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Predictability of Building Performance – Expect Fire

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The Predictability of Building Performance must take into consideration that in the context of today’s fire ground, buildings and fire dynamics, small changes on initial compartment or structure conditions may often produce and result in large-scale or magnitude changes that affect the long term outcome of the incident.
 
We have assumed that the routiness or successes of past operations and incident responses equates with predictability and diminished risk to our firefighting personnel.
 
Our current generation of buildings, construction and occupancies are not as predictable as past construction systems, occupancies and building types; therefore the risk assessment and size-up process, and resulting strategies and tactics must adapt to address these evolving rules of combat structural fire engagement that challenge anecdotal practices and methodologies.

Today’s evolving fireground demands greater adaptive insights and management with an amplified understanding of buildings, occupancy risk profiling (ORP) and building anatomy by all operating companies on the fireground; demanding greater skill sets and knowledge of building construction, architecture, engineering, fire dynamics and fire suppression methodologies.

The equation for success rests directly on Building Knowledge = Firefighter Safety.

Don’t be complacent based on alarm type, building or occupancy type…expect fire, be prepared and understand the predictability of building performance. It should not be a surprise upon arrival of the first-due.

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Some Training Aide Links from past Ten Minutes in the Streets

Ten Minutesin the Street  A Buildingsonfire.com SeriesExecutive Producer: Christopher Naum, SFPE Ten Minutes in the Street; bringing you insightful and provoking street scenarios for the discriminating and perspective Firefighter, Company Officer and Commander; where you make the call. You don’t have to have any special rank to participate in this interactive forum, just the desire to learn and expand you knowledge, skills and abilities in order to better yourself, create new insights, while sharing your experience and perspectives to help you and others in the street in making the right call; so everyone has the opportunity of going home. Access the Series on Buildingsonfire.com and TheCompanyOfficer.com Don’t forget to access CommandSafety.com and TheCompanyOfficer.com . Buildingsonfire is also on Facebook.  

 

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

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Remembering the Sacrafice: Capt. Broxterman and FF Schira

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

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

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

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

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

It’s apparent there continues to be common threads shared by this event from 2008 and other events and incidents in the past five years where a single of multiple firefighters have lost their lives due to similarities in the apparent and common cause deficiencies and short comings identified.

All company and command officers should read and comprehend the lessons learned. Then, take these new found insights and see what the gaps are at the personal level (yours or those you supervise) as well as the shift, group, station, battalion, division or department as a whole.

If there are gaps, then identify a way to implement timely changes as necessary so there are No History Repeating (HRE) events.

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

Remember their sacrifice, so we can learn.

 

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

 

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

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

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

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

 

 

References

WLTW.com Previous Stories:

 

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LODD Funeral of fallen hero, Tomasz Kaczowka

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LODD Funeral of fallen hero, Tomasz Kaczowka

 

 

 

 

 

 

The Webster, New York community prepares for Monday’s funeral of fallen firefighter Tomasz Kaczowka, West Webster Fire Department (NY).

On Monday, the community will come together again to honor Firefighter Tomasz Kaczowka, 19, who was shot and killed at the site of a house fire on Lake Road in Webster. He was one of two firefighters  killed in the Christmas Eve shootings in Webster, when a gunman set his house ablaze and fired on responding firefighters. Lt. Mike Chiapperini, the second of the two firefighters killed in action on Christmas Eve in Webster was layed to rest on Sunday with full honors.

The funeral will be at 10:00am at St. Stanislaus Church on Hudson Avenue. News10NBC will have live coverage of the funeral, and will also stream it on WHEC.com. He had been a firefighter for just under a year, after spending three years in the department’s Explorer program for adolescents interested in the program. He also worked as a 911 dispatcher.

His obituary described him: “Whether it was through working the overnight shift as an emergency dispatch operator for the City of Rochester, or waking up at all hours of the night to attend various emergencies, this selfless young man devoted every spare ounce of his effort and courage to help those who needed it, right to the end. Everyone’s ‘little brother’ died doing what he loved.”

Kaczowka, the youngest firefighter in the department and close friend of Chiapperini, was on duty that morning to help relieve older members of the West Webster Fire Department, so those with families could have the holiday off.

Firefighter Tomasz Marian Kaczowka, West Webster (NY) Fire Deparrtment

Tomasz Marian Kaczowka, at the age of 19, passed away in the line of duty with his mentor and close friend, Lt. Michael “Chip” Chiapperini on December 24, 2012.

Tomasz was born May 16, 1993 in Rochester, NY to Janina and Marian Kaczowka. He attended Webster Thomas High School, graduating in 2011.

After high school, Tomasz committed his life to Civil Service through several avenues. Whether it was through working the overnight shift as an emergency dispatch operator for the City of Rochester, or waking up all hours of the night to attend various emergencies, this selfless young man devoted every spare ounce of his effort and courage to help those who needed it, right to the end. Everyone’s “little brother” died doing what he loved.

He is survived by his mother and father, Janina and Marian; along with his older twin brothers, Dariusz and Greg; grandparents, Mieczyslaw and Stanislawa Lysik; aunts, Alicia (Wladek) Wojtowicz and Teresa Lysik; uncle, Stefan (Jolanta) Lysik; and loving aunts, uncles, cousins and friends in Rochester and Poland, and the extended family at West Webster Fire Department.

Calling hour services from Saturday. Photo by CJ Naum

FDNY Brooklyn Box 4080: 17 Vandalia Avenue 12.18.1998

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FDNY Brooklyn Box 4080: 17 Vandalia Avenue 12.18.1998

Take a moment to look back at an incident: On December 18, 1998, Three FDNY Firefighters died in-the line of duty while conducting suppression and rescue operations at  fire on the tenth floor of 10-story high-rise apartment building for the elderly.  At 0454 hours Brooklyn transmitted box 4080 for a top floor fire at 17 Vandalia Avenue in the Starrett City development complex. The sprawling complex is located on Brooklyn’s south shore in the Spring Creek section. The 10 story 50 x 200 fireproof building is used as a senior citizen’s residence. Engine 257 and ladder 170, both quartered in Canarsie, were assigned 1st due and arrived within 4 minutes. By that time the fire already could be seen blowing through two windows. Second and 3rd alarms were quickly transmitted.

As the 1st due Ladder Company, L170′s duty is to search the fire floor. Lieutenant Joseph Cavalieri, and fire fighters Christopher Bopp and James Bohan ascended 10 flights of stairs with extinguishers and forcible entry tools. Their mission was to rescue the resident of apartment 10-D who was believed trapped inside.

NIOSH INVESIGATIVE REPORT SUMMARY (F99-01) On December 18, 1998, several fire companies and fire fighters responded at 0454 hours to a reported fire on the tenth floor of a 10-story high-rise apartment building for the elderly. The fire had been burning for 20 to 30 minutes before it was called in because the resident attempted to put the fire out with small pans of water. As the fire fighters approached the building from the rear, an orange glow was observed in the window of Apartment 10D. As the fire fighters were arriving in front of the high-rise, a call was received from Central Dispatch that a female resident in the apartment next door to the fire apartment was trapped in her apartment and needed help. Several fire fighters entered the lobby area, and some took the stairs to the ninth floor, while others took the elevator to the ninth floor. A Lieutenant and two fire fighters on Ladder 170 (the victims), along with the Lieutenant on Engine 290, took the B-stairs from the ninth floor to the tenth floor, and entered the hallway, in search of the fire, while 4 fire fighters on Engine 290 were flaking out the hose line on the ninth floor and in the stairwell between the ninth and tenth floor in preparation for hookup.

During this same time period, other fire fighters had gone to the tenth floor A-stairwell landing to attempt a hose line hookup to the standpipe in the landing. Engine Company 257 fire fighters, who were attempting to make a hook-up on the fire floor landing, experienced trouble with the heat, heavy smoke, and heavy insulation on the standpipe and were forced to abandon this hook-up. The Lieutenant on Engine 290 and the victims, who were on the B-side, were approaching the center smoke doors (see diagram), when the Lieutenant radioed his driver on the outside, and asked, “Where is the fire?”

The driver radioed back, the fire is in the rear, towards exposure 4. The Lieutenant on Engine 290 then left the tenth floor, descended the stairs to the ninth floor and helped his men drag the hose to the A-stairwell, where they met up with fire fighters on Engine 257, who assisted them in stretching their line and hook-up on the ninth floor. The victims proceeded through the center smoke doors in search of the fire. From the information obtained during this investigation, it is believed the victims found the fire apartment, with the door partially opened, allowing smoke and hot gases to enter the hallway. They then opened the door fully, the wind pushed the fire and extreme heat in the apartment into the hallway, and a flashover occurred, exposing the victims to extreme radiant heat that potentially elevated their body core temperature.

The last radio transmission from the victims was a Mayday call. When the victims were found, all were unresponsive, they were treated at the scene and taken to the hospital where they were pronounced dead by the attending physician.

This wind-driven fire event and the lessons-learned contributed directly to the current body of research and new insights on emerging strategies and tactics. The NIOSH Investigative Report HERE.  NIST References on Wind Driven Fire Research HERE . FDNewYork.com HERE. New York Times Archived Articles, HERE and HERE. Photos and legacy, HERE

Take the time to remember FDNY Lt. Joseph Cavaleiri, FF Christopher Bopp and Firefighter James Bohan from Ladder 170

Supervisor cleared on all charges in Deutsche Bank Building Fire that killed 2 FDNY Firefighters

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AP Photo

 

5-5-5-5 August 18, 2007

Published reports are being stating that the least senior of three construction officials in the Deutsche Bank manslaughter trial was acquitted of all charges today — after telling jurors that he had no idea the giant pipe he helped remove from the basement had anything to do with providing water to firefighters.

A construction foreman charged with the deaths of two firefighters in the Deutsche Bank building blaze was acquitted of all charges. Salvatore DePaola was cleared by a Manhattan jury of manslaughter and criminally negligent homicide on the eighth day of deliberations.

According to reports published in a number of NYC newspapers; “It’s a happy day and a sad day,” said DePaola. “We’ve still got two firefighters that are deceased.” Firefighters Robert Beddia, 33, and Joe Graffagnino, 53 perished after they raced into the burning Ground Zero tower in 2007.

Prosecutors argued that DePaola, who works for the John Galt Corporation, and two of his colleagues should have known a key firefighting pipe had been cut. Salvatore DePaola, 56, of Staten Island, broke into tears as he was found not guilty of manslaughter and reckless endangerment charges in the August, 2007, smoke inhalation deaths of firefighters Robert Beddia and Joseph Graffagnino.

“I had no idea it was a standpipe,” DePaola insisted of the primary physical evidence in the case — a 42-foot section of pipe that all three defendants were accused of intentionally disregarding and discarding after it crashed to the ground from the basement ceiling nine months before the fire.

The jury is still deliberating in the case of DePaola’s colleague, site safety manager Jeffrey Melofchik.

AP Photo   Deutsche Bank office building Fire in New York
 

Jurors have yet to reach a verdict on identical manslaughter and endangerment charges against their remaining defendant, Jeffrey Melofchik, 48, who worked as site safety manager for the demolition’s general contractor, Bovis Lend Lease. They will continue their deliberations tomorrow.

A third defendant, project asbestos abatement director, Mitchel Alvo, 58, has opted for a non-jury verdict; Manhattan Supreme Court Justice Rena Uviller has not said when she will render that decision.

As to who he thought should have been prosecuted in the defendants’ stead, De Paola — whose own son is a firefighter at Engine 160 in Staten Island — made a reference to “lieutenants” with the FDNY before his lawyer advised him to remain silent on that issue, given that deliberations are continuing.

Today was the seventh full day of deliberations in the three-month-long trial.

Previous CommandSafety.com coverage:

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”  
  • 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.

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

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    Roof Collapse Chesapeake VA 1996 Double LODD

    OVERVIEW

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

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

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

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

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

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

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

    City of Chesapeake (VA) Truss ID Program, HERE

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

     

    SUMMARY OF KEY ISSUES 

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

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

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

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

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

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

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

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

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

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

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

    BUILDING DESCRIPTION - Construction and History 

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

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

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

    THE FIRE 

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

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

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

    Initial Actions Prior to Calling 911 

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

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

    Emergency Response 

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

     

    Initial Size-Up and Company Actions 

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

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

     Engine 3 Reports They Are Trapped, Roof Collapses 

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

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

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

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

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

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

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

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

    Extinguishment and Body Recovery 

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

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

    ANALYSIS 

    Fire Cause and Flame Spread 

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

    Roof Collapse 

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

      

      

    Fire Operations 

      

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

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

      

     

    LESSONS LEARNED AND REINFORCED  

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

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

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

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

    3. TACTICAL RADIO CHANNELS are essential for firefighter safety. 

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

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

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

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

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

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

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

    Aerial View of the Current Auto Parts Store 2010

     

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

    VES:Flashover, Bailout and Close-call

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

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

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

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

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

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

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

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

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

    Sequence Leading to Flashover

     

    Collapse of Bowstring Truss Roof Seriously Injures Fire Fighter

    5 comments

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

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

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

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

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

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

    Key contributing factors identified in this investigation include:  

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

    STRUCTURE

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

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

    Aerial view of Building

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

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

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

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

    Similar Interior Construction Features

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

    TRAINING and EXPERIENCE

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

      

    Alpha Side

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

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

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

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

    INVESTIGATION INSIGHTS

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

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

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

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

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

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

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

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

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

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

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

    Collapse into the street on Alpha Side

     

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

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

    NIOSH RECOMMENDATIONS  

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

    BECOME SAFE by CJ Naum

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

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

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

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

      

    FDNY Deutsche Bank Building LODD Fire Report issued by NIOSH

    4 comments

    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

    Eleven Minutes to Mayday; What You Need to Know

    12 comments

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

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

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

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

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

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

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

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

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

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

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

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

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

     Incident Reported

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

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

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

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

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

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

     

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

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

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

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

     Rescue and Recovery Operations

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

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

    Cause of Deaths

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

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

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

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

    Select Findings and Recommendations

    Findings, Discussions and Recommendations

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    In Memory

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

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

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

      

    References

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

      

     

    Buffalo, NY Three Alarm Fire and Double LODD Report

    10 comments

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

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

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

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

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

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

    CONTRIBUTING FACTORS 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    NIOSH Fire Fighter Fatality Investigative Report 2009-23, HERE

    Risk versus Gain: Operations in Vacant or Abandoned Structures

    8 comments

    DFD102406138Risk versus Gain: Operations in Vacant or Abandoned Structures

    Fire Fighter LODD after Being Trapped in a Roof Collapse During Overhaul of a Vacant/Abandoned Building. NIOSH recently published a report on a 2008 LODD that occurred in a vacant/ abandoned building. NIOSH Report F2008-0037. The full report is available HERE. Let’s look at some insights and overviews of that report.

    Report Summary

    On November 15, 2008, a 38-year-old male fire fighter  died after being crushed by a roof collapse in a vacant/abandoned building. Fire fighters initially used a defensive fire attack to extinguish much of the fire showing from the second-floor windows on arrival. After the initial knockdown, fire crews entered the second floor to perform overhaul operations. During overhaul, the roof collapsed with several fire fighters still inside, on the second floor. The victim and two other fire fighters were trapped under a section of the roof. Crews were able to rescue two fire fighters (who self-extricated), but could not immediately find the victim. After cutting through roofing materials, the victim was located by fire fighters, unconscious and unresponsive.

    He was removed from the structure and transported to a local hospital where he was pronounced dead. Key contributing factors identified in this investigation include: dilapidated building conditions, incendiary fire originating in the unprotected structural roof members, inadequate risk-versus-gain analysis prior to committing to interior operations involving a vacant/abandoned structure, inadequate accountability system, lack of a safety officer, an inadequate maintenance program for self-contained breathing apparatus (SCBA) and a poorly maintained and likely inoperable personal alert safety systems (PASS), ineffective strategies for the prevention of and the remediation of vacant/abandoned structures and arson prevention.

    Inherent Construction Issues

    This incident occurred in a vacant unsecured residential structure which had experienced a previous fire approximately one year prior to this incident. During interviews with NIOSH investigators, fire fighters reported large amounts of fire showing from all windows on the second floor on arrival. Fire fighters also reported that the roof had burned through on the Side B/C and one fire fighter reported he could see the sky while ascending the interior stairs to perform overhaul. It is not known if the roof conditions were communicated to the incident commander before fire fighters were assigned to operate on the roof. The fire fighters were unaware of the conditions such as the exposed roof assembly, possible removal of rafter connectors (collar beams), and the use of a flammable liquid in the structural members of the roof and second floor attic area. The roof assembly (being unprotected) was directly involved as part of the fuel in this fire.

    The large dormer on the A-side presents an identifiable inherent risk factor (due to the potential for structural compromise or failure) when found on 1.5 story bungalow style residential structure due to the integral manner in which the dormer structure, i.e., roof rafters, dormer framing and roofing boards along with the functionality of the ridge beam must function in order to retain structural integrity under fire conditions. The dormer may be actually supported at the upper end directly onto the roofing boards, which in turn are supported by the perpendicular roof rafters. This creates a potential area for pronounced degradation when exposed to direct or indirect flame impingement creating an area prone to early structural compromise and eventual failure.

    Although the initial defensive strategy in fighting the fire was successful in knocking down the fire, the incident commander may have benefited from a continuous risk-versus-gain analysis before allowing crews to operate on interior during overhaul. The first arriving officer reported that he performed a walk around prior to allowing crews to enter the structure and the building appeared intact, but he would not have known of the alterations to the interior roof system and the removal of critical structural members. Interior condition and roof condition reports might have revealed the burned-through area of the roof, and tactics could have been altered to keep fire fighters off the roof and out of the structure.

    Report Recommendations included;

    • Ensure that the incident commander conducts a risk-versus-gain analysis prior to committing to interior operations in vacant/abandoned structures and continues the assessment throughout the operations
    • Ensure SOPs are developed for fighting fires in vacant/abandoned buildings
    • Ensure that the incident commander maintains close accountability for all personnel operating on the fireground
    • Ensure that a separate incident safety officer, independent from the incident commander, is appointed at each structure fire
    • Ensure that a respiratory protection program is in place to provide for the selection, care, maintenance, and use of respiratory protection equipment, including PASS devices.

    Additionally, municipalities and local authorities having jurisdiction should:

    • Develop strategies for the prevention of and the remediation of vacant/abandoned structures and for arson prevention.

    Although there is no evidence that the following recommendations could have prevented this fatality, NIOSH investigators recommend that fire departments:

    • Ensure that an EMS unit is on scene and available for fire fighter emergency care at working structure fires
    • Develop inspection criteria to ensure that all protective ensembles meet the requirements of NFPA 1851, Standard on Selection, Care, and Maintenance of Protective Ensembles for Structural Fire Fighting and Proximity Fire Fighting
    • Be aware of programs that provide assistance in obtaining alternative funding, such as grant funding, to replace or purchase fire equipment that can support critical fire department operations.

    Vacant or Unoccupied: Tactical Risk and Safety

    I’ve commented on this subject a few times. We seem to do a lot of things at times out of common practice and repetition, you know; “We’ve always done it that way….” syndrome. There’s a resonating theme that is making its way around the fire service dealing with going to a defensive tactical posture at vacant or unoccupied structure fires.

    This command posture leads to limiting interior operating engagement, while promoting a high degree of risk management. With that being said, there are also plenty of opinions on these types of policies as such, since this type of tactical effort may be contrary to the local “culture and traditions” of the responding agencies and may be a hard pill to swallow, since we’re in the job of “ fighting ALL fires..” Please refresh your memories on a past post on Tactical Entertainment HERE and HERE

    Here are some basic definitions to keep us all on the same playing field;

    Vacant; refers to a building that is not currently in use, but which could be used in the future. The term “vacant” could apply to a property that is for sale or rent, undergoing renovations, or empty of contents in the period between the departure of one tenant and the arrival of another tenant. A vacant building has inherent property value, even though it does not contain valuable contents or human occupants.

    Unoccupied; generally refers to a building that is not occupied by any persons at the time an incident occurs. An unoccupied building could be used by a business that is temporarily closed (i.e. overnight or for a weekend). The term unoccupied could also apply to a building that is routinely or periodically occupied; however the occupants are not present at the time an incident occurs. A residential structure could be temporarily unoccupied because the residents are at work or on vacation. A building that is temporarily unoccupied has inherent property value as well as valuable contents.

    Here’s a formulative question;

    • As a responding company, you arrive at the scene of a vacant or unoccupied structure. The building’s construction features and systems have inherent risk associated with the occupancy, (as is the case with nearly all of our structures and occupancies).
    • Your company determines that you’re going to go defensive, even though you probably could make a reasonably safe entry and engage in interior structural fire suppression.
    • Would there be any repercussions in your station, battalion/district/community or organization if you took this tactic?
    • What are YOUR personal thoughts on this form of risk management?

     Some insights, HERE and HERE, HERE, HERE and HERE

    Additional Links, HERE, HERE and HERE

    Building Behaving Badly

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    Buildings Behaving Badly; Ok, it’s been a very quiet morning. Nothing much in the way of any work or excitment. The bells come in….Your company gets a dispatch for a report of walls showing signs of cracking and movement in the building. You arrive at curb side with the balance of the one and one assignment to find that you have a thirteen story apartment building lying in its  side on the ground. Now; how are you going to transmit that “on-scene size-up and status report?”…..The following are a series of exceptional photos from of all places China that depict a thirteen story apartment building that clearly behaved badly. The unoccupied apartment building toppled over due a series of design flaws and environmental factors. “Engine 21 to dispatch….can you fill the box and strike a fifth alarm…reporting a thirteen story apartment building laying on the ground……”  “Oh, and by the way; you may want to notify the Fire Chief on this one….”

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    There are some of the known facts;

  • An underground garage was being dug on the south side, to a depth of 15 feet (4.6 meters)
  • The excavated dirt was being piled up on the north side, to a height of 33 feet (10 meters)
  • The building experienced uneven lateral pressure from south and north
  • This resulted in a lateral pressure of 3,000 tonnes; which was greater than what the pilings could tolerate.
  • The building was evacuated as conditions were becoming obvious that there was a problem
  • The Building was constructed on grade with no basement foundation a series of pilings

    The Building was constructed on grade with no basement foundation a series of pilings

    Construction was started on the north side of the building for an underground garage to be built. The excavated soil was piled on the south side of the building

    Construction was started on the north side of the building for an underground garage to be built. The excavated soil was piled on the south side of the building

    Environmental conditions-Heavy Rains resulted in significant water saturation into the ground and foundation

    Environmental conditions-Heavy Rains resulted in significant water saturation into the ground and foundation

    The building began to shift due to the tremendous uneven lateral forces being applied from the soil pile, water saturation and soil movement in the foundation. This caused the concrete pilings to snap at the base

    The building began to shift due to the tremendous uneven lateral forces being applied from the soil pile, water saturation and soil movement in the foundation. This caused the concrete pilings to snap at the base

    This caused the building to begin a slow tilt, followed by it toppling over in one unified piece

    This caused the building to begin a slow tilt, followed by it toppling over in one unified piece

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    Thus the entire building toppled over in the southerly direction.If the adjacent Apartment buildings were closer in proximity, the likelihood of domino effect would have occurred.

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    The Apartment Building was built to a height of 13 stories, on grade with no basement or foundation. It was "anchored" to grade with "Hollow" concrete pilings with NO reinforcing bars

    The Apartment Building was built to a height of 13 stories, on grade with no basement or foundation. It was "anchored" to grade with "Hollow" concrete pilings with NO reinforcing bars

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

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

    First-Due, Second-Due; Do Not Pass Go, Proceed Directly to Jail

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    Last week a horrific accident involving two responding fire apparatus collided in an intersection resulting in serious personal injuries to eleven people, nine of which were firefighters. The resulting collision caused significant property damage to the six month old aerial ladder and the year old engine.

    The preliminary investigation of the crash indicated that the apparatus driver of the aerial truck may have run a red light at the intersection, while the engine company driver had the green light. The engine company also had control of the Opticom system at the intersection. Both companies were responding to what initially was a reported fire call-but turned out to be public works crew smoke-testing sewer lines.The most significant issue that has arisen thus far is that law enforcement officials have determined that aerial ladder driver ran the red traffic signal-causing last weeks crash, and now has officially been charged with failure to use due caution. The aerial ladder subsequently rolled, hit a woman on a bicycle, snapped a utility pole and landed on top of a car. The bicyclist crushed by the ladder truck, remains in critical condition.

    The ramifications of this charge may be far reaching in a number of ways. And all of this for the first-due.You know what I mean. Responding to what has all the makings of a “good” call, knowing that other companies are heading to the same address from different stations or departments- All with one goal in mind; being first-due. It’s interesting to note, one of the articles in the local news media mentions, “Did station rivalry cause the fire truck crash?” Take a look HERE. Say it ain’t so! Trying to beat another company in to the scene- preposterous, we don’t do anything like that! Running red lights, blowing through intersections, pushing the envelope with the speed limit..all in the name of the first-due.

    When are we going get it! Stop and think about some of the moral, ethical and legal responsibilities the next time you get behind the wheel of an apparatus and begin rolling out the station. Whether you’re the apparatus driver or the company officer-SOMEONE needs to keep the response in check and balance the urgency, severity, the needs and the timliness of the response. YOU as the apparatus drive NEED to take FULL responsibility. Can you handle that?

    Take a look at some of the incident reports on the NIOSH Reports or at the EGH site. Stop and think, is it worth the risks you’re taking? You may not have the chance to pass go, you won’t be collection 200 dollars; You may be going directly to jail- with no free get out of jail card. Slow down, drive responsibly, there’s always going to be another call, there always is.