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The Same Mistakes: Newspaper Reports Common Issues Affecting Fire Operations

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Firefighters rush into a burning commercial building with too-small hoses and insufficient water. The commander can’t reach them because the captain forgot his radio. Backup crews aren’t sure where to go or what to do. Confusion reigns as the building’s truss roof collapses in an explosion of flames.

This reads like the playbook from the deadly Sofa Super Store fire in June 2007, but it’s not. These dangerous missteps occurred at a March 1 blaze on Daniel Island, according to an internal report obtained by The Post and Courier.

photo

Photo by Andy Paras

This blaze at an office building on Daniel Island on March 1 of this year has led to the demotion of a Charleston fire captain and controversy within the ranks.

They occurred despite nearly four years of intensive and expensive efforts to instill a culture of safety in the Charleston Fire Department.

What’s more, the commander in charge that day — a man repeatedly faulted in the in-house review of the blaze — was recently promoted to a top position in the department. And that’s causing some dissension in the ranks.

City fire officials stand behind their promotion of Troy Williams to battalion chief, and they said the portion of the draft report that leaked to the newspaper is incomplete, unfair, unofficial and riddled with inaccuracies.

Fire Chief Thomas Carr acknowledged problems at the fire, which gutted a two-story office building at 899 Island Park Drive. That’s why he authorized a six-member committee of firefighters to conduct what’s known as a critical incident review. But Carr said he rejected the resulting draft report when it landed on his desk six weeks ago because it had errors and failed to live up to its intended purpose, which is to be an educational tool, not an instrument for blame.

The 12-page portion obtained by the The Post Courier newspaper describes “major” violations of policy and assigns blame for those mistakes. It raises questions about the handling of the blaze, the effectiveness of the training firefighters have received and the integrity of the promotion process.

It also highlights the continuing conflict between the department’s hard-charging past and its new, risk-sensitive methods.

  • For the Complete Full version Article: The Post and Courier HERE
  • SConfire HERE
  • Draft Fire Report-Read more: Fire report

Research Agenda Symposium Report Issued

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The Second National Fire Service Research Agenda Symposium

A new report identifies seven critical areas where more research is needed to further reduce the number of firefighters killed or injured in the line of duty. These priorities were developed during the Second National Fire Service Research Agenda Symposium sponsored by the National Fallen Firefighters Foundation (NFFF).

Download the 2011 Report:  May 20 – 22, 2011 – 2nd Research Agenda Symposium

More than 70 representatives from a broad range of fire service-related organizations met over two days at the National Fire Academy in Emmitsburg, Maryland. Their goal, to update the current Research Agenda, a guide for research projects within the fire service. In doing so the following seven areas were identified as research priorities: Community Risk Reduction; Wildland Firefighting; Data Collection; Technology and Fire Service Science; Firefighter Health and Wellness; Emergency Service Delivery; and Tools and Equipment.

More than 70 representatives from a broad range of fire service-related organizations participated

 

The 2nd National Fire Service Research Agenda

The Second National Fire Service Research Agenda Symposium was conducted on May 20 -22, 2011 and was also hosted by NFFF at the NFA campus in Emmitsburg, MD. The project was funded by the National Fallen Firefighters Foundation. The purpose of the second Symposium was to produce an updated edition of the Research Agenda, based on current relevancy, as a guide for future research efforts. Following the model that had been established six years earlier, more than 70 individuals, representing a diverse range of interests participated in the 2011 Symposium.

The participants (who represented 55 different organizations) were asked to self-determine where they would best be able to lend the greatest expertise and guidance, selecting among seven different discussion groups.

Each group was assigned a range of subject matter as their primary area to focus upon; however, it was recognized that the individual domains were broad and the boundaries could not be precisely defined. The groups were encouraged to approach their task with a broad perspective and to seek broad consensus as opposed to narrowly defined priorities. Each group produced a set of recommendations that were reported back to the full assembly for further discussion.

The research areas and the facilitators assigned to each research domain are listed below. The facilitators were chosen based upon their reputations as leaders in their respective areas. They provided leadership for discussion within their groups, and wrote the reports. Kevin Roche of the Phoenix Fire Department was the general facilitator.

  • Community Risk Reduction (Vickie Pritchett, Shane Ray)
  • Wildland Firefighting (Stan Gibson, Nelson Bryner)
  • Data Collection (Lori Moore-Merrell, DrPH)
  • Technology & Fire Service Science (Gavin Horn, PhD, Daniel Madrzykowski)
  • Firefighter Health and Wellness (Murrey Loflin, Sara Jahnke, PhD)
  • Emergency Service Delivery (Christopher Naum, Victor Stagnaro)
  • Tools and Equipment (Bruce Varner, Robert Tutterow)

Participants were divided into discussion groups based on their expertise within one of the seven areas to develop specific research recommendations for each of the topics. Out of this process came 41 recommendations for potential investigation projects.

“The first Research Agenda Symposium was an outcome of Firefighter Life Safety Initiative #7 which directly links a national research agenda and data collection system to firefighter safety,” said Ronald J. Siarnicki, executive director of the NFFF. “The second symposium was convened to assess the changes and advances that had occurred within the fire service over the previous six year and identify new needs and priorities for potential study.”

The updated Research Agenda is intended to provide a reference source and a starting point on where to direct efforts and funding.

The Symposium planning team asked each group to develop a maximum of ten recommendations for presentation to the plenary session on Sunday morning. The groups were also asked to keep their recommendations broad enough so they could be approached from a number of research perspectives and to include the rationale for recommending those particular subjects as research priorities. This proved to be an efficient process reflecting the high level of expertise represented in each group.

The Sunday session began with a discussion of grant programs and funding sources, led by AFG Branch Chief Cathie Patterson. The recommendations of the seven discussion groups were then presented by the respective facilitators for discussion by the full assembly. All of the 41 recommendations that were presented to the plenary session are included in the 2011 Research Agenda report.

The 2011 edition incorporates one significant departure from the 2005 Research Agenda report; the overall ranking of projects on a Priority 1-2-3 scale was omitted and only the priorities established within the individual discussion groups are included. This decision reflects a consensus of the assembled participants that it is extremely difficult and probably unrealistic to apply this type of prioritization process across such a wide range of subject areas.

There was also concern that a 1-2-3 prioritization might encourage researchers and funding organizations to limit their attention to only the highest priorities and thus to overlook the lower ranked topics. The participants wanted to emphasize that all of the identified projects merit attention and should be considered on their own merits. After considerable discussion the group voted to set aside the overall 1-2-3 ranking and asked each group identify one project that should be recognized as an immediate concern.

The number one recommendations are:

  • Community Risk Reduction: Creation of a community-scale model that evaluates fire prevention and response programs and quantifies their ability to produce a potentially positive outcome. This may include (but is not limited to) data pertaining to: occupancy types and numbers of each, fire prevention, codes adoption, mitigation, response, and recovery.
  • Wildland: Development of safe and reliable aircraft operations for suppression and team transportation to reduce Wildland firefighting injuries and fatalities.
  • Data Collection: Identification of cultural perception of data collection / Identification of barriers to capture of quality data.
  • Technology and Fire Service Science: Development of data, implementation of transfer mechanisms and updating of standards that will enable firefighters to learn the science and utilize the technology required to respond to the changing fire conditions in our modern built environment.
  • Health and Wellness: Effectiveness of intervention and screening for health and disease related to firefighter wellness and fitness.
  • Service Delivery: Development of a scientifically-based community risk assessment tool.
  • Tools and Equipment: Assessment of current PPE (entire ensemble) performance, functionality and related safety features for today’s fire environment.

Ultimately, the 41 recommendations contained in this report should serve as a roadmap for all researchers and applied scientists who are interested in firefighter safety and survivability. These recommendations must not be limited for use as AFG guidance only, but should serve as a guidance tool for all who seek grants within their various disciplines. It is also hoped that with these recommendations in hand, other potential research sponsors can be identified and successfully petitioned.

The Report of the Second National Fire Service Research Agenda Symposium is available through the EveryoneGoesHome.com website.

A comments section has been added to the site to collect recommendations for future research from members of the fire service.

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Commercials- Got Fire; Anticipate Collapse

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Got Fire?……Anticipate Collapse..

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

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

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

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

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

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

 

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

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

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

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

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

 Remember this: Building Knowledge = Firefighter Safety.

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

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

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

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

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

 

Aerial Plan of Building and Collapse Area A-B

 

The Building

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

 

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

Overview Details

 

 

Alpha Street Side View- Adapted from Google Streetmaps

 

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

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

Don’t Always Stress the Corners

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

Corner Building Operational considerations have included, but limited to;

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

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

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

 

Alpha-Bravo Corner of Subsequent Collapse Aerial View

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

 

 

 

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

 

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

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

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

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

 

Typical Interior

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

Typical Structural System and Components

 
 
 

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

 
 

Typical Open Web Steel Bar Joists w Metal Roof Deck

 

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

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

 
 
 

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

 

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

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

 
 
 
 

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

T

 

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

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

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

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

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

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

 

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

Image 04

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

Image 05

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

Image 06

 

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

 

Image 07

 

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

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

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

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

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

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

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

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

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

Links:

 

NFPA Research Report on Firefighter Fatalities 2010 Released

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According to the recently published NFPA Research Report on Firefighter Fatalities in the United States 2010; In 2010, a total of 72 on-duty firefighter deaths occurred in the U.S. This is another sharp drop from the 105 on-duty deaths in 2008 and 82 in 2009, and the lowest annual total since NFPA began conducting this annual study in 1977.

  • Stress, exertion, and other medical-related issues, which usually result in heart attacks or other sudden cardiac events, continued to account for the largest number of fatalities.
  • More than half of the deaths resulted from overexertion, stress and related medical issues.
  • Of the 39 deaths in this category, 34 were classified as sudden cardiac deaths (usually heart attacks) and five were due to strokes or brain aneurysm.

 

  • Download the NFPA 2010 FF LODD PFD Report, HERE
  • NFPA Web Site Link, HERE

2010 Experience

In 2010, a total of 72 on-duty firefighter deaths occurred in the U.S. This is another sharp drop from the 105 on-duty deaths in 2008 and 82 in 2009, and the lowest annual total since NFPA began conducting this annual study in 1977. The average number of deaths annually over the past 10 years is 95.

Figure 1 shows firefighter deaths for the years 1977 through 2010, excluding the 340 firefighter deaths at the World Trade Center in 2001.

Of the 72 firefighters who died while on duty in 2010, 44 were volunteer firefighters, 25 were career firefighters, two were employees of state land management agencies, and one was a member of a prison inmate crew.

In 2010, there were four double-fatality incidents. Two firefighters died in a vehicle crash while returning from a training weekend, two died in an apparatus crash while responding to a structure fire and four firefighters were killed during interior operations at two structure fires. More details are presented throughout the report.

Analyses in the NFPA Research Report examine the types of duty associated with firefighter deaths, the cause and nature of fatal injuries to firefighters, and the ages of the firefighters who died. They highlight deaths in intentionally-set fires and in motor vehicle-related incidents.

Finally, the NFPA study presents summaries of individual incidents that illustrate important concerns in firefighter safety.

The victims include members of local career and volunteer fire departments; seasonal, full-time and contract employees of state and federal agencies who have fire suppression responsibilities as part of their job description; prison inmates serving on firefighting crews; military personnel performing assigned fire suppression activities; civilian firefighters working at military installations; and members of industrial fire brigades. Fatal injuries and illnesses are included even in cases where death is considerably delayed.

When the injury and the death occur in different years, the incident is counted in the year of the injury.

The NFPA recognizes that a comprehensive study of on-duty firefighter fatalities would include chronic illnesses (such as cancer or heart disease) that prove fatal and that arise from occupational factors. In practice, there is no mechanism for identifying fatalities that are due to illnesses that develop over long periods of time. This creates an incomplete picture when comparing occupational illnesses to other factors as causes of firefighter deaths. This is recognized as a gap the size of which cannot be identified at this time because of limitations in tracking the exposure of firefighters to toxic environments and substances and the potential long-term effects of such exposures.

The NFPA also recognizes that other organizations report numbers of duty-related firefighter fatalities using different, more expansive, definitions that include deaths that occurred when the victims were off-duty. (See, for example, the USFA and National Fallen Firefighters Memorial websites.*)

Readers comparing reported losses should carefully consider the definitions and inclusion criteria used in any study.

Type of Duty

Figure 2 shows the distribution of the 72 deaths by type of duty. The largest share of deaths occurred while firefighters were operating on the fire ground (21 deaths).

 

This total is well below the average 32 deaths per year on the fire ground over the past 10 years, and less than a third the average of 69 deaths per year in the first 10 years of this study (1977 through 1986). The low number of fire ground deaths in 2010 is not only because of the small number of multiple-fatality fire incidents – the number of fire incidents resulting in firefighter deaths in 2010 was the lowest recorded, with 19 fatal fires, compared to an average of 28 annually in the previous 10 years. Fourteen of the 21 fire ground deaths occurred at 12 structure fires. Deaths in structure fires are discussed in more detail later in this report. There were seven deaths at seven wildland-related incidents.

 There were no firefighter deaths at vehicle fires in 2010.

  • Twelve of the 21 fire ground victims were career firefighters, eight were volunteer firefighters and one was a firefighter with a state land management agency.
  • The average number of career firefighter deaths on the fire ground over the past 10 years is 12 deaths per year, while the average for volunteer firefighters is 16 deaths per year.
  • An additional four or more deaths of state or federal wildland management agency personnel, on average, occur on wildland fires each year.

 Eighteen firefighters died while responding to or returning from emergency calls. It is important to note that deaths in this category are not necessarily the result of crashes. Twelve of the deaths were due to sudden cardiac events or stroke, five occurred in four collisions or rollovers and one firefighter was crushed between two fire department vehicles as one was backed into the station. All 18 victims were volunteer firefighters. All crashes and sudden cardiac deaths are discussed in more detail later.

Eleven deaths occurred during training activities. Two firefighters died when their personal vehicle crashed while they were returning from a training weekend. Four firefighters collapsed and died of sudden cardiac events after training exercises and one died during unsupervised physical fitness activities. One suffered a stroke after a weekly training meeting at the station, one suffered a brain aneurysm after hose loading training, one died after being exposed to smoke at a wildland live fire training exercise, and one hit his elbow during training and died of necrotizing fasciitis (also known as flesh-eating disease).

Five firefighters died at non-fire emergencies, including two at the scene of motor vehicle crashes (one victim was struck by a vehicle and the other suffered sudden cardiac death), one drowned during a swift water rescue, one died after clearing downed trees after a storm and one was asphyxiated while attempting to rescue a worker from a manhole without SCBA and before the oxygen levels were tested.

The remaining 17 firefighters died while involved in a variety of non-emergency-related on-duty activities. These activities included normal administrative or station duties (11 deaths), fire station construction projects (two deaths), vehicle maintenance (one death), driving to check on a wildland fire the previous day (one death), and a work project in a wildland area (one death). One firefighter died of a self-inflicted gunshot wound while on-duty.

 

Report Authors

Firefighter Fatalities in the United States 2010
Rita F. Fahy, Paul R. LeBlanc and Joseph L. Molis, June 2011. 33 pages.
Overall statistics on line-of-duty firefighter fatalities in 2010, including non-incident-related deaths. Includes patterns, trends, career vs. volunteer comparisons, and brief narratives on selected incidents. 

Abstract: In 2010, a total of 72 on-duty firefighter deaths occurred in the U.S.  This is another sharp drop from the 105 on-duty deaths in 2008 and 82 in 2009, and the lowest annual total since NFPA began conducting this annual study in 1977. Stress, exertion, and other medical-related issues, which usually result in heart attacks or other sudden cardiac events, continued to account for the largest number of fatalities. More than half of the deaths resulted from overexertion, stress and related medical issues. Of the 39 deaths in this category, 34 were classified as sudden cardiac deaths (usually heart attacks) and five were due to strokes or brain aneurysm. 
 

Download this report. (PDF, 151 KB)
 See older versions of this report.

Woonsocket (RI) Eight Alarm Mill Fire: Caused by Welding

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Woonsocket mill fire courtesy Matt Gregiore Providence Fire Video

    A 112-year-old building, once the home of the Woonsocket Rubber Co., a firm that made decoy tanks for the D-Day invasion in World War II and later manufactured Keds sneakers, was destroyed Tuesday night by a spectacular fire. Smoke from the blaze could be seen as far away as Providence.Fire Chief Gary Lataille said 10 to 15 departments from Rhode Island and Massachusetts were called in to help battle the seven-alarm blaze. While the fiire appeared to be small at first, according to Mayor Leo T. Fontaine, the fire quickly spread to engulf the 180,000-square-foot mill structure.Lataille said that with the river bordering one side of the complex, and a huge parking lot bordering another, he determined early that the best strategy was to contain the fire so it would not spread to houses along River Street and to let it burn completely to the ground
    .

  

Aerial Overview

 

  • According to tax records, the factory was built in 1889 and is more than 217,000 square feet. It was sold to real estate company Fairmount LLC in Decemeber 2010 for $310,000.
  • The assessed value of the building and land is more than $900,000 according to tax records.
  • The building, known as Alice Mills, has been vacant since 2009 and is a very historic Woonsocket landmark. 

Aerial View

 

 

Building Construction and Systems Training for Commanders, Company Officers and Firefighters

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Building Construction and Systems Training for Commanders, Company Officers & Firefighters

New for 2011

An intense and concentrated  series of programs examining trends and methods in building construction for the fire service with an emphasize on construction and  occupancy risk assessment, structural and construction systems, and their direct relationship on structural combat firefighting operations, firefighter survivability and the command decision-making process. Understand building systems and occupancy performance under fire conditions is mission critical with new and emerging technical information and data that is redefining tactical and operational models and firefighting protocols with new rules of engagement.

 Firefighters and Officers will gain a new understanding of inherent construction features and hazards that directly influence effective risk management and decisive strategic and tactical considerations with a focus on key construction features, inherent occupancy profiles that will influence strategic, tactical and task level operations and crucial assembly systems affected by fire dynamics, extreme fire behavior and combat fire suppression operations.

These programs & seminars examine crucial considerations for Reading the Building, Occupancy Risk Profiling, Adaptive Fireground Management, Tactical Patience, Predicative Occupancy Performance and Construction Resiliency correlating building construction performance toward combat structural fire suppression operations. Case studies will reinforce concepts presented and evoked.

2011 Training Program Offerings

  • Building Construction for the Company and Command Officer
  • Tactical Patience and the New Rules of Combat Fire Engagement
  • The New Fireground: Engineered Systems, Construction & Tactics
  • Building Construction and Tactical Operations
  • Reading the Building: Predictive Occupancy Profiling
  • The Doctrine of Combat Fire Operations 2011
  • Dynamic Risk Assessment & Firefighting
  • Tactical Renaissance:  Building Construction & Tactical Excellence
  • Extreme Fire Behavior & Fireground Operations
  • Tactical Entertainment and Firefighter Safety
  • Occupancy Risk Profiling and Firefighting Strategy & Tactics
  • Keynotes, Lectures, Special Presentations & Programs Available
  • Other Building Construction, Command, Tactics and Fire Fighter Safety and Operations programs Available  
  • More Here

Roof and Ceiling Collapses DCFD and Gary FD

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There have been two fire ground collapse events this week; the first in Gary Indiana on April 5th, the other in Washington DC on April 8th that resulted in a total of eight firefighters being injured. The collapse conditions presented themselves during the course of operations in which suppression or search and rescue operations were being conducted.  Each occupancy and construction type presents unique challenges and risks related to construction, materials, dead load and resiliency when impacted by fire, heat or fire suppression activities.

Maintaining effective and focused situational awareness of developing and progressing fire conditions, position and company assignments, and related monitoring of occupancy risk profile conditions may provide timely insights to changing conditions that may influence the incident action plan, strategies and tactics deployed or implemented. 

As always, when physical conditions allow and there is an uncertainty of building risk profiles, occupancy charactoristics, construction type and fire conditions, a 360 is advised.

Never under estimate the severity of what may transpire when a partial collapse of a roof or ceiling assembly may have on operating companies and personnel. 

  • When ever feasible, timely opening up of concealed spaces within the ceiling void, cockloft or truss loft of a roof assembly is imperative to assess the extent of fire, travel and intensity.
  • Observations openings within the ceiling membrane (from below) or roof deck (above) allows assessment determination for impingement of structural or support members and systems.
  • Use caution and be conservative in the use of Thermal Imaging devices for determining extent and magnitude of fire conditions within the concealed compartment; Refer to test results from the UL Structural Stability of Engineered Lumber in Fire Conditions Report and test data, HERE
  • When feasible, ensure eitehr dedicated truck/ladder companies or assigned task resources are available to provide coordinated tactical support to interior suppression and search and rescue assignments to manage fire behavior factors with appropriate incident, occupancy and building defined tactical deployments.
  • Think about what’s burning above you…it may very well be burning around or ontop of you, if systems, assemblies or components fail.

Three Gary (IN) firefighters were injured when the third floor ceiling of a burning building collapsed on Tuesday April 5th during search and rescue operations. According to published reports their injuries weren’t believed to be life-threatening, but they were taken to a hospital.

Battalion Chief Robert Groszewski stated about 20 firefighters responded to the fire at the site of the former Campbell Friendship House. He says no one was at home when the fire began.

Groszewski says the fire may have begun in a third-floor stairwell.

Other related links;

A ceiling collapse during a fire at a three-story building in Gary, Ind., injured three Gary firefighters Tuesday afternoon. (Credit: Gary Post-Tribune)

 

Aerial View

Aerial Delta Side

Aerial of Charlie Side, Roof and Exposure

 

The fire and collapse in Washington, DC has resulted in five DCFD firefghter injuries, of which one firefighter is in critical condition following a roof collaspse, entrappment and mayday in an unoccupied single family residential structure during primary search and rescue operations that was known to have homeless people occupy the structure on occassion.  According to various published reports, companies were making entry with pronounced fire conditions when the roof collapsed trapping the operating companies.

Reports from both STATter911.com and DCFD provided the following; DC Fire & EMS Department spokesman Pete Piringer indicated that five firefighters were hurt during a two-alarm house fire at 813 48th Street, NE. The fire was reported around 12:40 this morning. Three of the firefighters were from Rescue Squad 3 and were caught in the collapse of the roof of the one story, wood frame, single family home. At 7:30 AM Piringer reported one firefighter was in critical condition with significant burns, the other three with varying degrees of burns with expected early release.  

View more videos at: http://www.nbcwashington.com.

View more videos at: http://www.nbcwashington.com.

Street Side-Alpha

Aerial View from Bing

For some previous insights on ceiling systems, refer to the Gypsum Board Ceiling Systems and Firefigher Safety post related to the  Los Angeles (CA) FD line of duty death of veteran LAFD Firefighter Glenn Allen who died in the line of duties in February 2011 from injuries he sustained when a ceiling collapsed on him in a house fire. (HERE)

Provisional 2010 Firefighter LODD Fatality Statistics

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There were 85 LODD in the United States in 2010

Provisional 2010 Firefighter Fatality Statistics

The United States Fire Administration (USFA) recently released the Provisional 2010 Firefighter Fatality Statistics.

According to the report there were 85 onduty firefighter fatalities in the United States as a result of incidents that occurred in 2010, a 6 percent decrease from the 90 fatalities reported for 2009.

The 85 fatalities were spread across 31 states.

  • Illinois experienced the highest number of fatalities (9).
  • In addition to Illinois, only New York (8),
  • Ohio (8),
  • Pennsylvania (7), and
  • Kansas (5) had 5 or more firefighter fatalities.

Heart attacks and strokes were responsible for the deaths of 51 firefighters (60%) in 2010, nearly the same proportion of firefighter deaths from heart attack or stroke (58%) in 2009.

Nine onduty firefighters died in association with wildland fires, about half the number that died in association with wildland fires in 2009 and a third of the 26 such fatalities in 2008.

Forty-eight percent of all firefighter fatalities occurred while performing emergency duties.

Eleven firefighters died in 2010 as the result of vehicle crashes, down substantially from 16 deaths in 2009, and for the first time since 1999, none the of the deaths involved aircraft. Four firefighters in 2010 died in accidents involving firefighters responding in personal vehicles. Seven firefighter deaths involved fire department apparatus, one of which was a double firefighter fatality incident.

These 2010 firefighter fatality statistics are provisional and may change as the USFA contacts State Fire Marshals to verify the names of firefighters reported to have died onduty during 2010.

The final number of firefighter fatalities will be reported in USFA’s annual firefighter fatality report, expected to be available by July.

  • 2010 Firefighter Fatality Provisional Statistics (PDF, 11 Kb) HERE
  • 2010 Firefighter Fatality Provisional Statistics (Text, 4 Kb) HERE
  • USFA 2010 LODD Fatality Notices, HERE
  • USFA 2011 LODD Fatality Notices, HERE

2010 Line of Duty

As Report From the USFA web Site

Firefighter’s Name City, State Date of Death
Hardy, Tom  Athens, Michigan 12/31/2010 
Adamo, Kenneth  Elmwood Park, New Jersey 12/28/2010 
Stringer, Edward  Chicago, Illinois 12/22/2010 
Ankum, Corey  Chicago, Illinois 12/22/2010 
Null, Chad  Sullivan, Indiana 12/16/2010 
Tuberville, Jimmy  Milledgeville, Tennessee 12/13/2010 
Denton, Dillon C. Lancaster, South Carolina 12/07/2010 
Valentino, Gary M. Brooklyn, New York 11/26/2010 
Marshall, Jr., Kenneth  Rehoboth, Massachusetts 11/25/2010 
Sanchez, Fernando  South Sacramento, California 11/23/2010 
Hall, Worne T. Hitchins, Kentucky 11/19/2010 
Zobel, Chance  Columbia, South Carolina 11/13/2010 
Gumbert, James  North Irwin, Pennsylvania 11/10/2010 
Murray, Leonard Arthur Nashville, Indiana 11/05/2010 
Drake, Rick  Taylorsville, Indiana 11/01/2010 
Cummins, Gary L. Brocton, Illinois 10/31/2010 
Quinn, Kevin  Dayton, Ohio 10/30/2010 
Bachinsky, Bruce  Waterbury, Connecticut 10/26/2010 
Davenport, Randall Scott Marshall, Missouri 10/24/2010 
Wilson, Daniel C. Curtice, Ohio 10/23/2010 
Akin, Jr., William  Ghent, New York 10/19/2010 
Saunders, Jim  Sacramento, California 10/07/2010 
Innes, Thomas  Hindsboro, Illinois 10/03/2010 
Hall, Robert  Lynchburg, Ohio 09/27/2010 
Mosley, Edward  Morgan, Texas 09/26/2010 
Stephan, Ronald W. Lynn, Indiana 09/25/2010 
Seitz, Ryan Neil McArthur, Ohio 09/24/2010 
Clark, William Harold “Hal” Atlantic, Virginia 09/24/2010 
Johnson, Mark  Hinsdale, Illinois 09/20/2010 
Owen, James M. Irvine, California 09/16/2010 
Kelly, John  Tarrytown, New York 09/06/2010 
Suiter, Larry  Lorraine, Kansas 09/04/2010 
Farrington, Douglas  Delta, Pennsylvania 08/23/2010 
Littleton, Jonathan Lewis “Johnny” Pine Level, North Carolina 08/20/2010 
Wheatley, Christopher  Chicago, Illinois 08/09/2010 
Adams, Christopher W. Little Rock, Arkansas 08/02/2010 
Costello, Steven N. Burlington, Vermont 07/30/2010 
Altice, William Daniel “Danny” Rocky Mount, Virginia 07/26/2010 
Dillon, Posey  Rocky Mount, Virginia 07/26/2010 
Sullivan, David  Otis, Massachusetts 07/25/2010 
Velasquez, Steven John Bridgeport, Connecticut 07/24/2010 
Baik, Michel  Bridgeport, Connecticut 07/24/2010 
Springman, Richard L. Trout Run, Pennsylvania 07/14/2010 
Hornberger, Charles  Milmont Park, Pennsylvania 07/12/2010 
Smith, Douglas L. Williamstown, Pennsylvania 07/09/2010 
Flintom, Charles “Bob” Robert Greer, South Carolina 07/04/2010 
Araguz III, Thomas  Wharton, Texas 07/03/2010 
Fouts, V, Frank William Kankakee, Illinois 07/01/2010 
Brown, Jay C. Eastman, Georgia 06/27/2010 
Bauermeister, Chet  Mesa, Washington 06/23/2010 
Davis, Scott W. Oswego, New York 06/20/2010 
Eckert, Edward  Manahawkin, New Jersey 06/06/2010 
Schneider Jr., Donald A. Belleville, Wisconsin 05/29/2010 
Meusel, Kurt  Scales Mound, Illinois 05/22/2010 
Curlin, David  Pine Bluff, Arkansas 05/22/2010 
Glaser, John  Shawnee, Kansas 05/22/2010 
IRR, David  Yuma, Arizona 05/22/2010 
Johnson, Paul  Fort Cobb, Oklahoma 05/19/2010 
Caldwell, Donnie  Ghent, West Virginia 05/13/2010 
Polimine, John  Windber, Pennsylvania 05/01/2010 
Crannell, Steven Scott Guthrie Center, Iowa 04/22/2010 
Iaccino, Vincent  Hyde Park, New York 04/12/2010 
Loomis, Garrett  Sackets Harbor, New York 04/11/2010 
Reed, Sr., Harold  Peru, Kansas 04/11/2010 
Schaper, Donald E Gainsville, Missouri 04/09/2010 
Powell, Leo  Lucasville, Ohio 04/03/2010 
Teare, Edward  Independence, Ohio 03/31/2010 
Robinson, Dennis  Tucson, Arizona 03/31/2010 
Carey, Brian  Homewood, Illinois 03/30/2010 
Moore, John P. Columbus, Ohio 03/29/2010 
Bolick, Jeremy  Blowing Rock, North Carolina 03/21/2010 
Wright, Tommy  Blowing Rock, North Carolina 03/21/2010 
Adkins, Donald “Donnie”  Glasgow, West Virginia 03/13/2010 
Swan, Kevin  Beacon Falls, Connecticut 03/10/2010 
Marcheterre, Gerard  Skaneateles, New York 03/06/2010 
Rowe, Brian  West Fork, Maine 03/05/2010 
Waynant, Sr., Brian P. Wilmington, Delaware 03/01/2010 
Siemers, Jonathan  Clay Center, Kansas 02/21/2010 
Mellott, Donald G. Woolrich, Pennsylvania 02/12/2010 
Giles, Stanley L. Linn Valley, Kansas 02/10/2010 
Coyle, John  Priest River, Idaho 02/08/2010 
Sandy, Henry  Batesville, Arkansas 01/26/2010 
Cannon, Terry  Louisville, Kentucky 01/17/2010 
McCafferty, Joseph Mack Lancaster, Ohio 01/16/2010 
Thompson, Jerry  Union, Mississippi 01/14/2010 
Kemp, Leroy  Tioga Center, New York 01/13/2010 
Eck, Urban Aloyisous Wichita, Kansas 01/02/2010 

 

Links of Interest

  • NIOSH Firefighter Fatality Investigation and Prevention Program
  • National Fallen Firefighters Foundation
  • EveryoneGoesHome.com
  • Firefighter Close Calls.com
  • Buildingsonfire.com
  • IAFC Safety, Health and Survival
  • National Firefighter Near-Miss Reporting System
  • Heavy Fire in 10,000 Square Foot Huntingtown (MD) Mega Mansion Injuring 9 Firefighters

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    Aerial View of Residence

    At 2356 hours on Saturday March 19, 2011, the Huntingtown Volunteer Fire Department was alerted for the reported Chimney Fire at 3380 Soper Road in Huntingtown. While en-route, firefighters received information that the owner was trying to extinguish the fire and believed it had spread to the attic. Units alerted were: Chief 6A (Montgomery), Chief 6C (Morris), Safety 6 (McKenny), Lieutenant 6 (Buckler), Engine 62 (Smith), Engine 61 (Gaylor), Squad 6 (Wallace), Tanker 6 (Robison), Brush 6 (Montgomery Jr), Ambulance 68 (Jeffery, M) and Ambulance 69 (Bevard).

    Chief 6C arrived to find smoke showing from the second floor eves of a 10,000 square foot mega-mansion. Engine 62 arrived, laying a supply line, advancing the 400′ pre-connect and began pulling the ceiling, at which time; they found fire in the attic spreading rapidly. Within seconds, conditions deteriorated significantly resulting in zero visibility and intense heat. Command immediately ordered evacuation tones. Due to high winds off the river, water supply issues, distance from the fire house, and the size of the structure (10,000 square feet), fire spread rapidly.

    Immediately thereafter, the second floor flashed over resulting in nine firefighters being injured, five from Huntingtown Volunteer Fire Department and four from Prince Frederick Volunteer Fire Department. As a result of the unbearable heat, several firefighters took extreme measures such as jumping out of windows and running through walls to evacuate the structure. Chief 6A immediately ordered a Full Second Alarm with two Tankers. Later in the incident, additional units were Special Alarmed to the scene. On scene were several ambulances and medics providing care to the injured firefighters.

    Although units from Calvert, Charles, St. Mary’s, Anne Arundel, and Prince Georges were utilized, fire spread in such a rapid manner that the home is considered a total loss.

    Two of the Huntingtown firefighters were seriously injured and transported by aviation to Washington Hospital Center. The other seven firefighters were transported to Calvert Memorial Hospital for evaluation and treatment. Subsequently, six of those initially transported to Calvert Memorial, two from Huntingtown and four from Prince Frederick, were transported to Baltimore Shock Trauma and Washington MedStar for follow-up evaluation and treatment for smoke inhalation. All seven firefighters have since been released.

    The event narrative was issued through Chief Jonathan Riffe of the Huntington VFD, MD (HERE)

     

     

     

    We’ll be posting more information on Extreme Fire Behavior, Vent Paths, Wind Driven Fire Considerations in the next few days.

    Near-Misses, Maydays and Floor Collapses

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

    If you’ve been paying attention to the latest news and on the job reports these past few days, you may have noticed there’s been an emerging trend evident in near miss, close-calls resulting in maydays, RIT deployments and self-rescue resulting from floor compromise and floor collapse. 

    As I was doing some research and posting links related to the first one or two events on Buildingsonfire on Facebook, HERE, it became evident 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.

    I’ll plan to develop some operational safety and awareness insights related to building construction, floor systems and operational integrity in the next few days. I’ll get a comprehensive list of events and incident parameters compiled and posted also.

    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 Expeeince (OE) on floor systems and operational safety.

    Reference Links for Operational Insights and Operating Experience (OE)

    Here’s some screen shots from Buildingsonfire on Facebook. Go HERE or follow the link at the left column. Join the growing list of 3500 fans with Buildingsonfire on Facebook and Buildingsonfire.com (fully launching in January, 2011)

    The Emerging Fire Officer

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     For a Today’s Fire Officer to be truly effective, accountable and responsible to their duties, function and assignments; they must have the requisite training and skill sets that correspond with their job performance and functions. Regardless of your affiliation or membership, career or volunteer, rank or title; if you are performing as an officer in the fire service you need to have the right combination of training to support and augment the experience you obtain while working in field operations or other administrative or staff positions.  The question is do you know what is expected of you? Does your organization provide you with the road map? Is it defined, is it part of the recognized national standards process? 

    It’s no longer acceptable to be functioning and performing in a rank and position of responsibility without the necessary knowledge, skills and abilities (KSA) in order to execute those duties in an effective, efficient and compliant manner aligned with your department’s policies, procedures and standards. The aspect of Officer Credentialing and Qualifications isn’t anything new. 

    The NFPA Professional Fire Officer Qualifications standard has been around since 1976, as have a variety of Pro Board, IFSAC and State approved training programs that lead to certification, credentialing and have a sequential qualifications track. 

    Origin and Development of NFPA 1021 In 1971, the Joint Council of National Fire Service Organizations (JCNFSO) created the National Professional Qualifications Board (NPQB) for the fire service to facilitate the development of nationally applicable performance standards for uniformed fire service personnel. On December 14, 1972, the Board established four technical committees to develop those standards using the National Fire Protection Association (NFPA) standards-making system. The initial committees addressed the following career areas:

    • Fire Fighter,
    • Fire Officer,
    • Fire Service Instructor, and
    • Fire Inspector and Investigator

     The first edition of NFPA 1021 was published in July 1976. The original concept of the professional qualification standards was to develop an interrelated set of performance standards specifically for the fire service. The various levels of achievement in the standards were to build on each other within a strictly defined career ladder. In the late 1980s, revisions of the standards recognized that the documents should stand on their own merit in terms of job performance requirements for a given field. Accordingly, the strict career ladder concept was abandoned, except for the progression from fire fighter to fire officer. The later revisions, therefore, facilitated the use of the documents by other than the uniformed fire services.The 1992 edition of NFPA 1021 reduced the number of levels of progression in the standard to four. In the 1997 edition, NFPA 1021 was converted to the job performance requirement (JPR) format to be consistent with the other standards in the Professional Qualifications Project. 

    The intent was to develop clear and concise job performance requirements that can be used to determine that an individual, when measured to the standard, possesses the skills and knowledge to perform as a fire officer. These job performance requirements can be used in any fire department in any city, town, or private organization throughout North America. (Excerpt from the NFPA 1021 Standard preamble, Copyright © 2008 National Fire Protection Association®. All Rights Reserved.) 

    To order a complete version of the NFPA 1021 standard go HERE.  

      

    The scope and purpose of the NFPA 1021 standard is to identify the minimum job performance requirements necessary to perform the duties of a Fire Officer and specifically identifies four levels of progression— Fire Officer I, Fire Officer II, Fire Officer III, and Fire Officer IV. 

    • The intent of the standard is to define progressive levels of performance required at the various levels of officer responsibility.
    • The authority having jurisdiction (AHJ) has the option to combine or group the levels to meet its local needs and to use them in the development of job descriptions and specifying promotional standards.
    • The NFPA 1021 standard does not restrict any jurisdiction from exceeding the minimum requirements defined by the standard.

    In most progressive organizations there is a formal and defined process whereby a firefighter transitions and becomes a fire officer. The general practice consists of time in grade, examination, oral and sometimes practical examinations, followed by a list ranking and then appointment. Some organizations utilize an appointment process based upon wide latitude of criteria and still others utilize a popular voting process. There are stringent civil service requirements and protocols that define the qualification, ranking, selection and appointment process in career organizations. There are numerous variations on these themes that take into account a variety of local or regional commonalities, and elements that define the process and procedure in becoming a fire officer. It’s safe to say that the vast majority of volunteer organizations utilize some form of membership voting process or an appointment process often with little to minimal prerequisites. This form of promotion has varied measures of liability and risk for those individuals who attain leadership roles and responsibilities as company or command officers with nothing more than a few “basic” training courses, a few years of experience and a following.

    The lack of creditable and measurable knowledge, skills and abilities that align with nationally recognized processes and standards in this day and age is questionable at best, and may border on the edge of negligence. A candidate or appointee who assumes the role of a company or command officer or raises through the ranks without any balance of credentials and qualifications in so doing, has the potential to practice with a degree of assumed risk.  

    The volunteer fire service has traditionally been recognized as being seriously challenged when it comes to officer credentialing and qualifications for a variety of reasons. The inability to follow or complete the rigors, burdens and demands associated with traditional and conventional credentials and qualifications programs leaves many officer candidates or appointees with little in the way of quantifiable and documented training and education. 

    An innovative process was developed and implemented in 2009 in Onondaga County (NY) that was designed to bridge the gap between conventional State and/or national certification, credentialing and qualifications processes and officer requirements that prevailed at the local department level; providing a structured and recognized methodology and basis that would allow knowledge, skills and abilities to be attained and documented within the officer ranks. 

    Based upon selective NFPA 1021 standard criteria that formed that basis and provided a recognized structure and methodology, a Voluntary Fire Officer Qualification Based Credentialing program was established to meet the needs of the volunteer fire service sector. 

    The Onondaga County Executive’s Fire Advisory Board recognized the need to address today’s challenges for fire officer development. The goal of the Voluntary Fire Officer Qualification Based Credentialing Program is to assist individuals and organizations in improving safety, health and operational efficiencies. This program provides a “map” to guide individuals and organizations towards leadership training and an opportunity for advancement in the fire service. 

    The County Fire Advisory Board recognized New York State legislative “home rule” that essentially allows each organization to determine the acceptable criteria for training, skills and competencies for fire officers within its organization. The Voluntary Fire Officer Qualification Based Credentialing Program offers one method to achieve fire officer development based on generally accepted standards and practices. 

    Program Overview Inconsistencies in training levels, skills and operational proficiencies existed in the county’s emergency services organizations related to fire officer qualifications. The Onondaga County Fire Advisory Board recommended the implementation of a voluntary fire officer qualification based credentialing program that may increase the opportunities for safe and successful emergency operations. The purpose of the voluntary credentialing program is to provide a sequential template of training, education and knowledge steps for supervisory and management levels within the organization structure of an agency. Enhanced personnel safety and operational effectiveness may be achieved, contributing towards operational excellence and risk reduction measures. Furthermore to enhance individual responsibility, empower leadership, provide technical skill uniformity and operational integrity. 

    Objectives  

    1. Provide Onondaga County Emergency Service personnel with a disciplined and uniform approach to learning, skill and knowledge, aligned with New York State and national standards and recommendations.2. Provide a career path to achieve proficiency and skill development to meet the demands of officer positions and ranks commensurate with roles and responsibilities. 

    3. Provide a systematic approach towards officer development and growth that is based upon recognized curriculum and subject areas. 

    4. Promote voluntary compliance to achieve regional uniformity, consistency and standardization of fire officer training. 

    Voluntary Fire Officer Qualification Based Credentialing Program  

    The recommendations promulgated by the Voluntary Fire Officer Qualifications based Credentialing Matrix are based upon the following subject and topical areas; 

    The Voluntary Fire Officer Qualifications program allows for maximum flexibility, allows for awarding of equivalencies in nearly all subject area categories and promotes the implementation of grandfathering exiting agency personnel based upon documentation of past training, education and structured training drill opportunities.The purpose of this program is to provide a means to document training, skills and proficiencies aligned with standard rank and position responsibilities. This would allow an agency to determine the method for phased implementation of the elements of this program. The intent of the Voluntary Fire Officer Qualifications Credentialing Matrix is to provide a sequential model for training, education and skill set development that provides uniformity to achieve increasing proficiencies that align with advancements in rank and responsibilities. ( It is not the intent to replace traditional certification paths and processes) 

    Credentialing Subject Areas  

    There are seventeen (17) subject areas that comprise the Credentialing Matrix (based upon NFPA 1021); 

    1. Command Management 

    2. Supervision & Management 

    3. Reporting & Planning 

    4. ICS Tabletops and Simulations 

    5. Strategy and Tactics 

    6. Building Construction 

    7. Multiple Company Operations 

    8. Hazardous Materials 

    9. Fire Behavior & Arson Awareness 

    10.Suppression Systems 

    11. FAST & RIT 

    12.Incident Safety 

    13.Live Fire Training 

    14.Fire Instruction & Training Methodologies 

    15.Special Operations 

    16.WMD and Homeland Security 

    17.Disaster Operations 

    Furthermore, The Voluntary Fire Officer Qualifications Credentialing Matrix identifies suggested prerequisites for entry level into the first line supervisory rank.  

    Training hours assigned to each subject area for each rank and position. 

    Training hours in each area can be achieved through any combination of methods that include but are not limited to; 

    • Department Training Drills
    • Local, regional and state courses and program
    • Documented Life experiences applicable to the subject areas
    • Training Seminars
    • On-line training programs such at the NFA, EMI and ODP program
    • NYS OFPC programs and course offering
    • National Fire Academy/ EMI On-line programs
    • Community College or other Public Safety Institute programs
    • Conference and Training Program offerings
    • Web based seminar and POD Casts
    • Trade and professional training offerings
    • Documented lecture programs
    • Open Fire Academy (OFA) On-Line
    • Computer Based Training (CBT) & educational offerings

     For a complete program overview and a view of The Voluntary Fire Officer Qualifications Credentialing Matrix go to the county web site HERE to download the program. Program

    Questions or to request a copy of the program by email to commandsafety@gmail.com  or Buildingsonfire@gmail.com

    Whatever path you select; traditional certification, degree program or hybrid, ensure you choose one and work towards achieving credentialing and qualifications commensurate with your rank, roles and responsibilities. You own it to yourself, the firefighters you supervise and the community and citizens you protect.

    1980 MGM Grand Hotel Fire-Thirty Years Ago

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    Thirty years ago on the morning of November 21, 1980, 85 people died and more than 700 were injured as a result of a fire at the MGM Grand Hotel in Las Vegas, Nevada. This was the second largest life-loss hotel fire in United States history. It was determined during the investigation that the fire originated in the wall soffit of the side stand in the Deli, one of five restaurants located on the casino level. The investigators concluded that several factors contributed to the cause of the fire but the primary source of ignition was an electrical ground fault. 

    Once the fire ignited, it quickly traveled to the ceiling and the giant air-circulation system above the casino. In the casino, flames fed on flammable furnishings, including wall coverings, PVC piping, glue, fixtures, and even the mirrors on the walls, which were made of plastic.  

    The fire burned undetected for hours until it flashed over just after 7 a.m. and began spreading at a rate of 19 feet (5.8 meters) per second through the casino. As fire companies and firefighters were arriving, according to published reports, an estimated one-million-cubic-foot wall of flames was rushing through the casino, melting slot machines and sending a cyanide-laced cloud of killer smoke pouring upward.  

    The investigation determined that the rapid fire spread was due to a series of installation and building design flaws. A wire at the point of fire origin that had been improperly grounded could’ve been discovered had the area been inspected. A compressor wasn’t properly installed. A piece of copper wasn’t insulated correctly. A fire alarm never sounded. A stairwell that was a crucial escape route filled with smoke. The laundry chutes failed to seal and defects existed in the heating, ventilation, and air-conditioning systems. All of these factors contributed to the spread of smoke.  

    Photo: AP/World Wide

    This fire provided a wake-up call for the industry to improve fire safety standards in hotels around the country. As a result, hotels today are safer than ever.  

    • About 5,000 people were in the resort when the blaze started to burn in earnest.
    • Many were trapped in their rooms, in the corridors, and in stairwells, and most of the victims died at the scene or in Las Vegas Valley hospitals.
    • Another handful of victims succumbed to fire-related injuries within a year.
    • Fourteen firefighters were hospitalized, most suffering from smoke inhalation.
    • According to the newspapers reports, NFPA’s Fire Investigation Manager, David Demers, concluded that “with sprinklers, it would have been a one or two sprinkler fire, and we would never have heard about it.”
    • An employee cutting through the closed Deli on the way to work was the first to see the fire. The worker, not identified by name in the fire investigation report, called security, then tried to put it out. The worker wasn’t trained and the proper equipment wasn’t there, the NFPA investigation said.
    • A visiting firefighter from Illinois breakfasting in an adjacent coffee shop also tried to help a security guard find an extinguisher to put out the electrical fire, but they couldn’t locate one.
    • A flame front moved into the casino, where the fire gained speed and strength, fueled by more flammable materials, including the highly flammable adhesive used to attach ceiling tiles.
    • Again, sprinklers would have put the fire out there.
    • Without them, within minutes, the fireball tore through the casino, blowing out the doors leading to the valet area.
    • Soon, killer smoke rose through the 26-floor high-rise tower via ventilation ducts.
    • While the lack of sprinklers was a major factor contributing to the severity of the MGM fire, it’s not that simple. Blame also has to be given to code violations, design flaws, installation errors, and materials that made the fire worse.
    • The fire alarms didn’t sound because they were manual and nobody pulled them. However, the disaster might have been worse if the alarms had prompted more people to rush into smoke-filled hallways.
    • Despite the discovery of 83 building code violations, nobody was ever charged criminally with any wrongdoing

     To make matters worse, fire marshals had insisted sprinklers be installed in the casino during the building’s construction in 1972, but the hotel refused to pay for the $192,000 system, and a Clark County building official sided with the resort. Authorities later said the sprinkler system could have prevented the disaster at the hotel, which is now Bally’s Las Vegas Hilton Casino Resort. The fallout was $223 million in legal settlements, in addition to the lives lost.   

    • Construction of the 26-story MGM Grand Hotel and Casino (currently Bally’s) started in 1972 and it opened in December of 1973.
    • There were 2,078 rooms at the hotel and the total area of the hotel and casino was approximately two million square feet.
    • Fire sprinkler systems were not installed in the high-rise hotel, the casino (approximately 380 by 1200 feet, or 450,000 square feet), and the restaurant areas.
    • Only partial fire sprinkler protection was provided for limited areas (arcade, showrooms and convention areas) on the ground level.
    • Where the sprinklers had been installed, they clearly worked. But sprinklers weren’t anywhere near where the fire broke out behind a wall near a serving station at The Deli that Friday morning about 7:10 a.m.
    • The Deli had received an exemption for sprinklers because it was supposed to be a 24-hour restaurant. It was assumed someone would always be there to put out a fire.
    • But then the hours changed and The Deli wasn’t open all the time. It was closed when the fire erupted.
    • The fire, caused by an electrical ground-fault, smoldered for hours before breaking through the wall.

       

    • According to NFPA’s final investigation report , several major factors contributed to the large loss of life in this fire. Among them was the rapid fire and smoke development in the casino in the early stages of the fire due, in part, to the lack of sprinklers and adequate fire barriers.
    • The fire generated massive amounts of smoke that spread up the hotel’s 23-story high-rise tower through unprotected vertical seismic joints and elevator hoistways and the substandard interior stair enclosures and exit passages.
    • In addition, the hotel’s heating, ventilating, and air conditioning continued to operate during the fire, pushing smoke throughout the high-rise.
    • Investigators found no evidence that the hotel had executed an emergency plan or sounded an evacuation alarm signal. Nor was there any evidence of manual fire alarm pull stations in the natural escape path in the casino.
    • The number and capacity of the exits from the casino were deficient, and the travel distances from certain areas of the casino to the exits were too long.
    • Finally, there was no automatic means of recalling the elevators to the main floor during the fire to prevent people from boarding them. Ten of the MGM Grand victims were found in the hotel’s elevators.
    • As a result of this fire, NFPA Life Safety Code® requirements for stairwell re-entry onto building floors if the exit stair enclosure becomes untenable were changed to include three options.
    • Stairwell doors must now remain unlocked on the inside of the stairwell so that people can get from the stairwell back to guest room floor.
    • Or they may be locked, but they must automatically unlock when the building’s fire alarm system activates.
    • Or hotels may use selected re-entry, in which there may be no more than four intervening floors between unlocked doors and signs must be provided to direct occupants to the floors with unlocked doors

    Graphic by Mike Johnson.

      On the night of February 10, 1981, just 90 days after the devastating MGM Grand fire, an arson fire started at the Las Vegas Hilton, which at the time was being retrofitted with modern fire safety equipment. Firefighters, using the knowledge they had learned from the MGM fire, used local television networks to notify people to stay in their rooms and not go out to the halls and stairwells. Because of the lessons learned, only eight people died in this fire compared with the 84 people who died in the MGM Grand fire 

       

       

    Reference Links: HERE, HERE, HERE , HERE and HERE   

    Clark County (NV) Fire Department Report: HERE and Link to FD Page HERE   

    NFPA Summary Report, HERE and HERE  and Article Link HERE 

    NFPA Looking back at the MGM Fire, HERE   

    RELATED NFPA INFORMATION
     NFPA Investigation Report: Las Vegas MGM Grand Fire  

     U.S. Hotel Fire Incident With 10 Or More Fatalities (PDF, 17KB)
     Additional Hotel/Motel Safety Information and Statistics
     Looking Back: The MGM Grand Hotel Fire (NFPA Journal, May/June 2010)
     NFPA remembers the 1980 MGM Grand fire in Las Vegas (NFPA Journal, March/April 2001) 

    Las Vegas Review Journal Media Research: Here   

    USFA Topical Fire Report Series; Hotel and Motel Fires, HERE 

    Lessons from the Past: MGM Grand Fire on Firehouse.com, HERE   

    Las Vegas and Nevada history as told by those who lived it- The MGM Fire 1980. This six part series was broadcast in 2000 and produced by KNPR’s Tim Anderson with support from the Nevada Humanities Committee. HERE   

    These links from the Las Vegas Review Journal Media covered the 25th Anniversary of the event;   

    IN DEPTH: MGM GRAND HOTEL FIRE: 25 YEARS LATER
    IN DEPTH: MGM GRAND HOTEL FIRE: 25 YEARS LATER: Disaster didn’t have to be
    IN DEPTH: MGM GRAND HOTEL FIRE: 25 YEARS LATER: Officer recalls eerie scene at burned hotel   

    MGM Grand Fire Photos, HERE   

    Current Data from the USFA:  

    • An estimated 3,900 hotel and motel fires are reported to U.S. fire departments each year and cause an estimated 15 deaths, 150 injuries, and $76 million in property loss.
    • Hotel and motel fires are considered part of the residential fire problem. However, they comprise only approximately 1 percent of residential building fires.
    • Half of hotel and motel fires are small, confined fires.
    • Cooking is the leading cause of hotel and motel fires (46 percent). Almost all hotel and motel cooking fires are small, confined fires (97 percent).
    • Eighteen percent of non-confined hotel and motel fires extend beyond the room of origin. The leading causes of these larger fires are electrical malfunctions (24 percent), intentionally set fires (15 percent), and fires caused by open flames (12 percent). In contrast, 42 percent of all non-confined residential building fires extend beyond the room of origin.
    • While bedrooms are the primary origin of non-confined fires (23 percent), when confined cooking fires are considered, the kitchen or other cooking area is the most prevalent area of fire origin.
    • Hotel and motel fires are more prevalent in the cooler months due to increases in heating fires and peak in February (9 percent).

    Bally's Las Vegas, formerly the MGM Grand Hotel and Casino today

    Taking it to the Streets; “Redefining the Fire Ground” Rescheduled

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    Taking it to the Streets with Christopher Naum

    Wednesday Night’s Program has been postponed due to Emergent Server issues at BlogTalkRadio.

    The Program has been rescheduled for Thursday November 4th at 9:00pm EDT

    Turn Out to FireFighter NetCast.com and Taking it to the Streets for; “Redefining the Fire Ground”

    If you missed last month’s program on the Tactical Renaissance of Combat Fire Suppression Operations and the new Rules of Engagement, with Chief Gary Morris (ret) Phoenix (AZ) Fire Department and Dr. Burt Clark from the NFA, then you missed out a some great insights and discussion. This month Taking it to the Streets is looking to further the dialog and look at “Redefining the Fire Ground”. Many would argue that the fire ground doesn’t need to be “redefined”; that the way we do business in the Streets is just fine and that the American Fire Service knows how to get the job done, at any cost.

    The recent release of the NIST Technical Study of the Sofa Super Store Fire – South Carolina, June 18, 2007 has presented compelling data and information that provides further discernments of how our buildings react under fire conditions and how our tactical assumptions and deployments continue to be willfully miscued.  Joining Chris will be Chief Douglas Cline, from the City of High Point FD, North Carolina, a highly regarded national instructor, author, advocate, tactician and incident command.

    Don’t miss out on debating and dialoging the transitional fire ground. It is here and it’s here to stay; you just didn’t know that it was changing. But then again, was anyone paying attention?  Join the live broadcast on Thursday night November 4th at 9:00pm ET, or download the post production podcast from Firefighter NetCast.com.

    • For additional Taking it to the Streets programming, HERE
    • Firefighter NetCast.com HERE
    • Taking it to the Streets for; “Tactical Renaissance and the Rules of Engagement” Show Link, HERE

    Taking it to the StreetsTM On Your Street, In Your City, Across the County, Around the WorldTM ©2010

    Taking it to the Streets is hosted by Christopher Naum and is a Buildingsonfire.com Series and Fire Fighter NetCast.com Production.

    New NFPA campaign puts a face on the lifesaving impact of home sprinklers

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    The National Fire Protection Association (NFPA) announced the Faces of Fire campaign, featuring personal stories of those who have been affected by fires in the home. Faces of Fire is a tool to promote the required installation of fire sprinklers in new one- and two-family homes and is part of NFPA’s Fire Sprinkler Initiative. Faces of Fire was developed with funding from Federal Emergency Management Agency (FEMA).

    Faces of Fire features the personal stories of home fire survivors, family members of victims, first responders and homeowners whose property has been protected by fire sprinklers. Through video interviews, photographs and written profiles available online, Faces of Fire is a resource for local advocates and fire personnel, putting personal stories front and center during consideration of fire sprinkler mandates.

     

    The campaign was unveiled at a conference of fire and building officials in Boston today that included a live side-by-side burn to demonstrate the effectiveness of fire sprinklers. Speakers at the burn demonstration included U.S. Fire Administrator Glenn Gaines; Gary Keith, NFPA vice president of field operations; and Princella Lee-Bridges, fire survivor and Faces of Fire participant, Greenville, S.C.

    “Home fire sprinklers save lives, protect property, preserve community resources and are affordable in new construction. They should not be considered optional in new homes,” said James M. Shannon, NFPA president. “It is our goal that states across the country require lifesaving home fire sprinklers in new construction.”

    Because the tragedy of home fires doesn’t discriminate, Faces of Fire features stories from across the racial, gender, geographic and economic breadth of America.

    Stories like those of Ms. Lee-Bridges, a former operating room nurse and Desert Storm veteran:

    “In the grand scheme of things, how does the cost of putting in sprinklers at $1.25, 2.60, or 3.40 per square foot compare to the loss of a loved one. For me, the burns I suffered in a home fire led to not only physical impacts, but also the loss of a marriage, and the loss of a career I loved,” she says. “How does the cost of installing sprinklers measure up to all of that?”

    Each year about 3,000 people in the United States die in home fires. Many home fire deaths and injuries could be prevented through the increased use of fire sprinklers. Today all relevant model building codes call for the use of sprinklers in such homes. By containing fires before they spread, home fire sprinklers protect lives and property.

    “Sprinkler opponents are spreading misleading information about sprinklers and putting false information in the minds of consumers and policy makers,” said Shannon. “Such tactics of delay and defeat can cost lives. NFPA is fighting back by sharing research-based information, advocacy tools and now, personal stories of those affected by home fires.”

    “One of the toughest parts of my job is seeing the faces of people who have been killed by smoke, heat and flames from a home fire that could have been controlled easily with a residential sprinkler system,” said Mark Showmaker, chief fire marshal/emergency management director for Upper Southampton Township in Southampton, Pa. “In the fire service, we do everything we possibly can to save lives. Our counterparts in the home building industry can do the same by simply supporting the installation of fire sprinklers.” 

    The Faces of Fire campaign will be shared through traditional news as well as social media outlets and will be available on NFPA’s Fire Sprinkler Initiative® website: www.firesprinklerinitiative.org/faces

    About the National Fire Protection Association (NFPA)
    NFPA is a worldwide leader in providing fire, electrical, building, and life safety to the public since 1896. The mission of the international nonprofit organization is to reduce the worldwide burden of fire and other hazards on the quality of life by providing and advocating consensus codes and standards, research, training, and education. Visit NFPA’s website at www.nfpa.org

    About the Fire Sprinkler Initiative®
    The Fire Sprinkler Initiative®, a project of the National Fire Protection Association, is a nationwide effort to encourage the use of home fire sprinklers and the adoption of fire sprinkler requirements for new construction.  Visit the Fire Sprinkler Initiative website at www.firesprinklerinitiative.org.

    “It’s Not Something You Do; It’s Something You Are”

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    Remembering the Sacrifices’ of that day in September and all of those who came before us in this the United States Fire Service and those that were with us, in the commission of our sworn duties who didn’t go home…..as we do what we do best, being Fire Fighters.

    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

    The Waldbaum Fire Collapse FDNY 1978 Remembrance

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    The Waldbaum’s Supermarket Fire and Collapse FDNY 1978  

    The Waldbaum Super market fire, Brooklyn, New York occurred on August 2, 1978. Six firefighters died in the line of duty when the roof of a burning Brooklyn supermarket collapsed, plunging 12 firefighters into the flames. The fire began in a hallway near the compressor room as crews were renovating the store, and quickly escalated to a fourth-alarm. Less than an hour after the fire was first reported, nearly 20 firefighters were on the roof when the central portion gave way.  

      

    Thirty-four firefighters, one emergency medical technician and one Emergency Services police officer were injured in the fire and the tragedy is remembered as one of the worst disasters in the New York City Fire Department’s 143-year history.  

    The FDNY members killed in the Waldbaum’s fire included:
    • Lt. James E. Cutillo, Battalion 33
    • Firefighter Charles S. Bouton, Ladder Company 156
    • Firefighter Harold F. Hastings, Battalion 42
    • Firefighter James P. McManus, Ladder Company 153
    • Firefighter William O’Connor, Ladder Company 156
    • Firefighter George S. Rice, Ladder Company 153 

    The fire started at 8:40 am in Waldbaum’s supermarket located at 2892  Avenue Y and Ocean Avenue in the Sheepshead Bay section of Brooklyn. Nearly 23 electricians, plumbers and contractors were renovating the building when the fire was discovered in mezzanine area. Box 3300 was transmitted at 08:39 hours and the All hands transmitted at 08:49 and subsequently a 2nd alarm at 09:02 hrs. Shortly after 09:20 with 20 firefighters operating on the bowstring truss roof a crackling sound was heard and the center portion of the roof fell into the smoke and flames. Some of the firefighters were seen running toward the edge of the roof; some made it, others nearby fell into the gaping hole. The third alarm was transmitted at 09:18 3rd alarm and subsequently escalated to a Fifth alarm assignment during the rescue and recovery operations.  

    Roof Operations prior to collapse

     

    Laborers and firefighters managed to pull out some who were near walls, some crawled out. Several holes were made into the wall to pull out injured survivors and victims.  

    The Building  

    The approximately 120 ft.  x 120 ft. primary building was originally built in 1952 as a supermarket and at the time of the fire was undergoing extensive renovations and was open and operating. Constructed with exterior masonry bearing walls of  with  timber roof trusses with a 100-foot clear span, supported on pilaster columns embedded in the exterior walls, it was classical Type III construction. The truss system supported an ornamental tin ceiling and 18 inches below that concealed space a conventional suspended acoustic ceiling tile panel system was present. Reports indicated the tin ceiling was attached directly to the bottom cord of the truss system.  A two story mezzanine and machine room was located at the north wall of the original building. Access through the truss loft area was accessible through man-doors at the plane of each truss.  

    Waldbaum Supermarket FDNY Box 3300 1978

     

    The heavy timber bowstring arch roof consisted of seven (7) truss units constructed of 4-5 bundled 3 inch x 12 inch attached assemblies.  Two factors contributed to the collapse of the bowstring arch truss system; double roof (rain roof) alterations with concealed spaces and the extent and severity of the fire within the concealed spaces affecting the assembly’s structural stability. The presence of the double concealed ceiling systems; the truss system supported an ornamental tin ceiling and 18 inches below that concealed space a convential suspended acoustic ceiling tile panel system was present. Reports indicated the tin ceiling was attached directly to the bottom cord of the truss system. The failure of  operating companies and command personnel to recognize the signs of an unchecked concealed fire that was propagating at a rapid pace impinging upon critical structural assembly points was a significant contributing factor in the incident outcome. 

    Typical Heavy Timber Bowstring Arch Truss Configuration

     

    This roof collapsed 32 minutes after the initial units arrived. The immediate collapse occurred approximately 85 feet inward from the Alpha side (Ocean Avenue) and approximately 50 feet from the Bravo side (Avenue Y). The immediate failure and loss of structural stability and collapse of truss unit #5 was followed with the subsequent collapse of truss units #6 and #4 that were interdependent on the roof rafter and purlin system to maintain thier structural stability and vertical orientation. This type of interdependent structural system of structural trusses, rafters and roof deck (membrane) result in large area collapses since the primary truss will usually cause the adjacent two truss systems (on either side of the primary compromised truss) to fail by pulling downward.  

    The effects of direct flame impingement on the truss assessmblies, thier connection points of bearing at the outter masonry walls, coupled with the tactical trench cut that had been comopleted by the operating ladder companies resulted in 4,000 sf section of roof to collapse in the truss #5, 6 and 4 bay areas. Rapid and progressing fire travel within the concealed spaces and the degradation of the roof assembly and structural support system, failure to recognize the inherent opertaional risks associated with roof and interior operations on heavy timber truss roof systems and the failure to correlate continued interior suppression operations with simultaneous roof ventilation operations with no significant change in operational progress or mitigation contributed to the tragic outcome of the incident.  

    A short ten years would pass and the lessons from the Waldbaum Fire would soon be forgotten when on July 2, 1988 operations in a Type III building consisting of an auto dealership would lead to the deaths of five (5) Firefighters in Hackensack, New Jersey when operations were being conducted in the truss loft storage area when an 80 foot heavy timber truss collapsed trapping the firefighters. The Hackensack Ford Fire occured less than four weeks short of the tenth anniversary of the Waldbaum Fire right across the Hudson River. More on the Hackensack Ford Fire HERE.  

     
     
     
     
     

    Bravo Side View

     

    Additional References :http://stevespak.com/waldbaums.html  

    Fire Investigation: An Analysis of the Waldbaum Fire, Brooklyn, New York, August 3, 1978. Quintiere, J. G. NISTIR 6030; June 1997 http://www.nfpa.org/itemDetail.asp?categoryID=442&itemID;=18676&  

    NFPA Fire Command Magazine, Brooklyn Roof Collapse Claims six Lives. Demers, David P.; December 1978  

    Waldbaum Fire Facebook page, HERE with numerous photos and recollections honoring those that lost their lives and those that operated at FDNY Brooklyn Box 3300.
       

    Rescue efforts on the Bravo Side

     

      

    2892 Ocean Avenue Today

     

    The lessons learned in the years following the Walbaum’s fire in 1978 and the subsequent Hackensack Ford Fire, NJ in 1988 focused on understanding building construction systems, occupancies and structural assemblies, in both of these cases the timber bowstring truss systems. Over the years the foundation of knowledge necessary to build competencies and knowledgeable firefighters, fire officers and commanders cognizant in the science and technology of building construction has waned and at time has been less than an area of focus.  

    Take the time to learn about the FDNY Walbaum’s fire, its history repeating significance as a major fire service LODD event, the lessons learned from the Hackensack Ford Fire (July 2, 1988) and other related case studies that can be found on the NIOSH, USFA and NFPA web sites.  

    Look at your buildings within your response areas and jurisdiction. Understand how they’re built and more importantly how they are affected by the exposure and impingement of fire and its byproducts. Understand key building performance indicators and appropriate strategic and tactical actions based upon building profiles, occupancies, fire loading, construction features and fire service resources. Take the time to honor the brave brother firefighters from FDNY who made the supreme sacrifice thirty two years ago, and gave a legacy to learn from in this and in future fire service generations.  

    It’s time to think; BUILDING KNOWLEDGE = FIREFIGHTER SAFETY  

    Memorial

     

    Operational Safety at Basement Fires: Close Call

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    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 


     

    In the Streets; On the Air

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

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

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

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

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

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

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

     

    Eleven Minutes to Mayday; What You Need to Know

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    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

      

     

    In Search of Tactical Patience

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    Today commemorates the anniversary of the Sofa Superstore fire in Charleston, South Carolina, in which nine firefighters lost their lives while engaged in aggressive interior operations at a commercial building occupied and operating as a furniture store and warehouse. On the evening of June 18, 2007, units from the Charleston Fire Department responded to a fire at the Sofa Super Store, a large retail furniture outlet in the West Ashley district of the city. Within less than 40 minutes, the fire claimed the lives of nine firefighters and changed the lives of countless others. The incident galvanized the nation’s fire service and to this day continues to generate commentary and observations within wide latitude of functional areas. What has changed since that day, three years ago?

    The publication of the Routley Report was a wake-up call to the fire service, but did we hit the snooze button and roll back over? Are we catching those extra forty winks at the expense of what we should be jumping out of our bunks and engaging in? If you haven’t taken the time to read the authoritative reports, now is the time to do so. Make it one of your definitive activities for the weekend. Reflect upon its insights, recommendations and suggestions and think about your organization, department or agency.

    Stop and think about where the fire service is today; where is your department today? Any measurable changes that reflect the front page news of past events or reports? Or is it business as usual? More importantly; where are YOU today? What have you done based upon the lessons learned or insights expressed to make you a better prepared and knowledgeable firefighter, officer or commander?

    During the past twelve months of travels around the country presenting programs on building construction and command risk management and firefighter safety, there continues to be a common thread within the Fire Service that resonates loudly (at times and in some regions); “were’ just not getting it”.  Dialog and discussion, ranting and challenges; sometimes on the verge of aggression and hostility at times continue to punctuate and permeate program conversation and debate. We argue about the merits of operational aggressiveness at the expense of looking (and understanding) the ways to increase our proficiency and knowledge that can translate into refined and intelligent tactical operations.

    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. ( more on these in upcoming posts…)

    Take the time today to remember and honor the Charleston Nine.

    Comprehend the sacrifice and grasp the essence of our noble profession and the tradition of the Fire Service. Remember the past and learn from it and improve the future so that that the cycle of potential history repeating events is disrupted and eventually broken.

    Work conscientiously and diligently to improve our profession and yourself; identifying gaps, correcting the deficiencies and improving the job, through a legacy of operational excellence and safety- for tomorrow’s firefighters.

    Honor and Remembrance- The Charleston Nine

    • Bradford Rodney “Brad” Baity – Engineer 19
    • Theodore Michael Benke – Captain 16
    • Melvin Edward Champaign – Firefighter 16
    • James “Earl” Allen Drayton – Firefighter 19
    • Michael Jonathon Alan French – Engineer 5
    • William H. “Billy” Hutchinson, III – Captain 19
    • Mark Wesley Kelsey – Captain 5
    • Louis Mark Mulkey – Captain 15
    • Brandon Kenyon Thompson – Firefighter 5

    Urban Search and Rescue Insights

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    1-14-2010 9-46-14 PMUrban search-and-rescue (US&R) involves the location, rescue (extrication), and initial medical stabilization of victims trapped in confined spaces. Structural collapse is most often the cause of victims being trapped, but victims may also be trapped in transportation accidents, mines and collapsed trenches. Urban search-and-rescue is considered a “multi-hazard” discipline, as it may be needed for a variety of emergencies or disasters, including earthquakes, hurricanes, typhoons, storms and tornadoes, floods, dam failures, technological accidents, terrorist activities, and hazardous materials releases. The events may be slow in developing, as in the case of hurricanes, or sudden, as in the case of earthquakes.

    In the event of a National disater of event, FEMA deploys the three closest task forces within six hours of notification, and additional teams as necessary. The role of these task forces is to support state and local emergency responders’ efforts to locate victims and manage recovery operations. Each task force consists of two 31-person teams, four canines, and a comprehensive equipment cache. US&R task force members work in four areas of specialization: search, to find victims trapped after a disaster; rescue, which includes safely digging victims out of tons of collapsed concrete and metal; technical, made up of structural specialists who make rescues safe for the rescuers; and medical, which cares for the victims before and after a rescue.

    In addition to search-and-rescue support, FEMA provides hands-on training in search-and-rescue techniques and equipment, technical assistance to local communities, and in some cases federal grants to help communities better prepare for urban search-and-rescue operations. The bottom line in urban search-and-rescue – someday lives may be saved because of the skills these rescuers gain. These first responders consistently go to the front lines when America needs them most. We should be proud to have them as a part of our community. Not only are these first responders a national resource that can be deployed to a major disaster or structural collapse anywhere in the country. They are also the local firefighters and paramedics who answer when you call 911 at home in your local community.

    National Response Plan: Under the National Response Plan, US&R teams will provide urban search and rescue and life-saving assistance following major domestic incidents.

    US&R History

    In the early 1980s, the Fairfax County Fire & Rescue and Metro-Dade County Fire Department created elite search-and-rescue (US&R) teams trained for rescue operations in collapsed buildings. Working with the United States State Department and Office of Foreign Disaster Aid, these teams provided vital search-and-rescue support for catastrophic earthquakes in Mexico City, the Philippines and Armenia. The Federal Emergency Management Agency (FEMA) established the National Urban Search and Rescue (US&R) Response System in 1989 as a framework for structuring local emergency services personnel into integrated disaster response task forces. In 1991, the Federal Emergency Management Agency (FEMA) incorporated this concept into the Federal Response Plan (now the National Response Plan), sponsoring 25 national urban search-and-rescue task forces. Events such as the 1995 bombing of the Alfred P. Murrah building in Oklahoma City, the Northridge earthquake, the Kansas grain elevator explosion in 1998 and earthquakes in Turkey and Greece in 1999 underscore the need for highly skilled teams to rescue trapped victims.

    The terrorist attacks on the World Trade Center and the Pentagon on September 11, 2001 thrust FEMA’s Urban Search and Rescue (US&R) teams into the spotlight. Their important work transfixed a world and brought a surge of gratitude and support. Today there are 28 national task forces staffed and equipped to conduct round-the-clock search-and-rescue operations following earthquakes, tornadoes, floods, hurricanes, aircraft accidents, hazardous materials spills and catastrophic structure collapses. These task forces, complete with necessary tools and equipment, and required skills and techniques, can be deployed by FEMA for the rescue of victims of structural collapse.

    Refer to the FEMA Web Site for expanded information from which this preceding excerpt was posted from.

    FEMA USAR Task Force System Team Web sites, HERE

    Google Earth Before and After Aerial Images of Haiti Extent of Damage, HERE

    1-14-2010 9-39-15 PM

    FEMA USAR Task Force Teams

      RESCUE OPERATIONS STRATEGY AND TACTICS

    Search and rescue operations in the urban disaster environment require the close interaction of all task force elements (search, rescue, medical and technical personnel) for safe and successful victim extrications. Once one or more entrapped live victims have been located, rescue extrication, coupled with appropriate medical treatment and victim removal operations, must be conducted in an organized and safe manner. This outlines current tactical considerations and general strategies that constitute a foundation for productive rescue operations.  Task force supervisory personnel must tailor the strategy and tactics to fit the general situation and specific problems encountered.

    It is incumbent on the Task Force Leader (TFL) and task force supervisory personnel to implement coordinated search tactics and strategy, collect and collate related information, and develop an effective overall rescue plan of action.

     

    Standardized rescue strategy and tactics will promote the following:

    • Effective management and coordination of rescue operations.
    • Better task force resource utilization and coordination.
    • Proper integration of all task force disciplines (i.e., medical, hazardous materials, and structures specialists, etc.) in the rescue operations.
    • The incorporation of assistance from entities outside the task force.
    • Simultaneous, multiple-site rescue operations.
    • Standardize training and increase efficiency within the task force prior to deployment and during mission operation.
    • Increase safety for all task force members involved in rescue operations.
    • Provide around-the-clock (24-hour) operations.
    • Organized and rapid victim extrication.

    The Office of U.S. Foreign Disaster Assistance (OFDA) is the office within USAID responsible for facilitating and coordinating U.S. Government emergency assistance overseas. As part of USAID’s Bureau for Democracy, Conflict, and Humanitarian Assistance (DCHA), OFDA provides humanitarian assistance to save lives, alleviate human suffering, and reduce the social and economic impact of humanitarian emergencies worldwide. USAID Fact Sheet on the Haiti Earthquake, HERE

    As reported on January 13th, the USAID reported the following:

    USAID/OFDA has deployed a Disaster Assistance Response Team (USAID/DART) to Haiti—comprising up to 17 members—and activated a Washington D.C.-based Response Management Team to support the USAID/DART. The USAID/DART will assess humanitarian needs and coordinate assistance with the U.S. Embassy in Port-au- Prince, the international community, and the Government of Haiti (GoH). Urban Search and Rescue (USAR) team, and four support staff had arrived in Port-au-Prince. As of 1615 hours local time on January 13, seven members of the USAID/DART, the 72-member Fairfax County composed of approximately 72 personnel, 6 search and rescue canines, and up to 48 tons of rescue equipment, are also deploying to Haiti. USAID/OFDA expects to support up to two additional heavy USAR teams from Florida. USAID/OFDA has also authorized the deployment of a three-person Americas Support Team (AST) to Haiti. The AST, staffed by additional Fairfax County USAR members and funded by USAID/OFDA, will supplement the U.N. Disaster Assessment Country (UNDAC) team in Haiti. In addition, both the Fairfax County and Los Angeles County Fire Departments are seconding staff members to directly support the UNDAC team. Two USAID/OFDA-supported heavy USAR teams from Fairfax County, VA, and Los Angeles County, CA.

    Check out the Firegeezer’s latest Updates on Virginia Task Force 1 from Fairfax County Team Deployment,  Here and Dave STATter’s911 coverage update on USAR Team rescue ops in Haiti, HERE

    STRATEGIC CONSIDERATIONS

    Excerpts taken from the USAR Response Systems Operations Manual
    street-vertical_1559212i

    Haiti Collapse Magnitude

    The most effective rescue strategy should blend all viable tactical capabilities into a logical plan of operation. The general strategic considerations are outlined as follows:

    Rescue Team Composition: A task force rescue team is comprised of four, 6-person rescue squads. Two Rescue Team Managers are assigned to provide continuous supervision for the rescue team. A squad is composed of a Rescue Squad Officer and five Rescue Specialists.

    Personnel Deployment: One of the most important strategic considerations for the task force supervisory personnel (the Rescue Team Manager in particular) is the deployment of task force personnel at the start of mission operations. When the task force arrives at the assigned location, it may be best to commit all task force personnel to the initial objectives that must be addressed. This would include Base of Operations (BoO) set-up, search and reconnaissance activities, equipment cache set-up, rescue operations, etc. Depending upon the general conditions present, it may be most appropriate to attempt the following deployment guideline:

     1-14-2010 9-23-06 PM

     

     

     

    As the task force moves into alternating 12-hour operational periods, there should be an overlap of the shifts to allow for briefings and information exchange to promote the continuity of operations. As the operations near the end of the initial 8 to 12-hour time frame, it may be necessary to scale back to handling only one or two simultaneous operations. This reduction in rescue operations is the trade off for allowing sleep rotations for each half of the task force. Deviations from the suggested guideline might be required, depending upon the conditions that are present. There is the possibility that the ongoing size-up and planning information could indicate there being a specific number of viable rescue opportunities that could be accomplished. In that case it may be most appropriate to deploy all task force personnel for a full-scale “blitz” of the planned 24 to 30-hour duration. This would necessitate the full stand down of the task force at the conclusion of this blitz.

    Task Force Equipment Cache Management: The overall effectiveness of the task force depends upon the prompt availability of the tools, equipment, and supplies in the task force cache. The organization and management of the cache is important. The equipment cache requires immediate attention once the BoO has been identified.  The cache set-up must be addressed before significant rescue operations can be supported. Rescue personnel must be effectively trained in, and adhere to, all procedures related to equipment issue, tracking, and retrieval, as outlined in the Property Accountability and Resource Tracking System. The limited number of specialized tools may require them to be shared between one or more rescue sites during simultaneous operations. It is incumbent upon the task force Logistics Specialists, in conjunction with the Rescue Team Managers and Squad Officers, to coordinate the sharing and movement of these tools between the rescue sites.

    Assistance with Search Activities: It may be necessary to assign additional task force personnel to search operations to identify, assess, and prioritize rescue opportunities.

    Rescue Site Management and Coordination: Each rescue work site must have one person in charge to maintain unity of command. The Rescue Squad Officer of each rescue squad is responsible for all activities of the assigned rescue site including safety when a single squad operates alone. At large or complex rescue operations that require the commitment of two or more rescue squads to a single operation, the Rescue Team Manager may assume command or assign one of the Rescue Squad Officers to be in charge of the site. A Safety Officer should be identified at each rescue site.

    Rescue Site Communications: Communication is fundamental to effective operation of the task force.  The task force should be provided with radio channels for command and control, logistics, and tactical operations as needed.

    Rescue Site Engagement/Disengagement: A standardized method of engaging and disengaging a rescue site should be followed.

    TACTICAL CONSIDERATIONS

    Rescue Integration in Search Activities: Task force rescue personnel may be required to assist the canine and technical search personnel with search and reconnaissance activities. This may include safety assessments at collapse sites, gaining access to voids and other difficult areas, deploying equipment, and conducting physical search operations. Individual void inspections, or combined listening operations may require shoring and stabilization prior to entry. Rescue personnel may be used to staff search and reconnaissance teams. There are specific protocols for Search Strategy and Tactics and Structure Triage, Assessment, and Marking System. These combined operations would be coordinated between the Search Team and Rescue Team Managers, the Rescue Squad Officers, or other appropriate task force personnel.

    Rescue Site Management and Coordination: Size-up and site control activities should be completed before rescue operations begin.Once the size-up is completed and the plan of action developed, a short team briefing should be conducted to include safety considerations, structural concerns, hazard identification, and emergency signaling and evacuation procedures. As rescue opportunities are identified, it is important that rescue personnel adhere to a consistent, formalized site management procedure to ensure the safe, effective operation of the rescue squads. The following considerations should be addressed:

    • Hazard assessment and mitigation. This could include removing trip hazards, boards with exposed nails, shutting off utilities, etc.
    • A collapse hazard zone (hot zone) should be established and clearly defined along with the operational work area.
    • All bystanders should be excluded from the operational work area.
    • An equipment assembly area and cutting workstation should be organized at an advantageous location.

    Rescue Site Set-Up: In order to ensure safe and effective rescue operations, the area immediately surrounding the selected work site should be secured. A collapse hazard zone is established for the purpose of controlling all access to the immediate area of the collapse that could be impacted by further building collapse, falling debris, or other dangers. The only individuals allowed within this area are authorized personnel involved in search or extrication of victims. The collapse hazard zone will be identified by an X-type cordon of flagging or rope (criss-crossed) as outlined in protocols for Structural Triage, Assessment, and Marking. When establishing the perimeter of the operational work area, the needs of the following activities must be provided for and properly identified:

    • Medical treatment area 
      • Personnel staging area
      • Rescue equipment staging area
      • Cribbing/shoring working area
      • Access/entry routes
      • Security and environmental protection.

    Inter-discipline Coordination: As the Rescue Team Managers and Squad Officers focus on the appropriate tactics and procedures related to victim extrication, they may also utilize other task force disciplines in the ongoing operations.

    Site/Personnel Safety: Safety of the task force personnel is the single most important consideration during mission operations.  As a minimum, the following considerations should be addressed for rescue operations:

    • The safety of personnel operating around collapsed/compromised structures.
    • Emergency signaling and evacuation procedures. 
    •  Hailing devices shall be used to sound the appropriate signals as follows:
    • Cease Operation/All Quiet 1 long blast (3 seconds)
    •  Evacuate the Area               3 short blasts (1 second each)
    •  Resume Operations             1 long and 1 short blast.
    • Personnel Rest and Rehabilitation (R&R).
    • Critical incident stress debriefing or defusing may be required.
    • Personnel hygiene. Considerations would be the exposure and/or contact with victim body fluids, inhalation or ingestion of dusts and contaminated atmospheres, water, etc., and minor injuries.1-14-2010 9-23-56 PM

    Engineered Structural Systems- Hazards

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    600x6CNN recently presented an informative piece on the continuing trends in the design and use of engineered structural systems (ESS) . CNN correspondant Gerri Willis provides an informative and  insightful look at something the fire service knows all too well.  Here’s some additional information for you; According to the Wood Truss Council of America (WTCA), wooden trusses are used in roof systems in more than 60% of all buildings in the United States [SBCMAG 2004]. Truss and related engineered wooden floor systems are also becoming more common. Today, more engineered structures use lighter weight materials, producing larger spans and clear openings. Trusses can be designed to carry expected loads, be produced economically, be safely handled, and reduce construction costs.

    Engineered building components may provide adequate strength under normal loading; but under fire conditions, these truss systems can become weakened and fail, leading to the collapse of roofs, floors, and possibly the entire structure. Truss systems are usually hidden, and fires within truss systems may go unnoticed for long periods of time, resulting in loss of integrity.

    Structural design codes often do not factor in this decreased system integrity, as fire degrades the structural members. Fire fighters typically rely on warning signs to indicate imminent truss failure such as roofs and floors that feel spongy or are visibly sagging. Quite often, these warning signs are not good predictors of truss system failures. The United States Fire Administration (USFA) reports that during 1990-2000, structural fires and explosions accounted for 46.1% of all reported fire fighter fatalities (500 of 1,085) [USFA 2002].  Statistics compiled by the WTCA suggest that 4.7% of the total fatalities (108 of 2,286) during 1980-2001 were due to structural collapse [Grundahl 2003b]. Fifteen separate incidents investigated by NIOSH identified at least 20 fatalities and 12 injuries that have occurred from 1998-2003 during fire-fighting operations in buildings containing truss systems.

    http://us.cnn.com/video/?/video/living/2009/12/18/willis.new.housing.fire.danger.cnn CNN Reports on ESS Dangers

    At least three scenarios can occur in which fire fighters suffer fatalities and injuries while operating at fires involving truss roof and floor systems:
    1. While fire fighters are operating above a burning roof or floor truss , they may fall into a fire as the sheathing or the truss system collapses below them.
    2. While fire fighters are operating below the roof or floor inside a building with burning truss floor or roof structures , the trusses may collapse onto them.
    3. While fire fighters are operating outside a building with burning trusses , the floor or roof trusses may collapse and cause a secondary wall collapse.

    Building Construction Spring09 173

    Buffalo Box 191 North Division & Grosvenor Streets; December 27, 1983

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    Buffalo Box 191

    Buffalo Box 191

    December 27, 1983 Buffalo, New York Five Firefighter Line-of-Duty Deaths

    As Buffalo (NY) firefighters arrived at the scene of a reported propane leak in a three-story radiator warehouse (Type III ordinary and Type IV heavy timber construction), a massive explosion occurred, killing five firefighters instantly and injuring nine others, three of them critically. The force of the blast blew BFD Ladder 5′s tiller aerial 35 feet across the street into the front yard of a dwelling. BFD Engine 1′s pumper was also blown across the street with the captain and driver pinned in the cab with burning debris all around them. Engine 32′s engine was blown up against a warehouse across a side street and covered with rubble.

    Two civilians were also killed and another 60 to 70 were injured. While operating at the rescue effort, another 19 firefighters were injured. The blast and ensuing fire ignited 14 residences and damaged as many as 130 buildings over a four block area. The explosion occurred when an employee was moving an illegal 500-lb. propane tank with a forklift truck and dropped it, breaking off a valve. The gas leaked out, found an ignition source, and the explosion occurred.

    At 20:23 hours, a full assignment was dispatched to North Division & Grosvenor streets. The three engines, two trucks, rescue and 3rd Battalion were responding to a report of a large propane tank leaking in a building. Engine 32 arrived and reported nothing showing, but they were talking to some workmen from the four-story, heavy-timber warehouse (approx. 50′ x 100′). Truck 5, Engine 1 and BC Supple arrived right behind E-32. Thirty-seven seconds after the chief announced his arrival, there was a tremendous explosion. It completely leveled the four-story building. It demolished many buildings on four different blocks. It seriously damaged buildings that were over a half a mile away. The ensuing fireball started buildings burning on a number of streets. A large gothic church on the next block had a huge section ripped out of it as if a great hand carved out the middle. A ten-story housing projects a couple blocks away had every window broken and some had even more damage. Engine 32 and Truck 5′s firehouse, which was a half mile away or so, had all its windows shattered.

    Killed in the line of duty were all assigned to Buffalo FD Ladder Company 5;

    • Firefighter Michael Austin,
    • Firefighter Michael Catanzaro,
    • Firefighter Matthew Colpoys,
    • Firefighter James Lickfield and
    • Firefighter Anthony Waszkielewicz.

    Buffalo Ladder 5  1983

    Remember to think about occupancy risk and not occupancy type and the factors related to the occupancy usage and the nature of the call. Nothing is ever routine.

    WKBW.com Cached video clip, HERE

    Buffalo, NY Propane Gas Explosion, Dec 1983, HERE

    Propane blast death affects son of fireman, HERE and HERE

    PROPANE EXPLOSION 25th  ANNIVERSARY IN BUFFALO,NEW YORK, HERE

    New York Times, HERE and HERE

    Rememberance, HERE and History Repeating Events, HERE

    12-30-2008 10-31-40 AM12-30-2008 10-59-17 AM

    Wind Driven Mansion Fire

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    YouTube Preview Image

    A million dollar Baltimore County, Maryland  home was destroyed Sunday December 13, 2009  by a fire that tore through the 4,700-square-foot structure with such intensity that firefighters were forced to battle the flames from the exterior. Shortly after 21:00 hours, Baltimore County Fire Dispatch alerted crews for Fire Box 50-2 at 12607 Nancy Lee Court in the Worthington Trace subdivision in the Chestnut Ridge area. As firefighters were responding, dispatch advised they were receiving multiple calls to 911, with some reporting the entire house was on fire. While en route to the scene, Chestnut Ridge Volunteer Fire Company Captain Dan Uddeme reported heavy fire was visible and requested a 2nd alarm and a Tanker Strike Team as the house sits in an area without fire hydrants. Upon arrival, Capt. Uddeme reported fire had consumed the entire 2nd floor and roof area and was spreading. Firefighters were forced to use exterior operations due to the heavy volume of fire. Responding units set up for rural water operations, shuttling more than 17,000 gallons of water from an underground tank on Greenspring Avenue and Walnut Avenue near the scene. Reisterstown Volunteer Fire Companys Engine 412 was also utilized for its Compressed Air Foam System, with several handlines and the ladder pipe from Glyndon Volunteers Truck 404 flowing foam. The Baltimore County Fire Investigation Division is investigating to determine the fires cause and origin. Video and data was obtained from Michael Schwartzberg’s Firepix1075 . Additional photos, HERE and newsreports, HERE

    While watching the video, take the time to listen to the wind howling across the mic and observe the intesity level of the fire severity and propogation in the Charlie side. This provides an opportunity for those that are not familiar with the NIST Wind Driven Fire Studies or the PWC (VA) Kyle Wilson LODD to take some time to read about the affects of wind on incident operations, strategies and tactical personnel safety. This was a 4,700 SF large volume residential structure. Think about the performance and your deparment’s capabilities? Remember, it’s not “just” a house fire

    Take a look at the Prince William County (VA) Fire & Rescue case study information related to Technician I Kyle Wilson – LODD Report. This event: 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.

    National Institute of Standards and Technology – NIST Wind Driven Fire Research HERE 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.

    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. Fire Chief Magazine article HERE

  • A video of one of the wind driven fire experiments showing the pulsing flames out of the window. Pulsing Fire(83 MB)
  • A video of one of the wind driven fire experiments showing the deployment of a Wind Control Device (WCD). WCD Deployment. (40 MB)
  • A 4-view video of one of the wind driven fire experiments on the 7th floor. Governor’s Island Wind Driven Fire (368 MB)
  • A 4-view video of one of the wind driven fire experiments conducted where the wind control curtain is deployed. The video is 4 times real time. WDF Curtain Deploy (486 MB)
  • An 8-view video of experiment number five conducted at the Large Fire Building at NIST’s Gaithersburg Campus which examined the impact of a WCD on a wind driven fire.  The video is 4 times real time. Experiment 5-Oct View (450MB)
  • An 8-view video of experiment number eight conducted at the Large Fire Building at NIST’s Gaithersburg Campus which examined the impact of externally applied water, solid stream and fog stream, at 160 gpm.  The video is 4 times real time. Experiment 8- Oct View (419MB)