We Spend Thousands on Equipment, But What About Training?

in

Walk into just about any firehouse across the country and you’ll find thousands, if not millions, of dollars worth of equipment. Brand new apparatus, state-of-the-art tools, thermal imaging cameras, hydraulic rescue equipment, and the latest technology designed to make our jobs safer and more efficient. But here’s a question worth asking: Are we investing the same level of effort into the people expected to operate that equipment? First and foremost, I understand that money is tight, especially in rural and volunteer departments where budgets are stretched thin and every dollar needs to be justified. Sometimes departments are forced to choose between replacing aging equipment and providing additional training, and I completely understand that reality. However, there’s something fundamentally wrong with spending thousands of dollars on top-of-the-line equipment only to let it sit on an apparatus while the members responsible for using it receive little to no meaningful training. Equipment is only as effective as the firefighter operating it, and purchasing the best tools money can buy doesn’t automatically create a capable fire department. We cannot continue investing in equipment while overlooking the investment that matters most: our people.

One of the biggest misconceptions surrounding firefighter training is that quality training needs to come with an enormous price tag. Don’t get me wrong, there are some incredible training organizations and instructors out there offering outstanding programs that cost thousands of dollars. I’ve personally attended quite a few of these classes, and the knowledge, experience, and confidence I’ve walked away with made them worth every penny. If your department has the opportunity to attend these programs, I highly recommend taking advantage of them. But I also recognize that bringing in a nationally recognized instructor or training company simply isn’t financially realistic for every department. That doesn’t mean training needs to stop. If you can’t afford to bring an instructor to your firehouse, invest in sending a few officers or senior firefighters to outside training and have them bring that knowledge back to the membership. Encourage them to develop drills, share what they’ve learned, and become resources for the rest of the department. Reach out to neighboring departments and coordinate joint training opportunities. Splitting the cost of an outside instructor between three or four departments can make an otherwise unaffordable class completely realistic. Better yet, you’re now training alongside the same firefighters who may be responding to your next working fire. Training doesn’t always require a large budget, but it does require initiative, creativity, and a genuine willingness to improve.

Now comes the part that might upset a few people. There are departments out there that have the financial resources, facilities, and opportunities to provide quality training, yet they simply don’t. Why? Is it a lack of motivation from the membership? Is it officers who aren’t willing to put in the effort to organize meaningful drills? Or, and I sincerely hope this isn’t the case, is it because someone wearing a white helmet believes they already know everything their firefighters need to know? Being elected by your peers doesn’t automatically make you an expert in firefighting, leadership, or training. Being popular around the firehouse, sharing a few beers, and getting along with everyone might help you win an election, but none of those things guarantee you’ll make the right decisions when conditions deteriorate and firefighters are depending on your leadership. The same goes for leadership training. I’ve heard the argument that outside leadership courses aren’t necessary because nobody understands a department better than its own officers. That may be true when it comes to knowing your members and your organization’s culture, but understanding your department doesn’t mean you’ve mastered leadership. Hopefully, when the pressure is on, you’re just as talented at making difficult decisions, holding people accountable, and leading under stress as you are at being everyone’s friend. The moment we convince ourselves that we have nothing left to learn is the moment we begin doing a disservice to the people we’re supposed to lead. Good officers don’t need to have every answer. They need to recognize their weaknesses, seek out knowledge, and create an environment where learning is encouraged rather than viewed as a threat to their authority.

Another argument I hear far too often is, “We don’t need that type of training because we rarely get those calls.” I understand the thought process. Why spend money on elevator emergencies when your first-due district only has one or two elevators? Why train on technical rescue scenarios when your department rarely encounters them? Why invest in specialized training when your call volume doesn’t seem to justify it? Here’s my response: Just because an incident is uncommon doesn’t mean it can’t happen tomorrow. You might only have one elevator in your district, but hopefully, when that call comes in for someone trapped inside, your firefighters know exactly what they’re doing. And let’s hope it’s simply a stalled elevator and not an occupant experiencing a serious medical emergency while your crew struggles to figure out how to gain access. I’m not suggesting every department needs to become a specialized rescue team or spend money preparing for every imaginable scenario. Training priorities should absolutely reflect your community’s hazards, capabilities, and responsibilities. But there’s a difference between making an informed decision about training priorities and using low call volume as an excuse to avoid learning something new. Sometimes the value of a training program extends beyond the specific skill being taught. It builds confidence, strengthens teamwork, challenges firefighters to think outside their normal routines, and can provide a much-needed boost to departmental morale. Furthermore, training shouldn’t be something we do simply to satisfy annual requirements or check a box on a spreadsheet. It needs to be realistic, consistent, and evaluated. We should be identifying weaknesses during drills, correcting them, and revisiting those skills until members demonstrate proficiency. If the first time your firefighters are figuring out how to use a piece of equipment or perform an unfamiliar operation is during an actual emergency, we’ve already failed them. And perhaps most importantly, our training needs to reflect the reality that we don’t operate alone. Building relationships and practicing with mutual aid departments before an emergency can make an enormous difference when those same companies arrive on your fireground.

I want to make something clear before wrapping this up. This article isn’t intended to bash any particular department, officer, or firefighter. There are countless departments doing incredible things with extremely limited resources, and some of the most dedicated firefighters I’ve encountered come from organizations that don’t have much money to spend. I have tremendous respect for those departments and the individuals who continually find ways to improve despite the challenges they face. However, the mentality I’ve discussed throughout this article absolutely exists in our profession, whether we want to acknowledge it or not. If you’ve never experienced it, consider yourself fortunate. But if something you’ve read has offended you or made you uncomfortable, perhaps it’s worth taking a moment to examine why. We should never be afraid to question how we operate, where we spend our money, or whether we’re doing enough to prepare our people. If your department genuinely wants to improve its training but finances are standing in the way, reach out to training organizations, neighboring departments, county training officials, or instructors in your area. Explain your situation, explore your options, and see what’s possible. You might be surprised by how many people are willing to work with you. At the end of the day, nobody is expecting every fire department to have unlimited resources, the newest apparatus, or the most advanced training facility. But our communities have every right to expect that when they call 911, the firefighters arriving at their door have made a genuine effort to prepare for whatever they’re about to face. We owe that to the people we protect, the firefighters riding beside us, and the families expecting us to come home. Buy the equipment, absolutely. But never forget to invest in the people who are expected to use it.


Why Masking Up While on the Rig Can Be a Bad Idea

in

I was recently approached by a fellow firefighter with the question of, should firefighters mask up while enroute to calls where we know an SCBA is required upon entry.

My first and initial knee jerk reaction was "NO!", then followed up with, "well why are you asking that and who thinks that should be a standard practice?" This follow up was after I realized I was reacting instead of obtaining information from the question to gather a better understanding of why it was asked and to formulate a proper response.

After this kitchen table chat, I decided to document everything I responded with as to why it is NOT a good idea to mask up while on the rig to any call.

 

It Creates a False Sense of Readiness

 

There are some firefighters believe that donning the facepiece en route saves valuable time. In reality, being truly prepared for the incident involves much more than having a mask on. Size-up, tactical decision-making, crew assignments, and situational awareness are often more critical in the first moments of arrival.

 

Reduced Communication

Clear communication inside the cab is essential. Officers are providing updates, reviewing assignments, discussing water supply, building construction, and expected tactics. A facepiece can muffle voices and make communication more difficult, increasing the chance of missed information.

Limits Situational Awareness

Firefighters should be looking outside the apparatus, identifying conditions, smoke volume, building layout, access points, occupancy type, and potential hazards. Focusing on donning equipment can distract members from gathering valuable information before arrival.

Potential Safety Hazard During Travel

Leaning forward, adjusting straps, connecting regulators, and manipulating equipment while the apparatus is moving can create unnecessary risk. Members should remain seated and properly belted whenever possible.

 

Not Every Call Requires Immediate Air

 

The first-arriving company may encounter a variety of situations:

•        Alarm activations

•        Burned food investigations

•        Odor investigations

•        Exterior fires

•        Carbon monoxide incidents

•        Investigation calls

 

Masking up before understanding the actual conditions can lead to tunnel vision and unnecessary actions.

 

Delays Adaptability

 

One of the most important firefighter attributes is adaptability. Conditions can change rapidly upon arrival. Crews need the flexibility to adjust tactics based on what they actually encounter rather than what they expected while responding.

 

Equipment Damage and Maintenance Concerns

 

Repeatedly donning and doffing facepieces in the cab can increase wear on straps, regulators, and communication equipment. While not the primary concern, it contributes to unnecessary equipment stress over time.

 

Focus Should Be on the Size-Up

 

The ride to the incident is valuable preparation time. Firefighters should be:

•        Reviewing assignments

•        Listening to radio traffic

•        Looking for smoke conditions

•        Identifying hydrants

•        Discussing tactical options

•        Mentally preparing for the incident

These actions often provide greater operational benefit than simply arriving with a facepiece already on.

 

The Better Approach

 

Arrive ready, seat-belted, alert, and focused. Use the response time to gather information, formulate a plan, and prepare mentally. Once conditions warrant, don SCBA efficiently and deliberately as part of a coordinated tactical operation.

 

As firefighters often say: “Don’t arrive geared for the fire you think you have. Arrive prepared for the fire you actually have.”

 

Speed matters, but speed without awareness can become a liability. The ride to the call is not dead time but rather it is your first opportunity to perform a size-up, develop situational awareness, and prepare to make sound decisions on the fireground. The most effective firefighters don’t just arrive fast, they arrive informed.

Until next time, work hard, stay safe & live inspired.

 


Fire Alarm? CO Alarm? Slow Down and Ask Questions.

in

How many times have we responded to a fire alarm or carbon monoxide alarm only to hear someone say, “It’s probably nothing?” Maybe they’re right. Maybe they’re not. The problem is that if we start every alarm assuming it is a false activation, we have already put ourselves behind the curve.

Every alarm deserves to be treated like the real thing until we prove otherwise.

One of the easiest ways to avoid complacency is simply by asking good questions. The information you gather before you even step through the door can shape your entire investigation.

Start with the basics. What made the occupant call 911? Who found the problem? When did the alarm begin? Has this happened before? Another great resource is the alarm company representative or building manager if they are on scene. They often have valuable information from the monitoring center, including which device activated, whether multiple devices have gone into alarm, and whether there have been previous activations. Do not overlook them. They may be able to save you time or point you toward the problem area.

On a fire alarm, find out exactly what activated. Was it a smoke detector, heat detector, pull station, sprinkler flow switch, or something else? Ask if anyone has investigated the area. Does anyone smell smoke or notice anything unusual? Have any sprinkler heads activated? Is everyone out of the building and accounted for? If the alarm company has spoken with the occupants before your arrival, ask what information they were given. A working fire does not always greet you with flames showing. Sometimes the alarm is the first and only warning you will get.

Carbon monoxide alarms deserve the same level of attention. Ask which detector activated and whether anyone inside is experiencing symptoms like headaches, dizziness, nausea, or fatigue. Find out if fuel burning appliances are operating, whether a vehicle was left running in the garage, or if any heating or ventilation work has recently been completed. Even pets acting unusually can provide valuable clues that something is not right. If the alarm is monitored, the alarm company may also be able to tell you if multiple carbon monoxide detectors activated or if this has been an ongoing issue.

Do not forget about the building itself. Is it under renovation? Has electrical work recently been done? Is there a history of nuisance alarms? These details can help explain an activation, but they should never be used as an excuse to cut corners during your investigation.

As you move through the building, keep performing your own size up. Ask yourself:

  • What do I see?

  • What do I smell?

  • What do I hear?

  • What has changed from normal?

  • Does what I am observing match the information I have been given?

Those questions should be running through your mind on every alarm, not just obvious emergencies.

And do not skip the fundamentals. Complete a 360 whenever possible. Monitor carbon monoxide levels throughout the structure when appropriate. Do not rush to reset the system before identifying why it activated. If something does not add up, keep digging. Many significant incidents begin as what everyone thought was “just an alarm.”

The best firefighters stay curious. They do not jump to conclusions, and they do not let routine calls become routine responses. Ask the occupants. Ask the employees. Ask the building engineer. Ask the alarm company. Every person on scene may have one piece of information that helps complete the picture.

The next time you are dispatched to an automatic alarm or a carbon monoxide activation, remember one simple mindset:

Treat every alarm as a real incident until you prove otherwise.

That approach keeps you asking questions, keeps your crew engaged, and just might help you catch a fire in its early stages or prevent a tragedy before it unfolds.

Eaves & Soffits Under Fire Conditions: Technical Considerations for Fireground Size-Up and Suppression

in

As firefighters, understanding eaves and soffits is critical for both structural collapse risks, fire spread and ventilation tactics. An area that could sometimes be overlooked by many firefighters starting out, these areas of building construction are incredibly important for the overall success of the incident. In addition, understanding these areas greatly assist in sound fireground size-up for developing the strategies and tactics for overall fireground success.

Eaves and soffits represent critical points in residential and lightweight construction where fire extension into the attic or cockloft can occur rapidly. By definition, eaves refer to the overhanging edges of a roof that extend beyond the exterior wall of a building. They serve both functional purposes (provide shade and rain protection) along with aesthetic purposes (design of the structure). During size-up, firefighters should evaluate these components for signs of heat, smoke, and flame impingement, as they can indicate hidden fire travel and threaten roof system integrity.

Soffits often fail early under fire conditions due to lightweight materials, ventilation openings, and limited fire resistance. In construction, soffits refer to a horizontal or slightly angled surface thar covers the underside of building components, such as eaves, arches, or balconies. They serve as both functional and aesthetic purposes on the building. When exposed to exterior flame spread such as from a porch fire, vehicle fire, or exterior siding involvement due to brush fires, heat can enter the attic void through these openings. Once fire breaches this space, it establishes a high-energy environment that can lead to rapid structural degradation, increased collapse potential, and accelerated horizontal fire spread.

From a suppression perspective, monitoring eaves and soffits is essential for controlling vertical extension. Crews should be prepared to cool exposed eaves, remove compromised soffit material for inspection, and deploy attic lines or piercing nozzles when necessary. Thermal imaging cameras (TICs) should be used to assess heat signatures along eaves but should not replace physical inspection due to insulation and ventilation baffles potentially masking fire conditions.

Command should anticipate that soffit failure may precede roof instability and communicate hazards to interior crews. Coordinated fire attack should ensure interior advancement aligns with exterior cooling efforts as it is critical to prevent fire from spreading into void spaces. Early identification and control of fire extension at eaves and soffits can preserve roof integrity, improve firefighter safety, and contain fire spread more effectively.

Eaves and soffits play a far greater role in fireground outcomes than many firefighters initially realize. Their construction, materials, and vulnerability under heat make them key indicators of hidden fire travel, structural instability, and rapid attic involvement. By integrating a thorough assessment of these components into size-up, coordinating suppression tactics to control vertical extension, and maintaining strong communication between interior and exterior crews, firefighters can significantly reduce risk and improve operational effectiveness. Mastering the behavior of eaves and soffits under fire conditions ultimately enhances firefighter safety and supports more efficient, informed, and decisive fireground operations.

Until next time, work hard, stay safe & live inspired.

Understanding Leadership Through the Eyes of a 17-Year-Old

in

I didn’t learn this lesson in a classroom or from a leadership book. I saw it at a funeral. My 17-year-old nephew passed away, and like most, I walked in expecting grief, sadness, and closure. What I didn’t expect was a demonstration of connection and leadership from a group of teenagers. After the service ended and the adults began to leave, the 17-year-olds stayed. They stayed while the dirt was placed, while the grave was finished, and while the workers packed up. When everyone else was gone, they stayed. They sat together, holding hands in silence for over an hour. It was the same the night before at the funeral home. They did not want to leave. But they stayed because they were connected to something bigger than themselves. In that moment, I realized we may be completely misunderstanding this generation.

In the fire service, we often describe Gen Z as disengaged, distracted, or lacking commitment. What I witnessed challenged that narrative. Research continues to show that Gen Z prioritizes purpose, connection, and impact over traditional motivators like salary or benefits. They are not avoiding hard work. They are avoiding work that lacks meaning. They are a generation raised in a digitally connected world but often deprived of real-world community. Because of that, they crave belonging in a way that is deeper and more immediate than generations before them. Two consistent themes show up in the data. A lack of purpose. A lack of community. Both drive dissatisfaction. If that is true, we need to ask hard questions. Are we providing either of those in the firehouse?

We pride ourselves on calling the fire service a brotherhood. A family. Something bigger than ourselves. Yet when a probationary firefighter walks through the door, we often do the opposite of what we claim to value. We isolate them. We tell them to earn their place before they can belong. We assign them tasks like coffee, dishes, and chores. Those have their place. But let’s be clear. Chores are not empowerment. They are responsibilities. They are not leadership. Somewhere along the line, we convinced ourselves that withholding connection builds toughness. What it often builds is disconnection. We are excellent at enforcing standards. We are not always intentional about creating purpose.

Every action in this job carries weight. How a firefighter pulls a line matters. How they force a door matters. How they interact with the public matters. Lives are influenced by small decisions. But are we telling them that? Are we giving them the why behind the expectation? Or are we just correcting performance without connecting it to purpose? When a firefighter only hears what they are doing wrong and never hears why it matters, engagement fades. The issue is not always capability. It is clarity and connection.

What those 17-year-olds showed me is simple. Connection does not require rank, time, or permission. It requires intentional leadership. They stayed because they felt responsible to each other. They stayed because they were part of something meaningful. That is the environment we claim to have in the fire service. Too often, we delay that experience for our newest members.We take individuals who are searching for belonging and place them into a system that withholds it. Sometimes for 12 to 18 months. Then we question why they struggle to engage.

This is not a call to lower standards or eliminate probation. Standards matter. Training matters. Accountability matters. Leadership also requires evolution. We must find a balance between discipline and connection. Between earning your place and understanding your purpose. We can demand excellence while still building inclusion. We can train hard while still reinforcing meaning. Most importantly, we can ensure that from day one, every firefighter understands that what they do matters. Not someday. Not after probation. Immediately.

We often say the next generation needs to adapt to the fire service. That may be true. Leadership demands a harder question. Are we adapting enough to lead them? If a group of 17-year-olds can demonstrate a level of connection that surpasses what we claim as a brotherhood, then maybe the issue is not their willingness to belong. Maybe it is our willingness to bring them in.

What is NFPA 1750? In Plain Language.

in

NFPA 1750 establishes a comprehensive framework for how fire departments should be organized, staffed, and deployed to protect their communities safely and effectively. It serves as a modern, consolidated standard, combining guidance from multiple legacy standards into one unified document (NFPA, 2026).

Specifically, NFPA 1750 integrates concepts from prior standards such as NFPA 1201 (organization), 1710 (career staffing), 1720 (volunteer staffing), and 1730 (community risk assessment), creating a single reference point for fire service operations (NFPA, 2026).

Why NFPA 1750 Matters

Fire departments operate in complex, high-risk environments that require adequate staffing, clear organization, and rapid deployment. Research and fire service data consistently show that insufficient staffing and poor coordination increase the risk of firefighter injury and civilian loss (NFPA, 2026).

NFPA 1750 provides a benchmark to:

  • Improve response effectiveness

  • Enhance firefighter safety

  • Align resources with community-specific risks

  • Promote consistent service delivery

Although it is not a law by itself, it is often adopted or referenced by jurisdictions, insurance rating organizations, and accreditation bodies (NFPA, 2026).

Key Components of NFPA 1750

1. Fire Department Organization

NFPA 1750 requires departments to maintain a structured organizational system with defined leadership, policies, and operational procedures.

This includes:

  • Clear chain of command

  • Written policies and SOPs

  • Defined roles and responsibilities

A structured organization ensures efficient decision-making and accountability during emergency operations (NFPA, 2026).

2. Staffing and Deployment

A central focus of NFPA 1750 is ensuring adequate staffing levels and effective deployment strategies.

The standard emphasizes:

  • Minimum staffing considerations based on incident type

  • Timely response and turnout benchmarks

  • Deployment models aligned with risk

Proper staffing is critical, as fireground tasks require coordinated team operations that cannot be safely performed understaffed (NFPA, 2026).

3. Fire Suppression Operations

NFPA 1750 outlines expectations for organized and coordinated fireground operations.

Key elements include:

  • Implementation of the Incident Command System (ICS)

  • Assignment of safety officers

  • Coordination between engine, truck, and support companies

These practices reduce confusion and improve operational effectiveness and firefighter survivability (NFPA, 2026).

4. Emergency Medical Services (EMS)

The standard recognizes that EMS is a major component of modern fire service delivery.

Departments are expected to:

  • Provide appropriately trained personnel

  • Maintain medical response capabilities

  • Integrate EMS into overall deployment models

Efficient EMS systems improve patient outcomes and overall service effectiveness (NFPA, 2026).

5. Special Operations

NFPA 1750 addresses the need for preparedness in non-routine, high-risk incidents, including:

  • Technical rescue

  • Hazardous materials

  • Large-scale or complex emergencies

Departments must ensure proper training, equipment, and staffing for these specialized responses (NFPA, 2026).

6. Community Risk Reduction (CRR)

The standard emphasizes that prevention is as important as response.

CRR efforts include:

  • Fire inspections

  • Code enforcement

  • Public education initiatives

By reducing hazards proactively, departments can lower incident frequency and severity (NFPA, 2026).

Risk-Based Planning

A key principle of NFPA 1750 is community risk assessment.

Departments should evaluate:

  • Population size and demographics

  • Building construction and occupancy risks

  • Historical call data

  • Geographic and resource distribution

This approach ensures that staffing, station placement, and apparatus deployment match real-world risks rather than assumptions (NFPA, 2026).

Leadership and Accountability

NFPA 1750 places responsibility on fire service leadership to ensure compliance and effectiveness.

Leaders must:

  • Allocate appropriate resources

  • Establish and enforce policies

  • Monitor performance and outcomes

  • Prioritize firefighter health and safety

Strong leadership is essential to maintaining a professional, consistent, and accountable fire department (NFPA, 2026).

Conclusion

NFPA 1750 represents a significant advancement in fire service standards by creating a single, comprehensive framework for organization and deployment.

Its primary goals are to:

  1. Ensure departments are properly structured

  2. Provide adequate staffing and response capabilities

  3. Promote risk-based decision-making

  4. Enhance both firefighter and public safety

In plain terms, NFPA 1750 defines what it takes to run a fire department that is prepared, effective, and safe in today’s environment.

References

  • National Fire Protection Association. (2026). NFPA 1750: Standard on Fire Department Organization and Deployment.

  • National Fire Protection Association. (2020–2024). NFPA 1201, 1710, 1720, and 1730 (legacy standards consolidated into NFPA 1750).

What This NFPA 1710 Graphic Really Means. In Plain Language.

in

Scroll past the politics, the arguments, and the social media hot takes, and this graphic on NFPA 1710 is saying something very simple:

Structure fires utilize people, a lot of them, and they’re needed early.

This image summarizes staffing requirements from NFPA 1710, the national standard that defines minimum staffing and deployment levels for career fire departments. Not ideal staffing. Not best-case staffing. Minimum staffing required to operate safely and effectively.

Yet these numbers are often misunderstood or dismissed. So let’s break down what this graphic actually means, with direct references to the standard itself.

What Is NFPA 1710?

NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments

NFPA 1710 establishes requirements for:

• Staffing

• Deployment

• Response times

• Fireground operations

The intent is to ensure departments can perform multiple critical fireground tasks simultaneously, not sequentially. This intent is clearly stated in Section 1.2, which emphasizes the standard’s role in protecting life and property through effective deployment.

Why “Initial Full Alarm Assignment” Matters as per NFPA 1710 §5.2.4.

The staffing numbers in the graphic refer specifically to the initial full alarm assignment, defined in Section 5.2.4 (Fire Department Service Deployment). This does not mean the total firefighters eventually on scene, mutual aid that arrives late, or the staffing after the fire has grown. It means the number of firefighters who must arrive soon enough to affect the outcome.

Fireground tasks don’t wait. Delays in staffing lead directly to advanced fire growth and delayed primary searches which inadvertently increases risk to civilians and firefighters alike.

Company Staffing Still Applies as per NFPA 1710 §5.2.3

Even with these deployment numbers, NFPA 1710 still requires a minimum of four firefighters per engine company. (§5.2.3.1). The standard is clear. You cannot meet deployment objectives without adequate staffing on each apparatus, not just overall headcount.

Breaking Down the Staffing Numbers (With Citations)

Single-Family Dwelling — Minimum 14 Firefighters

NFPA 1710 §5.2.4.1

This applies to a typical:

• Two-story

• ~2,000 sq ft

• Single-family dwelling

• No basement

• No exposures

These 14 firefighters are required to simultaneously perform:

• Incident command

• Fire attack

• Primary search

• Ventilation

• Forcible entry

• Water supply

• Rapid Intervention Crew (RIC)

• Safety and accountability

If an aerial device is used, staffing increases to 15 members. This is not excess staffing, it is task-based staffing.

Garden Apartments & Open-Air Strip Malls — Minimum 27 Firefighters

NFPA 1710 §5.2.4.2 and §5.2.4.3

These occupancies introduce:

• Increased square footage

• Higher occupant loads

• Longer hose stretches

• Complex layouts

• Greater fire spread potential

The standard requires 27 firefighters, or 28 if an aerial device is used, to support:

• Multiple attack lines

• Multiple search teams

• Ventilation operations

• Command, safety, and accountability

• Crew rotation due to fatigue

Trying to manage these buildings with significantly fewer firefighters does not reduce risk but it compounds it.

High-Rise Fires — Minimum 42 Firefighters

NFPA 1710 §5.2.4.4

A high-rise is defined as a building with the highest occupied floor more than 75 feet above the lowest level of fire department vehicle access (NFPA 1710 §3.3.24, High-Rise Building).

High-rise fires require:

• Staging

• Lobby control

• Stairwell management

• Fire attack above grade

• Search and rescue

• Medical operations

• Continuous crew rotation

NFPA 1710 requires:

• 42 firefighters, or

• 43 if the building is equipped with a fire pump

High-rise operations are manpower-driven by necessity, not preference. Additional Resources would be needed for Higher Hazards NFPA 1710 §5.2.4.5.

The standard also states that if an occupancy presents hazards greater than those listed in §5.2.4, the department shall deploy additional resources on the initial alarm.

In other words, these numbers are not ceilings but rather they are baselines.

Fewer Firefighters Doesn’t Mean Less Work

NFPA 1710 is built on a critical assumption that fireground tasks occur simultaneously. When staffing is reduced when tasks are delayed, firefighters remain inside longer, fatigue increases, decision-making suffers, and therefore injury and LODD risk increases.

The standard recognizes that workload does not shrink when staffing does.

This Is Not a “Gold Standard". NFPA 1710 is often labeled as aspirational. The document itself proves otherwise. It establishes minimum deployment levels required to:

• Control risk

• Protect civilians

• Protect firefighters

• Sustain operations safely

Operating below these levels is not aggressive. It is structurally unsafe. So here's the bottom line. This graphic is not controversial, it is factual.

NFPA 1710 shows that:

• Firefighting is a team operation

• Staffing is a safety issue

• Staffing is a performance issue

• Adequate staffing directly affects outcomes

You don’t defeat fire with slogans or tradition. You defeat it with trained firefighters, arriving early, in sufficient numbers. That’s exactly what this picture is telling us backed by the standard.

Until next time, work hard, stay safe & live inspired.

Firefighter Roof Operations Involving Air Handling Units

in

Many commercial roofs have air handling units (AHUs) located on them, which can complicate firefighter roof operations due to their operation and weight. Understanding AHUs and planning accordingly may be critical for safe and effective operations.

What is an AHU?

Every building requires mechanical (HVAC) systems to be habitable. Depending on a building’s occupancy, mechanical systems serve different functions. They keep the occupants of buildings comfortable and can provide environmental protection from a process or transfer of heat.

AHUs are part of the mechanical system of a building. Their function is to heat, cool, filter, and humidify the air and then distribute that air throughout the building. They come in many different shapes and configurations, from large custom units to small “packaged” type units. Being able to recognize them and understand their operation can be important for firefighter operations.

Pre-Incident Planning

Firefighters can use satellite imagery and building plans to identify AHU locations. At the very least, this technique can be used to determine rooftops that are worth investigating to gather intel on the equipment on the roof. Coordinating with code enforcement for obtaining plans and construction updates can also be beneficial. In addition to AHU locations, firefighters should know roof access points, utility shut-offs, and structural high weight load areas. If you notice new rooftop equipment being installed, try to confirm that the work is being done with the proper engineering and permitting.

Initial Size-Up

Upon arrival at a scene requiring roof operations where AHUs are present, the incident commander and roof team must conduct a comprehensive size-up to include the following:

• Determine fire location relative to AHUs

• Assess roof integrity, especially near heavy units

• Watch for smoke movement through penetrations or ductwork

• Check for energized equipment and potential utility leaks (gas, refrigerant, water)

Key Hazards

Roof operations near AHUs present a distinct set of hazards that require attention. Firefighters should consider the risks below during operations:

• Collapse risk from fire-weakened supports or ponding water

• Trip/fall hazards from cluttered, uneven surfaces

• Electrical shock from energized components

• Chemical exposure from damaged units

• Mechanical hazards from moving parts or residual heat

• Poor visibility due to smoke, weather, or night conditions

Tactical Objectives

Firefighter objectives during roof operations involving AHUs typically include:

• Ventilate effectively in coordination with interior crews

• Preventing fire spread through ductwork

• Shut down utilities if safe

• Protect adjacent AHUs and rooftop exposures

Operational Guidelines

During rooftop operations involving AHUs, crews should gain access to the roof using designated, predetermined access points, when available, and always don full PPE. Locations of AHUs, roof penetrations, disconnects, and visible hazards should be identified. If fire is threatening the AHU, secure the electrical disconnect and any fuel or refrigerant shut-offs if safe to do so. If the fire involves the AHU itself, be prepared for electrical arcing and pressurized leaks. Periodically reassess roof conditions for sagging, spalling, or moving near heavy units. Perform vertical ventilation at locations away from HVAC equipment, because this could spread fire to areas of the building that aren’t involved in the fire. Roof crews should maintain radio contact with interior and command teams to communicate ventilation openings and utility shut-offs with all crews. Be mindful of exit routes in case conditions deteriorate quickly. Assign someone to monitor fire conditions and/or structural stability deformities if possible.

Special Considerations

Special considerations for rooftop operations include several aspects. Lightweight roofs fail more quickly when exposed to fire. The presence of multiple pieces of equipment (AHU’s, fans, condensers, solar panels, etc) can hinder movement. Weather can increase slip hazards, and darkness can hide visible risks.

Training

Fire departments should incorporate AHU-specific roof operations into their ongoing training programs. Practice identifying AHUs and their associated hazards on actual rooftops, review procedures for isolating utilities, plan ventilation tactics, and discuss rescue operations for a firefighter who has become injured on the roof.

Conclusion

Roof operations involving AHUs can be challenging. Success depends on planning, scene assessment, execution, and training. By understanding the unique risks posed by AHUs and employing the right preparation and tactics, firefighters can operate safely and effectively in these complex environments.

The Ride Back: How 5 Minutes Can Shape a Crew

in

The world has changed, and with it, the fire service. Technology has reshaped the modern fireground in ways we could not have imagined even a decade ago. Thermal imaging, improved data, drone operations, and real-time information sharing now give us faster and more accurate situational awareness than ever before.

One piece of technology more than any other has accelerated the spread of information: the cell phone. It has connected firefighters across the country, sharing training ideas, leadership lessons, and access to people we never would have reached before. But that same acceleration has a cost. The pendulum has swung hard in the other direction. We are more connected than ever, yet increasingly absent from the people sitting next to us—sometimes even in the cab on the way to the call.

Social media is often labeled a distraction, and at times it is. But it does not infect one generation more than another, as is so often claimed. If anything, the younger generation is simply more comfortable navigating it. What concerns me more is what happens during the quiet moments of the job.

Those stretches of time that once belonged to conversation, storytelling, debate, and mentorship. In the cab on the way back from a call. In the station between runs. Around the kitchen table. What once held shared experience now too often feels like isolation. We retreat into our own digital worlds, chasing the small dopamine hits we have all grown accustomed to.

But within that shift, I see an opportunity.

Leadership is often imagined on a big stage, in front of large crowds, attached to big and important topics. That version of leadership is visible, but it is not where culture is built. Real leadership does not crash into an organization. It seeps into it through small, ordinary moments.

It looks for chances to shape tone, steady direction, and point people back toward the mission.

Because here, in the middle of the organization, the most important work is done. This is where operational culture is driven. This is where influence actually exists. This is where vision is built.

Officers and senior firefighters should recognize these moments and take advantage of them. A simple question after a call can open the door to learning. What worked? What didn’t? What would we do differently next time, if anything? These conversations do not need to be formal or lengthy. They create space for younger firefighters to ask questions, think critically, and better understand both the craft and the responsibility of service. This is how culture is passed down.

The same way it was handed to us. Not through policy. Not through memos. But through conversation, mentorship, and the decision to stay present instead of drifting into distraction.

If we are looking for a way to bring some of that culture back, we do not need to invent anything new. We just need to reclaim the moments we already have. One of the most overlooked and accessible training opportunities sits right in front of us on every call: the ride back to the station.

It requires no scheduling, no planning, and no buy-in beyond intention. Everyone is already there. No one can leave. There are no competing meetings, no emails to answer, no side projects pulling attention away. It is one of the few guaranteed windows in the shift where a crew is together and focused on the same experience. We should not let that time disappear into silence or distraction. Put the phones away. Do not miss the lesson rolling past you.

One of the most powerful uses of that time is district familiarization. Every block you pass offers an opportunity for discussion. A company officer can point to a structure and engage the crew.

What type of building is that? What are the access challenges? Where would you spot the first-due engine or truck? What does your hose stretch look like from that corner? If this were aworking fire, where do you expect fire travel, and where do you want crews operating?

Construction type. Setbacks. Access. Water supply. Sometimes the best outcome is simply recognizing a building worth stopping at later for a closer look.

The ride back also provides a low-pressure opportunity to build driver and district proficiency.

Take a different route home, not randomly, but deliberately. Explore tight streets, alternate approaches, and areas that are rarely used on routine responses. Ask the backseat to call out hydrants, dead ends, or overhead obstructions. Ask the driver why they chose one route over another. Turn it into a problem-solving exercise rather than a test. What changes if we are second due? What changes if the truck is coming from a different direction? What changes at night?

These small repetitions build spatial awareness that only comes from moving through the district with intention. We need to get our heads out of our cellphones.

Finally, the ride back is an opportunity for immediate after-action discussion. Not a critique. Not a formal breakdown. Just a simple crew reflection while the call is still fresh. What went well?

What surprised you? What would you do differently next time? These short conversations normalize learning and reinforce that improvement is part of the job. It is important that these discussions are not only reactions to failure. They should also acknowledge what went right.

They give newer firefighters permission to think out loud and process decisions before habits harden.

None of this takes long. Five minutes is enough. Ten minutes is a gift. The value is not in how much you cover, but in how often you choose to engage. When crews expect the ride back to include conversation, awareness follows. Learning follows. Culture follows. When we miss that window, we miss more than time. We miss a chance to turn routine responses into deliberate development. That choice presents itself on every call. The question is whether we are intentional enough to take it.

Authored by:

Mike Elhini - Front Seat Academy

Marc Symkowick - The Holdfast Project

Borrowed Authority: The Weight of the Temporary Seat

in

The first time you act up as an officer, you notice the change. The energy shifts the moment you walk into the app bay and drop your gear. The day just feels different. You move a little quicker. You think a little deeper. And before you know it, you’re waiting for that first call to come in. By lunch, you’ve probably checked your phone a hundred times — just waiting. You even catch yourself thinking, “We’re going to get something today.” That’s the magic of the acting position. For a short while, you’re stepping into the role that embodies everything you’ve worked for, eager to show you’re ready for it.

Acting up is a milestone. Embrace it. Whether it’s for a few hours or a full shift, the opportunity means someone believes you are capable of the responsibility. As an acting officer, you finally get to turn all that watching and training into action. You finally get to live it. Set the plan, make the assignments, and manage the tempo. Absorb every minute of it. It’s an opportunity to discover where decisiveness meets thoughtfulness. Where leading with confidence meets listening with humility. And where earning respect meets consistency and trust. Don’t waste this opportunity hiding in the office. The administrative side can wait. Spend this time with your crew.

However, there’s a darker side you need to pay attention to. You’re still part of the crew, but you’re not one of them in the same way anymore. The defining paradox of borrowed authority lives in the shift between today and tomorrow. One day you’re part of the crew, and the next, you’re responsible for it. That’s a hard balance for anyone to manage. It’s subtle at first. The change in how people look at you. A simple pause before a joke, or maybe it’s the shift in tone at the kitchen table. It’s not distance born from disrespect. It’s uncertainty. Everyone’s figuring out where the lines are now, including you. It’s uncomfortable, but that discomfort is the forge where credibility is built.

When I was first given my temporary acting assignment, I was placed in the same firehouse where I’d been working as a firefighter. Same station. Same crew. Same people I’d been side by side with the entire year. They never treated me any differently, but I still felt the shift. The responsibility was real now, and I knew the expectations that came with it. I caught myself paying closer attention to my words, my tone, and my presence.

To lead effectively in the acting role, you must change the way you see the job. The real work doesn’t happen on the days you’re in charge. It happens on the days you’re not. That’s when your mindset and attitude quietly build the trust you’ll need when it’s your turn in the seat. This is the classic definition of leadership capital. It’s the credibility you build that accumulates over time. Acting up isn’t just about covering a seat; it’s about shaping a culture. If we treat those moments like placeholders, we lower the standard. But if we take them seriously, we raise the bar for the next person who steps in.

At the end of the day, it’s about ownership. The second you crack open that task book, you’ve declared that you want the responsibility. From there, every move you make should prove you’re ready for the seat, not just waiting for it. This isn’t an à la carte menu where you uphold policies one day and ignore them the next because you’re not bumped up. You don’t get to turn leadership on and off when it’s convenient. The temporary acting assignment might only last one day, but the lessons and reputation you build will follow you for the rest of your career.

The Fire Suppression Mindset

in

In the world of firefighting, there’s no such thing as perfect conditions. Smoke, heat, chaos, and unpredictability define the job. That is why fire suppression isn’t just a task but a mindset.

Hear me out. We don’t wait for perfect conditions. We make them better.

Fire doesn’t pause for us to plan. It grows, it evolves, and it destroys. Those who wait get left behind or worse, overrun. Fire suppression demands decisive action and calculated aggression. We don’t control the conditions we enter—but we can control how we respond.

That’s the core of the fire suppression mindset: create order out of chaos. Make things better by moving with purpose, not hesitation. The fire doesn’t back down and neither do we. As we know and I have said many times, every fire is different. Every layout, incident and hazard present its own set of problems. But the mission remains the same: protect life, preserve property, stabilize the incident and dominate the fire.

This job doesn’t allow for fear-based hesitation. It demands a relentless mindset. A minset one where backing down is not an option. We push forward with purpose because lives depend on it.

Aggressive But Calculated

We hit it hard and fast but we don’t act recklessly. We know our tools, we understand the flow path and we make decisions based on training, experience and instinct. Controlled aggression is what stops fire in its tracks.

Disciplined Under Pressure

When the heat rises, emotions follow. But discipline is what separates elite fireground performance from disorganized chaos. Staying calm and focused in the storm saves lives, ours and theirs.

Committed to the Mission

This isn’t just a job, it’s a calling. Firefighters who embrace the suppression mindset know that we train for worst-case scenarios so we can operate at our best when it matters most.

Fire Suppression is more than a knockdown, it’s a mindset. Fire suppression isn’t just about flowing water. It’s about preparation, grit, and refusing to settle for mediocrity. Whether you're first due on the nozzle or coming in second due as a backup line, this mindset defines how you approach the incident, your crew, and yourself.

Stay aggressive. Stay sharp. Stay committed.

Because when the alarm drops, you bring the fight.

Until next time, work hard, stay safe & live inspired.

Building a Repeatable Growth Model (RGM) in the Fire Service

in

In firefighting, consistency saves lives. Whether it’s pulling hose, conducting a primary search, or commanding a structure fire, we rely on repeatable actions under pressure. But what about developing firefighters themselves? What about growing officers, strengthening crews, and building leadership? That’s where the Repeatable Growth Model (RGM) comes in.

An RGM for the fire service is a structured, scalable way to develop personnel, improve operations, and grow leadership—consistently and predictably across your department.

What Is an RGM in the Fire Service?

A Repeatable Growth Model is a system that ensures:

  • Firefighters grow with purpose and direction

  • Officers are built through training, mentorship, and challenge

  • The department operates with consistent expectations and standards

  • Leadership capacity increases without depending on chance

It’s about creating an environment where growth is not optional—but expected, and where success is measurable, trainable, and repeatable.

Six Pillars of a Fire Service RGM

1. Clear Standards and Expectations

The foundation of any high-performing organization is clarity. Every rank—firefighter, engineer, officer, chief—should know:

  • What’s expected

  • How success is measured

  • How they can move to the next level

This includes well-written SOPs/SOGs, job performance requirements, and task books that are actively used, not just filed away.

2. Structured Training Progression

Training should be layered, logical, and progressive:

  • Probationary firefighter: Basic tactics and crew operations

  • Senior firefighter: Advanced fireground leadership, RIT, mentoring

  • Officer candidate: Command simulations, personnel management, public interaction

Repetitive exposure to realistic scenarios builds confidence and competence.

3. Mentorship & Coaching Systems

You can’t scale growth without leaders who know how to develop others.

  • Pair new members with proven mentors

  • Train officers to give constructive feedback and act as coaches

  • Make feedback expected, not feared

A strong mentorship culture turns experience into a multiplier.

4. Leadership Pipeline

Officers shouldn’t be chosen because “it’s their turn”

Instead, develop a repeatable path to promotion, such as:

  • Formal officer academies

  • Acting officer opportunities

  • Peer leadership programs

  • Leadership simulations (e.g., tabletop, ride-alongs with command officers)

If you want better officers, build them, don’t just promote them.

5. Performance Review & Feedback Loops

Performance evaluations shouldn’t just be administrative.

They should:

  • Reinforce accountability and progress

  • Identify areas of strength and growth

  • Be backed by observable behaviors, not opinions

  • Happen consistently, not just annually

Honest feedback helps people grow. Silence does not.

6. Mission-Driven Culture

Finally, none of these works without a shared purpose.

  • Every firefighter should know the “why” behind the standards

  • Core values like service, humility, grit, and teamwork must be modeled

  • Leadership should constantly tie growth back to mission readiness and public trust

Culture eats policy for breakfast. So, build one that drives your growth forward.

Why RGM Matters for Your Department

Without a structured growth model:

  • Training is inconsistent

  • Promotions feel political

  • Morale and performance drift

  • You lose good people to stagnation or frustration

With an RGM in place:

  • Firefighters know how to grow

  • Officers are built, not guessed

  • Culture is consistent, not chaotic

  • Operational performance improves

What a Simple RGM Can Look Like

Stage

Repeatable System Example:

  1. Recruit Onboarding

    12-week academy + post-academy mentor checklist

  2. Probation Phase

    90-day evals + structured skill progression throughout first year

  3. Continuing Education

    Annual training calendar + company-level drills

  4. Officer Development

    In-house leadership school + acting officer assignments

  5. Succession Prep

    Command simulations + 360-feedback + coaching

Ready to Build an RGM for Your Fire Department?

Start small. Pick one area to standardize—probationary training, officer development, mentorship—and build from there. Growth doesn’t have to be overwhelming. It has to be repeatable.

If you're a training officer, chief, or aspiring leader, I’d be happy to help you map out your department’s version of an RGM—from templates and evaluation forms to leadership curriculum and SOPs.

Because better firefighters don’t happen by accident. They happen by design.

Until next time, work hard, stay safe & live inspired.

The First Five Minutes: Why Early Decision-Making Shapes the Fireground

in

Fires are often won or lost before the first line is charged. Those opening moments dictate everything that follows, setting the rhythm and direction of the incident. It doesn’t matter if you’re the chief officer establishing command, a captain or lieutenant giving assignments, or the firefighter riding the seat, sizing up what you’re about to walk into; every decision and every action in those first five minutes carries weight. The fireground is unforgiving, and small choices can snowball into either success or failure. The purpose of this article is simple: to highlight why disciplined decision-making in the earliest moments matters most. By focusing on clear size-ups, solid communication, and tactical priorities, we can transform the chaos of arrival into coordinated action that keeps our people safe, saves lives, and puts us in the best position to succeed.

The Importance of the Initial Size-Up

When the first-arriving officer pulls up, the size-up becomes the foundation for every move that follows. The first question is always fire conditions: is fire showing, and if so, where is it located? The answer dictates immediate priorities. Just as important is the type of building you’re facing: commercial or residential, single-family home or multi-story apartment, suburban sprawl or dense urban block. Construction and layout have a direct influence on fire spread, collapse potential, and access points. Occupancy and time of day add another layer of complexity. In a residential community, a daytime fire might mean fewer people home but a pet left behind, while a nighttime fire almost guarantees occupied houses and apartments. Commercial occupancies flip that script. Daytime hours often involve heavy staffing and a high civilian presence. At the same time, nighttime may reduce the number of people inside, but it still requires a cautious search for late workers or security personnel. Each factor —construction, occupancy, and timing — paints a picture that shapes the first critical choices in the opening minutes.

That initial size-up isn’t complete without a full 360° walk-around when possible. This quick but deliberate lap gives the officer information that may not be visible from the front seat. Look for hints of fire showing from hidden sides, smoke pushing from eaves, or heat patterns on windows. Scan for victims at windows or balconies signaling for help, because their location will dictate the most urgent tactics. Identify all available means of access and egress, including front doors, rear doors, side entries, fire escapes, and even basement walkouts, that may serve either crews making entry or civilians trying to exit. These observations aren’t just boxes to check; they form the blueprint for how the first five minutes will unfold. A strong 360 turns guesswork into informed decision-making, which is exactly what the fireground demands.

Communication Sets the Tone

Clear, confident communication in the first minutes sets the tone for the entire incident. The first-arriving officer must establish command and relay conditions to incoming units in a way that paints the picture. A strong initial radio report should cover conditions, actions, and needs, for example, “Engine 1 is on scene with a two-story residential, heavy smoke showing from the second floor, stretching a line for interior attack, start me a second truck.” Simple, direct, and decisive. Not every decision will be perfect, but the fireground demands that officers stand by their calls and remain accountable for their actions. Mistakes can and do happen, and while they carry consequences that may cause injury or worse, consistent training sharpens judgment and improves the odds of making the right decision when it counts most.

The absence of clear communication breeds chaos. Crews left guessing may charge in without direction, leading to confusion, duplication of effort, and uncontrolled actions. While freelancing has its place and can be effective when done with experience and purpose, it’s not a substitute for clear leadership and strategy. Ultimately, effective communication ensures that every action taken on the fireground aligns with a single, unified goal.

Priorities in the First Five Minutes

Once size-up and communication are established, the first five minutes must focus on setting clear priorities. Every incident should be guided by the same objectives: ensuring life safety, stabilizing the incident, and preserving property. These aren’t just phrases we repeat in training; they’re the core of why we do what we do. They give order to the chaos and ensure that every company’s actions are pointed in the same direction.

From there, tactics must align with the conditions. The choice between offensive and defensive mode sets the entire strategy. Every effort should be made to initiate an offensive attack, as it saves lives. Some call it “aggressive firefighting.” I call it firefighting because that’s how the job should be done. That said, there are moments when the fire dictates a defensive start. Suppose flames are erupting from every window and structural integrity is already compromised. In that case, you may have no choice but to begin defensively and reassess whether conditions allow for a transition inside. Still, remember this hard truth: if you’re choosing to go defensive on a building that appears vacant, it remains occupied until the fire department proves otherwise.

Priorities also hinge on coordination between engine and truck companies. Ventilation must be timed with fire attack, and the truck should be relaying conditions back to the engine as they locate the seat of the fire. Poor coordination here wastes energy, creates dangerous fire behavior, and slows victim removal. Equally important is ensuring water supply and access. Establishing a reliable source from the start keeps the attack moving forward and prevents crews from being caught without protection.

When these early objectives are clearly laid out, the fireground runs more smoothly. Crews know their assignments, companies support each other’s efforts, and valuable minutes aren’t lost to duplication or hesitation. The difference between success and disaster often comes down to those first five minutes being driven by decisive, coordinated priorities.

Avoiding Pitfalls of Poor Early Decisions

The quickest way to lose control of a fireground is through poor decisions made in the opening minutes. Rushing in without a plan, overcommitting resources to the wrong tactic, or treating a “routine” fire with complacency can all set the stage for failure. Once those first five minutes are wasted, recovery becomes far more difficult, often forcing command to play catch-up while conditions worsen. This is also where critical thinking plays an important role. Slowing down just enough to assess, process, and make calculated decisions ensures that every move is deliberate and supports the bigger picture. A disciplined approach in the beginning isn’t about hesitation; it’s about making sure every action counts.

Training for the First Five Minutes

The best way to prepare for the pressure of those opening minutes is to train for them. Company drills should go beyond stretching lines or throwing ladders; they should simulate rapid size-ups, quick initial decisions, and the kind of immediate actions that mirror a real first-due arrival. These scenarios train firefighters to think quickly, communicate effectively, and act decisively when the tones drop.

Incorporating “first due” simulations into training brings a sense of realism that builds confidence. Practicing engine stretches, truck placement, and giving initial radio reports in a timed environment helps crews develop muscle memory while sharpening their ability to adapt to changing situations. The more realistic and fast-paced the drill, the better prepared a company will be when the real thing happens.

Training also needs to focus on leadership development. During specific scenarios, allow lieutenants to act as captains and captains to act as chiefs. This not only prevents complacency but also gives officers a clearer understanding of what others in the chain of command are looking for. By stepping into those roles under stress, they learn to anticipate needs, appreciate the bigger picture, and prepare themselves for future promotions. Building this kind of depth ensures that when it’s their turn to lead in those first five minutes, they’ll be ready.

Bringing It All Together

The fireground is shaped in its first five minutes. From the moment the first unit arrives, size-up, communication, and tactical priorities dictate whether the incident moves toward order or chaos. Strong decisions in those early moments create a foundation for coordinated operations, while poor choices can leave crews scrambling to recover. That’s why critical thinking, disciplined action, and a commitment to training are so vital. By drilling realistic scenarios, practicing rapid size-ups, and preparing officers at every level to think critically and proactively under stress, we give ourselves the best chance to succeed. At the end of the day, the first five minutes belong to those who are ready to lead, prepared to act, and committed to making every move count for our crews, the victims we serve, and the communities that depend on us.


What is Your Reason? A Firefighter’s Reflection on Purpose, Passion, and Perseverance

in

In the fire service, we pride ourselves on being ready for anything — chaos, crisis, catastrophe. But behind every call we run, every drill we sweat through, and every sleepless night spent under fluorescent lights… there’s a deeper question we all need to answer:

“What is your reason?”

Not just why you became a firefighter — but why you stay. Why you show up early, train harder, push further. Why you take the hard calls personally, and the easy days humbly.

Maybe your reason is your family — the ones you kiss goodbye before every shift, knowing each one might be different. Maybe it’s your crew — the people who’ve got your back in zero visibility and life-or-death moments. Maybe it’s duty — a calling to serve when others run. Or maybe it’s growth — becoming stronger, sharper, and more disciplined with each challenge.

The fire service will test you. It will stretch your limits. It will expose your weaknesses. It will humble your ego. But your reason — your why — will anchor you. It’s what keeps you from quitting when you're broken, what gets you up when you're tired, what reminds you that you are part of something much bigger than yourself. And beyond the firehouse, this mindset applies to life itself.

We all face our own “burning buildings” — stress, loss, fear, failure. We all fight unseen battles. We all have moments where quitting feels easier than continuing. But purpose makes the pain worth it.

Reason gives resilience. So ask yourself — Why do you do what you do? What legacy are you building? Who or what are you fighting for? Whether on the fireground or at home, know your reason.

Let it shape your mindset. Let it lead your actions. Let it define your story.

Because when the heat turns up — in life or in the job — your reason is the only thing that will keep you moving forward.

Until next time, work hard, stay safe & live inspired.

BLEVE Hazards and Mitigation: Understanding Boiling Liquid Expanding Vapor Explosions Part 2 – The Mitigation

in

This is the second part of our blog series about BLEVEs, where we will discuss ways firefighters can mitigate the associated hazards. 

Strategies for Firefighters

Preventing BLEVE incidents and minimizing their impact requires a comprehensive approach. The first step is through risk assessment and pre-incident planning. Get out in your first due and identify locations with BLEVE potential (garages, storage yards, industrial facilities). You should conduct pre-incident surveys and coordinate with owners and facility operators about vessel types and containment systems. If operating at a commercial/industrial facility, ensure emergency plans are available and up to date. If it is a residential or light commercial facility where the tank may be rented from a fuel supplier, consider requiring a way for the name of the company and contact information to be obtained without having to approach the container. There is a good chance the name will be on the tank for advertising purposes. However, the name may not be there, has degraded over time due to the elements, or it is not visible due to active fire. The tank company could be a resource for information regarding operations or overhaul. 

Maintain disciplined scene management and determine a safe approach route. Establish your hot zone based on vessel size. The Emergency Response Guidebook (ERG) has a section towards the back regarding BLEVE safety and provides suggested fireball size, evacuation distance, and cooling water flow. Consider having this zone predetermined on a case-by-case basis and available in pre-plan information. Strict access control must be employed, and civilians and non-essential personnel need to be evacuated beyond the projected hazard radius. Approach to a vessel should be made from an upwind and uphill position to reduce exposure to vapor and projectiles. It has also been suggested that an approach should not be made straight onto the end caps for safety in the event of a tank deflagration. Firefighters should attempt to make use of any available cover, such as barriers, apparatus, or terrain, when operating near vessels at risk.

A large quantity of water will be required to cool exposed vessel surfaces. The application of water should be focused on the vapor space above the liquid, where the metal is most vulnerable. Avoid directing water directly at a leak as this may cause freezing of the water. Firefighters should continually monitor the vessel temperature with thermal imaging cameras to assess cooling effectiveness and identify an increase in temperature. Do not attempt to extinguish the fire at the base of the vessel until cooling is assured and venting from relief valves has stabilized. If cooling is not effective or container deformation is observed, withdraw to a safe distance immediately.

Pressure relief valves are the first line of defense against a BLEVE. Having a relief valve “blow off” excess pressure is not a bad sign. They are safety devices designed to automatically release excess pressure from a vessel to prevent pressure from rising to dangerous levels. They are set to open at a predetermined pressure and then close once normal conditions are restored. They will cycle between being open and closed if the tank cannot be sufficiently cooled. However, while the PRV vents pressure, it does not prevent the BLEVE itself. This cycling of venting is an indication that more liquid is being converted to a gaseous state. The venting reduces the liquid level, which exposes more of the vessel's metal to heat, potentially weakening it and increasing the likelihood of a BLEVE.

Avoid direct intervention on vessels showing signs of imminent failure.

Firefighters should wear full turnout gear and SCBA when operating near vessels at risk of BLEVE. Apparatus should be positioned outside of the hazard zone to prevent loss of or damage to vehicles and equipment.

Conclusion

BLEVEs are among the most dangerous situations firefighters may encounter. These events combine explosive force, intense heat, and unpredictable projectiles. To mitigate these hazards, firefighters must prioritize knowledge, preparation, and strict adherence to safety protocols. By conducting risk assessments, undergoing proper training, using protective equipment, and taking decisive action, firefighters can significantly reduce risks to themselves and the public. Maintaining vigilance and respecting the tremendous power of pressurized vessels is essential for a firefighter's defense against the threat of a BLEVE.

Understanding Fire Behavior for Today's Firefighters

in

Fire behavior is one of the most critical areas of knowledge for any firefighter. It directly impacts decisions on the fireground and is key to ensuring the safety of personnel and the effectiveness of tactical operations. At its core, fire requires three essential components to exist—heat, fuel, and oxygen—collectively known as the fire triangle. However, to truly understand fire behavior, we must go a step further and include the chemical chain reaction, forming what is called the fire tetrahedron. This reaction sustains combustion, and disrupting any one of these elements will lead to fire extinguishment.

Fires progress through a predictable series of stages: the incipient stage (initial ignition with minimal visible signs), the growth stage (where the fire begins to intensify and spread), the fully developed stage (maximum heat release and flame spread), and the decay stage (where fuel and oxygen begin to run out). Each stage presents unique threats and demands a specific tactical approach. Recognizing and anticipating these transitions is crucial for safe entry, ventilation timing, and suppression tactics.

Among the most dangerous phenomena firefighters may encounter are flashover, rollover, and backdraft. Flashover is the near-simultaneous ignition of all combustibles in a space due to high temperatures and thermal radiation. Rollover is the ignition of hot gases that have risen to the ceiling, often a precursor to flashover. Backdraft is an explosive event caused by the sudden reintroduction of oxygen into a superheated, oxygen-deprived environment. All three present extreme danger and require situational awareness and early recognition.

Smoke itself is an invaluable indicator of fire conditions. Its color, velocity, volume, and density can provide early clues to fire location, intensity, fuel type, and potential hazards. Light-colored smoke may indicate early-stage fires or clean-burning fuels, while dark, turbulent, fast-moving smoke suggests high heat and dangerous fire growth. Reading smoke is an essential skill that gives firefighters an edge in identifying flashover conditions, collapse zones, and points of safe or unsafe entry.

Fire spreads in three primary ways: conduction (heat traveling through solid materials like metal beams), convection (heat and gases moving upward through open spaces and ventilation paths), and radiation (heat traveling through space and igniting surfaces at a distance). Understanding these modes of fire travel is essential when assessing fire spread potential, protecting exposures, and predicting the fire’s next move.

In today’s fire environment—fueled by synthetic materials and affected by lightweight construction—the speed and severity of fire growth are greater than ever before. This reality demands not just physical readiness but also a mental and strategic understanding of how fire behaves. Firefighters must approach each incident with a trained eye, constantly evaluating smoke conditions, building construction, ventilation profiles, and environmental factors like wind.

Ultimately, fire behavior is not just a theoretical subject—it’s a life-or-death factor on every scene. By studying it, drilling it, and applying it, we increase our operational effectiveness, protect our crews, and uphold our mission to save lives and property. The fireground is dynamic and unforgiving, but through knowledge, preparation, and observation, we can meet its challenges head-on.

Until next time - work hard, stay safe & live inspired.

BLEVE Hazards and Mitigation: Understanding Boiling Liquid Expanding Vapor Explosions Part 1 – The Hazards

in

Introduction to BLEVE

A Boiling Liquid Expanding Vapor Explosion (BLEVE) is one of the most catastrophic and dangerous events firefighters can encounter. The threat presents itself when responding to incidents involving pressurized containers of flammable or non-flammable liquids. BLEVEs can result in devastating blast effects, intense thermal radiation, and the violent scattering of container fragments. Understanding the hazards that BLEVEs present and how to mitigate them is essential for the safety of firefighters and the public.

What is a BLEVE?

A BLEVE occurs when a vessel containing liquid at a temperature above its boiling point at atmospheric pressure ruptures. Upon sudden loss of containment, the superheated liquid rapidly vaporizes, expanding with explosive force. This phenomenon is most commonly associated with liquefied gases under pressure.

Hazards Associated with BLEVE

BLEVEs pose multiple, simultaneous dangers to firefighters and the surrounding community. The explosion generates a powerful shockwave, capable of causing structural damage, shattering windows, and knocking down personnel at significant distances. If the liquid is flammable (e.g., LPG), the rapidly expanding vapor can ignite, creating a massive fireball. The thermal radiation from this fireball can cause severe burns, ignite secondary fires, and damage equipment. Fragments from the ruptured vessel can be thrown extreme distances at high speeds. These projectiles can cause fatal injuries or destroy property well beyond the immediate site. For vessels containing toxic chemicals (like chlorine or ammonia), a BLEVE can release hazardous clouds, exposing firefighters and civilians to acute health risks.

BLEVE Hazard Zones

Determining safe distances is critical. The hazard zone for a BLEVE is not limited to the immediate area around the vessel. Projectiles and thermal effects can reach thousands of feet. Factors influencing hazard zones include size and type of vessel, substance involved (flammable, toxic, or inert), pressure and temperature of the contents, and surrounding environment (urban, industrial, rural).

Warning Signs and Precursor Events

If firefighters are responding to an incident involving a pressurized container, several indicators may suggest an increased risk of a Boiling Liquid Expanding Vapor Explosion (BLEVE). Firefighters should be aware of, consider, and monitor the following conditions:

· The vessel is exposed to direct flame impingement, particularly near the liquid/vapor interface.

· There is visible deformation of the vessel, such as bulging or ballooning.

· Pressure relief valves are activated, stopped activating, or have failed.

· There are sounds of rapidly increasing pressure, such as hissing or popping noises.

· There is a noticeable change in the color or intensity of the flame near the vessel.

· Leaking valves or fittings are producing vapor clouds.

Being vigilant about these indicators can help prevent a potential BLEVE.

This sums up what a BLEVE is and the associated hazards. In the next blog post on this topic, we will explore ways for firefighters to mitigate the hazards discussed here.

Be Smart- Stay Safe!