It’s regularly said that when we educate at a drill or class, we know the student has learned when they exhibit a change in their behavior or activity. I’ve often stated that I learn more thouroughly from bruises, either yours or mine, but I’d prefer you took the bruise and I learned the lesson. To this day I remember how I learned not to leave your hammer on top of the ladder when you’re working — some bruises and lessons last longer than others.
The Houston Fire Department suffered a tragedy in April of last year when they lost two members, Captain James Harlow, 50, and Probationary Firefighter Damien Hobbs, 30, while fighting a a house fire that rapidly got out of control. Original reports implied that an elderly couple was still inside of the building and a few days ago the Texas State Fire Marshal’s Office issued its report on the LODDs.
Following the loss, the Houston Fire Department gathered together and created its 10 Rules of Survival, which it gave to members late last year. First and foremost, the department and its leaders of all ranks are to be awarded for both providing the opportunity for their members and for each of us to learn.
I say opportunity because learning is shown through changed behavior, and as I re-read the rules I’m willing to admit there have been times when I haven’t always lived up to them.
While the rules were developed by and for Houston, there are things to learn for all by going through the 10 Rules of Survival in turn and finding out how they can apply to us:
Seat belts — Use of seat belts is mandatory any time the vehicle is in motion.
Pretty straightforward and I know that I am, I believe, now in total compliance, although it wasn’t always the case. Learning how to effectively hook up your SCBA, fire safety gear, while belted goes a long way in aiding with this. The front half of the machine really sets the pace on this. If you are the driver or officer, demand it and show through example.
Speed — Obey all traffic laws; obey all HFD policies; don’t bust red lights or intersections; non-emergency response is acceptable.
It’s VERY easy to let this slide, but it’s not even a little bit acceptable. If responding in your personal vehicle on a call back or as a volunteer, you can be so distracted listening to the call and thinking of other things that you can very easily forgot how fast you’re going. There are effectively three speeds; under the speed limit, at the speed limit and over the speed limit. If you go a touch over, before you know it, you could be going a lot over.
PPE — Only HFD issued PPE; no extra layers for insulation; weakest part of PPE ensemble is the SCBA face piece.
The use of PPE every time seems a pretty easy concept, but each year there are many injuries that never needed to occur because people didn’t utilize each part of their PPE. There are several excuses, and in lots of departments it’s very difficult to get appropriately fitting, useful PPE. It is extremely easy to skip certain parts of our PPE and even I’ve done it before. There were days when I didn’t wear my hood but I learned my lesson. I even wore street shoes at the station one day and discovered that the new wheel chocks had moving parts. Let’s just say my foot modeling career was dead at that point.
We must also always keep in mind that our PPE is only as effective as our weakest link. Before my department supplied bailout equipment, I was purchasing my own ropes and carabineers. While paying for components at the local mountain climbing shop, the salesperson asked me what I was getting the carabineers for. When I told her, she said that the metal might melt or warp at a fairly low temperature. So, I asked at what temperature the rope would burn through, too.
Size-up — Perform a 360; accurate arrival reports; use TIC for temperature reading prior to entry, communicate with radio.
I’m a big believer in at least the team leader, if not each individual, seeing the big picture. So take the time and take the walk. Even though we teach that size-up starts long before the call, you need a personal, visual reference. We can regularly feel that we don’t have the time; we’ve been given an order and must get in the building fast.
When we look at LODDs within structure fires, many happen at residential properties where a 360 wouldn’t be that difficult to achieve. If you’re an officer or team leader, it’s a must. And if you’re sending teams into harm’s way, you should be sure they’ve taken the walk before they move forward.
Water before you go — Goal to get an uninterrupted water supply before entry.
Not very long ago where we live the district only had hydrants in a small percentage of the area. We went to many fires, others and ours, where if the water had not been figured out it simply took us a longer period of time to lose the fight. As first due units it’s easy — and again I have done it — to get so focused on getting even a small amount of tank water on the fire that you forget to make a plan for an uninterrupted supply. A blitz attack, darkening it down through the outside makes sense, but command, the hydrant man, the chauffer, and the guy on the nozzle all must make sure we are bringing water to the fight, with more than we need in reserve.
Low-Low-Low — On entry; inside; on exit.
When I began in the fire service, I had a great instructor by the name of Tom Maloney. Tom was always emphatic about this tactic. It’s a habit that many of us lose over time. Heat, especially from hidden fire, has a way of increasing without us realizing it. And on this issue, we’re kind of like lemmings: once we realize there is one firefighter standing up, we tend to all rise to the occasion.
Ventilation — Goal of first ladder is ventilation; release heat and smoke to benefit firefighters and survivable victims.
I could speak for hours on this. Until these days I was the captain on the Truck in our department and I truly believe many departments have lost the art of coordinated ventilation, and are entirely too focused on getting the line on the fire first.
RIT — RIT on every incident; in place As Soon As Possible.
The speed and complexity with which events can start simply makes this a necessity. Maintaining the availability of the RIT for each call will become a habit, a learned behavior over time. Not unlike the water supply rule, the period when you most need it isn’t the time to find out you don’t have it.
Crew integrity — Not an option; critical to incident accountability; call Mayday early.
Freelancing is potentially harmful to you and me, so knock it off. We see people do it often and don’t wish to be the bad guy. Let’s be truthful, most of us are type A, get it done people and don’t want to stand around. What we don’t convey enough (myself included) is that when you freelance, you screw me up — so stop it.
We must also know that the building and its contents are less forgiving of human errors. The length of time we now must realize that we are in trouble and get ourselves out is much less than it was 15 years ago. Situational awareness, knowing your own condition and forwarding it up the chain, is vital to self-survival. We have to make early Mayday calls socially acceptable in the firehouse.
Communication — All through incident; interior and exterior progress reports.
We all have members in our departments who people feel talk on the radio too frequently. It happens and newer members see us roll our eyes and they start to learn that talking on the radio is negative. I’ve thought it myself and I am sure I have conveyed it.
There is no way for command to know what is going on and how we are doing if we don’t give feedback through communicating or progress reports. If you are on the outside, demand reports. If the interior crew isn’t supplying the right information, make them repeat it. Do it enough and you’ll get what you need each time.
The above rules are simple, but sound. There are a great number of; the key is to truly learn them.
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