The Charleston 9 – A Different Perspective, Part 1

The evening of June 18, 2007 will be forever burned into my memory, but the day of June 22, 2007 was the date that really made this tragedy personal for me. To set the stage, on the evening of June 18, I was at home after a pretty good day at work. Training had gone well, the weather was pleasant, and I had just finished a nice dinner with my family. I decided to watch some TV, and started the typical flipping through the channels. I usually don’t watch regular broadcast TV, but happened to flip through Charleston’s Channel 5, WCSC.

I vaguely caught images of a large building on fire, but had my finger firmly on the channel advance button. I quickly flipped back, just in time to see the first images of the huge amount of hot, black, turbulent smoke boiling out of the storefront, and worse, several hoselines that had been advanced through the front door. I remember thinking “Oh, no, that’s bad news for the firefighters.” I then saw that the store was the Sofa Super Store. I often visit Charleston by way of this area, so I knew that this was a very large fire in a very large structure.

The images were horrifying. The apparent absence of organized incident command, the obvious high heat discoloration on the truss void-level siding, the questionable decision to vent the front windows, a couple of firefighters bailing out the front…then the horrors of the flashover and the collapse…with the hoselines - sadly - still laid through the front door.

I couldn’t tear myself away. I knew that the chances of no firefighter deaths in that scenario were nil, but there was no information other than the announcement that Charleston FD had “some firefighters missing” and that one civilian had been rescued. Shortly after this, it was announced that CFD had “six or seven” firefighters missing in the fire, the enormity of what I was watching sank in.

I immediately called our on-duty Battalion Chief, Cliff Steedley and asked if he was watching TV. He said that he wasn’t. I told him to turn on WCSC “right now”. He caught the unusual tone in my voice and turned on the TV. He said something like – that looks like a bad fire. I told him that Charleston had six or seven firefighters missing – that they really were not sure and I’ll never forget the shock and disbelief in his voice when he said “How many?”

I repeated myself, then suggested that we notify our senior staff. I also told Chief Steedley that this might generate USAR team response, and that we needed to notify then-Captain Mick Mayers of the incident. We agreed that he would notify our Fire Chief and that I would notify the Deputy Chief of Operations. We started the phone notifications. Many sleepless hours later, we were notified that Charleston was not going to request our assistance and to stand down.

Needless to say, I can’t remember much from the next couple of days other than to wonder who had died. When the names were announced, I was stunned to find that I knew two of them. Many of our members knew others of the 9, and we went about our duties largely in shocked silence.

On the 21st, I was asked to work with another of our Captains, Randy Lindstrom, to organize our department’s trip to the memorial service. Randy and I agreed that I would coordinate the family escort unit and that Randy would coordinate the members who would ride in the procession. If you’ve never done this, suffice it to say that there are a million details, and that it’s not easy even when everyone is not stressed out. The preparation included some retired FDNY members who reside on Hilton Head Island, and who wanted to ride with us. We were honored to have seats for the FDNY members to attend with us, as we sent our Rehab 1, a bus that can be reconfigured from a rehab unit to a crew transporter.

On the evening of June 21, four of us went to Charleston to spend the night, as family escort duty started early the next morning. The members of our group were Fire Chief Tom Fieldstead, Captain Chad McRorie of Engine 2, Senior Fire Inspector Sam Burnette, and me. We had a quiet dinner and went to bed early. The next morning, we got up very early, ate a quick breakfast, dressed in our Class A uniforms, and went to the staging area. The staging area was in a store parking lot just up the street from the fire location. There, we met with members of several other SC fire departments who had volunteered as family escorts. We met the group leader to which we were assigned, Columbia Fire Marshal Carmen Floyd, and the sixth member of our group, Colleton County Fire Chief Barry McRoy. We were also assigned a detective from the Charleston Police Department as a guide and city liaison.

After a cup of coffee, the family escort groups left. Several had quite a distance to travel, so they left early. Our group was assigned to a family that lived literally a few blocks from both the staging area and the fire scene. We convoyed to their home, met the family, and then stood quietly outside while the widow and children completed their final preparations. Several members of the deceased firefighter’s family were firefighters from North Carolina. They were very quiet and seemed as if they were uncertain about the days plans. Our group engaged them, described the day’s schedule to them, and generally asked if there was anything we could do for them. One of them asked if we could locate mourning bands for their badges, as they did not have any. Capt. McRorie and I both had several, so we were able to do this small thing for our brothers from NC.

We then met the family members that would ride in our vehicles. I was assigned the deceased firefighter’s sister and her three children, a boy and two girls. The boy rode up front with me and his mother and sisters rode in the back seat of my department SUV.

When the time came to go to the staging area at the Citadel Mall, we took a convoluted route through several side streets and neighborhoods, rather than the direct route, as we did not want to go past the fire scene. Once at the staging area, we waited until the apparatus procession from downtown arrived, then made preparations to go to the Coliseum for the memorial service. I unfortunately have attended the LODD funerals for several friends over the years, but this procession was incredible. As we entered Interstate 526, the Charleston PD had completely isolated the eastbound lanes for the procession. Several things about the trip stand out in my mind.

The billboards with Charleston 9 memorials were literally everywhere. I’ve never seen an outpouring of support for public safety in the way the citizens and businesses of Charleston did that week.

Traffic was initially moving westbound on I-526. That ended very quickly. Three truckers angled their rigs across the interstate, completely blocked traffic, and stood on the edge of the median with their hands over their hearts. Hundreds of motorists followed the truckers’ example. Virtually everyone parked in the westbound lanes exited their vehicles, placed their hands over their hearts, and stood quietly while the huge procession filed past.

One of the overpasses was staffed with an engine company that displayed a huge U.S. flag from the guardrail. They wore their work uniforms and helmets, flanked their rig, and saluted. The bridge was blocked with parked vehicles whose occupants also stood, waved flags, or stood quietly with their hands over their hearts.
When we exited the Interstate to approach the Coliseum, the sidewalks were lined with people. Many of them – men and women – were openly weeping.

The only comfort that I could give the family was to remind them that what we were watching was an entire city pouring out their love and respect for their fallen firefighter and his comrades. I was glad that we had the foresight to put several large boxes of Kleenex in our vehicles for the family members. When we arrived at the Coliseum and escorted the family inside, not a single unused Kleenex remained in the boxes. Some of the used ones were stuffed in my driver’s door pocket. I’ve driven apparatus in thick fog, heavy rain, ice and snow, and high winds, but despite the beautiful weather, this was the toughest drive I’ve ever made in an emergency vehicle.

Part 2 will describe my memories of the June 22 Memorial Service.

Household Hazmat - Not In My Back Yard

In the world of preventing the occurance of harmful incidents, the fire-rescue community has few peers and often excels. Innovative ways to prevent and reduce harm have included smoke detector programs, fire inspection programs, injury prevention programs like Risk Watch, and especially fire prevention education programs. My department is fortunate to have a very active Public Education Officer who coordinates and often instructs a variety of injury prevention and fire prevention education programs. The public education programs are well-received, and often receive good reviews in the local news media.

A few years ago, we developed and implemented our first-ever Household Hazardous Materials Round-Up. This is a one-day event where our entire department - firefighters, Hazmat Team members, the command staff, communications personnel, support services personnel, and the emergency management staff work conduct a drive-up hazmat collection point. A pollution control contractor licensed in hazardous waste recycling supports the effort with chemists, hazmat personnel, and logistics personnel. Last year, we added a new service - electronic waste collection - with another contractor that specializes in recycling old electronic components. The Hazmat Round-Up became an annnual event, and is now usually held twice per year.

The Hazmat Round-Up has several objectives. It removes literally tons of hazardous materials that would otherwise pollute our sensitive environment, reduces toxins and other hazards in our residents' homes, and reduces the number of hazmat spills, leaks, and fires to which we would otherwise have to respond.

The spring 2010 Hazmat Round-Up was held yesterday, and was a spectacular sucess. We set up the collection point at our new Training Center, which includes a 1/4 mile driving course. Local homeowners dropping off household hazmat items simply drove through the Training Center, where firefighters and hazmat technicians offloaded, sorted, classified, and overpacked the materials for the residents. As shown in the photo above, we removed tons of hazardous materials from our first-due, including virtually every class of hazardous materials. The hazmat total included three tractor-trailers and two other trucks filled to capacity with overpacked hazardous materials and an additional tractor-trailer filled with electronic waste (e-waste).

The variety of hazmat removed from the environment included batteries, paint, old fuel and lubricants, pesticides, old compressed gas cylinders, mercury-containing flourescent lights and thermostats, fertilizer, flares, and other items with the words "Caution", "Warning", or "Danger" in the labeling.

The e-waste included old computers, TVs, stereos, appliances, and anything else containing circuit boards, cathode-ray tubes, or other electronic components.

The inevitible questions about programs of this type involve NIMBY - Not In My Back Yard. That acronym has been used to include taking waste from one place and dumping it in another. I'm happy to say that this isn't a big problem with our Hazmat Round-Up. Most of the materials collected are recycled by the hazmat and e-waste contractors. In fact, the ability to recycle these materials contributes substantially to their business model, so they have an incentive to maximize the recycling of the materials they collect. We're glad to have developed a program that not only removes hazmat from our first-due, but that doesn't just take it and dump it somewhere else.

We rotate the on-duty engine, medic, and truck companies through the event, maintain a reserve engine, medic, and the hazmat rig on-site, and provide two meals, rehab, energy snacks, and hydration for everyone who works the event.

It takes a lot of planning, a lot of public service announcements (PSAs), a lot of coordination, and a lot of work to make this even successful. I can state without any hesitation that this event - again - was a resounding success. I appreciate our local residents who brought their household hazmat and dropped it off in a safe manner. That is a much-preferred alternative to finding it leaking, spilled, or on fire in our environmentally-sensitive environment here on the Rock, or worse, spilled into our marine and salt marsh environments, groundwater, and food chain.

It was a long, but rewarding day, and well worth it.

I'm with STUPID

We’ve all heard the stories about firefighters doing stupid things on duty or off. Firefighters committing arson, breaking and entering, driving intoxicated, failing work-related random drug screening tests, abusing their domestic partners…the list goes on and on. As one of the replies to the Cumberland Valley Volunteer Fireman’s Association’s recent White Paper on Ethics in the Fire Service says, the report is a “litany of the obvious”. The ethical problems that plague the fire service include “Cheating, arson, theft, alcohol and substance abuse, harassment, discrimination, and misuse of departmental and personal information technology… “

It makes one wonder if the Fire Chief's uniform should include this shirt;


Here are a few examples of less-than-smart and ethically-impaired firefighter behavior I found in a Bing search that took about 10 minutes:

Firefighter investigated for arson at his own home.

Firefighter investigated for arson at his own home (another one)

Firefighter sets fire to another firefighter’s home

Firefighters involved in two separate break-ins

Firefighter DUI case

Firefighter arrested for DUI, spits in police officer’s face

Still another firefighter DUI

Firefighters charged with assault in bar brawl

Firefighter charged with child sexual assault

Another fire station noose incident

Here’s another twist – noose planted in fake firehouse racism incident

Firefighter charged with arson and convicted of bomb threat

Firefighter hospitalized after firehouse prank goes wrong

Ex firefighter gets prison for firehouse arson

Junior firefighter shot in leg during firehouse hazing

Peeping Tom firefighter arrested, peered from ceiling at female paramedic as she showered

Firefighters fired for obscene and harassing prank phone calls to female lieutenant

Female firefighter sexual harassment lawsuit settled

Female firefighter harassed

Son of late fire chief guilty of embezzlement

FireGeezer has several other stories about embezzlement from fire companies here

How do we reconcile this with the recent public opinion polls that rate firefighters as the most trusted profession in the U.S. and Great Britain?

How do we, as a profession, reduce or eliminate the ethical problems that will inevitably knock us from the position of high trust we hold? Whose responsibility is it? Is it the fire chief’s responsibility? Does the responsibility lie with the officers, senior firefighters, or with instructors at the fire academy? Does it lie with a new fire recruit’s parents and family? Does the school system that has spent the last three decades teaching “value-neutral” education share the responsibility? Does a pop culture that downplays the role of religion share in the blame? Does the switch to playing computer games and baring our inner thoughts via social networking sites instead of learning a trade and the value of productive work contribute?

Without designing a multi-year sociological study, the short answer is that all of the above share in the responsibility and the blame. More importantly, what do we do about the problem?

When we accept a new fire recruit, we have to understand them for what they are. We can’t give them a two-parent home, send them to church, or give them a meaningful job outside the fire service. We can’t help them re-live their formative years. We can’t eradicate the computer gaming and social networking culture from the new firefighters – those are here to stay.

Potential Solutions

We can make our expectations clear.

We can provide supervision, leadership, mentoring, and Big Brother/Big Sister-type programs for our new members.

We can assign a reliable veteran to mentor every new firefighter not only in fire/rescue and EMS skills, but in ethics and the role of good behavior and public trust as essential to our mission.

We can institute smart business solutions including internal and external audits of department funds and business practices, frequent reports to the membership, and a fully-transparent annual report.

We can set firm rules for firefighter conduct and behavior.

We can make it clear that serious rules violations will result in termination and if appropriate, a referral to law enforcement for prosecution.

We can enforce the rules equally, regardless of rank or position.

We can lead by example.

We can limit or eliminate alcohol at fire department and related events. Alcohol doesn't make you smarter, funnier, better behaved, or more trustworthy.

We can develop an Organization and Discipline training course and require that every new member complete it prior to granting full membership in the organization.

We can develop a Fire Service Ethics training course and require that every new member complete it prior to granting full membership in the organization. (The CVVFA’s program is a good start.)

We can develop a program to review case studies involving the financial, criminal, family, and personal costs of firefighter misbehavior with new members, and periodically, with the more seasoned veterans.

The candidate pool is what it is. We can’t go back in time to better prepare our new members, we have to work with what we get. We can ensure that candidates are screened, supervised, and mentored to reduce the impact of bad firefighter behavior on the profession and upon individual departments. We can also make it clear that bad behavior will not be tolerated, and that if the new firefighter wants to become a veteran firefighter, good choices and ethical behavior are not just expectations – they are essentials.

I don't know how to say this any more strongly - If you're going to engage in unethical, racist, sexist, criminal, or stupid behavior, particularly while representing your Fire/Rescue or EMS department, GET OUT OF THE PROFESSION! The CVVFA White Paper shows the way to ethical firefighter behavior. It is a road map for maintaining the strong position of public trust we enjoy. This job is supposed to be the province of the people who can best do the job, who are the most trustworthy, and who demonstrate responsible behavior. Let's all commit to helping prevent a few bad apples from screwing it up for the rest of us.

The Bathtub Collapse, Part 2

Part 1 of this series was an introduction to Bathtub Collapse problem identification, exterior size-up, strategy considerations and development, and safety considerations. Part 2 discusses tactical considerations, interior size-up, victim recovery, investigations, and incident termination.

Tactics

In order to make a bathtub collapse rescue safe and efficient, the operation must follow a logical sequence. The first step in this sequence is to support the sides of the bathtub. If the bathtub is formed by structural walls or columns, start by shoring them. Raker shoring systems are a good way to support exterior walls.(1) For masonry or wooden walls, traditional raker shore types are appropriate. Modified split sole rakers may be used to provide columns with lateral support. Visibly stressed walls or columns should be shored first. If the wall or column is leaning or cracked, it’s stressed.


Extrication Strut as a temporary door shore

The next step is to support natural entry points, then open them. Door and window openings can be shored as in any other structural collapse. You may need to frame the edges of the opening with a raker system prior to shoring the actual opening. Once the door opening is supported, additional bathtub components such as metal Q-decking, rebar grids, and other metal components may be cut away to clear the opening for access and egress. Cutting operations create sparks, open flames, or both. Ensure that the building’s gas supplies are shut off and that the area is well-ventilated prior to using cutting tools that create ignition sources. Also ensure that both water and dry chemical extinguishers or a charged hoseline are nearby curing cutting operations.


Cutting Q-decking and rebar obstructions with a rotary saw

Once the interior of the bathtub is accessed, it may be necessary to use strongbacks and tiebacks to support inward-leaning walls. Picket systems or large, well-secured anchors should be used to anchor the exterior tiebacks. Place towels, blankets, etc. over the tieback cables to reduce whipping in the event of cable failure. Once the tieback system is complete, keep everyone out of the immediate area.

Widowmakers

Once the bathtub walls are secure, it’s time to take care of overhead hazards. Identify all widowmakers and eliminate falling object hazards by using one of the following methods;

1. Secure the widowmaker by tying it to solid structural components with cables, chains, come-alongs, etc.
2. Remove the widowmaker by bolting it, then tensioning it with a crane, and cutting it loose from the structure.
3. Avoid the widowmaker by marking and enforcing a collapse zone beneath the widowmaker. This may not be possible, as the victims may be trapped directly below the widowmaker.

Search Tactics

Once the surrounding structure is secured, the interior search can begin. Start by searching voids and by manually removing selected debris.(2) Voids may be searched visually with flashlights, thermal imaging cameras (TICs), USAR or fiber optic search cameras, and by probing voids with pike poles. It is important to note that wet concrete produces heat, and this heat may mask the heat signature of a human body when searching with TICs. Remember that TICs cannot “see” through solid materials such as structural components.

Simultaneously with the void search and light debris removal, other crews may start searching through the wet concrete in the bathtub. You may manually search for gaps in the horizontal Q-deck by simply using gloved hands to probe through the wet concrete and any gaps in the edges of the Q-decking.

Victim Search in a Bathtub Collapse

It is also important to create horizontal openings in the vertical Q-decking parts of the bathtub. This allows horizontal removal of some of the concrete while it is still wet. Hoselines can be used to keep the concrete wet and dilute as long as the water will not run into voids and drown the victim or cause hypothermia. Scoop shovels and even stiff-bristled push brooms can be used to move wet concrete through the bathtub openings.


Hose Stream dilutes and moves wet concrete

Bathtub Collapses into Basements

If it is necessary to lift wet concrete out of a basement, simple bucket-and-rope systems may be used, but they are manpower-intensive. Vacuum trucks may be useful, but the concrete may be too heavy for the vacuum to lift it very far. Large amounts of water will probably be required to dilute the concrete enough for a vacuum truck to lift it, and that much water may drown the victim prior to completing the rescue. Water also adds weight to an already-damaged structure, which may cause additional collapse. It may be necessary to move large volumes of wet concrete in order to locate the victim. It also may be possible to use a trash/solids pump to move dilute concrete out of a basement if the aggregate size is small enough to make it through the pump without clogging it. A bathtub collapse into a crawl space is generally similar to a collapse into a basement, but may allow grade-level access to one or more sides of the bathtub.

Victim Extrication

Once the victim is located, determine the body position and attempt to expose the airway. If the victim is alive, follow local blunt trauma and crush/compartment syndrome protocols. If the victim is deceased, ensure that all other potential victims are accounted for. If other victims are not accounted for, it will likely be necessary to continue in Rescue mode. If all victims are accounted for and have been determined to have died, then shifting to Recovery mode is more appropriate.
It is likely that rebar will be submerged or semi-submerged in the concrete. Large sections of the rebar grid may be cut away with minimal effort by locating the rebar and cutting it around the outside edge of the area you desire to expose. Cut rebar grid away with hydraulic cutter or large bolt cutters if it is submerged in the wet concrete. Rebar cutters, reciprocating saws, and/or torches may be used to cut any exposed rebar, particularly if only one hydraulic cutter is present.


Hydraulic cutters being used to cut rebar


Removal of rebar grid section

To extricate the victim, it is useful to locate the Q-decking edge closest to the victim. Once this edge is located, it can be used as a purchase point to move concrete and steel away from the victim. A variety of tools and techniques may be successful. Once the Q-deck edge has been located, start moving wet concrete away from it. A good rule of thumb is to move wet concrete away from the hole at least three times the depth of the remaining concrete. This will help prevent wet concrete from running through the hole in the Q-decking and burying the now-exposed victim.

Once adequate amounts of wet concrete and rebar have been removed, it is time to attack the Q-decking. You can start by using the exposed Q-deck edge as a purchase point and lifting the edge with hydraulic rescue spreaders. As you open the spreaders, the Q-decking will start peeling back. You can extend the cuts with hydraulic spreaders or reciprocating saws. If power tools are not available, even hacksaws can be used to cut the Q-decking. Small rescue air bags may be used to lift the Q-deck, but remember that sharp rebar ends or Q-decking edges may cut or puncture the air bags. If using air bags, pad them with sections of rubber matting such as old tractor-trailer mud flap material or short sections of old large-diameter fire hose. Bottle jacks or small scissor jacks can also be used to lift the Q-decking.


Hydraulic spreader used to roll up exposed Q-decking edge

It is not necessary to remove all of the concrete from the Q-decking prior to cutting it. Additional personnel can be used to continue moving concrete away from the victim with scoop shovels. As with any other heavy lifting operation, cribbing must be installed to support the lift. Use the “Lift an inch, crib an inch” cribbing method. It may be possible to use a come-along to support rebar grid sections that are too large for complete removal.

If it is becomes necessary to remove very large sections of Q-decking or other metal components, several cutting methods may be employed simultaneously. These can include alternating hydraulic spreader lifts with hydraulic cutter relief cuts, lifting with a spreader while extending the cut with reciprocating saws, or by removing concrete and steel in an area away from the victim in order to create an intermediate location in which to move materials away from the victim. If using torches, make sure that you do not burn the victim. If using torches remotely from the victim, use an atmospheric monitor near the victim to ensure that torch byproducts are not compromising the victim’s clean air supply.

If it is possible to quickly move a large amount of wet concrete out of the bathtub, consider making purchase points with a hole saw or core drill, inserting short sections of heavy-duty rebar or pickets, and attaching cables in order to lift a large section of steel away.

Prior to removing most of the wet concrete, air chisels and reciprocating saws will be of very little use, since they are designed to use in open air. Pneumatics may have limited utility, but electric tools will quickly burn out and become useless when submerged in wet concrete, due to the saw’s inability to radiate heat into the air.

If the victim is pinned over a secondary void, install supplemental shoring beneath the victim if possible. It may be necessary to install an improvised lifting harness on the victim if a secondary fall possibility is created by the extrication process. If the secondary void is very deep, it may be necessary to have rescuers shore beneath the extrication operation. This is highly dangerous, and is recommended ONLY as a last resort and with IC and Safety Officer approval.

Patient Care

As with any other extrication, provide medical care during the extrication if the victim is alive. If the extrication is prolonged, it will be necessary to provide protection from ambient temperature, extremes of weather, and to provide specialized crush syndrome care. USAR Medical Specialists and paramedics and physicians specializing in cave or mine rescue may be very useful in this situation. USAR medicine may require medications and medical protocols outside of normal EMS procedures. USAR medicine protocols should be approved by local and/or state EMS authorities in advance. It may be necessary to conduct a field amputation in order to save the victim’s life. If possible, a field-qualified physician should make the amputation, as amputations require training and equipment outside the normal paramedic scope of practice.

Once the victim is completely disentangled, package the victim, take any required steps to move the victim outside the structure, and turn the victim over to the transporting unit. All rescuers working near the victim should wear any necessary body substance isolation (BSI) personal protective clothing. If advanced life support (ALS) procedures are in use, EMS personnel should have a sharps container at the patient’s side for IV needles other contaminated sharps disposal.

Third-Party Investigations

If one or more victims are deceased, a scene investigation will be necessary prior to moving the body. The coroner, medical examiner, and/or law enforcement agencies will want to photograph and diagram the scene, interview witnesses, and determine whether any foul play is suspected. If the coroner or medical examiner staff is not trained to enter collapse zones, they may ask that rescuers take scene photos and/or measurements for them. If possible, put the coroner in a location where he/she can direct the rescuers as they take photos and measurements, but do not compromise responder safety to investigate a death.

OSHA investigators may also be on the scene. It is important to note that OSHA investigators do not generally have the authority to interfere with body recoveries, and they do not have the authority to interfere with the rescue of live patients. Fire-rescue and EMS personnel should document any actions they take on behalf of an investigating authority.

It is also important to inform coroner, medical examiner, law enforcement, and OSHA investigators that time is of the essence due to concrete curing. If the concrete hardens with the victim’s body still entrapped, a one or two-hour recovery may become a multi-hour or multi-day recovery operation. Once the body is removed, place it in a body bag, secure it in a Stokes basket, SKED, or other rescue litter, and remove the body from the collapse zone.

Decontamination and Clean-Up

USAR decontamination considerations generally involve cleaning equipment and PPE that may have been exposed to biohazardous wastes and cleaning concrete dust, powdered glass, or other building components from personnel and equipment. Bathtub collapses require an immediate additional step.

Several charged hoselines should be present to remove concrete from responders and equipment while it is still wet. This is particularly true for exposed skin and any tool that was submerged in the wet concrete. Exposed skin is vulnerable to thermal burns from the warm concrete, chemical burns from concrete components, and traumatic injury from rough aggregate or sharp metal edges encountered during the rescue. Concrete will find every nook and cranny in hydraulic rescue tools, bottle jacks, pneumatic hose couplings, pneumatic strut feet, or any other equipment that may have been placed in the concrete. Two or three engine companies assigned exclusively to decon will enable responders and gear to be cleaned quickly, efficiently, and thoroughly.

Termination

As with any other incident, all tools, equipment, and apparatus will need to be returned to service, cleaned, and inspected. Any equipment damaged, destroyed, or contaminated beyond salvage will need to be reported and replaced. Powered equipment will need to be serviced and fueled. It may be necessary to replace large quantities of cribbing and shoring materials, contaminated life safety rope, or other materials that it is unsafe to recover. Do not risk personnel to recover a few pieces of wood that can be easily and cheaply replaced.
Any personnel injury or exposure will need to be treated, reported, and receive any necessary follow-up care. An accurate incident report should be completed, anticipating third-party investigations and possibly criminal or civil actions due to the collapse. An after-action review should be held as soon as all the incident facts can be determined. The critique should involve all personnel and units that participated in the response.

Conclusion

Bathtub collapses have not been previously identified and traditional USAR training does not specifically address collapses involving wet concrete. Wet concrete is not easy to shore or support. Wet concrete adds a new degree of difficulty to USAR searches, as you can’t just drill a hole and look through it with a search camera or fiber optic scope. Wet concrete flows to the lowest point and collects, which can concentrate structural weight in a small portion of the supporting structure. Bathtub collapses add an entirely new set of challenges, even for well-trained and experienced USAR teams. One of the most critical elements is time – the concrete won’t stop hardening while we call resources, shore the structure, or search for the victims.

Concrete buildings may be constructed virtually anywhere. All concrete structures are vulnerable to collapse while under construction. With the increasing demand for structures to house people, businesses, and to repair our country’s aging infrastructure, it is anticipated that bathtub collapses will become more common. Any fire-rescue and EMS agency may be faced with a bathtub collapse. Preparation, safety, equipment, training, and above all, anticipation are important to keep responders safe and to successfully conclude the response to complex and dangerous bathtub collapses.

References

(1) U.S. Army Corps of Engineers
US&R Structures Specialist Field Operations Guide, 3rd Ed.
U.S. Army Corps of Engineers Readiness Support Center, 2001, pp IV-42 – IV-48
(2) Goodson, Carl, et al
IFSTA Essentials of Firefighting, 5th Ed.
IFSTA, Stillwater, OK, p 364

All photos courtesy of Hilton Head Island Fire & Rescue

About the Authors
Ben Waller is a Battalion Chief with Hilton Head Island Fire & Rescue, currently assigned as the Training Chief. Ben is a paramedic, a hazardous materials technician, and a USAR rescue specialist. He is Safety Officer for South Carolina USAR Regional Response Team 4 and is an adjunct faculty instructor in the fire, rescue, and incident command programs at the South Carolina Fire Academy. He is a member of the South Carolina Fire Academy’s Rope Rescue and Water Rescue Technical Development Committees. Ben’s education includes a Master’s of Public Administration degree and undergraduate Fire Administration and Paramedic/Allied Health degrees.

Jason Walters is a Lieutenant with Hilton Head Island Fire & Rescue, currently assigned to an engine/medic company. He is a Rescue Manager with South Carolina USAR SCTF-1 and is the Team Coordinator for South Carolina USAR Regional Response Team 4. He is an EMT-B, a hazardous materials technician, and a USAR rescue specialist. Jason is an adjunct faculty instructor in the fire and rescue programs at the South Carolina Fire Academy. His education includes an Associate of Fire Science Degree from Luzerne County College. Jason has 18 years of experience in fire-rescue, EMS, and hazardous materials response. He has 34 years of experience in fire-rescue, EMS, and hazardous materials response.

The Bathtub Collapse: Part 1

This article is co-authored by my friend and colleague Jason Walters. Jason is the Team Leader for USAR SC-Regional Response Team 4.

Introduction

FEMA’s USAR system, basic firefighting texts, and other fire-rescue references describe how to recognize and respond to a variety of structural collapse situations. These collapse types are specific to structures with rigid components. Freshly-poured concrete isn’t rigid, and collapses involving wet concrete create a unique set of circumstances not described in typical structural collapse references.

Collapses have traditionally been classified in four categories. These are the Lean-To Collapse, the V - Collapse, the Pancake Collapse and the Cantilever Collapse.(1) Some USAR documents now describe an additional collapse type – the A-Frame Collapse.(2, 3) The A-Frame Collapse is also known as a Tent Collapse. An A-Frame Collapse is essentially two back-to-back Lean-To collapses that share a common wall or other upright structural component.

There is another collapse type that has recently been identified. This collapse type involves concrete that is still wet. We call it the Bathtub Collapse. Unlike cured concrete, wet concrete does is not solid and when freshly poured, it does not form slabs and or give off dust. Wet concrete runs to the lowest point available, then collects like water in a bathtub. Bathtub collapses have some things in common with other collapse types, but there are several significant differences. The most important are the difficulty in stabilizing a collapse involving wet concrete, handling concrete that does not stay in one place, and the relatively short time it takes for the wet concrete to harden.



Typical Bathtub Collapse

Concrete Weight

Wet concrete is slightly heavier than a corresponding volume of dry concrete. When concrete cures, some of the water evaporates, but much of the water stays in the concrete. Water binds chemically to the solids in the concrete, and thus concrete retains much of the water weight when it cures. Concrete loses some weight as it cures, but surprisingly, that weight loss is relatively small.

The rule of thumb for the weight of a cubic foot of wet concrete with aggregate mix is 4000 lbs/yard3, or approximately 162 lbs/ft.3. The rule of thumb for the weight of a cubic foot of dry concrete with aggregate mix is 3700 lbs/yard3 or 150 lbs/ ft3. (4) The bottom line is that all concrete is heavy. Remember, the primary difference between wet concrete and dry concrete – wet concrete flows to the lowest point and then collects there.

A factor that construction personnel may not take into account is that once a concrete slab is poured, water, wet burlap, or other wet material is often left on the concrete surface to assist in insulating and hydrating the concrete as it cures. This water adds additional weight that may not be considered in the design of the shoring system that supports the pour. If that additional water weight is not accounted for in the shoring system, then a collapse is more likely.

Building Construction Factors

Virtually any type of building construction may be involved in a bathtub collapse. Bathtub collapses usually occur when construction personnel pour a concrete floor at an elevation above the lowest structural level. Bathtub collapses occur in one of three basic configurations. The first is when the collapse rests on the ground or on a slab at grade level. The second bathtub collapse type involves collapses above grade level. The third type is a bathtub collapse into a basement or other below-grade area. Bathtub collapses will most commonly occur at or below grade. Bathtub collapses that begin above the second floor are rare, as the collapse of an upper floor often causes a progressive pancake collapse that destroys the entire structure.
Basic bathtub collapse strategies are based on grade-level collapses. Above-grade and below-grade bathtub collapses involve the same basic strategy as a grade-level collapse, with a few additional considerations.

Construction Process Factors

The collapse of a concrete floor during or immediately after a pour may be due to one or more of the following factors:

• Inadequate shoring beneath the pour
• Wall-floor structural connector failure
• Shoring material failure
• Excessive amount of concrete poured
• Excessive pour concentration
• Failure of walls, beams, or other supporting structural materials

The Bathtub Collapse Sequence

Steel span drops with the outside edges supported, forming a rough bathtub shapeWet concrete runs to the center of the bathtub
Wet concrete runs out of small openings in the edges of the bathtub. These may be quickly blocked due to the heavy concrete viscosity or obstructions outside the bathtub. If small openings are blocked, the concrete in the bathtub will form a larger and deeper pool. This will make size up and extrication more difficult.
Concrete forms a thicker but smaller diameter puddle than the original pour
Rebar, Q-decking or other steel sheeting, and shoring materials are twisted and mixed into the wet concrete

Supporting beams and damaged overhead structural materials may create widowmakers
Supporting beams may fall into the bathtub prior to or during the rescue operation

Size-Up and Strategy

Size-up should be completed in accordance with standard structural collapse protocols. This should include the situation, potential entrapment problems, specific hazards, and a 360-degree look at the structure. When possible, include an elevated look at the collapse. An aerial ladder or nearby building may be used as an elevated observation post. When size-up is complete, Command should develop the Incident Action Plan (IAP) goals, communicate the IAP to all responders, make tactical assignments, and ensure that the personnel accountability system is fully implemented.

Important strategy considerations include:

Define the building factors including construction type
Identify the most likely victim locations
Develop and communicate the IAP
Safety considerations
Shoring
Remove easily accessible victims
Make the rescue vs. recovery decision
Estimate the concrete cure time
Wet concrete removal methods

Bathtub Collapse Incident Management

Command should consider appointing at least a Safety Officer, a Liaison Officer, and a Rescue Group Supervisor for even a small bathtub collapse.(5) The Safety Officer can help isolate the scene and identify the primary hazards. The Liaison Officer can work with the construction company to determine how many workers are missing or known to be entrapped. The Liaison Officer should communicate with the construction supervisor, gather information, and keep construction personnel available to assist if needed. The Rescue Group Supervisor can concentrate on rescue tactics and needs and allow the Incident Commander to keep his/her attention focused on the overall incident strategy and safety.

Resources

Structural collapses typically require more resources than may seem likely during the early incident stages. It is important to have at least one engine company for water supply, one truck company for tools and an aerial device, a heavy rescue or USAR unit for tools and shoring materials, and additional manpower. A large law enforcement presence may be required to keep bystanders, construction personnel, or distraught relatives out of the collapsed structure. Additional construction personnel and heavy equipment such as cranes, front-end loaders, and other machinery may be useful in the rescue effort. If in doubt, call for additional resources early and often. Structural collapse rescue is hard work, and personnel may quickly become exhausted, especially in extremes of temperature and/or
precipitation.

Safety Considerations

One of the first priorities is to assign an Incident Safety Officer. This should be an officer who has a good basic knowledge of building construction, collapse types, USAR strategy and tactics, and common USAR safety problems. The Safety Officer should ensure that a safety zone is established. Collapse zones should be established to exclude responders from areas exposed to potential secondary collapse, particularly in areas beneath widowmakers. The Safety Officer should ensure that building utilities are shut down. Construction company generators and other power supplies should be shut down to reduce electrical hazards and atmospheric contaminants. Construction personnel should be kept on standby, as their generators may be useful power sources later in the incident.



Assessing the outside of the bathtub

The Safety Officer

A Safety Officer should be appointed early in the response. The Safety Officer should don the appropriate PPE and the Safety command vest. Once search and rescue operations begin, the Safety Officer should be located at an elevated observation point, if possible. Observing from an elevation gives the Safety Officer the ability to observe conditions in the bathtub as well as the condition of supporting walls, columns, and the stability of the surrounding structure. Most importantly, an elevated observation point gives the Safety Officer a better perspective on how rescue operations may change structural and personnel safety. For example, if wet concrete piles up against the base of a column that is already leaning, it may topple that pillar and cause an additional collapse. A properly-positioned Safety Officer will be able to anticipate this problem, advise Command, and ensure that the concrete flow is diverted prior to impinging on the damaged column.


Safety Officer’s view into the bathtub from an elevated observation point

Personal Protective Clothing

Standard USAR PPE is usually adequate for bathtub collapse operations. Lace-up safety boots are the most appropriate footwear. Wet concrete has a consistency very much like quicksand, and fire boots may be pulled off of firefighters who walk in it. Leather construction gloves, mechanics gloves, or extrication gloves are adequate for most hand protection, but medical exam gloves will be required for patient care.



Modified Turnout Gear Ensemble used for heavy cutting PPE

This concludes Part 1. Part 2 will discuss discusses tactical considerations, interior size-up, victim recovery, investigations, and incident termination.

References
(1) Goodson, Carl, et al
IFSTA Essentials of Firefighting, 5th Ed.
IFSTA, Stillwater, OK, pp 362-364

(2) English, Leslie, et al
NFPA 1670, Standard on Operations and Training for Technical Search and
Rescue, 2004 Ed.
NFPA, Batterymarch Park, MA, pp 25-27

(3) U.S. Army Corps of Engineers
US&R Structures Specialist Field Operations Guide, 3rd Ed.
U.S. Army Corps of Engineers Readiness Support Center, 2001, p VI-3

(4) http://corlissconcrete.com/Q&A.htm#4

(5) Jones, Jeff
NIMS Field Operations Guide, 1st Ed.
InforMed, Tigard, OR, pp 14-20

All photos courtesy of Hilton Head Island Fire & Rescue

What kind of foam are you?

Firefighting foam has been around for a long time. The Navy, ARFF firefighters, and the petrochemical industry have used Class B foams for decades. When used properly, foam does a good job of extinguishing fire types for which water is not an efficient extinguishing media. Foam can be used on Class A fires, Class B fires, and for hazmat vapor suppression.

Different foams have different characteristics, are applied differently, and do different things. It may surprise you, but fire officers share several of those same features and characteristics. So, let’s think about the characteristics of different foams and apply them to fire officers.

Class A Foam


Class A foams are designed for one thing – fighting structural or woodland fires where the fuels are solid and have no special hazards. Class A foam does an excellent job of sealing air away from fuels and often result in less fire damage to a structure. Class A foams are very efficient at one thing, but they are a one-trick pony. Class A foams are useful as wildland fire barricades or for direct structural fire attack. However, Class A foams don’t produce much steam, so they are very ineffective when indirect fire attack is required, as in an attic fire.

Are you a Class A fire officer? Are you very good at one thing, but very ineffective at the other dimensions that make up your job? Do you perceive your job duties as “We just fight fires”? Are you uncomfortable with any emergency that doesn’t have smoke and flame showing?

CAFS


CAFS is Class A foam that has air bubbles mechanically added at the pump so that the hoseline is pumping finished foam rather than foam solution. It makes the hoselines lightweight and easy to handle. It also makes the hoselines much easier to kink and completely shut off the foam flow than either water or Class A foam lines. Class A foam is high maintenance – it requires a compressed air pump in addition to the water pump.

Are you a CAFS officer? Are you light and frothy, without much substance? Do you seek the easy way to do things without considering that by making some things easier, you may be keeping the job from getting done at all some of the time? Do you require twice the motivation to work as other fire officers? Do you make others chase your “kinks” or otherwise add to others work because of how you do your work?

Protein-Based Foam


Protein Foams are designed for Class B liquid fires. They are old school, having been around since World War II. Protein foams are made from either animal blood and byproducts, from soybeans, or from a combination of both. They may have fluorine added to increase shelf life, but the fluorine adds environmental toxicity to the foam.

Are you a Protein-Based fire officer? Are you old school? Does something have to die to get you to work properly? Do you, like soybeans, create a lot of gas? Like flourine, are you toxic to the work environment? Do you have a long shelf life? Have you changed how you do things, but not enough despite getting the job done?

AFFF Foam


AFFF is a Class B foam that creates a vapor suppressing film between the foam bubbles and the fuel surface. It is very effective on spill fires. It is good to great at sealing flammable vapors into liquid fuel spills. The AFFF film is slick and oily. Applying other Class B foams atop AFFF usually results in the other foam sliding away due to the slickness in the AFFF. AFFF is good for suppressing polar solvent (alcohol) fires, but it requires twice as much concentration (6%) for this application as the normal (3%) application rate needed for hydrocarbon spill fires.

Are you an AFFF officer? Do you suppress anything that rises from below you? Do you do a good job, but have a slick and oily finish? Do other fire officers not mix well with you?

AR-AFFF Foam


AR-AFFF is a new foam type that is similar to the older AFFF, but with several important differences. AR-AFFF is around 50% more expensive than standard AFFF. However, it is applied at 1% to hydrocarbon spill fires and 3% to polar solvent fires, so a given quantity of AR-AFFF will suppress three times as much fire as an equal quantity of standard AFFF. This results in an actual decrease in cost-per-gallon of the foam concentrate. Typical AR-AFFF is completely biodegradable, and is manufactured without the fluorine additives common to AFFF and protein foams. That makes it a much better choice for fighting both hydrocarbon and polar solvent fires. Additionally, AR-AFFF can be mixed at 0.5% and used as Class A foam for both wildland and structural firefighting applications, making it the most flexible foam currently available?

Are you an AR-AFFF officer? Are you flexible? Can you adjust your approach to adapt to different problems and challenges? Are you friendly to your work environment instead of using effective short-term solutions that leave long-term toxicity in your environment? Are you effective in handling a variety of emergencies rather than just being good at one thing? Can you adjust your intensity and concentration to fit with changes in your work environment?

High Expansion Foam


High Expansion Foam is designed to fill up confined spaces and exclude fire. It does not perform well in exposed positions, because its high expansion ratio makes it light, fluffy, and easy to blow away in a light wind. High expansion foam applications are so limited that most public fire departments don’t even carry it. High expansion foams require special application devices. They also require a lot more effort than conventional foams in order to be effective.

Are you a High Expansion officer? Do you require special treatment to be effective? Does it require additional effort by someone else to make you get the job done? Are you light and fluffy, without substance, and easily blown away by the winds of change? Are you comfortable only within narrowly-defined limits?


Hazmat Foam (vapor suppression foams)


Hazmat Foams are designed to suppress vapors from liquid hazmat spills. They are usually not effective for firefighting in Class A, Class B, or polar solvent fires. They are very, very good for one thing – preventing vapors from rising up from below. In this respect, hazmat foams are even more specialized and limited than is traditional AFFF. Hazmat foams are very effective not only at keeping vapors from entering the environment, but they are effective at keeping the environment out of the hazmat spill.

Are you a Hazmat Foam officer? Are you useless at firefighting? Do you suppress the idea vapors rising from your subordinates into the general environment? Do you work harder at keeping the environment out of your firehouse than you work at being an effective leader?

In conclusion, all firefighting and hazmat foams have their place. Good fire departments have access to all kinds of foam in order to handle a variety of fire and hazmat incidents with the best possible solution. However, not all “Foam Officer” types are good for either the fire department or for the firefighters. The best fire officers have AR-AFFF characteristics; they are flexible, they are good for several different problem types, they can suppress problems when needed, they are cost-effective, and while seeming more expensive on the surface, they actually save the department time, money, and effort in the long run.

And remember, even good fire officers, like good foam blankets are not perfect. Sometimes problems break through the fire officer's ability to handle them, just as the fire can break through the foam blanket.

Last Thoughts from 2009 and Hopes for 2010

It is traditional to spend the last week of the year reflecting upon the past year's events and in anticipating the new year. It has indeed been an eventful year. Major fires, mass casualty incidents, new EMS standards, and political changes that affect Fire-Rescue and EMS services have all been in the news. The tragic loss of fellow firefighters and medics has once again been in the headlines. The 800-pound gorilla in the news has been the continuing problems with the national economy, diminished local tax revenues, and the reduction in services that have been forced upon many cities, towns, and counties.

No fire chief or EMS director wants to close stations, disband companies, furlough firefighters or medics, cut staff and/or benefits, or conduct unit brownouts. All of these have been forced on unwilling leaders, generally under protest. In some cases, companies with over a century of tradition have been disbanded.

Cutbacks of this magnitude have only occurred two other times in the past century. The event that caused the first set of cutbacks was the transition from horsedrawn apparatus to motorized apparatus in the early 1900s. Prior to that time, the edges of a company's first-due area was set by the stamina of the horses that pulled the appratus. With equine stamina no longer being a factor, firehouses could be located farther apart, so many companies were disbanded.

The second time this occurred was in the "War Years" that coincided with economic downturn from the late 1960's through the 1970's. Despite urban fire companies running calls in record numbers, fire companies were disbanded, stations closed, and firefighters were laid off. This was the first time that many fire departments realized that they had to position themselves to withstand downturns in the economy. Some responded with innovation, master planning, and other proactive solutions, but many departments remained reactive.

Beginning in the 1970's, the fire service began going through paradigm changes with each paradigm change taking roughly a decade to become widely accepted. The 1970's were the decade of EMS. EMS was a new concept back then, but many fire departments welcomed and embraced it. The Los Angeles area was notable in this respect, as anyone who ever watched an episode of Emergency! will remember. A new job description - that of Paramedic - became part of our vocabulary.

The 1980's were the decade of Hazardous Materials response. Based on several high-profile hazmat incidents in the late 1970's, Hazmat became a key issue for both fire departments and the communities they served. Another new job description - that of Hazardous Materials Technician entered our vocabulary.

The 1990's were the decade of Technical Rescue. Standardized, innovative extrication practices were invented by firefighters who became famous by the way they taught others how to rapidly and safely cut patients free from the wreckage of their vehicles. The Urban Search and Rescue system was expanded and received its first major domestic test at the Oklahoma City bombing incident. Rescue training became a major focus. Other new job descriptions, those of Extrication Technican and Technical Rescue Technician became common.

The first decade of the new century, unfortunately, became the decade of Terrorism. Although the U.S was hit with several terrorist attacks in the 1990s, and foreign terrorism had been common for many years, the 9/11/01 terrorist attacks were a watershed event in our lives, much as the Pearl Harbor attack on 12/07/41 was the watershed event in our parents' lives. Other than the 1993 World Trade Center bombing, the other terrorist incidents were conducted by only four domestic terrorists - the Unabomber, the Murrah Building bomber and one accomplice, and the mislabeled Army of God bomber. The 9/11 attacks led to widespread training for response to terrorist events. Firefighters and medics had to start considering terrorism as a potential cause for otherwise innocuous incidents, and learned terms like "nerve agent", "WMD", "WMD Technician", and "USAR Rescue Specialist" entered our vocabulary.

2009 was a momentous year for my department. After over a decade of planning, budgeting, and lobbying, we were able to build a training center. That may not sound like a big deal to some of you, but when your department covers a barrier island surrounded by water, having a place to train is indeed big news. The training center allows us to conduct training in ways that are impossible to replicate in a parking lot or at a fire station. I lived the dual blessing and curse of being the project manager for the training center construction while simultaneously maintaining all of the other Chief of Training responsibilities. That was stressful and challenging, but it also allowed me to add features that might not have otherwise made it into the design. It also allowed me to work closely with other division heads and to strenghten working relationships with my colleagues.

Local revenue downturns led to a year with no pay raises for any of our municipal employees. My department was regretfully and regretably forced to return a SAFER grant award of almost a million dollars to FEMA and to forgo the truck company start-up for which the grant was awarded. Our municipality simply could not raise the required matching funds without cutting other essential services, so we chose to maintain what we had as the least of a range of bad choices.

There was more good news, for us, though. We were able to purchase a standardized pumper fleet for the first time in department history. We also standardized hose loads, nozzles, and initial company operations for all of our engine companies for the first time in our history. We were also able to standardize our nozzle complements and pump operations, also for the first time. Our capital improvements budget was scheduled for two fire station replacements. One of these was delayed, but we have a badly-needed station replacement under construction. Our department became the first in our state to join the CARES registry that tracks cardiac arrest survival to hospital discharge. We also began a STEMI program with local hospitals and two neighboring EMS systems, with two of our officers coordinating these programs and implemented a department-wide electronic patient care reporting system. We also implemented an new SOG and policy system, obtained new turnout gear, and implemented new extrication tools.

2009 was a year of milestones for several of our members. Five of our officers serve on state and national fire service committees. Battalion Chief Mick Mayers became the latest of several of our past and current chief officers to complete the prestigious Executive Fire Officer program at the National fire academy. Four of our officers authored or co-authored fire service training books, field guides, and blogs. Despite some setbacks, 2009 was a successful year for us by any standard.

What will 2010 hold? For my department, we now have to operate the new training center, complete the new fire station project, and hopefully manage the construction of the station that was delayed from 2009. We will be receiving two new quints and training all of our personnel to operate them. The training center will be a busy place.

Nationally, the next decade will be the decade of Interoperability. We are used to "doing our own thing", but with the increasing needs for EMS involvement in fireground and hazmat rehab, the increasing involvement of police departments in force protection and Unified Command, and the continuing ways in which MCI and disaster management continue to involve, interoperability will become increasingly important. This involves the planning and technology necessary to complete the nationwide radio rebanding project, the ability to involve fire, EMS, and law enforcement in joint operations and training, and losing the attitude that we operate in a vacuum, because we don't.

We need to continue to preach - and practice the 16 Firefighter Life Safety Initiatives.

We need to continue to make training and operations safer.

We need to focus on getting safely to the scene - every time.

We need to focus on being healthy and fit to do the job.

We need to focus on planning and innovation to survive a continued sluggish economy.

We need to take care of our own and work to maintain what we have.

We need to be honest with our elected officials and citizens - cutbacks can and do hurt our ability to provide services.

We need to realize that operating "the way we've always done it" will result in Russian Roulette at best, and suicide at worst.

We need to be smart enough to stay out of Born Losers.

We need to conduct realistic Master Planning.

We need to educate the public - CPR classes, First Aid classes, car seat installations, Risk Watch programs, and Fire Prevention classes can and do save lives.

Last, but not least, we need to get make our departments missionaries for residential sprinkler programs and the new building code that requires their installation on new construction. It's past time that we use our influence at the state and national level to overcome the contruction industry's misperception that saving a few cents per square foot on new home construction is worth someone's life.

The departments that plan, adapt, innovate, and market themselves will flourish. The ones that do not will become anachronisms, consigned to a never-ending vicious cycle of manpower cuts, station closures, brownouts, and budget cuts.

After all, an ounce of prevention is worth a pound of cure.

Have a Happy and Safe 2010, everyone.