2. DEFINE OUTCOMES/THINKING WIN WIN. Benchmark and set goals in writing. Developing FD goals that KEY ON SAFETY of EVERYONE!!!

3. INVOLVE CITIZENS … SEEK TO UNDERSTAND & THEN TO BE UNDERSTOOD.

4. MAKE BEST DECISIONS. USE SYNERGY

5. Empower Employees and Managers to STOP UNSAFE PRACTICES while Sharpening the Saw.

6. ACHIEVE COMPRIMISE

7. DEVELOP CITIZEN EDUCATION

8. ANTICIPATE COMMUNITY ISSUES

9. EVALUATE

10. PUT THE COMMUNITY FIRST focusing on SAFETY OF EVERYONE thru effective communication using TECHNOLOGY and a Website to get the message out.

1. DEVELOP COMMUNITY PROFILE

2. RE EVALUATE DEPARTMENT MISSION

3. CREATE A CITIZEN TASK FORCE

4. DEVELOP COMMUNITY BASED PROGRAMS

5. MAINTAIN A GREATER COMMUNITY PRESENCE

2. FRAME THE PROBLEM – Determine Cause.

3. Develop GOALS MODELS & ALTERNATIVES. Plan with an EYE on the FUTURE. Creating SHORT-MEDIUM-LONG  term G.M.A’s.

4. COLLECT DATA though RIGOROUS EVALUATION

5. DECIDE ON CAUSE & PROPOSE SOLUTIONS, conducting RISK vs GAINS. Team determines STRESS FACTOR, COST and STAFF ACCEPTANCE.

6. IMPLEMENT THE PLAN. Clarity is VITAL to outcome

7. EVALUATE THE OUTCOME.  Compare Actual Results to Intended results.

1. The NEED for CULTURAL CHANGE.

2. ENHANCE ACCOUNTABILITY

3. RISK vs GAINS as a METHOD.

4. EMPOWER Firefighters and Officers to STOP unsafe practices.

5. DEVELOP & IMPLEMENT  NATIONAL STANDARDS

6. PHYSICAL FITNESS

7. NATIONAL RESEARCH ADJENDA

8. UTILIZE TECHNOLOGY

9. THOROUGH INVESTIGATION

10. GRANT PROGRAMS

11. National Standards for Emergency Responce

12. National Protocals for Violent Incidents

13. Employee Assistance Program

14. Public Education

15. CODE ENFORCEMENT

16. Safety must be PRIMARY CONCERN & CONSIDERATION in the design of apparatus & equipment.

A_Single_Word

www.schuremedia.com/Adrian.html

The accident was caused witnesses said, by the rear wheels of the long hook and ladder truck catching in the trolley tracks when the driver swung out to to pass an automobile.  When the rear wheels were released, the truck swung sharply to the left.  Curran was  riding on the left side of the vehicle was crushed when the apparatus struck the parked car on his side.  His body was badly cut and his lung was punctured.

Curran who was temporarily assigned to truck No. 3 was in route to a call at 4:19 from box 234 at William and Shipman Streets.  Curran was taken to hospital in a passing automobile and died within an hour from internal injuries commissioner Murray was at his bedside.

“The fire was in the Washington Upholstery Co. plant at 73 Shipment Street.  The blaze did damage estimated at $500 it was caused by an overheated motor” police said.

Curran was born October 14th 1880 and appointed to the fire department June 16th,1902.  Chief Towey stated  this morning. ” The Newark Fire Department had lost one of the finest type of men.  Fireman John Curran’s work was always of the finest order.”  He served the Newark Fire Department for 27 years.

Corbett 52, was thrown from the engine he was riding by the force of the crash and suffered a punctured lung and fractured ribs,  He had been a member of the fire department since 1919.

The crash occurred when Corbett’s Engine was rerouted because of a paving job on Springfield Avenue.  Fire Chief Burnett said the hook and ladder, which was stationed at 230 Belmont Avenue had not been informed of the rerouting.  They were answering an alarm turned in because of an automobile accident at Court and Broome Streets.

To question drivers …

Police Lt. Birmingham said today that the drivers fireman George Quackenbush of Truck Company 5 and Albert Bisch of Engine Company 6 face a technical charge of Auto  manslaughter.  He said they will be called to headquarters for questioning.

Mr. Corbett was born in Newark in 1894 and served with the 29th Division overseas for  a year in the World War.  Returning from the Army he was appointed to the fire department,  October 16, 1919 and assigned to Engine Company No. 21.  Last October he was transferred to Engine Company 6.  He also was a member of Newark Municipal Firing Squad, American Legion,  VFW and Irish War Veterans.

1. WIND SPEED AND DIRECTION
2. BUILDING CONSTRUCTION
3. WATER SUPPLY
4. FIRE SPREAD TO EXPOSURES
5. ATTIC CHEMICALS
6. APPARATUS PLACEMENT
7. POSSIBLE LIFE HAZARDS IN EXPOSURES
8. LOCATION AND EXTENT OF FIRE

Scenario #1- Question #2. (IMS)
What ACTIONS would you take.

1. ESTABLISH COMMAND 
2. ESTABLISH WATER SUPPLY
3. STRETCH HOSE VIA INTERIOR TO ATTIC
4. REQUEST HAZMAT
5. REQUEST ADDITIONAL ALARMS
6. EVACUATE EXPOSURES
7. PRIMARY SEARCH AND RESCUE
8. VENT THE ROOF
9. REQUEST EMS
10. STRETCH BACK UP HOSE LINE
11. PROVIDE SECONDARY EGRESS
12. FULL PPE
13. REPORT SIZE UP
14. SAFETY OFFICER
15. RIC

Scenario #2- Question #1. Steps to implement School Fire Prevention Program.

1. MEET with selected firefighters.
2. GET INPUT
3. CONDUCT TRAINING for firefighters
4. MEET with school LIAZON to discuss program
5. Submit PROGRESS REPORT to BC
6. Set GOALS & OBJECTIVES
7. SCHEDULE MEETING to EVALUATE PROGRESS
8. OUTLINE EXPECTATIONS of firefighters
9. SUBMIT Press Release.

Scenario #2- Question #2. Subordinate Progressive Discipline.

1. PULL RECORDS (Fact Finding Mission)
2. MEET WITH EACH FF SEPARATELY
3. MEET WITH MS JONES AND MS PHILIPS SEPARATELY
4. CONDUCT A THOROUGH INVESTIGATION
5. DOCUMENT INVESTIGATION
6. PREPARE A WRITTEN REPORT TO CHIEF
7. PROVIDE RECOMMENDATIONS FOR FUTURE ACTIONS

Scenario #3- Question #1. What are your INITIAL ACTIONS.

1.  ROLLING SIZE UP
2.  ESTABLISH COMMAND
3.  SECURE A WATER SUPPLY
4.  STRETCH A HOSE LINE
5.  SSR- TO DISPATCH
6.  PRIMARY SEARCH AND RESCUE
7.  STRETCH A BACK UP HOSE LINE.
8.  ADDITIONAL RESOURCES (2UPERSWAR)
9.  LIPC-RECEO VS
10. LOVERSLUMMEERS

Scenario #3- Question #2. EVOLVING INCIDENT
FLASHOVER occurs, What are your ACTIONS?

1. CALL/ACTIVATE ADDITIONAL ALARMS
2. PROGRESS REPORTS
3. CONDUCT PAR
4. STRETCH ADDITIONAL HOSE LINES
5. CHECK FOR EXTENTION
6. STRETCH EXPOSURE LINES FOR DOWNWIND STRUCTURES.
7. SECURE SECONDARY WATER SUPPLY
8. TRANSMIT PROGRESS REPORTS

Scenario #3- Question #3. Subordinate SOP Training
FF makes several mistakes. When returning to the firehouse how do you handle this situation?

1. CLARIFY
2. REVIEW
3. INSTRUCT
4. ADVISE BC
5. MONITOR
6. POINT OUT MISTAKES
7. SCHEDULE TRAINING AND DRILLS
8. CRITIQUE
9. DOCUMENT
10. POINT OUT POSSITIVES
11. KEEP BC INFORMED.

I developed this Program originally for the iPod and since for this website to meet the requirements of the OSHA LAWS & NFPA Standards and created TEMPLATES for questions to teach as many of the laws and standards necessary to hit all the points on the NJDOP oral examination for promotion within your fire department within the State of NJ.

The Magic Formula is to WORK Hard & Smart. The Homework and Reference links are sorted out and organized (FORMATTED) but  the work must be put in Learning to FORMAT & DELIVER your Response Orally.

I use iTunes to organize my information which is always on while driving in my car. I call it my 24 hour tutor. I update my material to keep up with the most up to date standards and reference material available an I make sure that every template is accurate so the repetition is on point and effective and I learn the correct response like a song.

3 Newark firemen died late last night after they had been pulled, mortally injured, from the collapse of a burning two-story building assertedly torched by teenagers. Three other firemen were injured and one managed to crawl to safety.

The Newark Fire Department  Chaplain Horton Raught accompanied by  Battalion Chief James McCormick, left the hospital after the deaths were announced to notify the victim’s next of kin.

The dead were three;

Capt. Anthony V. Lardiere of a Truck Company No. 4; Capt.  Dominick N. LaTorre , of Engine Co. 12 and Russell Schoemer of a Truck Company No. 5.  Lardiere and Schoemer died at Martland Hospital. LaTorrer at St. James just before midnight.

Moments earlier, Fire Chief John Grehl emerged to announce it to  the soot covered firefighters and some off-duty fireman crowding the halls, from the highest elected on down the ranks were informed that their comerades had died.

The seven were trapped when the building, with an empty Tavern on the ground floor, collapsed in a fiery roar after a third alarm had sounded at 9:46 p.m. Most of the injured were rushed to Martland Hospital. only LaTorre to St. James. The men were buried for up to two hours before their mates had dug them out with picks, shovels and their bare hands.

John Caufield Called it the saddest day in the history of the Newark fire Department. It had the highest one day toll in the cities history. Firemen who witnessed it said the walls gave way “without warning”.

According to the other firefighters, seven firemen- 6 who were hospitalized, three died,  had gone into the building with a heavy-duty hose.  It came down just like that a rain-soaked firemen recall.  The 7th fireman Robert Wiggins, was not down and just stood up dumbfounded he said Wiggins his face and raincoat covered with dirt and rubble, started working to pull his fellow firefighters from the pile of timber which cover them.

On the verge of tears at one point Wiggins turn to another fireman and asked “How could it happen? How could it happen?

Off-Duty fireman, policemen and rescue squad members rushed to the fire scene, where the visibility was often limited by the smoke from the fire which continued to burn and the driving rain.

Fire officials and spokesmen from Martland Hospital. could not recall the order in which the firemen were removed and taken to the hospital.  But the first trapped fireman  was dragged to safety shortly before 10:40 p.m.

He was placed on a stretcher carried gingerly to a waiting ambulance and then taken to Martland Hospital..

Each succeeding rescue followed the same procedure. The last man Capt. Domenic LaTorre of Engine Company 12 was removed from the rubble and taken to St. James Hospital at about 11:20 p.m.

Caulfield , drenched with the cold rain left for the hospital. He was taken to Martland Hospital.. “it looks bad.” he said ” Real Bad, It looks like we lost three.”

They shouldn’t have gone in Caulfield said in route to his car. But that’s the way they fight fires.  He paused to look at the abandoned car from which flames continued to flicker and said without bitterness. “This block has been burning down from one end to the other.” The area he said was a trouble spot. Fire hydrants had been vandalized. Firemen were constantly being harassed and fires were set. A growing epidemic.

Newark police later announced the arrest of 213 year-old youths on arson charges at the scene of the burning frame structure at Orchard and Pennington Streets.

According to detectives , they arrested both youths at the scene of the fire at 11:00 p.m. John Aquino, Fire Department community relations officer, said the interigation took place after he acted as an interpreter for Spanish-speaking and English-speaking youths.

“The deaths were frustrating and sad and could have been avoided if the city had proper priorities in spending its money.” The headlines Hammered  on May 10th 1972.

“Junky Havens” were blamed in the tragedy.  A West to ward councilman strongly reacted following the deaths of the firemen.

He said the city must set priorities on its projects and a major project must be to rid our city of these deathtraps and “Junky Havens”.

The councilman said that we can not  ignore this priority which is costing human lives.  He called on the administration to concentrate on  one project and get it done rather than working on piecemeal of a hundred projects and never getting anything finished.  The city had been wasting money on a number of projects throughout the city while rat infested abandend buildings stand tall in Newark.

1. Fix the responsibility for command on a specific individual through a standard identification system, depending on the arrival sequence of members, companies, and chief officers.

2. Ensure that a strong, direct, and visible Command will be established from the onset of the incident.

3. Establish an effective incident organization defining the activities and responsibilities assigned to the Incident Commander (IC) and to other individuals operating within the Incident Management System (IMS).

4. Provide a system to process information to support incident management, planning, and decision making.

5. Provide a system for the orderly transfer of Command to subsequent arriving officers.

RESPONSIBILITIES OF THE INCIDENT COMMANDER

1. The IC is responsible for the completion of the tactical priorities.  The tactical priorities are:

a. Remove endangered occupants and treat the injured.

b. Stabilize the incident and provide for life safety.

c. Conserve property.

d. Provide for the safety, accountability, and welfare of personnel.                                      (This priority is ongoing throughout the incident.)

FUNCTIONS OF COMMAND

1. Assume and announce Command and establish an effective operating position  (Command Post location), on a mobile radio if possible.

2. Rapidly evaluate the situation (size up).

3. Initiate, maintain, and control the communications process.

4. Identify the overall strategy, develop an incident action plan, and assign companies and

personnel consistent with plans and established departmental Standards.

5. Develop an effective Incident Management Organization.

6. Provide tactical objectives.

7. Review, evaluate, and revise (as needed) the incident action plan.

8. Provide for the continuity, transfer, and termination of command.

INCIDENT PRIORITIES

1. Life Safety:

a. Responding fire department personnel

b. Other emergency workers

c. Occupants and victims

d. Bystanders.

2. Incident Stabilization:

a. Actions that minimize the impact to surrounding areas.

b. Actions that prevent further expansion of the incident.

3. Property Conservation

a. Working smarter to reduce damage.

b. Salvage operations.

4. Continuity of Community

a. Recovery of business and industry.

b. Returning to pre-incident conditions.

c. Reducing the impact the incident has on the community.

ESTABLISHING COMMAND

1. The first arriving officer or crew leader to arrive at the scene shall assume command of the incident and initiate whatever parts of the IMS that are needed to effectively manage the incident scene.

2. The initial IC shall remain in command until command is transferred or the incident is stabilized and terminated.

INITIAL RADIO REPORT

1. The first arriving fire department unit activates the command process by giving an initial radio report.

2. This windshield report  is what the officer sees as they approach the scene before the officer leaves the apparatus.

3. The rolling size-up may not be entirely accurate, and may be revised as the officer assesses the emergency.

4. Includes (as a minimum) the following information

a. Number of stories (examples: single story, story and a half, two story, three story, multi-story).

b. General construction-type of building (wood-frame, masonry, steel, bow string)

c. Occupancy of the structure (examples: residential, multi-family residential commercial, industrial, institutional)

d. Conditions present (nothing showing, smoke showing, working fire, people outside).

5. A description of the action to be taken.

6. Declaration of the incident strategy.

7. Any obvious safety concerns.

8. Assumption, identification, and location of command (street name or business name).

9. Request for (or release of) additional resources as required.

INCIDENT MANAGEMENT MODES

1. Investigating Mode:

a. The first arriving unit sees no obvious problem.

b. The Incident Commander will be investigating the reason for the call.

2. Fast Attack Mode:

a. The situation requires immediate action to stabilize

b. The incident requires the Incident Commander‚ assistance and direct  involvement in the attack (Command Working).

c. The Incident Commander goes with the crew to provide the appropriate level of  supervision.

d. Examples of Fast Attack Mode situations include:

Offensive fire attacks (especially in marginal situations)

Critical life safety situations (i.e. rescue) which must be achieved in a compressed time.

Any incident where the safety and welfare of firefighters is a major concern.

Obvious working incidents what require further investigation by the Incident Commander.

e. The fast attack mode should not last more than a few minutes and will end with one of the following:

The incident is stabilized.

The situation is not stabilized and the Incident Commander must withdraw to the exterior and establish a command post.  (At some point the Incident Commander must decide whether or not to withdraw the remainder of the crew, based on the crew‚ capabilities and experience, safety issues, and the ability to communicate with the crew.  No crew shall remain in a hazardous area without radio communications capabilities.)

Command is assumed‚or transferred to a new Incident Commander.

ASSUMED COMMAND: If the IC is still a working command (in Fast Attack Mode) when the next officer arrives, the IC may not be able to make

face-to-face contact with the next arriving officer.  In this instance, next arriving officer should make radio contact with the IC, advise that he is on the scene, obtain a progress report, and ‚Äúassume‚Äù the command at the street level.  When this happens, the new IC advises the old IC that Command has been assumed, and the new IC gives the old IC a designated sector name to operate as (for example, Attack Sector, Interior Sector, etc.).

TRANSFERRED COMMAND: The IC gives the next arriving officer a face-to-face report of conditions (or by radio if face-to-face is not possible).  The Command may then be transferred to another on-scene officer.  When command is transferred, the new IC is briefed with more detail than when command is assumed and includes:

Incident conditions (fire location, extent, haz-mat, number of victims, etc.)

The Incident Action Plan.

Progress toward completion of the tactical objectives.

Safety considerations.

Deployment and assignment of operating companies and personnel.

Appraisal of the need for additional resources.

A review of the tactical worksheet with the new IC.

The new IC gives the old IC an assignment and a designated sector name.

f. When a Chief Officer arrives on the scene at the same time as the first arriving apparatus, the Chief Officer should assume Command of the incident.

g. The first arriving Chief Officer should become the Incident Commander using the assumption or transfer of command procedure, depending on what mode command is operating in when the first chief arrives.

h. Additional arriving Chief Officers should report directly to the Command Post for assignments.

i. Later arriving, higher-ranking Chief Officers may choose to assume Command, or assume adviser positions.

j. When Command is assumed or transferred, dispatch should be informed who the new IC is (officer number).

3. Command Mode: Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, require immediate strong, direct, overall Command.  In such cases, the first arriving officer will initially assume an exterior, safe, and effective Command  position and maintain that position until relieved by a higher ranking officer.  A tactical  worksheet shall be initiated and utilized to assist in managing this type of incident.

a. The IC may appoint another member of the company to be the company officer  and give the company an assignment.

b. The IC may elect to assign the crew members to perform staff functions to assist  command.

c. The first arriving officer assuming Command has a choice of modes and degrees

of personal involvement in the tactical activities, but continues to be fully  responsible for the Command functions.

d. The IC operating in the Command Mode shall utilize a Command Worksheet to  document and organize the incident.

e. Sector officers may benefit from utilizing a Sector Worksheet to document and  organize sector activities.

f. Sector officers operating in Command Mode shall utilize command vests where  appropriate to do so (Especially: Command, Operations, Safety, and Staging).

INCIDENT ACTION PLAN:

1. The Incident Commander is the primary developer of the incident action plan.

2. On small incidents, the action plan will be organized completely by the IC and may not need to be written down.

3. On more complex incidents, the action plan will be a written document developed by the  IC, with staff assistance.

4. Action plans must be flexible and continually assessed.

5. All incident action plans (written or unwritten) should include:

a. Strategy goals.

b. Tactical objectives.

c. Establish priorities.

d. Resource needs and assignments of crews.

e. Having a Plan A and a Plan B

f. Anticipated outcomes.

g. Set timelines for progress.

h. Consider unanticipated outcomes (two working fires at the same time).

6. The incident action plan defines where and when resources will be assigned to the incident to control the situation.

7. The plan is the basis for developing a Command organization, assigning all resources, and establishing tactical objectives.

STRATEGIC GOALS:

1. Before strategic goals are established, the ATTACK MODE (Offensive, Defensive, or Marginal) is set.

a. OFFENSIVE: Conduct interior firefighting and victim search.  Interior victims are deemed to be savable.  Structural integrity intact and fire has not extended to beyond room of origin. Primary goals are to save savable lives, extinguish the fire, and save savable property.

b. DEFENSIVE:  Conduct exterior firefighting.  Interior victims are deemed to be unsavable.  Structural integrity is NOT intact and fire involvement is significant.  Primary goals are to save exposure lives and save exposure properties.

c. MARGINAL: Conduct limited interior firefighting and victim search.  Fire and structural conditions are deteriorating.  Primary goals are to save savable lives, attempt to stop fire progression and to limit time of firefighter exposure within the structure.

2. Strategic Goals establish what needs to be done to achieve the incident priorities (Life Safety, Incident Stabilization, Property Conservation, Community Continuity).

3. A sample list of strategic goals include:

Rescue

Protect Exposures

Confine the fire (or haz-mat)

Extinguish the fire

Overhaul

Ventilation

Salvage

TACTICAL OBJECTIVES:

1. Tactical objectives direct operational activities.

2. The accumulated achievement of tactical objectives should accomplish the strategic goals.

Examples of tactical objectives would be:

Search the second floor for victims.

Advance interior hose lines to extinguish the fire.

Vertically ventilate.

TASK ASSIGNMENTS

1. Task assignments refer to the specific activities that are accomplished by company  personnel.

2. Task assignments are the details of the actual work to be done.

3. The accumulated achievement of task assignments should accomplish tactical objectives.

4. Examples of task assignments would be:

Two firefighters take the interior stairs to the second floor and conduct a search of the bedrooms.  Three firefighters take a 1 3/4 attack line and advance it to the basement and extinguish the fire. Four firefighters throw an extension ladder to the roof, cut a 4×4 hole over the fire.

GEOGRAPHIC SECTORING

In order to provide a point of reference on the scene of incidents, the incident (structure) will be broken into geographic quadrants (four parts).  ‚ÄúSide 1‚Äù will be the street-side (address side) of the structure or incident location.  This is most often where the IC will be located.

From Side 1 the incident will then be divided in a clockwise direction with the remaining quadrants being labeled as Side 2 Side 3  and Side 4

EXAMPLE  Cleveland Avenue

The structure can also be broken down further in the following manner.

Cleveland Avenue

Exposures can also be identified based on which side of the structure they are on.  Using the example above, if the exposure is on the left, it would be identified as the Side 2 Exposure For multi-story structures, it may be necessary to identify each floor that personnel will be working on.  Each floor will be called by the floor number,  STARTING WITH THE GROUND FLOOR ON THE STREET SIDE (address side) OF THE STRUCTURE.

EXAMPLE

Floor 6

Floor 5

Floor 4

Floor 3

Floor 2

Floor 1

Ground level at the street-side.

If the structure has a basement, the geographic designation will be Basement.  If the structure has multi-level basements, it may be necessary to identify each basement level that personnel will be working on.  In this case, each basement level is a Basement.  Starting with the first subterranean floor on the street side (address side) of the structure as Basement 1.

Ground level at the street-side

Basement 1

Basement 2

Basement 3

Basement 4

Basement 5

Basement 6

Examples of radio designations for geographic sector officers include:

Side One

Side Two

Side Three

Side Four

Third Floor

Basement

Roof

Attic

FUNCTIONAL SECTORING

Functional sectors are specialized sectors assigned to perform specific tasks or activities which do not necessarily coincide with geographic sectors.  The IC will pick and choose the sector names needed, using the combination of geographic and functional sectors that best apply.  This combination can be different for each alarm.

Examples of functional (task oriented) sectors include:

Attack

IRIT (Initial Rapid Intervention Team)

RIT (Rapid Intervention Team)

Ventilation

Search

Extrication

Back-up

Operations

Safety

Staging

Water Supply

Medical

Rehab

Public Information

SAFETY

The safety, accountability, and welfare of firefighters are the top priorities for the Incident Commander. A separate Roseville Fire Department Standard exists to address our operational policies for incident safety.  The Safety Standard should be used, in conjunction with this Standard when operating at the scene of an incident.

COMMUNICATIONS

1. With the exception of units calling on-scene, Command should be the ONLY unit on the emergency incident scene that communicates with dispatch.

2. With the exception of acknowledging units arriving on-scene, all radio communications from dispatch should be directed to Command.

3. Each working sector on the fireground should be assigned a functional or geographic name by the IC. That assigned name should be well understood and well communicated by the IC to the officer.  Officer numbers should not be used to identify personnel assigned to perform a duty.

4. Each working sector officer should be informed whom they are to report to, so they know who to call with progress reports or requests for additional resources.

a. Benchmarks for progress include:

ALL CLEAR:  Indicates that all victims are clear from the hazard zone.

UNDER CONTROL: Indicates the fire is controlled.

LOSS STOPPED: Indicates that property conservation is complete.

5. Radio orders and progress reports should be repeated by the receiver to ensure that what  was said, is what was heard and understood.

6. When calling an unassigned crew, via radio, call the crew by their vehicle number  (example:  Engine 11 from Command).

7. When the IC wants to reach the operator of the rig, call the rig number, followed by the term operator (example: Engine 11 operator from Command).

8. When a crew has been giving an assignment, under our IMS, the crew should be called by their functional assignment or geographic location (example: Roof Sector from Command or Interior Team 1 from Command).

COMMAND STRUCTURE (fireground organization)

The Incident Commander carries the responsibility for everything that happens on a fireground.  For very small incidents, this should be a manageable task.  However, as an incident escalates and personnel are deployed into hazardous environments, the span of control for the IC can exceed their capabilities.  The IC can become overwhelmed and overloaded with information management, assigning companies, filling out and updating the tactical worksheets, planning, forecasting, requesting additional resources, talking on the radio, and fulfilling all the other functions of command.  Thus, the IC should, as staffing will permit, delegate duties to other officers (or firefighters).  Common roles that should be given consideration to filling include:

1.  INCIDENT COMMANDER

The IC is the person responsible for managing the incident on the strategic level.  The IC establishes the overall operational plan, develops an effective organizational structure, allocates resources, makes assignments to carry out the attack plan, manages information to develop and revise decisions, and continually attempts to achieve the basic command objectives.

The IC should establish and operate from a stationary command post as soon as possible. The command post should offer the IC a relatively quiet vantage point, with lighting, radio equipment, and sufficient space to manipulate written reference material.

2.  SENIOR ADVISOR

The Senior Advisor shall be a chief officer who serves as an assistant to the IC.  The Senior Advisor assists with the development and documentation of the operational plans, organizational structure, resource allocation, communications, and can serve as a liaison with other agencies.

3.  COMMAND AIDE

An Aide is a person assigned to assist the IC.  During large operations, Sector Officers may also have aides to assist them.  Aides assist by managing information and communications.  Aides keep track of assignments, locations and the progress of companies, assist with tactical worksheets, use reference materials, and refer to pre-fire plans.  The Command Aide may also provide reconnaissance and operational details for the IC (be his eyes and ears).  Each working incident should have a Command Aide.

4. OPERATIONS

The Operations officer is responsible for the direct management of all incident tactical activities, the tactical priorities, and the safety and welfare of the personnel working in the Operations section.  The Operations officer communicates, face-to-face and by radio with the tactical groups, divisions, and sectors.

5.  SAFETY

The Safety officer job is to anticipate and deal with unsafe or hazardous conditions. Safety function is to monitor the condition of personnel, observe safe practices, and ensure proper use of all equipment, especially personal protective equipment.  The Safety officer is responsible for evaluating structural safety, ongoing monitoring of toxic or explosive conditions, and assisting in the management of any special situations that expose firefighters to hazards.  The Safety officer ensures incident accountability through use of the PAR system, ensures a rapid intervention team is staffed and equipped, ensures the rehabilitation of firefighters, and addresses any concerns with regard to free-lancing. The Safety officer is a highly mobile position on a fire incident.

6.  STAGING

The Staging officer  job is to assist the IC with establishing a location (and staffing a location) for apparatus and personnel staging.  Refer to Staging Standard (108.02).

7.  PUBLIC INFORMATION

The Public Information Officer (PIO) establishes an effective link with the media and provides a place for the media to assemble (away from the IC).  The PIO should be the sole source of information for media and should be briefed with information from the IC to ensure the accuracy of the report.  The PIO should escort the media on an incident scene, ensuring that member of the media are able to obtain video and photographs from a safe distance.

8. INITIAL RAPID INTERVENTION TEAM (IRIT)

To ensure compliance with the OSHA 2-in/2-out mandate, an Initial Rapid Intervention Team (IRIT), consisting of a minimum of two persons from the first arriving companies, shall be established and maintained.  The IRIT shall remain in a state of ready deployment until relieved by a Rapid Intervention Team (RIT).  Refer to the Rapid Intervention Teams Standard (107.03) for details.

9. RAPID INTERVENTION TEAM (RIT)

To ensure compliance with the OSHA 2-in/2-out mandate, a Rapid Intervention team (RIT), consisting of a minimum of two, but preferably four, persons shall be established and maintained from secondary arriving companies.  The RIT shall relieve the IRIT from stand-by duties.  Refer to the Rapid Intervention Teams Standard (107.03) for details.

SUMMARY

THE FOUR STEPS TO INITIALIZE COMMAND

STEP ONE:  GIVE A ROLLING SIZE-UP

1. A windshield report of what the officer sees as they approach the scene before the officer leaves the apparatus.

2. The rolling size-up may not be entirely accurate, and may be revised as the officer assesses the emergency.

3. Includes (at a minimum) the following information: Number of stories (examples: single story, story and a half, two story, three story, multi-story). General construction-type of building (wood-frame, masonry, steel, bow string) Occupancy of the structure (examples: residential, multi-family residential commercial, industrial, institutional)  Conditions present (nothing showing, smoke showing, working fire, people outside).

STEP TWO: ESTABLISH COMMAND

1. Establish command on every incident.

2. This will be accomplished by stating the following after the size-up:

a. Officer number who will be in command.

b. Name of the command being established (The default will be the street name for command.  If you use the business name instead of the street name, state that on the radio).

c. State your operational mode.  Command is investigating‚ fast attack mode or the fixed command post location.

STEP THREE: MAKE AN INCIDENT ACTION PLAN

1. This is the overall direction of the incident.

2. It includes the strategy, tactics, priorities, resource needs, and outcomes.

3. It includes a Plan A and a Plan B.

STEP FOUR: COMMUNICATE

1. Give assignments to your crew.

2. Give assignments to other incoming crews.

3. Give assignments to mutual aid/auto-response companies.

4. Assign people to IMS roles.

5. Ask for progress reports from sector officers.

6. Give periodic updates to dispatch.

A Wall was toppled over by the explosion as 19  Newark firefighters were caught in the collapse while fighting the blaze from a lower building. They were struck by a mass of brick and mortar.

Just what caused the fire was not known but it started in the 4th floor of the five story brick building at 89 mechanic Street adjoining it on the West Side was a one story brick structure. The big building was occupied by Wiener Company. The one story structure was occupied by empire Gear and Top Company.  As soon as the firemen arrived, about 25 of them with hand lines imposed on the smaller building.  They were there only five minutes when an explosion occurred in the latter building throwing out the West wall on the firemen.

It was said that a can of benzene caused the explosion. One of the members of the firm, however, denied the benzene was used in the factory.  The men saw the wall falling on them but it came down so quickly that none of them could move to escape.

They ran for the lives.  

A cry of terror from the crowd of people in the streets warned Chief Kiersted and Battalion Chief Morgan and a number of firemen in the street in front of the building of their danger and they ran for their lives.  The fall of walls however crushed the other fireman through the roof to the floor below the smaller structure.

The screams of agony caused all the firemen and policemen in the street to rush to their aid, and as the victims were carried out they were placed in the patrol wagons and rushed to hospitals.  Before the ambulance which carried fireman Bleyhle had gone a block away it was found that the man was dead and the body was taken to the morgue.  There it was found that almost every bone his body was broken fireman Crane died about an hour after he had been taken to St. Michael’s Hospital.

Injury to Chief Kiersted.

Chief Kiersted had his right foot injured by falling over a box while trying to escape the falling walls.  Battalion Chief Morgan had his left ankle and side injured.  Portions of the front wall of the buildings struck him.

A Miraculous escape.

That all of these men were not killed was considered miraculous Chief Engineer Kiersted had said afterwards I did not expect to see one man who was on that roof, taken from that pile of bricks alive. I am glad that we did not lose more of our brave men then we did, as we cannot spare them.  Firemen Jacob Bleyhle, William P. Crane and Leo Ross are among the best men in the department.

Who discovered the fire in question. Apparently a number knew of it at the same time, among them was engineer of central roads. All with the echoes in the morning hearing the shriek of whistles…

At 8:48:00 the fire alarm was turned in for a box 323 .

Chief Engineer Kiersted arrived at the fire soon after the first alarm sounded and had each of the first due engines run out two lines of hose than the blaze was hit from all sides.

The Hosewagon of Engine Company No. 1 on which the recently purchased a pair in also was placed was stationed at the front of the building and several lines of hose were attached to it with good results.

As the wall fell the two horses attached to the South scored twice broke away and jumped right upon No. 1 hose wagon a few feet away.  As soon as possible the horses were taken off the wagon and was found that they were not seriously hurt.

The chief leads the way.

Before the noise of fallen wall had died away Chief Engineer Kiersted ‘s command to all the fireman near him to rescue the men under the pile of bricks, and unmindful of others who responded to the chiefs call for help. There were cops as well as firemen.

In a few minutes the bricks were being removed at a great rate and the timber was being hauled to the side.  In the meantime a call had been sent to Police Headquarters. It sent all the ambulances in the city to the fire scene and when they arrived the injured firemen were tenderly lifted into them and taken to St. Barnabas and St. Michael’s Hospitals.  As there were not enough ambulances to carry all the men away, vehicles of all kinds were pressed into service, and in 15 minutes after the wall had fallen, every one of the men had been taken from the scene of the conflagration.

Fire Commissioner Burke arrived on the scene shortly after the last man was taken away. And he was greatly distressed when he learned of the terrible accident. While firemen were at work rescuing the injured men, a number of electric light and telephone wires fell upon the rescuers, but none of them was injured as the rubber coats and boots save them.

One of the most troubling scenes at the fire after the injured men had been taken away was a pile of the fire hats that had been worn by the firemen.  Had been placed in a heep on the sidewalk nearby.  There were eight hats altogether but they were almost crushed flat giving evidence of the awful force of the fall of the bricks.  It was realized that if it had not been for the stiffness of the leather hats many of those men would have had their skulls crushed.

Despite the general feelings of distress and sympathetic meant manifested by the spectators there were some wretched souvenir hunters who stole the number plates off the helmets and later three of the hats were carried away.  It would not have been well for these relic hungry thieves to have been caught by the firemen that were working that day, as they were greatly angered when they learned that their hats worn by their stricken comrades had been stolen.

As the population of the City of Newark grew so did the need for men that would fill the Fire companies that would fight the fires that threatened its citizens. With each conflagration would come a better understanding of the dangers that could and would be encountered at an incident. The dangers of collapse would be Newark’s first lesson. Jacob Allen was it’s tragic victim.

As new apparatus were purchased by the city, new fire companies would bloom. Engine 4 was established in 1837. The First apperatus of Laffeyette Engine company #4 was put into service in 1842.

Jacob Allen and His Brother Ludlow built the Second Laffeyette Engine #4. It was put together in their machine shop at 12 James Street after being commisioned in 1852. The New “Philadelphia Style” engine was housed at 19 academy Street and was in service on May 28th 1857. The night Poor Jacob met his demise. Killed in a collapse. The Allen brothers apparatus would eventually replace the first Engine #4.  His Engine remained in service long after Jacob had past. Technology would change and this too came to pass. Jacob Allen was the first in a group that paid the ultimate price for Newark’s citizens. I am Curious how much service his and his brothers apperatus contributed to saving lives and property.

Civilizations throughout history have  learned how bad fire can be. Each new invention will always bring some solutions along with some disastrous effect that firemen would soon learn to deal with after disasterous affects. The fire department will always have to confront the affects of the hidden dangers of technology as well as benefit from its creative problem solving. The variables are all part of the equation.

Building construction and the cities expansion was rapid and confined to 50 by 100 lots that would be too small to keep fire from jumping and spreading. More people brought more disastrous possibilities and the likelihood of disaster looms continuously. The Newark Fire Department has plenty of Line of Duty fatalities to back up this claim and time and technology is no friend to the Firefighter.

In 1862 Newark became the first Fire Department to use horses to pull their engines to the fires. Response times would dramatically change and the dangers the firefighters would encounter would increase. Now every incident was a possible hazard. The future would expose the dangers and new challenges the firefighters would encounter and endure.

The apparatus was moving faster and faster. Horses ran faster than men.    These men hang on to the back of apparatus.  Now just responding to a fire was dangerous and life threatening.  This would become fact as men got thrown as apparatus overturned.  In the decades to come many men who would be lost to responding to the incident than catastrophe’s at the incident.

Engine Company #4 would close it’s doors in February 1985. Dispanded at 127. Gone But Not forgotten.

Heroic attempts at rescue. While fighting a mysterious fire in a cafe at market brothers at one Market Street, Lt. Benjamin O. Birch of Engine Company No. 5 lost his life and three other members of the Newark fire Department including Chief Engineer Kiersted were injured.

Heroic attempts at rescue

Birch met his death searching in the cellar for a vantage point to combat the blaze.  He was overcome by the smoke and fell in about 3 ft. of water which had accumulated from the many streams that had been played into the building through the upper stories.

The injured firemen besides the Chief Kiersted where Charles E. Beebe of Engine Company No. 2 who’s left hand and wrist were lacerated when the heavy plate glass window broke and fell on him and Joseph A. Garland of Engine Company No. 5 who was overcome by smoke in the heroic efforts to save birch.

Beebe’s  injuries were attended to at a nearby drug store while Garland was taken to St. Barnabas Hospital. Chief Kiersted was injured by falling down a basement stairway, he reinjured his hurt  right ankle.

Garland was able to sit up at the hospital this morning he complained of pains in his abdomen but otherwise his condition is considered good and it is to be expected that he will be able to leave the hospital tomorrow.

In relating to the incidence attending the death of Birch and the finding of the man’s body had said…

“I was working on the ground floor while Birch and several members of Truck Company No. 2 were directing a stream in the basement.  They had been ordered out by Chief Kiersted but Birch returned to the basement for a second time having borrowed the chiefs lamp to take with him.

As I came out I heard the chief asked for his lamp and being told that  Birch was using it in the basement, I went down to get it from him.  I had gone but a few yards when my lamp went out. I could not see Birch but when I yelled to him he replied and said that his lamp had gone out. He told me that he did not have the chiefs lamp.

I came out and reported this to Chief Kiersted who directed me to tell Birch to come out.  Accordingly I went to the basement for a second time.  This time I failed to get any response to my calls and being unable to find him in the cellar I came out and reported to Chief Kiersted that Birch could not be found.  He then ordered a party of us to search for him and after groping about in 3 ft. of water for 15 minutes with the smoke half blinding and suffocating me I finally discovered an object in the water which I found to be the body of my companion in a bent position his head under the water.”

ICMA’s new textbook Managing Fire and Rescue Services provides you with comprehensive coverage of fire, emergency medical, and rescue services management, including:

• Performance measurement
• Fire prevention and life safety education
• Technology and information management
• Terrorism and disaster preparedness
• Intergovernmental cooperation
• Risk management
• Legal, liability, and regulatory issues
• Health and wellness

Managing Fire and Rescue Services covers all the nuts and bolts of organizing and deploying resources, including organizational structure, fire station location planning, fiscal management, maintenance and replacement of vehicles and equipment, and personnel practices. The coverage of human resource management includes recruitment and selection, promotion, diversity, labor relations, and the impact of external mandates. The section on leadership explores best management practices, employee empowerment, and implementing change.

Special features include:

• Dozens of examples and case studies from cities and counties of different sizes throughout the U.S. and Canada
• Special coverage of considerations important to small communities
• A broad perspective provided by expert authors — a cross-section of experienced professionals from throughout North America
• New coverage of health and wellness to ensure and maintain the health and well-being of firefighters
• The latest information about communication systems and Emergency Response Centers
• Pitfalls to avoid, tips, and practical suggestions for meeting challenges
• 118 sidebars throughout the textbook providing case studies, checklists, charts, detailed explanations, regulatory and standards information, and much more.

A Proven Best Seller
Managing Fire and Rescue Services is the successor to ICMA’s well-received and widely used Managing Fire Services, the second edition of which was published in 1988. Just as the challenges and problems facing fire service and local government leaders today are significantly different from those that faced them fourteen years ago, so, too, the topics covered in this book differ significantly from those covered in the earlier volume.

Identifying and Managing Risks in Your Community
The book walks you step by step through a strategic planning process to identify, analyze, and evaluate potential risks and hazards in your community. A critical part of the process is the assessment of buildings and facilities and code enforcement. Then you’ll analyze how to manage the risks you’ve identified by

• Assessing current fire department services and resources, including mutual aid agreements with other communities
• Planning prevention, training, and education
• Budgeting costs
• Prioritizing risk management strategies.

Performance Measurement and Benchmarking
The extensive chapter on performance measurement and organizational improvement could be a book on its own, packed with detailed information to establish or enhance a performance measurement program. You’ll learn the importance of investigating and evaluating the reasons for high or low performance levels and of using the findings to develop and implement strategies, goals, and objectives for improvement.

The book discusses how performance measurement supports results-based budgeting, which devotes resources to specific community or organizational needs that have been identified by the community’s strategic plan or the department’s service improvement plan. Financial management coverage includes budgeting, full costing, monitoring and reporting, managing financial risks and exposures, managing assets, and identifying potential sources of revenue.

The Latest Technology Trends
Managing Fire and Rescue Services gives you an in-depth look at information management systems and the growing technological capabilities available to the fire service, such as security requirements, software and hardware, outsourcing, and computer mapping. Written for the manager who may have only minimal familiarity with computer, the book outlines the basic principles of designing and maintaining a management information system (MIS) for storing and processing data. Managing Fire and Rescue Services is your complete source for the latest fire and emergency management information and issues.

Incident and FD PRIORITIES are always … L.I.P.C.

I recognize that THE LIFE SAFETY OF THE FIREFIGHERS & CIVILIANS IS PARAMOUNT and Proper Training is key to keeping  everyone safe on the SCENE and SAFETY is regarded as the single most important reason to train.

My Job assists in the MANAGEMENT, TRAINING and DISCIPLINE of my subordinates on the fire department by supervising a group of fire companies engaged in providing fire Protection for people and property.

MANAGEMENT

*  I WILL APPLY BASIC MANAGEMENT & TRAINING ACTIVITIES INVOLVING
1. PLANNING, 2. STRUCTURE, 3. DIRECTION

*  I WILL IMPLEMENT PROGRAMS & EVALUATE PERIODICALLY TO ENSURE THEY CONTINUALLY MAKE PROGRESS AND ACHIEVE SET GOALS TO GREATER SERVE  THE FIRE DEPARTMENT & COMMUNITY.

I WILL USE 5 ELEMENTS OF A SUCCESSFUL TRAINING/MANAGEMENT PROCESS.

1. PLANNING   ( Both Management & Training )
2. ENSURING SAFETY (Forming Committees)
3. MEETING NATIONAL, STATE & LOCAL TRAINING LAWS & STANDARDS 
4. RECOGNIZING NEEDS (IN SERVICE TRAINING IN CONTEXT & DISCIPLINE)
5. FORMAT DELIVERY TO SUIT YOUR “NEEDS ANALYSIS”

I WILL USE THE 5 ELEMENTS & A DISAPLINED APPROACH & DIRECT MY PLANS AND PROGAMS. AS FOLLOWS:

1. PLANNING IS KEY IN BOTH MANAGEMENT & TRAINING SO FIRST….
FACT FINDING / “NEEDS ANALYSIS”

Get I.S.O RATING, BENCHMARK & SET GOALS IN WRITING,

PULL ALL PREVIOUS TRAINING RECORDS, NIFR’s and Injury Reports. THR,SOG,SOP, PIE, ID THE  THE CHALLENGES AND THE TOOLS NEEDED TO ACCOMPLISH SET GOALS.

I WILL SET IN PLACE A TRAINING REGIMENT THAT WILL ROLE MODEL SUCCESSFUL PROGRAMS IN OTHER CITIES AND TOWNS.

I WILL LOOK INTO COST SHARING WITH THE OTHER CITIES AND TOWNS
MEET ALL CHALLENGES.

THERE ARE 6 TOOLS I CAN USE FOR WORKING WITH MY COMMUNITY.

TOOL 1. CREATE A COMMUNITY PROFILE

TOOL 2. REEVALUATE THE DEPARTMENT’S MISSION.

STRESSING “BACK TO THE BASICS”…

@  NIFR’s,  Pre Fire Plans and Post Incident Evaluation (PIE)/Post Fire Analisys(PIA) combined with Daily TRAINING SCHEDULE which use the S.O.P. as a Safety Model and the IMS to keep structure and ACCOUNTABILITY in place.

@ I WILL DEVISE A DAILY SCHEDULE AND BE INVOLVED WITH THE DAILY STUDY SESSIONS WITH AVAILABLE TASK FORCE MEMBERS.

@ ANNUAL TARGET HAZARD REPORTS & UPDATED PRE FIRE PLANS WILL BE REVIEWED BY ME AS WELL AS  MY SUBORDINATES.

TOOL 3. CREATE A COMMUNITY TASK FORCE.

@ I will USE ALL available RESOURCES at my disposal.

@ DIVISION OF FIRE SAFETY, COMMUNITY RELATIONS, UNIONS, PIO, MEDIA

TOOL 4. DEVELOP A COMMUNITY BASED PROGRAM

@ I WILL ORGANIZE MY RESOURCES AND DELEGATE RESPONSIBILITIES

TOOL 5. MAINTAIN A GREATER COMMUNITY PRESENCE.

@ THE INTERNET AND THE NATIONAL FIRE ACADEMY CAN TRAIN FROM A DISTANCE.  THE WWW IS AN INVALUABLE POOL OF KNOWLEDGE  & TOOL THAT I CAN AND DO USE FOR TRAINING OF FIREFIGHTERS AND THE COMMUNITY..

TOOL 6. SURVEY THE CITIZENS TO SEE IF PROGRAMS ARE WORKING AS PLANNED.

SIX POLITICAL CHALLENGES FOR LOCAL GOVERNMENT.

C 1. THE GROWING INFLUENCE OF THE NEGATIVE 20 %.

C2.  MC GOVERNMENT

C3.  AJENDA OF THE UNIMPORTANT

C4.  USE OF POWER POLITICS

C5.  LACK OF CIVILITY AT THE GOVERNMENT TABLE.

C6.  ELECTED OFFICIALS FEELING POWER OF CHOICE HAS BEEN PREEMPTED.

Special Report: Risk Management Planning forHazardous Materials: What It Means for Fire Service Planning

USFA-TR-124/January 2003

When firefighters become disoriented, their air supply becomes depleted, or they suffer injuries or illness that prohibit self-escape, the incident commander must be able to quickly activate a firefighter rescue team. This team must be able to enter the structure, locate the victim quickly, safely remove the firefighter from imminent danger, and provide immediate life-saving measures. The rescue team then must remove the firefighter from the structure and transfer the casualty to a higher level of medical treatment, if necessary.

In many respect, the RIT is one of the most important teams on a fireground. If a RIT prevents even a single serious injury or fatality ,the team is not only doing what is right and necessary to fully ensure firefighter safety, but it also is saving the jurisdiction the costs of medical and disability payments, as well as the potential of a lawsuit. RITS are cost-effective and mission-essential.

The structure, composition, and use of the RIT varies considerably from one fire department to another, according to the research conducted for this report. The team remains available to perform rapid rescue of other firefighters and is called to action according to the department’s communications and command policy. The variations among RITS across fire departments tend to be the number of members who are designated and trained for RIT duty, what tools they carry, what size hose they carry, and how the RIT is staffed. Considering current practices, the following guidelines are provided as one example to consider:

1. The firefighter rescue team should consist of at least two (2) personnel on the initial attack (two–out) and be augmented with additional personnel as soon as possible (full RIT). One member of the RIT should be designated as the RIT officer.

2. Multiple RIT teams should be organized as the incident’s magnitude and complexity requires.

3. Although the primary focus of Rapid Intervention Teams is their operation at structure fires, all incidents where SCBA, SABA, or SCUBA are required (e.g., confined space rescue, water rescue, etc.) should have a RIT in place.

At least one RIT should be established, prepared, and equipped to act in the following conditions or incidents

a. structure fires;

b. incidents that pose the threat of collapse;

c. incidents that pose the threat of entrapment;

d. incidents that pose the threat of getting lost and being unable to find an exit from the structure, due to its size, configuration, or the complexity of the incident (e.g. multiple points of origin); and;

e. swift water or underwater rescue.

4. RIT members should be obtained from fireground resources that are not already committed to the incident. If the incident commander believes that this cannot be accomplished effectively, then additional resources should be requested.

5. At least one of the RIT members should be free from ancillary duties on the fireground, to monitor interior conditions and crew advancement. Other RIT members can receive minimally demanding assignments, but none should encroach on their ability to respond immediately with the rest of the team if it becomes necessary to engage in rescue operations. Under no circumstances should the RIT be committed to any duties that would hinder or delay their immediate deployment should the need arise.

6. The RIT commander should secure necessary tools and equipment to perform the tasks that may be required.

7. The RIT commander should maintain contact with the incident commander at all times and monitor fireground radio traffic. The RIT commander should continuously perform incident size-up, assess the structural stability of the building, and the progression of the fire attack.

Upon arrival on the fireground, the RIT should report to the incident commander for a face-to-face summary on the fire and details surrounding personnel deployment, including number of interior crews and their location within the structure. The RIT should stage for deployment in the vicinity of where the interior fire crews made entry, but outside the collapse zone of a structure. The collapse zone is typically measured as the distance equal to one and one half the height of the involved structure. For example, the collapse zone for a single-family home that is 30 feet in height would be 45 feet from the base of the house.

• Request emergency traffic.
• Identify mayday company/person (name, company, problem, and location).
• Deploy rescue sector.
• Request additional alarms (x two).
• Change plan to offensive/defensive strategy-rescue mode.
• Assign additional companies to rescue sector.
• Obtain Personnel Accountability Reports (PAR) on all crews, including their location.
• Reinforce firefighting positions. Utilize large handlines (2.5 inches).
• Assign chief officer to the rescue sector.
• Assign second chief to rescue branch. Move to channel two or three.
• Maintain radio and crew discipline.
• Open all doors and windows.
• Ventilate and maintain tenability; provide lighting (TED).
• Assign safety sector.
• Assess structural stability (safety sector/branch).
• Expand rehabilitation sector (air utility near rescue entry).
• Establish treatment and transportation sectors (request ambulances).
• Assign chief officer to medical sector/branch.
• Assess technical rescue requirements.

While En Route -  I will Reviewed P.F.P. (Pre Fire Plans) T.H.R . (target hazard reports) and S.O.G. (standard operating guidelines) and use the information from the  C.A.D. (Computer Aided Dispatch)

GIVE A ROLLING SIZE-UP 

(Brief Initial Report) B.I.R. THIS IS A windshield report of what the officer sees as they approach the scene & before the officer leaves the apparatus.

The rolling size-up may not be entirely accurate, and may be revised as the officer assesses the emergency.

 Includes (as a minimum) the following information:

• OCCUPANCY of the structure (examples: residential, multi-family residential commercial, industrial, institutional)

• SIZE. Number of stories (examples: single story, story and a half, two story, three story, multi-story).

• CONSTRUCTION-type of building (wood-frame, masonry, steel, bow string)

• CONDITIONS  present (nothing showing, smoke showing, working fire, people outside).

• RESOURCES – Order & Allocate Resources

• ACTIONS -  LIPC  -  RECEO VS

INCIDENT ACTION PLAN (IAP)

1. This is the overall direction of the incident.

2. It includes the strategy, tactics, priorities, resource needs, and outcomes.

3. It includes a “Plan A” and a “Plan B”.

4. RISK vs GAINS assessment.

What are your INCIDENT PRIORITIES at this fire?

L.    LIFE SAFETY… FIREFIGHTERS, OCCUPANTS, Other Emergency Workers & By-standers

          Announce the Location of the Fire & size of the fire and Rescue Problem ASAP.

I.     INCIDENT STABILIZATION by establishing Priorities.

       Locate, Confine and extinguish all fires

       Protect Egress and Exposures

P.    PROPERTY CONSERVATION

By Setting STRATEGIC GOALS.(R.E.C.E.O. V.S.)

 

R.   RESCUE ALL OCCUPANTS_______________

E.   EXPOSURES_________________________

C.   CONFIRM & Confine FIRE _______________

E.   EXTINGUISH ALL FIRES ________________

O.   OVERHAUL__________________________

V.   VENTILATE (VES)(____________________

S.   SALVAGE ___________________________

According to the NFPA 1021 – 4.6.2 -I will  Implement an ACTION PLAN given AVAILABLE RESOURCES, TYPE OF INCIDENT & PRELIMINARY PLAN  so that resources  I bought to the scene are deployed to mitigate this situation.

1. I will Give assignments to other incoming crews.

2. I will Give assignments to mutual aid/auto-response companies.

3. I have Assigned people to IMS roles.

4. i will Ask for progress reports from sector officers.

5.  I will Give periodic updates to dispatch.

TACTICAL OBJECTIVES:

” On Scene Operations“

Company Officer ch.13 Page 371

1. Was the Structural Integrity addressed on arrival? (Is the fire in the contents or the structure?)

2. Was Command Identified?

3. Was command Established?

4. Was a Proper Size Up made?

5. Were addition apparatus available in a timely manner?

6. Were proper Strategies developed?

7. Was there an IAP?

8. Did personnel, Units and Teams execute tactics?

9. Were SOP’S used?

10. How was Risk vs Gains applied to this incident?

11. Were the sectors used appropriately to incident type and complexity?

12. Was the RIT team established?

13. Was a Safety Officer designated?

14. Was the Size Up ongoing and were conditions reevaluated as the incident progressed?

15. Was a Rehab Sector established?

The “Critical Factors of IMS”

Company Officer ch.13 Page 374

1. ESTABLISH COMMAND

2. RISK VS GAINS AS A ROUTINE

3. WELL DESIGNED STRATEGIC OPTIONS.  scenario specific

4. SOP’s According to Building Construction type

5. EFFECTIVE TRAINING – PFP THR PIA SOP’S

6. PROPER PPE

7. EFFECTIVE INCIDENT MANAGEMENT

8. EFFECTIVE COMMUNICATIONS

9. SAFETY OFFICER AND PROCEDURES

10. ACCOUNTABILITY. PAR- riding list- tag in

11. RIT

12. ADEQUATE RESOURCES

13. REST AND REHAB UNIT

14. ONGOING SIZE UP AND REEVALUATE CONDITIONS

15. PESSIMISTIC  EVALUATION OF SITUATION

Classes of fires

Burning natural gas is a Class B fire. However, it Can cause other materials to burn around it such as wood, paper, and vegetation, which are all Class A
fires; or energized electrical wires, creating a Class C fire. So, you may be facing a multiple class fire. For machinery or fires involving electrical components, the safest way to extinguish the fire is to de-energize the circuit, and eliminate the gas
supply.

Ways burning gas can be extinguished. Water is not an effective method for extinguishing a natural gas fire. Dry chemical extinguishers should be used with proper technique. Shutting off the gas supply and allowing residual gas in the pipe
to burn out is often the best approach. Shut off the meter supply valve or service valve when accessible.

Dangers of interactions with electrical systems A gas-fed fire may cause the insulation on overhead wires to burn. This damage may cause the live wires to fall in some cases. Don’t approach fallen electrical lines until the power company disconnects them. Gas piping may also share a commmon underground trench with electrical facilities. In some cases both may be damaged by the blaze.

The container relief valve is vented to the outside with the relief valve discharge directed up or down within 45 degrees of vertical. An automatic fuel shutoff valve located as close as possible to the carburetor is provided to close propane flow when the engine is not running, though the ignition switch may be in the on position. Each vehicle powered by propane is identified with a diamondshaped label located on the lower right rear of the vehicle (the word propane is centered in the diamond in silver or white reflective material on a black background). In the event of a vehicle accident and fire, the responders should cool the propane motor fuel tank on the vehicle. if there is a propane fire in the engine compartment, this can be controlled by shutting off the engine, which should automatically close the propane fuel supply valve.

Rescue of people from the burning vehicle must be evaluated/rendered while the fire is attacked and extinguished. While the propane storage tank is continuously being cooled, the responders should Locate the fuel supply valve on the storage tank and close it. Continue to cool the cylinder until well after the fire has been extinguished. The cylinder metal surface should be cool enough to touch. The area around the container should be monitored for flammable vapors using a combustible gas indicator.

COMPRESSED NATURAL GAS VEHICLE EMERGENCY RESPONSE
This section provides information for approaching natural gas vehicle emergencies.

The Standard overlaps with the New Jersey Worker and Community Right to Know (RTK) Act, N.J.A.C. 8:59, administered by the Department of Health and Senior Services Right to Know Program in the area of education and training of public employees. In order to prevent public employers from being subjected to two sets of rules regarding education and training, certain provisions of RTK education and training have been added to the Hazard Communication Standard and all education and training requirements are being removed from the RTK rules. This bulletin provides an overview of the Public Employees Occupational Safety and Health Program (PEOSH) Hazard Communication Standard (HCS) and explains the public employer’s responsibilities under the Standard.

BACKGROUND
On January 11, 2001, the US Department of Labor, Occupational Safety and Health
Administration (OSHA) approved New Jersey as a State-Plan State for public employees only. In accordance with the federal OSHA-approved PEOSH State Plan, New Jersey must operate an occupational safety and health program that is at least as effective as the federal program. Therefore, the New Jersey Department of Labor (DOL), PEOSH Program, has adopted the Hazard Communication Standard (HCS) with amendments to bring New Jersey’s regulatory requirements and standards in line with OSHA requirements. PEOSH HCS

PEOSH HCS AND THE RIGHT TO KNOW ACT
OSHA adopted the federal Hazard Communication Standard in 1983, after the New Jersey Worker and Community Right to Know (RTK) Act had already been enacted. The public sector was not covered under thefederal OSHA Standard, but was covered by the RTK Act. As a result of New Jersey’s OSHA-approved State Plan and the adoption of the Hazard Communication Standard by the PEOSH Program, public employers are now required to comply with both the PEOSH HCS and the RTK Act.
All references to RTK education and training are being removed from the RTK rules while certain provisions have been added to the federal Standard to create the PEOSH HCS. The New Jersey Department of Labor and Department of Health and Senior Services agreed to this change in order to eliminate confusion among public employers regarding the need to educate and train employees about hazards in the workplace. Public employee training will now be solely enforced under the Hazard Communication Standard adopted by the PEOSH Program. The PEOSH HCS amendments are listed below. It is strongly recommended that you read the PEOSH HCS and Appendix E of the PEOSH HCS in its entirety to become familiar with all of the Standard’s requirements. PEOSH Hazard Communication Standard Summary of Amendments

Finally, the National Fire Protection Association (NFPA) addresses RMP in NFPA 1500–Standard on Fire Department Occupational Safety and Health Program. It provides a template for the creation of a Risk Management Plan. The sample plan is comprehensive, covering not only the Federal regulations governing information sharing and planning, but also the training and capabilities necessary on the part of the fire department. Copies of this standard are available from the NFPA at www.nfpa.org

(a)  A fire department communication system shall provide a standard method for giving priority, over that of routine radio communication, to the transmission of emergency messages and notification of imminent hazards to all levels of the incident command structure.

(b)  When firefighters encounter conditions that pose a non-routine threat to their life or safety or that of others, they shall convey that situation via two-way radio to incident commanders and/or rescue crews utilizing clear text (see (f) below).

(c)  Fire departments shall have a written standard operating guideline or procedure that uses the radio terms “emergency traffic” or “mayday” as a designation to clear radio traffic. An incident commander, safety officer, division or group supervisor, or any member who is in trouble or sees an emergency condition can declare emergency traffic.

1. Various radio tones may also be used to draw attention to an “emergency traffic” or “mayday” message.
(d)  Examples of emergency conditions that warrant emergency radio traffic include:
1. A firefighter down or has fallen;
2. A firefighter missing;
3. A firefighter trapped;
4. A firefighter lost;
5. A firefighter “stuck”;
6. The need to immediately evacuate the building or area;
7. A building or structure collapse or imminent collapse;
8. A wind direction shift, such as from north to south;
9. Changing from offensive to defensive operations;
10. Equipment failure posing an imminent danger;
11. Fire discovered entering an exposure to a degree that any delay may considerably enlarge the fire problem;
12. Necessity to change from an interior to an exterior attack mode; or
13. Loss of water or other extinguishing agent that would endanger members.

(e) Whenever “emergency traffic” or “mayday” is transmitted via two-way radio, all communications on that frequency shall cease except those between the firefighter initiating the emergency radio transmission and the incident commander and/or the fire department dispatch center. Normal two- way radio use may be resumed upon completion of the emergency message, unless the incident commander orders otherwise.
(f) When a member has declared an emergency traffic or “mayday” message, he or she shall use clear text terms identified in their fire department standard operating guidelines or procedures, such as “firefighter down,” “firefighter missing,” etc.

1. The term “mayday” shall not be used when operating with aviation or marine personnel.
(g) The procedure for the use of “emergency traffic” or “mayday is as follows:

1. Firefighters in life-threatening situations shall immediately contact the incident commander via two-way radio stating “emergency traffic” or “mayday and then
identify themselves;

2. The incident commander, upon hearing the “emergency traffic” or “mayday radio transmission, shall acknowledge the person issuing the ” emergency traffic” or “mayday” via two-way radio by stating “emergency traffic, clear the channel”;

3. The person making the “emergency traffic” or “mayday” call shall respond to the incident commander by repeating “emergency traffic”or “mayday,” shall identify themselves, their unit and assignment, shall report the nature of the situation including resources needed and shall give their location

(LUNAR-location, unit, name or number, assignment and resources needed).

Repeating the “emergency traffic” or “mayday” radio transmission shall give any emergency personnel monitoring the radio frequency that may have missed the first transmission an opportunity to hear and react to the “emergency traffic” or “mayday” call accordingly;

4. A person in distress who initiates an “emergency traffic” or “mayday” call shall first activate their personal alert safety system (PASS) device and, if applicable, their radio’s emergency button. A person in distress who initiates an “emergency traffic” or “mayday” call shall coordinate his or her radio transmissions with the activation of his or her PASS device;

5. “Emergency traffic” or “mayday” transmissions that are not acknowledged shall be repeated until they are acknowledged.

6. Any fire officer or firefighter hearing an “emergency traffic” or “mayday” signal and realizing that it is not being acknowledged shall acknowledge the radio transmission, ascertain its nature and promptly relay all information to the incident commander;

7. Upon receipt of an “emergency traffic” or “mayday” radio transmission, the incident commander shall be responsible for determining appropriate actions to mitigate the
situation at hand;

8. At the conclusion of the emergency condition, an “all clear for emergency traffic” shall be transmitted to allow a return to normal operations.

(h) Fire departments should use communication systems that are appropriate for emergency radio communications.

(i) Fire departments shall develop and utilize written standard operating procedures/guidelines that comply with the requirements of this section for the use of emergency radio transmissions.

(j) Fire departments shall assure that all emergency response personnel receive training adequate to ensure proficiency in the procedures as set forth in this section.

Class 3… ORDINARY… Brick and Wood Joist

Fire spread Hazards= Concealed Spaces, Cockloft, pipe chases, Channel Rails,  Open interior stairs, walls and contents.

Collapse Hazards = PARAPET WALL COLLAPSE (90 Degree), FLOOR COLLAPSE, BRICK WALL COLLAPSE will follow

The features I will have to consider are as follows…

1. Multiple Hidden Voids

2. Common Cockloft

3. Open Interior Stairs

4. Channel Rails

5. Stacked Kitchens & Bathrooms ( Pipe Chases )

6. utility Poke through holes

7. Parapet Walls

8. Floor Collapse

ORDINARY Brick & Wood Joist HOTEL

The Structure is a seven story 60′ wide X 100′ deep, ordinary, brick and wood joist hotel built in 1928. It has one interior stairway. The stairway is open from the first floor through the seventh. There is a door at the top of the stair shaft which opens onto the roof, there is a workshop and a storeroom on the roof. There are no interior wet standpipe systems or fire sprinklers. There is no basement. 

There is one external fire escape with a dry standpipe at each level. Access can only be made via the south side and west side.

The north side and the east sides are abutted by adjoining two story buildings. These buildings are separated from the hotel by the exterior brick wall of the hotel. The hotel is a low rent area of the inner city. It is frequented by transients and prostitutes.

 There are 12 rooms per floor for a total of 72 rooms.

 It is 0600 hrs. Dispatch has just received a call reporting a fire at the hotel. The fire is reported in room 709.

Upon arrival heavy smoke can be seen in the area. You are the officer of the first engine company to arrive. The battalion chief will be delayed 15 minutes.

Delmar Pgs 599-601

1. Full PPE, SCBA
2. Extiguish ground fire first
3. Attack line 1 3/4 inch hose minimum.
4. attack from up hill-up up-wind when possible.
5. A back up hoseline should be deployed.
6. if large amounts of fuel  has spilled foam may be required.
7. observe traffic patterns, possition apperatus to block traffic and protect personnel.
8. knock down engine compartment fire prior to opening the hood,
9. place hoseline between vehicle and ant exposures.
10. aproach from corners avoiding bumpers.

QUESTION 2. What are your actions with regaurds to public safety?

1. Call for Police for crowd and Traffic control.
2. Immediately clear all by standers from the area.
3. Have ladder company search and evacuate near by homes and structurs.
4. Establish perimeter with barrier tape.
5. Call EMS for Triage Treatment and transport of any victims.

QUESTION 3. What are the hazzards that have to be considered when extinguishing vehicle fires?

1. Catalitic converter as an ignition source.
2. Shock absorbing bumpers.
3. Air bag safety restraint systems may deploy
4. Hydrolic hatch supports explode
5. Interior plastic used in vehicle interiors
6. Hollow Drive shafts
7. Sealed components
8. Combustible contents in the trunks (possible HAZMATS)
9. Car Batteries.
10. Electric Cars High voltage kills
11. Alternative fuel suppies.
12. Tires explode.

VEHICLE FIRE SCENARIO

You are dispatched to a report of a vehicle fire in your first due area. The vehicle is located in the driveway of a single family residential dwelling and parked close to the garage.

The time of day is 1200 hrs. There are a lot of children’s toys scattered about the driveway and front lawn. The fire is in the engine compartment of the family mini van. 

There is visible fire extension to the underside of the vehicle. There are many children and Neighbors standing in close proximity to the vehicle. You are the first officer on the scene.

1. Reveiw existing preplan for 287 CLIFTON AVE.
2. Contact Business Owner/Manager in advance to set up a date and time for the visit.
3. Visit the preplan site and observe the buildings characteristics and components.
Type 2 construction Non/Limited Combustion, Metal Truss Roofs with Membrane Coverings. (single ply roofing)
The membrane may be glued or fastened to the insulation. The exact system used should  be a part of the pre-fire plan. Always Record Truss Construction.
* The insulation may be of extremely flammable plastic such as
POLYSTYRENE or POLYISOCYANATE
* sheets are 30 to 160 mils thick and as large as 50′X 200′.
* If membrane is glued to the roof peeling is difficult.
* A MECHANICALLY FASTENED MEMBRANE IS LOOSE BETWEEN FASTENERS.
High winds can make it blow like a sail and blow firefighters off the roof.
* SCBA must be worn due to toxic materials used to make the membrane.
* Insulation may mask the possibility of structural Collapse.
* The membrane roof may be installed over an existing roof.
4. Make any required changes in preplan as is necessary.
5. Conduct a meeting with the firefighters, explain the assignment for the day.
6. Review any S.O.G.’s for this type of structure.
7. include firefighters in conducting preplan.
8. Review preplan S.O.P.’s
9. Process, route and file the updated Preplan as per department S.O.G.’s.

QUESTION 2.. You are dispatched to a fire at  287 CLIFTON AVE, Incident Commander Tells you to attack the fire. What initial actions do you take and what orders do you give.

1. Ensure FF Safety by SOP x 2, SCBA. PASS. IMS. Tag in with the Accountability Officer.
2. Establish a water supply.
3. Supply the sprinkler system, FDC (Fire Department Connection)
4. Order TWO, 2 and a Half inch attack lines through Division D loading dock.
5. Preform VES while advancing hoseline to the seat of the fire while Protecting Egress.
6. Locate, confine and extinguish the fires on top of the REFRIDGERATION CASES.
7. Protect interior exposures.
8. Coordinate fire attack with Horizontal and Vertical Ventilation teams.
9. Radio incident command. Give situational status report about conditions found
inside and Progress Made.

Question 3.  You and your crew have completed a ventilation hole in the roof and you notice  a probationary firefighter has blood  on his right glove, what ACTIONS do you take?  Norman pg260

1. Stop the operation and asses the firefighters situation.
2. Mayday Radio Message. This will clear the channel. Notify Command of Conditions found.
3. Have a senior member finish the ventilation. When a mayday is transmitted for a firefighter in distress, there is a natural inclination for members on the fireground to drop what they are doing and respond to the mayday. If possible the IC should assign a cheif’s officer to supervise the rescue effort.
4. Request the RIT. Use Stokes Basket to deliver the firefighter to EMS.
5. Call for replacement firefighter and replace RIT. Operating members are still fighting
this fire and can and should be continued to ensure the safety of the rest of the
firefighters at this incident.
6. Recon. Post Fire Analysis. Review Department ventilation procedures with all responders.
7. Follow up and get specialized reinforcment training for the probationary firefighter.

TYPE 2 CONSTRUCTION. GROCERY STORE

This is a non-combustible building built in the 1970′s. The building is a very large one story cement block structure 370″x 200″ It has a steel frame construction with brick veneer on some exterior walls. the roof is a flat with metal truss members and is covered with a membrane covering. It has automatic roof vents and the building is fully sprinklered and has automatic smoke detectors. During you last tour of duty your supervisor ordered you to review and update the pre-plan for this building.

 It is friday afternoon around 1800 hours.

The address of the grocery store is 287 CLIFTON AVE. The weather is 65 degrees with clears skies and a slight breeze blowing from the north. The store has recently undergone renovations and is not 100% complete. There is a dumpster  blocking the loading dock on the east side of the supermarket.

The fire is reported to be in the center of the store directly in line with the front entrance and is spreading in four directions from this location.The refrigeration cases, approximately 100″ long and 5 ” wide are on fire and the materials on top of them are on fire. The fire involves about 8% of the floor area. Smoke is visible coming through the main front door opening on the south side. Smoke is spreading throughout the structure.

The store manager reports that the people working in the meat department have not been located and the sprinkler systems have been shut down due to the repairs.

Step 3: LIPS- RECEO VS  

1. Ensure FF Safety by SOP x 2, SCBA. PASS. IMS. Tag in with the Accountability Officer.
2. L. The LIFE HAZARD & Safety of the Firefighters, Civilians and Other Responders.
I.   Incident  Stabilization
P. Property Conservation
3. Establish a Water Supply
4. To LOCATE, CONFINE & EXTINGUISH THE FIRE.
5. Primary Search and Rescue
6. Horizontal and Vertical Ventilation
7. Salvage
8. Overhaul
9. Exposures (interior & exterior)

Question 2. What is your plan of attack for this fire?

Step 4: Safety Statement & TACTICS

1. Ensure FF Safety by SOP x 2, SCBA. PASS. IMS. Tag in with the Accountability Officer.
2. Secure a water supply.
3. Engine 1 Strech a Large 2 and a Half inch hoseline through division B Lobby Area.
Eng 2 Back up  with a 2 and a Half inch hoseline and protect egress of the rescue operation.
4. Get a charged hoseline between the fire and the victim.
5. 1st Ladder company is assigned to search and rescue and Ladder 2 is assigned to Ventilation.
6. Search teams split in teams of 2 or more. Engine 2 may allocate members to the rescue operation if needed. Search will be conducted under the protection of a hoseline. Using the thermal imaging camera to see throught the smoke to safely expidite a speedy rescue. Ladder crew must search the fire area, the fire floor and the basement areas.
7. Ventilate steep roof from aerial secured with a ladder belt.
8. Communicate with other companies via situational Status reports.
9. Conduct salvage in classrooms and chapel areas.

Question 3. What are your concerns on the stability and inherent ptoblems with this structure? COALWASWEALTH

1. Fire and smoke spread through concealed spaces.
2. Collapse of burning walls and steeple must be anticipated.
3. Establishing Collapse zones must be considered.
4. Fire floor may collapse into the basement.
5. Large open area of chapel is a major concern.
6. there is limited access to the basement.
7. Difficult Terrain Aperatus possitioning due to set back.
8. Heat Sink Properties
9. Flashover and backdraft
10. Building contributes to heavy fireload.

16 WILSON AVE.  CHURCH FIRE

It is Sunday afternoon around 1400 hrs. The sky is clear with 15 mph winds coming from the south. There has been several church sessions going on throughout the day and there is a children’s bible study Class going on in the northeast corner of the building.

 This is a one story masonry church 120″x 150″. There is a basement under the offices and class rooms that are used for storage. The front of the structure has a stone veneer with decorative cornices there is also a handicapped ramp at the northwest side of the chapel. The chapel roof is very steep with laminated beams. Tongue and groove sheathing and shakes. The other roofs are wood joist flat with tar and gravel.

 The basement is 100 feet long and thirty feet wide. It is divided into two large recreational rooms. One of the rooms is being used for storage at the seasonal rummage sale. The only entrance is from the exterior east side stairway. There are no exposures.

 The fire was reported to be in the south lobby area and it has spread into the hallway and the south east corner of the chapel. The fire appears to be on the main floor. Flame and smoke are visible coming out of the southwest entrance doors. Smoke is spreading quickly throughout the structure. The fire was reported by the children playing in the basement. The Battalion Chief will be delayed. You are the first arriving officer on the scene.

1. IT WILL REQUIRE ADDITIONAL ALARMS.

2. SLOWER OPERATIONS (ICE, SLIP & FALL HAZARDS)

3. MORE FREQUENT REHABILITATION.

4. EQUIPMENT FAILURE, FROZEN HYDRANTS & HOSELINES.

5. SCHOOL IS OCCUPIED, Increased Life Hazard.

6. SLOWER RESPONCE TIME (REFLEX TIME)

7. APPERATUS PLACEMENT and hose-line selection.

8. TRAFFIC AFTER SCHOOL. Double Parked Cars Due to parents picking up children.

9. Possible Blocked hydrants due to Snow and Traffic.

10. Apparatus Behave Sluggishly or Malfunction.

QUESTION 2.  Some Students are exiting via the fire escapes. What are the safety precautions when using fire escapes. DUNN 189 thru 198

1. Test step before putting full weight on it.

2. If one is missing others are probably loose.

3. Place foot near the outside of the step on a weakened fire escape.

4. If in doubt of stability use Fire Department ground ladders.

5. Do not lean on the enclosing rail before testing it.

6. Test goose neck ladder before climbing.

7. Stand beneath fire escape balcony when activating sliding ladder.

8. Do not stand beneath counterbalance stairway or accessories.

9. When descending a drop ladder, Face the ladder and hold the guard rails.

10. Always keep one hand on some portion of the fire escape when climbing.

8. Public School #3

Public School 3 was built in 1920, It is four story tall and of ordinary construction. In 1945 a 3 story gymnasium was added on, that had masonry block walls with a steel truss roof. 

There are four staircases that lead from the basement to the top floor with a skylight on top over each. There are two enclosed fire escapes on each floor. A common hallway that is U shaped connects all classrooms on each floor.

There are 15 classrooms on each floor that holds 30 students each ranging from Pre K to sixth grade. There is a common Attic space over the entire structure. It is constructed with 1′x 6″  tongue and groove planking.

There are several classrooms located in the basement. The building has no standpipe or sprinklers. it is 1442 hrs on february 11 you are the company officer in charge of the first engine company to arrive.

The report  came via telephone that there is a fire in a basement storage room. The fire has ignited some flammable materials and is gaining headway. Fire is venting from the storage room window and smoke is pushing from the eaves. As you arrive it is clear evacuation is in progress. Teachers are leading students out. it is evident that this is no drill.

It is 18 degrees and there is 6″ of snow on the ground. The snow is causing congestion in the streets due to additional parents attempting to pick up children. 

1. State the general functions of support personnel assigned to ladder companies and which  apply to this scenario?
Norman: pg 135

L. LADDERING
O. OVERHAUL
V. VENTILATION
E. ENTRY, FORCIBLE
R. RESCUE & SEARCH
S. SALVAGE
U. UTILITY CONTROL
L. Lighting
M. Master Streams
M. Mechanical Equipment Room

2. What building systems must the fire department Gain control of at a Hi Rise fire?
Norman: pg 327

1. ELEVATORS: Place elevators under manual control and immediately return them to the lobby where they must be searched.
2. H.V.A.C. SYSTEM: Shut down the H.V.A.C. System and place it in NON-RECIRCULATING MODE. ( All dampers open to the outside air.)
3. BUILDING COMMUNICATION SYSTEM: (The LOBBY PHONE) Use the buildings public address, Phone and Radio Systems to get information from the fire area and to assure and direct  other occupants
4. FIRE PUMPS: Ensure the buildings fire pumps are operating to assure proper pressure to STAND PIPE AND SPRINKLER SYSTEMS.
5. Stairway Designation
6. Fire Enunciator panel.
7. Sprinklers and standpipes
8. Stairs

3. What are the major disadvantages of newer style Hi Rise Buildings? Norman: pg335

All firefighters responding to high rise structures must be able to Size Up the building for likely problems it could pose. Key Items to know about the structure
In order to determine the strategy you will use when faced with heavy fire
POST 911.

1. What type of construction is involved?

2. Are there any trusses in the fire area?

3. What type of fire proofing is applied to the steel?

The Major Disadvantages of newer style Hi Rise Buildings?

1. The Use of LIGHT WEIGHT BUILDING MATERIALS., SPRAYED ON FIREPROOFING in  place of poured concrete. ( The world trade center consisted of lightweight concrete on metal decking supported by steel Bar Joists.)

2. CURTAIN WALL CONSTRUCTION: The exterior walls are nonbearing walls attached to the edges of the floors.

3. LARGER AND MORE OPEN FLOOR SPACES and core construction techniques.

4. HUNG CEILINGS THROUGHOUT. ( plenum space explodes downward trapping firefighters )

5.  CORE CONSTRUCTION TECHNIQUES.

6. Interior furnishings and finishes.

7. Windows do not open

New Style High Rise

A Fire is reported in a COLONADES HiGH RISE residential apartment building. This occupancy was built in 1980 and is a 20 story fire resistive building measuring 75′ wide by 100′ deep, The fire is reported to be on the 14th floor.

The building occupants are evacuating as you arrive. The fire alarm is sounding and the enunciator panel reads an activated alarm on divisions 13-15. It is a thursday afternoon 1548 hours, temperature is 80 degrees with wind west at 10 mph.

TEMPLATE IS THE KEY AND THE SCENARIO SPECIFIC IS BETTER ADDRESSED IF YOU PRACTICE WRITING IT DOWN AND ADDRESSING EACH ISSUE AND QUESTION ASKED.

I  will USE THE SOG’S, COORDINATE WITH HAZMAT 

L. Place Ladders  (Ground and Aerial / Expedite Rescues and Ensure 2nd Egress)
O. Conduct Overhaul (check for Fire Extension)
V. Perform Ventilation  …Vent for Fire  and Vent for Life
E. Perform Forcible Entry (Entry & Egress tools,Hydro Ram)
R. Perform Search and Rescue (Radio, Ropes, TIC, Lights)
S. Conduct Salvage ( property Conservation )
U. Control Utilities  (Gas, Electric, Water)
M. MASTER STREAMS (Elevated)
MER. Mechanical Equipment Room

2. What Are your collapse concerns at this incident? Dunn 191

1. 90 degree
2. Lean Over/ Lean to
3. Inward-Outward
4. Roof
5. Floor
6. Load Bearing Walls
7. Combustible Interior Stairs
8. Presence of truss construction
9. V collapse
10. Pancake Collapse
11. Gusset Plates

3. There has been a collapse at this incident. What are your actions? Dunn 232

1. MAYDAY (request additional alarms ) Move all personnel to a safe area. Call for
Special Operations team. Additional Alarms
2. P.A.R. (Conduct a Personnel Accountability Report)
3. Survey the Collapse Site (Expand Collapse Zones)
4. Shut Off all utilities
5. Search for and remove all surface victims.
6. Sure up  areas
7. Selected Debris Removal
8. Search all voids
9. General Debris removal

John Norman “Handbook of Tactics E3”  Chapter 2 –  COALWASWEALTH

   24 safe search and rescue techniques.

2. During the search operations one of your crew members has become separated and has  transmitted a MAY-DAY message via his portable radio. What are the situations when a MAY-DAY message should be given?

    1. An imminent collapse is possible.

    2. A Structural Collapse has occurred

    3. A Firefighter is found unconscious.

    4. Firefighter is missing.

    5. Firefighter is trapped or lost.

    6. firefighter has a threatening injury.

3. During POST CONTROL OVERHAUL a firefighter has been contaminated with an unknown liquid deemed to be hazardous. How do you handle the situation?

    1. Air Monitoring

    2. Evacuate the area immediately.

    3. Emergency Decontamination  firefighter

with hose stream.

    4. Send firefighter to EMC.

    5. Request HAZ-MAT.

    6. Establish control zone.

    7. Product identification (use DOT GUIDE BOOK)

    8. Deny Entrance.

    9. Establish a perimeter.

   10. eliminate all ignition sources.

   11. Dike and Diver run off.

2. Additional Resources have arrived. Explain your hose line placement for this building? Norman: pgs 273-274

3. In regards to hazard awareness, what are the six question firefighter survival survey?

1. As First Arriving Company Officer, what are your STRATEGIES & TACTICS for fighting this fire?

L.  LIFE SAFETY… FIREFIGHTERS, OCCUPANTS, Other Emergency Workers & By-standers.
  Location of the Fire
  Size of the fire

I. INCIDENT STABILIZATION
Locate and extinguish all fires
Protect Egress
Salvage and Overhaul

P.  PROPERTY CONSERVATION  R.E.C.E.O.V.S.

      R. RESCUE ALL OCCUPANTS
      E. EXPOSURES (protect all)
      C. CONFIRM FIRE
      E. EXTINGUISH ALL FIRES
      O. OVERHAUL
      V. VENTILATE
      S. SALVAGE

2. Secure a water supply

3. Engine 1 connect to FDC and charge standpipe from Division B

4. Perform Primary Search & Rescue of 4th floor. Floor above top most and work down.

5. Shut down HVAC and control the Building systems.

6. Coordinate fire attack with search and ventilation.

7. Search Operations Under the protection of a hoseline placing the stream between the fire and the rescue.

8. Shut down elevator, Call Cancel Button.

9. Vertical Ventilation by opening bulk head doors. Sweep the stairs check for victims.

10. Search in teams of 2, no freelancing.

11. Ladder the building for Egress and Rescue

12. Horizontal Ventilation for Life and for Fire.

13. RADIO “Situational Status Report” to  keep command informed of progress made.

14. Additional Alarms Due to Limited interior egress and multiple rescue problems.

OLD STYLE HI RISE SCENARIO INFORMATION.

This seven story office building was built pre world war 2. This building has concrete exterior walls with brick veneer on 2 sides. The building is 150″x150″.

It has a flat cement roof with a tar covering. The first floor is concrete and all other floors are wood joist with wood sub flooring. The building has no basement.

There are 2 standpipe outlets per floor. One is on the east side of the structure. next to the fire escape and the other is next to the interior stairway. There are exposures on the south and east sides of the building.

The fire was reported on the forth floor in the janitors closet and has spread into the hall and offices opposite the janitors closet. The fire involves about 10 percent of the fire floor.

Smoke and fire are visible coming out the second and third offices on the northeast side of the front of the building. The smoke in the hall is spreading in all directions.

The building manager reports that the fourth floor is vacant due to remodeling in progress for a new tenant.

The points are only evaluating your technical knowledge.(5Points)
You will also be evaluated on your oral communications skills. (5 Points)

Response to the questions should be Scenario Specific.

When presenting your response to oral questions, you must give the most thorough and as comprehensive response possible. Just hitting the bulleted points is not enough. You not only need to elaborate on key size up points that are Scenario Specific, you also need to present them in a clear, confident, and concise manner.
To be successful on oral based tests, you must have a game plan.

The candidate should develop a pre-planned framework, a TEMPLATE, in order to organize their responses to ensure thoroughness. As much as we recommend having a TEMPLATE, you must be flexible and adaptable to Senario specific challenges presented.

1     Understanding what the assessment questions are specifically asking!

2     From what perspective are you answering the question(s)?

3     What are  the challenges presented in the exercise?

These are three of the most common. Reading comprehension is critical!

TEMPLATE’S are bold BLACK… Scenario Specific; FILL in the blanks ARE RED!

You are a newly appointed CAPTAIN recently assigned to ENGINE 1; You are replacing a retired CAPTAIN who had served for 20 years as a Captain. On your first run in your new assignment the driver ENGINE 1 positions the rig improperly, not in accordance with departmental  S.O.P’s. The positioning made for a difficult AERIAL LADDER RAISE.

You have 15 minutes to prepare your response.

Question #1. As a newly Promoted BC, How do you address this situation?
A.D.I.M.E. = (ANALYZE, Develop, I.D. and Implement, Monitor, Evaluate)

1 FACT FINDING MISSION TO. ID THE PROBLEM
( PULL ALL RECORDS, CHECK TRAINING RECORDS.)
Inquire why rig was positioned in such a manner?

2 MEET WITH FIREFIGHTER. ADDRESS ALL SAFETY ISSUES AND S.O.P’S
(SET GOALS TO FIX PROBLEMS)

3 SET FIREFIGHTER AT EASE meeting is CONFIDENTIAL  (Always end on a positive.)

4 EXPLAIN PURPOSE Address Apparatus Positioning

5  Ask for EXPLANATION as to placement. IDENTIFY IF IT IS A RECURRING PROBLEM (Was he Unaware? Unable? Unwilling? to comply)

6 EXPLAIN WHY THE POSITIONING WAS INAPPROPRIATE  (Difficult AERIAL LADDER RAISE)

7 REVIEW AND USE STANDARD OPERATING PROCEDURES  S.O.P’s

8 DEVELOP SOLUTIONS with Firefighter and other crew members.

9 STRESS TEAM WORK & Use the SOP’S to TEACH Placement of apparatus to   MAXIMIZE SCRUB AREA

10 SET UP TRAINING OPERATIONS for Firefighters and for entire crew.

11 OPEN DOOR POLICY for questions and advice. CONFIDENTIAL

12 DOCUMENT any … meetings / training / investigations/ Disciplinary

13 FOLLOW UP and hold Firefighters accountable for improvement.

14 REPRIMAND or PROGRESSIVE DISCEPLINE/ Written Reprimand if this known violation of SOP’S is a recurring PROBLEM.

15  INFORM Firefighter on his DUE PROCESS and his RIGHT TO APPEAL any decision.

16  WRITTEN REPORTS to keep the Chief informed.

17  EMPLOYEE ASSISTANCE PROGRAM EAP if Not correctable in a timely manner

18 Provide RECOMMENDATIONS to Chief for future actions.

While En Route -  I will Reviewed P.F.P. (Pre Fire Plans) T.H.R . (target hazard reports) and S.O.G. (standard operating guidelines) and use the information from the  C.A.D. (Computer Aided Dispatch)  GIVE A ROLLING SIZE-UP 

(Brief Initial Report) B.I.R. THIS IS A windshield report of what the officer sees as they approach the scene & before the officer leaves the apparatus.

The rolling size-up may not be entirely accurate, and may be revised as the officer assesses the emergency.

 Includes (as a minimum) the following information:

• OCCUPANCY of the structure (examples: residential, multi-family residential commercial, industrial, institutional)

• SIZE. Number of stories (examples: single story, story and a half, two story, three story, multi-story).

• CONSTRUCTION-type of building (wood-frame, masonry, steel, bow string)

• CONDITIONS  present (nothing showing, smoke showing, working fire, people outside).

• RESOURCES – Order & Allocate Resources

• ACTIONS -  LIPC  -  RECEO VS

INCIDENT ACTION PLAN (IAP)

1. This is the overall direction of the incident.

2. It includes the strategy, tactics, priorities, resource needs, and outcomes.

3. It includes a “Plan A” and a “Plan B”.

4. RISK vs GAINS assessment.

What are your INCIDENT PRIORITIES at this fire?

L.    LIFE SAFETY… FIREFIGHTERS, OCCUPANTS, Other Emergency Workers & By-standers

          Announce the Location of the Fire & size of the fire and Rescue Problem ASAP.

I.     INCIDENT STABILIZATION by establishing Priorities.

       Locate, Confine and extinguish all fires

       Protect Egress and Exposures

P.    PROPERTY CONSERVATION

By Setting STRATEGIC GOALS.(R.E.C.E.O. V.S.)

 

R.   RESCUE ALL OCCUPANTS_______________

E.   EXPOSURES_________________________

C.   CONFIRM & Confine FIRE _______________

E.   EXTINGUISH ALL FIRES ________________

O.   OVERHAUL__________________________

V.   VENTILATE (VES)(____________________

S.   SALVAGE ___________________________

According to the NFPA 1021 – 4.6.2 -I will  Implement an ACTION PLAN given AVAILABLE RESOURCES, TYPE OF INCIDENT & PRELIMINARY PLAN  so that resources  I bought to the scene are deployed to mitigate this situation.

1. I will Give assignments to other incoming crews.

2. I will Give assignments to mutual aid/auto-response companies.

3. I have Assigned people to IMS roles.

4. i will Ask for progress reports from sector officers.

5.  I will Give periodic updates to dispatch.

TACTICAL OBJECTIVES:

” On Scene Operations“

Company Officer ch.13 Page 371

1. Was the Structural Integrity addressed on arrival? (Is the fire in the contents or the structure?)

2. Was Command Identified?

3. Was command Established?

4. Was a Proper Size Up made?

5. Were addition apparatus available in a timely manner?

6. Were proper Strategies developed?

7. Was there an IAP?

8. Did personnel, Units and Teams execute tactics?

9. Were SOP’S used?

10. How was Risk vs Gains applied to this incident?

11. Were the sectors used appropriately to incident type and complexity?

12. Was the RIT team established?

13. Was a Safety Officer designated?

14. Was the Size Up ongoing and were conditions reevaluated as the incident progressed?

15. Was a Rehab Sector established?

The “Critical Factors of IMS”

Company Officer ch.13 Page 374

1. ESTABLISH COMMAND

2. RISK VS GAINS AS A ROUTINE

3. WELL DESIGNED STRATEGIC OPTIONS.  scenario specific

4. SOP’s According to Building Construction type

5. EFFECTIVE TRAINING – PFP THR PIA SOP’S

6. PROPER PPE

7. EFFECTIVE INCIDENT MANAGEMENT

8. EFFECTIVE COMMUNICATIONS

9. SAFETY OFFICER AND PROCEDURES

10. ACCOUNTABILITY. PAR- riding list- tag in

11. RIT

12. ADEQUATE RESOURCES

13. REST AND REHAB UNIT

14. ONGOING SIZE UP AND REEVALUATE CONDITIONS

15. PESSIMISTIC  EVALUATION OF SITUATION

Black type is the TEMPLATE that I will use as a guide

When I am addressing the SCENARIO SPECIFIC I will be writing in red,

MANAGEMENT & TRAINING WILL BE ADDRESSED IN BLUE
I AM CONSTANTLY UPDATING AND CRITIQUING MY DELIVERY USING.
Fire Chiefs Handbook, Managing Fire & Rescue Services & the NFPA  1021 &1041  Professional Qualifications Training Standard.

Question #1.  As a newly Promoted BC, How do you address this situation?

The Chief orders you to investigate the quality of station training in the Department, beginning with Battalion 6, and to compare it to the quality of training with that of the other five fire Battalions in the department.

Battalion 6 has the worst reputation for consistent training and I will set in place a Training Regiment that will Fix this Problem.

1st I must understand That my Job as BC6, AS IS EVERY BC & EVERY OTHER MEMBER OF THE FD. are all Under the DIRECTION of the Fire Chief AND THESE ARE HIS REQUESTS OF ME.

Incident and FD PRIORITIES are always … L.I.P.C.

I recognize that THE LIFE SAFETY OF THE FIREFIGHTERS & CIVILIANS IS PARAMOUNT and Proper Training is key to keeping  everyone safe on the SCENE and SAFETY is regarded as the single most important reason to train.

My Job assists in the MANAGEMENT, TRAINING and DISCIPLINE of my subordinates on the fire department by supervising a group of fire companies engaged in providing fire Protection for people and property.

MANAGEMENT

*  I WILL APPLY BASIC MANAGEMENT & TRAINING ACTIVITIES INVOLVING
1. PLANNING, 2. STRUCTURE, 3. DIRECTION

*  I WILL IMPLEMENT PROGRAMS &  EVALUATE PERIODICALLY TO ENSURE THEY CONTINUALLY MAKE PROGRESS. I WILL BENCHMARK  & ACHIEVE SET GOALS.

5 ELEMENTS OF A SUCCESSFUL TRAINING PROCESS.

1. PLANNING   ( Both Management & Training )
2. ENSURING SAFETY
3. MEETING NATIONAL, STATE  AND LOCAL TRAINING STANDARDS AND REQUIREMENTS
4. RECOGNIZING NEEDS (TRAINING IN CONTEXT & DISCIPLINE)
5. FORMAT DELIVERY TO SUIT YOUR “NEEDS ANALYSIS”

I WILL USE THE 5 ELEMENTS & A DISAPLINED APPROACH & DIRECT MY PLANS AND PROGAMS. AS FOLLOWS:

1. PLANNING IS KEY IN BOTH MANAGEMENT & TRAINING:
SO ALWAYS 1ST – FACT FINDING / “NEEDS ANALYSIS”

ID THE CHALLENGE, PULL ALL PREVIOUS TRAINING RECORDS, NIFR’s and Injury Reports.

Get I.S.O RATING & SET GOALS IN WRITING!

Scenario Specific:
INVESTIGATE the quality of station training in the Department, beginning with Station 6, and to compare it to the quality of training  with that of the other five fire Battalions in the department, as well as other cities and States.

I will set in place a Training Regiment that will
ROLE MODEL THE SUCCESSFUL PROGRAMS.
LOOK INTO COST SHARING WITH THE OTHER CITIES AND TOWNS
MEET ALL CHALLENGES.

I WILL ALSO NEED TO GRADE OUR Fire Department. ,
Get and Improve  THE I.S.O Rating?

Pre Fire Plans and Post Incident Evaluation AKA /Post Fire Analisys combined with Daily TRAINING SCHEDULE which use the S.O.P. as a Safety Model and the IMS to keep structure and ACCOUNTABILITY in place.

I will start with me …

I WILL DEVISE A DAILY SCHEDULE AND BE INVOLVED WITH THE DAILY DRILLS
The most important aspect of my Job will be to train and drill my battalion to see where they are at and me being new to the post will need to do research to bring myself up to speed as well.

ANNUAL TARGET HAZARD REPORTS & UPDATED PRE FIRE PLANS WILL BE REVIEWED BY ME AS WELL AS  MY SUBORDINATES.

2.  Ensuring Safety
I will MEET WITH OTHER BC’s. ADDRESS ALL SAFETY ISSUES AND SOP’S & set goals to fix INHERENT problems. Always FOCUS on a possitive.

SET Chief’s AT EASE meeting is to address training concerns brought up by the chief of the department AND EXPLAIN HOW THIS SAFETY PROGRAM WILL BENEFIT  EVERYONE.

Scenario Specific: …
EXPLAIN YOUR ASSIGNMENT is to develop a plan for evaluating the consistency and quality of station training throughout the department, starting with Station 6. I WOULD LIKE TO START WITH A MODEL OF WHAT IS GOING ON IN THE OTHER 5 BATTALIONS OTHER CITIES AND STATES.

I propose to bring in the other battalion chiefs AND FORM A SAFETY COMMITTEE so that EVERYONE CAN BE BETTER TRAINED AND PREPARED. With Battalion Chief’ I STRESS Team Work and LEADING BY EXAMPLE.

CONVEY THE FACT THAT THE FIRE CHIEF HAS ASKED ME TO HEAD THIS PROJECT AND THANK THEM FOR THEIR HELP. I WILL SERVE AS THE LIAISON OFFICER BETWEEN THE
HEAD OF THE SAFETY COMMITTEE, BC’s, THE TRAINING OFFICER AND OTHER
STAFF POSITIONS such as Planning, LOGISTICS and community relations.

STRESSING “BACK TO THE BASICS”…
I will USE ALL available RESOURCES at my disposal.
THE INTERNET AND THE NATIONAL FIRE ACADEMY CAN TRAIN FROM A DISTANCE . THE WWW IS AN INVALUABLE POOL OF KNOWLEDGE  & TOOL  FOR TRAINING THAT I CAN AND DO USE. I would like to role MODEL successful programs starting with the basics.

PAUSE AND LISTEN TO SUGGESTIONS?

3.   MEET NATIONAL, STATE  AND LOCAL TRAINING STANDARDS AND REQUIREMENTS DEVELOP SOLUTIONS BASED ON YOUR…..NEEDS ASSESSMENT, STRATEGIC NEEDS & ORGANIZATIONAL GOALS.
TRAIN TRAIN & TRAIN SOME MORE!!!
ALL OF OUR MEMBERS

WRITTEN COMMUNICATION OF ALL PROGRESS. RECORD KEEPING IS A HUGE SOURCE OF INFORMATION,
PRE FIRE PLANNING AND POST INCIDENT EVALUATION (PIE’S) WILL USED AS TRAINING TOOLS AS WELL AS “TRAINING IN CONTEXT.”

Fire departments nationwide will develop the next generation of successful and effective fire officers by following the requirements in NFPA 1021

4. RECOGNIZING NEEDS … MANAGEMENT, TRAINING and DISCIPLINE
REVIEW SOP (GET Back to the BASICS,  L.I.P.C….I.M.S., S.O.G., PRE FIRE PLANS, & Accountability , TRAINING IN CONTEXT & PIE’S)

Training in context uses the available time and resources within my battalion during OUR work schedule.

This process takes as many elements of the training standard as possible and incorporates it into solutions for tactical problems that arise on the fire ground.

MY NEEDS ANALYSIS WILL focus on:
* critical skills and knowledge that are used infrequently.
* HIGH CONSEQUENCE SKILLS AND PROCEDURES
* INPUT FROM INCIDENT EXPERIENCE
* CONTINUING EDUCATION REQUIRED FOR CERTIFICATION.
* MANDATED TRAINING
* DEPARTMENTAL GOALS AND OBJECTIVES

Training in Context consists of 4 steps.
1. The Operation Explained
2. The Expected Product is Illustrated.
3. The candidates are coached while they practice. Using Repetition to master technical skills
4. The perfect Product is evaluated.

5.  FORMAT DELIVERY TO SUIT YOUR “NEEDS ANALYSIS.”
A.D.I.M.E.(ANALYZE, Develop, I.D. CHALLENGES and Implement SOLUTIONS, Monitor & Evaluate Progress)

MY PRESENTATION TO THE CHIEF WILL INCLUDE ….
*   IDENTIFY THAT this is an ON GOING CHALLENGE. PULL ALL TRAINING RECORDS, REVIEW AND SET GOALS
* IDENTIFY: RESEARCH WHAT RULES, REGULATIONS, LAWS, AND STANDARDS MAY APPLY TO MY PLAN.THERE ARE SOME EXCELLENT MODELS TO CHOOSE FROM AND ADOPT.

* STRESSING “BACK TO THE BASICS”…

I WILL IDENTIFY TRAINING WITHIN 3 CATEGORIES
THE MUST KNOW, THE NEED TO KNOW AND THE NICE TO KNOW.

THE MUST KNOW… “OSHA”
1. HAZARDOUS WASTE OPERATIONS AND EMERGENCY RESPONSE TRAINING(HAZWOPER)
2. RESPIRATORY PROTECTION TRAINING
3. OCCUPATIONAL EXPOSURE TO BLOODBORNE PATHOGENS

THE NEED TO KNOW…CERTIFICATION BASED TRAINING …”NFPA”
NFPA 1000 STANDARD ON FIRE SERVICE PROFESSIONAL QUALIFICATION
ACCREDITATION AND CERTIFICATION SYSTEMS.
NFPA 1001, 1002….
NFPA 472 STANDARD FOR RESPONSE TO HAZMAT MATERIAL INCIDENTS

THE NICE TO KNOW…?

ANYTHING NOT MANDATORY BUT CAN AID IN INCIDENT STABILIZATION.

* DEVELOP SET UP TRAINING OPERATIONS AT ALL LEVELS (ITCO)
Mandates Captains to be certified Trainers of Firefighters.
Firefighters should be constantly collecting knowledge and Data to keep themselves current on all changes

INSTRUCTIONAL TRAINING FOR COMPANY OFFICERS ( ITCO )
USING NFPA STANDARDS 1021 AND 1041.

NFPA 1021 helps ensure fire officers are ready to take command in today’s world.
IT HELPS fire service leaders PREPARE FOR multiple challenges on the fire ground, at the station, and in the community.

NFPA 1021: Standard for Fire Officer Professional Qualifications identifies the performance requirements necessary for the duties of a fire officer and specifically identifies four levels of progression: Fire Officer Levels I, II, III, and IV.
Changes in the 2009 edition include:
• A rewritten and updated document purpose and scope
• A new skills maintenance requirement in Chapter 1
• Replacement of the term “certification” with the term “qualification”
• Revised duty statements for inspection and investigation (Chapters 4, 5, and 6)
• New Job Performance Requirements (JPRs) clarify the committee’s intent

Scenario Specific:
PRE FIRE PLANS, TARGET HAZARDS & EXCEPTION PRINCIPLES
Station 6’s district includes two elementary schools, the high school, numerous strip malls and two shopping centers. The rest of the district consists of middle-to-upper- class, single-family dwellings. Review S.O.P.’s & PRE PLANS. BRING ALL UP TO DATE…IDENTIFY TARGET HAZARDS AND DISCUSS FINDINGS DURING DRILLS.

DISCIPLINE AND THE CHAIN OF COMMAND

* OPEN DOOR POLICY for questions and advice to all COMMAND STAFF, CAPTAINS and FIREFIGHTERS.

* DOCUMENT any … meetings / training / investigations

DIRECT & DOCUMENT

*  FOLLOW UP and hold Captains & Firefighters accountable for Training and IMPROVEMENT. Daily Drills and Reports to ensure progress. Frequency is the key to long term memory. MONITOR FIRE GROUND FOR IMPROVEMENTS

*  FAILURE TO COMPLY WITH NEW TRAINING SCHEDULE WILL RESULT IN REPRIMAND or PROGRESSIVE DICSIPLINE/Written Reprimand if this known violation of SOP is a reoccurring PROBLEM.

*  INFORM SUBORDINATES on THEIR DUE PROCESS and THEIR RIGHT TO APPEAL any decision. E.P.A.

*  WRITTEN REPORTS TRACK PROGRESS  AND to keep the CHIEF INFORMED.

*  Provide RECOMMENDATIONS to Chief for future actions.

TO SUMMARIZE AND REVIEW MY PROGRAMS

I  USED TARGET HAZARD DRILLS AND REPORTS ALONG WITH Training in Context TO TRAIN, MANAGE, DISCIPLINE MY BATTALION AND ALONG WITH THE SAFETY COMMITTEE EVALUATED AND TRACKED OUR PROGRESS LOOKING FORWARD TO THE FUTURE WHILE LEARNING FROM THE PAST.

I USED EXCEPTION PRINCIPLES TO DELEGATE AUTHORITY SO THAT DECISIONS WERE HANDLED ACCORDING BY USING TIMELINES AND SCHEDULES BY USING SUBORDINATES OF THE ORGANIZATION WHILE RETAINING THE ABILITY FOR THOSE LOWER LEVELS TO TO ASK FOR HELP ON THE EXCEPTIONS FROM THEIR SUPERVISORS ALL THE WAY UP THE CHAIN OF COMMAND.

*  I ADDRESSED THE LEADERSHIP & COMMITMENT OF THE BC’S.
*  I FRAMED THE PROBLEMS & CHALLENGES  OF BC6 TRAINING BROUGHT  THE BATTALION UP TO SPEED.
*  I DEVELOPED GOALS, MODELS AND ALTERNATIVES BASED ON SUCCESSFUL ROLE MODELING.
*  I COLLECTED VALUED INFORMATION AND DOCUMENTED PROGRESS.
*  I ACCESED THE NEEDS ANALYSIS  & PROPOSED SOLUTIONS.
*  I RECRUITED THE NECESSARY  RESOURCES.
*  I DEVISED AND IMPLEMENTED A  PLAN AND PUT IT IN WRITING.
*  I  STARTED A TRAINING PROGRAM & SAFETY COMMITTEE.
*  IT WILL BE MONITORED & EVALUATED OVER TIME.

I developed this program originally for the iPod and since for this website to meet the requirements of the OSHA LAWS & NFPA Standards and created templates for questions to teach as many of the laws and standards necessary to hit all the points on the NJDOP oral examination for promotion within your fire department within the State of NJ. I use iTunes to organize my information which is always on while driving in my car. I call it my 24 hour tutor.
Fire Chiefs Handbook, Managing Fire & Rescue Services & the NFPA 1021 &1041 Training Standard.