DiDomenico , Battalion Chief George Healy and Lieutenant John Ceriello

15:00 – 16:30 Controlling Mayday situations. Newest Safety initiatives in protecting Firefighters when Mayday messages are transmitted.  Programs to increase Safety while responding into and operating at the scene of fires and emergencies.  -Chief of Safety Stephen Raynis , Battalion Chief Thomas Riley , Lieutenant Michael Wilbur and Lieutenant Thomas Woska

16:30 – 17:00  A guided tour of the FDNY Training Academy

VES:Flashover, Bailout and Close-call

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N.J. Firefighter bailout from Second-Story Window as a result of room fashover

An Asbury Park (NJ) firefighter was seriously burned while fighting an apartment fire in the seaside community. 41-year-old firefighter Jason Fazio was in listed in critical condition at St. Barnabas Burn Center in Livingston following Monday’s afternoon fire.

Officials indicated that Firefighter Fazio was injured when he went into the apartment above a row of stores on Main Street and the fire suddenly flashed over.

Fire Chief Kevin Keddy said Fazio jumped out the second-story window to save himself and suffered broken bones in addition to burns.

No one was home when the fire broke out at midmorning Monday. An adjacent apartment and a first-floor restaurant also were damaged.

Fazio’s 41st birthday was Monday, a day the 17-year veteran was acting captain of the truck company and went into the building at 400 Main St., which contains 12 apartments upstairs and stores on the street level at the corner of Main Street and Bangs Avenue.

The fire call came in at 10:13 a.m. from a merchant who reported smoke and fire inthe second-floor apartment listed as 418 Main, said Monmouth County Prosecutor Peter E. Warshaw Jr., whose office along with the county Fire Marshal’s Office and state Division of Fire Safety investigated the blaze.

By Monday night, Warshaw reported the fire had been determined to be accidental and originated in the front bedroom of the second-floor apartment. He said fireinvestigators were unable to rule out a failure in an electrical cord, supplying either a lamp or a space heater, that may have ignited paper, clothing or carpet in the area.

     
  • Information from: Asbury Park Press, http://www.app.com
  • Related

    Sequence Leading to Flashover

     

    Make Everyday a Training Opportunity

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    Collapse of Bowstring Truss Roof Seriously Injures Fire Fighter

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    Fire suppression operations on Alpha side prior to collapse. Firefighter is seen in the immediate collapse zone

    The NIOSH Fire fighter Investigation and Prevention Program, Fire Fighter Fatality Investigation Reports  recently released Report # F2009-12 for a Near-Miss event that seriously injured a firefighter  wih significant learnings;   HERE   

    Through the Fire Fighter Fatality Investigation and Prevention Program, NIOSH conducts investigations of fire fighter line-of-duty deaths to formulate recommendations for preventing future deaths and injuries. The program does not seek to determine fault or place blame on fire departments or individual fire fighters, but to learn from these tragic events and prevent future similar events.  

    On May 21, 2009, a 36-year-old male career fire fighter was seriously injured while operating in a non-designated collapse zone of a commercial structure when an overhang of a bowstring truss roof system collapsed and struck him. The first arriving company officer reported a working fire in a single story Type II warehouse.  

    The officer looked under a steel roll-up door that was raised approximately three feet off of the ground and saw heavy fire towards the rear of the structure from floor to ceiling. Per department procedures, the first arriving companies went into a “Fast Attack” mode. Crews attempted but were unable to enter the structure because the steel roll-up door wasn’t functioning and the man door was heavily secured.  

    The department’s Deputy Chief arrived on the scene 9 minutes after the initial crew and determined that the fire should be fought defensively, however, this command was not relayed over the radio or verified with all crews. A crew was operating a 2 ½-inch handline just outside the structure approximately 20 minutes after the first apparatus arrived when the overhang collapsed and trapped the nozzleman.  

    Key contributing factors identified in this investigation include:  

    • scene management and risk analysis,
    • a well-involved fire in a structure with hazardous construction features, and
    • fire fighters operating within a potential collapse area.

    STRUCTURE

    The building was constructed in 1954 and was a single-story warehouse of Type IV construction. The dimensions of the building were 110 feet deep by 50 feet wide, covering approximately 5,500 square feet. The height of the building was approximately 20 feet. The occupancy use of the building was commercial and it operated as a warehouse. The building’s structural system consisted of masonry block bearing walls with four heavy timber wood bowstring trusses for a roof system.  

    The heavy timber wood trusses had a 50-foot clear span to the bearing walls and were located 19 feet 9 inches on center. The heavy timber wood truss assemblies were 48 feet 7 inches in depth and were constructed of 4-inch x 6-inch timber cords and webs connected with bolt fasteners with a metal splice plate and bolt configuration at the bottom chord span. Solid 2-inch x 10-inch wood purlins located on 24-inch centering spanned perpendicular to the truss assembly with a ¾-inch plywood roofing deck. The roofing system assembly was exposed and did not have a membrane or other passive fire protection features.  

    Aerial view of Building

    Structural stability to the heavy timber truss units was provided by 2-inch x 6-inch wood cross bracing in conjunction with the stability provided by the wood purlins and plywood deck roofing membrane. The structure contained six skylights that were 3 feet by 6 feet .  

    The overall integrity and structural stability of this type of structural support and roofing system is contingent upon all components maintaining their connections and load bearing or load transferring capacity.  

    The A-side was a non-load bearing wall that showed the traditional arched roof profile that is consistent with bowstring roof construction. The A-side wall also consisted of what appeared to be an overhanging or cantilevered façade that was covered by stucco.  The overhang was part of the original construction that tied back into the bowstring truss system. The fire building was integrated into a block of commercial occupancies so that only the A-side was accessible for interior fire fighting activities.  

    The B-side exposure of the building was adjacent to a parking lot and was of masonry construction without any windows or doors. The C-side and D-side exposures were of similar size and construction and shared party walls between their respective sides. A pre-plan had not been completed for this structure.  

    Similar Interior Construction Features

    At the time of the fire, the building was used as a place to grow marijuana illegally. The man door was heavily barricaded and a false wall was constructed to shield the operations from the exterior when the roll-up door was lifted. The electric service was severed and rerouted to circumvent the electric meter in order to conceal the operations.  

    TRAINING and EXPERIENCE

    The state requires all career fire fighters to complete training equivalent to NFPA, 1001 Standard for Fire Fighter Professional Qualifications, Fire Fighter 1. The department provides up to 17 months of training to certify fire fighters to NFPA Fire Fighter 1 and 2 qualifications, and a one year probationary period of supervised training for department fire fighter certification. The additional training during this probationary time focuses on driver training, pump operations, aerial ladder operations, and specialized equipment training.  

      

    Alpha Side

    Injured Fire Fighter
    The injured fire fighter had more than six years of experience and had completed department provided classroom/field training on topics such as: live fire training, rapid intervention crew (RIC) procedures, and hazardous materials.  

    Initial Incident Commander (IC)
    The first due company officer had more than 15 years of experience with the department. Six of those years were as a fire fighter, seven years as a cross-trained paramedic, and 18 months as a lieutenant in an acting and permanent appointment at the time of the incident. The initial IC had completed the department provided five four-day sessions on critical fireground topics that were required for newly appointed lieutenants. This training included the following topics: building construction, incident management system (IMS), size-up, company operations, and rapid intervention company (RIC) operations.  

    Incident Commander (IC)
    The IC had more than 30 years of experience and had completed department provided classroom/field training in topics such as: health and safety 1, 2, 3 & 4; fire command; fire instructor; fire investigation; fire management; fire officer; fire prevention; incident command; incident safety officer;  and RIC procedures.  

    Incident Safety Officer (ISO)
    The battalion chief who was assigned as the ISO for this incident had more than 20 years of experience and had completed department provided classroom/field training in topics such as: health and safety 1,2,3,and 4; fire command; fire instructor; RIC procedures; hazardous materials; heavy rescue 1 and 2; training officer development; wildland training; and emergency vehicle operations.  

    INVESTIGATION INSIGHTS

    At 0446 hours central dispatch received an alarm for a reported structure fire with fire and smoke showing at a commercial occupancy. Engine 42 (E42) was the first apparatus on the scene at 0449 hours and the officer reported on the radio a working fire in a single story Type II warehouse. Note: The classification of Type II was incorrect. This building was a Type IV construction due to the heavy timber bowstring trusses.   

    The E42 Lieutenant and a fire fighter ran to a steel garage roll-up door that was raised approximately three feet off of the ground on the left of the A-side wall. The E42 Lieutenant looked under the door and saw heavy fire towards the rear of the structure from floor to ceiling. The E42 Lieutenant and the fire fighter attempted to raise the door but could not due to the door being dislodged from its track. Note: The door frame had been compromised by the fire and the tracks were not attached to the wall. They immediately went to a man door to the right of the A-side. It was locked and had heavy security bars. The E42 Lieutenant called Battalion Chief 6 for a truck company to perform forcible entry.  

    The E42 Lieutenant ordered the crew to prepare the multiversal, which is a master stream appliance that can be used on the ground, and 2 ½-inch handlines to attempt to attack the fire through the roll-up door. Note: Per department policy, all first arriving companies and officers go to work in a “fast attack” mode. At approximately 0452 hours Engine 32 (E32) and Engine 17 (E17) pulled onto the road leading to the structure within a block from the structure.  

    Both the E32 and E17 officers immediately radioed dispatch and requested a second alarm due to the heavy fire self-venting from the roof of the structure. E32 proceeded to the front of the structure, dropped off two 3-inch supply lines for E42, and went to hook up to a hydrant to supply E42. E32 used a 10-foot section of 3-inch supply line to hook up to one side of the hydrant. They used another 50-foot section of 3-inch supply line to hook up to the other side of the hydrant.  

    During this same time, at approximately 0452 hours, BC6 arrived on the scene, called to ensure a second alarm, and conducted a size-up of the front of the building and the operations taking place. A division chief arrived on the scene at 0453 hours, assumed incident command (IC), and ordered BC6 to protect Exposure D. The E17 officer and fire fighters [including the injured fire fighter (IFF)] walked up to the front of the structure and saw the E42 and E32 crews attempting to deploy the multiversal and two 2 ½-inch handlines off of E42. Note: The crews were having difficulty due to having to assemble the three 50-foot sections of 2 ½-handlines from a bag stored on top of each apparatus. The crew also removed the multiversal from on top of E42 and placed it on the ground for operation.   

    The IFF took the nozzle of one of the 2 ½-inch handlines and was backed up by an E17 fire fighter. Two additional fire fighters manned the other 2 ½-inch handline and were protecting the D-exposure by shooting water onto the roof from over 20 feet away from the structure. The E17 officer and E17 fire fighter operated the multiversal over 20 feet back from the roll-up door and attempted to shoot water through the opening where the door had pulled away from the wall. The E17 officer noticed that both handlines were ineffective and he went to check on the IFF. The IFF’s handline stream was ricocheting off of the man door and the four windows above it.  

    The L7 crew had assembled handtools on the ground in front of the Command Post. The E17 officer took a saw to the man door in an attempt to open it so that the handline could be effective. He quickly determined that the saw would not work due to the door being so heavily protected. Battalion Chief 09 arrived on the scene at 0500 hours and was designated by the IC as the Incident Safety Officer (ISO) at approximately 0504 hours. He instructed the E17 officer to attempt to open the door with a rabbit tool; the E17 officer informed the ISO he wasn’t sure where the truck company kept it. Immediately after, BC6 ordered the E17 officer to take his saw to the roll-up door and cut an opening for access.  

    He cut a three foot by six foot hole in the door and was attempting to cut across the door when he was tapped on the shoulder by the Deputy Chief which he assumed meant he was to quit. During this time, BC6 had received orders from the Deputy Chief to pull everyone back from the front of the building and to ensure that no one went inside. Note: According to interviews conducted by NIOSH investigators, this is the first time that anyone on the scene communicated the need to go defensive to the initial arriving officers. It was reported to the NIOSH investigators that every officer who reported to the command post was given face-to-face directions that the fire was defensive and that no one was to enter the building. This tactical decision was not relayed over the radio.   

    BC6 ordered the crews from E42 and E17 to set up and direct a master stream into the hole through the roll-up door from a distance. The crews fought fire from a distance with the master stream for several minutes. The IFF and the E17 fire fighter continued to fight fire with the handline moving from the roll-up door to the man door several times. Note: This crew, along with many other members that were interviewed, reported not receiving any orders regarding a defensive operation.  

    BC6 noticed that the fire had compromised an electrical weather head and that the power lines were going to come down soon. He turned to order crews to vacate the area where the power lines would possibly fall when he heard a large crash. He turned back and saw that the roof overhang had fallen onto the sidewalk. The collapse trapped the IFF who was operating the handline into the windows along with the E17 fire fighter. Members immediately rushed to the scene to rescue the trapped fire fighter.  

    • The IC ordered BC6 to command the rescue crew and complete a personnel accountability report (PAR) for the fireground.
    • A full PAR was completed and the trapped fire fighter was removed and transported to a local hospital. 

    Collapse into the street on Alpha Side

     

    NIOSH investigators concluded that, to minimize the risk of similar occurrences, fire departments should:  

    • ensure that they have consistent policies and training on an incident management system
    • develop, implement and enforce written standard operating procedures (SOPs) that identify incident management training standards and requirements for members expected to serve in command roles
    • ensure that the incident commander conducts an initial size-up and risk assessment of the incident scene before beginning fire fighting operations
    • ensure that the first due company officer establishes a stationary command post, maintains the role of director of fireground operations, and does not become involved in firefighting efforts
    • implement and enforce written standard operating procedures (SOPs) that define a defensive strategy
    • ensure that policies are followed to establish and monitor a collapse zone when conditions indicate the potential for structural collapse
    • train all fire fighting personnel on building construction and the risks and hazards related to structural collapse
    • conduct pre-incident planning inspections of buildings within their jurisdictions to facilitate development of safe fireground strategies and tactics

    NIOSH RECOMMENDATIONS  

    • Recommendation #1: Fire departments should ensure that they have consistent policies and training on an incident management system.
    • Recommendation #2: Fire departments should develop, implement and enforce written standard operating procedures (SOPs) that identify incident management training standards and requirements for members expected to serve in command roles
    • Recommendation #3: Fire departments should ensure that the incident commander conducts an initial size-up and risk assessment of the incident scene before beginning fire fighting operations
    • Recommendati on #4: Fire departments should ensure that the first due company officer establishes a stationary command post, maintains the role of director of fireground operations, and does not become involved in firefighting efforts.
    • Recommendation #5: Fire departments should develop, implement and enforce written standard operating procedures that define defensive fire fighting operations.
    • Recommendation #6: Fire departments should ensure that policies are followed to establish and monitor a collapse zone when conditions indicate the potential for structural collapse.
    • Recommendation #7: Fire departments should train all fire fighting personnel in building construction and in the risks and hazards related to structural collapse.
    • Recommendation #8: Fire departments should conduct pre-incident planning inspections of buildings within their jurisdictions to facilitate development of safe fireground strategies and tactics.
    • Discussion: NFPA 1620 Standard for Pre-Incident Planning, states “The purpose of this document shall be to develop pre-incident plans to assist responding personnel in effectively managing emergencies for the protection of occupants, responding personnel, property, and the environment.” A pre-incident plan identifies deviations from normal operations and can be complex and formal, or simply a notation about a particular problem such as the presence of flammable liquids, explosive hazards, modifications to structural building components, or structural damage from a previous fire.
    • Building characteristics including type (or more importantly risk) of construction, materials used, occupancy, fuel load, roof and floor design, and unusual or distinguishing characteristics should be recorded, shared with other departments who provide mutual aid, and if possible, entered into the dispatcher’s computer so that the information is readily available if an incident is reported at the noted address.
    • Since many fire departments have tens and hundreds of thousands of structures within their jurisdiction, it is a challenge to establish an effective preplanning system. Priority should be given to those having elevated or unusual fire hazards and life safety considerations.
    • One tool for fire departments to use in assessing their risks for structures within their jurisdictions is the mnemonic, BECOME SAFE: (HERE) 
      • Building
      • Evaluation
      • Construction/occupancy
      • Operational hazards
      • Manage time and elements
      • Engagement
      • Situational awareness
      • Assessment and risk analysis
      • Fire behavior and effects
      • Evaluate and execute  
     
     

    BECOME SAFE by CJ Naum

    In this incident, the presence of the bowstring truss presented an elevated life safety consideration in the event of a fire. A thorough building inspection and pre-incident plan for a single-story, bowstring truss occupancy in this area could have potentially identified the hazards typically associated with this type of construction such as: ceiling voids, fuel loads, non-permitted renovations, roof construction, HVAC location, and exit locations. Evaluating the construction features and layout of the structure allows the fire department the opportunity to determine a response protocol for the specific identified hazards and to develop fireground strategies and tactics (ventilation strategies, avenues of fire spread, proper attack line selection, etc.) before an incident occurs.  

    The construction features of occupancy (bowstring truss), possible commercial fuel loads and access restrictions suggested large volumes of water would be necessary to fight a major fire at the site. A more complete pre-planning process, involving individual fire companies within their response territory could have noted this information which may have aided the IC in developing a safer and more effective offensive or defensive strategy. In order to facilitate open communication, fire department personnel and building code officials should be cross-trained on each-others’ duties and responsibilities.  

    Fire fighters should have a basic understanding of what a code violation is and how to report them during a pre-plan, and building code inspectors should have a basic understanding of fire fighter safety issues during their inspections. The relay of this information could be used to facilitate dynamic risk management and enhanced command and control. 

    • See Report Insights related to Bowstring Truss Roof Operations on the FDNY Waldbaum’s Fire August 1978; HERE 

      

    Taking it to the Streets: The First-Due Officer

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    Taking it to the Streets with Christopher Naum on Firefighernetcast.com

    Taking it to the Streets: The First-Due Officer

    On Your Street, In Your City, Across the Country, Around the WorldTM

    Grab a cup of coffee and sit down for an hour with Taking it to the Streets on Firefighernetcast.com where we’ll discuss the street level issues affecting the First-Due Officer on Wednesday night November 17th at 9:00 pm EST.

    Regardless if you’re the First-Due Company Officer or the First-Due Commanding Officer, you have a tremendous level of responsibilities and immediate actions that require effective and efficient; identification, assessment, analysis and implementation in the evolving fireground. Or is it just; “pullin’ the line”, or “opening up” or “arriving on scene and assuming the command?”

    The First-Due Officer has many facets, functions and pitfalls. Leadership, determination, fortitude, skills, resilience, strength, conviction, temperance, restraint and the courage to be safe. Or could it be recklessness, ineptitude, incompetent, self-indulging, careless or dangerous: all in the name of tactical entertainment.

    Join in on the live open discussion with fire service personnel from around the country. Check out the latest downloads of recent programs in the archives by visiting Taking it to the Street’s webpage on Firefighternetcast.com or for program insights at CommandSafety.com.

    • Tune in to the Program Wednesday evening November 17th at 9:00 pm EST, HERE
    • Firefighternetcast.com HERE
    • Taking it to the Streets Radio Program, HERE and HERE

    Taking it to the StreetsTM is a monthly radio show featured on BlogTalk Radio and is hosted by Christopher Naum and is a Buildingsonfire.com Series and FireFighternetcast.com Production, © 2010 All Rights Reserved

    Rules of Engagement 2010

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    IAFC Rules of Engagement

    Rules of Engagement Project; Increasing Firefighter Survival

    Developed by the Safety, Health and Survival Section International Association of Fire Chiefs

    The International Association of Fire Chiefs (IAFC) is committed to reducing firefighter fatalities and injuries.  As part of that effort the nearly 1,000 member Safety, Health and Survival Section of the IAFC has developed the recently approved  “Rules of Engagement of Structural Firefighting” to provide guidance to individual firefighters, and incident commanders, regarding risk and safety issues when operating on the fireground. The intent is to provide a set of “model procedures” for Rules of Engagement for Structural Firefighting to be made available by the IAFC to fire departments as a guide for their own standard operating procedure development.

    In August, 2008, following a year of discussion, the Section moved to develop a set of “Rules of Engagement for Structure Firefighting”. A project team was created consisting of Section members and representatives of other several other interested fire service organizations. These included the Fire Department Safety Officer Association (FDSOA), the National Fallen Firefighter Foundation (NFFF), and the National Volunteer Fire Council (NVFC), the National Institute of Occupational Safety and Health (NIOSH) and other organizations. All draft material has also been shared with representatives of the International Association of Fire Fighters (IAFF) who developed a joint IAFF/IAFC “Fire Ground Survival Project”. Three Section members also participated in the IAFF project. The direction provided the project team by the Section leadership was to develop rules of engagement with the following conceptual points;

    • Rules should be a short, specific set of bullets
    • Rules should be easily taught and remembered
    • Rules should define critical risk issues
    • Rules should define “go” or “no‐go” situations
    • A companion lesson plan/explanation section should be provided

    Early in development the Rules of Engagement, it was recognized that two separate rules were needed one set for the firefighter, and another set for the incident commander. Thus, the two sets of Rules of Engagement described in the attached document. The ROE were also inserted in the August issue of FireRescue magazine. Each set has several commonly shared bullets and objectives, but the explanations are described somewhat differently based on the level of responsibility (firefighter vs. incident commander).

    The attached and linked PDF document reflects nearly two years of public comment and feedback from several presentations at fire service conferences, including the National Fallen Fire Fighters Safety Summit held at the National Fire Academy this past March. The “Rules” were formally adopted by the IAFC Health, Safety and Survival Section at the Fire Rescue International Conference held last week in Chicago.

    The development of the rules integrated several nationally recognized programs and principles. They included risk assessment principles from NFPA Standards 1500 and 1561. Also included where concepts and principles from Crew Resource Management (available from iafc.org) and data and lessons from the National Near‐Miss Reporting System (firefighternearmiss.com). The development process also included review of lessons learned from numerous firefighter fatality investigations conducted by the National Institute of Occupational Safety and Health (NIOSH) Fire Fighter Fatality Investigation and Prevention Program.

    It’s incumbent that the fire chief and the Departments management team insure the safety of all firefighters working at structural fires. All command organization officers are responsible for their own safety and the safety of all personnel working with them. All officers and members are responsible are responsible for continually identifying and reporting unsafe conditions or practices. The Rules of Engagement allows both the firefighter and the incident commander to apply and process these principles.

    One principle applied in the Rules of Engagement is firefighters and the company officers are the members at most risk for injury or death. The Rules integrate the firefighter into the risk assessment decision making process. These members should be the ultimate decision maker as to whether it’s safe to proceed with assigned objectives. The “Rules” allow a process for that decision to be made while still maintain command unity and discipline. It is well known that firefighting is hazardous with varying levels of risk to the firefighter. However, firefighting is not a military campaign where lives are lost to establish a beach head. No firefighter’s life is a building that eventually will be rebuilt. Keep all members safe so “Everyone Goes Home”!

    Rules of Engagement for Firefighter Survival

    • Size‐Up Your Tactical Area of Operation.
    • Determine the Occupant Survival Profile.
    • DO NOT Risk Your Life for Lives or Property That Can Not Be Saved.
    • Extend LIMITED Risk to Protect SAVABLE Property.
    • Extend Vigilant and Measured Risk to Protect and Rescue SAVABLE Lives.
    • Go in Together, Stay Together, Come Out Together
    • Maintain Continuous Awareness of Your Air Supply, Situation, Location and Fire Conditions.
    • Constantly Monitor Fireground Communications for Critical Radio Reports.
    • You Are Required to Report Unsafe Practices or Conditions That Can Harm You. Stop, Evaluate and Decide.
    • You Are Required to Abandon Your Position and Retreat Before Deteriorating Conditions Can Harm You.
    • Declare a May Day As Soon As You THINK You Are in Danger.

    The Incident Commanders Rules of Engagement for Firefighter Safety

    • Rapidly Conduct, or Obtain, a 360 Degree Size‐Up of the Incident.
    • Determine the Occupant Survival Profile.
    • Conduct an Initial Risk Assessment and Implement a SAFE ACTION PLAN.
    • If You Do Not Have The Resources to Safely Support and Protect Firefighters – Seriously Consider a Defensive Strategy.
    • DO NOT Risk Firefighter Lives for Lives or Property That Can Not Be Saved – Seriously Consider a Defensive Strategy.
    • Extend LIMITED Risk to Protect SAVABLE Property.
    • Extend Vigilant and Measured Risk to Protect and Rescue SAVABLE Lives.
    • Act Upon Reported Unsafe Practices and Conditions That Can Harm Firefighters. Stop, Evaluate and Decide.
    • Maintain Frequent Two‐Way Communications and Keep Interior Crews Informed of Changing Conditions.
    • Obtain Frequent Progress Reports and Revise the Action Plan.
    • Ensure Accurate Accountability of All Firefighter Location and Status.
    • If, After Completing the Primary Search, Little or No Progress Towards Fire Control Has Been Achieved ‐ Seriously Consider a Defensive Strategy.
    • Always Have a Rapid Intervention Team in Place at All Working Fires
    • Always Have Firefighter Rehab Services in Place at All Working Fires

    Rules of Engagement Poster, PDF File ROE 2010

    Link to the IAFC Section Page and ROE Concept Paper

    In the Streets; On the Air

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    Taking it to the Streets had its premier July 21st on Firefighter Netcast.com with a lively and provoking discussion on “What’s on YOUR Radar Screen?” The program theme aligned with a recent posting on the same topic. Join me on the program were two prominent and nationally recognized fire service leaders, who I’m honored to have known for many years, Chief Billy Hayes and Chief Doug Cline; the program explored leading fire service issues affecting firefighter safety, training, credentialing and education; fireground operational variables related to the continuing changes in building construction, engineered systems and extreme fire behavior,  and the emerging need for “Tactical Patience” as I’ve been exploring the relationships towards the need for tactical enhancements to our current fire suppression theory and firefighting models.

    Conversations expanded on the NFFF/Everyone Goes Home Campaign and programs, the newest EGH initiatives on Behavioral Health and the successes achieved through the Courage to be Safe Programs and the Advocacy Program.

    Both our guests provided cutting edge perspectives and commentary on the key issues that the fire service needs to have on their radar screen and the need for emerging and practicing fire officers and commanders to continually strive to increase skill sets and maintain a pulse on the leading issues affecting the fire service and apply emerging research  and studies to increase operational capabilities, improve performance and enhance and promote firefighter safety and survival and operational integrity.

    Although technical difficulties from the live feed coming from the Inner Harbor in Baltimore at the Firehouse Expo, precluded the ability to have the call-in segments of the program to work, the 120 minute program gave the listeners a wealth of information to talk over in the firehouse, at the kitchen table or in the apparatus bays.

    The program is a Buildingsonfire.com Series and a Fire Fighter Netcast.com  production, produced by John Mitchell and Rhett Fleitz.  The live program segment will be edited and available for iTunes download soon. You can check out the other programming and shows produced by Fire Fighter Netcast.com HERE. Stay tuned for announcements on the next program date for Taking it to the Streets coming to you live from the IAFC Fire Rescue International Conference in Chicago in August.  

    Taking it to the Streets; Advancing Fire Fighter Safety and Operational Integrity for the Fire Service through provocative insights and dynamic discussions dedicated to the Art and Science of Firefighting and the Traditions of the Fire Service. 

    • Firefighter Netcast.com HERE
    • Taking it to the Streets, HERE, HERE
    • “What’s on your Radar Screen?” July 21, 2010 Program, HERE
    • “What’s on your Radar Screen?” post on Commandsafety.com, HERE

     

    Premiering “What’s on YOUR Radar Screen”? on Fire Fighter Netcast.com

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    Taking it to the Streets

    Premiering Wednesday July 21st  9:00pm ET

    Live on Firefighter Netcast.com

    Premiering “What’s on YOUR Radar Screen”?

    Check out what’s on of off your radar screen on CommandSafety.com

    If you’ve never listened to a FirefighterNetcast, visit the site now, sign up for a new user account for BlogTalkRadio, and be prepared to join in the conversation Wednesday night.

    Listen in via the Internet, listen and/or participate by calling in, and join in the live chat that takes place amongst listeners while the show is going on. In case you miss the live show, you can even download the recording after the fact on FirefighterNetcast and iTunes too. It’s free, it’s fun and it’s easy.

    Taking it to the Streets is a Buildingsonfire.com Series and Fire Fighter Netcast.com Production

    Check out Buildingsonfire on Facebook and Twitter

    Check out FireDaily and The FireCritic

    Newest NIOSH Alert: Preventing Deaths and Injuries of Fire Fighters at Structure Fires

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    NIOSH released it’s latest Alert on Firefighter Risk Reduction. Fire fighters are often killed or injured when fighting fires in abandoned, vacant, and unoccupied structures. These structures pose additional and sometimes unique risks due to the potential for fire fighters to encounter unexpected and unsafe building conditions such as dilapidation, decay, damage from previous fires and vandals, and other factors such as uncertain occupancy status. Risk management principles must be applied at all structure fires to ensure the appropriate strategy and tactics are used based on the fireground conditions encountered.

    Fire fighters should take the following steps to minimize their risk of death and injury while fighting structure fires:

    • Report conditions and hazards encountered to your officer, incident commander, or incident safety officers
    • Recognize that maintaining your safety is a shared responsibility
    • Comply with your department’s standard operating procedures (SOPs) / standard operating guidelines (SOGs) and safety rules.
    • Be constantly aware of your surroundings and changing conditions.

    Fire departments (chief officers, company officers and policy makers) should take the following steps to protect fire fighters:

    • Develop and enforce risk management plans, policies, and standard operating procedures and guide-lines (SOPs/SOGs) for risk management.
    • Train incident commanders, incident safety officers, and fire fighters in the fire department risk management plans and SOPs/SOGs for risk management.

    Develop and implement fire department policies and SOPs/SOGs for emergency response and fire-fighting activities in and around abandoned, vacant, or unoccupied structures.

    • A thorough size-up and risk analysis should be performed before conducting operations in any burning structure.
    • Fire-fighting operations should be limited to defensive (exterior) strategy if the structure is judged to be unsafe and in any situation where the risks to fire fighter safety are excessive.
    • Offensive (interior attack) operations should only be considered when sufficient resources are on scene to conduct offensive operations with a reasonable degree of safety, including the ability to perform essential support functions (i.e., water supply, ventilation, lighting, utility control, accountability, rapid intervention teams).
    • Additional size-ups and risk analyses should be performed before changing strategies, including any decision to conduct interior overhaul operations following a defensive fire attack.
    • Have adequate resources available on scene to per-form rapid intervention team (RIT) duties anytime personnel are operating at any structure fire.
    • Inspect and preplan buildings within your jurisdiction. Note the type of construction, materials used, presence of trusses and/or lightweight construction in the roof and floor, type of occupancy, fuel load, exit routes, and other distinguishing characteristics.
    • Enter preplan information into the dispatch computer so that when a fire is reported at a preplanned location, the critical information is provided to all responding units. Adopt and enforce a standard system of marking dangerous abandoned, derelict, and vacant buildings, based on a prefire assessment of their structural conditions and other risk factors, in cooperation with municipal agencies and local authorities such as local housing authorities.
    • Train fire fighters and officers to recognize the marking system and incorporate the information into their size-up considerations. Additionally, local authorities should ensure programs are in place that provide for the demolition and removal of structures deemed unsafe by code enforcement.
      • Make sure that the incident commander conducts an initial size-up of critical fireground factors before beginning fire fighting efforts and continuously re-views and reevaluates these factors during all fire-ground operations. A 360-degree size-up should be conducted for all abandoned, vacant, or unoccupied structures.
      • Ensure those in charge of fire incidents (e.g., incident commanders, chief officers, safety officers) are fully trained to fulfill their responsibilities and obligations in the execution of their duties.
      • Educate the public on the need to have home fire drills and designated meeting places in the event of an emergency. The location of designated meeting
      • places should be communicated to the fire department as a way to help confirm and verify building occupancy status.

    Incident commanders (IC) and incident safety officers (ISO) should do the following:

    • The IC should conduct an initial size-up of each incident weighing critical fireground factors (i.e., occupancy status; occupant survivability and rescue potential; vacant building markings or indicators; size, construction and use of the building; age and condition of the building; and the location, size, and extent of the fire in the building) against the department’s risk management profile to determine the initial incident strategy (offensive or defensive). The IC should develop an incident action plan before beginning firefighting efforts and continually review and reevaluate the factors and the risk management plan throughout the operation.
    • The IC should use appropriate risk management criteria to decide whether an offensive or defensive strategy should be employed to attack a fire. The IC should attempt to determine whether the building is occupied or not. Signs to look for include vehicles in garage, driveway, or parked nearby; people at windows of apartment or office buildings calling for help indicates the possibility of other occupants as well; time of day; type of occupancy; and reports from occupants who have escaped the burning structure. Reports from neighbors and bystanders may also provide valuable information.
    • The IC should consider the number of fire fighters, the amount and type of apparatus and equipment available, and the stage of the fire when determining the type of fire attack.
    • Follow departmental policies (risk management plans, SOPs/SOGs) for risk management.
    • Establish, clearly mark, and monitor an exterior collapse zone at structure fires where there is a risk of collapse.
    • Use effective and universal evacuation signals when command personnel determine that all fire fighters should be evacuated from a burning building, as well as during the initiation of defensive operations and during overhaul and salvage operations.

    NIOSH Summary HERE

    NIOSH Publication No. 2010-153:

    NIOSH Alert: Preventing Deaths and Injuries of Fire Fighters using Risk Management Principles at Structure Fires, HERE

    What’s On Your Radar Screen?

    11 comments

    BuildingsonFire 2010; Building Construction, Command Risk Management and Operational Safety

    Major Influencing Fire Service Reports, Issues or Focus that should be on Your Radar Screen

    The following list is but a modest cross section of pertinent information or focus areas today’s Firefighter, Company or Command Officer MUST be knowledgeable in, have insights and proficiency based technical skills to function with a level of competencies demanded in  today’s  fire service.

    If these are not on your radar screen or you haven’t got a blip of a clue what they’re about; then you are derelict and not doing your job- and the end result could be a less than desirable outcome on the fireground; it’s that simple, it’s that direct.

    Have you read these reports, understand the issues & influences, increased your knowledge, skills and abilities in any gap areas or taken the time to research the cutting edge issues affecting today’s fire service?

    The City of Charleston Sofa Super Store LODD-Routley Fire Report

    Read the report; understand the incident, the building performance, the fire behavior and the operation process deployed. Gain the insights from the overall apparent and contributing causes identified and presented and assess how these relate to your fire service perspective and department’s culture and performance today.

    • City of Charleston Post Incident Assessment and Review Team Phase I Report, HERE
    • Routley Final Phase II Report HERE
    • NIOSH Investigative Report, HERE
    • NIOSH REPORT SUMMARY
    • NIOSH investigators concluded that, to minimize the risk of similar occurrences, fire departments should:
    • develop, implement and enforce written standard operating procedures (SOPs) for an occupational safety and health program in accordance with NFPA 1500
    • develop, implement, and enforce a written Incident Management System to be followed at all emergency incident operations
    • develop, implement, and enforce written SOPs that identify incident management training standards and requirements for members expected to serve in command roles
    • ensure that the Incident Commander is clearly identified as the only individual with overall authority and responsibility for management of all activities at an incident
    • ensure that the Incident Commander conducts an initial size-up and risk assessment of the incident scene before beginning interior fire fighting operations
    • train fire fighters to communicate interior conditions to the Incident Commander as soon as possible and to provide regular updates
    • ensure that the Incident Commander establishes a stationary command post, maintains the role of director of fireground operations, and does not become involved in fire-fighting efforts
    • ensure the early implementation of division / group command into the Incident Command System
    • ensure that the Incident Commander continuously evaluates the risk versus gain when determining whether the fire suppression operation will be offensive or defensive
    • ensure that the Incident Commander maintains close accountability for all personnel operating on the fireground
    • ensure that a separate Incident Safety Officer, independent from the Incident Commander, is appointed at each structure fire
    • ensure that crew integrity is maintained during fire suppression operations
    • ensure that a rapid intervention crew (RIC) / rapid intervention team (RIT) is established and available to immediately respond to emergency rescue incidents
    • ensure that adequate numbers of staff are available to immediately respond to emergency incidents
    • ensure that ventilation to release heat and smoke is closely coordinated with interior fire suppression operations
    • conduct pre-incident planning inspections of buildings within their jurisdictions to facilitate development of safe fireground strategies and tactics
    • consider establishing and enforcing standardized resource deployment approaches and utilize dispatch entities to move resources to fill service gaps
    • develop and coordinate pre-incident planning protocols with mutual aid departments
    • ensure that any offensive attack is conducted using adequate fire streams based on characteristics of the structure and fuel load present
    • ensure that an adequate water supply is established and maintained
    • consider using exit locators such as high intensity floodlights or flashing strobe lights to guide lost or disoriented fire fighters to the exit
    • ensure that Mayday transmissions are received and prioritized by the Incident Commander
    • train fire fighters on actions to take if they become trapped or disoriented inside a burning structure
    • ensure that all fire fighters and line officers receive fundamental and annual refresher training according to NFPA 1001 and NFPA 1021
    • implement joint training on response protocols with mutual aid departments
    • ensure apparatus operators are properly trained and familiar with their apparatus
    • protect stretched hose lines from vehicular traffic and work with law enforcement or other appropriate agencies to provide traffic control
    • ensure that fire fighters wear a full array of turnout clothing and personal protective equipment appropriate for the assigned task while participating in fire suppression and overhaul activities
    • ensure that fire fighters are trained in air management techniques to ensure they receive the maximum benefit from their self-contained breathing apparatus (SCBA)
    • develop, implement and enforce written SOPS to ensure that SCBA cylinders are fully charged and ready for use
    • use thermal imaging cameras (TICs) during the initial size-up and search phases of a fire
    • develop, implement and enforce written SOPs and provide fire fighters with training on the hazards of truss construction
    • establish a system to facilitate the reporting of unsafe conditions or code violations to the appropriate authorities
    • ensure that fire fighters and emergency responders are provided with effective incident rehabilitation
    • provide fire fighters with station / work uniforms (e.g., pants and shirts) that are compliant with NFPA 1975 and ensure the use and proper care of these garments.

    Additionally, federal and state occupational safety and health administrations should:

    • consider developing additional regulations to improve the safety of fire fighters, including adopting National Fire Protection Association (NFPA) consensus standards.

    Additionally, manufacturers, equipment designers, and researchers should:

    • continue to develop and refine durable, easy-to-use radio systems to enhance verbal and radio communication in conjunction with properly worn SCBA
    • conduct research into refining existing and developing new technology to track the movement of fire fighters inside structures.

    Additionally, code setting organizations and municipalities should:

    • require the use of sprinkler systems in commercial structures, especially ones having high fuel loads and other unique life-safety hazards, and establish retroactive requirements for the installation of fire sprinkler systems when additions to commercial buildings increase the fire and life safety hazards
    • require the use of automatic ventilation systems in large commercial structures, especially ones having high fuel loads and other unique life-safety hazards.

    Additionally, municipalities and local authorities having jurisdiction should:

    • coordinate the collection of building information and the sharing of information between building authorities and fire departments
    • consider establishing one central dispatch center to coordinate and communicate activities involving units from multiple jurisdictions
    • ensure that fire departments responding to mutual aid incidents are equipped with mobile and portable communications equipment that are capable of handling the volume of radio traffic and allow communications among all responding companies within their jurisdiction.

    Everyone Goes Home Campaign

    • Everyone Goes Home® is a national program by the National Fallen Firefighters Foundation to prevent line-of-duty deaths and injuries. In March 2004, a Firefighter Life Safety Summit was held to address the need for change within the fire service. At this summit, the 16 Firefighter Life Safety Initiatives were created and a program was born to ensure that Everyone Goes Home®.
    • Recognizing the need to do more to prevent line-of-duty deaths and injuries, the National Fallen Firefighters Foundation has launched a national initiative to bring prevention to the forefront.
    • In March 2004, the Firefighter Life Safety Summit was held in Tampa, Florida to address the need for change within the fire and emergency services. Through this meeting, 16 Life Safety Initiatives were produced to ensure that Everyone Goes Home®.
    • The first major action was to sponsor a national gathering of fire and emergency services leaders. The National Fallen Firefighters Foundation will play a major role in helping the U.S. Fire Administration meet its stated goal to reduce the number of preventable firefighter fatalities. The Foundation sees fire service adoption of the summit’s initiatives as a vital step in meeting this goal.
    • The Courage to Be Safe® On-Line Program , HERE
    • Media CenterUsing variations of the Courage to Be Safe ®…So Everyone Goes Home® field program, along with material from the Firefighter Life Safety Initiatives Resource Kit we will develop and deploy a new online learning segment each month. These online learning segments will allow you to expand upon your personal and professional development when you want and how you want. Watch them by yourself or integrate them into your organizational training programs. Remember, that safety results from constant training and putting those skills to work everyday, on every call – SO EVERYONE GOES HOME. HERE
    • The Firefighter Life Safety Initiatives Advocates Program will play a key role in helping to bring about awareness of the Initiatives and act as a conduit for resources to enable departments to implement and advocate them. HERE
    • The 16 Fire Fighter Life Safety Initiatives
      1. Define and advocate the need for a cultural change within the fire service relating to safety; incorporating leadership, management, supervision, accountability and personal responsibility.
      2. Enhance the personal and organizational accountability for health and safety throughout the fire service.
      3. Focus greater attention on the integration of risk management with incident management at all levels, including strategic, tactical, and planning responsibilities.
      4. All firefighters must be empowered to stop unsafe practices.
      5. Develop and implement national standards for training, qualifications, and certification (including regular recertification) that are equally applicable to all firefighters based on the duties they are expected to perform.
      6. Develop and implement national medical and physical fitness standards that are equally applicable to all firefighters, based on the duties they are expected to perform.
      7. Create a national research agenda and data collection system that relates to the initiatives.
      8. Utilize available technology wherever it can produce higher levels of health and safety.
      9. Thoroughly investigate all firefighter fatalities, injuries, and near misses.
      10. Grant programs should support the implementation of safe practices and/or mandate safe practices as an eligibility requirement.
      11. National standards for emergency response policies and procedures should be developed and championed.
      12. National protocols for response to violent incidents should be developed and championed.
      13. Firefighters and their families must have access to counseling and psychological support.
      14. Public education must receive more resources and be championed as a critical fire and life safety program.
      15. Advocacy must be strengthened for the enforcement of codes and the installation of home fire sprinklers.
      16. Safety must be a primary consideration in the design of apparatus and equipment.

    NIST Wind Driven Fire Study

    • Smoke and heat spreading through the corridors and the stairs of a building during a fire can limit building occupants’ ability to escape and can limit fire fighters’ ability to rescue them.  Changes in the building’s ventilation or presence of an external wind can increase the energy release of the fire.  This can also increase the spread of fire gases through the building.  In some cases, such as the Cook County Administration Building fire in October 2003, the fire gas flow, into the corridors and the stairway prevented fire fighters from suppressing the fire from inside the structure.  This fire resulted in 6 building occupant fatalities and fire fighter injuries in the stairway.  The Fire Department of New York City has experienced many wind driven fire incidents which have resulted in fire fighter fatalities and injuries, as have a number of other incidents nationally that have resulted in increased research into this operational and tactical challenge.
    • What tactics or tools are appropriate for use with a wind driven fire and how should the tactics or tools be implemented?  Positive Pressure Ventilation (PPV) is being used by fire departments on smaller structures, such as single family homes, to control the fire flow by introducing pressure from the front door and venting the house through a strategic exit opening.  If done correctly, this tactic can remove significant amounts of heat and smoke from the structure, thus improving the fire fighters’ working environment and improving the chances of survival for the building occupants.  NIST has completed several studies which have a two fold impact: 1) providing guidance on the safe use of PPV and 2) characterizing and validating the modeling of PPV with a computational fluid dynamics (CFD) computer model, so that the model can be used as a training tool for the fire service.
    • This project extends previous work for ventilation under wind driven conditions.  There are many questions regarding wind driven fires.  For example can these PPV fans be used successfully under wind driven fire conditions in large structures?  Large structures, such as high rise buildings, provide additional challenges to fire fighter and building occupant safety: increased travel distance (exposure time), more complicated egress path, and potentially larger fires.  In 2002 there were 7,300 reported fires in high rise structures.
    • Other tactics incorporating devices, such as wind control devices (WCD) to control the ventilation conditions or the use of a “high rise” nozzle from the floor below the fire floor have been tried by the fire service under “real fire” conditions with varying levels of success.
    • A comprehensive free DVD set from the NIST includes a presentation video that explains PPV, examines the results of NIST’s PPV research, and closes with a focus on the use of PPV tactics in high-rise buildings.  All of the NIST PPV reports referenced in the presentation are included on Disc 1 of the set.  All of the videos from the high-rise fire experiments are also provided with a user-friendly, graphic menu that can be used on a PC or a DVD player.  NIST, with support from USFA, DHS, and fire departments across the country, has taken engineering principles and applied them to fire service PPV tactics in order to improve fire fighter safety
    • NIST References HERE and HERE

    NIST Fire Fighting Tactics Under Wind Driven Conditions: Laboratory Experiments

    • A series of experiments was conducted in our Large Fire Laboratory to examine the impact of wind control curtains and externally applied hose streams on a wind driven fire.  The results from these experiments will allow us to better understand the fire dynamics within a structure and provide guidance as to the important measurements needed in the future experiments in a high-rise on Governor’s Island in New York City.
    • Fire Fighting Tactics Under Wind Driven Conditions Report, HERE
    • Reference Data HERE

    NIST Firefighter Safety and Deployment Study; Report on Residential Fireground Field Experiments

    • The NIST Firefighter Safety and Deployment Study; Titled- Report on Residential Fireground Field Experiments was recently released to the public providing . A copy of the report is attached.
    • Report Abstract:
    • Service expectations placed on the fire service, including Emergency Medical Services (EMS), response to natural disasters, hazardous materials incidents, and acts of terrorism, have steadily increased. However, local decision-makers are challenged to balance these community service expectations with finite resources without a solid technical foundation for evaluating the impact of staffing and deployment decisions on the safety of the public and firefighters. For the first time, this study investigates the effect of varying crew size, first apparatus arrival time, and response time on firefighter safety, overall task completion, and interior residential tenability using realistic residential fires.
    • This study is also unique because of the array of stakeholders and the caliber of technical experts involved. Additionally, the structure used in the field experiments included customized instrumentation; all related industry standards were followed; and robust research methods were used. The results and conclusions will directly inform the NPFA 1710 Technical Committee, who is responsible for developing consensus industry deployment standards.
    • This report presents the results of more than 60 laboratory and residential fireground experiments designed to quantify the effects of various fire department deployment configurations on the most common type of fire—a low hazard residential structure fire. For the fireground experiments, a 2,000 sq ft (186 m2), two-story residential structure was designed and built at the Montgomery County Public Safety Training Academy in Rockville, MD. Fire crews from Montgomery County, MD and Fairfax County.
    • Report results quantify the effectiveness of crew size, first-due engine arrival time, and apparatus arrival stagger on the duration and time to completion of the key 22 fireground tasks and the effect on occupant and firefighter safety.
    • The report is also available for download at the NIST, HERE
    • Synopsis HERE

    USFA/NIST Trends in Firefighter Fatalities Due to Structural Collapse, 1979-2002

    • Between the years 1979 and 2002 there were over 180 firefighter fatalities due to structural collapse, not including those firefighters lost in 2001 in the collapse of the World Trade Center Towers. Structural collapse is an insidious problem within the fire fighting community. It often occurs without warning and can easily cause multiple fatalities.
    • As part of a larger research program to help reduce firefighter injuries and fatalities the U.S. Fire Administration (USFA) funded the National Institute of Standards and Technology (NIST) to examine records and determine if there were any trends and/or patterns that could be detected in firefighter fatalities due to structural collapse. If so, these trends could be brought immediately to the attention of training officers and incident commanders and investigated further to determine probable causes.
    • Report: Trends in Firefighter Fatalities Due to Structural Collapse1979-2002
    • Report: Early Warning Capabilities for Firefighters:Testing of Collapse Prediction Technologies

    UL Fire Academy CBT

    • UL Structural Stability of Engineered Lumber in Fire Conditions
    • Base on the UL research and
    • This two-hour presentation summarizes a research study on the hazards posed to firefighters by the use of lightweight construction and engineered lumber in floor and roof designs. This free on-line computer based presentation will allow fire professionals to better interpret fire hazards and assess risk for life safety of building occupants and firefighters.
    • This online firefighter training course is the result of a research partnership among UL, the Chicago Fire Department, IAFC, and Michigan State University, funded in part by the U.S. Department of Homeland Security. This self-guided course, which focuses on the structural stability of engineered lumber under fire conditions, is targeted toward the 1.1 million fire service personnel in the United States and Canada. The knowledge developed and shared in this course is critically important to firefighter and civilian safety.
    • This two-hour presentation summarizes a research study on the hazards posed to firefighters by the use of lightweight construction and engineered lumber in floor and roof designs. This free on-line computer based presentation will allow fire professionals to better interpret fire hazards and assess risk for life safety of building occupants and firefighters.
    • Program Objectives:
    • Provide brief history of events leading up to DHS Grant tests
    • Identify the fire test hypothesis, parameters, and steps completed in the testing process
    • Compare tests results (legacy vs. modern construction)
    • Communicate learnings from our partners representing the fire service
    • Discuss code recommendations
    • UL University on-line Program HERE

    USFA/NIST Trends in Firefighter Fatalities Due to Structural Collapse, 1979-2002

    • Between the years 1979 and 2002 there were over 180 firefighter fatalities due to structural collapse, not including those firefighters lost in 2001 in the collapse of the World Trade Center Towers. Structural collapse is an insidious problem within the fire fighting community. It often occurs without warning and can easily cause multiple fatalities.
    • As part of a larger research program to help reduce firefighter injuries and fatalities the U.S. Fire Administration (USFA) funded the National Institute of Standards and Technology (NIST) to examine records and determine if there were any trends and/or patterns that could be detected in firefighter fatalities due to structural collapse. If so, these trends could be brought immediately to the attention of training officers and incident commanders and investigated further to determine probable causes.
    • Report: Trends in Firefighter Fatalities Due to Structural Collapse1979-2002
    • Report: Early Warning Capabilities for Firefighters:Testing of Collapse Prediction Technologies

    NIOSH LODD Reports

    • Each year an average of 105 fire fighters die in the line of duty. To address this continuing national occupational fatality problem, NIOSH conducts independent investigations of fire fighter line of duty deaths. The dedicated web page provides access to NIOSH investigation reports and other fire fighter safety resources.
    • NIOSH Web Page HERE
    • Through the Fire Fighter Fatality Investigation and Prevention Program, NIOSH conducts investigations of fire fighter line-of-duty deaths to formulate recommendations for preventing future deaths and injuries. The program does not seek to determine fault or place blame on fire departments or individual fire fighters, but to learn from these tragic events and prevent future similar events.
    • Fire Fighter Fatality Investigation Reports, HERE

    NIOSH Alert: Preventing Deaths and Injuries of Fire Fighters using Risk Management Principles at Structure Fires

    • Fire fighters are often killed or injured when fighting fires in abandoned, vacant, and unoccupied structures.
    • These structures pose additional and sometimes unique risks due to the potential for fire fighters to encounter unexpected and unsafe building conditions such as dilapidation, decay, damage from previous fires and vandals, and other factors such as uncertain occupancy status. Risk management principles must be applied at all structure fires to ensure the appropriate strategy and tactics are used based on the fireground conditions encountered.
    • Report HERE

    NIOSH Report; Preventing Deaths and Injuries of Fire Fighters Working Above Fire Damaged Floors

    • Fire fighters are at risk of falling through fire-damaged floors. Fire burning underneath floors can significantly degrade the floor system with little indication to fire fighters working above.
    • Floors can fail within minutes of fire exposure, and new construction technology such as engineered wood floor joists may fail sooner than traditional construction methods.
    • NIOSH recommends that fire fighters use extreme caution when entering any structure that may have fire burning beneath the floor.
    • Report HERE

    NIOSH ALERT: Preventing Injuries and Deaths of Fire Fighters due to Truss System Failures

    • Fire fighters may be injured and killed when fire-damaged roof and floor truss systems collapse, sometimes without warning.
    • The National Institute for Occupational Safety and Health (NIOSH) requests assistance in preventing injuries and deaths of fire fighters due to roof and floor truss collapse during fire-fighting operations. Roof and floor truss system collapses in buildings that are on fire cannot be predicted and may occur without warning.
    • NIOSH recommends that fire departments review their occupational safety programs and standard operating procedures to ensure they include safe work practices in and around structures that contain trusses. Building owners should follow proper building codes and consider posting building construction information outside a building to advise fire fighters of the conditions they may encounter.
    • ALERT Report HERE

    National Near Miss Reporting System (NNMRS) Operating Experience

    • The National Fire Fighter Near-Miss Reporting System is a voluntary, confidential, non-punitive and secure reporting system with the goal of improving fire fighter safety.
    • Submitted reports will be reviewed by fire service professionals. Identifying descriptions are removed to protect your identity. The report is then posted on this web site for other fire fighters to use as a learning tool.
    • National Fire Fighter Near-Miss Reporting System Web Site, HERE
    • Search Reports, HERE
    • Resources, HERE

    USFA Incident Reports (Stop History Repeating Events-HRE)

    • USFA provides information resources in many formats, including books, pamphlets and DVD’s, free of charge.
    • The U.S. Fire Administration develops reports on selected major fires throughout the country. The fires usually involve multiple deaths or a large loss of property. But the primary criterion for deciding to do a report is whether it will result in significant “lessons learned.” In some cases these lessons bring to light new knowledge about fire–the effect of building construction or contents, human behavior in fire, etc. In other cases, the lessons are not new but are serious enough to highlight once again, with yet another fire tragedy report. In some cases, special reports are devel­oped to discuss events, drills, or new technologies which are of interest to the fire service.
    • The reports are sent to fire magazines and are distributed at National and Regional fire meetings. The International Association of Fire Chiefs assists the USFA in disseminating the findings throughout the fire service. On a continuing basis the reports are available on request from the USFA; announce­ments of their availability are published widely in fire journals and newsletters
    • This body of work provides detailed information on the nature of the fire problem for policymakers who must decide on allocations of resources between fire and other pressing problems, and within the fire service to improve codes and code enforcement, training, public fire education, building technology, and other related areas.
    • The Fire Administration, which has no regulatory authority, sends an experienced fire investigator into a community after a major incident only after having conferred with the local fire authorities to insure that the assistance and presence of the USFA would be supportive and would in no way interfere with any review of the incident they are themselves conducting. The intent is not to arrive during the event or even immediately after, but rather after the dust settles, so that a complete and objective review of all the important aspects of the incident can be made
    • Technical Reports and On-line Publications, HERE

    Prince William County (VA) Fire Rescue Kyle Wilson LODD Report

    • The Prince William County (VA) Department of Fire and Rescue published a comprehensive line of duty death report for Technician I Kyle R. Wilson on Saturday, January 26, 2008. Technician I Wilson was the first line of duty death in the Department’s 41-year history. The Department is sharing the LODD Investigative Report to honor Kyle, and in an effort to reduce and prevent firefighter line of duty deaths at the local, region, state, and national levels.
    • Technician Kyle Robert Wilson was 24-years old and was born in Olney, Maryland. He grew up in Prince William County and graduated from Hylton High School and George Mason University. He was an avid baseball and softball player. Technician Wilson joined the Prince William County Department of Fire and Rescue on January 23, 2006. Technician Kyle Wilson died in the line of duty on April 16, 2007 while performing search and rescue operations at a house fire on Marsh Overlook Drive, located in the Woodbridge area of Prince William County. On that day, Technician Wilson was part of the firefighter staffing on Tower 512 which responded to the house fire that was dispatched at 0603 hours. The Prince William County area was under a high wind advisory as a nor’eastern storm moved through the area. Sustained winds of 25 mph with gusts up to 48 mph were prevalent in the area at the time of the fire dispatch to Marsh Overlook Drive.
    • Initial arriving units reported heavy fire on the exterior of two sides of the single family house and crews suspected that the occupants were still inside the house sleeping because of the early morning hour. A search of the upstairs bedroom commenced for the possible victims. A rapid and catastrophic change of fire and smoke conditions occurred in the interior of the house within minutes of Tower 512’s crew entering the structure.
    • Technician Wilson became trapped and was unable to locate an immediate exit out of the hostile environment. Mayday radio transmissions were made by crews and by Technician Kyle Wilson of the life-threatening situation. Valiant and repeated rescue attempts to locate and remove Technician Wilson were made by the firefighting crews during extreme fire, heat and smoke conditions. Firefighters were forced from the structure as the house began to collapse on them and intense fire, heat and smoke conditions developed. Technician Wilson succumbed to the fire and the cause of death was reported by the medical examiner to be thermal and inhalation injuries.
    • The Department of Fire and Rescue immediately formed a multi-dimensional investigation team following the incident. The investigation team was comprised of five Department of Fire and Rescue uniform personnel and two external members from area fire departments. For eight months, the team thoroughly examined the events that occurred at the Marsh Overlook fire incident and identify the factors involved with the line of duty death of Technician I Kyle Wilson. The resulting report represents thousands of hours of effort to analyze fire and rescue operations and is a factual representation of the events that occurred. The report also provides a frame work for organizational level improvements.
    • The major factors in the line of duty death of Technician I Wilson were determined to be:
      • The initial arriving fire suppression force size.
      • The size up of fire development and spread.
      • The impact of high winds on fire development and spread.
      • The large structure size and lightweight construction and materials.
      • The rapid intervention and firefighter rescue efforts.
      • The incident control and management.
      • The Marsh Overlook fire incident was an immense fire fueled by extremely flammable building material products and a vicious wind. It was an environment where information gathering and decision making had to be performed in the time measurement of seconds. During the chain of events that occurred and under severe circumstances, fire and rescue personnel performed at exceptional levels.
    • During the repeated attempts to reach and rescue Technician I Wilson, personnel displayed heroic efforts and jeopardized their own safety. The Department will never forget the sacrifice that Technician Wilson made in an attempt to ensure others were safe. By sharing the knowledge gained from this very tragic and painful incident, the Department will ensure his sacrifice was not in vain and hope that other fire and rescue departments can avoid another similar occurrence.
    • Resources and Report

    Loudoun County (VA) Fire Rescue  Significant Near Miss Event Report

    • On May 25, 2008, fire and rescue personnel from Loudoun County responded to a structure fire at 43238 Meadowood Court in Leesburg, Virginia. During the course of the incident, seven responders were injured. Of those injured, four firefighters received significant burn injuries, two firefighters sustained orthopedic injuries, and one EMS provider was treated for minor respiratory distress. To date, five of the injured personnel have returned to duty. Two firefighters continue to recover from their injuries, including one who was severely burned.
    • Given the severity of the injuries and magnitude of the event, an independent Investigative Team was assembled to review the incident. The Team was comprised of four Loudoun County personnel, three external members from area fire departments, and two resource/support personnel. The Team was tasked with reviewing “the events leading up to the incident, the incident operation(s), the firefighter MAYDAY(s), and incident mitigation.”
    • For three months, the Team thoroughly examined the events surrounding the Meadowood Court fire incident and identified the factors associated with the injury of personnel.
    • The Report contains the results of the Investigative Team’s comprehensive review and analysis.
    • Fact Sheet, HERE
    • SIGNIFICANT INJURY INVESTIGATIVE REPORT 43238 MEADOWOOD COURT MAY 25, 2008 Report HERE

    Worcester (MA) Fire Cold Storage Fire LODD Report; Abandoned Cold Storage Warehouse Multi-Firefighter Fatality Fire 1999, Worcester, Massachusetts

    • A technical review of the 1999 Worcester, MA fire that claimed six firefighters concludes that abandoned buildings are a serious threat to firefighters and fire departments must make a concerted effort to use technology to maintain data on buildings in their response districts.
    • On Friday, December 3, 1999, at 1813 hours, the Worcester, Massachusetts Fire Department dis­patched Box 1438 for 266 Franklin Street, the Worcester Cold Storage and Warehouse Co. A motor­ist had spotted smoke coming from the roof while driving on an adjacent elevated highway. The original building was constructed in 1906, contained another 43,000 square feet. Both were 6 stories above grade. The building was known to be abandoned for over 10 years.
    • Eleven minutes into the fire, the owner of the abutting Kenmore Diner advised fire operations of two homeless people who might be living in the warehouse. The rescue company, having divided into two crews, started a building search. Some 22 minutes later the rescue crew searching down from the roof became lost in the vast dark spaces of the fifth floor. They were running low on air and called for help. Interior conditions were deteriorating rapidly despite efforts to extinguish the blaze, and visibility was nearly lost on the upper floors. Investigators have placed these two firefighters over 150 feet from the only available exit.
    • An extensive search was conducted by Worcester Fire crews through the third and fourth alarms. Suppression efforts continued to be ineffective against huge volumes of petroleum based materials, and ultimately two more crews became disoriented on the upper floors and were unable to escape. When the evacuation order was given one hour and forty-five minutes into the event, five firefighters and one officer were missing. None survived.
    • A subsequent exterior attack was set up and lasted for over 20 hours utilizing aerial pieces and del­uge guns from Worcester and neighboring departments. Task force groups from across the State of Massachusetts responded to initial suppression and subsequent recovery efforts. During this time, the four upper floors collapsed onto the second which became known as “the deck”. Over 6 million gallons of water were used during the suppression efforts. According to NFPA records, this is the first loss of six firefighters in a structure fire where neither building collapse nor an explosion was a contributing factor to the fatalities.
    • USFA Report HERE

    Colerain Township (OH) Fire and EMS Department Final Report Investigation Analysis of the Squirrels Nest Lane Firefighter Line of Duty Deaths

    • The Colerain Township (OH) Fire and EMS Department under the leadership of Director and Chief G. Bruce Smith recently released its final report Investigation Analysis of the Squirrels nest Lane Firefighter Line of Duty Deaths related to the April 4, 2008 Double Line of Duty Death of a Captain and Firefighter.  This investigative analysis and report, although specific to the events and conditions encountered during the conduct of operation at the residential occupancy at 5708 Squirrels nest Lane has pertinent and relevant insights, recommendations and factors that all Fire Service personnel, regardless of rank should read.
    • Incident Overview, HERE
    • NIOSH Report, HERE
    • Investigative Report, HERE

    Field Trips

    • Take a good look at the structures, occupancies and  buildings in you first, second and third due areas, look around your community and jurisdiction as well as your mutual aid and greater alarm response box areas.
    • Have you stopped for a minute today and taken a good look around? Whether you’re sitting in the front seat at the stop light of an intersection or as you’re peering out the side cab window coming back from an alarm or while running errands in your POV; have you taken a good look around? As the Springsteen song goes; “this is your town”.
    • There’s a lot that can be gleaned from your surroundings on any given day. We sometimes take for granted the subtle changes that are happening all around us as we take care of business on our rounds, runs and calls. We tend to focus in on the immediacy of the events that are happening in front of us that demand our attention but fail to take a look around to pick up on information, data and insights that can help us on that next run or down the road in the future.
    • Take a look at the construction that might be going up in your areas. I’m certain you’re paying close attention to what’s happening in your first-due, but what about that third-due area, that neighboring jurisdiction or the mutual-aid area that you occasionally run in to? When you’re on that next EMS run or an investigation of an odor or alarm bells service call, take a few extra minutes to walk through the occupancy. Conduct your own mini company level pre-plan.
    • Look at the layout, features, access and construction features. If you have a chance, verify the structural support systems employed by the building for the floor and roof systems. If you have time, take the company on a quick site visit to that building that’s under construction or the renovations that are again underway in that commercial or business occupancy around the corner from quarters.
    • These continuing challenging economic times places a great deal of influence on what’s being built, how it might be constructed, the manner in which a building may be operational one day, vacant the other and under renovation the next. Sometimes these transformations occur literally overnight.
    • Take a good look around, this is your town…your district, your response area. Know your buildings, understand their performance profiles, and assess the predictability of performance. Remember; Building Knowledge = Firefighter Safety.

    Building Construction

    I continue to suggest that it’s no longer just brute force and sheer physical determination that define structural fire suppression operations, although any seasoned firefighter and company officer knows that at times; it is what gets the job done under the most arduous and demanding of circumstances. However, from a methodical and disciplined perspective, aggressive firefighting must be redefined and aligned to the built environment and associated with goal oriented tactical operations that are defined by risk assessed and analyzed tasks that are executed under battle plans that promote the best in safety practices and survivability within know hostile structural fire environments.

    We can still meet the demands of the job, as firefighters; but do it with Tactical Patience and not at the expense of Command Compression and Tactical Entertainment or worst Operational Recklessness.

    The traditional attitudes and beliefs of equating aggressive firefighting operations in all occupancy types coupled with the correlating, established and pragmatic operational strategies and tactics must be adjusted and modified to include intelligent risk assessment, calculated risk analysis, safety and survivability profiling, and strategic operational and tactical value. The demands and requirements of modern firefighting will continue to require the placement of personnel within situations and buildings that carry risk, uncertainty and inherent danger. As a result, risk management must become fluid and integrated with intelligent tactical deployments and operations recognizing the risk problematically and not fatalistically, resulting in safety conscious strategies and tactics. We need to think about the Predicative Strategic Process, refined Tactical Deployment Models integrating intelligent Structural Anatomy and Predictive Occupancy Profiling.

    Without understanding the building-occupancy relationships and integrating; construction, occupancies, fire dynamics and fire behavior, risk, analysis, the art and science of firefighting, safety conscious work environment concepts and effective and well-informed incident command management, company level supervision and task level competencies…You are derelict and negligent and “not “everyone may be going home”. Our current generation of buildings, construction and occupancies are not as predictable as past conventional construction; risk assessment, strategies and tactics must adjusted and enhanced to address these new rules of structural fire engagement. There is a profound need to gain building construction knowledge and insights and to change and adjust operating profiles in order to safe guard companies, personnel and team compositions. It’s all about understanding the building-occupancy relationships and the art and science of firefighting, Building Knowledge = Firefighter Safety. Its all about the new formula….Bk=F2S.

    Additionally, think about the following

    • Don’t Treat Your Buildings and Occupancies the Same anymore
    • Increase Situational Awareness
    • Increase Your Competencies
    • Know Your Buildings
    • Be aware of Command Compression
    • Implement Tactical Patience
    • Tactical Entertainment
    • Building Knowledge = Firefighter Safety
    • Fire Behavior & Fire Dynamics
    • Situational Awareness
    • Naturalistic Decision Making

    More on these and some additional key reports on a future post…..

    Eleven Minutes to Mayday; What You Need to Know

    12 comments

    The Colerain Township (OH) Fire and EMS Department under the leadership of Director and Chief G. Bruce Smith recently released its final report Investigation Analysis of the Squirrels nest Lane Firefighter Line of Duty Deaths related to the April 4, 2008 Double Line of Duty Death of a Captain and Firefighter.  This investigative analysis and report, although specific to the events and conditions encountered during the conduct of operation at the residential occupancy at 5708 Squirrels nest Lane has pertinent and relevant insights, recommendations and factors that all Fire Service personnel, regardless of rank should read.

    This is one of those distinctive reports that has influential and critical operational, training and preparedness elements embedded throughout the report. Following my review of the report, having previously read the preliminary report findings, it is apparent there continues to be common threads shared by this and other events and incidents where a single of multiple firefighters have lost their lives due to similarities in the apparent and common cause deficiencies and short comings identified.

    All company and command officers should read and comprehend the lessons learned. Then, take these new found insights and see what the gaps are at the personal level (yours or those you supervise) as well as the shift, group, station, battalion, division or department as a whole. If there are gaps, then identify a way to implement timely changes as necessary so there are No History Repeating (HRE) events.

    I have provided a comprehensive synopsis of the report for your review. Take the time to read the entire report, make the time to improve where you need to.  

    On Friday, April 4, 2008 at 06:13:02 hours, what began as a routine response for Colerain Township Fire and EMS Engine 102 to investigate a fire alarm activation at 5708 Squirrels nest Lane, Colerain Township, Ohio resulted in the deaths of Colerain Township Captain Robin Broxterman and Firefighter Brian Schira.

    Upon their arrival at the scene of the two-story wood framed, residential building working fire conditions existed in the basement. The initial attack team consisted of Broxterman, Schira, and one other firefighter. The team advanced a 1¾-inch attack hose line through the interior of the building for fire control.

    Even though, they were provided with some of the most technologically advanced protective clothing for structural firefighting and self-contained breathing apparatus, it appeared that Broxterman and Schira were overwhelmed by severe fire conditions in the basement. 

    During their attempt to evacuate the building, the main-level family room flooring system in which the two were traveling on collapsed into the basement trapping the firefighters. Eleven minutes elapsed from time of arrival to the catastrophic chain of events.

    The investigation of this incident provided a number of findings and recommendations that should be considered by Colerain’s fire department, as well as other fire department organizations. The examination encompassed issues that related to building construction, firefighting tactics, command and control, situational awareness, communications, training, firefighting equipment and the individual responsibility of firefighters of the Colerain Township Department of Fire and Emergency Medical Services (Colerain Fire & EMS). In addition, a segment of the examination included a review of the individual and group affects following such an event, and the measures initiated that attempted to ensure individual, family and organizational wellness.

    The following factors were believed to have directly contributed to the deaths of Captain Broxterman and Firefighter Schira:

    • A delayed arrival at the incident scene that allowed the fire to progress significantly;
    • A failure to adhere to fundamental firefighting practices; and
    • A failure to abide by fundamental firefighter self-rescue and survival concepts

     Although the aforementioned factors were believed to have directly contributed to their deaths, they might have been prevented if:

    • Some personnel had not been complacent or apathetic in their initial approach to this incident;
    • Some personnel were in a proper state of mind that made them more observant of their surroundings and indicators;
    • The initial responding units were provided with all pertinent information in a
    • timely manner relative to the incident;
    • Personnel assigned to Engine 102 possessed a comprehensive knowledge of their first-due response area;
    • A 360-degree size-up of the building accompanied by a risk – benefit analysis
    • was conducted by the company officer prior to initiating interior fire suppression operations;
    • Comprehensive standard operating guidelines specifically related to structural
    • firefighting existed within the department;
    • The communications system users (on-scene firefighters and those monitoring the incident) weren’t all vying for limited radio air time;
    • The communications equipment and accessories utilized were more appropriate for the firefighting environment;
    • Certain tactical-level decisions and actions were based on the specific conditions;
    • Personnel had initiated fundamental measures to engage in if they were to become disoriented or trapped inside a burning building; and
    • Issued personal protective equipment was utilized in the correct manner.

     Incident Reported

    On Friday, April 4, 2008, at 06:11:23, the Hamilton County Communications Center (HCCC) received notification of an automatic alarm activation (smoke detector and carbon monoxide) at 5708 Squirrels nest Lane (LN).

    • An automatic fire alarm response complement of two engine companies (Engines 102 & 109), one ladder company (Ladder 25), and the Battalion Chief (District 25) were dispatched to investigate at 06:13:02.
    • At 06:13:43, a second notification was received from the female homeowner reporting a fire in the basement of the building.
    • At 06:20:43, a third notification by means of a cellular phone from the female homeowner to HCCC routed through the City of Cincinnati’s Fire and Police Communications Center was received.
    • At 06:22:41, the initial response complement was then upgraded to a building fire, also known as a structure fire response complement to include one additional engine company (Engine 25), one rescue company (Rescue 26), and one basic life support transport unit (Squad 25).

    Property and Building Description: The building at 5708 Squirrels nest LN was a single-family residence that set back approximately 450-feet from the street at the end of a private driveway on a heavily wooded lot.

    • The building was two-stories in height, approximately 45-feet wide by 30-feet deep with a finished below-grade (basement) living space and attached two-car garage.
    • For simplicity, the report refers to the living space under the main-level of the building as a basement.
    • From the front (side Alpha), the building was two-stories above grade. The vertical distance between floors was approximately eight-feet. The exterior main entrance was located in the front middle of the building approximately one-foot above grade level.
    • Additional entrances to the first-floor living space were by means of a rear entry door from an upper-level deck area and through the garage area.
    • The interior stairway to the basement was located approximately 15-feet from the front main entry door towards the rear of the building. There were no exposed buildings on the adjacent sides of the fire building.

    The building was located approximately 450-feet from the curb and a driveway leading to the front entrance. The nearest fire hydrant was located approximately 500- feet from the front entrance. To provide for uniform identification of locations and operationalforces at the incident scene, the scene was divided geographically into smaller parts, which were designated as sectors. Specific areas of the incident scene were designated as follows:

    • The side of the building that bears the postal address of the location was designated as Side Alpha or front by the Incident Commander;
    • The property sloped downward towards the rear (side Charlie) of the building with an approximate 13-foot elevation difference from side Alpha to Charlie. The
    • Charlie side of the building was three-stories above the rear grade level with the building’s basement floor approximately five-feet above grade level. The exterior entrance to the building’s’ basement area, also known as a walk-out was by means of a stairway that led to a wooden deck on the Charlie side adjacent to the Delta side. A second stairway led to an upper level deck that served the main level of the building.

     

    Initial Fire Attack Operation: Upon arrival at the incident address, Engine 102 (E102), assigned four personnel (one captain, one fire apparatus operator [FAO], and two firefighters) entered and proceeded down the driveway deploying a five-inch supply hose line.

    • With their apparatus positioned in front of the building Captain (Capt.) Broxterman radioed, “Moderate smoke showing. E102 will be Squirrelsnest Command.” at 06:24:01.
    • Verification was made by the E102’s FAO through face-to-face communication with the male homeowner that all occupants were out of the building, which was then relayed to Capt. Broxterman.

    District 25 (D25) arrived at the scene at 06:26:35 and assumed Command from Capt. Broxterman. Capt. Broxterman, Firefighter (Ffr.) Schira and E102’s Ffr. #2 advanced a 1¾-inch pre-connected hose line through the front main entrance. The fire was determined to be located in the basement of the building.

    • At 06:27:52, Capt. Broxterman radioed, “E102 making entry into the basement, heavy smoke”.
    • At 06:30:35, E109′s captain radioed, “Command from E109, contact 102,have them pull out of the first floor, redeploy to the back. It’s easy access. Conditions are changing at the front door.”
    • At 06:34:48, Engine 25 (E25), the designated Rapid Assistance Team, had just completed their 360-degree size-up around the building, and encountered E102’s Ffr. #2 in front of the building, whom reported that he had lost contact with his crew.
    • During the time period between 06:29:24 and 06:34:48, the investigation committee believed that one or more catastrophic events occurred including a failure of the main-level flooring system near the Beta – Charlie corner of the building.

     Rescue and Recovery Operations

    • At 06:35:34, the Incident Commander (IC) identified a potential Mayday operation, which indicates a life threatening situation to a firefighter.  
    • RAT25 was deployed at 06:36:48. The actual Mayday operation was initiated by the IC at 06:37:41 followed by a request at 06:37:53 to the HCCC for a second alarm complement of firefighting resources.  
    • At 06:42:01, RAT25 entered the basement from the rear of the building. At 07:00:27, E26’s personnel entered through the front main entrance of the building and into the basement by means of the interior stairway.  
    • Both missing firefighters were located in the basement near the Charlie side wall adjacent to the Beta side following a floor collapse. Capt. Broxterman and Ffr. Schira were obviously deceased as a result of their injuries. 

    Fire Origin and Cause: Information from the property owners was that the female had smelled an odor in the house. She told her husband, who went to investigate. Neither of them observed any smoke or flames at that time. The husband went to the basement, and located a fire near a cedar wood lined closet used to cultivate orchids in the unfinished utility room. He attempted to extinguish the fire with portable fire extinguishers and pans of water. As the fire alarm activated, the husband had his wife call 9-1-1 to report the fire. The state of Ohio Fire Marshal’s Office Fire and Explosion Investigation Bureau ruled the fire to be accidental in nature. The fire was determined to have originated in the unfinished utility room of the basement level in or near the cedar closet. This area was directly below the family room on the first floor. The probable ignition source for this fire was determined to be at and about a plastic air circulation fan and the associated electrical wiring.

    Cause of Deaths

    Capt. Broxterman was a 37-year old employee of the Colerain Fire & EMS with approximately 17-years of certified firefighting experience. Capt. Broxterman became trapped in the basement area for a prolonged amount of time following the sudden floor collapse. Capt. Broxterman was found positioned face down over top of Ffr. Schira. The majority of her protective clothing ensemble and equipment were heavily damaged as a result of exposure to heat and direct flame impingement. She was pronounced deceased following her removal from the building. Her body was transported to the Hamilton County Coroner’s Office for autopsy. The Coroner’s report cited the manner of death as “accidental” and the cause of death as “burns and inhalation of smoke and superheated and noxious gases.” Capt. Broxterman sustained burns to 100% of her body surface, which ranged from first to fourth degree in severity as described in the coroner’s autopsy report. Postmortem carboxyhemoglobin (COHb), which is a measure of carbon monoxide exposure, was measured at 22% saturation and soot was observed in portions of her upper and lower respiratory system.

    • Based on the injuries sustained and the damage to Capt. Broxterman’s protective clothing ensemble and equipment, it is likely that she was exposed to a rapid intensification of heat and flames in the building’s basement that overwhelmed her protective ensemble and equipment, exposing her body and respiratory system to intense heat and toxic products of combustion.

     Ffr. Schira was a 29-year old employee of Colerain Fire & EMS with approximately 3½-years of certified firefighting experience. He also became trapped in the basement area for a prolonged amount of time following the sudden floor collapse. Ffr. Schira was found positioned on his right side and back, face-up beneath Capt. Broxterman. The majority of his protective clothing ensemble and equipment was heavily damaged as a result of exposure to heat and direct flame impingement. Ffr. Schira was pronounced deceased following his removal from the building. His body was transported to the Hamilton County Coroner’s Office for autopsy. The Coroner’s report cited the manner of death as “accidental” and the cause of death as “burns and inhalation of smoke and superheated and noxious gases”. Ffr. Schira sustained burns to 100% of his body surface, which ranged from first to fourth degree in severity as described in the coroner’s autopsy report. Postmortem COhb was measured at 8% saturation and soot was observed in portions of his upper and lower respiratory system.

    • Based on the injuries sustained and the damage to Ffr. Schira’s protective equipment, it is likely that that he was exposed to a rapid intensification of heat and flames in the building’s basement that overwhelmed his protective ensemble and equipment, exposing his body and respiratory system to intense heat and toxic products of combustion.

    Select Findings and Recommendations

    Findings, Discussions and Recommendations

    FINDING #3.1: The area of fire origin had no finished ceiling, which exposed the floor joists and the underside of the floor decking to direct fire impingement causing rapid deterioration and failure of the flooring system directly underneath the main-level family room.

    During this incident, based on communications transcripts (telephone and radio) it’s probable that the fire had advanced from its incipient stage to a free burning stage in approximately 18 to 20-minutes by the time Capt. Broxterman radioed that they were making entry into the basement.

    • As stated in the Incident Overview section, during the time period between 06:29:24 and 06:34:48, it is believed that one or more catastrophic events occurred within the building, which included a failure of the flooring system near the Beta-Charlie corner of the building’s first floor.

    It has been widely believed in the firefighting profession that traditional sawn lumber is far superior to some of the more innovative lightweight construction components (e.g., wood I-joist) in use today. With dimensional lumber, two-inch by eight-inch and larger, there is a greater surface to mass ratio to resist the damaging effects of fire and the structural components will maintain their integrity for a longer period of time. While this has traditionally been accurate, this incident clearly shows that this may not always be the case. Heavy charring was evident to structural members in the fire area of origin. Notice the burn damage shows how the wooden floor joists had been burned to and away from the band joist. A band joist is a vertical member that forms the perimeter of a floor system in which the floor joists tie in to. Also known as the rim joist. Early platform framed homes very likely used solid, dimensional lumber and plywood, which provided a reasonable surface to mass ratio. But the later the home was built, the less mass even dimensional lumber has due to the reduction in the actual thickness of solid dimensional lumber provided by the lumber industry through the mid-1900’s. As the years go by, building materials will likely keep getting lighter and lighter and introduce more resins and other chemicals.

     Laboratory tests that exposed structural wood components to the American Society for Testing and Materials (ASTM) E119 Assembly Test indicated that a traditional two-inch by ten-inch structural member failed in 12-minutes and six-seconds. ASTM E119 test is the standard test method for evaluating building and construction materials exposed to fire. Unlike the standardized ASTM test fires, it is widely recognized that real building fires are highly variable in their size, rate of growth and intensity. Responding firefighters are unlikely to know when a given fire started, how hot it had been prior to arrival, how long it had been at any given temperature, the design capacity and actual loads on the floors over the fire or the amount of actual damage that the fire may have done to the joists. All of these factors make it impossible to predict the remaining capacity of a floor by even the most knowledgeable, professional fire experts.

    RECOMMENDATION #3.1a: Fire departments should ensure that firefighters and incident commanders are aware that unprotected floor and ceiling joist systems, no matter the type, may fail at a faster rate when exposed to direct fire impingement.

    Unfinished basement ceilings and other areas that have exposed joists or trusses jeopardize flooring and roof systems unnecessarily during a fire, causing premature failure. Often, a weakened floor and ceiling joist system can be difficult to detect from above as the floor surface above may still appear intact. Firefighters operating on floors above fire-damaged joist systems may fall through a weakened area and become trapped in a fire below. IC’s and firefighters must be aware that these systems can fail rapidly and without warning, and plan interior operations accordingly.

    Firefighters must also be aware that while floor sag may be a widely accepted warning of an impending structural failure, floor sag is not always present or visible prior to a catastrophic collapse in a fire, regardless of the joist type, due to floor coverings, the fire’s intensity, the combination of joist spans and loads present, the location of serious structural fire damage or simply because it is too dark and smoky to see a sag in the floor. This is true for all types of structural joists, including materials such as sawn lumber, wood I-joists, and open web wood trusses and noncombustible members such as lightweight steel joists. The floor covering in this area was carpeting that transitioned to ceramic tile. When unprotected, any traditional or lightweight residential floor or ceiling assembly material, either combustible or noncombustible, may fail within several minutes of the fire’s ignition. It makes sense, therefore, that when there is a serious fire beneath a floor, there is no predictable safe amount of time that anyone can remain on that floor. Any floor system protected or not, can fail unpredictably when exposed to a substantial fire beneath.

    FINDING # 4.2: E102′s officer failed to properly analyze the scene by not performing a 360-degree scene size-up to determine an overall strategy, and implement safe and effective firefighting tactics.

    After the apparatus was positioned in front of the building, E102’s FAO was ordered by Capt. Broxterman to, “Ask the homeowner where the fire [location] was”, which was indicated to be in the basement by the male homeowner. As this was taking place, Capt. Broxterman continued donning her protective clothing ensemble (coat, helmet and self-contained breathing apparatus). Although E102′s officer provided a brief radio report of conditions observed upon arrival, she did not properly evaluate the scene so as to develop a basic strategy for implementation of safe and effective firefighting tactics. Had the officer visually evaluated the Charlie side of the building, the advanced fire conditions may have been noted, and that the lower level fire area was accessible by means of an exterior entry door for a more direct fire attack from the interior unburned side.

    This means that firefighters enter a building and position the attack hose line between the fire and the uninvolved portions of the building. This direction of fire attack is preferred because it is likely to contain the fire, protect occupants, and push heat and gases out of the building if ventilation has been performed. On the other hand, danger increases significantly when attacking from the unburned side and is not always practical based on fire location, intensity, and building construction.

    It cannot be conclusively known as to why Capt. Broxterman and Ffr. Schira proceeded into the area of the building that eventually collapsed resulting in their deaths. The investigation committee has concluded that the most probable explanation is that E102′s three-person interior team was successful in advancing their uncharged attack hose line into the basement recreation room area; reaching a point approximately 10 to15-feet from the bottom of the basement stairway as shown in the Incident Overview chapter. Once the team reached this area, it was realized they did not have sufficient hose line to continue advancing towards the seat of the fire. The team’s third member (Ffr. #2) reversed his travel and made his way back to the exterior of the building to advance additional hose line. As the team of two waited for additional hose line to be stretched and the hose line to be charged by the pump operator, the interior conditions rapidly deteriorated to a stage that it became untenable for them to hold their position.

    The team evacuated back-up the stairway without following the hose line, which by all indications was tight up against the stairway wall and tightly wrapped around the stairway door entry. Once at the top of the stairway, one of the two deceased, if not both were likely in some form of distress; became disoriented and proceeded into the family room in a direction opposite the route of travel from which they entered the building. As the two moved across the family room floor, the flooring system collapsed into the utility room area of the basement. When the third team member re-entered the building, he was unable to locate the other two members.

    The inability of Ffr. #2 to locate his team and the loss of radio communications contact with the interior team prompted the IC to declare a Mayday and activation of the RATs. This incident resulted in tragedy primarily due to the concealment of several burned-through floor joists under the carpet covered flooring system, which was nearly impossible to recognize due to heavy smoke conditions inside the burning building.

    The following factors are believed to have directly contributed to the deaths that occurred in this incident:

    • The delayed arrival at the incident scene allowed the fire to progress significantly and the hazardous conditions to exponentially increase;
    • The failure to adhere to fundamental firefighting practices (e.g., entry into an enclosed building with obvious working fire conditions without a charged attack hose line)
    • The failure to abide by the fundamental concepts of fire fighter self-rescue and survival (e.g., following of the hose line in the direction of travel back to the building’s entrance or exit).

     Although the aforementioned factors are believed to have directly contributed to the deaths reported here, they might have been prevented if:

    • Some personnel had not been complacent or apathetic in their initial approach to this incident which eventually led to being overwhelmed in their response to their initial findings;
    • Some personnel were in a proper state of mind that made them more observant of their surroundings and indicators, and the potential threats and risks that presented themselves;
    • The initial responding units were provided with all pertinent information in a
    • timely manner relative to the incident, especially critical was the information  given to the emergency communications center from the homeowners reporting an actual fire
    • Personnel assigned to E102 possessed a comprehensive knowledge of their firstdue response area specifically related to road and street locations, and any particular characteristics related to those areas.
    • A 360-degree size-up of the building accompanied by a risk – benefit analysis was conducted by the company officer prior to initiating interior fire suppression operations; the risk of an action must be weighed against the probable benefit that may be reasonably and realistically expected.
    • Comprehensive standard operating guidelines specifically related to structural firefighting existed within the department;
    • The communications system users (on-scene firefighters and those monitoring the incident) weren’t all vying for limited radio air time. This competition led to missed and distorted messages and less than efficient use of resources, which exacerbated the problems of already taxed communications.
    • The communications equipment and accessories utilized were more appropriate for the firefighting environment;
    • Certain tactical-level decisions and actions were based on the specific conditions as encountered with an emphasis placed on fire ground tactical priorities (i.e., life safety, incident stabilization and property conservation);
    • Personnel had initiated fundamental measures to engage in if they were to become disoriented or trapped inside a burning building; and
    •  Issued personal protective equipment was utilized in the correct manner.

    In Memory

    The Colerain Township (OH) Department of Fire and Emergency Medical Services’s report examined the events of April 4th, 2008 with the benefit of hindsight, while seeking to be independent, impartial, and thorough. From the beginning, Colerain Fire & EMS has been committed to share our findings with others in the hope that it may prevent another such event.

    The deaths of Captain Robin M. Broxterman and Firefighter Brian Schira had a profound loss not only to their parents, family and this organization, but also to the larger fire service community. In order to prevent these tragic losses in the future, we must first understand how and why our sister and brother firefighters died. We must learn from their incident and take that knowledge forward. If it was possible, what would these firefighters tell us today that might prevent a similar death of a firefighter in the future? What would they want us as firefighters, company officers and chief officers to know about the circumstances that lead to their deaths and the things we (and they) might have done to alter the most tragic of outcomes?  

    From the information that was made available for review, it was evident that these two individuals were well-loved in life, and greatly missed in death. Every line of duty death of a firefighter in the United States is significant. This investigative analysis document is dedicated to Captain Broxterman and Firefighter Schira, their families, friends and the community whose lives were forever changed. In working to improve the health and safety of all United States firefighters, we have much to learn from the supreme sacrifice of these two individuals, who they were in life and in death. We honor their memories.

      

    References

    • Colerain Township Department of Fire and Emergency Medical Services, Web Site HERE
    • Investigation Analysis of the Squirrels nest Lane Firefighter Line of Duty Deaths April, 2010 Full Report HERE
    • NIOSH Fire Fighter Fatality Investigation Report F2008-09| CDC/NIOSH July, 2009, Report HERE
    • WLTW.com news report Summary HERE

      

     

    No More History Repeating Events-Remembrance

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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.  Those events being the 1988 Hackensack (NJ) Ford Fire which resulted in five (5) LODD and the 2002 Gloucester City (NJ) Fire that resulted in three (3) LODD along with three children.

    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.  Our sister site TheCompanyOfficer.com   has a comprehensive overview of both events with report links and a must see video on the Gloucester City (NJ) 2002 LODD event. For Remembering Hackensack and Gloucester follow the link HERE

    Remembrance (1988)

    Hackensack (NJ) Fire Department
    • 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
      

    Remember (2002)

    Gloucester City (NJ) Fire
    • James Sylvester Fire Chief, Mount Ephraim Fire Department
    • John West Deputy Chief, Mount Ephraim Fire Department
    • Thomas G. Stewart III Paid Firefighter, Gloucester City Fire Department

    Ten Minutes in the Street: Interactive Scenarios Returning to Firefighter Nation

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    Ten Minutes in the Street

     After a bit of an extended hiatus on the lecture circuit, Ten Minutes in the Street is returning to the Firefighter Nation Forums with more of what you came to expect with high quality scenarios and thought provoking discussions to get you engaged and thinking: strategically and tactically with a balanced risk approach.

     We launch the summer series of Ten Minutes in the Street Scenarios during this year’s Safety, Health & Survival Week starting on June 21.

    These interactive scenario programs will be featured weekly on the FFN Fire Ground Tactics and FireFighter Safety Forum, HERE

    In the mean time, here are some great Ten Minutes in the Street Scenarios that we presented, take some time to look these over if you’re new to the content and interactive participation.

    • Ten Minutes in the Street: Read “through” the Smoke, HERE
    • Ten Minutes in the Street; “But its only a Garage..!”, HERE
    • Ten Minutes in the Street; Pipin’ Hot First Due..30 Minutes or Less, HERE
    • Ten Minutes in the Street; “Here’s lookin’ at You”, HERE
    • Ten Minutes in the Street; Stretchin’ the line on the First-Due, HERE

    Also, take a moment to check out our other activity and postings at Fire EMS Blogs at TheCompanyOfficer.com. You can also follow the latest informational links on Facebook at Buildingsonfire.com 

    Can you keep a secret? Stay tuned for some great upcoming  announcements regarding a new program series that will be brought to you by some very familiar names…..”The Summer Tour is about to begin..”

    NIST Report on Residential Fireground Field Experiments ISSUED

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    4-28-2010 5-18-34 PMReport-on-Residential-Fireground-Field-Experiments

    The NIST Firefighter Safety and Deployment Study; Titled- Report on Residential Fireground Field Experiements was issued this morning. A copy of the report is attached. The report is also available for download at the NIST, HERE

    Report Abstract:

    Service expectations placed on the fire service, including Emergency Medical Services (EMS), response to natural disasters, hazardous materials incidents, and acts of terrorism, have steadily increased. However, local decision-makers are challenged to balance these community service expectations with finite resources without a solid technical foundation for evaluating the impact of staffing and deployment decisions on the safety of the public and firefighters. For the first time, this study investigates the effect of varying crew size, first apparatus arrival time, and response time on firefighter safety, overall task completion, and interior residential tenability using realistic residential fires.

    This study is also unique because of the array of stakeholders and the caliber of technical experts involved. Additionally, the structure used in the field experiments included customized instrumentation; all related industry standards were followed; and robust research methods were used. The results and conclusions will directly inform the NPFA 1710 Technical Committee, who is responsible for developing consensus industry deployment standards.

    This report presents the results of more than 60 laboratory and residential fireground experiments designed to quantify the effects of various fire department deployment configurations on the most common type of fire—a low hazard residential structure fire. For the fireground experiments, a 2,000 sq ft (186 m2), two-story residential structure was designed and built at the Montgomery County Public Safety Training Academy in Rockville, MD. Fire crews from Montgomery County, MD and Fairfax County.

    A were deployed in response to live fires within this facility. In addition to systematically controlling for the arrival times of the first and subsequent fire apparatus, crew size was varied to consider two-, three-, four-, and five-person staffing. Each deployment performed a series of 22 tasks that were timed, while the thermal and toxic environment inside the structure was measured. Additional experiments with larger fuel loads as well as fire modeling produced additional insight. Report results quantify the effectiveness of crew size, first-due engine arrival time, and apparatus arrival stagger on the duration and time to completion of the key 22 fireground tasks and the effect on occupant and firefighter safety.

    We will review the report findings and provide insights over the upcoming weekend.

    Addition project information and insights, HERE

    The “Routiness” of Success, Or Not..

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    BM11

    It’s no longer just brute force and sheer physical determination that define structural fire suppression operations. Aggressive firefighting must be redefined and aligned to the built environment and associated with goal oriented tactical operations that are defined by risk assessed and analyzed tasks that are executed under battle plans that promote the best in safety practices and survivability within known hostile structural fire environments, while maintaining the values and traditions that defines the fire service.”- Christopher Naum

    The lack of appreciation and the understanding of correlating principles involving fire behavior, fuel and rate of heat release and the growth stages of compartment fires within a structural occupancy are the defining paths from which the fire service must reexamine coordinated suppression operations in order to identify with; the predictability of occupancy performance during fire suppression operations, thus increasing suppression effectiveness and firefighter safety.

    Our buildings have changed; the structural systems of support, the degree of Compartmentation, the characteristics of materials and the magnitude of fire loading. The structural anatomy, predictability of building performance under fire conditions, structural integrity and the extreme fire behavior; accelerated growth rate and intensively levels typically encountered in buildings of modern construction during initial and sustained fire suppression have given new meaning to the term combat fire engagement.

     

     It begs to suggest that many of today’s incident commanders, company officers and firefighters lack the clarity of understanding and comprehension that correlate to the inherent characteristics of today’s buildings, construction and occupancies and the need for refined suppression operations within the modern building construction setting.

     

    We assume that the routiness or successes of our operations and incident responses equates with predictability and diminished risk to our firefighting personnel. Does your company, your officers, your commanders, your department treat all things as equals when addressing the variables of structural combat fire operations? Is the equation of Occupancy Risk balanced with Occupancy Type? Are inherent structural stability and compromise conditions adequately identified and considered in the evolving progression of an incident action plan? Or do SOP and SOG’s drive the manner in which fire ground strategies and tactics are orchestrated and implemented at the company task level?

     

    How does this fit into your “culture, values and philosophy as a firefighter, officer or commander?”

    It’s more than just Size-Up; Situational Awareness and Dynamic Risk Assessment

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    FLASHO1Dynamic Risk Assessment is commonly used to describe a process of risk assessment being carried out in a changing or evolving environment, where what is being assessed is developing as the process itself is being undertaken.
    This is further problematical for the Incident Commander when confronted with competing or conflicting incident priorities, demands or distractions before a complete appreciation of all mission critical or essential information and data has been obtained. The dynamic management of risk is all about effective, informed and decisive decision making during all phases of an incident.
    Situation Awareness, [SA], is the perception of environmental elements within a volume of time and space, the comprehension of their meaning, and the projection of their status in the near future. It is also a field of study concerned with perception of the environment critical to decision-makers in complex, dynamic situations and incidents.
    Both the 2006 and 2007 Firefighter Near-Miss Reporting System Annual Reports identified a lack of situational awareness as the highest contributing factor to near misses reported. Situation Awareness (SA) involves being aware of what is happening around you at an incident to understand how information, events, and your own actions will impact operational goals and incident objectives, both now and in the near future. Lacking SA or having inadequate SA has been identified as one of the primary factors in accidents attributed to human error (Hartel, Smith, & Prince, 1991) (Nullmeyer, Stella, Montijo, & Harden, 2005). Situation Awareness becomes especially important in work related domains where the information flow can be quite high and poor decisions can lead to serious consequences.
    To the Incident commander, Fire Officer or firefighter, knowing what’s going on around you, and understanding the consequences is mission critical to incident stabilization and mitigation and profoundly crucial in terms of personnel safety. The integration of Situational Awareness and Dynamic Risk Assessment is a mission critical element in strategic incident command management and company level tactical operations as we go forward into the next decade.
    Traditional incident scene size-up is antiquated and no longer appropriate or applicable to modern fire service operations.Situational awareness is a combination of attitudes, previously learned knowledge and new information gained from the incident scene and environment that enables the strategic commanders, decision-makers and tactical companies to gather the information they need to make effective decisions that will keep their firefighters and resources out of harm’s way, reducing the likelihood of adverse or detrimental effects.
    According to a 1998 published TriData study report, “Situational Awareness is one of the most difficult skills to master and is a weakness in the fire community. The report goes on to state that “The culture must change so that [personnel] are observing, thinking, and discussing the situation constantly.” It’s all about implementing effective human performance tools; perceptions versus reality, expectations versus realization, comprehension and forecasting, informed decision-making and calculated and formulated risk.
     
    It’s a whole lot more than just “Size-Up”.  What do you think?