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Colerain and Eleven Minutes to Mayday: Lessons from 2008 Resonate Today

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Remembering the Sacrafice: Capt. Broxterman and FF Schira

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.

This is one of those distinctive reports that has influential and critical operational, training and preparedness elements embedded throughout the report. 

It’s apparent there continues to be common threads shared by this event from 2008 and other events and incidents in the past five years 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.

The importance of Reading the Building, taking the time to complete the three sixty and being combat ready and “expecting fire”.

Remember their sacrifice, so we can learn.

 

  • Past Post on CommandSafety.com with Report Narrative and Incident Details HERE

 

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.

 

 

References

WLTW.com Previous Stories:

 

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2004 PA Church Fire and Collapse: Situational Awareness and Collapse Zone Management

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Remembrance:Pittsburgh(PA) Bureau of Fire- Post Fire Collapse and Double LODD

NIOSH Report F2004-17:  Career battalion chief and career master fire fighter die and twenty-nine career fire fighters are injured during a five alarm church fire -Pennsylvania.

On March 13, 2004, a 55-year-old male career Battalion Chief (Victim #1) and a 51-year-old male career master fire fighter (Victim #2) were fatally injured during a structural collapse at a church fire. Victim #1 was acting as the Incident Safety Officer and Victim #2 was performing overhaul, extinguishing remaining hot spots inside the church vestibule when the bell tower collapsed on them and numerous other fire fighters. Twenty-three fire fighters injured during the collapse were transported to area hospitals. A backdraft occurred earlier in the incident that injured an additional six fire fighters. The collapse victims were extricated from the church vestibule several hours after the collapse. The victims were pronounced dead at the scene.

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

  • ensure that an assessment of the stability and safety of the structure is conducted before entering fire and water-damaged structures for overhaul operations
  • establish and monitor a collapse zone to ensure that no activities take place within this area during overhaul operations
  • ensure that the Incident Commander establishes the command post outside of the collapse zone
  • train fire fighters to recognize conditions that forewarn of a backdraft
  • ensure consistent use of personal alert safety system (PASS) devices during overhaul operations
  • ensure that pre-incident planning is performed on structures containing unique features such as bell towers
  • ensure that Incident Commanders conduct a risk-versus-gain analysis prior to committing fire fighters to an interior operation, and continue to assess risk-versus-gain throughout the operation including overhaul
  • develop standard operating guidelines (SOGs) to assign additional safety officers during complex incidents
  • provide interior attack crews with thermal imaging cameras

Additionally,

  • municipalities should enforce current building codes to improve the safety of occupants and fire fighters

NIOSH REPORT: http://www.cdc.gov/niosh/fire/reports/face200417.html

Pittsburgh Bureau of Fire: HERE

Pre-Collapse Photo

Recommendation #1: Fire departments should ensure that an assessment of the stability and safety of the structure is conducted before entering fire and water-damaged structures for overhaul operations.

Discussion: Due to the destructive powers of fire, most structures that have been involved in fires are structurally weakened. In this incident, the structural integrity of the bell tower was weakened by a fire of several hours duration, the addition of thousands of gallons of water, and possibly the destructive effect of the backdraft. Analysis of the exterior of the structure should be performed continuously while conducting interior operations. Similarly, before overhaul operations are begun, the structure should be determined safe to work in by the IC and a designated Safety Officer. If necessary, the IC should seek the help of qualified structural experts or other competent persons to assess the need for the removal of dangerously weakened construction, or should make provisions for shoring up load-bearing walls, floors, ceilings, roofs, or as in this case, the bell tower.

Recommendation #2: Fire departments should establish and monitor a collapse zone to ensure that no activities take place within this area during overhaul operations.

Discussion: During fire operations, two rules exist about structural collapse: (1) the potential for structural failure always exists during and after a fire, and (2) a collapse danger zone must be established. A defensive attack was declared within an hour after fire suppression activities began. Part of a defensive strategy is establishing and moving fire fighters outside of the collapse zone.

 A collapse zone is an area around and away from a structure in which debris might land if a structure fails. Immediate safety precautions must be taken if factors indicate the potential for a building collapse. All persons operating inside the structure must be evacuated immediately and a collapse zone should be established around the perimeter. The collapse zone area should be equal to the height of the building plus an additional allowance for debris scatter and at a minimum should be equal to 1½ times the height of the building. For example, since the bell tower was 115 feet high, the collapse zone boundary should be established at least 173 feet away from the church. Once a collapse zone has been established, the area should be clearly marked and monitored, to make certain that no fire fighters enter the danger zone.

Recommendation #3: Fire departments should ensure that the Incident Commander establishes the command post outside of the collapse zone.

In this incident, command suffered a serious lapse after the Incident Commander and several company officers were injured in the collapse. The command post from which the IC manages the fireground must be located in an area outside of the collapse zone. The IC must ensure that the command post is protected from danger so that an effective command structure is maintained throughout the incident.1, 5

Worcester FF Brian Carroll recalls the Arlington Street Fire of December 8, 2011

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Firefighter Brian Carroll reflects on the 2011 Arlington Street Fire and Cold Storage Fire of 1999.

Firefighter Brian Carroll was trapped in the basement of 49 Arlington St. after the second-floor of the three-decker collapsed underneath him and his partner on Rescue 1. He thought his close friend was OK. Firefighter Carroll lay trapped and didn’t learn until after he was freed that Firefighter Davies had died.

“What happened to my brother, the three-decker collapsed in a way no one could predict,” Robert Davies said. “Certainly I think it serves as a lesson going forward, and even if it saves one life going forward, then at least something good came out of it.”

Firefighter Davies, who was 43 when he died, has a son, Jon D. Davies Jr., in the department now as a firefighter.

  • From the Worcester Telegram & Gazette;  A cruel month for Worcester firefighters HERE
  • NIOSH REPORT Career Fire Fighter Dies and Another is Injured Following Structure Collapse at a Triple Decker Residential Fire – Massachusetts: HERE

Fire Fighter Killed by Exterior Wall Collapse during Defensive Operations at a Commercial Structure

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On June 17, 2011, a 22-year-old male paid-on-call fire fighter received fatal injuries when he was struck by bricks and falling debris during an exterior wall collapse at a commercial structure fire.

Crews worked using defensive operations for about 45 minutes attempting to extinguish the fire in the 96 year-old brick and masonry structure that housed an antique store with living quarters located in a rear addition. The victim and another fire fighter were moving a 35-foot aluminum ground ladder away from the Side D (east) wall of the structure when the top part of the exterior wall collapsed. No other fire fighters were injured in the collapse.

NIOSH REPORT: Report 2011-15     HERE

Contributing Factors

  • 96 year-old brick masonry structure degraded by fire burning for over 45 minutes
  • Fire fighters with limited experience entered collapse zone to move ground ladder
  • Entering collapse zone in close proximity to master stream directed onto roof
  • Limited visibility at side and rear of structure may have obscured signs of pending collapse
  • Limited training on structure collapse hazards.

 

Key Recommendations

  • Establish and monitor a collapse zone when conditions indicate the potential for structural collapse
  • Train all fire fighting personnel on the risks and hazards related to structural collapse
  • Train on and understand the effects of master streams on structural degradation
  • Conduct regular mutual aid training with neighboring departments
  • Designate a staging area for all unassigned fire fighters and apparatus
  • Implement national fire fighter and fire officer training standards and requirements.

Fire Behavior

According to the investigating State Fire Marshal, the fire originated in the rear of structure due to undetermined causes. A thunderstorm had passed through the area approximately two hours before the fire was reported and lightning strikes were reported in the immediate area. The dispatch center received multiple phone calls reporting a fire behind the antique store near the courthouse square.

Provided Photo, All Rights Reserved

 

Indicators of significant fire behavior

  • Smoke filled store front when first crews arrived
  • Smoke pushing out cracks in the Side A and D walls and around windows on Side D
  • Thickening dark brown smoke upon arrival
  • No visible fire
  • Windows at front broken to vent structure
  • Windows on Side D broken to vent 2nd floor
  • Roll up overhead door opened at C/D corner
  • Fire rapidly grew and moved toward front of store, becoming visible through windows
  • Smoke diminished and visibility improved at front
  • Smoke continued to push out under pressure through cracks in Side A and D walls
  • Fire vented through roof at rear of structure
  • Thick column of turbulent dark grey-black smoke rose above structure
  • Smoke increased in front and Side D of structure as fire intensified
  • Smoke continued to push out cracks on Side A and D walls
  • E-43 deck gun put into operation applying water to roof with 13/8-inch solid bore tip
  • Elevated master stream put into operation from D-110 aerial ladder (insufficient water supply resulted in insufficient fire flow)
  • E-43 deck gun re-directed hose stream to protect exposure buildings opposite Side D
  • Initial collapse of roof and walls at C/D corner
  • Partial wall collapse of Side D wall strikes fire fighter moving ground ladder.

Recommendations

Recommendation #1: Fire departments should establish and monitor a collapse zone when conditions indicate the potential for structural collapse.

Discussion: During fire operations, two rules exist about structural collapse: (1) the potential for structural failure always exists during and after a fire, and (2) a collapse danger zone must be established.4-9 A collapse zone is an area around and away from a structure in which debris might land if a structure fails. The collapse zone area should be equal to the height of the building plus an additional allowance for debris scatter and at a minimum should be at least 1½ times the height of the building.

Buildings can collapse due to the structural damage directly caused by a fire, or the activities of fire fighting operations. A fire department’s familiarity with types of construction in their community is an important tool in safely fighting fires. Once a collapse zone is established, fire departments should enforce a “no re-entry” policy unless approved by the Incident Commander.

Fire fighters need to recognize the dangers of operating near parapet walls or underneath overhanging awnings, porches, and other areas susceptible to collapse. Immediate safety precautions must be taken if factors indicate the potential for a building collapse. An external load, such as a parapet wall, steeple, overhanging porch, awning, sign, or large electrical service connections reacting on a wall weakened by fire conditions may cause a wall to collapse. Other factors include fuel loads, damage, renovation work, deterioration caused by the fire as well as pre-existing deterioration, support systems and truss construction.10-12 A collapse is a possibility after fire involvement of more than 10 minutes but fire departments should not rely solely on time as a collapse predictor.11

In this incident, the structure was estimated to be 22 feet high at the top of the D-side wall parapet wall so the collapse zone should have extended at least 33 feet from the structure, covering the entire width of the side-street adjacent to the structure. It is noted that fire fighters were instructed to stay away from the structure and a defensive strategy was used throughout the fire suppression operations. However, a collapse zone was never established or physically identified. Collapse zones can be physically marked by cones, caution tape and other types of physical barriers. Photo 10 taken at the incident scene showed fire fighters standing on the sidewalk as instructed opposite the wall that collapsed.

Recommendation #2: Fire departments should train all fire fighting personnel in the risks and hazards related to structural collapse.

Discussion: Proper training is an important aspect of safe fire ground operation. Both officers and fire fighters need to be aware of different types of building construction and their associated hazards.7, 9-10 For example, collapsing roof systems can exert pressure on supporting exterior walls, increasing the potential for wall collapse. Different roof systems may collapse at different rates.11 While heavy timber roof systems will withstand more degradation by fire than lightweight engineered roof trusses, both types are subject to failure.12 Different phases of the fire suppression activities, such as the initial attack, offensive, defensive, and overhaul phases will have different hazards. However, the potential for collapse exists in any fire-damaged structure.11 One source of information related to structural collapse hazards is the National Institute of Standards and Technology, Building and Fire Research Laboratory (NIST / BFRL). A DVD containing videos and reports related to structural collapse can be obtained from the NIST websiteExternal Web Site Icon http://www.bfrl.nist.gov/.13

Establishing priorities is another primary factor in safe fire ground operation that should be included in fire fighter training programs. The protection of life should be the highest goal of the fire service. According to retired Chief Vince Dunn, “When there is no clear danger to civilians, the first priority of firefighting should be the protection of fire fighters’ lives and when no other person’s life is in danger, the life of the fire fighter has a higher priority than fire containment or property consideration.”12 In this incident, there were no indications of civilians in danger inside the structure. It is noted that defensive operations were used throughout the incident.

The Illinois Fire Service Institute (IFSI) coordinates a statewide training program for individuals interested in becoming a fire fighter. This program offers a 24-hour Basic Fire Fighter course as well as Fire Fighter II and Fire Fighter III certification. The IFSI Fire Fighter II certification is roughly equivalent to the National Fire Protection Association (NFPA) Fire Fighter I and IFSI Fire Fighter III is roughly equivalent to NFPA Fire Fighter II as specified in NFPA 1001 Standard for Fire Fighter Professional Qualifications.1 NFPA FF I reflects minimum training standards for a fire fighter who is always working under supervision. NFPA FF II addresses the assumption of command and transfer of command but does not contain specific job performance requirements (JPRs) to illustrate the required skills. The IFSI 24-hour Basic Fire Fighter course may not properly prepare new fire fighters for the hazards associated with structural fire fighting. Many fire fighters, especially in the volunteer ranks, may be called upon to fill company officer and incident commander roles when they may not have received adequate training to prepare them for the additional responsibilities that are required of fireground officers. At a minimum, fire fighters who serve as company officers and who may be expected to serve as the initial incident commander should receive training equivalent to NFPA Fire Fighter II, as defined by NFPA 1001. In this incident, the victim had not completed the minimum IFSI or NFPA training requirements for individuals operating at a structure fire. Also, the two lieutenants who served as incident commanders had not completed training meeting the requirements of NFPA Fire Fighter II as defined by NFPA 1001, which should be the minimum training requirements for a fire fighter operating as a fireground officer.

Recommendation #3: Fire departments should train on and understand the effects of master streams on structural degradation.

Discussion: Master streams are an effective tool for fire suppression operations. Master streams can deliver a large volume of water over a distance while reducing the direct exposure of fire fighters to the fire. Master stream operations can also accelerate structural degradation and can increase the risk of a building collapse.14-16 When multiple master streams are flowing water into a building, the additional weight of the water can rapidly increase the potential for structural collapse. Water weighs 8.33 pounds per gallon. A master stream flowing 1,000 gallons per minute can add an additional 8,330 pounds per minute that the structure, already deteriorated by fire, must support. In 30 minutes, the additional weight contributed by this master stream could add 249,900 pounds or 125 tons of additional weight to the structure.17 Direct impingement of the master stream at close range can also directly contribute to structural degradation by dislodging bricks, breaking windows and other building components. Master streams can also push fire throughout the interior of a structure, leading to fire spread.

Another important indicator that fire fighters and officers should look for is the presence or lack of runoff during master stream operations. If multiple outside streams are being applied to a structure and there is little or no water runoff, the water must be accumulating somewhere.15 As noted above, the additional weight added by standing water on roofs or floors can significantly contribute to the risk of structural collapse. Fire fighters and fire officers need to understand this fact and take this into consideration as part of the Incident Action Plan. If a collapse zone has not already been established, one should be established now. Fire fighters should not be allowed to enter the collapse zone without the direct permission of the Incident Commander.18

Recommendation #4: Fire departments should use risk management principles at all structure fires.

Discussion: While it is recognized that fire fighting is an inherently hazardous occupation, established fire service risk management principles are based on the philosophy that greater risks will be assumed when there are lives to be saved and the level of acceptable risk to fire fighters is much lower when only property is at stake. Interior (inside a structure) offensive fire-fighting operations can increase the risk of traumatic injury and death to fire fighters from structural collapse, burns, and asphyxiation. Established risk management principles suggest that more caution should be exercised in abandoned, vacant, and unoccupied structures and in situations where there is no clear evidence indicating that people are trapped inside a structure and can be saved.19 More importantly, the fire department must establish a standardized method or approach to assess the risks encountered at each incident especially structure fires. Structure fires are very dynamic and fast paced operations with little room for error, mistakes, or miscalculations of the significance of the risk encountered.

The Incident Commander is specifically responsible for managing risk at the incident; however, one person cannot be expected to apply these principles to an incident if the organization has not integrated a standard approach to risk management into its standard operating procedures and its organizational culture. To be effective, risk management principles must be integrated into the entire operational approach of the fire department organization. They must be incorporated within the duties and responsibilities of every officer and member. The single most important reason to establish an effective incident management system is to ensure that operations are conducted safely. Every individual assigned to the incident is responsible for monitoring and evaluating risks and for keeping the Incident Commander informed of any factor that causes the system to become unbalanced. Continuous risk assessment should be reprocessed with every benchmark or task completed until the incident is ended.20

A standardized evaluation of the situation must occur at each incident starting with the first arriving officer or member of the department arriving on scene of the incident. This process starts with the scene size-up. This responsibility starts with the first arriving unit that must look at the entire incident scene versus focusing on a small part of the situation. During the size-up, the Incident Commander must remember the incident prioritizes which are:

  •             Life Safety
  •             Incident Stabilization
  •             Property Conservation
  •             Continuous – fire fighter safety

Situations where there is clear evidence or indication that there is a life safety (imminent rescue or trapped occupants) changes the focus of the strategy and incident action plan. Established risk management principles dictate that more caution is exercised in abandoned, vacant, and unoccupied structures.

Scene size-up should include the following information. Scene size-up should begin at the beginning of the alarm, continue upon arrival on scene, and continue throughout the incident. Some considerations should include:

  •             Life safety/occupied structure and realistic evaluation of occupant survivability and rescue potential
  •             Type of Occupancy and consideration of fire load and fire behavior
  •             Access
  •             Building Construction
  •             Environmental Conditions
  •             Location and extent of the fire within the building
  •             Resources Responding
  •             Water Supply
  •             Special Hazards/Risks
  •             Time of Day
  •             Color of Smoke
  •             Utilities
  •             Exposures affected or potential affected
  •             A realistic evaluation of the ability to conduct an offensive attack with available resources.19, 21

The Incident Commander should use the scene size-up to formulate a strategy and the Incident Action Plan. Incident factors and their possible consequences offer the basis for a standard incident management approach. Decisions and the action they produce can be no better than the information on which they are based. A standard information management approach is the launching pad for effective incident decision making and successful operational performance. The IC must develop the habit of using the critical factors in their order of importance as the basis for making the specific assignments that make up the Incident Action Plan (IAP). This standard approach becomes a huge help when it is hard to decide where to start.

The incident scene size-up must be viewed as a 2-part process: 1) determining the conditions of the incident scene, and 2) determining whether the fire department has on scene, has in route, or is in need of additional resources to address the challenge presented by what has been identified during the first part of the size-up process.

The IC must create a standard information system and use effective techniques to keep informed at the incident. Information is continually received and processed so that new decisions can be made and old decisions revised based on increased data and improved information. The IC can never assume action-oriented responders engaged in operational activities will just naturally stop what they are doing so they can feed the IC a continuous supply of top-grade objective information. It is the IC’s responsibility to do whatever is required to stay effectively informed.22

During most critical incident situations, Command many times must develop an IAP, based only on the critical factor evaluation information available at the beginning stage of operations. Many times, that information is incomplete. Even though the IC will continue to improve its quality, the IC will seldom function during the fast, active periods of the event with complete or totally accurate information on all factors.22

This is most evident during confused, compressed-time initial operations. This continual improvement in the accuracy and timeliness of incident information becomes a major IC function. The ability of the IC and the tactical and task level officers to quickly be informed and perform an analysis of the critical factors that can cause major physical and emotional setbacks to the responders and the customers will have a great impact on the health and longevity of the fire fighters, other first responders, the customers and their property.22

In general terms, the risk management plan must consider the following: (1) risk nothing for what is already lost—choose defensive operations; (2) extend limited risk in a calculated way to protect savable property—consider offensive operations; (3) and extend very calculated risk to protect savable lives—consider offensive operations.19, 23, 24 NFPA 1500 Standard on Fire Department Occupational Safety and Health Program, Chapter 8.3 addresses the use of risk management principles at emergency operations. Chapter 8.3.4 states that risk management principles shall be routinely employed by supervisory personnel at all levels of the incident management system to define the limits of acceptable and unacceptable positions and functions for all members at the incident scene. Chapter 8.3.5 states that at significant incidents and special operations incidents, the Incident Commander shall assign an incident safety officer who has the expertise to evaluate hazards and provide direction with respect to the overall safety of personnel. The annex to Chapter 8.3.5 contains additional information.25

This incident occurred in a structure of mixed occupancy of both commercial and residential use. First arriving crews talked to the building owner and verified that no one was inside the structure. The Incident Commander quickly adopted a defensive strategy and told fire fighters at the front door not to enter the structure. As additional resources arrived on-scene, and Command was passed to higher ranking officers, a defensive operation was maintained. A ground ladder used to ventilate the second story windows on the Side D was left in place where it was last used. Approximately 45 minutes after the first crews arrived on-scene, two fire fighters overheard discussions about the ladder being in a bad location and approached the structure to retrieve the ladder. Given the length of time the fire had been burning, the visual indicators of structural instability (smoke pushing out through cracks in the masonry walls and the sound of bricks popping), the presence of star-shaped anchor plates on the exterior wall and other factors, the best scenario would have been to leave the ladder in place until the area was deemed safe or just write the ladder off. A safer strategy for retrieving the ladder would have been to use a pike pole or other long tool to reach the ladder from a safe distance under the direct observation of other fire fighters monitoring the conditions of the exterior walls. Using a pike pole or other tool to pull the ladder down while standing as far as possible from the exterior wall, may have resulted in a different outcome.

Recommendation #5: Fire Departments should utilize the Incident Command System at all emergency incidents.

Discussion: National Fire Protection Association (NFPA) 1500 Standard on Fire Department Occupational Safety and Health Program, 2007 Edition25 and NFPA 1561 Standard on Emergency Services Incident Management System, 2008 Edition26, both state an incident management system should be utilized at all emergency incidents. Most often, this system is commonly known as or referred to as the Incident Command System (ICS).

The Incident Command System is intended to provide a standard approach to the management of emergency incidents. The many different and complex situations encountered by fire fighters require a considerable amount of judgment in the application of the Incident Command System. The primary objective is always to manage the incident, not to fully implement and utilize the Incident Command System. The Incident Commander should be able to apply the Incident Command System in a manner that supports effective and efficient management of the incident. The use of the Incident Command System should not create additional challenges for the Incident Commander, but rather provide a systems approach to ensuring for a successful outcome of the incident.26

Most incidents are considered routine and involve a small commitment of resources, while few incidents involve large commitments of resources, complex situations, and are low frequency/high risk events. It is imperative that the Incident Command System be able to accommodate all types and sizes of incidents and to provide for a regular process of escalation from the arrival of the first responding resources at a routine incident to the appropriate response for the largest and most complex incidents. The Incident Command System should be applied, even to routine incidents, to allow fire fighters and other first responders to be familiar with the system, prepared for escalation, and aware of the risks that exist at all incidents.26

NFPA 1561, Chapter 3.3.29 defines an incident management system as “A system that defines the roles and responsibilities to be assumed by responders and the standard operating procedures to be used in the management and direction of emergency incidents and other functions.”26 Chapter 4.1 states “The incident management system shall provide structure and coordination to the management of emergency incident operations to provide for the safety and health of emergency services organization (ESO) responders and other persons involved in those activities.”26 Chapter 4.2 states “The incident management system shall integrate risk management into the regular functions of incident command.” 26

The incident management system covers more than just fireground operations. The incident management system must ensure for command and fire fighter safety which includes situational evaluation, strategy and the incident action plan, personnel accountability, risk assessment and continuous evaluation, communications, rapid intervention crews (RIC), roles and responsibilities of the Incident Safety Officer (ISO), and interoperability with multiple agencies (law enforcement, emergency medical services, state and federal government agencies and officials, etc.) and surrounding jurisdictions (automatic aid or mutual aid responders).

One of the most critical components of this system is the development and implementation of an Incident Action Plan (IAP). For the fire service, the majority of times the Incident Action Plan is communicated verbally. The IAP is based on the resources immediately available and those responding. The goal is determined in accordance with the incident priority from which a strategy must emerge; tactical objectives, aimed at meeting the strategy, are determined and specific assignments made. A personnel accountability system should be established as assignments are made. The important point is that the Incident Commander communicates the IAP to tactical and task level supervisors.

Recommendation #6: Fire departments should designate a staging area for all unassigned fire fighters and apparatus.

Discussion: NFPA 1561 Standard on Emergency Services Incident Management System defines staging as a specific emergency management function where resources are assembled in an area at or near the incident scene to await instructions or assignments.26 Staging provides a standard controlled method to keep reserves of responders, apparatus, and other resources ready for action at the scene of the incident or close to the scene of the incident (within two – three minute response times). Staging also provides a standard method to control and record the arrival of apparatus and resources.

When the Incident Commander requests additional resources for an incident, the IC is responsible for designating a staging area. Depending on the size and complexity of an incident, multiple staging areas may be used. This is based on the response route of the resources, to stage resources by typing (e.g. engines, brush trucks, medic units, law enforcement, etc.), or due to location near the incident. The staging area manager documents the available resources. This helps the Incident Commander to keep track of the resources that are on the scene and available for assignment, and to know where they are located and where specific units have been assigned. The Staging Area Manager reports to the IC unless an Operations Section Chief has been assigned, then the Staging Area Manager would report to the Operations Section Chief.

When companies or resources arrive in staging, they report to the Staging Area Manager and stand by for assignment. The Staging Area Manager records and keeps an inventory of all resources and equipment assigned to Staging. A system needs to be in place that details what needs to occur when Staging starts to run low on resources. Staging lets “Command” know when resources are low, and Command orders more resources through Dispatch.

Staging provides an avenue for reducing overall incident communications, and maintaining control of resources throughout the incident operations.

Recommendation #7: Fire departments should conduct pre-incident planning inspections of buildings within their jurisdictions to facilitate development of safe fireground strategies and tactics.

Discussion: National Fire Protection Association (NFPA) 1620 Standard for Pre-Incident Planning, 2010 Edition, states “the pre-incident plan shall provide critical information for responding personnel at the time of dispatch and shall include initial actions based on the priorities of life safety, scene stabilization, and incident mitigation.” This standard also states that “the primary purpose of a pre-incident plan is to help responding personnel effectively manage emergencies with available resources. Pre-incident planning involves evaluating the protection systems, building construction, contents, and operating procedures that can impact emergency operations.”27 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.7, 27-28

In addition, NFPA 1620 outlines the steps involved in developing, maintaining, and using a preincident plan by breaking the incident down into pre-, during- and post-incident phases. In the preincident phase, for example, it covers factors such as physical elements and site considerations, occupant considerations, protection systems and water supplies, hydrant locations, and special hazard considerations. Building characteristics including type 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, making it impossible to pre-plan them all, priority should be given to those having elevated or unusual fire hazards and life safety considerations.

Pre-plan information should include predicted alarm assignments based upon the fire potential. This will help to ensure that needed resources are dispatched immediately, even if they are some distance away or will provided through mutual aid. If the expected fire potential dictates that 30 fire fighters are needed and the authority having jurisdiction only has 15 fire fighters, the pre-plan should identify the mutual aid resources available to safely and effectively mitigate the expected fire scenario. The pre-plan information should take into consideration the need for incident command and command level officers to fill roles such as safety officer, accountability, tactical level management (i.e. division or group supervisor), RIT / RIC supervision, staging, rehabilitation, IC support ( chief’s aide or staff assistant to monitor radio communications, track crew assignments, resources availability, etc.) and other functions as necessary. When the need for these positions are considered in the pre-planning process, these positions can be rapidly filled throughout the initial alarm assignments, allowing for crew and supervisory integrity while placing more experienced command level support officers in the roles needed to ensure effective supervision and support in the hazard zone. In this incident, pre-planning the structure could have identified the potential collapse hazards associated with the structure due to the age and type of construction, the presence of the star-shaped anchor plates on the exterior walls, and the high fuel load present. It is noted that the Fire Department A had an unwritten policy that any fires in the older commercial structures within the city would be fought defensively.

Recommendation #8: Fire departments should conduct regular mutual aid training with neighboring departments.

Discussion: Although there is no evidence that the following recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. Mutual aid companies should train together and not wait until an incident occurs to attempt to integrate the participating departments into a functional team. Differences in equipment and procedures need to be identified and resolved before an emergency occurs when lives may be at stake. Procedures and protocols that are jointly developed, and have the support of the majority of participating departments, will greatly enhance overall safety and efficiency on the fireground. Once methods and procedures are agreed upon, training protocols must be developed and joint-training sessions conducted to relay appropriate information to all affected department members.

Fire departments should develop and establish good working relationships with surrounding departments so that reciprocal assistance and mutual aid is readily available when emergency situations escalate beyond response capabilities. Both fire departments involved in this incident were participating members in the Mutual Aid Box Alarm System (MABAS), a mutual aid system designated to assist with mutual aid response of fire, emergency medical services (EMS), specialized response teams, and station coverage during a state declared disaster or when an incident overwhelms the available resources of a participating community. This incident did not escalate to the size of a MABAS event. Both departments reported that they planned to implement mutual aid training with neighboring departments but had done so on a limited basis up to the time that this incident occurred.

Recommendation # 9: Fire departments should ensure that fire fighters wear a full array of turnout clothing and personal protective equipment (i.e. SCBA and PASS device) appropriate for the assigned task while participating in fire suppression and overhaul activities.

Discussion: Although there is no evidence that the following recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. The proper selection and use of personal protective equipment (PPE) is required by OSHA regulations, recommended in NFPA standards, and is good safety practice. Chapter 7.1.1 of NFPA 1500, Fire Department Safety and Health Program, 2007 Edition, states “the fire department shall provide each member with protective clothing and protective equipment that is designed to provide protection from the hazards to which the member is likely to be exposed and is suitable for the tasks that the member is expected to perform.” Chapter 7.1.2. states “protective clothing and protective equipment shall be used whenever a member is exposed or potentially exposed to the hazards for which the protective clothing (and equipment) is provided.”25 The incident commander should establish the level of protective clothing necessary to enter the fire zones (hot, warm, and cold). The OSHA Respirator Standard Title 29, Code of Federal Regulations (CFR) 1910.134 lists requirements for SCBA use in immediately dangerous to life or health (IDLH) atmospheres.29 While the lack of personal protective equipment (PPE) and clothing did not contribute to the fatality that occurred at this incident, it is generally recognized that SCBA should be worn and used at all times when fire fighters may be exposed to smoke and other hazardous atmospheres. Photos taken during the incident show fire fighters working in close proximity to the burning structure who were not wearing proper respiratory protection (see Photo 7, Photo 8 and Photo 11).

In addition, standard setting organizations, national fire service organizations and other interested parties should:

Recommendation #10: Implement national fire fighter and fire officer training standards and requirements.

Discussion: In 2008, the National Volunteer Fire Council (NVFC) adopted a policy position that all volunteer fire departments should establish a goal to train all personnel to a level consistent with the mission of the fire department, based on the job performance requirements outlined in NFPA 1001: Standard for Fire Fighter Professional Qualifications. The NVFC is committed to ensuring that volunteer firefighters have an appropriate level of training to safely and effectively carry out the functions of the department(s) that they belong to. 30

“The roles and responsibilities of the fire service have evolved over the years. As the breadth and scope of what it means to be a firefighter has expanded, to varying degrees depending on the jurisdiction, the necessity for training within the fire service has grown. Unfortunately, a large number of volunteer fire departments are still operating with personnel who are not trained to a level consistent with national consensus standards for basic firefighter preparedness. This can lead to ineffective and unsafe responses that put lives and property at risk.” 30 This issue actually encompasses the entire fire service and not just the volunteer ranks.

“As the need for proper training has become more urgent, many volunteer fire departments are finding it increasingly difficult to attract new members. The average age of volunteer firefighters has risen steadily over the past two decades, as many young people move out of rural areas and the ones who stay find themselves with less free time to devote to training.” 30

Standard setting organizations, states and authorities having jurisdiction should move to develop national standards so that fire fighters across the United States are trained to the same minimum levels. The Illinois Fire Service Institute (IFSI) coordinates a statewide training program for individuals interested in becoming a fire fighter. This program offers a 24-hour Basic Fire Fighter course as well as Fire Fighter II and Fire Fighter III certification. The IFSI Fire Fighter II certification is roughly equivalent to the National Fire Protection Association (NFPA) Fire Fighter I and IFSI Fire Fighter III is roughly equivalent to NFPA Fire Fighter II as specified in NFPA 1001 Standard for Fire Fighter Professional Qualifications.1 NFPA FF I reflects minimum training standards for a fire fighter who is always working under supervision. NFPA FF II addresses the assumption of command and transfer of command but does not contain specific job performance requirements (JPRs) to illustrate the required skills. The IFSI 24-hour Basic Fire Fighter course may not properly prepare new fire fighters for the hazards associated with structural fire fighting. Many fire fighters, especially in the volunteer ranks, may be called upon to fill company officer and incident commander roles when they may not have received adequate training to prepare them for the additional responsibilities that are required of fireground officers. At a minimum, fire fighters who serve as company officers and who may be expected to serve as the initial incident commander should receive training equivalent to NFPA Fire Fighter II, as defined by NFPA 1001.

Fire department members that are assigned to or assume supervisory positions at an incident scene must have an additional level of competencies that are necessary to ensure for the safety of themselves and the members they supervise while mitigating the hazard encountered. A company officer must have the correct combination of practical experience, training and skill sets that correspond with their job requirements and expected functions in order to execute the expected duties in a safe, effective, efficient and competent manner. The company officer fulfills a mission critical role within the fire service that directly affects department personnel, public safety and community accord. The title carries with it the opportunity to ride the “front seat” and be in charge of directing a company to address incident operations and demands dictated by the company’s function, responsibility, and task assignment. NFPA 1021, Standard on Fire Officer Professional Qualifications provides clear and concise job performance requirements (JPR) that can be used to determine if an individual, when measured to the standard, possess the skills and knowledge to perform as a fire officer.31 Fire departments should ensure that all fire fighters who are expected to perform the duties of a company officer or greater responsibility have the necessary knowledge, experience and receive adequate training equivalent to NFPA Fire Fighter II, as defined by NFPA 1001 and Fire Officer as defined by NFPA 1021.

Additional References:

 

Fire Fighter Fatality Investigation Reports

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NIOSH has recently released the following Fire Fighter Fatality Investigation Reports:

Are they on your radar screen?

Recently Released Reports

Fire Fighter Fatality Investigation # F2011-04 Fire Apparatus Operator Suffers Fatal Heart Attack During Annual Fire Department Medical Evaluation – Missouri (added 10/4/11)

Fire Fighter Fatality Investigation # F2011-11 Fire Fighter Suffers On-Duty Sudden Cardiac Death – Missouri (added 9/28/11)

Fire Fighter Fatality Investigation # F2011-08 Fire Fighter Trainee Suffers Sudden Cardiac Death During Maze Training – Arkansas (added 9/14/11)

Fire Fighter Fatality Investigation # F2010-16 Volunteer Captain Runs Low on Air, Becomes Disoriented, and Dies While Attempting to Exit a Large Commercial Structure – Texas (added 9/1/11)

Fire Fighter Fatality Investigation # F2010-30 Seven Career Fire Fighters Injured at a Metal Recycling Facility Fire – California (added 8/17/11)

Fire Fighter Fatality Investigation # F2010-38 Two Career Fire Fighters Die and 19 Injured in Roof Collapse during Rubbish Fire at an Abandoned Commercial Structure – Illinois (added 8/4/11)

Fire Fighter Fatality Investigation # F2011-01 Fire Fighter Suffers Heart Attack While Fighting Grass Fire and Dies 2 Days Later – California (added 7/13/11)

Fire Fighter Fatality Investigation # F2010-18 A Career Lieutenant and a Career Fire Fighter Found Unresponsive at a Residential Structure Fire – Connecticut (added 7/8/11)

 

FIRE FIGHTER FATALITY INVESTIGATION AND PREVENTION PROGRAM

Cold-Storage and Warehouse Building Fire

Each year an average of 100 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. This web page provides access to NIOSH investigation reports and other fire fighter safety resources.

 

NIOSH LODD Report Released on Fire and Collapse Which Killed Two Chicago Firefighters

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NIOSH LODD Report Released on Fire and Collapse Which Killed Two Chicago Firefighters
F2010-38  Two Career Fire Fighters Die and 19 Injured in Roof Collapse during Rubbish Fire at an Abandoned Commercial Structure – Illinois

NIOSH Executive Summary
On December 22, 2010, a 47-year-old male (Victim # 1) and a 34-year old male (Victim # 2), both career fire fighters, died when the roof collapsed during suppression operations at a rubbish fire in an abandoned and unsecured commercial structure. The bowstring truss roof collapsed at the rear of the 84-year old structure approximately 16 minutes after the initial companies arrived on-scene and within minutes after the Incident Commander reported that the fire was under control. The structure, the former site of a commercial laundry, had been abandoned for over 5 years and city officials had previously cited the building owners for the deteriorated condition of the structure and ordered the owner to either repair or demolish the structure. The victims were members of the first alarm assignment and were working inside the structure. A total of 19 other fire fighters were hurt during the collapse.

Contributing Factors

 

  • Lack of a vacant / hazardous building marking program within the city
  • Vacant / hazardous building information not part of automatic dispatch system
  • Dilapidated condition of the structure
  • Dispatch occurred during shift change resulting in fragmented crews
  • Weather conditions including snow accumulation on roof and frozen water hydrants
  • Not all fire fighters equipped with radios.

Key Recommendations

  • Identify and mark buildings that present hazards to fire fighters and the public
  • Use risk management principles at all structure fires and especially abandoned or vacant unsecured structures
  • Train fire fighters to communicate interior conditions to the Incident Commander as soon as possible and to provide regular updates
  • Provide battalion chiefs with a staff assistant or chief's aide to help manage information and communication
  • Provide all fire fighters with radios and train them on their proper use
  • Develop, train on, and enforce the use of standard operating procedures that specifically address operations in abandoned and vacant structures

NIOSH Recommendations

  • Recommendation #1: Fire departments and city building departments should work together to identify and mark buildings that present hazards to fire fighters and the public.
  • Recommendation #2: Fire departments should use risk management principles at all structure fires and especially abandoned or vacant unsecured structures.
  • Recommendation # 3: Fire departments should train fire fighters to communicate interior conditions to the Incident Commander as soon as possible and to provide regular updates.
  • Recommendation # 4: Fire departments should consider providing battalion chiefs with a staff assistant or chief's aide to help manage information and communication.
  • Recommendation # 5: Fire departments should provide all fire fighters with radios and train them on their proper use.
  • Recommendation # 6: Fire departments should develop, train on and enforce the use of standard operating procedures that specifically address operations in abandoned and vacant structures.
  • Recommendation # 7: Fire departments should develop, implement and enforce a detailed Mayday Doctrine to ensure that fire fighters can effectively declare a Mayday.
  • Recommendation # 8: Fire departments should ensure that the Incident Commander maintains close accountability for all personnel operating on the fireground
  • Recommendation # 9: Fire departments should ensure that fire fighters are trained in fireground survival procedures.
  • Recommendation #10: Fire departments should ensure that all fire fighters are trained in and understand the hazards associated with bowstring truss construction.

FULL NIOSH LODD REPORT and RECOMMENDATIONS, HERE

 

The tragic events in the City of Chicago on Wednesday December 22, 2010, when Chicago Firefighter Edward J. Stringer – Engine Co.63 and Firefighter/EMT Corey D. Ankum, Truck Co.34 were killed in the line of duty while operating at a structure fire in an abandoned one-story brick building in the 1700 block of East 75th Street on the City’s South side, exemplifies the demands, challenges and sacrifice that come with responsibilities, duty and sworn obligation  that distinguishes the honorable profession of being a firefighter.     

The fire was first reported at about 06:48 hours during the night and day tour shift change, with companies arriving at 06:52 hours reporting moderate fire in the  buildings northeast corner. The single story commercial structure was vacant, however it was readily known that squatters were known to seek shelter in the abandoned structure especially give the harsh weather being experienced in the city. The fire was quickly contained at approximately 07:00 hours according to published reports, and radio communications, with coordinated suppression, search and rescue and ventilation operations being conduction by companied both within the interior and on the roof. 

Other Operational Safety Insights and Considerations from CommandSafety.com and Buildingsonfire.com

  • During all operations involving actual or suspected Bowstring Truss Roofing Support Systems Command and Company Officers should be sensitive to risk assessment indicators related to both fire induced conditions as well as environmental and age induced factors.
  • Pre-plan your buildings look at the construction, components, features and condition of the building; there is a tremendous amount of information out there. Understand and comprehend what to look for, what it is that you’re looking at and more importantly make sure the information is retrievable for on-scene application and that the information is utilized when formulating IAP and in the dynamic risk assessment process
  • During Dynamic Risk Assessment, special attention should be focused on Predicated Building Performance common to identified building systems, features and structural systems that are based upon Occupancy Performance and NOT Occupancy Type.
  • The Federal Emergency Management Agency’s (FEMA) United States Fire Administration (USFA) issued a special report examining the characteristics of fires in vacant residential buildings. The report, Vacant Residential Building Fires, was developed by USFA’s National Fire Data Center and provides useful insights and recommendations. Link HERE
  • When developing incident action plans and operational assignments at incidents involving possible Vacant, Unoccupied or Abandoned structures, command and company officers shall implement a formulative risk -benefit assessment consistent with departmental procedures, policies and expectations.
  • Be knowledgable of operational factors and considerations related to operations at Vacant, Unoccupied or Abandoned structures; HERE and HERE
  • Read the Newest NIOSH Alert: Preventing Deaths and Injuries of Fire Fighters at Structure Fires, HERE
  • Start considering building; age, deterioration, environmental impacts and influences in your IAP and tactical considerations, we at times forget to consider these performance indicators effectively during initial or sustained operations.
  • Learn more about Building Construction, Occupancy Profiling, Reading a Building, Occupancy Risk versus Occupancy Type and always consider Tactical Patience.
  • Increase your knowledge on Structural Collapse indicators especially for buildings of masonry construction in both Type III and Type IV construction.
  • There is a Predictability of Performance in all Buildings and Occupancies with Heavy Timber or Built-up Bowstring Truss Structural Systems; Know what they are.
  • Understand what to look for in Heavy Timber or Built-up Bowstring Truss Structural System integrity related to; Age and Deterioration, Gravity, Cross Grain Shrinkage, Wood Defects that are self-evident in chords and web members, Upper Chord Buckling, Lower Chord splitting or failure points, web splitting or pull-outs, multiple roofing systems or membranes, multiple void spaces, compromised bearing walls or pilasters, compromised or degraded bearing points or truss ends.
  • Learn to identify masonry wall features and what they mean towards tactical operations
  • In smaller single story occupancies; any loss of structural integrity of a single truss component would likely cause the compromise or collapse of adjacent truss components and connective decking planks due to the interdependence and connectivity of the roofing support (trusses), purlins, rafters and roofing planks and outer membrane system. 
  • Typically the failure of one bowstring truss span will compromise or cause the collapse of each adjacent truss to either side of the original affected truss causing the failure of a sizeable roof area.
  • Companies operating on such affected roof area areas are subject to high risk and vulnerability should the roof area fail. Refer to the incident conditions and structural collapse from the Waldbaum’s Collapse, FDNY August 2, 1978. Go to the incident overview at Commandsafety.com HERE.
  • In smaller square foot commercial occupancies that have shallow depth bowstring truss components and both limited spans (less than 100 linear feet clear span) and number of trusses (six or less) the likelihood of a catastrophic roof collapse should be considered highly predicable in all incident action plans and during incident status monitoring.
  • The loss of load bearing and load transfer capabilities at these wall connections can contribute towards failure and collapse conditions. The end connections points (end cap or end shoe) of a bowstring truss are critical towards maintain truss performance and structural integrity.
  • The loss of truss axial orientation, resultant excessive deflection, loss of integrity of chord/ web geometry and connection points can lead to failure mechanisms and a cascading effect due to transferring of loads and possible overstressing and directly lead to subsequent failures.
  • It should be noted that fire service personnel should have a high degree of respect for the danger and susceptible risk imposed by compromised or failing bearing and non-load bearing walls.
  • Collapse zones must be established and access controlled based upon physical incident scene layout, access and proximal exposure structures.
  • All fire service personnel should have awareness level training and an understanding of recognizing collapse indicators for buildings of masonry construction and tactical safety considerations
  • Company and Command Officers must have a higher level of knowledge and training to be able to recognize subtle or obvious construction, conditions or indicators that will affect IAP, strategic, tactical or task assignments and be able to act upon those indicators with immediacy and urgency as conditions and risk dictate.
  • The Collapse Zone should be at a minimum be equal to the full height of the exterior masonry wall face and also take into consideration additional distance due building material momentum, bounce and toss due to individual bricks, steel lintels and other components and materials acting as projectiles and traveling distances greater than the defined “collapse zone”.

From CommandSafety.com' s 2010 postings: Chicago: Anatomy of a Building and its Collapse and Chicago: Anatomy of a Building and its Collapse-PDF Download

Some additional Insight Materials for discussion from CommandSafety.com and Buildingsonfire.com   

Ordinary and Heavy Timber Constructed Occupancies Training Download 

Note: CommandSafety.com and Buildingsonfire.com is in the process of revising and expanding this Training Download.

We hope to have the update published in early September 2011. Watch for posting announcements

Take at Look at this: Occupancy Risks versus Occupancy Types

Resources:

  • National Firefighter Near-Miss Reporting System Operational Safety Considerations at Ordinary and Heavy Timber Constructed Occupancies PowerPoint Program developed by Christopher Naum, HERE  
  •  Informational Support  Narrative download, HERE


Do you know what to look for upon arrival?
What Building features and factors will affect your operations?
 

Program Screenshot

 

The IAFF Fire Ground Survival Program (FGS) is the most comprehensive survival-skills and mayday-prevention program currently available and is open to all members of the fire service. Incorporating federal regulations, proven incident-management best practices and survival techniques from leaders in the field, and real case studies from experienced fire fighters, FGS aims to educate all fire fighters to be prepared if the unfortunate happens. 

 

 

 

 

 

For links to the IAFF Fire Ground Survival Program, HERE and HERE

The program will provide participating fire departments with the skills they need to improve situational awareness and prevent a mayday. Topics covered include:

  • Preventing the Mayday: situational awareness, planning, size up, air management, fitness for survival, defensive operations.
  • Being Ready for the Mayday: personal safety equipment, communications, accountability systems.
  • Self-Survival Procedures: avoiding panic, mnemonic learning aid “GRAB LIVES”— actions a fire fighter must take to improve survivability, emergency breathing.
  • Self-Survival Skills: SCBA familiarization, emergency procedures, disentanglement, upper floor escape techniques.
  • Fire Fighter Expectations of Command: command-level mayday training, pre-mayday, mayday and rescue, post-rescue, expanding the incident-command system, communications.

 
 
Take some time to look at the Photos from Tom Olk at http://olkee.smugmug.com/

 

Chicago Fire Department Funeral Service For Fire Fighter Ed Stringer

CHICAGO FIRE DEPARTMENT FUNERAL SERVICES FOR FALLEN FIRE FIGHTER EDWARD STRINGER Engine Co # 63 & Truck Co # 16 :

CHICAGO FIRE DEPARTMENT FUNERAL SERVICES FOR FALLEN FIRE FIGHTER EDWARD STRINGER Engine Co # 63 & Truck Co # 16

CHICAGO FIRE DEPARTMENT FUNERAL SERVICE FOR FIREFIGHTER COREY ANKUM FROM ENGINE CO#72 AND TOWER LADDER # 34 :

CHICAGO FIRE DEPARTMENT FUNERAL SERVICE FOR FIREFIGHTER COREY ANKUM FROM ENGINE CO#72 AND TOWER LADDER # 34

Chicago Fire Department 3-11 Alarm Fire W/a EMS Plan 2 And a Mayday For the Roof collapse At The Working Fire :

Chicago Fire Department 3-11 Alarm Fire W/a EMS Plan 2 And a Mayday For the Roof collapse At The Working Fire

 

National Institute for Occupational Safety and Health (NIOSH) Fire Fighter Fatality Investigation and Prevention Program

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Video Clip recorded live by Fire Department Network News TV (FDNNTV) at the 50th IAFF Fire Fighter Convention in San Diego, CA on August 23, 2010.

The National Institute for Occupational Safety and Health, also known as NIOSH, is a federal agency that is part of the Centers for Disease Control. NIOSH has a mission of generating new knowledge in the occupational safety and health field and to transfer that knowledge into practice for the advancement of workers, including firefighters and emergency responders.

In 1998, the International Association of Fire Fighters (IAFF) requested that Congress fund NIOSH to start a firefighter safety initiative called the NIOSH Fire Fighter Fatality Investigation and Prevention Program.  “We investigate fatalities to learn from the mistakes the others made and to try to prevent future fatalities and injuries from occurring in similar events,” stated Project Officer Tim Merinar with the NIOSH Fire Fighter Fatality Investigation and Prevention Program. According to NIOSH, the Fire Fighter Fatality Investigation Program has made over 1,000 recommendations arising from over 300 investigations since its inception in 1998.

Merinar claimed that some do not fully understand who NIOSH is and what their goals are, often being confused with OSHA. However, the National Institute for Occupational Safety and Health is not an enforcement agency, they are a research and education agency. Merinar added, “We’re not looking to find fault or place blame on the fire departments or the individual firefighters in the incidents.”

As soon as possible after an incident, a NIOSH investigator will meet with the fire department. “Oftentimes, we have to explain who we are, why we’re there, what we’re trying to accomplish,” added Merinar. NIOSH investigates as many firefighter fatalities as possible involving structure fires, deaths from cardiovascular disease, as well as deaths during non-fireground incidents.

NIOSH offers many different publications to firefighters, including their newest one about risk management at structure fires. This literature is distributed to the fire service free of charge. Another publication offered to firefighters deals with floor joists and the risk of falling through fire-damaged floors. “They work very well for the construction industry, but when they’re exposed to fire they also fail very rapidly. Which leads to early building collapses,” explained Merinar. “Many firefighters have been injured and killed in these collapses.”

NIOSH FFFIPP

Trends such as this uncovered during their investigations and spread to the fire service, could help prevent future deaths. Another trend found several years ago by NIOSH involved PASS devices not sounding on firefighters who died. According to Merinar, NIOSH worked with the National Fire Protection Association to have the standard changed to make the PASS devices more reliable and more effective for firefighters. Currently, they are working with the NFPA on the thermal degradation characteristics of face piece lenses.

Fire Fighter Fatality Investigation and Prevention Program

For more information on the NIOSH Fire Fighter Fatality Investigation and Prevention Program, incident reports or fire fighter publications, visit www.cdc.gov/niosh/fire/.

Cold-Storage and Warehouse Building Fire

Topic Index:

Reports and Publications
  Safety Advisories
  Fatality Reports
  Pending Investigations
  Safety Quizzes
  Publications
Program Information
  Program Description
  What to Expect During a NIOSH Investigation
  Public Comment Docket
  Future Directions
  Inspector General’s Program Review
  IAFC’s Program Review
  Fire Fighter Fatality Investigation and Prevention Program Evaluation
  Strategic Plan – 2009

 

NIOSH Request for Comment on the Fire Fighter Fatality Investigation and Prevention Program The NIOSH Fire Fighter Fatality Investigation and Prevention Program (FFFIPP) is seeking stakeholder input to ensure that the FFFIPP program is meeting the needs and expectations of the fire service, and to identify ways in which the program can be improved to increase its impact on the safety and health of fire fighters across the United States. Additional information can be found in the FFFIPP Progress Report and Proposed Future Directions document.

Stakeholder Comment on the National Institute for Occupational Safety and Health (NIOSH) Fire Fighter Fatality Investigation and Prevention Program (FFFIPP)-2011
The National Institute for Occupational Safety and Health (NIOSH) is seeking stakeholder input on the progress and future directions of the Fire Fighter Fatality Investigation and Prevention Program (FFFIPP). Since its initiation in 1998, NIOSH has sought public input to help plan and direct the goals and objectives of the FFFIPP. NIOSH received public comments on the FFFIPP in 1998, March 2006, and November 2008. NIOSH is again seeking input on the progress and future directions of the FFFIPP to ensure that the program is meeting the needs and expectations of the U.S. fire service and to identify ways in which the program can improve its impact on the safety and health of fire fighters across the United States. NIOSH will compile and consider all comments received and use them in making decisions on how to proceed with the FFFIPP.

There are several resources that may be useful to individuals and groups who would like to comment on the FFFIPP:

  • The NIOSH Fire Fighter Fatality Investigation and Prevention Program Progress (FFFIPP) Report and Proposed Future Directions – 2011. This document includes specific topics for stakeholder input.
  • The Strategic Plan for the NIOSH Fire Fighter Fatality Investigation and Prevention Program that was finalized in 2009 after public input.
  • The FFFIPP web site that includes an overview of the FFFIPP, fatality investigation reports and other publications.

Related Dockets
NIOSH Docket number 063NIOSH Docket number 063-A
——————————————————————————–

Public Comment Period
Written comments on the document will be accepted through July 29, 2011 in accordance with the instructions below. All material submitted to NIOSH should reference Docket Number NIOSH-063-B. All electronic comments should be formatted as Microsoft Word documents and make reference to docket number NIOSH-063-B.

Comments will be accepted until 5:00 p.m. EDT on July 29, 2011

To submit comments, please use one of these options:

  • Send NIOSH comments using this online form
  • Send comments by email.
  • Fax comments to the NIOSH Docket Office: 513-533-8285
  • Send by Mail to:
    NIOSH Mailstop: C-34
    Robert A. Taft Lab.
    4676 Columbia Parkway
    Cincinnati, Ohio 45226
    All information received in response to this notice will be available for public examination and copying at the …
    NIOSH Docket Office
    4676 Columbia Parkway, Room 111
    Cincinnati, Ohio 45226.

A complete electronic docket containing all comments submitted will be available on the NIOSH docket home page, and comments will be available in writing by request. NIOSH includes all comments received without change in the docket, including any personal information provided.

Contact persons for technical information

  • Paul Moore
    Chief, Fatality Investigations Team
    NIOSH/CDC
    1095 Willowdale Road
    Mailstop H-1808
    Morgantown, WV 26505
    304/285-6016

Recent NIOSH Fire Fighter Safety Publications

Preventing Deaths and Injuries of Fire Fighters Operating Modified Excess/Surplus Vehicles
DHHS (NIOSH) Publication No. 2011-125
Fire fighters may be at risk for crash-related injuries while operating excess and other surplus vehicles that have been modified for fire service use. Fire departments with limited resources often craft fire apparatus out of excess/surplus military and other vehicles as an affordable alternative to purchasing new or used apparatus. NIOSH urges fire departments to take precautions and actions to minimize the hazards and risks to fire fighters when using modified excess/surplus vehicles.

Evaluation of Chemical and Particle Exposures During Vehicle Fire Suppression Training (2010)this document in PDF (56 pages, 4.85 MB)
Health Hazard Evaluation Report, HETA 2008-0241-3113
In September 2008 and July 2009, NIOSH researchers collected area and personal breathing zone air samples during a Health Hazard Evaluation (HHE) to evaluate firefighters’ exposures to airborne chemicals during vehicle fire suppression training. Several hazardous chemicals were found on the area samples, including respiratory toxicants and potential carcinogens. Of the chemicals measured in the personal breathing zones, levels of formaldehyde, carbon monoxide, and isocyanates were near or above short term exposure limits or ceiling limits. In addition, the number of particles and mass of the particles in the air increased during knockdown and remained elevated throughout the fire overhaul. Based on this evaluation, the levels of gases and particles released during vehicle fires have the potential to cause acute health effects to firefighters who do not wear self-contained breathing apparatus.

NIOSH Alert: Preventing Deaths and Injuries of Fire Fighters using Risk Management Principles at Structure Fires
DHHS (NIOSH) Publication No. 2010-153
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.

Preventing Exposures to Bloodborne Pathogens among Paramedics
DHHS (NIOSH) Publication No. 2010-139
Patient care puts paramedics at risk of exposure to blood. These exposures carry the risk of infection from bloodborne pathogens such as hepatitis B virus (HBV), hepatitis C virus (HCV), and human immunodeficiency virus (HIV), which causes AIDS. A national survey of 2,664 paramedics contributed new information about their risk of exposure to blood and identified opportunities to control exposures and prevent infections.

Preventing Deaths and Injuries of Fire Fighters Working Above Fire-Damaged Floors
DHHS (NIOSH) Publication No. 2009-114
Fire fighters are at risk of falling through fire-damaged floors.

Fire Fighter Fatality Investigation and Prevention Program: Leading Recommendations for Preventing Fire Fighter Fatalities, 1998–2005
DHHS (NIOSH) Publication No. 2009-100
This document is a synthesis of the 1,286 individual recommendations from the 335 FFFIPP investigations conducted from 1998 to 2005.

Fire Fighter Fatality Investigation and Prevention Program Evaluation
NIOSH report of findings from its national survey of U.S. fire departments.

Preventing Fire Fighter Fatalities Due to Heart Attacks and Other Sudden Cardiovascular Events
DHHS (NIOSH) Publication No. 2007-133
Fire fighters are at risk of dying on the job from preventable cardiovascular conditions.

FDA AND NIOSH Public Health Notification: Oxygen Regulator Fires Resulting from Incorrect Use of CGA 870 Seals External Web Site Policy
This document provides information on the danger of fires at the interface of oxygen regulators and cylinder valves because of incorrect use of CGA 870 seals, and identifies measures to prevent such fires.

NIOSH Alert: Preventing Injuries and Deaths of Fire Fighters due to Truss System Failures
DHHS (NIOSH) Publication No. 2005-132
Fire fighters may be injured and killed when fire-damaged roof and floor truss systems collapse, sometimes without warning.

NIOSH Workplace Solutions—Preventing Deaths and Injuries to Fire Fighters During Live-Fire Training in Acquired Structures
DHHS (NIOSH) Publication No. 2005-102
Fire fighters are subjected to many hazards when participating in live-fire training. Training facilities with approved burn buildings should be used for live-fire training whenever possible. However, when acquired structures are used for live-fire training, NIOSH strongly recommends that fire departments follow the national consensus guidelines in NFPA 1403, standard on live-fire training evolutions [NFPA 2002a] to reduce the risk of injury and death. These guidelines are summarized in the recommendations in this document.

Radio Communication

The past few decades have seen major advancements in the communication industry. These advancements have improved radio frequency spectrum efficiency, but also have added complexity to the expansion of existing systems and the design of new systems. The U.S. Fire Administration in conjunction with the International Association of Fire Fighters has released the report Voice Radio Communications Guide for the Fire Service External Web Site Policy this document in PDF 3.85 MB (77 pages) This report is designed to help fire service leaders and members understand new communication and radio system issues in order to remain informed players in the process.

Current Status, Knowledge Gaps, and Research Needs Pertaining to Firefighter Radio Communication Systems
The National Institute for Occupational Safety and Health (NIOSH) commissioned this study to identify and address specific deficiencies in firefighter radio communications and to identify technologies that may address these deficiencies. Specifically to be addressed were current and emerging technologies that improve, or hold promise to improve, firefighter radio communications and provide firefighter location in structures.

The National Institute of Standards and Technology, Building and Fire Research Laboratory publication “Testing of Portable Radios in a Fire Fighting EnvironmentExternal Web Site Policy this document in PDF 265 KB (24 pages)
focuses on the thermal environment that radios would be expected to withstand while being used in structural fire fighting operations. Current NFPA standards for radios are reviewed and recommendations for establishing performance standards are presented. The need for providing additional protection from the thermal environment is documented.

NIOSH Findings Reported on Bridgeport (CT) Double LODD Fire; Failed to Respond to Maydays

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2 Bridgeport firefighters die in line of duty: wtnh.com

Fire vented through the roof. Note: NIOSH investigators believe this photo shows conditions very close to the time that the Mayday was called for Victim #2 by FF4. Wind was pushing the smoke plume from right to left. (Photo courtesy of Keith Muratori.)

Bridgeport (CT) fire officials’ failure on nearly ever level led to the line-of-duty deaths of two firefighters battling a fire in a residential occupancy in Bridgeport, CT on July 24, 2010. 

Among the findings of the National Institute for Occupational Safety and Health (NIOSH) released Wednesday:

  • the deputy fire chief and his assistant at the scene of the Elmwood Street fire were having a discussion about whether they heard a mayday call from the two fallen firefighters instead of taking immediate action to rescue them.
  • The report also stated firefighters failed to immediately treat one of the firefighters who managed to make it to relative safety before collapsing.
  • Officials also did not properly managed firefighters’ air supplies — both firefighter’s air cylinders were empty when they were found, the report stated.
  • The department’s incident safety officer, who is required to be on scene for assistance in a fire also did not arrive more than 20 minutes after the initial dispatch.

Lt. Steven Velasquez and Firefighter Michel Baik were on the third-floor of the wood-frame home at 41 Elmwood Ave. checking for hot spots and making sure there were no people in the smoldering blaze. Then trouble hit. The two sent mayday signals back to dispatch. Within minutes, the fire department’s rapid intervention team found the pair on the floor, unconscious, and gave them CPR. The two men could not be revived.

Full NIOSH Report F2010- 18 FINAL CT F2010-18

NIOSH Executive Summary

On July 24, 2010, a 40-year-old male career fire lieutenant and a 49-year-old male career fire fighter were found unresponsive at a residential structure fire. The victims and two additional crew members were tasked with conducting a primary search for civilians and fire extension on the 3rd floor of a multifamily residential structure. The fire had been extinguished on the 2nd floor upon their entry into the structure.

While pulling walls and the ceiling on the 3rd floor, smoke and heat conditions changed rapidly. The first firefighter transmitted a Mayday (audibly under duress) that was not acknowledged or acted upon. Minutes later the incident commander ordered an evacuation of the 3rd floor. As a fire fighter exited the 3rd floor, the lieutenant was discovered unconscious and not breathing, sitting on the stairs to the 3rd floor.

Approximately 7 minutes later, the second firefighter  was discovered on the 3rd floor in thick, black smoke conditions. Both victims were removed by the rapid intervention team (RIT) and other fire fighters who assisted them. Both victims were pronounced dead at local hospitals.

Contributing Factors

  • Failure to effectively monitor and respond to Mayday transmissions
  • Less than effective Mayday procedures and training
  • Inadequate air management
  • Removal and/or dislodgement of self-contained breathing apparatus (SCBA) facepiece
  • Incident safety officer (ISO) and rapid intervention team (RIT) not readily available on scene
  • Possible underlying medical condition(s) (coronary artery disease)
  • Command, control, and accountability.

Aerial View of House and Exposures

 
 

Key Recommendations

  • Ensure that radio transmissions are effectively monitored and quickly acted upon, especially when a Mayday is called
  • Ensure that Mayday training program(s) and department procedures adequately prepare fire fighters to call a Mayday
  • Train fire fighters in air management techniques to ensure they receive the maximum benefit from their SCBA
  • Ensure that fire fighters use their SCBA during all stages of a fire and are trained in SCBA emergency procedures
  • Ensure that a separate incident safety officer (ISO), independent from the incident commander, is appointed at each structure fire with the initial dispatch
  • Ensure that a rapid intervention team (RIT) is readily available and prepared to respond to fire fighter emergencies
  • Consider adopting a comprehensive wellness and fitness program, provide annual medical evaluations consistent with NFPA standards, and perform annual physical performance (physical ability) evaluations for all fire fighters.

Timeline

This timeline is provided to set out, to the extent possible, the sequence of events according to recorded and intelligible radio transmissions. Two channels were used during this incident: the main dispatch channel and channel 2 (fireground). Times are approximate and were obtained from review of the dispatch records, witness interviews, photographs of the scene, and other available information. Times have been rounded to the nearest minute. NIOSH investigators have attempted to include all intelligible radio transmissions, but some may be missing. This timeline is not intended, nor should it be used, as a formal record of events.

  • 1544 Hours E3 and L5 dispatched to a report of an elevator rescue.
  • 1546 Hours While en route, E3 contacted the dispatcher on the main dispatch channel and advised them they needed to redirect all companies to a possible house fire.
  • 1547 Hours L5 copied E3‘s transmission on the main dispatch channel and redirected to the possible house fire. E3 advised the dispatcher, on the main dispatch channel, that they had a fire on the 2nd floor and that they did not have a hydrant. Note: It is unclear whether E3 established command, but L5 arrived just after E3 and established command.
  • 1548 Hours E3, E4, E1, E7 as RIT, L11, L5, R5, and B1 were dispatched on the main dispatch channel to the house fire.
  • 1549 Hours L5 arrived on scene and their officer stated over the main dispatch channel, ―2½-story wood frame with heavy fire coming from the 2nd floor, Alpha/Bravo side, L5 is now command.‖
  • 1550 Hours E7 en route.
  • 1551-1552 Hours E4 arrived on scene and laid a supply line in from the hydrant. Over the main dispatch channel, L5 officer (initial arriving IC) advised the dispatcher that the bulk of the fire was knocked down by E3 and the primary search was in progress. Over the main dispatch channel, the dispatcher advised L11 and E7 which way they should approach the scene. Over the main dispatch channel, L5 officer requested an ambulance for an injured fire fighter (ankle injury). Over the main dispatch channel, B1 advised the dispatcher that he was on scene, and he confirmed the first report of heavy fire with the bulk of the fire knocked down. B1 then took command of the incident.
  • 1553 Hours L11 arrived on scene. E1 took an additional hydrant. A7116 dispatched to the incident for an injured fire fighter. Note: Dispatch of A7116 was not part of the initial fire assignment. The 9-1-1 center contacted the EMS dispatch center via landline to request an ambulance for the injured fire fighter on scene after the request from the L5 officer.
  • 1554 Hours Over the main dispatch channel, the BA advised the dispatcher that the command post would be in front of the fire building and tag collection would be at the command post. On channel 2, E4 officer asked E3 to charge the second hoseline. E7 (RIT) arrived on scene.
  • 1555 Hours On channel 2, E4 officer asked E3 again to charge the second hoseline. Over the main dispatch channel, the IC requested the dispatcher to have the safety officer respond to the incident. IC checked on the status of the ambulance. Fire dispatch advised the IC that the ambulance was en route.
  • 1556 Hours E3 advised the IC (on the main dispatch channel) that he needed hooks on the 2nd floor in the room of origin; the IC acknowledged the request. Over the main dispatch channel, IC advised all companies, ―Channel 2 fireground, channel 2 fireground.‖ Note: Up to this point, companies on scene were operating on the main dispatch and channel 2. Fire dispatch assigned fireground operations to channel 2 for the incident.
  • 1557-1558 Hours IC called L11 on channel 2. IC (on the main dispatch channel) confirmed with the dispatcher who was RIT (which was E7) on scene and advised them that their equipment was available at the command post. Victim#1 acknowledged the IC‘s request for L11 on channel 2, but the IC did not respond. E3 officer, who incorrectly identified himself as ―E4,‖ called command on channel 2 and stated they had a slight extension into the A/B corner. Note: He was working overtime the day of the incident at the station that houses E3 and E4, which is also his normal duty station. The IC copied the E3 officer‘s transmission on channel 2 and asked him if he had enough hooks available; the E3 officer stated he did. A7116 arrived on scene.
  • 1559 Hours E3 officer on channel 2 advised the IC that they needed a hoseline to the 3rd floor because they could not reach it (fire extension) from the 2nd floor. The IC acknowledged the E3 officer‘s transmission on channel 2. The IC, on channel 2, advised Victim #1 that E1 was bringing a hoseline to the 3rd floor. Victim #1 acknowledged the IC‘s transmission on channel 2 and advised, ―A primary is in progress, which is negative; and, they are still checking for extension.‖ The IC acknowledged Victim #1‘s transmission.
  • 1600 Hours Over the main dispatch channel, the ISO advised the dispatcher that he was responding (from home). A7116 contacted EMS dispatch requesting a single ambulance to standby at the incident per the IC. A7110 dispatched and en route to fire to standby. On channel 2, the IC (at the command post) advised the E4 officer that he could see fire extending up the A/B corner. Note: NIOSH investigators were not sure if this transmission was meant for the E4 officer or the officer from E3 who identified himself as E4. At 1559 hours, the E3 officer advised the IC of the extension to the 3rd floor. On channel 2, the E4 officer advised the IC that he was working on getting a line up to the 3rd floor.
  • 1601 Hours Over the main dispatch channel, the dispatcher advised the IC that the ISO and DC were responding. On channel 2, the L5 officer contacted ―L5-Alpha‖ (believed to be L5‘s aerial ladder) to assist in the bucket; L5-Alpha acknowledged the transmission.
  • 1602-1603 Hours On channel 2, the IC contacted the L5 officer to verify whether he thought he could make the roof with L5. On channel 2, the L5 officer stated that he was sending the driver down to talk to him. R5 officer advised the IC on channel 2 that the primary was negative on the 2nd floor. E4 attempted to contact L5 on channel 2, but was walked-on by R5-Alpha attempting to contact the R5 officer twice. E3 officer advised L5 on channel 2 that they needed to overhaul the porch on the 2nd floor, but he did not think L5 could get to it. L5 officer acknowledged E3 engineer‘s transmission on channel 2.
  • 1604 Hours DC en route to the incident. Over channel 2, R5 called the IC three times (no response). Over channel 2, the E4 officer called the E3 pump operator twice to shut the fog nozzle hoseline down; the E3 pump operator acknowledged. Victim #1 called the IC twice on channel 2 (no response).
  • 1605 Hours Over the main dispatch channel, the IC requested another RIT from the dispatcher. On channel 2, R5-Alpha advised the R5 officer that the primary above the fire floor (2nd floor) was complete. On channel 2, the R5 officer attempted to contact the IC (no response). E4 officer advised the E3 pump operator to recharge the fog nozzle hoseline; the E3 pump operator acknowledged.
  • 1606-1607 Hours A7110 arrived on scene. E12 dispatched and responded as the RIT. Note: At 1604 hours, E12 was en route to the elevator rescue. On channel 2, the IC advised Victim #1 that he was getting a second hoseline to the 3rd floor for him. The IC asked Victim #1, ―What‘s the situation up there?‖ Victim #1 stated, ―We got the line in place, it‘s charged, we have extension into the attic space…‖ The IC then asked for Victim #1 to verify ―if‖ he already had a line in place, but there was no response. A member of E4 advised the IC that they had, ―…line in operation on the number three floor.‖ A7116 en route to hospital with injured fire fighter.
  • 1608 Hours R5 contacted the IC on channel 2 and advised him that they had one line in operation and he recommended that the roof be opened. Note: A Vibralert® could be heard alarming during his transmission. IC advised R5 that they were preparing ground ladders to access the roof.
  • On channel 2, the L5 officer stated that he was sending the driver down to talk to him. R5 officer advised the IC on channel 2 that the primary was negative on the 2nd floor. E4 attempted to contact L5 on channel 2, but was walked-on by R5-Alpha attempting to contact the R5 officer twice. E3 officer advised L5 on channel 2 that they needed to overhaul the porch on the 2nd floor, but he did not think L5 could get to it. L5 officer acknowledged E3 engineer‘s transmission on channel 2.
  • 1604 Hours DC en route to the incident. Over channel 2, R5 called the IC three times (no response). Over channel 2, the E4 officer called the E3 pump operator twice to shut the fog nozzle hoseline down; the E3 pump operator acknowledged. Victim #1 called the IC twice on channel 2 (no response).
  • 1605 Hours Over the main dispatch channel, the IC requested another RIT from the dispatcher. On channel 2, R5-Alpha advised the R5 officer that the primary above the fire floor (2nd floor) was complete. On channel 2, the R5 officer attempted to contact the IC (no response). E4 officer advised the E3 pump operator to recharge the fog nozzle hoseline; the E3 pump operator acknowledged.
  • 1606-1607 Hours A7110 arrived on scene. E12 dispatched and responded as the RIT. Note: At 1604 hours, E12 was en route to the elevator rescue. On channel 2, the IC advised Victim #1 that he was getting a second hoseline to the 3rd floor for him. The IC asked Victim #1, ―What‘s the situation up there?‖ Victim #1 stated, ―We got the line in place, it‘s charged, we have extension into the attic space…‖ The IC then asked for Victim #1 to verify ―if‖ he already had a line in place, but there was no response. A member of E4 advised the IC that they had, line in operation on the number three floor.‖ A7116 en route to hospital with injured fire fighter.
  • 1608 Hours R5 contacted the IC on channel 2 and advised him that they had one line in operation and he recommended that the roof be opened. Note: A Vibralert® could be heard alarming during his transmission. IC advised R5 that they were preparing ground ladders to access the roof.
  • The IC called the L11 officer (Victim #1) on channel 2 (no response).
  • 1615 Hours On channel 2, the IC stated, ―Command to all companies on the 3rd floor, vacate the 3rd floor; I repeat, command to L11 and E1, vacate the 3rd floor.‖
  • 1616-1619 Hours (2nd Mayday Call) The IC attempted to contact L11 again on channel 2 (no response). The IC, on channel 2, then stated, ―Command to E1.‖ (1616.50 hours) On channel 2, FF2 stated, ―Mayday, Mayday…Rescue 5 Bravo command we have a downed fire fighter rear steps. Mayday-Mayday-Mayday fire fighter down rear steps, 2nd floor.‖ IC called L11 again on channel 2 (no response). FF4 on channel 2 stated, ―Ladder 11 irons to Ladder 11‖ (no response). Note: An apparatus air horn is heard sounding in the background of this transmission. FF2 on channel 2 stated, ―Rescue 5 Bravo command, Rescue 5 Bravo command we need help 2nd floor, send the RIT, we need fresh bodies.‖ Note: No audio transmissions or emergency tones are heard on channel 2 or the main dispatch channel advising that the Mayday call had been acknowledged. DC contacted the IC on channel 2 to have him send the RIT to the rear stairs; the IC acknowledged. Note: The RIT may have already been advancing up the rear stairs, but they ran into difficulty accessing the 2nd floor landing off the rear stairs because a charged hoseline was against the closed door. Dispatch attempted to contact command on channel 2 (no response). The IC called L11 again on channel 2 (no response). The DC contacted the IC requesting the ambulance on scene to come to the rear of the house. Victim #1 was extricated out the rear of the house.
  • 1620 Hours A7110 began medical care for the downed fire fighter (Victim #1). Over the main dispatch channel, the BA requested an advanced life support ambulance to the fire scene. A7126 was dispatched to intercept A7110 at the fire scene to provide advanced life support. (~1620.35 Hours) The following transmission is heard on channel 2, ―…Ladder 11 ‗mayday‘ (very quick transmission)…Ladder 11 (unintelligible word(s)).‖ Note: The dispatch caller ID for this radio is designated as “L-11 FF3,” which was assigned to the fire fighter (designated as FF4 for this report) who later finds Victim #2 (see below 1624 hours). FF4 had not found Victim #2 at the time of this transmission. On channel 2, FF4 stated, ―Ladder 11 irons to Ladder 11 can‖ (no response). Note: “Ladder 11 can” was Victim #2’s designation that shift.
  • 1621 Hours A7126 en route to fire scene.
  • 1622 Hours On channel 2, the ISO advised the IC that the fire fighter (Victim #1) was removed and they needed to do a roll call for everyone on scene. On channel 2, the IC advised all company officers that the ―incident is taking a PAR‖ (personnel accountability report). Officers began calling in their respective PARs.
  • 1624 Hours (3rd and 4th Mayday Calls) FF4 on channel 2 stated, ―Mayday-Mayday, I have a fire fighter trapped on the 3rd floor, Mayday-Mayday-Mayday 3rd floor.‖ Note: This Mayday is for Victim #2. A PASS device is heard alarming during FF4‘s transmission. On channel 2, the IC stated, ―This is command to all companies, vacate the building, I report, command to all companies, vacate the building.‖ FF4 on channel 2 stated again, ―Mayday-Mayday-Mayday, I‘ve got another fire fighter down, another one, 3rd floor, hurry!‖
  • 1625 Hours Over channel 2, the dispatcher stated, ―For a Mayday,‖ and activated the emergency evacuation tones. Note: It is unknown why the evacuation tones were sounded instead of the Mayday tones. Their evacuation tone is an alternating, high-low sound, similar to a European siren. Their Mayday tone is a rapid, high to low pitch, chirping sound. This was dispatch’s first acknowledgement of a Mayday over the radio. No further radio traffic regarding the Mayday was provided by the dispatcher following the tone activation on channel 2. Over the main dispatch channel, the dispatcher stated, ―For a Mayday,‖ and activated the emergency evacuation tones as well. No further radio traffic regarding the Mayday was provided by the dispatcher following the tone activation on the main dispatch channel.
  • 1626 Hours The IC contacted the DC on channel 2. DC acknowledged with no further traffic from the IC. The IC on channel 2 again advised all companies to vacate the building. The dispatcher then activated the emergency tones on channel 2 and the main dispatch channel, and stated, ―All companies per command vacate the building, all companies vacate the building.‖
  • 1627 Hours The ISO contacted the IC on channel 2 and stated, ―We need to make contact with that Mayday, we need more information, we have not heard from them since the initial call.‖ On channel 2, the IC stated, ―Command to company declaring a Mayday; I repeat, command to the company declaring a Mayday sound off, sound off.‖ A fire fighter from the RIT advised the IC on channel 2 that they were moving the fire fighter off the 3rd floor. On channel 2, the dispatcher advised the IC that the Mayday call was for the 3rd floor. A7126 arrived at the fire scene.
  • 1628 Hours RIT advised the IC that they have the fire fighter (Victim #2) on the 3rd floor and will be bringing him down the rear stairs from the 3rd floor.
  • 1630 Hours A7110 en route to the hospital with Victim #1 without assistance from A7126.
  • 1632 Hours ISO asked for a progress report from the RIT on the Mayday. RIT replied, ―Coming down…3rd floor.‖ ISO asked RIT to repeat their traffic. A radio was keyed, but there was no transmission.
  • 1634 Hours RIT personnel advised the IC that they had the fire fighter (Victim #2) down to the 2nd floor landing.
  • 1640 Hours A7110 arrived at local hospital with Victim #1.
  • 1643 Hours A7126 began medical care on second downed fire fighter (Victim #2). Note: This time was taken from Victim #2’s patient care report and may not be accurate.
  • 1703 Hours A7126 arrived at local hospital with Victim #2.

 

Fire Behavior

The room and contents fire was determined to have originated in a bedroom on the 2nd floor, A/B corner; it was quickly knocked down by E3 (see Photo 2). It is believed that the fire got into the eves when it was lapping out the A/B corner windows, and then spread within the large void spaces in the ceiling and walls of the 3rd floor. The fire was situated toward the A/B corner of the 3rd floor, but the open void areas allowed smoke to accumulate within the ceilings and walls before they were opened.

Operating on the 3rd floor at varying times were members from L5, R5, L11, E4, and E7. Initially, light-to-moderate smoke conditions were observed on the 3rd floor, depending on how close fire fighters were to the A-side of the 3rd floor. Fire fighters recalled the 3rd floor being very hot. TICs used by different individuals on the 3rd floor showed the room to be hot on the A-side and ceiling. Windows on the A-, B-, and D-sides were opened, allowing most of the smoke to self ventilate. Light smoke remained within the 3rd floor, with good visibility.

Extension was checked around A- and B-side baseboards. Some fire fighters recall Victim #1 telling them the fire was in the ceiling and possibly the walls, and to not open those areas until a hoseline was in place. Even after providing horizontal ventilation on the 3rd floor, smoke conditions worsened, banking down to fire fighters‘ chin levels and becoming denser.

While waiting for the hoseline, L5 members were reassigned by the IC to ventilate the roof to provide additional relief to the 3rd floor. The IC reported to NIOSH investigators that he ordered the roof vented because he saw smoke pushing out the B-side windows. Personnel from E4 advanced the charged hoseline to the 3rd floor, allowing the ceilings and walls to be opened. A mixture of thick, brown/black smoke quickly filled the room, reducing visibility.

  

Initial conditions observed when the BC arrived on scene at approximately 1551 hours. Note: Fire was under control on the 2nd floor and fire fighters were checking for extension. White-to-gray smoke can be seen flowing in the direction of right to left from the gables. The A-side window on the 3rd floor had been opened for ventilation (unsure at what stage of the fire or by whom).

  

  

Structure

Built in the early 1900s, the two-and-half-story house (see Photo 1) was purchased approximately 4 years prior to the incident as a multifamily rental occupancy. One family lived in the 1st floor apartment (approx. 1,300 sq. ft.); a second family lived in the 2nd floor apartment (approx. 1,300 sq. ft.) and the owner occupied the finished half-story or attic space (approx. 700 sq. ft.).  The house also contained an unfinished basement (approx. 1,300 sq. ft.).

The common front entrance contained access to the 1st floor apartment and a private stairwell, located at the A/D corner of the house, which provided access to the 2nd floor apartment. The house also had a single rear-entry door that provided access to a stairwell that led up to the owner‘s apartment and had landings to access all the apartments from the rear. According to the owner of the house, smoke detectors were installed within the house about a year prior to the incident. These smoke detectors were installed in every bedroom, in each hallway, and in the stairwells.

The house did not have an installed sprinkler system and had been inspected in accordance with Department of Housing and Urban Development Section 8a guidelines, according to the homeowner. The house was Type V wood frame construction, but, during the initial stages of the fire, was presumed by arriving fire fighters to be balloon-framed due to the era when it was constructed. State fire investigators were able to confirm Type V construction after closer inspection.

The Office of the State Fire Marshal‘s building code compliance inspection showed that the house did not meet certain Connecticut Fire Safety Code requirements for this type of structure. NIOSH investigators do not believe that these non-compliance issues contributed to the deaths of the two fire fighters.

  

Typical Ballon Framing Construction

 

 LINKS

 

2 Bridgeport firefighters die in line of duty: wtnh.com

NIOSH LODD Report Issued: Fire Department faulted in firefighter deaths

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NIOSH Released its report (F2010-18) on the July 24, 2010 house fire that resulted in the two fire fighter LODDs. Bridgeport fire officials’ failure on nearly every level led to the deaths of two firefighters battling a West Side blaze last July, the NIOSH report has concluded.

Among the findings of the National Institute for Occupational Safety and Health report released Wednesday:

  • The deputy fire chief and his assistant at the scene of the Elmwood Street fire had a discussion about whether they heard a mayday call from the two fallen firefighters instead of taking immediate action to rescue them.
  • There was no rapid intervention team readily available to come to the firefighters’ aid.
  • The report stated firefighters failed to immediately treat one of the firefighters who managed to make it to relative safety before collapsing.
  • Officials also did not properly manage firefighters’ air supplies — both firefighters’ air cylinders were empty when they were found, the report stated.
  • The department’s incident safety officer, who is required to be on scene for assistance in a fire, also did not arrive until more than 20 minutes after the initial dispatch.

According to the NIOSH report, the 40-year-old Velasquez and the 49-year-old Baik, along with two other firefighters, had been assigned to conduct a search for victims and hot spots on the third floor of the multi-family house. The fire already had been extinguished on the second floor.

While the two were pulling the walls and ceiling on the third floor, the fire suddenly reignited. Velasquez transmitted a mayday that was not acknowledged or acted on, the report states. Minutes later, the incident commander ordered an evacuation of the third floor. As a firefighter exited the third floor he discovered Velasquez sitting on the stairs unconscious and not breathing. Baik was found about seven minutes later on the third floor in heavy smoke conditions.

The investigation of this fatal fire by CT State Fire Marshal’s Office remains ongoing.

The NIOSH report details will be published following a more detailed review of the findings and recommendations.

Fire/EMS Safety, Health and Survival Week 2011: Day Five: Near-Misses, Maydays and Floor Collapses

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Do you know what's underneath you as you're making entry?

During the last quarter of 2010 and leading well into the second quarter of 2011 there has been a significant emerging trend developing in basement fires, compromised floor systems and assemblies leading to collapse and numerous near-miss events, close calls and unfortunatly, line of duty deaths during fire operations.

If you’ve been paying attention to the various news and on the job reports these past number of months, you may have noticed the increasing numbers of emerging trend evident in near miss, close-calls resulting in maydays, RIT deployments and self-rescue resulting from floor compromise and floor collapse. The double line of duty deaths of two San Francisco (CA) Fire fighers while operating in a Terraced (Hillside construction) residential occupancy while operating below the base level diaphragm (upper street level access). (HERE)

In December 2010,  I was doing some research and posting links related to the first one or two events on Buildingsonfire on Facebook, HERE, it became evident at the time that there was an immediate opportunity to get some learning’s and insights out. If you have a chance head over to Facebook and link into Buildingsonfire and check out the incident links posted as well as some immediate report links. (Demember 2010 time frame)

In a coincidential posting on July 28, 2010, I posted on CommandSafety.com an interesting incident that I came across while preparing for a new post related to a near-miss event that occured in which a Camp Taylor (KY) firefighter survived a floor collapse that momentarily trapped him proximal to the seat of a working basement fire. Camp Taylor (FD) Captain Michael Long sustained second and third degree leg burns after falling through the floor of the burning home and subsequently being rescue by other fire department personnel after calling a mayday.

This event has all the ingrediants the the 2011 Safety Week focus on Surviving the Fire Ground and managing the Mayday. Little did I know that later, in February 2011, while participating in the National FireFighter Near-Miss Reporting System Stakeholders meeting in California, would I have the chance to hear Captain Long’s story first hand, and then also have the opportunity to have him as a guest, sharing his story live on the Taking it to the Streets Radio program in February. (HERE)

Camp Taylor (FD) Captain Michael Long’s near-miss and story of survival resonates with this year’s theme of  Surviving the Fire Ground- Firefighter, Fire Officer and Command Preparedness and Managing the Mayday and provides an opportunity to focus on the event in this, Day Five of the 2011 Fire/EMS Safety, Health and Surival Week activities. The details of Captain Long’s story can be found on the National FireFighter Near Miss Reporting System web site (HERE) as well as in the June 2011 issue of Fire Engineering Magazine titled, Floor Collapse: A Survivors Story. Let me state upfront also the Captain Michael Long will be presenting the accounts of his near miss event and the lessons-learned at IAFC Fire-Rescue International Conference in Atlanta in August (HERE).

 On July 25, 2010, Captain Michael Long of the Camp Taylor (Ky.) Fire Protection District fell through the floor of a house during a four-alarm fire and suffered severe burn injuries. On Aug. 30, 2010, Capt. Long submitted a near-miss report based on this event. The National Fire Fighter Near-Miss Reporting System is an anonymous and confidential reporting system; however, Capt. Long wanted to have his name associated with this report so that others would understand the value of sharing near-miss events. What follows is an excerpt from his report and excerpts from a recent phone interview. To read his full report, including an extensive lessons learned section, search by report number for report #10-1072 on the Search Reports page of www.firefighternearmiss.com.

  

Near Miss Report Event #2010-1072

  

 “I made sure my crew was ready to enter, sounded the floor for stability and then crossedover the threshold, entering the structure. When I was approximately 5 feet inside the structure, I felt the floor start to give way. I turned toward the front door to try to bail out, and at the same time yelled at others to get out, when the floor system collapsed. This was no ordinary collapse. More than two-thirds of the first floor collapsed simultaneously. The living room, dining room, kitchen, bathroom and foyer all fell at once. “When the collapse happened, I was the only one who fell into the basement, right into the heart of the fire. All I could see around me were flames.

I could not see the hole that I had fallen through. I could not see my fellow firefighters above me. All I could see was fire. I began to try to find something to use to climb back up with. Since I did not know what type of collapse had occurred, I just started clawing away at anything as I was trying to climb. During this time, my legs were burning.

Fire was burning up between my boots and my bunker pants. The pain was intense. My deputy chief was trying to put a line on me for protection, but the fire was extremely intense. He was lying on the porch with fire shooting out over his head. He stated he could occasionally see the top of my helmet and the reflective stripes on my coat sleeves.

By a bit of luck, a roof ladder was laying in the front yard that had just been taken off the roof after the completion of a ventilation operation.

My deputy chief directed the crew to put the ladder into the hole for my escape. “By this time, I was burned on my legs and struggling with exhaustion and the intense heat. I was screaming both from pain and due to fear. I could hear screaming coming from above, butwas unable to make out the majority of it. I finally heard the word “ladder” and then felt something across my back. Once they got the ladder into the basement, I had to get around to it. I still could not see anything but fire, so this was all by feel. As I started up the ladder, I got two rungs up, reached for the third rung, and lost my grip and fell back into the basement landing on my back. I was so exhausted that I started making my peace with God that this was where I was going to die.

For the full excerpt from Captain Long’s near miss report go to the NFF Near Miss Reporting Site and Resource Link, HERE

  

Captain Long

Incident Lessons Learned from Captain Long:

  • Train as if it is real. Train, train, train, and then train some more. Take advantage of every opportunity to train. The better we are trained, the less our chance of injury. The training must be physically and mentally. Crews must focus on more hands-on scenario-based training that allows for problem solving. If crews are taught that the outcome to every scenario is static, they are not being encouraged to think. Every run is different; no single solution applies to every situation. Adaptations or decisions that are not in step with changing conditions can actually be disadvantageous. We must make the right decisions based on the correct interpretation of the environment and blend those observations with our knowledge, skills, and abilities to map a course of action that will lead us to a successful outcome. Read reality and come up with the best possible plan. In my situation, quick thinking and adapting to the problem that presented itself saved my life.
  • Mutual-aid training is a must. We must train more with our neighboring departments to improve operations. It is occasionally difficult to work in situations where you do not really know with whom you will be working or where the command structure and tactics differ from those of your department. We all learn from the same book; however, the interpretations and tactics differ from person to person and department to department. I am not saying anyone is right or wrong in the way they do things—we all just need to do a better job of understanding that there is more than one way to get the job done.
    We cannot know exactly how everyone on an emergency scene will perform because each person has a different interpretation of his surroundings and role in the system. Standard operating guidelines (SOGs) can assist in this area, but SOGs rely on perceptions and interpretations by individuals to be implemented as intended. Accidents often happen because everyone has a unique perspective on the environment, and each makes different decisions based on their perception.
    We must perceive the environment correctly to ensure we make the right move. If these actions are not communicated and coordinated in the intricate system that is the fireground, accidents will be the inevitable and regrettable results. Training and frequent reviewing of SOGs are vital to our safety.
  • Risk assessment. Sounding the floor prior to entry is not always a good indicator of the floor’s stability. Less than two minutes before I made entry, there were three other firefighters, at least the same weight as I, in the same area where the collapse occurred. Everything changed in a very short time. There was no warning. Adkins told me at the hospital that all he heard was a “whoosh” sound when the floor collapsed. Then I disappeared. Within two minutes, the floor assembly went from being able to sustain a live load of at least 900 pounds in that area (accounting for gear, equipment, SCBA, and so on) to collapsing with about a 300-pound load, and I was close to a load-bearing wall. A good way to evaluate risk vs. gain is to get the most accurate report on burn time as possible to help determine structural integrity.
  • Rapid intervention. RIT is a critical fireground benchmark and is very important for safety, but it would have been ineffective in this situation. Had my crew not reacted the way they did immediately, I would not have been able to last long enough to wait for the RIT. In the time it would have taken for the RIT to gear up, come up with a plan, and enter, I would have died. The stars aligned in my favor that night. The person calling the Mayday or a nearby crew often mitigates personnel emergencies. My crew was able to act decisively at the correct time, and I am alive because of it. It is important to remember that a large percentage of Maydays are mitigated by the crew to which the lost firefighter is assigned or a nearby crew. RIT deployments account for a small number of rescues; we must always be alert and ready for the “incident within the incident.”
  • Manage your emotional response. From a personal standpoint, you must rely on your training and try not to panic. Know your equipment and procedures well. I did panic, but I was still able to keep myself together enough to know not to leave the area since I had been told that the stairs had burned away. Keeping my SCBA on, resisting the emotional reaction to remove my mask because of claustrophobia, was a huge factor in my survival. If I had tried to find another way out, my crew could not have gotten to me with the ladder. Had I removed my mask, the story would have ended quite differently. When I teach, I try to train as if it is the real thing. Never take a run for granted. Always expect the worst; you will be better prepared to deal with the unexpected.
    If we continually study accident reports and learn from them, the likelihood of being surprised will be diminished. Peter Leschak writes in Ghosts of the Fireground: ”In fire and other emergency operations, you must not only tolerate uncertainty; you must savor it, or you won’t last long. The most efficient preparation is a general mental, physical, and professional readiness nurtured over years of training and experience. You live to live. Preparing is itself an activity, and action is preparation.”
  • Talk about it. Critical incident stress debriefing (CISD) is important for ensuring that personnel from all departments on scene are taken care of emotionally. CISD needs to extend beyond just one or two briefings. Personnel involved in a highly emotional event must be given the opportunity to speak to a trained CISD team member early and be given as much time as is needed to work through their issue. Some firefighters have a macho attitude and try to deal with their emotions on their own, or maybe they don’t deal with them at all. Others self-medicate with alcohol or, worse, these difficult emotional events are allowed to fester with no relief. People should be accepting of those who deal with issues up front and tell their stories. Telling these stories makes us better and helps to keep us safe. This reduces the possibility of “snapping” because you have too much pent-up emotion.
    My fellow firefighters are still affected by this event, even those who were not there. Department personnel must be open-minded and receptive to the fact that emotional events will affect your performance and your personal life and that it is acceptable to be open and deal with them. When difficult emotional situations present themselves, members should attempt to deal with them as soon as possible.
  • Know what is possible and what is not. Know the experience level of your crew. Going into a bad situation with a crew that may not have exposure to a lot of different situations or that you aren’t that familiar with could make operations more difficult. I had everything from a 30-year veteran to a one-year recruit, so the experience level was all across the board. I knew that the situation we were going into was getting worse and required quick action, so I took the lead to ensure that the operation would be completed as quickly as possible. I knew my deputy chief would be watching us to ensure things were proceeding safely. I knew my crew could get the job done; however, this was an operation that is not often practiced and I wanted to make sure it was done correctly. I will not send my crew into an area that I am not comfortable going into. The more you train and the more people you can train with, the better you will understand your capabilities.

 Listen or download the special interview I had with Captain Mike Long as well as

Taking it to the Streets Radio Program and Interview with Capt. Long

 

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 

Taking it to the Streets: Near Miss Reporting and One Captain’s Close Call

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The progam was taped from the Live Broadcast on March 16th at 9pm EST

Taking it to the Streets: Near Miss Reporting and One Captain’s Close Call

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

The direct show link is here

The line-up of Program guests included, Lt. Steve Mormino, FDNY (ret), Captain CJ Haberkorn Denver (CO) Fire Department and Special Guest Captain Michael Long, Camp Taylor (KY) Fire Protection District.

Grab a cup of coffee and sit down for a special two part, two hour program with Taking it to the Streets on Firefighernetcast.com where we’ll be discussing the National Near-Miss Reporting System and the untapped resources that the program and system provides with Christopher Naum and this outstanding group of fire service leaders. The second part of the program will dedicated to the personal account of Captain Long’s Close Call event from July 25, 2010 (NMR #10-1072) when a catastrophic floor collapse at a residential occupancy plunged him into a fire involved basement.

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  

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 StreetsTM, is a Buildingsonfire.com Series and Firefighter Netcast.com Production, in affiliation with the Command Institute

 

National Fire Fighter Near Miss Reporting System’s Support for the 2011 Safety Week

Don’t forget to go to the National Firefighter Near Miss Reporting System for  number of exceptional training aids, resources, PPT and more. NFFNMRS, HERE

Here are some of the National Firefighter Near Miss Reporting System Produced 2011 Safety Week Products

 
File Title File Size File Description
  • Presentation: Preventing The Mayday
  • 176 KB A powerpoint presentation about situational awareness, planning, size-up, and defensive operations
  • Presentation: Being Ready for the Mayday
  • 176 KB A powerpoint presentation about personal safety equipment, communications, and accountability systems
  • Presentation: Fire Fighter Expectations of Command
  • 176 KB A powerpoint presentation about fire fighter expectations of command.
  • Presentation: Self-Survival Skills
  • 176 KB A powerpoint presentation about self survival skills at a mayday.
  • Presentation: Self-Survival Procedures
  • 176 KB A powerpoint presentation about self survival procedures.
  • Grouped Report: Preventing The Mayday
  • 176 KB A grouped report about situational awareness, planning, size-up, and defensive operations
  • Grouped Report: Self Survival Procedures
  • 176 KB A grouped report about self survival procedures
  • Grouped Report: Being Ready for the Mayday
  • 176 KB A grouped report about personal safety equipment, communications, and accountability systems

    In the meantime here are some links I pulled together that you should take the time to read and share with your companies, personnel and staff…..

    This seems like a good time to have a ten minute drill on these events as Operating Experience (OE) on floor systems and operational safety, calling or commanding the mayday.

     Or take some time to visit the The IAFF Fire Ground Survival Program (FGS)site which has the most comprehensive survival-skills and mayday-prevention program currently available and is open to all members of the fire service. Incorporating federal regulations, proven incident-management best practices and survival techniques from leaders in the field, and real case studies from experienced fire fighters, FGS aims to educate all fire fighters to be prepared if the unfortunate happens.  (Day One: Are you ready, HERE)

    • For links to the IAFF Fire Ground Survival Program, HERE and HERE

    Self-Survival Procedures

    FGS Online Program Chapter 3
    To improve survivability in a Mayday situation, a fire fighter must know how to alert rescuers to his or her location and perform self-survival techniques. Through the study of fire fighter fatalities, NIOSH has identified specific actions fire fighters can take to help save themselves. Variations of this same NIOSH recommendation have appeared in numerous fire fighter fatality reports. These recommendations were used to create a self survival procedure that is easy to remember using a mnemonic (GRAB LIVES). Following these steps increases the likelihood of the rescuers finding and assisting the fire fighter to safety.
    When a fire captain died when trapped by partial roof collapse in a vacant house fire in Texas, NIOSH recommended in report number F2005-09 that trapped fire fighters should:

    • First, transmit a distress signal while they still have the capability and sufficient air.
    • Next, manually activate their PASS device. To conserve air while waiting to be rescued, try to stay calm and avoid unnecessary physical activity.
    • If not in immediate danger, remain in one place to help rescuers locate them.
    • Survey their surroundings to get their bearings and determine potential escape routes.
    • Stay in radio contact with the IC and other rescuers.
    • Attract attention by maximizing the sound of their PASS device (e.g., by pointing it in an open direction); pointing their flashlight toward the ceiling or moving it around; and using a tool to make tapping noises on the floor or wall. 

    Self-Survival Skills

    FGS Online Program Chapter 4

    Disentanglement Maneuvers

    Fires inside an enclosed structure create a mess for fire fighters operating on the floor. Fire fighters often encounter debris that has fallen off shelves, and ceiling and wall fixtures that have burned and are left hanging to the floor. These hazards, coupled with the mess a fire fighter creates when searching for victims in smoky environments, can create egress problems for a fire fighter.

    As fire burns draperies, blinds, lighting fixtures, computer wiring, and HVAC ducting, the possibility of encountering an entanglement hazard increases. The overhead ducting of the HVAC system contains wires that give the ducting its stability.

    If a fire breaches the ceiling and burns the ducting, the wires within the ducting fall to the floor. These wires can cause a dangerous entanglement hazard to fire fighters operating on the floor. Fire fighters must anticipate these hazards and have a plan to follow when egress is cut off.

    NIOSH Alert: Preventing Injuries and Deaths of Fire Fighters

    Fire Fighter Expectations of Command

    FGS Online Program Chapter 5
    A discussion of what command must communicate to the distressed fire fighter, dispatch, the RIT group supervisor and all others assigned to the incident to assure a successful rescue.

    Here are Some Mission Critical Reference Links for Operational Insights and Operating Experience (OE) to support Your Training and Operational Needs not only this week, but through the entire year.

     

    Here are some Safety Considerations related to Residential Occupancies (non-inclusive) for Operations at Basement Fires that will support fireground operational safety:

    • Conduct a thorough fire size-up and communicate the findings to all personnel on-scene before entering the building.
    • Conduct an assessment of the Building Profile ( building construction type, structural assembly systems and features and age) and assesss fire behavior and intensity levels.
    • Ensure an adequte Risk Assessement is conducted and that Risk versus Gain is determined
    • Maintain situational awareness throughout the tactical deployment of crews within the interior of the structure
    • Conduct a 360 degree perimeter assesement when feasible to determine access and egress points, fire location and travel and other mission critical operational perameters.
    • Incident commanders and company officers should be trained and experienced in structure fire size up to avoid putting fire fighters at unneeded risk of working above fire-damaged floors.
    • Do not enter a structure, room, or area when fire is suspected to be directly beneath the floor or area where fire fighters would be operating, or if the location of the fire is unknown.
    • Never assume structural safety of any floor (regardless of the construction) having a significant fire under it.
    • Conduct pre-incident planning inspections during the construction phase to identify the type of floor construction.
    • If pre-planning is not conducted, assume residential construction and small commercial buildings built since the early 1990s may contain engineered wood I-joists.
    • Report construction deficiencies noted during preplanning to local building code officials. For example, engineered wood floor joists should only be modified per manufacturer specifications—usually limited to cutting to length and removing pre–cut knockouts for utility access. Report damaged or cut chords or webs to building officials.
    • Develop, enforce, and follow standard operating procedures (SOPs) on how to size up and combat fires safely in buildings of all construction types. Rapid intervention teams (RIT) should include a portable ladder with their RIT equipment when deployed at basement fires.
    • Ensure Time Compression is considered: Ensure Command has the ability to monitor progress or elapsed incident time and adjusts strategic and tactical plans accordingly and in a time effective manner. 
    • Provide training on identifying signs of weakened floor systems (soft or spongy feel, heat transmitted through floor, downward bowing, etc.).
    • Make fire fighters aware that all floor types can fail with little or no warning.
    • Use a thermal imaging camera to help locate fires burning below or within floor systems, but recognize that the camera cannot be relied upon to assess the strength or safety of the floor. (Refer to the recent UL Test Data and Operational Safety Considerations ”Structural Stability of Engineered Lumber in Fire Conditions” available at http://www.uluniversity.us/ )
    • Fire fighters should be trained on the use of thermal imaging cameras, including limitations and difficulties in detecting fire burning below floor systems. (See reference to UL above)
    • Immediately evacuate and, if possible, use alternate exit routes when floor systems directly beneath the floor where fire fighters would be operating are weakened by fire.
    • Use defensive overhaul procedures after fire extinguishment in structures containing fire-damaged floor systems of all types.
    • Consider becoming active in the building code process and influence requirements for fire resistance of floor and ceiling systems to further fire fighter safety and health.
    • Ensure RIT personnel area staged and have complete a site assessment of the building and occupany upon thier arrival and set-up
    • Ensure that a rapid intervention team (RIT) is on the scene as part of the first alarm and in position to provide immediate assistance prior to crews entering a hazardous environment

    Here’s some screen shots from Buildingsonfire on Facebook. Go HERE or follow the link at the left column. Join the growing list of over 3900 fans with Buildingsonfire on Facebook and Buildingsonfire.com

    Chesapeake (VA) Auto Parts Store Roof Collapse Double LODD 1996

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    Roof Collapse Chesapeake VA 1996 Double LODD

    OVERVIEW

    Fifteen years ago, on March 18, 1996, two firefighters were killed in Chesapeake, Virginia when they became trapped by a rapidly spreading fire in an auto parts store and a pre-engineered wood truss roof assembly collapsed on them. The cause of the fire was an electrical short created when a power company truck working in the rear of the building drove away with its boom in an elevated position, accidentally pulling an electrical feed line from the main breaker panel at the rear of the store.

    Post-incident investigations indicate that the electrical fault may have sparked multiple points of fire origin throughout the roof structure of the building, due to improperly grounded wiring. At the time of the report issuance, this was exemplified as another incident illustrating the rapid failure of lightweight construction systems when key support components are involved in a fire. The report pointed out the importance of prefire planning and accurate size up by fire companies to determine the risk factors associated with a fire in this type of construction.

    Lessons regarding importance of initial company actions, constant re-evaluation of action plans, strong command and coordination of units on the fireground, and recognition of signs of impending structural failure were also reinforced.

    Fifteen years later, reading through any number of NIOSH, USFA or NFPA reports, similar issues, challenges and operational factors resonate and continue to shape and challenge today’s fire ground operations.

    It is without exception that the knowledge and insights being gained by the recent and past UL and NIST Research Studies coupled with the recommendations, from the NIOSH Fire Fighter Fatality Investigation and Prevention Program (HERE)

    Today’s fire ground is changing at a very rapid pace as it relates to the continued evolution, transition of engineered structural components and systems (ESS). Are you prepared, knowledgeable and understand that new strategic and tactical approaches are required?   

    One of the most significant actions initiated by the Chesapeake Fire Department was the implementation of a Truss Identification Program (TIP). Take a look at a past posting on CommandSafety.com where we published on an overview of truss and engineering component systems across the United States HERE. 

    City of Chesapeake (VA) Truss ID Program, HERE

     The following are excerpts and narrative from the USFA Technical Report Series TR-087 and NIOSH Report 96-17

     

    SUMMARY OF KEY ISSUES 

    Staffing : The first alarm response provided a small attack force with limited capabilities. The full response brought only 10 personnel. 

    Size-up : The first arriving company officer was not able to determine the location and extent of the hidden fire. 

    Pre-fire plan information: This complex required a pre-fire plan due to the complex arrangement, multiple occupancies, mixed construction, lack of fixed protection, limited access and difficult water supply problems. The first-due company did carry a pre-fire plan that showed the layout of the shopping center and the floor plan for the auto parts store, but the prefire plan was not referenced by the crew during the fire. 

    Delayed response: The first arriving company was on the scene alone for several minutes with only 3 personnel. The back-up companies had long response times. The lack of evidence of a working fire prompted the initial incident commander to return some of the responding units, resulting in even longer response times. 

    Water supply: The first-in company did not establish a water supply. This required the second engine company to be committed to this task. 

    Incident command: The battalion chief was faced with a complicated and rapidly changing situation. He was not able to effectively transfer command from the initial officer and direct the operations of widely separated units. 

    Operational risk management:The officers involved in the initial part of the operation had to make critical risk management decisions with limited information. 

    Accountability: Accountability for the personnel operating in the hazardous area was not established prior to the structural collapse. As the situation became critical, no one realized that a crew was still inside the building. 

    Rapid intervention crew:  Additional crews did not arrive in time to assist the crew that was in trouble inside the building. 

    Radio communications: The lack of a clear radio channel for fire ground communications caused serious problems with command and control of the incident, including the failure to maintain communications with the crew inside and the failure to hear their request for assistance. 

    Lightweight construction: The roof collapsed quickly and with very little warning. This should be anticipated with a lightweight wood truss roof assembly. This hazard was not recognized by the crews on the scene. 

    BUILDING DESCRIPTION - Construction and History 

    The fire occurred in a modern, lightweight construction building that was added to an existing strip mall in 1984. The older mall on exposure side four was separated from the fire building by a masonry fire wall and was constructed with masonry walls and a steel bar-joist roof structure. The exposures on side two consisted of additional stores that were similar in construction to the auto parts store. There were no exposures on sides one and three. 

    The auto parts store was constructed with two masonry exterior walls and two wood frame exterior walls, with a lightweight wood truss roof assembly. It was approximately 120 feet deep and 50 feet wide, providing about 6,000 square feet of open display and storage space. The roof assembly was a pre-engineered lightweight wood truss assembled from 2 x 6 top and bottom chords, with 2 x 4 web members held together with metal gusset plates. 

    • There were no interior bearing walls or supports for the roof structure. At one end, the trusses were supported by a wood plate that was bolted to a metal beam.
    • The other end rested on top of the concrete block wall. Each truss was separated by 24 inches and they were covered with 1/2 inch CDX plywood sheathing under a two-ply rubber membrane.
    • A drywall ceiling was attached to the underside of the trusses, creating a truss void space (truss loft) 24 to 36 inches above the ceiling.
    • A sheet rock divider was located in the middle of the truss void as a draft stop. The roof had a slight pitch.
    • Three air handling units were on the roof of the building, with an estimated combined weight of 3,000 pounds. It is not known when these units were installed and they may have represented an unanticipated dead load on the roof assembly.
    • There was no indication that the trusses had been reinforced to support the extra weight of these units.
    • The original truss roof structure collapsed during the construction of the building, injuring three workers.
    • Most of the trusses were damaged and had to be replaced at the time. The fire building was occupied by Advance Auto Parts, a chain distributor of automobile part and lubricants. The store was designed with an open retail area containing display racks for goods.
    • A long counter ran from front to back behind which was shelving for additional auto parts. Waste oil and batteries were kept in a rear storage area separated from the front of the store by a drywall wall.
    • The southwest corner of the building contained employee restrooms which had a small water heater located in the ceiling space just above them. The main entrance to the store was through two large glass doors at the front of the building. A delivery and service entrance was located in the rear and a 40 foot trailer was parked behind the building and used for additional storage.

    THE FIRE 

    At approximately 11:00 a.m. on March 18, 1996, a power company employee set up a service truck at the rear of the Indian River Shopping Center in Chesapeake, Virginia. The worker was going to disconnect the electrical power to a customer who had not paid an electrical bill. The customer, a cocktail lounge and bar, was located adjacent to Advance Auto Parts. In preparing to disconnect service, the power company worker elevated the articulating boom on his truck to roof level. Faced with the immediate loss of power, an employee of the lounge paid the electrical bill while the power company employee was beginning work, and went to the back of the store to show the receipt. 

    A stamped receipt indicates the bill was paid at 11:16 a.m. at a supermarket also located in the shopping center. The power company employee, working from the bucket of the articulating boom, lowered the boom and verified the receipt. Although the bucket had been lowered, the hinged elbow of the articulating boom remained elevated. The employee then radioed his supervisor from the cab of his truck, and received instructions not to disconnect power. 

    The power company employee then attempted to drive the service truck away, forgetting to secure the boom, which snagged on a power line feeding the meter at the rear of the Advance Auto Parts Store. This caused a phase-to-phase and phase-to-ground arcing fault at the store’s electrical meter, starting the fire. The power company employee immediately stopped, exited his truck, and cut the remaining power connections to the meter at the rear of Advance Auto Parts. 

    Initial Actions Prior to Calling 911 

    After cutting the power line to the building, the power company employee removed the meter, noticed smoke coming from the meter base, notified his office and requested that another power company crew and a supervisor come and assist him. 

    • An employee of the Advance Auto Parts Store came to the rear of the building and met the power company employee, telling him that the store had lost electrical power and that a fire was being extinguished inside the building.
    • Another Advance Auto Parts employee discharged a dry chemical fire extinguisher on the spot fire that had started near the hot water heater above the employee restrooms.
    • All believed the fire had been extinguished at this time.
    • At 11:29 a.m., the Chesapeake Fire and Police Emergency Operations Center received a 911 call from Advance Auto Parts reporting a problem with the fuse box in the store.
    • The Chesapeake Fire Department was dispatched to a report of a fuse box sparking at 4345 Indian River Road at the Advance Auto Parts store.

    Emergency Response 

    • Initial response consisted of two engines, a ladder company, and a battalion chief, for a total of 10 personnel.
    • Engine 3 was the first due arriving company, responding from quarters. Engine 1 and Ladder 2 also responded.
    • Battalion 1 was dispatched as the command officer, but requested that Battalion 2 cover the assignment, since he was out of position.
    • Battalion 2 acknowledged the request, and he responded with the first alarm companies.
    • Engine 3’s crew consisted of three personnel: a driver/pump operator; Firefighter- Specialist John Hudgins, serving as Acting Lieutenant for the shift; and Firefighter- Specialist Frank Young, detailed to the station for the day, was riding in the jump seat. Engine 3 was responding in a reserve engine that had a 500 gallon water tank.

     

    Initial Size-Up and Company Actions 

    At approximately 11:35 a.m., about five and a half minutes after dispatch, Engine 3 arrived on the scene at the front of the strip mall. 

    • Hudgins reported “a single-story commercial structure, nothing showing from the front. Engine 3 is in command.”
    • Engine 3 took a position in front of the Advance Auto Parts Store. Hudgins and Young entered the structure from the front of the building to investigate.
    • Conditions were clear in the store, and there was no visible smoke or flames showing. They discovered light smoke near the electrical panel in the rear of the building, and radioed to Battalion 2 that they had a fire and were checking for extension.
    • Acting Lieutenant Hudgins then radioed for Engine 3’s driver to reposition the apparatus to the rear of the building.
    • Hudgins then radioed to Battalion 2, who had not yet arrived on the scene, that Engine 3 and Ladder 2 could handle the incident. Battalion 2 and Engine 1, the second due engine company, both went in service.

     Engine 3 Reports They Are Trapped, Roof Collapses 

    At approximately 11:49 a.m., almost 20 minutes after the initial dispatch time, Hudgins radioed that he and Young could not get out of the building. Battalion 2 radioed back that he could not understand their transmission. Hudgins then radioed that they needed someone to come to the front of the building and get them out. Again unable to understand their transmission, Battalion 2 radioed for any unit on the fireground to advise him if they heard the message that was transmitted. 

    • Engine 4 responded that they were unable to copy the transmission.
    • Engine 14 then marked on the scene and was instructed by Battalion 2 to lay a supply line to the front of the building. Battalion 1, enroute to the fire on the second alarm, radioed to Battalion 2 that it sounded like someone was trapped inside.
    • Battalion 3, also enroute, radioed that he would be on the scene momentarily and would assist.

    At this time, Ladder 2’s crew was setting the outriggers and preparing to elevate their aerial ladder for defensive operations. 

    • In the short time it took to accomplish the stabilization of the ladder truck, the front of the store became fully involved, the building contents ignited, and the roof collapsed.
    • Due to the radiant heat, Ladder 2 was forced to retract their outriggers and reposition to a safer defensive position on side one of the structure, and set up the aerial again.
    • Ladder 2’s crew did not hear Engine 3’s transmission that they were trapped.
    • Simultaneously, Engine 1 ran out of supply line about 200 feet short of the hydrant. Engine 2, responding on the second alarm, picked up the hydrant that Engine 1 was attempting to reach and laid a supply line to side one.
    • The driver of Engine 1 attempted to contact his officer by radio to advise that he could not reach the hydrant, but could not get through due to heavy radio traffic.
    • He parked the engine in the roadway, donned his SCBA, and went to the rear of the building to report to his Captain and rejoin his crew.
    • Battalion 3 arrived on side one about this time and radioed for all companies to switch to channel two, an alternate fireground tactical frequency.

    Driven by the northerly wind and the draft created by the burning contents of the structure, the fire at the rear had grown in such intensity that personnel were forced to move Engine 3. Assisted by employees of the power company, Engine 3 was moved back away from the rear of the building. At 11:55 a.m., about 26 minutes after dispatch, the Captain of Engine 1, with his crew at the rear of the building, confirmed to Battalion 2 that “I got men on the inside from Engine 3, and the lines have been burned. I do not know their status, and we still have no water to go in after them.” 

    Battalion 3 met with Battalion 2 and discussed that they may have lost a crew inside. Battalion 3 assumed command and Battalion 2 went to the rear of the building to coordinate rescue efforts. There, Battalion 2 met with the Captain from Engine 1. 

    By this time, the building was fully involved and no rescue efforts could be mounted until the fire was knocked down. Officers at the front and the rear attempted to conduct a personnel accountability report (PAR) to determine who was missing and where they might be located. 

    • An engine company responding on mutual aid from the Virginia Beach Fire Department was flagged down, connected to Engine 1’s supply line, and completed the water supply to a hydrant behind the shopping center within the City of Virginia Beach. Engine 3 was forced to move back once again, and the supply line was disconnected from Engine 3 and used to supply water to Engine 4, a telesquirt that was positioned for defensive operations at the rear.

    Extinguishment and Body Recovery 

    The fire spread to the attic of the exposures on side two and was held in check by the fire wall on side four of the building. The fire was brought under control as the contents of the auto parts store burned off and several aerial streams were put into operation. After the fire was extinguished, a search for the missing firefighters was initiated. After the bodies of the firefighters were located, they were  removed from the fire building by members of the Virginia Beach Fire Department, and transferred by members of the Chesapeake Fire Department to medic units. 

    The body recovery was supervised by the Chesapeake Fire Department Fire Marshal’s Office and documented. An investigation was immediately started by the Chesapeake Fire Department Fire Marshal. 

    ANALYSIS 

    Fire Cause and Flame Spread 

    • The fire was caused by the electrical short created when the power company truck struck the power line to the building. Investigation by the City of Chesapeake Electrical Inspector after the fire revealed that the meter contained wiring that appeared to have been tampered with and did not comply with the electrical code.
    • Several connections at the meter had been double-lugged, connecting multiple wires to single terminals. Additional investigation by Virginia Power revealed that the building may have been improperly grounded, leading to numerous hot connections when the short circuit occurred. The main fuse did not trip at the breaker panel and the wiring on all three air handling units had been fused. This probably resulted in the ignition of multiple spot fires in the truss loft above the store.
    • It appears that the fires in the truss loft were still relatively minor when Engine 3 arrived, but the fire spread rapidly throughout the space due to the light wood construction.
    • The wind drawn from the open doors at the front of the building also promoted rapid fire growth. This would have created a tremendous hidden fire in the wood truss loft area despite clear conditions inside the structure.
    • Reports of heavy smoke and fire conditions on the roof at the same time Engine 3’s crew was calling for pike poles and personnel to come inside are indications towards this scenario.
    • The interior of the auto parts store contained racks of auto parts and supplies, including oil, lubricants, rubber, and plastic parts. The contents were packed closely together and stored in tall racks near the ceiling.
    • Once the fire had broken through the ceiling in the rear of the building, these contents would have quickly reached their ignition temperatures, creating flashover conditions in the rear of the store as the fire progressed, trapping the firefighters and forcing them to seek an exit at the front of the store.

    Roof Collapse 

    • The collapse of the pre-engineered truss roof occurred approximately 21 minutes after the time of dispatch, and within 35 minutes of the initial accident, that caused the electrical short.
    • The structure appears to have collapsed within 10 to 12 minutes after the truss space became heavily involved.
    • The collapse of similar truss assemblies under fire conditions within this time period has been well documented.
    • Post-incident investigations indicate that this truss assembly may have been weakened by deficiencies in the connection of the trusses to the beam on the east side of the building.
    • Also, the dead load of the three air conditioning units may have contributed to the rapid failure of the roof.
    • Reports from firefighters on the scene indicate that a partial failure of the truss assembly may have occurred in the rear of the building, followed shortly by the failure of the entire roof assembly.
    • It is possible that the crew of Engine 3 was trapped by the partial collapse of the roof in the rear, or by the collapse of racks containing auto parts in the building, or by the rapid spread of the fire and smoke which had broken through the ceiling.
    • It is also possible that a combination of these events occurred simultaneously. The failure of the entire roof assembly and complete involvement of the interior of the building with fire took place within one minute after the firefighters radioed for help, before any reaction to assist them could take place.

      

      

    Fire Operations 

      

    Initial Response - The first alarm assignment was overwhelmed by the situation, the circumstances, and the unusual sequence of events that occurred at this incident. It is evident that a larger force would have been needed to initiate an effective offensive or defensive operation for a working fire in a 6,000 square foot commercial occupancy, with attached exposures on two sides, with or without the unusual complications. 

    • The response of two engine companies, one ladder company and a battalion chief, provided a total of 25 only 10 personnel on the initial assignment.
    • The individual companies, which responded with three person crews, had limited capabilities to perform tasks independently.
    • This incident generated only a single call to 9-1-1 reporting an electrical problem.

      

     

    LESSONS LEARNED AND REINFORCED  

    1. RISK ASSESSMENT is the primary responsibility of the incident commander. 

    This incident presented a very high risk to the firefighters who were attempting to make an interior attack. However, the risk factors were not recognized and the interior crew was not directed to abandon the building. Risk assessment should be a continual process, particularly when a situation is changing very quickly. 

    2. ACCOUNTABILITY is an essential function of the Incident Command System. 

    The location and operation of the initial attack crew was not tracked according to the incident command system that was in effect at the time of the fire. The system must keep track of the location, function, status, and assignment of every individual unit or company operating at the scene of an emergency incident. In order to be effective, the accountability process must be routinely initiated at the beginning of every incident and updated as the incident progresses and units are reassigned to different tasks. 

    3. TACTICAL RADIO CHANNELS are essential for firefighter safety. 

    The fireground operations were conducted on the same radio channel as the routine dispatch and transfer of additional units, hampering the fireground communications during the important early stages of the incident. Designated radio channels should be set aside specifically for communications between the incident commander and the units operating at the scene of an incident. The exchange of information, orders, instructions, warnings, and progress reports is essential to support safe and effective operations. Tactical channels should be assigned early and routinely to avoid the confusion that occurs when units that are already working are directed to switch to a different radio channel. 

    4. FIRE OPERATIONS must be limited to those functions that can be performed safely with the number of personnel that are available at the scene of an incident. 

    The initial response to this incident did not provide enough resources to safely initiate an effective interior attack for the situation that was encountered. The first arriving company initiated interior operations that could not be adequately performed or supported with the limited number of personnel at the scene or responding. The delayed arrival of back-up companies increased the risk exposure of the first due company. The situation called for a more conservative initial attack plan and/or an early retreat when the magnitude of the fire became evident. 

    5. WATER SUPPLY is a critical component of a safe and successful operation. 

    The failed attempt to establish an adequate and reliable water supply for the interior attack was a critical problem at this incident. This task occupied the second due engine company which was needed to provide either a back-up hose line to support the interior attack or a rapid intervention crew. 

    6. LIGHTWEIGHT WOOD TRUSS CONSTRUCTION is prone to rapid failure under fire conditions. 

    If the construction of the building had been known or recognized, the early failure of the roof structure should have been anticipated and the interior crew should have been withdrawn. This requires pre-fire planning to identify high risk properties and a reliable system to label the building or to inform the responding units of the risk factors of the building. It is usually difficult or impossible to make this determination when the building is burning.

    Aerial View of the Current Auto Parts Store 2010

     

    USFA Technical Report Series Incident Report: Tr-087 NFPA 1996 Report Summary Sheet: NFPAChesapeake

    The Ides of March

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    Operational Safety

    Here are five (5) NIOSH Firefighter LODD Event report summaries for incidents that occurred in the March 4th through the 8th time frame in the years 1998, 2001, 2002, 2008.   

    Take the time to look over the event summaries, discuss and comment on the factors that lead to the events and the recommendations formulated from the subsequent investigations.   

    Take the opportunity to identify the common themes and apparent causes that were identified and discuss with your company, team or station, relevant considerations that may have a direct or indirect relationship to your organization, past incident calls or district risk profile.   

    What are your capabilities?   

    What are your gaps?   

    How can you prevent a similar situation from occurring?

        

    Promote questions and dialog related to operational issues such as these;   

    • Coordinated multi-company operations; how “coordinated” is your incident scene?
    • Do rapidly changing incident conditions get identified promptly and communicated to Command in rapid succession for actions?
    • How effective is the base line knowledge and skill set of company and command officers in “reading the building”?
    • What is the adequacy of your training for conducting operations above the fire floor?
    • When was the last time you “tested” the effectiveness of your RIT/FAST Team? Can they truly perform under the most demanding of incident conditions?
    • When was the last time you trained or drilled on Fire Behavior or on Building Construction?
    • Are you training on calling the mayday and personal survival techniques?
    • Have you implemented and trained on procedures for rapid and efficient transition in operational modes on the fireground?
    • Do you implement a 360 when applicable?

    Down load the complete NIOSH Reports and expand on the lessons learners and their applicably to your organization and capabilities.    

    Manlius, New Yrok

    Floor Collapse and Fire Conditions:
    On March 7, 2002, a 28-year-old male volunteer fire fighter and a 41-year-old male career fire fighter died after becoming trapped in the basement. One firefighter manned the nozzle while second firefighter provided backup on the handline as they entered the house. After entering the structure, the floor collapsed, trapping both victims in the basement.   

    A career fire fighter captain joining the fire fighters near the time of the collapse was injured trying to rescue one of the fire fighters. Crew members responded immediately and attempted to rescue the victims; however, the heat and flames overcame both victims and eliminated any rescue efforts from the garage entrance.   

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

    • Ensure that the Incident Commander is clearly identified as the only individual responsible for the overall coordination and direction of all activities at an incident
    • Ensure that the Incident Commander conveys strategic decisions to all suppression crews on the fireground and continually reevaluates the fire condition
    • Ensure that Incident Command conducts an initial size-up of the incident before initiating fire fighting efforts and continually evaluates the risk versus gain during operations at an incident
    • Ensure that fire fighters from the ventilation crew and the attack crew coordinate their efforts
    • Ensure that fire fighters report conditions and hazards encountered to their team leader or Incident Commander
    • Ensure fire fighters are trained to recognize the danger of operating above a fire

    NIOSH REPORT: http://www.cdc.gov/niosh/fire/reports/face200206.html    

        

    Wall Collapse and Fire Conditions
    On March 7, 2008, two male career fire fighters, aged 40 and 19 were killed when they were trapped by rapidly deteriorating fire conditions inside a millwork facility in North Carolina. The captain of the hose line crew was also injured, receiving serious burn injuries.   

    The victims were members of a crew of four fire fighters operating a hose line protecting a firewall in an attempt to contain the fire to the burning office area and keep it from spreading into the production and warehouse areas. The captain attempted to radio for assistance as the conditions deteriorated but fire fighters on the outside did not initially hear his Mayday. Once it was realized that the crew was in trouble, multiple rescue attempts were made into the burning warehouse in an effort to reach the trapped crew as conditions deteriorated further.   

    Three members of a rapid intervention team (RIT) were hurt rescuing the injured captain. One firefighter was located and removed during the fifth rescue attempt. The second firefighter could not be reached until the fire was brought under control.   

    The fourth crew member had safely exited the burning warehouse prior to the deteriorating conditions that trapped his fellow crew members. Key contributing factors identified in this investigation include radio communication problems (unintelligible transmissions in and out of the fire structure that may have led to misunderstanding of operational fireground communications), inadequate size up and incomplete pre-plan information, a deep-seated fire burning within the floor of the office area that was able to spread into the production and warehouse facility, the procedures used in which operational modes were repeatedly changed from offensive to defensive, lack of crew integrity at a critical moment in the event, and weather which restricted fireground visibility.   

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

    • Ensure that detailed pre-incident plan information is collected and available when needed, especially in high risk structures
    • Limit interior offensive operations in well-involved structures that are not equipped with sprinkler systems and where there are no known civilians in need of rescue
    • Develop, implement, and enforce clear procedures for operational modes. Changes in modes must be coordinated between the Incident Command, the command staff and fire fighters
    • Ensure that Rapid Intervention Crews (RIC) / Rapid Intervention Teams (RIT) have at least one charged hose line in place before entering hazardous environments for rescue operations
    • Ensure that the incident commander establishes the incident command post in an area that provides a good visual view of the fire building and enhances overall fireground communication
    • Ensure that crew integrity is maintained during fire suppression operations
    • Encourage local building code authorities to adopt code requirements for automatic protection (sprinkler) systems in buildings with heavy fire loads.

    NIOSH REPORT http://www.cdc.gov/niosh/fire/reports/face200807.html    

      

    Floor Collapses in Residential Fire - North Carolina

        

    Floor Collapse
    On March 4, 2002, a 22-year-old male career fire fighter was injured and subsequently died and a 25-year-old male Captain was injured when the floor collapsed while they were fighting a residential fire.   

    The Captain was transported by ambulance to an area hospital where he was admitted overnight for first- and second-degree burns. The victim was conscious and was transported by medical helicopter to a State medical center where he died 2 days later.   

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

    • Ensure that each Incident Commander conducts a size-up of the incident before initiating fire-fighting efforts, after command is transferred, and continually evaluates the risk versus gain during operations at an incident
    • Ensure fire fighters are trained to recognize the dangers of searching above a fire
    • Ensure that an Incident Safety Officer, independent from the Incident Commander, is appointed
    • Ensure that ventilation is closely coordinated with fire attack
    • Ensure that a Rapid Intervention Team is established and in position immediately upon arrival
    • Ensure that adequate numbers of staff are available to operate safely and effectively

    NIOSH REPORT http://www.cdc.gov/niosh/fire/reports/face200211.html   

        

    Fall Through Floor Fighting a Structure Fire at a Local Residence - Ohio

         

    Floor Collapse
    On March 8, 2001, a 38-year-old male career fire fighter fell through the floor while fighting a structure fire, and died 12 days later from his injuries. At 1231 hours, Central Dispatch notified the career department of a structure fire with reports of the occupants still inside. The Assistant Chief arrived on the scene along with Engine 70 and assumed Incident Command (IC).   

    The IC immediately called for the second alarm, began conducting the initial size-up of the structure, and confirmed heavy fire in the left front section. At that time, the neighbors approached the IC and informed him that the occupants were trapped inside. The IC ordered the fire fighters on scene to commence search and rescue efforts, and then verified the stability of the structure through radio and face-to-face communications.   

    Engine 68 arrived on the scene at approximately 1250 hours with an Assistant Chief and the victim. The Assistant Chief provided tactical command of the fire ground, and along with the victim, conducted search and rescue operations. Other crews conducted searches with a thermal imaging camera of the first floor and basement level of the residence with no sign of any occupants. During these searches the stability of the structure was diminishing due to the intense fire that was now venting through the roof.   

    Fire fighter #3 and the victim were at the front entrance conducting a defensive attack as the third emergency evacuation signal was sounded. The neighbors were still insisting to the IC and fire fighters that the occupants were trapped inside, and one of the occupants was handicapped. The victim and one other fire fighter conducted another search of the structure.   

    The heat and flames were now extending from the basement level to the first floor when the fire fighter’s low air alarm sounded. The victim and the fire fighter were backing out of the structure when the floor beneath the victim gave way, causing him to fall through the floor and become trapped in the basement.   

    Attempts were made from the first floor to rescue the victim by utilizing a handline and an attic ladder, but they were unsuccessful due to the intense heat and flames. Two Rapid Intervention Teams (RIT #1 & RIT #2) were deployed simultaneously from separate entrances into the basement to perform a search and rescue operation for the downed fire fighter. The RITs were able to locate and remove the victim on their initial entry. He sustained third degree burns to over half of his body and died 12 days later.   

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

    • Ensure that Incident Command continually evaluates the risk versus gain during operations at an incident
    • Ensure that a separate Incident Safety Officer independent from the Incident Commander is appointed
    • Ensure that fire fighters are trained in the tactics of defensive search
    • Ensure that fire fighters performing fire fighting operations under or above trusses are evacuated as soon as it is determined that the trusses are exposed to fire
    • Ensure consistent use of Personal Alert Safety System (PASS) devices at all incidents and consider providing fire fighters with a PASS integrated into their Self-Contained Breathing Apparatus which provides for automatic operation
    • Ensure that personnel equipped with a radio, position the radio to receive and respond to radio transmissions

    NIOSH REPORT: http://www.cdc.gov/niosh/fire/reports/face200116.html    

        

         

    Roof Collapse and Fire Conditions
    On March 8, 1998, one male fire fighter, the Captain on Engine 57, died while trying to exit a commercial structure after his egress was cut off by the wooden trussed roof that collapsed. Task Force 66 was the first on scene and reported light smoke showing from a one-story commercial building. A ventilation team from Truck 66 proceeded to the roof of the building and commenced roof ventilation. Forcible entry into the building required about 7 ½ to 9 ½ minutes from arrival on scene to force open the two metal security doors in the front. While fire companies waited for the security doors to be opened, fire conditions changed dramatically on the roof.   

    Fire was coming from the ventilation holes opened by the ventilation crew. As soon as the security doors were opened, three engine crews (Engine 66, Engine 57, and Engine 46) advanced hand lines through the front door in an attempt to determine the origin of the fire. Approximately 15 feet inside the front door, the fire fighters encountered heavy smoke with near zero visibility conditions. The engine crews advanced their hose lines approximately 30 to 40 feet inside the building.   

    As conditions continued to deteriorate inside the building, the members from the four engine companies involved in the fire attack began to withdraw. During this time the victim became separated from his crew and remained in the building. The victim was subsequently located by the Rapid Intervention Team and cardiopulmonary resuscitation was performed immediately and en-route to the hospital, where the victim was pronounced dead.   

    NIOSH investigators conclude that, to prevent similar occurrences, fire departments should:    

    • Ensure that incident command conducts an initial size up of the incident before initiating fire fighting efforts, and continually evaluate the risk versus gain during operation at an incident
    • Ensure that incident command always maintains close accountability for all personnel at the fire scene
    • Ensure communications are established between the interior and exterior attack crews, e.g., the ventilation crew and the interior fire attack crew should communicate conditions among themselves and back to incident command
    • Ensure that Rapid Intervention Teams are in place before conditions become unsafe
    • Ensure that some type of tone or alert that is recognized by all fire fighters be transmitted immediately when conditions become unsafe for fire fighters
    • Ensure sufficient personnel are available and properly functioning communications equipment are available to adequately support the volume of radio traffic at multiple-responder fire scenes
    • Consider placing a bright, narrow-beamed light at the entry portal to a structure to assist lost or disoriented fire fighters in emergency egress.

    NIOSH REPORT: http://www.cdc.gov/niosh/fire/reports/face9807.html    

      

    Stay tuned for upcoming announcements for the March 16th Taking it to the Streets Program on Firefighternetcast.com

      

    Taking it to the Streets on Firefighternetcast.com

    Taking it to the StreetsTM  

    Featuring a two part program on Near Miss Firefighter Reporting with Lt. Steve Mormino, FDNY (ret) and Capt. CJ Haberkorn, Denver (CO) Fire Department and joing us on the second part of the program will be special guest, Captain Michael Long, with a personal Near-Miss Event account you won’t want to miss. 

    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 March 16th at 9:00 pm ET on Firefighternetcast.com HERE 
    • Taking it to the Streets Radio Programs, 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, © 2010-2011 All Rights Reserved

    Stakeholder Comments Fire Fighter Fatality Investigation and Prevention Program

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    Fire Fighter Fatality Investigation and Prevention Program

    Stakeholder Comment on the National Institute for Occupational Safety and Health (NIOSH) Fire Fighter Fatality Investigation and Prevention Program (FFFIPP) Progress and Future Direction

    The National Institute for Occupational Safety and Health (NIOSH) Fire Fighter Fatality Investigation and Prevention Program is seeking stakeholder input on the progress and future directions of the NIOSH FFFIPP to ensure that the program is meeting the needs and expectations of the U.S. fire service, and to identify ways in which the program can be improved to increase its impact on the safety and health of fire fighters across the United States.

    NIOSH will compile and consider all comments received and use them in making decisions on how to proceed with the FFFIPP.

    An overview of the FFFIPP, associated reports and publications can be viewed by going to the NIOSH FFFIPP Web site.

    Public Comment Period
    Written comments on the document will be accepted through April 29, 2011 in accordance with the instructions below. All material submitted to NIOSH should reference Docket Number NIOSH-063-B. All electronic comments should be formatted as Microsoft Word and make reference to docket number NIOSH-063-B.

    Comments will be accepted until 5:00 p.m. EDT on April 29, 2011

    To submit comments, please use one of these options:

    • Send NIOSH comments using this online form
    • Send comments by email.
    • Fax comments to the NIOSH Docket Office: 513-533-8285
    • Send by Mail to:
      NIOSH Mailstop: C-34
      Robert A. Taft Lab.
      4676 Columbia Parkway
      Cincinnati, Ohio 45226
      All information received in response to this notice will be available for public examination and copying at the …
      NIOSH Docket Office
      4676 Columbia Parkway, Room 111
      Cincinnati, Ohio 45226.

    A complete electronic docket containing all comments submitted will be available on the NIOSH docket home page, and comments will be available in writing by request. NIOSH includes all comments received without change in the docket, including any personal information provided.

    Contact persons for technical information
    Paul Moore, Chief, Trauma Investigations Team
    NIOSH/CDC
    1095 Willowdale Road
    Mailstop H-1808
    Morgantown, WV 26505
    304/285-6016

    Related Dockets

    Fire Fighter Program Video

    Video summary of FFFIPP Program recorded live by Fire Department Network News TV (FDNNTV) at the 50th IAFF Fire Fighter Convention in San Diego, CA on August 23, 2010.

    Recently Released Reports

    Residential Structure Flashover and FF LODD- NIOSH Report

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    Photo Warren Skalski

    On March 30, 2010, a 28-year-old male career fire fighter/paramedic (victim) died and a 21-year-old female part-time fire fighter/paramedic was injured when caught in an apparent flashover while operating a hoseline within a residence. Units arrived on scene to find heavy fire conditions at the rear of a house and moderate smoke conditions within the uninvolved areas of the house. A search and rescue crew had made entry into the house to search for a civilian who was entrapped at the rear of the house. The victim, the injured fire fighter/paramedic, and a third fire fighter made entry into the home with a charged 2 ½ inch hoseline. Thick, black rolling smoke banked down to knee level after the hoseline was advanced 12 feet into the kitchen area. While ventilation activities were occurring, the search and rescue crew observed fire rolling across the ceiling within the smoke. They immediately yelled to the hoseline crew to “get out.” The search and rescue crew were able to exit the structure safely, then returned to rescue the injured fire fighter/paramedic first and then the victim. The victim was found wrapped in the 2 ½ inch hoseline that had ruptured and without his facepiece on. He was quickly brought out of the structure, received medical care on scene, and was transported to a local hospital where he was pronounced dead.

    Contributing Factors

    • Well involved fire with entrapped civilian upon arrival
    • Incomplete 360 degree situational size-up
    • Inadequate risk-versus-gain analysis
    • Ineffective fire control tactics
    • Failure to recognize, understand, and react to deteriorating conditions
    • Uncoordinated ventilation and its effect on fire behavior
    • Removal of self-contained breathing apparatus (SCBA) facepiece
    • Inadequate command, control, and accountability
    • Insufficient staffing.

    Key Recommendations

    • Ensure that a complete 360 degree situational size-up is conducted on dwelling fires and others where it is physically possible and ensure that a risk-versus-gain analysis and a survivability profile for trapped occupants is conducted prior to committing to interior fire fighting operations
    • Ensure that interior fire suppression crews attack the fire effectively to include appropriate fire flow for the given fire load and structure, use of fire streams, appropriate hose and nozzle selection, and adequate personnel to operate the hoseline
    • Ensure that fire fighters maintain crew integrity when operating on the fireground, especially when performing interior fire suppression activities
    • Ensure that fire fighters and officers have a sound understanding of fire behavior and the ability to recognize indicators of fire development and the potential for extreme fire behavior
    • Ensure that incident commanders and fire fighters understand the influence of ventilation on fire behavior and effectively coordinate ventilation with suppression techniques to release smoke and heat
    • Ensure that fire fighters use their self-contained breathing apparatus (SCBA) and are trained in SCBA emergency procedures.

    Recommendations

    Recommendation #1: Fire departments should ensure that a complete 360 degree situational size-up is conducted on dwelling fires and others where it is physically possible and ensure that a risk-versus-gain analysis and a survivability profile for trapped occupants is conducted prior to committing to interior fire fighting operations.

    Discussion: Among the most important duties of the first officer on the scene is conducting an initial 360 degree situational size-up of the incident. A proper size-up begins from the moment the alarm is received, and it continues until the fire is under control. The size-up should include an evaluation of factors such as the fire size and location, length of time the fire has been burning, conditions on arrival, occupancy, fuel load and presence of combustible or hazardous materials, exposures, time of day, available staffing on scene or en route, and weather conditions. Information on the structure itself should include size, construction type, age, condition (e.g., evidence of deterioration, weathering), renovations, lightweight construction, loads on roof and walls (e.g., air conditioning units, ventilation ductwork, utility entrances), and available preplan information-all key information that can affect whether an offensive or defensive strategy is employed. The size-up should also include a risk-versus-gain assessment during incident operations, especially after primary searches have been conducted, situational awareness, and a survivability profile.

    Even before the IC takes command of an incident he will be faced with having to determine what critical tasks are going to have to be performed to bring the incident under control. He will use current knowledge and previous experience to formulate a plan for his arriving apparatus and personnel. When the IC arrives he needs to ascertain as much information as possible to make a determination whether his plan will still work. The IC may be faced with several priorities such as an entrapped civilian, a larger scale incident then previously determined, and the fire environment itself. This is additionally part of the initial situational size-up and the risk assessment, which will constantly change as the incident progresses until it is brought under control. The IC should be willing to prioritize and change his strategy and plan based on these assessments. Situational awareness is a highly critical aspect of human decision making: the understanding of what is happening around you, projecting future situation events, comprehending information and its relevance, being realistic, and an individual’s perception. Conducting accurate risk assessments and receiving interior/exterior status updates is critical to the safety of fire fighters in the incident, rescue/recovery efforts, and overall control of the incident. “The decision to commit interior fire fighting personnel should be made on a case-by-case basis with proper risk-benefit decisions being made by the incident commander. The commitment of firefighters’ lives for saving property and an unknown or marginal risk of civilian life must be balanced appropriately.”

    Another tool that the IC should consider using is survivability profiling. Survivability profiling uses the knowledge learned of fire behavior and spread, smoke (i.e., color, condition, movement), and building construction to examine a situation and make an intelligent decision of whether to commit fire fighters to life saving and/or interior operations. In other words, survivability profiling involves assessing the probability that a trapped occupant is still alive and can safely be rescued with the current or impending conditions. The NIOSH publication Preventing Deaths and Injuries of Fire Fighters Using Risk Management Principles at Structure Fires states that the IC must make a determination that offensive (interior) operations may be conducted without exceeding a reasonable degree of risk to fire fighters before ordering an offensive attack and must be prepared to discontinue the offensive attack if the risk evaluation changes during the fire fighting operation. The fireground is very dynamic, and conditions can either improve or deteriorate based on fire suppression activities, and available resources. Most importantly, assessments/size-ups of the incident are necessary to detect a change on the fireground.

    During this incident, the responding departments were made aware while en route that there was a paralyzed civilian entrapped in the structure. His wife advised 911 and arriving units that the chair he was sitting in caught fire with him still in it. Units arrived on scene 6 minutes after the 911 call to find heavy fire conditions to the addition on the C-side of the house where the entrapped civilian was last seen by his wife sitting in the chair. Prior to a complete 360 degree situational size-up, decisions were made to send a hoseline crew through the A-side front door to assist with search and rescue, and to locate and attack the fire (located on the C-side in the addition and garage). Fire fighters entering the house from the A-side were initially met with moderate smoke conditions banked down to waist level, which quickly changed to thick, black smoke conditions that went to the floor due to the fire being uncontrolled and spreading into the house from the C-side. The victim and injured fire fighter/paramedic were eventually exposed to a flashover. The civilian was not rescued. A full range of factors must be considered in making the risk evaluation including a realistic evaluation of the ability to execute a successful offensive fire attack with the resources that are available and a realistic evaluation of occupant survivability and rescue potential.

    Fire departments should be aware of the recently released 2010 International Association of Fire Chiefs’ (IAFC) Rules of Engagement (ROE) of Structural Firefighting. These guidelines recommend that ICs conduct or obtain a 360 degree situational incident size-up, determine the occupant survival profile, and conduct an initial risk assessment.

    Recommendation #2: Fire departments should ensure that interior fire suppression crews attack the fire effectively to include appropriate fire flow for the given fire load and structure, use of fire streams, appropriate hose and nozzle selection, and adequate personnel to operate the hoseline.

    Discussion: An assessment and decision of suppression methods must be made before attacking a fire in hopes of extinguishing it and keeping fire fighters safe while doing so. To accomplish such tasks, ICs, officers, and fire fighters need to consider such factors as fire load and flow, hose and nozzle selection, placement and use of fire streams, and required staffing. Fire load, or heat released from combustible materials, will directly affect how the fire develops throughout the incident and how long and severely it may burn. The more combustible materials involved, the greater the heat that will be produced requiring additional fire flow. Fire flow is the calculated amount of water in gallons per minute needed to extinguish a fire in a specific structure. To assist fire fighters in calculating the fire flow, one of three formulas could be used: the Iowa Rate-of-Flow Formula, the National Fire Academy (NFA) Formula, and the Insurance Services Office Formula. The Iowa Rate-of-Flow and NFA Formulas were designed to be used on the fireground because they allow fire fighters to mentally compute the fire flow with relative ease by estimating such things as the square footage (area) of a structure or the cubic footage (volume) of a room, and percentage involved, then inputting that data into a predetermined formula.

    Iowa Rate-of-Flow Formula: rate of fire flow=volume of room in cubic feet÷100

    NFA Formula: fire flow in gallons per minute for one floor at 100% involvement=(length ×width)÷3. If less than 100% involvement,then multiply answer by estimated percentage of involvement.

    The fire stream, or water stream, is an important aspect both for fire fighter safety and tactical considerations. The wrong choice of fire stream can place a fire fighter and crew in a bad situation. Also, the wrong type of fire stream will affect the tactical outcome of the incident in regards to how quickly the fire is controlled. To produce an effective fire flow, there must be a viable water supply; sufficient water pressure; a means to transport the stream to the desired point (fire); and trained, competent personnel to deploy these three elements. These elements are applied through the use of a fire hose and nozzle. The diameter of the fire hose can affect how much water is flowed on a fire, but the larger the diameter, the more potential to max out the delivering pump’s capacity, and additional personnel will be needed to handle the hoseline. The nozzle will allow the water to leave its mechanical hold within the hoseline to produce the desired fire stream. Typical fire streams include solid, fog, and broken, and each have their own characteristics, advantages/disadvantages, and application. Proper training on all these aspects will greatly influence fire fighter’s knowledge on the fireground, provide for quicker control and extinguishment of the fire, and increase overall fire fighter safety.

    During this incident, arriving fire departments were faced with a large volume of fire and an entrapped civilian. Prior to the flashover, the fire was burning uncontrolled at the rear of the house (house addition and garage) and spreading into the house. FF1, the victim, and injured fire fighter/paramedic were tasked with advancing a charged 2½-inch hoseline into the house to assist with the search and for fire suppression. They were able to advance this hoseline approximately 12 feet into the house, but advancing and operating a large-diameter hoseline within tight quarters may be extremely cumbersome even if adequate staffing is available to accomplish this task. Note: When FF1 had a problem with his PPE, he handed the nozzle over to the victim, and eventually backed out of the structure, that left only two personnel available to operate the hoseline. Fire fighters and officers need to understand that while a 2½-inch hoseline provides a greater flow, fire fighters need to be able to move the line quickly and efficiently interiorly, especially when performing a search and experiencing deteriorating fire conditions. An alternate decision to advancing the 2½-inch hoseline into the small house could have been to deploy and advance a 1¾-inch hoseline(s), which would have been easier to maneuver within the house.

    Due to the large volume of fire at the C-side that was extending into the house, the 2½-inch hoseline(s) could have been deployed exteriorly to the B- and/or D-sides to combat the fire, paying close attention to directly attack the fire, an elevated master stream (carefully directed on fire burning uncontrolled within the addition and garage) could have been deployed early into the fire had the assessment been made that the entrapped civilian (last reported to be in the addition) could not be saved, thus possibly stopping further progression of fire and volatile smoke into the house. Additionally, a lightweight portable master stream, placed exteriorly at the B- and/or D-sides, which is fairly easy to deploy by using a 2½- to 3-inch supply line, may only require one fire fighter to operate once in position. These types of water delivery appliances are capable of delivering a large volume of water that will assist in extinguishing the fire from an exterior position, especially when conditions are deteriorating interiorly, which could place fire fighter’s safety at risk.

    An incident commander needs to constantly assess whether his strategies and tactics to control and extinguish the fire are working, paying close attention to fire and smoke conditions/changes, the affects from ventilation performed by fire fighters and occurring naturally as the fire progresses, and to fire fighter safety.

    Recommendation #3: Fire departments should ensure that fire fighters maintain crew integrity when operating on the fireground, especially when performing interior fire suppression activities.

    Discussion: Fire fighters should always work and remain in teams whenever they are operating in a hazardous environment. Team integrity depends on team members knowing who is on their team and who is the team leader; staying within visual contact at all times (if visibility is low, teams must stay within touch or voice distance of each other); communicating needs and observations to the team leader; and rotating together for team rehab, team staging, and watching out for each other (e.g., practicing a strong buddy system). Following these basic rules helps prevent serious injury or even death by providing personnel with the added safety net of fellow team members. Teams that enter a hazardous environment together should leave together to ensure that team continuity is maintained.The 2010 IAFC ROE of Structural Firefighting states, “Go in together, stay together, come out together.”

    Recommendation #4: Fire departments should ensure that fire fighters and officers have a sound understanding of fire behavior and the ability to recognize indicators of fire development and the potential for extreme fire behavior.

    Discussion: Reading fire behavior indicators and recognizing fire conditions serve as the basis for predicting likely and potential fire behavior. Reading the fire requires recognition of patterns of key fire behavior indicators. It is essential to consider these indicators together and not to focus on the most obvious indicators or one specific indicator (e.g., smoke). Identifying building factors, smoke, wind direction, air movement, heat and flame indicators are all critical to reading the fire. Focusing on reading “smoke” may result in fire fighters missing other critical indicators of potential fire behavior. One important concept that must be emphasized is that smoke is fuel and must be viewed as potential energy. Smoke that is thick, black and pressurized can emit from a structure at a high rate. This is indicative of a potentially under-ventilated structure or a ventilation controlled fire. This smoke is fuel-rich and is termed “black fire.” It can potentially do as much damage as fire itself, but it is an indicator that some type of extreme fire behavior may occur.

    Since the IC should be staged at a designated command post (outside), the interior conditions should be communicated by interior company officers (or the member supervising the crew) as soon as possible to their supervisor (e.g., IC, division supervisor). Knowledge of interior conditions could change the IC’s strategy or tactics. Interior crews can aid the IC in this process by providing reports of the interior conditions as soon as they enter the fire building and by providing regular updates. In addition to the importance of communicating reports on fire conditions, it is essential that fire fighters recognize what type of information is important. Command effectiveness can be impaired by excessive and extraneous information as well as from a lack of information. In the case of communicating observations related to fire behavior, this requires development of fire fighters’ skill in recognition of key fire behavior indicators and reading the fire.

    During this incident, FF1 made a decision to quickly open and close the smooth bore nozzle (water applied as a solid stream) while aiming at the ceiling. It is believed this was done in an attempt to cool the thermal (hot gas) layer, a common practice, in hopes of preventing a potential flashover. Ceiling temperatures can be reduced through carefully considered fire control actions, such as applying short bursts of water spray into the hot gas layer, or directly applying water onto the fire itself which will limit the release of unburned products of combustion as well as reduce ceiling temperature.

    Also, the search and rescue crew (operating without the protection of a hoseline) were able to make a quick determination that the conditions within the house were imminent to flashover. They made an attempt to alert the victim and injured fire fighter/paramedic, but were too late. If conditions are right for a flashover, there are only seconds to make a decision. Fire fighters will be met with a sudden increase in heat and rollover within the ceiling level. The injured fire fighter/paramedic was unaware that the conditions she was operating in deteriorated quickly. She remembers thick, black smoke pushing down to the floor while in the structure and then “the room and everything in it caught fire.” Prior to the flashover, windows on the B-side were vented and thick, black and heavily pressurized smoke billowed from these windows. The IC, and individuals working on the exterior, need to recognize this as a potential for extreme fire behavior and evacuate interior crews. Obtaining proper training and hands-on experience through the use of a flashover simulator may assist interior fire fighters in making sound decisions on when to evacuate a structure fire.

    Recommendation #5: Fire departments should ensure that incident commanders and fire fighters understand the influence of ventilation on fire behavior and effectively coordinate ventilation with suppression techniques to release smoke and heat.

    Discussion: Ventilation is the systematic removal of heated air, smoke, and fire gases from a burning building and replacing them with cooler air.1 The two types of ventilation are vertical and horizontal. During vertical ventilation the natural convection of the heated gases creates upward currents that draw the fire and heat in the direction of the vertical opening. Horizontal ventilation allows for heat, smoke, and gases to escape by means of a doorway or window but is highly influenced by the location and extent of the fire, and special caution should be taken if the fire is in the attic.

    Properly coordinated ventilation can decrease the rate the fire spreads, increase visibility, and lower the potential for flashover or backdraft. Proper ventilation reduces the threat of flashover by removing heat before combustibles in a room or enclosed area reach their ignition temperatures. Proper ventilation can reduce the risk of a backdraft by reducing the potential for superheated fire gases and smoke to accumulate in an enclosed area. Properly ventilating a structure fire will reduce the tendency for rising heat, smoke, and fire gases, trapped by the roof or ceiling, to accumulate, bank down, and spread laterally to other areas within the structure. The ventilation opening may produce a chimney effect, causing air movement from within a structure toward the opening. These air movements help facilitate the venting of smoke, hot gases, and products of combustion but may also cause the fire to grow in intensity and may endanger fire fighters who are between the fire and the ventilation opening. For this reason, ventilation should be closely coordinated with hoseline placement and offensive fire suppression tactics. Close coordination means the hoseline is in place and ready to operate, so that when ventilation occurs, the hoseline can overcome the increase in combustion, which is likely to occur. If a ventilation opening is made directly above a fire, fire spread may be reduced, allowing fire fighters the opportunity to extinguish the fire. If the opening is made elsewhere, the chimney effect may actually contribute to the spread of the fire.1

    ICs and fire fighters need to consider the following and how it will affect ventilation and overall control of the fire:

    • Who will ventilate (knowledge and skills)?
    • What type of ventilation?
    • When to ventilate?
    • Where to ventilate?
    • Why ventilate?
    • How to properly and safely ventilate?
    • What are the expected results from ventilation?

    Fire development in a compartment may be described in several stages, although the boundaries between these stages may not be clearly defined.1 The incipient stage starts with ignition, followed by growth, fully developed, and decay stages. The available fuel largely controls the growth of the fire during the early stages. This is known as a fuel-controlled fire, and ventilation during this time may initially slow the spread of the fire as smoke, hot gases, and products of incomplete combustion are removed. As noted above, increased ventilation can also cause the fire to grow in intensity as additional oxygen is introduced. Effective application of water during this time can suppress the fire but if the fire is not quickly knocked down, it may continue to grow.

    If the fire grows until the compartment approaches a fully developed state, the fire is likely to become ventilation controlled. Further fire growth is limited by the available air supply as the fire consumes the oxygen in the compartment. Ventilating the compartment at this point will allow a fresh air supply (with oxygen to support combustion), which may accelerate the fire growth, resulting in an increased heat release rate. If coordinated fire suppression activities do not quickly decrease the heat release rate, a ventilation induced flashover can occur.1 Considering that most fires beyond the incipient stage are or will quickly become ventilation controlled, changes in ventilation are likely to be some of the most significant factors in changing fire behavior.

    During this incident, uncoordinated ventilation occurred while the hoseline and search and rescue crews were inside the house. The victim and other fire fighters, within the small house, were between the fire and the ventilation source. One fire fighter accounts heavy, turbulent, black smoke pushing from a window on the B-side after it was broken. Shortly after, the house sustained an apparent ventilation-induced flashover.

    Recommendation #6: Fire departments should ensure that fire fighters use their self-contained breathing apparatus (SCBA) and are trained in SCBA emergency procedures.

    Discussion: Fire fighters are tasked at times to operate within environments which pose inhalation hazards (e.g., toxic smoke and oxygen deficiency),defined by the Occupational Safety and Health Administration (OSHA) as immediately dangerous to life and health (IDLH). Proper training along with an implemented and enforced policy or procedure will assist fire fighters with proper maintenance, use, and removal of a SCBA. OSHA 29 CFR 1910.134 (g)(4)(iii) states, “The employer shall ensure that all employees engaged in interior structural firefighting use SCBAs.”

    According to the autopsy report, the victim died from carbon monoxide intoxication due to inhalation of smoke and soot. The medical examiner also indicated that the victim’s COHb level (a measure of carbon monoxide in the bloodstream) was 30%. Even if nothing but carbon dioxide, water vapor, and nitrogen were present in the fire products and these were to mix with the air being breathed by a fire fighter, then the oxygen percentage would be reduced below the normal 21%. At 15% oxygen, fire fighters can experience lethargy, poor coordination, and confused thinking. The two principal toxins in smoke—carbon monoxide and hydrogen cyanide—act to deprive the brain of oxygen, and their effects would be enhanced due to the lower levels of oxygen in the air. The victim was discovered with his facepiece off, but still connected to his regulator. Due to the smoke conditions, the victim would have had to have been on air when entering the structure. It has not been determined why the victim was found without his facepiece on.

    Emergencies created by, or associated with, SCBA can be overcome in several ways. Fire departments can develop and implement a comprehensive respiratory protection program that includes fire fighter fitness, training, and competency and skill assessments in SCBA and emergency procedures. Firefighters should remember the first rule in any emergency situation-to not panic. Panic causes an increased breathing rate and consequently, an increase in air consumption; and an inability to focus on emergency procedures. If fire fighters become lost, trapped, or disoriented, they need to focus on managing remaining air in their SCBA cylinder until other fire fighters can make a rescue attempt. Removing one’s facepiece in an IDLH atmosphere can immediately expose the respiratory system to a potentially fatal environment, thus incapacitating an individual. Choosing to leave one’s SCBA facepiece on may be the best chance in providing additional time for a fire fighter to be rescued. Fire fighters should follow their department’s SOPs regarding emergency SCBA procedures and emergency communications.

    Recommendation #7: Fire departments should ensure that adequate staffing is available to respond to emergency incidents.

    Discussion: NFPA 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments contains recommended guidelines for minimum staffing of career fire departments. NFPA 1710 states the following: “On-duty fire suppression personnel shall be comprised of the numbers necessary for fire-fighting performance relative to the expected fire-fighting conditions. These numbers shall be determined through task analyses that take the following factors into consideration:

    1. Life hazard to the populace protected.
    2. Provisions of safe and effective fire-fighting performance conditions for the fire fighters.
    3. Potential property loss.
    4. Nature, configuration, hazards, and internal protection of the properties involved.
    5. Types of fireground tactics and evolutions employed as standard procedure, type of apparatus used, and results expected to be obtained at the fire scene.

    The NFPA standard states that both engine and truck companies shall be staffed with a minimum of four on-duty personnel. The standard also states that companies shall be staffed with a minimum of five or six on-duty members in jurisdictions with tactical hazards, high-hazard occupancies, high-incident frequencies, geographical restrictions, or other pertinent factors identified by the authority having jurisdiction.

    During this incident, the victim’s department responded with three personnel on the engine and two personnel on the ambulance, but the Still assignment also consisted of an engine, two ladder trucks, and a squad, with four fire personnel on each. It was routine to have an ambulance respond with an engine on a first due fire assignment. Due to short staffing, the ambulance personnel were tasked with fire suppression activities, thus taking them out-of-service as a medical unit. Also, due to short staffing, the lieutenant/acting officer (IC) was required to ride and operate as the officer of E534. This removed him from his command response vehicle which would have allowed him to command at a tactical level versus having to potentially perform tasks.

    Recommendation #8: Fire departments should ensure that staff for emergency medical services is available at all times during fireground operations.

    Discussion: Although there is no evidence that this recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. Emergency medical care and transportation for injured or ill fire fighters should be immediately available on the scene of working structure fires. Many fire departments incorporate an automatic dispatch of an EMS unit to working structure fires. Automatic dispatch can help to ensure that qualified emergency medical care and transportation for injured or ill fire fighters is available without having to call and wait for a unit after a medical emergency or injury has occurred.

    During this incident, the victim and the injured fire fighter/paramedic responded in an ambulance. Upon their arrival to the scene, the IC immediately tasked them with interior operations due to staffing issues. The IC did not request an additional ambulance to respond to the scene for medical care until after the victim was down within the house. Additional resources (e.g., apparatus and personnel) arrived minutes after the ambulance’s arrival.

    Recommendation #9: Fire departments and dispatch centers should ensure they are capable of communicating with each other without having to monitor multiple channels/frequencies on more than one radio.

    Discussion: Although there is no evidence that this recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. It is important that fire service personnel have an efficient means of communicating during an emergency incident. The use of radio communications provides fire fighters on scene with the ability to communicate to individuals they cannot see or to receive vital information about the incident. To assist with this, localities should ensure that communications can occur without having to utilize different radios and/or monitor multiple channels/frequencies.

    During this incident, the IC had to monitor more than one radio and even had to go to the cab of his engine to accomplish this task. Having to monitor multiple radios and potentially take your eyes off the scene for a moment could be extremely detrimental to the management of the incident.

    Recommendation #10: Fire departments should ensure that the incident commander, or designee, maintains close accountability for all personnel operating on the fireground.

    Discussion: Although there is no evidence that this recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. The use of an accountability system is recommended by NFPA 1500 Standard on Fire Department Occupational Safety and Health Program and NFPA 1561 Standard on Emergency Services Incident Management System.21 A functional personnel accountability system requires the following:

    • Development of a departmental SOP
    • Training all personnel
    • Strict enforcement during emergency incidents

    As the incident escalates, additional staffing and resources may be needed, adding to the burden of tracking personnel. At this point, an accountability system should be in place which includes an incident command board that is established and maintained by an assigned accountability officer or aide. A properly maintained incident command board allows the IC to readily identify the location and time of all fire fighters on the fireground. As a fire escalates and additional fire companies respond, a chief’s aide or accountability officer assists the IC with accounting for all fire fighting companies at the fire, at the staging area, and at the rehabilitation area. The personnel accountability report (PAR) is an organized on-scene roll call in which each supervisor reports the status of his crew when requested by the IC or emergency dispatcher.1 A properly initiated and enforced accountability system on every response, which is consistently integrated into fireground command and control, enhances fire fighter safety and survival by helping to ensure a more timely and successful identification and rescue of a disoriented or downed fire fighter.

    During this incident, the accountability system was never set in place and a PAR was not conducted following the Mayday.

    Recommendation #11: Fire departments should 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.

    Discussion: Although there is no evidence that this recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. NFPA 1500 Standard on Fire Department Occupational Safety and Health Program states, “The fire department shall provide each member with protective clothing and protective equipment that is designed to provide protection from the hazards to which the member is likely to be exposed and is suitable for the tasks that the member is expected to perform…protective clothing and protective equipment shall be used whenever a member is exposed or potentially exposed to the hazards for which the protective clothing (and equipment) is provided.” NFPA 1971 Standard on Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting has established minimum requirements for structural fire fighting protective ensembles and ensemble elements designed to provide fire fighting personnel limited protection from thermal, physical, environmental, and bloodborne pathogen hazards encountered during structural fire fighting operations. These requirements will assist in protecting firefighters, but only if they wear the PPE as recommended by the manufacturer.

    During this incident, the victim was discovered without a hood over his head or rolled down on his neck. NIOSH investigators could not determine whether this equipment was properly donned prior to the incident.

    Recommendation #12: Fire departments should ensure that a separate incident safety officer, independent from the incident commander, is appointed at each structure fire.

    Discussion: Although there is no evidence that this recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. According to NFPA 1561 Standard on Emergency Services Incident Management System,“The incident commander shall have overall authority for management of the incident and the incident commander shall ensure that adequate safety measures are in place.” This shall include overall responsibility for the safety and health of all personnel and for other persons operating within the incident management system. While the incident commander is in overall command at the scene, certain functions must be delegated to ensure adequate scene management is accomplished.According to NFPA 1500 Standard on Fire Department Occupational Safety and Health Program,“as incidents escalate in size and complexity, the incident commander shall divide the incident into tactical-level management units and assign an incident safety officer (ISO) to assess the incident scene for hazards or potential hazards.” These standards indicate that the incident commander is in overall command at the scene but acknowledge that oversight of all operations is difficult. On-scene fire fighter health and safety is best preserved by delegating the function of safety and health oversight to the ISO. Additionally, the incident commander relies upon fire fighters and the ISO to relay feedback on fireground conditions in order to make timely, informed decisions regarding risk versus gain and offensive-versus-defensive operations. The safety of all personnel on the fireground is directly impacted by clear, concise, and timely communications among mutual aid fire departments, sector command, the ISO, and the incident commander. NFPA 1521 Standard for Fire Department Safety Officer defines the role of the ISO at an incident scene and identifies duties such as recon of the fireground and reporting pertinent information back to the incident commander; ensuring the department’s accountability system is in place and operational; monitoring radio transmissions and identifying barriers to effective communications; and ensuring established safety zones, collapse zones, hot zones, and other designated hazard areas are communicated to all members on scene. Larger fire departments may assign one or more full-time staff officers as safety officers who respond to working fires. In smaller departments, every officer should be prepared to function as the ISO when assigned by the incident commander. The presence of a safety officer does not diminish the responsibility of individual fire fighters and fire officers for their own safety and the safety of others. The ISO adds a higher level of attention and expertise to help the fire fighters and fire officers. The ISO must have particular expertise in analyzing safety hazards and must know the particular uses and limitations of protective equipment.3

    Recommendation #13: Fire departments should ensure that all fire fighters are equipped with a means to communicate with fireground personnel before entering a structure fire.

    Discussion: Although there is no evidence that this recommendation would have prevented this fatality, it is being provided as a reminder of a good safety practice. NFPA 1561 Standard on Emergency Services Incident Management System states, “To enable responders to be notified of an emergency condition or situation when they are assigned to an area designated as immediately dangerous to life or health (IDLH), at least one responder on each crew or company shall be equipped with a portable radio and each responder on the crew or company shall be equipped with either a portable radio or another means of electronic communication. Radio communications on the fireground are imperative for the IC to command and control the incident and for fire fighters to work effectively and safely within a structure fire. Fire fighters within a structure are unable to see all areas affected by fire and whether the structure is maintaining its stability. Having radio communications can enhance fire fighter safety and health by providing fire fighters a means to communicate with other crew members or with the IC when they find themselves in need of assistance.

    During this incident, the victim did have a radio, but it was positioned in the back pocket of his station pants. Thus, when he donned his bunker pants, his radio became inaccessible during the incident.

    Recommendation #14: The National Fire Protection Association (NFPA) should consider developing more comprehensive training requirements for fire behavior to be required in NFPA 1001 Standard for Fire Fighter Professional Qualifications and NFPA 1021 Standard for Fire Officer Professional Qualifications.

    Discussion: Structural fires frequently display indicators and warning signs of rapid fire development such as flashover, backdraft, and fire gas ignition for which many fire fighters and officers may not have been sufficiently trained to recognize or understand. It is imperative that fire fighters and officers develop the understanding and skills necessary to identify and interpret the indicators so that they can anticipate the potential for extreme fire behavior and immediately communicate their findings to the IC.  This requires comprehensive training in fire behavior (theory) and practical application inclusive of realistic live fire training.

    NFPA 1001 Standard for Fire Fighter Professional Qualifications and NFPA 1021 Standard for Fire Officer Professional Qualifications were developed to ensure that fire fighters and officers have the skills necessary to perform their job, also known as job performance requirements (JPRs). Currently, these JPRs include language that individuals have requisite knowledge on such topics as heat transfer, principles of thermal layering, advantages and disadvantages of different types of ventilation, and fire behavior in a structure. These standards do not include guidance on how many hours or what available scientific information will be used to verify that an individual has a sound understanding of the physical, chemical, and thermal behavior of fire and how to make a connection between fire dynamics/behavior and the influence of tactical operations (e.g., fire flow, types of ventilation) and external factors (e.g., wind). These JPRs are taken by curriculum developers and formatted into educational content. Standard setting agencies, states, curriculum developers, and other authorities having jurisdiction should consider developing a nationwide curriculum so that fire fighters and officers receive fundamental and refresher training on how to: recognize and interpret fire behavior and indications of impending extreme fire behavior (e.g., flashover, back draft, smoke explosion); and, anticipate what could or should happen when a tactical operation is performed (e.g., ventilation, fire flow). Standard setting agencies and curriculum developers should also consider providing guidelines (e.g., required topics and hours) for instructors to deliver such information and recommendations for verifying an individual’s learning and retention.

    According to documented training reviewed by NIOSH investigators, the victim, injured fire fighter/paramedic, and IC had a combined 24 hours of fire behavior training out of 5,654 total combined training hours. Additional fire behavior training to include such areas as theory, chemistry, physics, smoke reading, current research, and the cause and effects of tactics during fire suppression operations may improve fire fighter safety.

    NIOSH REPORT: HERE

    Previous Video Coverage, HERE

    FDNY Deutsche Bank Building LODD Fire Report issued by NIOSH

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    The NIOSH Fire Fighter Fatality Investigation and Prevention Program has released the investigation report of the line of duty deaths of two career FDNY  firefighters during a 2007 seven-alarm high-rise fire in the former Deutsche Bank building undergoing deconstruction and asbestos abatement.

    On August 18, 2007,  two FDNY firefighters; Fr. Joseph Graffagnino and Fr. Robert Beddia both assigned to Engine 24 and Ladder 5 in SoHo lost thier lives while operating at this incident. The seven alarm fire was being worked with a contingent of over 275 firefighters when the pair became trapped on the 14th floor of the building after being overcome by blinding concentrations of dense smoke after their air supply was depleted during the course of combat fire suppression operations. FDNY Fr. Robert Beddia a twenty-three year veteran and FDNY Fr. Joseph Graffagnino,  became trapped in the maze-like conditions of a high-rise building undergoing deconstruction. The building’s standpipe system had been disconnected during the deconstruction and the partitions constructed for asbestos abatement prohibited fire fighters from getting water to the seat of the fire. An hour into the incident, the fire department was able to supply water by running an external hoseline up the side of the structure. Soon after the victims began to operate their hoseline, they ran out of air. The victims suffered severe smoke inhalation and were transported to a metropolitan hospital in cardiac arrest where they succumbed to their injuries.

    By the time the fire was extinguished, 115 fire fighters had suffered a variety of injuries.Key contributing factors to this incident include: delayed notification of the fire by building construction personnel, inoperable standpipe and sprinkler system, delay in establishing water supply, inaccurate information about standpipe, unique building conditions with both asbestos abatement and deconstruction occurring simultaneously, extreme fire behavior, uncontrolled fire rapidly progressing and extending below the fire floor, blocked stairwells preventing fire fighter access and egress, maze-like interior conditions from partitions and construction debris, heavy smoke conditions causing numerous fire fighters to become lost or disoriented, failure of fire fighters to always don SCBAs inside structure and to replenish air cylinders, communications overwhelmed with numerous Mayday and urgent radio transmissions, and lack of crew integrity.

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

    • review and follow existing standard operating procedures on high-rise fire fighting to ensure that fire fighters are not operating in hazardous areas without the protection of a charged hoseline.
    • be prepared to use alternative water supplies when a building’s standpipe system is compromised or inoperable.
    • develop and enforce risk management plans, policies, and standard operating guidelines for risk management during complex high-rise operations.
    • ensure that crew integrity is maintained during high-rise fire suppression operations.
    • train fire fighters on actions to take if they become trapped or disoriented inside a burning high-rise structure.
    • ensure that fire fighters diligently wear their self-contained breathing apparatus (SCBA) when working in environments that are immediately dangerous to life and health (IDLH).
    • train fire fighters in air management techniques to ensure they receive the maximum benefit from their self-contained breathing apparatus (SCBA).
    • use exit locators (both visual and audible) or safety ropes to guide lost or disoriented fire fighters to the exit.
    • conduct pre-incident planning inspections of buildings within their jurisdictions to facilitate development of safe fireground strategies and tactics.
    • encourage building owners and occupants to report emergency situations as soon as possible and provide accurate information to the fire department.
    • consider additional fire fighter training using a high-rise fire simulator.

    Manufacturers, equipment designers, and researchers should:

    • conduct research into refining existing and developing new technology to track the movement of fire fighters in high-rise structures.
    • continue to develop and refine durable, easy-to-use radio systems to enhance verbal and radio communications in conjunction with properly worn self-contained breathing apparatus (SCBA).
    Municipalities should:

    • ensure that construction and/or demolition is done in accordance with NFPA 241: Standard for Safeguarding Construction, Alteration, and Demolition Operations.
    • develop a reporting system to inform the fire department of any ongoing, unique building construction activities (such as deconstruction or asbestos abatement) that would adversely affect a fire response.
    • establish a system for property owners to notify the fire department when fire protection/suppression systems are taken out of service.


    The Complete NIOSH Report is available HERE

    An excellent Training and Awareness PDF file of  the PPT program on Operational Safety and Awareness at Deonstruction and Demolition Sites Structural Anatomy Safety OPS at Demo Sites

    Additional Links, HERE and HERE

    New York Times Photos of Deutsche Bank Deconstruction Work, HERE

    Other References and postings;

  • NY Daily News: Battle to save trapped firefighters
  • WABC: Fatal Deutsche Bank fire report released (2008)
  • FDNY Penalties After Deutsche Bank Fire
  • Lawyers: Evidence Withheld in Deutsche Bank Fire Trial
  • FDNY Disciplines Company Officers Following Tragic Deutsche Bank Fire
  • Attorney Claims Deutsche Bank Contractors Are “Scapegoats”
  • YouTube Preview Image YouTube Preview Image

    Operational Safety at Basement Fires: Close Call

    4 comments

    Basement fires in both residential and commercial occupancies are one of the most challenging tactical operations that present numerous risk factors that required the highest degree of situational awareness, training skill sets and continuous incident monitoring and assessment to gauge building structural integrity, fire behavior and crew integrity and performance. 

    An explosion rocked a Fairdale, Kentucky neighborhood this past weekend while the homeowner was in the process of doing remodeling his basement. A Camp Taylor (KY) firefighter survived a floor collapse that momentarily trapped him proximal to the seat of a working basement fire. Camp Taylor (FD) Captain Mark Long sustained second and third degree leg burns after falling through the floor of the burning home and subsequently being rescue by other fire department personnel. 

    Fellow firefighters, including his brother-in-law, who was right behind him prior to his fall, were yelling and screaming at Long to hang on.  They managed to get a ladder to the basement and it was up to Long to find the strength to get out.  He says “I started to try to climb up. I got two, I lost my grip, fell flat into the fire.  I was so exhausted.” On his third attempt, he did find the strength and pulled himself up the ladder and out of the flames.  

    According to published reports a coordinated fire suppression effort was undertaken, with heavy fire involvement extending throughout the house and into the roof area. Interior fire attack was commenced, and as crews began moving across the first floor area above the seat of the fire, the floor subassembly failed causing an isolated collapse and compromise of the structural floor system and sub-floor decking, resulting in Captain Long falling into the basement. The fire originating in the basement was the result of the homeowners’ use of acetone as a floor treatment when the chemical vapors were ignited by the hot water heater causing an explosion and resulting fire. 

    Safety Considerations related to Residential Occupancies (non-inclusive) 

    • Conduct a thorough fire size-up and communicate the findings to all personnel on-scene before entering the building.
    • Conduct an assessment of the Building Profile ( building construction type, structural assembly systems and features and age) and assesss fire behavior and intensity levels.
    • Ensure an adequte Risk Assessement is conducted and that Risk versus Gain is determined
    • Maintain situational awareness throughout the tactical deployment of crews within the interior of the structure
    • Conduct a 360 degree perimeter assesement when feasible to determine access and egress points, fire location and travel and other mission critical operational perameters.
    • Incident commanders and company officers should be trained and experienced in structure fire size up to avoid putting fire fighters at unneeded risk of working above fire-damaged floors.
    • Do not enter a structure, room, or area when fire is suspected to be directly beneath the floor or area where fire fighters would be operating, or if the location of the fire is unknown.
    • Never assume structural safety of any floor (regardless of the construction) having a significant fire under it.
    • Conduct pre-incident planning inspections during the construction phase to identify the type of floor construction.
    • If pre-planning is not conducted, assume residential construction and small commercial buildings built since the early 1990s may contain engineered wood I-joists.
    • Report construction deficiencies noted during preplanning to local building code officials. For example, engineered wood floor joists should only be modified per manufacturer specifications—usually limited to cutting to length and removing pre–cut knockouts for utility access. Report damaged or cut chords or webs to building officials.
    • Develop, enforce, and follow standard operating procedures (SOPs) on how to size up and combat fires safely in buildings of all construction types. Rapid intervention teams (RIT) should include a portable ladder with their RIT equipment when deployed at basement fires.
    • Ensure Time Compression is considered: Ensure Command has the ability to monitor progress or elapsed incident time and adjusts strategic and tactical plans accordingly and in a time effective manner. 
    • Provide training on identifying signs of weakened floor systems (soft or spongy feel, heat transmitted through floor, downward bowing, etc.).
    • Make fire fighters aware that all floor types can fail with little or no warning.
    • Use a thermal imaging camera to help locate fires burning below or within floor systems, but recognize that the camera cannot be relied upon to assess the strength or safety of the floor. (Refer to the recent UL Test Data and Operational Safety Considerations ”Structural Stability of Engineered Lumber in Fire Conditions” available at http://www.uluniversity.us/ )
    • Fire fighters should be trained on the use of thermal imaging cameras, including limitations and difficulties in detecting fire burning below floor systems. (See reference to UL above)
    • Immediately evacuate and, if possible, use alternate exit routes when floor systems directly beneath the floor where fire fighters would be operating are weakened by fire.
    • Use defensive overhaul procedures after fire extinguishment in structures containing fire-damaged floor systems of all types.
    • Consider becoming active in the building code process and influence requirements for fire resistance of floor and ceiling systems to further fire fighter safety and health.
    • Ensure RIT personnel area staged and have complete a site assessment of the building and occupany upon thier arrival and set-up
    • Ensure that a rapid intervention team (RIT) is on the scene as part of the first alarm and in position to provide immediate assistance prior to crews entering a hazardous environment

    Here are some resources and case studies resulting from operations at floor collapses;

    Incident links; HERE, HERE, HERE and HERE 


     

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

    2 comments

    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

    Reflecting on These Days of June

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    Over the next few days, much will be written up reflecting on a number of past historical events that resonate with the rich heritage, honor and tradition that makes this Fire Service what it is.  Anniversaries come and go; remembrance, sorrow, grief and respect; the good and the bad all seem to come streaming back-or these emotions and the lessons from these events seem to diminish and fade over even the shortest spans of time that may have passed.  Or may have been all but forgotten as a new generation comes through the firehouse doors. Yes it does happen.

    We need to learn, remember and implement the lessons from the past, especially when we refer to or are confronted with History Repeating Events (HRE) or similar situational profiles. We must develop an inherent understanding on the Predictability of Performance of our building and occupancies and truly understand and apply effective strategic and tactical plans under combat structural fire engagement. There are legacies for operational safety; do you know what they where, who was affected and what the outcomes where?

    We must implement a process of Tactical Patience that correlates to  the manner in which our building perform, the dynamics and behavior of fire that affects them and defines our firefighting methodologies when we engage in our missions of operations within the built environment. I’ll post more on Tactical Patience after I roll this emerging concept out at my lecture program presentation at the upcoming Southeastern Association of Fire Chief’s Conference (SEAFC) in Louisville later this month.

    The built-environments that form and shape our response districts and communities pose unique challenges to the day-to-day responses of fire departments and their subsequent operations during combat structural fire engagement. With the variety of occupancies and building characteristics present, there are definable degrees of risk potential with recognizable strategic and tactical measures that must be taken. Although each occupancy type presents variables that dictate how a particular incident is handled, most company operations evolve from basic strategic and tactical principles rooted in past performance and operations at similar structures. This basis is based upon Predictability of Performance.

    • Modern building construction is no longer predicable
    • Command & company officer technical knowledge may be diminished or deficient
    • Technological Advancements in construction and materials have exceeded conventional fire suppression practices
    • Some fire suppression tactics are faulted or inappropriate, requiring innovative models and methods.
    • Fire Dynamics and Fire Behavior is not considered during fireground size-up and assessment
    • Risk Management is either not practiced or willfully ignored during most incident operations
    • Some departments or officers show and indifference to safety and risk management
    • Command & Company Officer dereliction
    • Nothing is going to happen to me (us)

    STOP THE ENTERTAINMENT
    There’s another factor contributing to unsafe practices, one that we rarely talk about. In short, we need to stop “entertaining” ourselves during fire suppression operations and instead focus on comprehending and reacting to evolving risks. Rather than practicing appropriate risk management, it is suggested that some individuals employ adverse behaviors that occur on a tactical level while Incident Commanders and Company Officers believe firefighters are completing their assigned tasks, thus compromising accountability.

    These behaviors include;
    • Tactical amusement: engaging in any practice or tactic during fire suppression, support tasks or operations that places personnel at risk for the sake of entertainment.

    • Tactical diversion: diverting from an assignment while engaging in fire suppression, support tasks or operations in such a way that places personnel at risk.

    • Tactical circumvention: deliberately “getting around” an assignment or disregarding risk assessment and incident action plans.

    Here’s the expanded versions in case this is th first time you’ve seen them;

    TACTICAL AMUSEMENT *tak-ti-kəl ə- *myüz-mənt
    1: of or relating to structural fireground tactics: as a (1) a means of amusing or entertaining during fire suppression, support tasks or operations that places personnel at risk
    2: the condition of being amused while engaging in fire suppression, support tasks or operations that places personnel at risk
    3: pleasurable diversion while engaging in fire suppression, support tasks or operations: entertainment; that places personnel at risk

    TACTICAL DIVERSION *tak-ti-kəl də- *vər-zhən
    1: the reckless act or an instance of diverting from an assignment, task, operation or activity while engaging in fire suppression, support tasks or operation for the sake of amusing or entertainment; that places personnel at risk
    2: the reckless act of self determined task operations that diverts or amuses from defined risk assessment and incident action plans; that places personnel at risk

    TACTICAL CIRCUMVENTION *tak-ti-kəl sər-kəm- *ven(t)-shən
    1: to deliberately manage to get around especially by ingenuity or approach that diverts for the purpose of amusing; assignment, operations or tasks that countermand or disregard defined risk assessment and incident action plans; that places personnel at risk

    TACTICAL PATIENCE (NEW) This is a new one that’s called Tactical Patience…I’ll post more on Tactical Patience after I roll this out at the upcoming Southeast Association of Fire Chief’s Conference (SAFC) in Louisville later this month.

    If we’re going to reduce firefighter injuries and deaths, we must be doing the right thing, at the right time, for the right reasons, and in the right place. We must stop the entertainment.

    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. Fire suppression tactics must be adjusted for the rapidly changing methods and materials impacting all forms of building construction, occupancies and structures. The need to redefine the art and science of firefighting is nearly upon us. Some things do stand the test of time, others need to adjust, evolve and change. Not for the sake of change only, but for the emerging and evolving buildings, structures and occupancies being built, developed or renovated in our communities. 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 know hostile structural fire environments, while maintaining the values and tradition that defines the fire service.

    Check out these links;

    If you haven’t read Chief Mayers’s discerning reflections on Firehouse Zen, this is a MUST read. Where Were You That Night?

    The Lessons Learned from the Past

    From Waldbaum’s to Hackensack- Worcester to Charleston; Legacies for Operational Safety

    Predictability of Occupancy Performance during Suppression Operations

    Combat Fire Engagement

    Situations, Size-Up, Actions and Entertainment

    Changes in Building Construction and Fire Behavior

    Buffalo, NY Three Alarm Fire and Double LODD Report

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    8-26-2009 7-07-53 AMNIOSH released it’s report on the August 24, 2009 three alarm fire at 1815 Genesee Street in Buffalo, New York that resulted in the LODD of Lt. Charles McCarthy and FF Jonathan Croom. On August 24, 2009, 45-year-old career Lieutenant Charles McCarthy died following a partial floor collapse into a basement fire, and  34-year-old career fire fighter Jonathan Croom was fatally injured while attempting to rescue the Lieutenant.  The Buffalo Fire Department was dispatched for “an alarm of fire” with reported civilian(s) entrapment. Arriving units discovered a heavily secured mixed commercial/residential structure with smoke showing. Following failed initial attempts to locate an entry to the basement, crews located a door on Side 2 that provided access down a flight of stairs to a basement entry door. Repeated attempts were made to force open this basement door in order to search for trapped civilians, but crews had difficulty gaining access through this door because it was made of steel and locked and dead-bolted on both sides. Other crews on scene performed primary searches of the 1st and 2nd floors with no civilians found.

    Approximately 30 minutes into the basement fire, command ordered all interior crews to exit the structure to regroup because crews were still unable to gain access into the basement from Side 2. Additional manpower was sent with special tools to assist in breaching the basement door on Side 2. Lieutenant Charles McCarthy and two fire fighters from his crew entered into the structure from Side 1 to verify all fire fighters had exited a 1st floor deli. Lt. McCarthy following a hoseline into the structure, was well ahead of the other two fire fighters when the 1st floor partially collapsed beneath him. McCarthy fell with the floor into the basement, exposing him to the basement fire. The other two fire fighters immediately exited the deli after fire conditions quickly changed and shelving and displays fell on them; they were unaware of what had just occurred. Lt. McCarthy made several Mayday calls from within the structure and activated his PASS device. Confusion erupted exteriorly on scene when trying to verify who was calling the Mayday, their exact location, and how they got into the basement.

    The incident commander was aware that he had crews attempting to gain access into the basement from Side 2 but was unaware that there had been a floor collapse within the deli section of the structure. Simultaneously, FF Croom, a member of the fire fighter assistance and search team (FAST), was standing by outside  Lieutenant McCarthy’s point of entry when the Mayday calls came out. It is believed that FF Croom  knew where the Lt., was since he had gone in the structure with him earlier in the incident. FF Croom grabbed a tool, went on air, and rushed into the structure. The FAST and additional personnel on scene concentrated on Side 2 initially while other fire fighters followed an unmanned hoseline into the deli. Crews within the deli quickly discovered a floor collapse and reported hearing a PASS device alarming. Lt. McCarthy was immediately identified as missing during the first accountability check, but FF Croom was not accounted for as missing until the third accountability check, more than 50 minutes after Lt. McCarthy’s Mayday. After the fire was controlled, both victims were discovered side-by-side in the basement where the 1st floor had partially collapsed. They were found without their facepieces on and with SCBA bottles empty. the Lt’s. PASS device was still alarming. They were pronounced dead on scene. Four fire fighters and one lieutenant suffered minor injuries during the incident. No civilians were discovered within the structure.

    Key contributing factors identified in this investigation include working above an uncontrolled, free-burning basement fire; interior condition reports not communicated to command; inadequate risk-versus-gain assessments; and, crew integrity not maintained.

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

    • Ensure that all personnel are aware of the dangers of working above a fire, especially a basement fire, and develop, implement, and enforce a standard operating procedure (SOP) that addresses strategies and tactics for this type of fire.
    • Ensure that the incident commander (IC) receives interior status reports and performs/continues evaluating risk-versus-gain.
    • Ensure that crew integrity is maintained at all times on the fireground.
    • Ensure that the incident commander (IC) receives accurate personnel accountability reports (PAR) so that he can account for all personnel operating at an incident.
    • Ensure that a separate incident safety officer, independent from the incident commander, is appointed at each structure fire.
    • Ensure that fire fighters use their self-contained breathing apparatus (SCBA) and are trained in SCBA emergency procedures.
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    1815 Genesee Street 1815 Genesee Street

    CONTRIBUTING FACTORS 

    Occupational injuries and fatalities are often the result of one or more contributing factors or key events in a larger sequence of events that ultimately result in the injury or fatality. NIOSH investigators identified the following items as key contributing factors in this incident that may have led to the fatalities:

    • Working above an uncontrolled, free-burning basement fire.
    • Interior condition reports not communicated to command.
    • Inadequate risk-versus-gain assessments.
    • Crew integrity not maintained.

    Time Line from the Buffalo (NY) Fire Department Investigative Report

    3:51 a.m. – fire crews were sent to 1815 Genesee Street in Buffalo. When they arrived, they were met by a resident who said he heard people trapped inside. Crews began searching the building, but were eventually ordered out as conditions deteriorated.

    4:22 a.m. – Members of Rescue 1 entered the building to make sure all firefighters had evacuated the building. Less than two minutes later the floor in the rear of the building collapsed. Lt. McCarthy of Rescue 1 fell into the basement as the floor collapsed. according to the report, other members of Rescue 1 were unaware of the collapse and only reported hearing a loud noise. McCarthy began calling for help on his radio, but other members of Rescue 1 were unable to determine where the calls were coming from and left the building unaware that Lt. McCarthy was trapped.

    4:23 a.m. – Firefighter Croom entered the building after hearing the calls for help. the report says he did not exit the building, apparently falling into the basement near Lt. McCarthy.

    4:31 a.m. – An emergency head count was ordered to determine the identity of the missing firefighter. Lt. McCarthy was reported missing at that time, but FF Croom was not. Firefighters in the front of the store reported hearing a pass alarm, but could not reach it due to extreme fire conditions, a weakened floor and continuing collapse.

    4:48 a.m. – all crews were ordered out of the building because it had become unsafe.

    Later, concerns began to arise that FF Croom was missing. the report says he was erroneously reported in a remote area.

    5:46 a.m. – On scene personal realize FF Croom is missing and likely inside the building.

    6:10 a.m. – Another head count is taken and FF Croom is reported missing.

    9:18 a.m. – the Recovery Group reports that the two missing firefighters had been located in the basement, covered in fallen debris.

    9:32 a.m. – the debris is cleared and Recovery Group firefighters reach Lt. McCarthy and FF Croom.

    Buffalo (NY) Fire Department Investigative Report, issued December 2, 2009, HERE

    For a comprehensive Power Point Program on Operational Safety at Heavy Timber and Ordinary Construction Occupancys that you can down load, go to the National Firefighter Near Miss Reporting Web Site HERE.

    I produced an informational training PPT program and support information that aligned with a previoulsy reported Near Miss Event Report. You can download the PPT Training Program HERE and the PDF File HERE

    NIOSH Fire Fighter Fatality Investigative Report 2009-23, HERE

    Shopping Center Explosion: Fluid Risk Assessment

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    NIOSH recently released it’s report on the Penn-Mar Shopping Center Explosion that occured on May 7, 2008 in Prince George’s County, Maryland. Report Copy HERE. A number of mission critial lessons and insights can be gained regarding initial response, command management, operational safety, tactical deployment and effective situational awareness and dynamic risk assessment through an unstable progressing incident. Here are some of the insights and specifics.

    At 12:54 PM on Thursday, May 7, 2009, Prince George’s County Firefighter/Medics were dispatched to respond to the Penn-Mar Shopping Center, a large 1-story strip mall, in the 3400 Block of Donnell Drive in Forestville and arrived at 12:59 PM.  First arriving crews initiated an investigation into a strong odor of natural gas inside the businesses.  Firefighters evacuated 5 of the 6 stores that were in the area of the odor, a sixth store was vacant. 

    • Forty-five people were evacuated from the 5 stores and firefighters then started ventilation efforts and called for assistance of the Washington Gas Company.  Firefighters discovered natural gas bubbling up from the ground on the exterior rear of the vacant store and minutes later reported that there was a fire on the interior. 
    • Within a minute, at about 1:20 PM, a massive explosion occurred. 
    • A MAYDAY call was sounded and additional resources including paramedics and a second alarm of firefighters were summoned to the scene.

    Large plate glass windows blew shattered glass and other debris 60-70 feet into the front parking lot, the roof assembly appeared to have been lifted up and then fell back into place and the rear brick and block wall was completely blown out.  Firefighters were in the direct line of the explosion and suffered burns and injuries from flying debris.  Firefighters were wearing their personal protective gear which is believed to have minimized injuries.  They quickly gathered themselves and checked on other crew members and civilians that may have been injured.  A total of eight firefighters sustained a variety of injuries ranging from lacerations to second degree burns.  Four Firefighters were transported to the Washington Hospital Center Burn Unit where two were treated and released and two were admitted for additional treatment.  While initially transported with serious injuries, the firefighter’s conditions have been upgraded to “good.”  Four other firefighters were transported to other area hospitals and were treated and released.  One civilian, an employee of the Washington Gas Company was also treated and released from an area hospital.  There were no injuries to any of the 45 evacuated civilians. 

     3-18-2010 9-29-48 PM

    A small fire resulted from the explosion that was quickly contained and extinguished.  The investigation so far has determined that the release of natural gas occurred in the vacant store and reached an ignition point that resulted in the explosion.  The Fire/EMS Department’s Technical Rescue Team completed a through secondary post-blast search of the damaged stores confirming that everyone heeded the orders of first arriving firefighters to evacuate.  (Excerpt from PGFD Press Release 05.07.2009)

     3-18-2010 9-09-52 PM

    Building Knowledge

    The south side of the structure was comprised of 10 business spaces (three of which were vacant) in a strip mall designed and constructed as a Type II, noncombustible classification in the 1970s. The section of the commercial structure involved in the incident was comprised of a main 2 story building, which included 2 vacant businesses and a mall office, with an adjoining wing on the right consisting of 6 businesses (1 unoccupied) in a single story with high dropped ceilings, large attic void spaces, and a sprinkler system. In the wing along the C-side were utility rooms housing the electrical circuit panels, sprinkler system controls, and security panels. It was constructed of brick/block and mortar with large plate glass windows on the A-side, block and mortar exterior C and D-side walls, and a block and mortar interior B-side wall adjoining the rest of the structure. The roof was a commercial flat roof consisting of open web, steel bar flat roof trusses covered with corrugated metal “q-deck” with multi-layered plies of bitumen laminated roof felts and topped with a granule-surfaced cap sheet. The open web steel bar roof trusses were connected to a steel beam and column structural assembly system.

    The interior walls separating the businesses were primarily light weight galvanized metal studs covered with a ½ inch gypsum wall board providing tenant separation and compartmentation. The ceiling was a suspended acoustic tile ceiling system which provided a common void space over the business occupied areas of the adjoining right wing. The businesses contained office furniture, partitions, restaurant equipment and supplies, and health and beauty equipment and products.

    NIOSH Report Summary

    On May 7, 2009, two captains, a lieutenant, and five fire fighters were injured during a natural gas explosion at a strip mall in Maryland. At 1254 hours, dispatch reported a natural gas leak inside a business at a strip mall. Five minutes later, the initial responding crew and the incident commander (IC) arrived on scene to find a gas company employee looking for an underground gas leak. Approximately 6 minutes later, a natural gas leak was found near the exterior rear corner of the structure. After 23 minutes on scene, approximately 45 civilians were evacuated from 7 occupied businesses.

    A captain exited the rear door of the business that had called in the natural gas leak and noticed fire along the roof line. Crews in the front and rear of the structure had begun to pull hoselines as another captain was looking out the rear doorway of a middle unoccupied business and noticed the electric meter located on the exterior wall on fire. Anticipating an explosion, he tried to leap out the rear doorway. At the same time, a fire fighter had entered the front door of the unoccupied business, noticed the heavy smell of natural gas, and felt air rush by as the structure exploded. Debris and fire blew out the front, rear, and roof of the structure. The captain who tried to leap out the rear doorway was blown into the rear parking lot and the fire fighter who had entered the front of the structure was blown out the front door and covered with debris. Numerous other fire fighters, primarily near the front of the structure were blown off their feet and hit with debris.

    An uninjured captain issued a Mayday, followed by the IC ordering evacuation tones and a personnel accountability report. Crews began to look for the captain who was blown out the rear doorway. He had walked around the side to the front of the structure, and radioed his location to command. Fire fighters began moving injured personnel to ambulances staged in the front parking lot. Eight fire fighters and a gas company employee were transported to local hospitals. The injuries ranged from third degree burns to an ankle sprain.

    Key contributing factors identified in this investigation included: insufficient execution of the fire department’s updated standard operating guidelines (SOGs) on incidents involving flammable gas, e.g., apparatus and fire fighters operating in a flammable area (hot zone); the accumulation of natural gas in the structure’s void spaces; unmitigated ignition source; insufficient combustible gas monitoring equipment usage and training; and, ineffective ventilation techniques.

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

    • ensure that standard operating guidelines for natural gas leaks are understood and followed
    • contact utility companies (natural gas and electric) immediately to cut external supply/power to structures when gas leaks are suspected
    • ensure gas monitoring equipment is adequately maintained and fire fighters are routinely trained on proper use
    • ensure ventilation techniques are conducted after ignition sources are mitigated
    • ensure that rapid intervention teams are staged at the onset of an incident
    • ensure that collapse/explosion control zones are established when dealing with a potential explosion hazard

    Although there is no evidence that the following recommendations would have prevented these injuries, they are being provided as a reminder of good safety practices.

    • provide manual personal alert safety system (PASS) or tracking devices to locate potentially missing fire fighters when SCBA are not utilized
    • ensure standard operating guidelines for communications are understood by dispatch
    • ensure adequate staffing for emergency medical services and rapid intervention teams (RITs)
    • ensure training is evaluated for rank and skill levels across the combination department personnel

    Contributing Incident Factors

    Occupational injuries and fatalities are often the result of one or more contributing factors or key events in a larger sequence of events that ultimately result in the injury or fatality. NIOSH investigators identified the following items as key contributing factors in this incident that ultimately led to the injuries of eight fire fighters:

    • Insufficient execution of the fire department’s updated standard operating guideline on incidents involving flammable gas, e.g., apparatus and fire fighters operating in a flammable area (hot zone).
    • The accumulation of natural gas in the structure’s void spaces.
    • An unmitigated ignition source.
    • Insufficient combustible gas monitoring equipment usage and training
    • Ineffective ventilation techniques.

    Building Knowledge=Fire Fighter Safety

    When was the last time you and your company took a good look around some of your commercial shopping centers, strip centers, malls and business retail complexes? There is a wealth of mission critical information to be gained by conducting a basis walk through and looking at some key construction, configuration, layout and access and utilities features.

    Take note of the structural systems that comprise the roof assemblies and the wall and supporting interface. Identify the basic volume of the commercial spaces paying close attention to the common tenant storage, storerooms, access and transfer loading dock and delivery areas.  Focus and take note of the fire loading and its expected degree of fire behavior and intensity. Check out the condition and operability of the fixed suppression systems and the integrity of fire barriers and separations.

    There’s so much “free” data and information to be gained by going “shopping”; all of which will transcend and can be retrieved at such time a response materializes at that location in the future. If you can, capture the pertinent information into your pre-fire planning data base and make sure you discuss and share your observations, postulated strategies and tactics around the kitchen table or as a table top exercise or better yet in the form of an on-site drill or multi-company training exercise.

    Be prepared for the unexpected and always use extreme caution and heightened situational awareness and fluid risk assessment and reconnaissance processing to stay atop of any undefined and evolving incident. Do not allow the potential lack of severity; of what may have all the indications of an unremarkable/uneventful and common call run such as a gas odor investigation or a natural gas leak cause your companies to have less than a high level of alert, focus and attentive accretions through all phases and deployments of the incident. Don’t become complacent.

    In addition, take a look at some information relate to another tragic incident response to a reported gas leak that occurred in December, 1983 that lead to five fire fighter LODD’s in Buffalo, New York. HERE

    Archived Report From STATter911, from May, 2009 HERE and recent 2010 update HERE with fireground Audio

    Prince George’s County (MD) Fire Press Release from May 7, 2009, HERE

    Slide Show from WUSA9.com HERE 

    BING mapping Images, HERE

    NIOSH Compilation of Line-of-Duty Injury and Death Investigation Reports and Publications CD

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    3-18-2010 5-26-09 PMIf you’re looking for a great resource check this out at NIOSH’s Fire Fighter Fatality Investigation Program and Prevention Program. HERE.

    NIOSH is offering a Compilation of Line-of-Duty Injury and Death Investigation Reports and Publications CD. This CD-ROM contains a compilation of all NIOSH fire fighter fatality and injury investigation reports completed through August 2009. Since 1998 NIOSH has investigated over 420 incidents involving fire fighter line-of-duty deaths and injuries. This CD-ROM also contains 21 NIOSH publications and 1 Safety Advisory covering a number of topics specific to fire fighter safety and health.

    CD ROMs of this publication can be downloaded directly from the web site and a copy created using CD authoring software.

    Fire Fighter Fatality Investigation and Prevention Program web site HERE

    Maintaining Situational Awareness

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    00-EOY-ss-buildingcollapseMaintaining focused situational awareness while recognizing and processing a wide latitude of incoming information and observations at complex and multiple alarm incidents is a significant challenge to even the most experienced of incident command teams. However, things can go wrong and they can go wrong in a rapidly escalating manner with little time to recover. A prominent double LODD incident from six years ago provides poignant lessons learned as does another history repeating event (HRE) from 1972.

    The Ebenezer Baptist Church fire in Pittsburg, PA (2004) and the Hotel Vendome Fire in Boston, MA (1972) have a number of commonalities related to extended multi-alarm operations, building compromise and collapse and multiple line-of-duty deaths of operating fire service personnel. Although building type, construction features and systems are unique for each incident as are the circumstances that lead to the events, there are mission critical lessons to be reexamined or newly introduced if you’re not familiar with either event. This is especially true when we talk about operational challenges and adverse conditions that result in firefighter injuries and fatalities during overhaul and take-up phases of an incident.

    Remember 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. We’ll expand on some posting in the near future and address Dynamic Risk Assessment in the context of building and occupancy profiling and operations. Additionally, maintaining a heightened sense of risk and safety integrity when operating within non-combat fire suppression modes or phases also requires due diligence, focused and fluid situational awareness coupled with concise monitoring of building conditions, indicators (both evident and projected) and taking conservative actions and postures to ensure personnel are not placed in high risk, no value positions that have a high potential for error likely outcomes.

    Check out the detailed posting at our sister site TheCompanyOfficer.com for insights into both the Ebenezer Baptist Church fire in Pittsburg, PA (2004) and the Hotel Vendome Fire in Boston, MA (1972) HERE. Think about the questioned posed related to complex multi-company operations, command safety and operational integrity of compromised buildings and structural systems. Remember; Building Knowledge=Firefighter Safety.