After the deaths of 19 ‘Hotshot’ fire-fighters in Arizona’s devastating wildfires in July, we take a look at the rigorous training techniques they have to endure The 19 fire-fighters killed in the Arizona wildfires this July were part of a specially trained team of Interagency Hotshot fire-fighters. The fatal combination of the dry US climate and reduced management of forests has led to intensely demanding specialist training for these US fire-fighters. In recent months, similar wildfires have spread through Arizona’s neighbouring states, Colorado and California, following one of the driest winters in memory. This year’s fire season is on track to be deadly, spreading through acres of land. An interagency Hotshot crew (IHC) or Hotshot Crew is an American team of fire-fighters that have specially trained in the suppression of wildfires in America and Canada. In the world of Wildland fire-fighting, Hotshot crews are seen as an elite group of fire-fighters. The team are so-called Hotshots because they are sent to the hottest parts of wildfires and they must maintain exceptionally high physical fitness standards. Wildfires are a global danger, with groups such as the New South Wales Rural Fire Service of Australia and the Regional South East Asia Wildland Fire Network fighting desperately against these deadly natural forces. Fire-fighting crews must undergo this elite form of fire-fighting around the world – with its increased danger, in particular risks of heat stress and exhaustion – but the epitome of tactics and training are those of the IHC. Hotshot crew members respond to massive, high-priority fires throughout America and they must often do so with little logistical support. Tackling wildfires is a job like no other. It requires unique training methods and complete absorption into the job at hand. Unique demands include living in the wilderness for not just days but weeks on end. The average assignment lasts a fortnight and crew members will arrive at a fire with a minimum of two full days’ food and water rations. Entry level wildfire fire-fighter positions are extremely competitive and most full-time temporary positions are filled by individuals who already have acquired training and experience through volunteer or part-time positions. Hotshots are most often sent into the very worst areas of the fires, hence their name. This means that regulations require at least 80% of a team’s members to have at least one previous season of fire-fighting experience. They have to train and work together at least 40 hours a week. Prospective Hotshots must obtain a "Red Card" or Interagency Incident Qualification Card by completing the National Wildfire Coordinating Group Basic Fire-fighter course (S-130) and the Introduction to Fire Behavior course (S-190). In addition to classroom and field training they must pass a strenuous physical work-capacity test. General IHC Operation requirements must be met according to the National Interagency Hotshot Steering Committee standards, but training will take place with established state IHC crews, according to state-specific outlines. There are about 110 Hotshot crews across America each with about 20 members. Their main task is to scour a ‘fire line’ in the landscape and form a break between the fire and nearby homes by removing anything that could fuel the flames – such as brush, trees and vegetation. The team must dig, chainsaw, scrape and carry huge kits, doing anything they can to deter the firm whilst always being aware of their escape routes. When Hotshots are sent out to a wildfire, they use several tools to deprive the fire of the three things it needs to burn: Heat, fuel and oxygen. The crews cut firebreak lines – trenches dug into the ground down to the mineral soil — working as quickly as they can to remove the trees, grass and brush that fuel the fire. Once a firebreak is in place then another tool can be used, called a backfire. This is a smaller fire lit behind the firebreak line. As the main fire draws in oxygen, it pulls the backfire towards the main fire, which burns all of the brush and grass. Then when the main fire reaches the firebreak, it often burns out. All of these tasks must be performed quickly and efficiently in extreme heat, with the weight of an extensive tool kit that comprises: • Helmet and goggles which are fitted with protective flaps to cover the face if needed • A gear bag containing essentials such as water, rations, sleeping bag and a fire shelter • Fire-resistant clothing, including shirt, trousers and gloves. Crews also have yellow jackets with fluorescent strips for high visibility • An axe or "Pulaski" – a combination of an axe and a hoe that is used for clearing trees and vegetation • Drip torch which can be used for lighting smaller fires along a control line to consume the fuel of the main fire • Leather boots – without steel toe caps, which attract and retain heat Hotshots working the nightshift must sleep on the ground in full fire clothing. They need to be ready and on the road within two hours of a call, no matter where they are positioned. From May until October, the wildfire season, fire-fighting is the highest priority and the Hotshot’s summer must be sacrificed. IHC members have to be prepared to be on an assignment for 21 days at only 2 hours notice, with the potential of another 21-day assignment straight afterwards. IHC teams will work until the end of October or even longer if it is a particularly severe fire season. As well as fire suppression the crews will also assist with medical aid, mechanical fuel treatments and shuttle recovery. Often teams will also help with the removal of downed tree limbs during winter and spring storms – since they are usually skilled with chainsaws and axes. Most IHC crew members earn around £8.35 an hour, but their pay goes up during the heavy summer fire season, when they work 16-hour days. Training experienced fire-fighters to become wild land Hotshots takes 2 weeks and forms

Label: Training Title: America’s Hotshots: The best people for the job Teaser: we take a look at wildfire training Label: Extrication Label: Transportation Label: Interview Title: The GearGrid Corporation interview Teaser: in road and rail tunnels Teaser: traces the company’s expansion

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Bob Foht, President of the GearGrid Corporation, talks to International Fire Buyer about how his company has had to evolve to adapt to changing markets The GearGrid Corporation is a Minnesota-based manufacturer of turnout gear storage solutions. Bob Foht was appointed company President earlier this year, and has outlined his visions for the company’s future expansion plans. Could you give us a quick overview of the company and what it stands for? GearGrid is a 95-year-old company, so by fire standards we’re pretty seasoned. The company started off as a custom manufacturer of retail displays – a market that’s entirely different to fire and more project than product-based. About 15 years ago one of the company owners, Mike Bowyer, who was a fire-fighter at the time, came up with the concept of a heavy-duty open ventilated storage system for their PPE for a new fire station that they were building. When it came to storage they had historically used wood boxes to store their gear in – they were inherently bad for drying; they didn’t do much by way of promoting the life of the gear. So this gave rise to the product you now see on the show floors – the GearGrid storage system for PPE. So the market was right, the product was right and the stars lined up to completely change our business model. Today we manufacture items out of steel tube and wire, we powder cape and coat, and all the facets of manufacturing are done in our plant in Forest Lake, near Minneapolis-Saint Paul in Minnesota. Over the last 15 years, the scope of the product has expanded to include storage for hose and cylinders and work stations and hose drying racks. So we’ve really evolved into a storage company and that’s what our niche is. About five years ago we anticipated a downturn in the economy and we felt that expanding globally would be a good way to offset that – plus it has always been there in our plans. We expanded in the UK first, with a very solid partner we still have today, PI Distribution, located in Sandbach in Dorset. From there we expanded into the European market, which coincided with Interschutz. We began selling to most German -peaking countries and still do today. In the last couple years we’ve expanded into the Middle East – countries like Saudi Arabia, the UAE and Qatar. Now our efforts will be the Asian Pacific markets – Australia, Singapore and so on. In mid-July I became company President. Prior to that, I oversaw all of GearGrid’s sales and marketing. Today we’re a company of approximately 50 employees. We know that gear looks different in a lot of countries than it does here in the US. The kit that UK fire-fighters wear is a little bit different and in Germany it’s different too. But as you talk to fire-fighters you will hear that though the gear does potentially look different in different countries, the need to dry is universal. So that’s our focus as we move forward throughout and outside of the US. You mentioned that you saw the US market down-turning so you chose to spread internationally. Do you still find the US market challenging? I’ve been asked that question a lot. We are intrinsically linked with the construction of new fire stations. Two or three years ago, that segment of the industry was hurt badly. Construction of new fire stations was precipitously down and the people that design and eventually build fire stations felt this probably more so than anyone. We’re very well connected with architects in the US and abroad and the good news is that today things seem to be on the way up. I think we’re in a very good space right now – we’ve seen the worst and funding is becoming a little bit more available. The demand for new stations doesn’t go away. It’s still there, in fact, once the funding becomes available again, it’s there more than ever. Would you say the Middle East is your biggest market in terms of growth, or has the rest of Asia got the potential to be bigger for you? There’s no doubt we’ve had great success in the Middle East. In Qatar, we completed a very sizeable project last year, at a facility called Ras Laffan: An enormous industrial site to the north of Doha. In my opinion it’s the most progressive and perhaps the largest training centre in the world – it’s just stunning. I think within Saudi Arabia we have seen really some great progression with Saudi Aramco and now with civil defence, where we’re seeing our product tendered in a number of different areas. They favour American manufacturers in Saudi Arabia, so it’s a great place for us and I think the Middle East market will continue to be strong. We’re just getting our feet wet in the Asia Pacific market, so I don’t have a great handle on what that is going to look like. Our focus right now is certainly in Australia. Things have softened a bit in Australia, particularly in oil and gas. There are some budgetary challenges at the moment, with South Australia Fire Services for example looking at as much as 10% decreases in budget. Where would you like to be in five years’ time in terms of growth of GearGrid as a company? With the strides that we have made internationally we’re off to a good start for the next few years. But were still several years out until we get to the point where we’ve touched all the areas of the world that I’d like. We haven’t really haven’t made any initiatives in Latin or South America so we’re some years away from completing that whole international distribution chain. There’s a lot of room to move yet. We always think about new products and new markets – especially as we are in a slightly mature market here in the US.

New simulator’s concept was defined at this year’s IAFC Innovation Conference The groundswell of interest generated by FAAC’s new Crew Trainer© driver training simulator system was clear to see in the halls of the FRI conference in Chicago. FAAC’s new Crew Trainer, enabled with its proprietary new 2View© technology onboard, uses 3D technology to affix a separate viewing angle – one for the driver and a separate, visually correct viewpoint for the second front-seat crew member – for each student in the simulator. The result is that for the first time both students get the same view and, thus, the same learning opportunities. “We are excited to bring the Crew Trainer to FRI because essentially this concept began at the IAFC Innovation Conference,” said David Bouwkamp, FAAC’s Executive Director of Commercial Business Development. “It was at that conference that we received the positive feedback to the Crew Trainer that we needed to begin making the physical product. It will be satisfying to share with them the result of their inputs.” FAAC officials were invited to the 2013 IAFC Innovators Conference and conducted a presentation of the Crew Trainer simulator. After receiving input from the chiefs and instructors in attendance at the conference, they set forth on a design and build plan and schedule. The prototype Crew Trainer was unveiled in March at FDIC and company officials asked for attendee input through a survey. Survey questions gauged participants’ overall reaction to the simulator, whether the system had a practical application in their driver training program, and if the Crew Trainer could help them achieve their training goals. Survey results were overwhelmingly positive, and respondents gave many examples of how they would incorporate a second learning seat into their driver training program. Ideas ranged from initial incident command to train the trainer programs for officers teaching new apparatus drivers. Since FAAC engineers unlocked the Crew Trainer’s proprietary 2View capability, an entirely new training landscape has emerged. For the first time, fire departments can train their drivers and officers in a collaborative learning environment that builds critical teamwork experience and the oversight skills necessary to comply with national training standards. Officers must be provided training because they are ultimately responsible for the actions of the vehicle driver, according to driver training standards set forth by the National Fire Protection Association (NFPA 1500: A6.2.4). Training capabilities include : • Officer roles and responsibilities to conform with NFPA standards; • Teamwork, collaboration, and communication between driver and officer; • Initial on-scene command strategies and tactics; • Proper radio communication between dispatch and other responders; • Evaluation and coaching skills for officers, and • In-cab equipment operation. “The problem in the past with two-seat simulators was that the view from the officer seat was not configured properly for its position in the simulator,” said Bouwkamp. “As a result, the student in that second seat sees a skewed image of the virtual driving world and soon becomes sick from the distorted view.” 2View technology can separately compute and render the same scene from two unique points of view, which enable both driver and officer to process their own full-screen image separately from each other in perfect, high-definition quality. While not new to the military and aviation industries, this dual-view technology is a first in commercially affordable simulation applications. “It will be exciting to watch departments bring these 2View simulators on board and see how they use that second seat to expand their current training programs,” said Bouwkamp. “We are proud of our engineering team that they were able to design that second viewpoint from the officer’s seat. It was not an easy task, but this is where FAAC excels – understanding the training demands and objectives and then putting our resources to task to find the solution.” www.faac.com  

A fire in a tunnel is one of the most dangerous situations imaginable. However, with a comprehensive suppression system, the risk to life and property can be reduced Across the world, tunnel design is becoming more advanced than ever. The Gotthard Base Tunnel, due to be completed in 2016, will become the world’s longest railway tunnel, and will plough over 35 miles under the Swiss Alps. Even road tunnels are now surpassing 10 miles in length – the Lærdal Tunnel in Norway is the world’s longest road tunnel, at 15.2 miles long. As tunnels have got longer, the need for advanced fire detection and suppression systems has grown, as well as a comprehensive and well-rehearsed evacuation plan. The safe operation of road and rail tunnels requires a consideration of the organisation, procedures, management, training and equipment related to tunnels. Despite recent technological advances, such as reaction-to-fire properties of rolling stock, fixed fire suppression systems and improved fire detection systems, the dangers posed by fires in tunnels are real and deadly. The threat comes not only from the flames themselves, but from the build-up of toxic gases and smoke within the tunnel. Train tunnels are particularly deadly when fire breaks out. They tend to have a smaller cross-section than road tunnels, meaning there is less room for smoke to stratify above the heads of the passengers trying to escape. The small cross-section can also lead to the fire spreading rapidly, due to radiative feedback and convective heating. This means that there is even less time for the passengers to evacuate. Rail tunnels generally do not have as many escape routes as road tunnels. Exits are often designed at 1km intervals; in fact, many older tunnels do not have any exits at all along the length, with passengers having to make their way to either end to escape. Tunnels such as these may not even have a specific walkway along the edge, meaning evacuees have to walk along the tracks – which of course poses its own risks of electrocution. Train design is an important factor in the survivability of a rail tunnel fire. Nowadays, passenger trains are built to very high standards of fire protection, as demonstrated by the 7/7 London bombings. After the bombs were detonated on board the trains, they did not burn dangerously. Instead, they merely smouldered. However, as demonstrated by the recent disaster at Lac-Mégantic in Canada, cargo trains are a whole different problem. Although the Canadian accident was not in a tunnel, it demonstrated the potential for disaster when transporting hazardous or flammable cargo. A key aspect of tunnel operation is the management of safety and the control of risks, including traffic management, speed restrictions and diversions. All tunnels require periodic upgrading and maintenance of their infrastructure and equipment. The prevention of fire is probably the most important safety measure for tunnels. One factor that cannot be controlled is acts of terrorism or arson. However, risk assessments and proper maintenance of the trains and the tunnels can help prevent excess damage. For instance, the subway fire in Daegu, South Korea, was started by an arsonist. 198 people died, partly because of the combustible materials used in the construction of the metro trains. Safety management systems must be robust enough to be able to deal with any reasonably foreseeable risks to the tunnel and wider network. The best way to do this is to minimise the risk of any fire breaking out in the first place, by regulating the building materials used in the tunnel’s construction, or by limiting the goods allowed to be transported through it. However, in the case of both road and rail transport, there are currently no regulations on the amount of permitted combustible material on freight trains or heavy goods vehicles. There is a definite need to control the payloads of goods vehicles – something that is as much the responsibility of rail and haulage operators as it is that of the law-makers. Another important consideration is the training of people who operate in the tunnel – workers on the trains, truck drivers, and so on. They should be taught on everything from how to safely use a fire extinguisher to more complex drills, such as when and how to evacuate passengers from a train. Clear and open communication lines with the local fire brigade are also important, and the protocol for these should be tested and taught to all staff. In an ideal world, all components of fire safety in tunnels – the tunnel itself, the vehicles travelling through it and the safety network within the tunnel – would all be designed and managed together, allowing seamless integration between each channel. In reality, however, different parties usually take control of each component. This can lead to difficulties in communication in the case of an emergency. The overall authorities must therefore ensure that each constituent member of the tunnel system takes its responsibility of care seriously. Although there are no global standards for fire safety in tunnels, there are a number of regional regulations. NFPA 130 is influential in English-speaking countries, but does not cover all the issues raised above. The EU have a technical standard for ‘Safety in Railway Tunnels’, but this is more of a framework standard than actual regulations. For the future safety of the people travelling through tunnels, whether in trucks, trains or cars, and the benefit of the industry as a while, it is of paramount importance to develop worldwide standards for tunnel fire safety. An industry standard would not only improve fire standards, but also drive down costs. It remains to be seen exactly if and when the powers-that-be decide to do so.  

Ian Dunbar, Rescue Consultant at Holmatro Rescue Equipment, explains how officers in charge of extrications are the ‘maestros’ of their team Even the world’s best orchestras are nothing without their conductor. The ‘maestro’ provides tempo, structure and guides sections of the orchestra in and out of the performance as required. He is the focal point, through whom all of the energy passes for the duration of the performance. The end is often met with great adulation for the maestro, but he always turns and acknowledges the performance of the musicians. I have always thought that it is possible to draw a direct parallel between the role of a maestro and that of an officer in charge (OIC) at the scene of an extrication. A well-disciplined and experienced incident commander will make the process look effortless, ensuring a safe and timely extrication from their team. Of course knowledge and experience is not gained over night; so what are the elements needed for effective command and control on scene? Safety on scene So much of the role that the OIC performs is down to the understanding that safety on scene is always the priority and this should be instilled in the team during all training sessions whether they are theoretical or practical. On scene, no work can begin until the OIC has identified all hazards and communicated this information to the crew. The most effective way to do this is to complete a 360 degree survey of the scene. Once the inner survey (area immediately around the vehicle) and outer survey (the wider area depending upon the environment) are completed, then the OIC can instruct the crew what their initial priorities should be and the extrication process can begin. For the duration of the rescue the OIC must ensure that all persons on scene operate safely, wearing full personal protection equipment and adopting the correct position when using hydraulic rescue tools. The need to maintain safety throughout the rescue should dictate the positioning of the OIC. A perfect distance is about 2-3 metres from the vehicle allowing a clear view of the full working area. It is sometimes tempting to get closer but this must be resisted: Being positioned too close to the vehicle means that you cannot see the full risk area. The only exception to this rule is when there is an issue requiring immediate attention, where safety is compromised or when there is a need for the OIC to get their hands on the casualty during the extrication process (for this reason the OIC should also wear medical gloves under their normal extrication gloves). Ideally the OIC should position themselves so they can see every cut/spread/ram. The tool operators should be focussed on the critical area where they are working (e.g. the spreader tips or the cutter blades) while the OIC can see the wider area, ensuring complete safety. There are times too when, for whatever reason, the plan is just not going right and progress is slow. It is at this point where the OIC may be tempted to get more involved and even get their hands on the tools. This must never happen. If it does, effective command and control is lost. The best way to ensure that this never happens is to prepare and train in the most effective way. It’s fair to say that the distance an OIC stands from the car, is directly proportional to the success of his team. The importance of communication The extrication scene is a very dynamic place and the OIC must gather a lot of information in a very short amount of time so that an extrication plan can be devised. Information such as the condition of the casualty and their level of entrapment (from the medic) is necessary before this plan can be conceived. This information has to be communicated to the rest of the team and how this is achieved is critical. The OIC has essentially two options when it comes to communicating the plan. They can inform individual members of the team as they work (this is time consuming and means the OIC will be adopting an undesirable position) or they can call the team together and give a short but precise brief. Although the second method means a temporary cessation of work, it allows the OIC to ensure that the information has received all team members and is understood. Best practice is also to ask for feedback. All team members have experience and may have a more effective solution and be able to offer a viable alternative. The need to maintain communication throughout will also ensure that the OIC’s position is maintained. Regular updates from the medic and the technical team will inform the OIC of how the plan is developing, and allow them to adapt quickly to any unforeseen problems. Of course communication with other agencies (paramedic/police) is an integral part of a successful rescue, but this must not compromise effective command and control of the scene. The OIC should consider nominating a deputy (where personnel permit) to deal with other agencies. Motivation to achieve progression Momentum is extremely important and the OIC has a crucial role to play here. Minimum time on scene means that your casualty can receive definitive medical care at the earliest possible time. Simply by motivating the team, the OIC will ensure that the team maintains momentum. Of course from a practical point of view, momentum can be achieved by the proactive management of resources. This means that the OIC has to be thinking at least one step ahead of the current task, and needs to ensure that whatever resources (people or equipment) are required next, are easily available. This ‘simultaneous activity’ reduces time on scene, ensures that an effective (but safe) pace is maintained and enables seamless progression. Minimum on scene teaching & technique management Your training regime should illuminate virtually all on scene coaching/teaching by the OIC. The ability to immediately react to the simplest and

Kuwait Fire Service Directorate plans an upgrade Kuwait Fire Service Directorate (KFSD) declared on Saturday a plan aimed at upgrading the sector in harmony with the State development strategy. The General-Directorate, Major General Yusuf Al-Ansari, said in a statement the sector chiefs, following marathon meetings, worked out a plan, primarily designed to acquire new equipment, vehicles and execute new work mechanisms to minimize loss of lives and properties in fire accidents and natural catastrophes. It envisages upgrading skills of the personnel, employing state-of-art technology, educating the fire-fighters about the team work theme, simplifying procedures and precautions as well as including the private sector in the development of the fire-fighting field. Maj. Gen. Al-Ansari, who described the plan as a "road map," said it also aimed at constructing new buildings for the fire department in the capital and Al-Jahraa, by end of this year, and upgrading the existing buildings and facilities. Administrative units will be set up in each of the country’s six governorates as part of the non-centralization approach, and for sake of saving time and effort in addition to enhancing work efficiency. "The road map" is also aimed at ensuring speedy reaction at sea to deal with any accident in the territorial waters, he said, indicating at plans to operate several boats for multiple missions and purposes. Maj. Gen. Al-Ansari also declared a simultaneous scheme to educate the public about precautions against fires and accidents. Up to 10 fire stations will be linked with modern communication devices, he said adding that up to 82 new fire engines would be put in operation as well.

Over 30 tons  The Armed Forces of Malta Operations Centre was yesterday alerted through an emergency message transmitted at sea. After preliminary investigations it resulted that a Tanzanian registered vessel was on fire and in distress some 30 nautical miles north of Malta. The AFM immediately responded to the call and dispatched three of its maritime assets (an inshore patrol vessel P23, a fast interceptor and offshore patrol vessel P52) and an Alouette III helicopter to the operational area. It resulted that the dry cargo vessel was carrying nine people who are now safe as they were picked up by an Italian Guardia di Finanza vessel that was close by. The coordination of the search and rescue operation was carried out by the AFM’s Rescue Coordination Centre in Luqa. Apart from AFM vessels, this operation saw the participation of the Maltese Civil Protection Department vessel Garibaldi, Italian air and naval law enforcement assets as well as a number of civilian support vessels including the ‘Nos Taurus’.

L.A. Times reports  The cost of battling the massive Rim fire raging in and around Yosemite National Park has reached $100 million, federal fire officials said Monday night. The blaze has charred 253,332 acres — or 396 square miles — of brush and timber after erupting in the Stanislaus National Forest on Aug. 17, fire officials said. The blaze is 80% contained. The U.S. Forest Service said firefighters faced hot and very dry conditions Monday as flames tore through pockets of unburned vegetation around Thompson Peak and on the south edge of the fire. Officials have said the massive fire was caused by a hunter who lost control of his campfire. Fire crews on the ground Monday hustled to contain 15 spot fires that broke out past fire lines along Tioga Road in Yosemite, the Forest Service said. On Monday night, crews were planning to set backfires, or intentionally ignite unburned fuel, along a three-quarter-mile front to contain another spot fire burning in Yosemite, fire officials said. A 14-mile stretch of the California 120 inside the park remained closed Monday from Crane Flat to White Wolf. The blaze has destroyed at least 11 homes and 97 outbuildings, according to the Forest Service. More than 3,000 firefighters were battling the blaze.