In This Issue PAUL LEPORE PAUL STEIN STEVE ... - uvu.edu

On The InsideFrom the Director.......................................................................... 2From the State Fire Marshal...................................................... 3Utah State Fire Chiefs.................................................................. 4Eddie Paul Mayne..............................................................................5New boss to follow Mayne's Lead.........................................................6Climbing the Ladder..................................................................... 7Pride.............................................................................................. 8-9Death in a Mining Town......................................................10-11Utah Fire Caucus.........................................................................12No More Firefighter Safety Lip Service......................... 13-15Death in a Mining Town Continued.................................................16-19Department in Focus -Hill Air Force Base Fire Department-.........20-21“8 Steps” to Manage Risk................................................. 22-23Everyone Goes Home Reprint.......................................... 24-25Chiefs, Certification and Recertification................................................25High Rise Incident Command Workshop.............................26Saratoga Springs Has a New Fire Chief................................................27Utah State Firemen's Association................................... 28-29Dignitaries Visit UFRA.......................................................................29Preparation – One Key to Rescue Success....................30-31Could It Happen Here?..............................................................32Command Training Center Update.......................................................23Saudi Arabia.......................................................................... 34-35Fire Sprinklers for Firefighter Safety.....................................36Straight Tip Crossword Puzzle............................................................37Earn Your Fire Science Degree at UVSC/Spring Courses......................38-39Employee Spotlight/Crossword Solutions..............................................40

WEAnytime, Day or Night,From Cleanup to Reconstruction.PROUDLYSUPPORTOUR UTAHFIREFIGHTERSMiss Utah, Jill Stevens (Front left) and otherStudents listen attentively to Teen CERTinstructor trainer Ship Lawver.Miss Utah AttendsTraining at UFRAby Steve LutzOn November 29- December 1stUFRA hosted a Train-the-Trainerfor Teen Community EmergencyResponse Teams (CERT) sponsoredby the Governor’s Office on Volunteersand the Department of HomelandSecurity. Fifty participantsfrom six states attended. One of theUtah trainees was Jill Stevens, thecurrent Miss Utah.Miss Stevens, a Utah NationalGuard member, strongly believesin teaching useful emergency informationand skills to teens. Shehas made helping teens understandtheir responsibilities as citizens anemphasis during her term.January - March 2008 | 1

FROM THE DIRECTORby Jeff MaxfieldEvery once in a while, there are peoplerising to positions of influencewho become welcome respites fromthe constant barrage of egos andturf protection. These people havea higher purpose than protecting their jobs, belittling otherpeople or departments, touting their own greatness and/orisolating themselves from interaction with who they perceiveas rivals. These rare individuals put all of these banalactivities behind them and actually work for the good ofall. We are fortunate to have two of these individuals in thestate of Utah: the Public Safety Commissioner, Scott Duncan,and the Fire Marshal, Ron Morris.When Commissioner Duncan first took office, he made adeclaration that the Fire Service was a big part of PublicSafety and he would work to ensure that leaders of the servicewould be included in the policy and decision-makingwith regard to public safety. I can assure you that this hasbeen the case. For example, Commissioner Duncan was recentlyasked by the Lieutenant Governor, Gary Herbert, toput together a Law Enforcement Summit for the state. CommissionerDuncan suggested that it would be better to have aPublic Safety Summit, which should include Fire and EMS.Mr. Herbert thought that was an excellent idea, so recentlya planning committee was formed to brainstorm ideas andareas of commonality that could be presented and discussedat the summit. This little act has some great consequences inDesign byPhillip Ah YouPublished byUtah Valley State CollegeNewsletter CommitteeRay BrownJennifer BrownKimberly BlockerSusie KingCover PhotoGolden BarrettCartoonistDave “Hubie” HubertUFRA Customer ServiceLocal (801) 863-7700Toll free 1-888-548-7816Fax (801) 863-7738www.uvsc.edu/ufraHill Air Force Base FD apparatus & Thunderbird.making our communities and state safer. This is just a smallexample of the efforts of Commissioner Duncan.The other exemplary public administrator I would like topraise is Ron Morris, the State Fire Marshal. Ron has beenworking tirelessly to bridge chasms of misunderstandingand provide solid leadership to the state’s Fire Service. Hehas traveled throughout the state to various meetings andevents with the intent of helping those in need and buildingcoalitions of support among the state’s fire departments. Heis one of those great leaders who put the good of all in frontof the good of self. This is not an easy thing to do in thepolitical world in which he daily works.As a parting thought, the next time you have the opportunityto see one of these great leaders, please take a moment tothank them for their foresight and efforts. More importantly,let’s all try to emulate them and make working together amore fruitful and enjoyable experience. In doing so, we canovercome the egos and turf wars that seem to crop up fromtime to time and ensure a great place to live and work.With my hat off to Commissioner Duncan, Fire MarshalMorris and to each of you, I wish you joy and success inall you do.Jeff MaxfieldSEND INQUIRIES OR SUBMISSIONS TO:UFRA Straight Tip Magazine3131 Mike Jense ParkwayProvo, Utah 84601PHONE: 1-888-548-7816 FAX: 801-863-7738www.ufra.uvsc.eduTO SUBSCRIBE:To subscribe to the UFRA Straight Tip Magazine, make changes toyour current subscription, call 1-888-548-7816. The UFRA StraightTip is free of charge to all firefighter and emergency service personnelthroughout the state of Utah.Postmaster: Please send address changes to:UFRA Straight Tip, 3131 Mike Jense Parkway, Provo, UT 84601.UFRA Straight Tip (ISSN 1932-2356) is published quarterly by UtahValley State College and the Utah Fire & Rescue Academy and distributedthroughout the State of Utah. Reproduction without writtenpermission from the publisher is strictly prohibited.2 | UFRA Straight Tip

FROM THE STATE FIRE MARSHALby Ron MorrrisI hope each ofyou had a wonderfulholidayseason, and areready to startthe New Yearwith a freshoutlook. Someof the thingsthat I hope you are resolved to do inyour professional careers are to bemore safety conscious, attend moretraining, and make each of your departmentsa better place to work. Inmy opinion there is no better place towork than public safety. I can honestlysay in my thirty plus years inpublic safety, I can’t remember a daythat I did not look forward to goingto work. Of course, there were dayswhen I didn’t want to do a particulartask, but I always looked forward togoing to work. I do not think thereare very many professions that allowyou to feel this way.As many of you are aware, Stan Robinsfrom our office spent eight weeksin Virginia during November and Decemberat the Alcohol, Tobacco, andFirearms (ATF) accelerant detectioncanine academy. By the time youread this article, Stan will have returnedhome with the newest memberof the Utah State Fire Marshal’s Office.She is a black Labrador namedCindy (Stan and Cindy are picturedat the right). We are thrilled to havethis new tool available to help in theeffort to determine the causes of fireswithin our state. As with any otherservice that we offer, Stan and Cindyare available to travel statewide whenyou need them. I would like to thankStan for stepping up and acceptingthis assignment.Let me fill you in on what is happeningwith hazardous materials trainingin the state. As you are aware, thelegislation that was passed last yearcharged the Fire Prevention Boardwith instituting a statewide certificationfor hazardous materials respondersin the State of Utah. In an effort toachieve this, the board has approveda plan to combine the resources of theHazardous Materials Institute (HMI)from within the State Fire Marshal’sOffice, and the hazardous materialsresources from within the Utah Fireand Rescue Academy (UFRA) underthe umbrella of the Institute of EmergencyServices and Homeland Security(IESHS).This group will function much like adrug task force where personnel andresources from different agenciescome together to address a commongoal. The IESHS group will formulatea core curriculum that can beused by any agency that is interestedin doing hazardous materials training.An agency does not have to use thiscurriculum, but they do need to teachthe core principles that are coveredin the curriculum. Ifthe agency wants tobe state certified, theywill be tested by theUtah Fire and RescueAcademy. Thiswill ensure an independentthird partytesting for the certification,and they willthen receive a certificateof certificationfrom the IESHS. Thetesting will be done to a standard, andit will be the same standard whetheryou have had 40 hours of training or200 hours of training. This will giveus one statewide hazardous materialstraining certification. There are stillsome logistical items to work out,but this should give you a pretty goodidea about where we are heading.The Hazardous Material Institute willremain in their offices at 410 West9800 South in the Larry and GailMiller Public Safety building. HMIwill still have a 24 hour HazardousMaterials Emergency Hotline. Theirnumber is 801-256-2499. They areavailable to answer questions, providetechnical advice, provide phonenumbers for mandatory emergencynotifications, and provide a list ofcleanup companies. In the near futurepersonnel from HMI will be able torespond to the scene of an emergencyhazardous materials incident, andhelp the Incident Commander withtechnical advice if needed. They arenot there to take over the incident,and will only come if called upon todo so.In closing, let me mention a retirementwe have had in the hazardousmaterials section ofthe State Fire Marshal’sOffice. LarryWehrli has decided toretire effective January15, 2008. I wouldlike to thank Larryfor the many years ofservice he has givento the citizens of ourgreat state. Enjoy yourretirement, Larry.January - March 2008 | 3

Message from Utah StateFire Chiefs AssociationUtah State Fire Chief’s Association, Steve F. Foote Ex-OfficioFirst and foremost I would like to express my thanks toLayton City Fire Chief and new State Chief’s PresidentKevin Ward for his assistance with the last Straight Tiparticle. As luck would have it, activities out of state wentcompletely awry and I was not able to get my final articlein to Ray Brown in time for publication. Chief Wardswooped in and took care of business and made the deadlinein plenty of time. Thank you again Chief Ward for yourkind assistance.In the last issue of Straight Tip, Chief Ward made somerecommendations on leadership books that he felt mightbe beneficial. He very much appreciated the commentshe received and wanted to include three more books forthe next quarter.Here are his suggestions:Good to Great by Jim CollinsThis book will really cause you to take a hard look at yourorganization and the people you have and the positions theyhold. My city’s executive staff has been doing this as a verypowerful weekly group discussion. If you want the ‘brutallyhonest’ facts, this is for you.The Five Dysfunctions of a Team by Patrick LencioniThis is written in the same ‘leadership fable’ format asthe last book of Lencioni’s that I recommended. I likethe fact that this style allows one to look at the practicalapplication of the principles presented with a realistic,non-theoretical approach.Launching a Leadership Revolution by Chris Brady/OrrinWoodwardThis book could be considered a ‘textbook’ for leadershiptraining. The amount of research and stories compiled fromliterally dozens of sources makes this an outstanding bookon leadership principles and the ‘levels of influence’. It introducesa concept called the ‘Tri-lateral Leadership Ledger’,a tool for measuring your effectiveness as leaders.Quite frankly, Chief Ward’s leadership suggestions are justone example of the very subject my final article encompasses-reaching out and providing a helping hand to those inneed. Now I know that I probably touch upon this particularsubject more than perhaps I should, but we are facinga number of issues that have a tremendous impact on theFire Service and if we don’t come together as fire serviceleaders and face these issues head-on, we send a very clearand unsettling message that we once again are fragmentedand cannot merge together to achieve the common cause ofdelivering the finest in emergency services.The USFCA executive board has identified a number ofgoals and initiatives that we feel will bring us closer togetheras an association. Obviously, a unified voice will havea significant impact on the decision makers who form ourlegislative body at the State Capitol. We have also launchedthe recruitment of vendor sponsorships that will give us theeconomic viability to organize premier leadership symposiums,lobbying efforts and other value-added incentivesthat will make membership in the State Chief’s organizationa true asset to fire bosses who are plagued with the “neverenough time to get anything done” syndrome. I have to admitthat you will probably never be able to rid yourself ofthat particular problem but at the very minimum, you WILLbe able to count on support from a large network of peerswho in most cases have “been there, done that”. This willindeed save you time and money by simply asking thosewho surround you their opinion about how they might handlea certain situation.This past year has been an extremely active period for ourassociation. I was particularly excited to have had the opportunityto travel throughout many parts of the State andinteract with our career and part-time/volunteer organizations.Those of you who operate in a full time environmentshould take a moment to step into the volunteer arena. Yousometimes become complacent and may not fully appreciatethe tools that are provided by our cities and counties toproperly meet the needs of our customers. Many of the volunteerfire departments struggle just to get proper breathingapparatus for the safety of their personnel. Before we surplusany kind of fire fighting equipment, I think we wouldbe wise to offer this equipment to our own brother and sisterfirefighters in our State. Believe me, there are departments4 | UFRA Straight Tip

that are woefully understaffed and under equipped to dealwith the most urgent needs of their communities. We willaccomplish more by reaching out to our in-state colleaguesand making available to them any equipment that may notsuit your current needs. A little help can go a long way.This past summer, we experienced an extreme fire seasonthe literally exhausted most all resources in the State ofUtah as well as our neighboring states. The State Chief’sAssociation, in cooperation with the Department of PublicSafety, Utah Division of Forestry and Lands as well as theGovernor’s Office will be working in a cooperative effortto refine the deployment of our City and County Fire Departmentassets to make rapid initial strikes on wild landfires and attempt to control them before they migrate intoa long and exhaustive campaign event. Again, cooperationand consensus building will indeed bring about a positiveand much needed influx of vital assistance. Look for futuredevelopments in this area.In closing, I would be remiss if I did not thank a number ofindividuals who played a significant role in the strengtheningof our State Chief’s Association. Governor John HuntsmanJr. is a true friend and supporter of the Fire Service. Ihave had the privilege and honor to sit at the table with himaccompanied by the presidents of the State Police Chief’sAssociation, Sheriff’s Association as well as State FireMarshal Ron Morris and Utah’s Director of Public SafetyScott Duncan. It is important to know that CommissionerDuncan embraces the fire service as an integral partner inproviding life safety services for our citizens on a statewidebasis. He has been nothing less than engaging and truly concernedabout the issues that matter to us. This is directlytranslated to Governor Huntsman and he too is sincere inhis efforts to elevate the level of cooperation between theState and the locals. I applaud their efforts and I have noreservations whatsoever that this spirit of cooperation willcontinue to grow.I also would like to express my thanks to the members of theexecutive board. Fire Chief Kevin Ward, Assistant Directorof State Fire Training Brad Wardle, Chief Mike Mathieuand Frank Heumann. All of these distinguished gentlemenprovide a great deal of time and effort in the building of ourassociation. I see nothing but great success for the future.And lastly, I would like to thank the membership for theirloyal support over this past year. All of us are extremelybusy trying to keep pace with the rapid growth of our communities.I very much appreciate your support of our meetingsand our platform for success. Stay engaged with ourmomentum. It will indeed make a difference.Eddie Paul Mayne~ 1945-2007 ~by Steve LutzA good friend of the fire service in the Utah Legislaturedied November 26th. Senator Ed Mayne, aDemocrat from Salt Lake County, passed away aftera nine-month battle with lung cancer. Not only wasMayne an advocate for working class folks in theSenate but he was the longest serving state AFL-CIO President in the country after 30 years in thatoffice which he earned at the age of 32 in 1977. Edwas funny, charming, effective, passionate and determinedto help the little guy, according to UFRA’sJim Judd. They were friends and longtime colleaguesin the Utah labor movement. Judd was elected lastyear as vice-president of the AFL-CIO and has nowstepped into the presidency to try and fill the voidleft by his long-time mentor and friend.Born in the long-gone town of Bingham Canyon,Mayne got his start on a Kennecot mine railroadtrack crew. He joined the United Steel Workers andeventually was elected president. He led the Utahunion through the hard days of the 1980’s whenthe Reagan administration attacked labor wheneverpossible and mining industry jobs were in steep decline.Times were tough and mine bosses knew thatEd Mayne was just as tough.In the legislature he fought to increase minimumwage, provide adequate workers compensationand tried, in every way he could, to help the peoplehe represented.Jim Judd, longtime program manager at UFRA andlonger-time president of the Professional Firefightersof Utah (AFL-CIO) and retired Ogden FD BattalionChief, has left UFRA to assume the full-timeAFL-CIO presidency. Jim says that he is determinedto carry on Ed’s legacy. He knows he’s got big shoesto fill, we know that he will.January - March 2008 | 5

CLIMBING THE LADDERVirgin Fire Department/St. George Fire DepartmentCongratulations toVirgin Fire Department!Back row left to right: Gary Braton, Jeff Ried, Chris Holm,Dustin Grow, John Grow.Front row left to right: Jim Parker, Vickie Donohue, MarciHolm, Sandra Grow.Congratulation goes to Virgin Fire Department and the firefighterswho have worked so hard to achieve state certification. Specialacknowledgement goes to Chief Sandra Grow, Ass’t Chief/ Training Officer Chris Holm, and Captain / Training OfficerDustin Grow, for their efforts to move the fire service to a higherlevel of professionalism through certification. Each successfulcandidate for certification from an accredited agency knows thathe or she has been measured against peers and meets rigorousnational standards. National certification affords the individual auniformity and portability of qualifications. In addition, the credibilityof an organization is enhanced by having members certifiedto national consensus standards.On September 26th, 2007, Virgin FD was recognized for “outstandingaccomplishment” during a City Council meeting, at thefollowing levels:Wildland Firefighter I - SILVERHaz/Mat Awareness - BRONZESt. George FD PromotionsCaptain Brent Hafen waspromoted to A platoonCaptain, Jerry Tischnerto Engineer on C platoonand finally Firefighter TylerTalbot was hired fulltimeon A platoon.Brent Hafen Jerry Tischner Tyler TalbotJanuary - March 2008 | 7

Prideby Paul LeporeI wrote a column several monthsback that dealt with a new probationaryfirefighter who was eagerto get started on his career. Thanks to the actions of a selectfew sour firefighters, this rookie has begun to rethink thelongevity of his career on his new department. Instead ofshopping for a new home, he is now shopping for a newfire department.To tell you the truth I was a little cranky at my peers afterhanging up the phone with my young friend. You see, Ihave witnessed similar events on departments all over thecountry. Many of us are guilty of forgetting what led us tobecome firefighters in the first place. Our zeal for the fireservice may have been replaced with distain for the citycouncil over a lack of pay raises, or not providing us withwhat we consider to be the top of the line equipment to doour jobs. When I signed up there was no such thing as aninety percent retirement, or the “drop” program.After the article ran in this magazine, I received dozens ofemails from firefighters who have either been in a similarsituation, or were trying to change a comparable culture onhis or her respective department.I love the fire service (as I know you do too). I like to watchand listen to mentors, both in and out of the fire service. Ilistened to a lecture that rang home today that I wanted toshare with you. Before I go any further I will confess thatI am not an openly religious person. I do have my beliefs,but usually I am pretty private about them.I listened today to a sermon given by Rick Warren, a popularreligious leader. While not intended, I found many parallelsbetween his message and the fire service. The messagewas about pride, stress, and leadership.The first message that caught my attention was his descriptionof a true leader. While there are many different stylesof leadership, he pointed out that many leaders are insecureand are afraid to admit their mistakes. I learned that peopleexpect us to make mistakes. We are only human. It’s whenwe don’t admit to them, or try to cover them up, that welose respect from others. I had to take an uncomfortablelook in the mirror as a chief officer, and as a parent.Another thing that resonated home to me was the statement,“The more insecure a leader, the more medals he wears onhis chest.” When I think of a true fire service leader, retiredPhoenix Fire Department Chief Alan Brunacini comes tomind. Anyone who knows Chief Brunacini knows that hecan always be found wearing a Hawaiian shirt. No medals,brass, or anything that has to do with his twenty-plus yearsas one of the most progressive fire chiefs of our generation.He doesn’t need his badge to earn respect.Another common thread to the fire service was that ofpride. Pride is based on a false image of ourselves. It isthe number one source of our stress. The fire station is aplace full of egos and pride. Most of us are guilty of it. Ireflect back to a conflict I had recently where someone saidsomething negative about me. I was very upset and foundit kept me awake at night. I even got out of bed in the middleof the night and composed an email (which I later regretted).Simply put, I was too worried about what peoplethought of me.Pride can certainly be a good thing. We all learned the importanceof school pride as youngsters. Hopefully we allhave that same pride in our fire departments. Not all prideis good, however. Pride can be a negative thing when youcompare yourself to someone else. It will make you eitherprideful or discouraged. It is important that we are contentwith who we are and where we are in our careers. If youare not satisfied, make a change for the better.I believe that when you worry about what people thinkabout you, you are easily manipulated by them. It’s toohard to stand up for what’s right when you are worriedabout making the popular choice. Image is what peoplethink of you; character is what you are in the dark.Telling stories about fellow firefighters is also a favoritepastime in the fire station. Sometimes the story will put thefirefighter in a positive light. More commonly, the storyplaces the individual in a less than positive light. While8 | UFRA Straight Tip

there may be some element of truth, the stories are usuallygrossly embellished. I believe in grade school we call thesestories “gossip.” In the fire station we call it story telling.Whatever you call it, most of us are guilty of it. One thingto keep in mind is that anybody who tells gossip to you isalso telling gossip about you.One of the firefighters who has had the greatest impact onme was a former paramedic partner. No matter how muchsomeone had hurt him, or what they said, this individualnever said a negative word about them. In my entire careerI never heard Charlie utter a cross word to, or about, anyone.He was a true role model to me.I look back at my career and I have witnessed some trulyhonorable coworkers. On one occasion I had a paramedicpartner ask me to take him to Target after a tough run involvinga 10-year-old girl who had been abused by her father.As I pulled up in front of the store he jumped out andsaid he would be right back. He returned a few minuteslater and asked me to take him back to the hospital. Again,he said he would be right back and jumped out. Curious,I followed him into the emergency room. I found him inthe room with the young girl. She had a tear in her eye asshe was holding her new gift: a new fluffy teddy bear frommy partner.On another occasion, a partner asked me to take him to thepost office on a fairly regular basis. After a period of time Ibegan to see a pattern. Each time we had a patient who didnot survive, he would go to the post office. I learned thatthroughout his entire career he mailed a sympathy card tothe family of the deceased person. He signed it from thefirefighters and paramedics.I have many more stories of true compassion that I havebeen fortunate enough to witness throughout my career. Inboth of these examples, neither person wanted anyone toknow what they had done.The Scienceand Businessof WUI Issuesby Steve LutzThe Wildland Urban Interface (WUI) fireis becoming a more serious topic for scientists,the business community and public officials-an indicator of the increasing profileof the threat. The Utah Science Center at theLeonardo, the new interactive learning centerbeing developed at the Salt Lake LibrarySquare, sponsored a symposium on WildlandUrban Interface issues on November8th. The event, which was also broadcast onNPR affiliate KCPW radio, brought expertsfrom a number of fields who have done researchinto the science, costs, and impacts offire in the interface. The panel included: AileenDonohue, Moreton Insurance; Dan Andrus,SLCFD; Tom Cova, U of U GeographyDept.; Brian McInerney, National WeatherService; Frank Drews, U of U PsychologyDepartment and moderator Joe Andrade ofthe Science Center. The audience was briefedon new research that looks at many aspectsof the WUI problem. The panel touched onInsurance Industry changes that will affectcommunity protection ratings and also individualproperty rates, the influence of humanpsychology in the WUI equation, GIS applicationsand fire modeling, to name but a fewtopics. To listen to the radio program go tohttp://www.utahsciencecenter.org/podcasts/Science_in_society_Fire.mp3In the end of our career we won’t be remember by the rankwe achieved, but rather how we treated people.January - March 2008 | 9

Lower Bingham, circa 1920s.Death in a Mining TownRIP Thomas Price,Harold AndersonAugust 17, 1924by Steve LutzIn 1848, just a year after Mormonpioneers entered the Salt Lake Valley,Brigham Young sent Thomas andSanford Bingham to graze cattle andhorses in a canyon on the east slope ofthe Oquirrh Mountains (pronouncedOker) about 20 miles southwest of SaltLake City. The brothers herded and dida little prospecting. They found somegood ore but Brigham Young was notat all interested in the mining industryas he feared it would attract the wrongsort of people and unwanted attentionto his fledgling utopian communityin the desert. The ore discoverywas forgotten.Then in 1863, a group of soldiers fromCamp Douglas along with an apostateMormon named George Ogilvie andWest Jordan Bishop, Archibald Gardnerwere logging what had becomeknown as Bingham Canyon. Draggingthe trees out dislodged some rocks thatOgilvie suspected might be gold. Hesent the rocks to General Patrick Connorback at Camp Douglas. Connorhad the rock assayed and found it containedgold and silver. General Connorwas no particular friend of BrighamYoung and the Mormons and he sawa golden opportunity to make somemoney and to attract non-Mormonsettlers. More prospecting followedquickly and claims were staked. Connorand twenty-four partners formedthe Jordan Silver Mining Company.Later, Connor and some of the samegroup also formed the Ophir MiningDistrict about 50 miles south of Bingham.Word of the strikes spread likewildfire. Prospectors poured into theUtah Territory much to the chagrin ofYoung and to the delight of Connor.As diggings spread up Bingham canyon,primitive camps were pitchedon the narrow canyon floor and onany terrace wide enough to hold atent or hastily constructed building.Like most mining areas in those days,10 | UFRA Straight Tip

there was a boomtown mentality. Thebuilding, mines, roads and railroadsspread along paths of least resistanceup the canyon and into its sideswith little regard for safety or stability.Frog Town, Greek Camp, Dinkeyville,Bingham, Highland Boy andmore camps became homes to ethnicgroups who flocked together. Tentsgave way to wooden buildings andthe heavily wooded slopes that gavethe Oquirrhs their Goshute Indianname, were stripped for lumber andmine timbers. The bare slopes werethen subject to rockfalls, flash floodsand debris flows. Saloons, boardinghouses, brothels, mills and storescrowded the narrow corridor. Housesperched precariously above, accessibleonly by impossibly steep roadsor rocky paths. The little boomtownsin the canyon could not expand fastenough to accommodate the scores ofworkers moving in to mine or to supportminers and the industry.Buildings were thrown up anywhere,often without running water. Outhouseswere perched right over thecreek and the effluent just floweddownstream. It was claimed that extremeamounts of copper and othermetals dissolved in the creek waterkilled any pathogens, and indeed,copper and silver are toxic to manybacteria, fungi and other organisms.For a long time that same creekwas the main water supply for firefighting efforts.Fire was a constant threat to most ofUtah’s mining settlements and thecommunities of Bingham Canyonwere no exception. Park City burnedin 1882, 1885 and 1898, Mercurin 1896 and 1902, Eureka in 1893,Silver Reef in 1908. These fires allspread quickly through the closelypacked tinderbox structures typical ofthe boomtowns. Bingham Canyon’sbig fires came in 1881, 1895, 1905,1919, 1924, 1927 and 1932.Early efforts at fighting fires werecommunity events. When a fire wasdetected, church bells up and downthe canyon rang wildly. Men rushedto the scene with buckets and a doubleline formed from the creek to thefire and back. Sometimes the linestretched hundreds of feet to buildingson high terraces. Full bucketswere passed up the line from hand tohand up the hill to where water couldbe literally thrown on to the flames.The empties went down the otherline and were refilled. The citizensfought even the smallest fires withgreat energy, knowing that failureto hold the fire to the room of origincould easily mean a conflagrationthat would threaten their own homesor businesses.Even with the best of conditions, thebucket brigade approach was not aneffective tactic. Finally, in 1904 thenewly incorporated town of Binghamset about establishing real fire protection.A pressurized water systemwith hydrants was installed with helpfrom the mines. Wheeled carts withfire hose and nozzles were purchased.Still it was just random untrainedmen who showed up to haul the cartto a hydrant, drag hose to the fire andhang on to the nozzle. The 1905 fireproved that more needed to be done.In July 1907, local business peopleraised money to construct a firehousefor meetings and housing equipment.By the end of the year, 100 men hadbecome members of a newly charteredfire department, consisting oftwo companies of 50 men each.Three years later the town board recognizedthat fire prevention played acrucial part in keeping the communityintact. They formed fire inspection districtsand hired inspectors. By 1912,bell striker fire alarm boxes began toappear throughout the town. The nextyear a bond election financed a secondstation and equipment consistingof six slickers, twelve pair of goggles,six nozzles, twelve respirators, twothirty-five foot ladders, twenty-fourchairs, six lanterns and six cuspidors.In 1915, the town invested $1138.35in a motorized fire truck.All through the teens and early twentiesthe department improved. Theytrained hard, worked hard and becamean organization central to thespirit and pride of the community.They joined the Utah State Firemen’sAssn. and in the spring of 1924 werepreparing a team to compete in theskills competition to be held in conjunctionwith the Association’s 18thAnnual convention to be held inAmerican Fork. Chief Charles Kelly,Assistant Chief W. H. Harris alongwith firefighters Marke, Jones, Marriot,West, Lee and Marx and PoliceChief Frank Thompson were excitedabout their prospects. The BinghamPress-Bulletin trumpeted the Town’sexpectations that their volunteerswould blow away the competition inthe hose and ladder contests and bringhome the big trophy. This was notto be. Instead the competition theywould enter would be a life and deathstruggle with a deadly enemy.The dragon escaped at about 1:45on the morning of August 17th froma faulty fuse servicing an ammoniabasedrefrigeration unit in the basementof the Bougard Butcher Shopin the lower business district. A passerby,Will Williamson saw the smokeand sounded the alarm. Firemen andresidents poured into the streets.The Salt Lake Tribune described thescene, “Within minutes the street wasa swirling blaze, fanned by a ragingContinued on page 16January - March 2008 | 11

Utah Fire Caucus Sponsors4 th Annual Gatheringby Frank J. Heumann, ChairJoint Council of Fire Service OrganizationsThe legislative season is nearlyupon us and if you have not yetcontacted and introduced yourselfto your State Senator andRepresentative, now is the time.No doubt as you have heardmany times before, “politicsis about relationships.” If youchoose to remain anonymousand not inform your elected officials on the positionsyou want them to take on particular issues, you allowthem to make the decisions they like.Fortunately, the Joint Council of Fire Service Organizationshas created a forum for over twenty-five yearsfor the Utah fire service and firefighters to formulatepositions on key legislative issues and present consensuspositions to state legislators. The Joint Council,made up of several representative associations andgeographic regions, meets weekly throughout the legislativesession and periodically throughout the rest ofthe year. The group collectively focuses their abilityto monitor and develop legislation, to research andestablish positions among its members, to inform lawmakers,and to influence legislation. The Joint Councilalso maintains a website to inform legislators, firefighters,and the general public about current issuesthat affect our industry, and posts its consensus positionson pertinent pieces of legislation. You can findthese standings by visiting www.firecouncil.com. Thissite also has links to the Utah Legislature and how tofind contact information about your lawmakers.In attempting to serve as a better conduit between thefire service and state legislators, the Joint Council encouragedlegislators a few years ago to create the UtahFire Caucus for the purpose of generating a friendlyand useful forum to discuss issues important to the fireservice and citizens in Utah. This was a great achievementand has allowed the Joint Council to sponsor anannual get-together with the Utah Fire Caucus.The fourth annual Utah Fire Caucus luncheon will beheld Monday, February 4, 2008, from 11:30 AM to1:00 PM at the State Office Building Auditorium. TheChair of the Joint Council will introduce the Fire CaucusCo-Chairs to the audience of legislators and Utahfirefighters. The Co-Chairs of the Fire Caucus (SenatorPat Jones, Senator Curtis Bramble, RepresentativeTodd Kaiser, and Representative Brad King) will presideover the gathering, an informal opportunity forthe Fire Caucus members to meet and discuss pendinglegislation with representatives of the fire servicefrom across the state. They will present RepresentativeDavid Clark with an award for serving as a PastCo-Chair of the Utah Fire Caucus. A Utah firefighterwill also be recognized for outstanding performanceduring 2007.As the Utah Fire Caucus is patterned after the nationalCongressional Fire Services Caucus in WashingtonDC, it unites Republicans and Democrats in bi-partisanfashion to support fire service legislation that benefitscitizens and all first responders, career and volunteeralike. Their mission statement, “So Utah’s firstresponders never stand alone,” provides a sense ofpurpose that they hope all legislators will share. FireCaucus members are not required to take specific positionson legislation; rather, they are asked to pledgesupport in a way that best benefits fire service departmentswithin their respective legislative districts. Tofind out more about the Utah Fire Caucus, visit theirnew web site at www.utahfirecaucus.org.As noted above, now is the time, when the pressureis off to simply let your Senator and Representativeknow who you are. There will be many bills and issuesduring the upcoming legislative session that allof us, as fire service representatives, will want to influence.So let’s further the great impact we are havingand continue building those relationships now.12 | UFRA Straight Tip

NO MORE FIREFIGHTERSAFETY LIP SERVICEby Paul Stein• Career engineer dies and firefighterinjured after falling throughfloor while conducting a primarysearch at a residential structurefire – Wisconsin• Career firefighter dies and chief isinjured when struck by 130-footawning that collapses during acommercial building fire – Texas• Career Lieutenant dies in a residentialstructure fire- Colorado• Volunteer firefighter is killed andanother is injured at a wildland interfacefire- OklahomaThe above are just a few of the manyfirefighter fatalities that can be foundon the NIOSH website. Isn’t it abouttime we stop giving firefighter safetylip service?It’s tragic and heart-breaking to learnthat last July six Charleston firefightersdied at a fire, then shortly aftertwo more FDNY firefighters died at anabandoned building close to groundzero. I watched the memorials for ourfallen brothers and felt a profoundsadness. They were called heroes anumber of times. They were definitelyheroes who gave the ultimate price inthe performance of their duties.The question we have to ask ourselvesis “what do we have to do to avoidfirefighter fatalities in the future?”It’s time for fire departments to stopbringing victims to the incident. After31 years of a fire service career, goingthrough the ranks from firefighter tofire chief, and having conducted thousandsof lectures on leadership andfirefighter safety, I know that “firefightersshould not put themselvesin extremely dangerous situationswhile attempting to save property.”We should only take a big risk whenhuman life is in jeopardy. This is thebasic risk vs. benefit concept that hasbeen around the fire service for manyyears. The concept is titled, “FirefighterSafety and Survival Benchmarks.”It basically states the following:• We will take a big risk in a calculatedmanner to save people.• We will take less of a risk in a calculatedmanner to save property.• We will take little or no risk to tryto save people that are or propertythat is already lost.This firefighter safety concept is sosimple, and it boggles my mind thatwe still lose firefighters in abandonedbuildings and in buildings where thereis nothing of value to save. If the fireservice would adhere to this safetyconcept, there is a very good possibilitythat annual firefighter deaths andinjuries would be reduced.Many will say, “Danger is part of thejob and the customer expects us to doour job.” I don’t disagree that dangeris part of our job and the customerexpects us to do our job. However,the customer doesn’t expect us to killourselves in the process. They wouldrather lose their building versus firefighterslosing their lives.I know what I’m going to say will irritatesome people, but it really needsto be said. In reality no organization,person, or thing is to blame for thetragedies in Charleston and New York.I don’t believe in “Monday MorningQuarterbacking.” Anyone who hashad the responsibility of leading afire department or to be in charge ofa dynamic emergency incident, likethe sofa factory fire in Charleston, realizesthat it is an extremely difficultand dangerous job. Fire fighting is nota static process. Fire dynamics createserious challenges to anyone whohas had the responsibility to mitigatean incident.There is no such thing as the perfectfire officer or firefighter. All IncidentCommanders try to mitigate fire incidentsin an effective, efficient, andsafe manner. Yet, sometimes it justdoesn’t happen. However, when allfire service fatalities are reviewed inmany cases the outcome is that thefatalities could have been prevented.In wildland fires where fatalities occur,usually the ten standing orders orthe 18 conditions that shout “watchout” are violated. During structuralfire fighting, it is often found that fatalitiesoccur when unnecessary risksare taken, or the firefighter safety &survival benchmarks are ignored. Thesad part is that we can predict bad outcomeswhen standard safety practicesor sound strategy and tactical proceduresare violated. If we can predictbad outcomes, we should definitely beable to prevent them.January - March 2008 | 13

Continued from page 13One of the best learning tools to preventfirefighter fatalities is the NIOSHreports of firefighter fatalities. TheNIOSH report is a complete review ofthe incident and the contributing factorsthat led to the fatality. The NIOSHreport also includes recommendationsto prevent similar fatal incidents. Thediscouraging aspect of the NIOSHreport is that in many cases the samerecommendations are on every report.The idea behind the report and recommendationsis for fire officers to reviewthe “lessons learned” and prevent similarfirefighter fatalities. The questionis: why aren’t we doing just that? Ananalysis of each NIOSH report allowsus to predict potential life threateningemergency situations that we mightencounter. So, with the ability to reviewNIOSH reports and many otherresources that are available regardingfirefighter safety and survival, whydo we still lose firefighters in placeswe shouldn’t?If fire department leaders really believethat training and firefightersafety is their highest priority, theywould demand and ensure that appropriatetraining and firefighter safety requirementswere achieved throughoutthe department.If mid level chief officers really believethat firefighter training and firefightersafety is their highest priority,they would get out from behind theirdesks and spend more time trainingwith their companies.If first line supervisors really believethat training and firefighter safety istheir highest priority, they would makesure their people are prepared for anyemergency incident, and this includesdoing everything in their power to betechnically competent and make surethat their team members are technicallycompetent.So, let’s start from the top. I believe allwill agree that, with the exception ofemergency response, the most importantfire department priority is training.Yet, when budget cuts are necessary,the first department divisionthat usually gets the budget axe is thetraining division.If fire chiefs really want to send themessage that firefighter safety is theirhighest priority they should prove itby action not words. Fire Chiefs needto develop and insist on an organizationalculture that maintains the highestlevel of firefighter safety. Theyneed to make sure their chief officersand first line officers adhere to thissafety concept.The following is my opinion.Throughout the national fire servicewe have been giving lip serviceto training and firefighter safety formany years. I have often heard, “ourpeople are our most important asset”and “firefighter safety is our most importantconcern.” In my experience,I find this to be words not supportedby action.If politicians really believed that firefightersafety was their most importantconcern they would allow fire chiefsto staff their engines and trucks in accordancewith the NFPA recommendations.If politicians really believedthat firefighter safety is their most importantconcern, they wouldn’t requirefire department budget cuts that forcefire chiefs to cut important positions asin the training division. When the firechief protests, the politicians informthe chief to “just do it” or they will getsomeone in the position who will.If fire department leaders really believethat training and firefightersafety is their highest priority, theywould demand and ensure that appropriatetraining and firefightersafety requirements were achievedthroughout the department.If firefighter unions and associationsreally believe that training and firefightersafety is their highest priority,they would review and revise theirplatforms on fire department promotions,and other provisions in theunion contract that could inhibit qualityleadership and technical ability.I’m amazed to learn that many firedepartments do not even have an establishedposition for Safety Officer.How could any fire chief ignore thesafety officer recommendations identifiedin NFPA 1500? The same conceptgoes for up-to-date standard operatingprocedures, basic hose and ladderevolution efficiency standards, organizationalaccountability, personnel performanceevaluations, an effective fireofficer probationary procedure, a processfor post emergency analysis andan organizational strategic plan.14 | UFRA Straight Tip

For example, in order to become aparamedic it requires approximatelysix months of intensive training.Compare that to the training mostdepartments require before becominga fire officer.There is no doubt that over the years,and especially post 9-11, the roles andresponsibilities of fire departmentshave expanded. Fire department rolesand responsibilities have expanded tothe point that we have become “jacksof all trades and masters of none.” Itis my opinion that many fire departmentshave not kept up with the trainingrequirements of the organization.Or they have not prioritized the organization’straining needs. WE are alltoo busy doing superfluous stuff. Andwhen we get too busy, what suffers?Training suffers.Department members can obtain trainingthrough several methods; hit-ormiss,sink-or-swim, trial-and-error,or structured and systematic. Unfortunately,many departments utilize acombination of the first three to traintheir team members. It is obvious thatthe only dependable way to enhancethe knowledge of the departmentmembers is to utilize the structuredand systematic method. This methodshould be based on a careful reviewof the responsibilities of the positionin terms of knowledge and skills.Then it involves an orderly and timelyperiod of instruction provided by atrainer who is familiar with the job,well versed in training techniques, andaware of the learning process.The fire chief has the responsibilityto make sure there are organizationalprocedures and designs that ensurefirefighter safety like the “firefightersafety and survival benchmarks.”All fire departments should standdown for a period of time and brainstorm, then plan ways to improve thesafety design and culture of their department.Then commit to that plan.Let’s discuss the battalion chiefs. Ifyou look at NIOSH reports on firefighterfatalities you will commonlyfind a recommendation that the battalionchiefs should spend more timetraining with their companies. Thebattalion chiefs are usually boggeddown with committees and paperwork. Many of them lose touch withbasic fire fighting skills, commandconfidence, and the people under thecommand. Consequently, the troopslose faith and confidence in their battalionchief’s ability to command theemergency incident.I also find that the battalion chiefshave the least amount of organizationalaccountability. I know a particulardepartment that calls their battalionchiefs the “free roaming vapors” becausebesides taking around the mail,nobody knows what they are doing.Don’t get me started on organizationalaccountability. Everybody in the organizationneeds to be held accountable.That’s another article.If there is any one group of people thathas the most crucial impact on firefightersafety, it is the first line supervisor.As I travel around the countryconducting training I find that there aremany outstanding first line supervisorswho do a quality job and are a credit totheir organization. I also find there aremany who don’t. Because fire fightingin many cities has become a high risk,low frequency event, many first linesupervisors have become complacent.During my training sessions, I askseveral questions regarding firefightersafety. I’m often disappointed with theanswers I receive. Once again, no oneappears to be holding the first line supervisoraccountable.Unions also have to assume some responsibilitywith firefighter safety.I have been a union and associationleader and member my entire career.Even after my retirement I served onthe California State Firefighters’ Associationfor four years as an ExecutiveBoard Director. I believe in unionsand what they represent. However, Iknow there are still departments that,by union rule, promote by seniorityonly and allow people to stay on thejob who in reality don’t belong there.This is no way to run an organization,especially when it jeopardizes safety.The people in all supervisory positionsshould be the most qualified and notjust the most senior. I believe it is justwrong when a union defends a firefighterwho can’t meet the minimumtechnical or physical requirements ofthe position, especially when this firefightermight jeopardize the safety ofother firefighters.Summary:After reading this article, it might appearthat there are many difficult challengeswithin the national fire service.This is not the case. These are typicalchallenges that many fire departmentsthroughout the country face. A systematicapproach to attack the identifiedchallenges is required. As I indicatedearlier, no one person or organizationis to blame for the recent tragediesin Charleston and New York. Collectively,all fire departments shouldtake steps to prevent unnecessary firefighterfatalities and keep our nation’sfirefighters safe.I also said this article might irritatesome people. I hope it does. I hope itirritates many in order to start someserious dialog regarding firefightersafety. Let’s stop the firefighter safetylip service and really start takingsome affirmative steps to preventsimilar incidents like Charleston andNew York.Firefighters are already heroes in theeye of the public. We don’t have to dieto prove it.January - March 2008 | 15

Continued from page 11wind, with large sparks being carriedfor long distances, setting fire to structuresfurther away and threatening tosweep from one end of the canyonto another.”The volunteers found people fleeingthe burning buildings dragging whatfew possessions they could, manydressed only in their nightclothes. Afireman saw one woman strenuouslypushing her washing machine up thestreet. He asked her,” What are yougoing to do, take in washing?”The woman, obviously excited andconfused, looked at the machine shewas struggling with and exclaimed,“My goodness, I thought it wasmy trunk!”Residents of the C.L.Countryman RoomingHouse, upstairs fromthe meat shop, came outchoking on the smokeand ammonia fumes leakingfrom the damagedrefrigeration unit. Initialattempts to suppress theflames were hampered bylow pressure in the waterlines. Then a line broke,pressure dropped to nothingand the men fell backto the creek and formed abucket brigade. The situationwas desperate. Enginesfrom Salt Lake Cityand Murray were calledto help Bingham whileworkers rapidly repairedthe water system in just45 minutes. Accordingto both the Salt Lake Tribune and theDeseret News, the restored line thendelivered an almost unbelievable 900pounds per square inch (psi). If thatpressure is correct, the volunteerswould have had an extremely hardtime trying to control the nozzles and16 | UFRA Straight Tiptheir flow. Fire streams at half thatpressure would have ripped structuresapart and been immensely difficult tohandle, that is if the hoses held thepressure without bursting.In the midst of this hell, 12 firemendirected hose streams from the roofof the Miners Union Hall, whichwas not burning, onto the butchershop where the fire started. Suddenlyand apparently without warning, theroof collapsed dumping men into thebuilding and off onto the pavementbelow. At about the same time thebrick wall of the Bingham Garagecollapsed on three other firemen. Fallingdebris shattered Tommy Price’slegs and snapped his neck. He diedBingham FD in happier times.instantly. The twenty year-old civilengineer worked at Utah Copper, asdid twenty-two year-old Harold Andersonwho usually tended a steamengine that powered equipment at themine. Falling bricks crushed Anderson’sskull. He was quickly dug outof the debris and rushed to the hospitalwhere he died a few hours laterwhile in the care of Dr. Sharp. A thirdfireman who was with them, LeonardGust, narrowly escaped with burns,bruises and lacerations.One can imagine the chaos that resultedfrom these events in the midstof the conflagration. Priorities quicklyshifted to rescue and recovery of fallencomrades while the fire raged on.Within five minutes the three victimswere freed from under the brick walldebris and were taken to the BinghamHospital, which was also threatenedby nearby flames. Rescue efforts continuedsince the exact number of peopleburied was not known. Four menfor each of the 21 patients were sentto stand by at the hospital to evacuatethem if fire spread that far.There were literally hundreds of mentrying to fight the fire. Virtually everyable-bodied man in the town joined

in the fight. What little control theofficers of the department had overthis gang had pretty much evaporatedwith the water from the buckets.Flying firebrands ignited just aboutevery wood roof they encountered.Only by efforts of individual propertyowners and tenants slapping out theroof fires as they started, were manymore buildings not destroyed. Thememory of previous conflagrationsthat practically wiped out the wholesettlement inspired dread, fear andincredible heroism.Within 45 minutes of leaving theircities, engines from Salt Lake City’sSugarhouse Station and Murray FDarrived and began to attack the fire.Slowly the unified effort was gainingon the conflagration.By 4:00 am the men got two goodbreaks; Utah Copper turned their waterinto the water mains as the townwater supply was depleted and the viciouswind quit. Even so, the firemenwere exhausted and disheartened asthe scope of the disaster began to sinkin. Twelve buildings were completelydestroyed, more were damaged. Sixhomes and the Press-Bulletin offices,Bingham Garage, BougardsMeats, the offices and residences ofDrs. Frazier and Cain and more fellto the fire. The only consolation wasthat it could have been worse. Thefire didn’t spread as far as the 1895 or1919 fires. The twelve men in the roofcollapse were not seriously injured.Overall the cost was high: twelvebuildings in the heart of Binghamdestroyed; many more damaged;twelve businesses gone; an estimated$150,000 damage (about $2,700,000in today’s dollars); dozens injured;two dead.Tommy Price, a talented young manwho grew up in New Lexington,Ohio, left a widow and a two-montholdson. As an engineer, he probablyunderstood many of the forces atwork during this fire, and if he hadthe time to think about it, might haverecognized the danger he was in. Thebuilding that fell on him was of socalledordinary construction. Thiswas an un-reinforced brick buildingwith wood floor and roof supportsas well as decking. The floor joistswere set into pockets in the masonryand gravity kept them there. Whenthe roof or floor fell in, the eccentricforce on the walls easily overcamethe forces bonding the bricks together.The external signs were probablythere; cracks in the masonry, soundsof falling ceilings and objects, theglow of fire through the windows,then breaking glass. But the electricitywas off, the system shut down tokeep downed lines from electrocutingsomebody. The only light was from afew lanterns and the dancing light ofthe fire itself. The wind was roaringand so was the fire. How could a mantell what sound was what or what itmight mean?Harry Anderson was not married buthis parents and grandmother neededthe $4.70 per day that he made atUtah Copper to get by. Being a memberof the fire department providedno pay whatsoever. The Andersonsfiled a claim with the State IndustrialCommission for compensation,which was denied. The Commissionordered Bingham City to pay burialexpenses and to pay $998.40 to theState Treasury. The Anderson familyand Bingham City brought suitsthat eventually went to the UtahSupreme Court.Documented in an unsigned SupremeCourt writ of review dated1925, found among the papers oflate Fire Chief John Creedon, is thefollowing statement:“The deceased was not in the serviceof the city under any appointment orcontract of hire or at all. There wereno contractual relations between themwhatever. The City had no control orsupervision over deceased in respectto his services as a fireman and hadnought to do with engaging or discharginghim. There was, therefore,no relation of master and servant oremployer and employe (sic) existingbetween them as contemplated ordefined by the statute. There is thereforeno basis in fact for the order ofthe Industrial Commission requiringthe city to pay burial expenses andthe sum of money designated intothe State Treasury and such orderis annulled.”It seems unbelievable today that thelocal and state government wouldhave so vigorously fought coveringburial expenses and compensatingthe family but one need remember theattitude generally held by the miningindustry towards its employees inthat era. The copper bosses who ranthe mines also ran the town. Someof them thought nothing of hiringthugs to beat or intimidate workerswho demanded fair wages and decentconditions. In their minds, compensatingany worker or family memberfor anything, merely establisheda dangerous precedent that wouldcost them more money. There werealways more workers, and they allwere expendable.It’s even harder to conceive howcheap lives were held to be in thosedays. The number of deaths and horribleinjuries in the mining industrythen would be absolutely shockingtoday. Men were killed on a daily ba-Continued on page 18January - March 2008 | 17

Continued from page 17sis in the mine operations of the West.There were no penalties to mine ownerswho did not provide safe workingconditions. There were no federallaws or regulations protecting minersbefore 1891, when new Federal lawbegan to regulate coalmines.A 1977 report to Congress givesa synopsis of federal efforts toprotect miners:“On March 3, 1891, Congress passed‘An Act for the Protection of theLives of Miners in the Territories’(51st Congress, Chapter 564). Thiswas the first Federal legislation governingsafety standards and inspectionpractices in the Nation’s coalmines.The act required the Presidentto appoint a mine inspector to makea careful and thorough inspection ofeach coal mine operated in the territoryand report at least annually tothe Secretary of the Interior on thecondition of each coal mine. Specificationsregarding ventilation shafts,machinery, and safety equipment forminers were among subjects coveredby the standards contained in the act.The law provided for right of entryof the inspector, and it provided for amandatory penalty “not to exceed 500dollars” for “any mine owner or managerwho shall continue to operate amine after failure to comply with therequirements of this act and after theexpiration of the period named in thenotice provided for in section four.”The first Federal law to protect thesafety and health of noncoal minerswas not passed for another 75 years.By that time there were nearly twiceas many metal and nonmetal as coalminers, and nearly three times asmany metal and nonmetal mines ascoalmines. It is not known how thenumber of metal and nonmetal miningfatalities compared with thoseamong coal miners in the first halfof this century, because the Departmentof the Interior did not require allmetal and nonmetal mine operators toreport fatalities until 1958. However,since 1958 a total of 3,269 metal andnonmetal miners have been killed onthe job, compared with 4,471 fatalitiesamong coal miners. In 1975, accordingto the National Safety Council,the death rate for all mining was morethan four times as great as the averagefor all industries. These statistics suggestthat the two sectors of the miningindustry, which the National SafetyCouncil ranks as the most hazardousof the eight major industry groupings,should merit similar amounts of congressionalattention and concern.Fire fighting and mining have somethings in common. Both have a longhistory of killing and injuring morethan their share of workers. Thedeaths don’t just come as a result oftrauma. Both industries expose workersto toxic substances, extremely demandingphysical activities, unstableand simply dangerous environments.Both worker groups suffer more thantheir share of heart attacks, respiratorydiseases and other chronic longtermproblems.In both groups, the injured, the sickand the families of the dead continueto struggle to collect compensationdue them. The coal mining industrystill fights every black lung claimthat comes their way. Unbelievably,the Department of Homeland Security,the federal agency charged withcompensation for firefighters who dieas a result of certain presumptive illnessesof first responders defined byCongress, has failed, for more thanfour years, to award benefits. Theyhave denied many claims on technicalgrounds and resisted emergency servicesorganizations’ attempts to getthem to even process claims and to dothe job they were given by the HometownHeroes Act passed by Congressin 2003.There is still no Federal law that isspecifically designed to protect firefightersor police or EMS workers orimposes a specific and comprehensiveset of requirements like thoseimposed on the mining industry today.OSHA provides some regulationand also adopts some standardsof good practice, such as those fromthe National Fire Protection Association,as de facto regulations. Unfortunately,many OSHA inspectors haveno real background or knowledge inemergency operations and so their inspectionstypically uncover such generalduty clause problems such as sliphazards of water on the floor of thefirehouse, power tools with guardsremoved, storage of medical sharpsand at the same time, may completelyignore what may be happening onemergency scenes.Since the enactment of the new mininglaw in 1977, deaths in mines havedropped more than 50%, a greaterdecline than in most other industriesduring that period. In 2006, Congressupdated the laws on mine safety butdeaths continue. From 1977 to 2006firefighter fatalities have dropped byabout a third. The lowest year was1992 when only 77 deaths were reported.Since then, firefighter LODDshave risen to between 100 and 120per year, excluding the 9/11/2001victims. Someone should be shocked.No one is. Maybe firefighters lives arestill cheap. Maybe someone shoulddo something about it. Maybe itshould be us.The mining industry is heavily regulated;thousands of violations andfines are imposed every year. Even so,unsafe practices continue to kill min-18 | UFRA Straight Tip

Caption 4th of July Parade, Bingham FD.ers including nine in Utah in August2007. The Crandall Canyon Mine hadbeen cited for hundreds of violationsof safety regulations. Citations didn’tsave the nine dead miners and rescuers.Likewise, it will not be law thatsaves firefighters lives either; it willbe the attitudes of fire service leadersand firefighters themselves that makethe difference.Epilogue:Bingham Canyon was part of one ofthe richest mining districts in Utahand the United States and the expandingmines have completely engulfedthe canyon, the towns and much ofthe surrounding area. Open pit miningon a huge scale continues todayand can be seen with the naked eyefrom space. The Bingham Fire departmentexists only in the memoriesof the few remaining former volunteers.BFD memorabilia and an oldBFD pumper can be seen at the UtahMuseum of Fire Service History nearGrantsville, Utah.www.utahfiremuseum.com.Case study questions:1. What process does your jurisdictionuse to monitor specificbuilding constructionhazards before and when exposedto fire?2. What specific informationshould be used to preplancommercial occupancies?How does your jurisdictionstore and use preplaninformation?3. What modern constructiontype, used extensively incommercial occupancies, hasresulted in numerous entrapmentsand firefighter deaths?4. What areas in or near your communitypresent the potentialfor a fire rapidly spreadingthrough numerous buildings(conflagration)? What arethe risks and how can theybe managed?5. What SOPs does your jurisdictionhave in place to assurethat LODDs are handledproperly and that benefits getto the survivors?6. Imagine that you are the ICof an incident that completelyoverwhelms your resources.Dozens of citizensshow up and pitch in to help.What would you do withthem? Why?7. In the midst of a serious fireyou discover that it is also aHaz Mat incident, with anhydrousammonia releasedfrom a part of the fire building.What additional hazardsdoes this present? What willyou do to mitigate them?8. Describe indications of animminent collapse in an involvedcommercial structuretypical of those in your responsearea.Sources:– Salt Lake Tribune,August 18, 1924– Spendlove, Beatrice “A Historyof Bingham Canyon”Masters Thesis, University ofUtah, 1937.– Deseret News,August 18, 1924– Bingham Press Bulletin Aug.16, 1924– www.msha.gov/SOLICITOR/COALACT/leghist1.htmFEDERAL MINE SAFETYAND HEALTH ACT OF1977 Report to Congress– Personal scrapbook offormer Bingham Fire Chief,John CreedonJanuary - March 2008 | 19

Department In FocusHill Air Force Base FireDepartment History:Hill Air Force Base Fire Department (HAFBFD) wasestablished on July 21, 1941 as part of the Army Air Corps,Ogden Air Depot. Hill Air Force Base, Utah occupiesapproximately 11.83 Sq. miles in the northeastern corner ofthe state. The Base Fire Department services approximately26,000 inhabitants. Operations are conducted out of threestations, two on the main installation that provide protectionfor 1,392 facilities that approach approximately 15.2million square feet to include an airfield commitment thatincorporates 238 assigned aircraft, 13,500 feet of runway,and in excess of 50,000 runway operations per year.The infrastructure also consists of 228 miles of roadwayand 28 miles of railroad. The third station is located 23miles northwest of the installation at the Little MountainTest Annex that encompasses 740 acres with 20 facilitiestotaling 116,282 square feet and is operated through contractwith the Boeing Corporation. The department has been acombination of military and federal civilian firefighters,about 70 civilians and 30 military members. HAFBFD iscurrently transitioning to an all civilian department overthe next few months and the final number of firefighterswill be 86. Fire department members are certified tovarious levels, depending on position held, to include:Firefighter I-II, Airport Firefighter, ADO Pumper, Aerial,ARFF, and Water Tender, Hazardous Materials Technician,Incident Commander, Weapons of Mass Destruction, andBranch Officer, Wildland Firefighter, Fire Officer I-IV, FireInstructor I-III, Fire Inspector I-III, Rescue Technicians (AllChapters), EMT-B & I, Emergency Medical Dispatchers,Telecommunicator I-II, PIO/Public Education. In 2003 ourdepartment became fully accredited with the Commissionon Fire Accreditation International (CFAI). Currentlyour department is the only one in Utah to be accreditedwith CFAI.Hill Air Force Base FD new apparatus with Thunderbird and F-16 taking off in background.20 | UFRA Straight Tip

DepartmentStaffing:Chief 1Deputy Chief 1Assistant Chiefs 4Battalion Chiefs 4Training Officer 1Resource Officer 1Fire Inspectors 6Captains 26Engineers 18Firefighters 18911 Operators 7Administrative Assistant 1Apparatus:The assigned vehicle fleet consists of:• 3 Command Vehicles• 4 Engines• 1 Mini-Pumper• 3 ARFF• 1 102 foot Aerial Platform• 1 Heavy Rescue• 1 5,000 gallon Water Tender• 1 Ford F-450 (Trailer Towing)• 1 Ford Pickup (FirePrevention)• 1 Dodge Pickup (Training)• 3 Polaris Rangers (FirePrevention)• 6 EMS Bikes• 1 Sterling Semi (HazmatTrailer Towing)• 1 1,000 Gallon Foam Trailer• 1 Mobile Air Trailer• 1 Hazmat/WMD ResponseTrailer• 1 Hazmat DecontaminationTrailer• 1 Spill Response Trailer• 1 Technical Rescue TrailerServices:Fire responseResidentialCommercialIndustrialAirportMedical responseBasic life supportBike EMSAmerican Heart AssociationTraining CenterHazardous materialsTechnician LevelSpecial OperationsTechnical rescueHeavy rescueConfined Space RescueFire Prevention Services andEducationCommunity educationPlans reviewBusiness inspectionsFire investigationFire Extinguisher Training911 DispatchersEmergency Preparedness PlanningGeneral Information:Service Area: 11.83 Sq. MilesCurrent Population: 26,324Fire Stations: 3Above: Aircraft training pit.Above: Hill Air Force Base Fire StationJanuary - March 2008 | 21

“8 Steps” to Manage Riskby: Andy Byrnes, Program Designer, Emergency Services, UVSCThe Emergency Services Department(ESD) at soon-to-be Utah Valley University(UVU) is beginning discussionsabout ramping up for a possiblenew Hazardous Materials Technicianprogram. Hazmat Tech is a frequentlyrequested class that the ESD has nothad the resources or curriculum topull off at the level of quality that we envision. That may bechanging very soon.In managing a hazardous materials incident, many local,state, and federal training agencies are adopting the “8 StepProcess” developed by Greg Noll and Mike Hildebrand.It’s not the only way to manage a scene but it is one wayto make initial tactical decisions and manage risk throughgood procedures that begin with competent size-up andscene assessment. The ESD will likely be teaching the 8Step Process of scene management in the new technicianprogram, so I thought I would introduce it here for thosewho may not be familiar with it.Step 1: Site Management and Control. The goal of this stepis to start with a sound foundation that the response can bebuilt on. This step consists of approaching the scene safely,establishing incident command, creating an outer perimeterand initial operation zones. Experience has showed memany times that if this step is not pulled off correctly, therest of the event usually goes poorly. Remember the basics.I’ve seen well trained and experienced Hazmat Technicianteams flounder because they forgot how to respond at theAwareness level.Step 2: Identify the Problem. The goal is to try and identifythe nature and scope of the incident. In this step, youwould apply your skills of recognition and identification ofthe possible material using visual clues. It is here that youwould also try to assess the scope of the exposure problems,if any, and identify victims and the extent of their possibleinjuries or contamination. You try to answer the question,“Based on what I see and what I know, what is the potentialof harm to people, property, and/or the environment”?Step 3: Hazard and Risk Evaluation. This may be the mostimportant step. The goal here is to assess the hazards, evaluatethe level of risk, and create an Incident Action Plan(IAP) to manage the risk. In this step, you’ll collect datafrom documentation, technical experts, or electronic databases.Based on the information you gather, a strategy willbe developed, offensive, defensive, or non-intervention.Step 4: Selecting Personal Protective Clothing and Equipment.Based on what your hazard and risk assessment haverevealed, it is now time to make sure that the PPE you haveon hand will be correct for the potential exposure. PPEconsists of three main categories (a) Structural FirefightingEquipment, (b) Chemical Protective Clothing (vapor orsplash protection), and (c) Respiratory Protection. All mustbe compatible with the hazard based on the manufacturer’srecommendations. The goal is basically to answer thequestion, “Can I protect my responders using the PPE thatI have on hand”?Step5: Information Management and Resource Coordination.This step refers to the ability to effectively communicateincident priorities, operational orders, specializedhazards, and safety messages through a unified commandsystem using the principles found in NIMS. It also includesusing NIMS for the efficient requesting, allocation, and useof specific resources required by the incident.Step 6: Implement Response Objectives. This is the phasein which operational strategies, tactical objectives, and tasksare performed by responders. Actions are taken to stabilizethe incident using safe practices and protective actions suchas initial site entry with back-up teams, atmospheric monitoring,spill control, leak control, fire control, or recoveryoperations. Of course decon should always be set up priorto any entry operations.22 | UFRA Straight Tip

Step 7: Decontamination and Clean-Up Operations. Thisstep should be in concert with the operations taking place inStep 6. The goal to reduce contamination on responders andrequired equipment through processes such as emergencydecon, technical decon, and mass decon. All decon operationsshould be coordinated through the Hazmat Branch orHazmat Group. In the post-emergency phase of the incident,decon continues until the site clean-up operations arecompleted.Step 8: Terminate the Incident. These activities will includethe post event investigation, restoration of facilitiesor services, and recovery operations. While these operationscontinue, unified command may be terminated andboth incident command and the scene may be turned overto an individual organization or agency that will continuethese terminal operations. At this point all administrativeduties take place; mainly documentation of the actionstaken (ICS forms), personnel accountability, injury reports,timesheets, site debriefings, and equipment re-servicing.In summary, the eight steps are:1) Site Management and Control2) Identification of the Problem3) Hazard and Risk Evaluation4) PPE Selection5) Information and Resource Management6) Implement Response Objectives7) Decon and Clean-Up8) TerminationThe 8-Step Processbuilds upon itself in alogical, systematic approachto scene management.If followed, thisprocess would afford theIncident Commander(s)full coverage of thenecessary safety andhealth risk managementmethods for a secureand efficient response.This method followsnicely the Hazmat RiskManagement Tool thatI showed you in the lastissue of the Straight Tip.Be safe out there and remember,“Don’t forgetthe Basics.”January - March 2008 | 23

eprinted with permission from Everyone Goes Home NewsletterKeeping it inperspective...By Chief Billy D. Hayes,Region IV AdvocateI was just in Washington D.C. thispast weekend for a meeting with theInternational Association of FireChiefs. While I had some free time,I was able to spend some time withmy good friend Chief Dennis Rubinof DC Fire/EMS Department.We took some time to ride the Cityand visit the firehouse of Engine 20and Truck 12.There was a Community Day beingheld at the station. The fire safetyhouse, station tours, car seat checks,apparatus and PPE demonstrations,and lots of free food donated by thelocal community was all just a part ofthis event. While these types of eventsmay not be new to me, I am alwaysimpressed and enjoy these things. Butthat isn’t the point of this article....On June 7, 2007, DC Fire TechnicianJames J. McRae, driver of Truck 12,passed away on duty from an apparentheart attack. In just a few short monthson the job, Chief Rubin already had tomake that dreaded call to the familyto inform them James wasn’t cominghome. This is the one thing thatany Fire Chief dreads ever happeningto them.It was my honor to meet the familyof James J. McRae as they were beingrecognized at the Community Dayby James’ co-workers. One of James’Captains composed and read a poementitled, “The Measure of a Man.” Aplaque and flag was presented to hiswidowed wife, and a small stuffedrabbit with a ribbon was given tohis daughter. This little girl who hadpreviously been so happy and playfulduring the day suddenly brokedown in tears reflecting once againthat her daddy was gone. Tears wereflowing from most all in attendance,specifically me.You’ve heard that God has ways ofsending you messages? Well this experiencehas re-energized me in mycommitment to the mission of EveryoneGoes Home.After my experience on the WhistleStop Tour and the hundreds of firefightersI helped train with the CourageTo Be Safe program, I was losinghope in what we are trying to accomplish.Firefighter LODD’s are higherthis year than ever before, so manyfirefighters believe that losing yourlife to save a building is worth it, andthe lack for the sense of urgency of reducingLODD’s left me scratching myhead and asking myself, “are we evergoing to make a difference?”Why can’t we be a better and smarterfire service? Why can’t we seem to understandthat we are heroes when wetake the job, the oath, and pin the badgeon our chest without having to die beforeour time? Why can’t we seem tounderstand that very few are actuallydying heroic deaths? Why can’t weseem to accept that buckling up cansave our life? Why aren’t we willingto get our annual physicals whetherthe department pays for it not?If you would have been able to see alittle girl crying and wanting her daddyback, perhaps understanding theaforementioned questions would comemuch easier and you too would feelthe “sense of urgency” that is neededto reduce LODDs.So with that being said, I firmly believeprogress will be made. I am proud toreport that Region IV has many goodthings happening to accomplish themission of Everyone Goes Home. Severalnew faces have been added in RegionIV; Jonathan Hile for Kentucky;Joe Ruffenach in South Carolina, JimRoman in Tennessee, and Jeff Dean inGeorgia. I am actively seeking an Advocatefor Mississippi for those whomight be interested.A train-the-trainer for the Courage ToBe Safe was conducted in Ocala at theFlorida Fire College in September.Over 50 individuals were trained tocarry the program to the field in Florida,which many departments have alreadybegun conducting. Plans are beingworked out to conduct additionalworkshops in Alabama, South Carolina,and Tennessee. Furthermore, theCourage To Be Safe training was conductedat the International Associationof Fire Chiefs’ Fire-Rescue Internationalin Atlanta and at the Fire DepartmentSafety Officers AssociationConference in Orlando. The programhas also been accepted to be taught asa pre-conference offering in Denver,Colorado next year at FRI-08.24 | UFRA Straight Tip

I would like to thank Arizona AdvocateRon Dennis for co-presenting many of theaforementioned programs with me. ChiefDennis has a phenomenal passion for firefightersafety and is a huge resource for theState of Arizona.In summary, reducing LODD’s is not adifficult thing to do. A change in culture,which is the first of the 16 Life SafetyInitiatives, will yield more success thanwe can ever imagine. If we can accomplishthe 1st initiative, the remaining 15will occur with great ease. The fire servicemust simply make a stand and realizethat we do not have a duty to die!*Note-at the time I was working on thissubmittal, Engine Company 4 of WashingtonDC Fire & EMS Department sufferedinjuries to four firefighters. Thethoughts and prayers of Region IV go outto Chief Rubin, the department, and mostimportantly the firefighters and theirfamilies during this difficult time.reprinted with permission from:Chiefs, what youneed to know aboutUtah Certificationand Recertificationby Jolene NuttallChiefs, do you know what you're signing?Do you realize that by signing the Utah Fire Service CertificationCouncil (UFSCC) certification "Request for Certification/Recertification"form you are attesting that your firefighters have completedall requirements for certification/recertification as definedin the UFSCC Policies and Procedures manual? Have they...Chiefs, do you know what theUFSCC Policy and Procedures are andhow these affect your department?UFSCC P&P 19.6- Participating agencies may renew certificationof its members by stating that said certified participant has participatedin at least thirty-six (36) hours of structured class and manipulativetraining per year, or a total of one hundred eight (108)hours of training in the previous certification period. P&P 19.7-Records shall be maintained by the participating agency to verifythat recertification requirements have been met. Are they....Chiefs, are your records being maintained?Do your firefighters have the necessary hours to be recertified? Ifyou are unsure, or if you have any questions regarding the UFSCCP&P, please visit our web site at the following address, or call/e-mail the Certification Office staff. http://ufra.uvsc.edu/docs/certification/approvedp &p.pdf.Certification Office StaffJolene Nuttall/ Certification Program Manager nuttaljo@uvsc.eduLori Marshall/ Certification Coordinator marshalo@uvsc.eduPat Nakai/ Administrative Assistant nakaipa@uvsc.eduKelly Boyer/ Office Assistant boyerke@uvsc.eduToll Free: 1-888-548-7816January - March 2008 | 25

High Rise IncidentCommand Workshopby BC Don Rieske, Orem FDIn conjunction with the Utah Fire and Rescue Academy(UFRA), Orem Fire Department hosted a two-dayHigh Rise Incident Command workshop.Our National Fire Academy instructor was retired IndianapolisHigh Rise Battalion Chief, Clyde Pfisterer.He came well prepared with a full complement of presentationmaterial and firsthand knowledge.Clyde introduced the terms and concept of high riseoperations with multiple examples and illustrations oftypical structures which have been involved in actualhigh rise fire combat operations. He began with theChicago 23 story fatality and included the L.A. FirstInterstate Bank fire, the Las Vegas MGM Grand fire,and the New York Trade twin towers disaster.The materials covered included:• Pre-planning building inventory,fire potential, and hazards• Pre-planning building familiarity,layout, and construction• Pre-planning attack strategy• Pre-planning area resources• The value and importance ofimmediate Fire GroundCommand structure• First alarm response requirements• Additional alarm response resourcestructure and requirements• Construction types and theirapproach strategy• Communications• Fire control room co-ordination• Stairwell control and utilization• Assignment divisions and groups• Medical assignment and location• Fire building access and hazards• Access and staging belowthe fire floors• Search and rescue• Evacuation• Fire and smoke control• Water supply and use• Breathing air needs and re-supply• Movement of firefighterand equipment• The importance of early establishmentand utilization of supportoperations (including staging,logistics, planning, and finance)Class room exercises included a running high rise firescenario with interactive real time dispatch staging,search and rescue, and fire fighting operations.It was easy to get overwhelmed quickly and gave eachof us an appreciation for preplanning.Clyde concluded his presentation with the realizationthat within our own response areas we already arepotentially dealing with either a qualifying high risestructure/complex or have the potential of a multi levelhigh occupancy structure.We express appreciation to NFA, UFRA and ChiefPfisterer for their funding and work to present such ahigh quality off campus class delivery.Twenty eight students attended the two-day class.Students were from Orem, Provo, Pleasant Grove,West Valley, South Jordan, and Salt Lake UnifiedFire Departments.We look forward to the follow-up high rise class to bedelivered by Chief Dennis Goudy.AND REMEMBER: A high rise in an adjacent jurisdictionis potentially YOUR rise!26 | UFRA Straight Tip

SARATOGA SPRINGSHAS A NEW FIRE CHIEFby Dawnya DeKarverAfter tragedy struck, the members of the SaratogaSprings Fire Department found themselves in need ofa Fire Chief. The city began the search to fill the bootsthat were suddenly left empty. After several months ofsearching, the best possible candidate was hired.In the southeast corner of the state of Kansas, wefound Chief Tim Hay. Tim was serving as the full timeFire Chief of the Parsons Fire Department, a positionhe held for 11 years. While serving there, he implementedmany programs including regional hazmat andtechnical rescue teams, an emergency disaster plan anda first response program. He was the coordinator of theLabette Community College Fire School. He was alsochairman of the Local Emergency Planning committee,President of Southeast Kansas Fire Chiefs Association,a board member of the Kansas State Fire ChiefsAssociation and a member of the Regional Homelandsecurity committee.Prior to serving as Fire Chief in Parsons, Tim was thefull time Fire Chief of the Mission Township Fire Departmentfor six ½ years. He started the swift waterand water rescue teams, which are recognized statewide. Tim has also served on the Wellington Fire Departmentas a Captain. Chief Hay has received manycertifications including Fire 1 & 2, Hazmat Ops, FireInvestigator, Fire Instructor, Fire Officer, Swift WaterRescue, Rescue Diver, EMT, NIMS instructor and hasattended the National Fire Academy several times. Timhas also received his Bachelors Degree in Fire Administrationfrom Western Illinois University.Tim and his wife Suzanne have been married for 20years. They have three grown children; Ryan, Sydneyand Dylan. Tim enjoys skiing, woodworking, yardwork, coaching baseball and softball.Chief Hay has been dedicated to his new job as chiefsince day one. He is excited to be part of a growingSaratoga Springs community and a growing fire department.With his 29 years in the fire service and impeccablequalifications, he will be a great asset to theSaratoga Springs Fire Department.January - March 2008 | 27

Chief Ronald J. Harris, Utah State Firemen’s Association PresidentUtah State Firemen's Association Celebrates 100 YearsWith only 20 volunteers, the Bingham Canyon Fire Departmentorganized the very first Utah State Firemen’s Association(USFA) on September 16 th , 1908, which then incorporatedAugust 17 th , 1910. To date there are only a fewmembers of the original founding families of this great organizationwho are still alive. We will honor them, as wellas celebrate our 100 th USFA Anniversary, at our upcoming2008 Utah State Firemen’s Association annual conventionwhich is June 12 th -14 th , 2008 at the Grand SummitHotel & Convention Center, located at The Canyon Resortin Park City. This event and celebration will be hostedby the Wasatch Back Fire Departments (Wasatch CountyFire, Park City Fire District, North Summit Fire and SouthSummit Fire). Hotel rooms are going fast, so don’t missout on this opportunity! Call 888-226-9667 today to bookyour room reservations. You can also contact Mark Fry at435-300-7855 or Randy Scott at 435-649-6706 for moreconvention information.On October 13, 2007, USFA held its quarterly meeting atthe Fire Museum in conjunction with the annual FallenFirefighters Memorial Service. At this meeting, two nameswere added to the memorial wall for this year: SaratogaSprings Fire Chief Michael James Penovich, and AnthonOrin Tracy who died in 1963 while operating a bulldozerat a Box Elder County wildland fire. All of the firefighterslisted on the wall have given their lives in the line of dutyand should be remembered often by all Utah firefighters.Our 35 th United States President John F. Kennedy once immortalizedthese words, “Ask not what your country cando for you, but what you can do for your country.” Foralmost 100 years now the Utah State Firemen’s Associationhas provided so very much for Utah firefighters, butperhaps you may not be aware of just how much the Associationhas truly done and continues to do. So to borrowa little from President Kennedy’s words, I want to ask thequestion, “What does Utah State Firemen's Association dofor you?”• It promotes training for you andyour department.• It provides support and advice foryou and your department.• It provides legislative support in the bestinterest of you and your department.• It is responsible for the followinglegislative action:o Utah State Firefighterautomobile license plateso Utah State industrial insurancewhile in the line of dutyo Formation of the Utah Fire &oRescue AcademyFormation of the Utah StateFire Marshal’s Office• It is responsible for the formation of theUtah Museum of Fire Service Historyand Firefighter Memorial Park.• It provides funding for issues in theinterest of the Fire Service.• It provides a $450 death benefit and a$100 gravestone insignia for each member.• It provides an annual convention withtraining and fellowship each year.• It provides service and special awardsto its members.• It provides support for special preventionprograms for your department.Now I ask, “What is it that you can do for the Utah StateFiremen’s Association?”• Support the growing number of departmentsrepresenting over 3,000 firefighterswith your membership.• Encourage your department to become amember of the Association and maintainstatus in good standing.• Involve yourself in the Association by participatingin the annual convention as28 | UFRA Straight Tip

DignitariesVisit UFRAby Steve Lutzwell as seeking leadership positions.• Encourage active participation in the FirefightersAuxiliary, which promotes manyexcellent prevention and service programs.• Involve yourself in current training andother services provided by affiliateddepartments and professionals.• Get to know those who have servedbefore you in the Fire Service by associatingand learning from them at theannual convention.• Share your knowledge and ideasfor improving the Association andthe Fire Service in general.Lt. Governor Gary Herbert and Public SafetyCommissioner Scott Duncan visited UFRA onOctober 24 for a tour of our facilities and to participatein an Incident Command Simulation in theCommand Training Center. CTC Manager DennisGoudy led a group, including UFRA staff, througha brief simulation of a strip mall fire with the Lt.Governor acting as I.C. Both dignitaries were veryimpressed with the CTC’s potential to train alltypes of public safety personnel and pledged theirsupport to take it to its full potential.The USFA always strives to live by its Mission Statement:“To organize and promote unity among firefighters in theState of Utah and those associated in the Fire Service. Toinitiate and maintain an active participation in all aspectsof the Fire Service including training, education, scholarships,fire prevention, law and legislative action, codes,service and special awards, fire history museum and benefitsfor its members. To support the Utah State Firemen’sAuxiliary in their efforts and to recognize the importance ofall functions associated with them. To support the Universityof Utah Burn Center and other charitable associationsaffiliated with the Fire Service. To promote camaraderie,support a common ground between active and retired firefightersas well as volunteer and career firefighters.”Above from Left: Don Savage, Ryan Peterson, CommissionerScott Duncan, Fire Marshal Ron Morris, Gary Wise, JeffMaxfield, Lt. Governor Gary Herbert, Hugh Connor, DarrellPranger, Chuck Querry, Coy Porter.If you are not a current member of this great Association,I strongly encourage you join now! If you are a currentmember; we extend a warm thank you from all of our officersand members.Visit our web site for membership, annual convention, Firefighterof the Year awards, and any other information aboutthe USFA: http://www.fireassociation.com/index.html"Care about an Association that caresabout you and the Fire Service"Jeff Maxfield and Hugh Connor guide Lt. Governor GaryHerbert through the intricacies of commanding a fire inUFRA Command Training Center.January - March 2008 | 29

PREPARATION – ONEby Steve Crandall26 years ago, in thesummer of 1981, myfriends and I wererock climbing in thelocal canyon. Therewas a group next tous doing some rappelling.Suddenly, oneof the girls in theirgroup stopped abruptlyin mid-rappel andscreamed that her hairhad become tangled inher rope. She was unableto move and wasbecoming more andmore anxious as herhead was slowly beingdrawn toward herdescent control device (DCD). Since that section of the cliff wasslightly overhanging, she could not touch the wall and “climbout” of her predicament. She hung in midair, slowly spinning,crying for help. The atmosphere at the crag changed immediately.I grabbed my extra rope and some gear and ran to the top ofthe cliff. I distinctly remember her screams becoming louder andmore panicked as I rigged my anchor system. At 17 years old, Ihad only climbing for about four years and had never performeda pickoff rescue, but I had read about it. I stepped over the edgeand dropped into the void. When I arrived at the girl, I could seethat her hair and shirt were badly entangled in her DCD. Her headwas bent down and forward. She was crying and appeared to bein a lot of pain. I connected her to my gear in preparation for therescue and suddenly realized I had no way to free her from herdevice…I had forgotten my knife! I will never forget the look onher face as she hung there weeping when I disconnected fromher harness and told her I would be back with the needed tool.In the end, I was able to descend a second time, transfer her tomy system, cut away part of her hair and shirt and perform thepickoff. I have never forgotten that day. Not because it was myfirst real rescue but because I had failed in my first attempt due toa lack of preparation. (AUTHOR’S NOTE: Today, two and halfdecades later, we have so many more techniques available to usas rescuers that learning from a book or cutting away during apickoff are really no longer considered appropriate.)Preparation is one of the primary keys to rescue success. Whileit is true that on occasion firefighters may be able to “pull off” asimple technical rescue without killing themselves or the patientwithout any formal preparation, it is certainly never the preferredway to operate. Study any NIOSH or FACE document, any lineof duty death report or any failed rescue PIA and you will undoubtedlyfind that a major contributing factor to the death orinjury was a lack appropriate preparation.Technical/heavy rescue preparation is truly a broad-based concept.Every aspect of a rescue will benefit from some type apreparation. In an effort to better understand how this conceptapplies to heavy rescue, it may be useful to divide it into threegeneral categories: departmental preparation, team/crew preparationand individual preparation. Coincidently, these categoriesalso closely mirror the strategic, tactical and task levels ofoperational function.Departmental preparation usually begins with a jurisdictionalhazard analysis and risk assessment. NFPA 1670, chapter 2-2states, “The AHJ shall conduct a hazard analysis and risk assessmentof the response area and shall determine the feasibilityof conducting technical rescue. Potential hazards and theirlikelihood of causing an incident shall be identified. The hazardanalysis and risk assessment shall include an evaluation of theenvironmental, physical, social, and cultural factors influencingthe scope, frequency, and magnitude of a potential technical rescueincident and the impact they might have on the ability of theAHJ to respond to and to operate safely at those incidents.” Thisanalysis is not just a “check in the box” activity. Too many timesI have seen fire departments, industrial rescue teams and evensome of the federal teams I train fail to truly evaluate their operationalarea and rescue needs. Rarely is the issue “do we or dowe not need a heavy rescue team?” but rather, what type of teamdo we need? Which rescue disciplines are we going to assume?What is our liability? An appropriate hazard analysis and riskassessment will allow the AHJ to identify its jurisdictional needsand tailor its rescue program to answer these questions. Otherdepartmental preparation questions may include: How are wegoing to train and equip heavy/technical rescue team? At which“level” will the team operate; awareness, operations or full technician?Who should be on the team? How should the team bedispatched and deployed? What is the operational budget for theteam? How much of that money will be allocated to equipmentand how much to training? The answers to all of these questions30 | UFRA Straight Tip

KEY TO RESCUE SUCCESSfall under departmental preparation. The key at this level of prepis administrative backing. The department leaders must buyoffon the idea and concept of a specialized rescue asset and then beable to support that asset in all areas. Departmental preparationsets the foundation for team/crew preparation.In my opinion, the core of technical rescue preparation takesplace at the team/crew level. It is here that the team either fails orsucceeds when tasked with a mission. And this failure or successrevolves around one primary aspect of preparation…training.While the department may provide the team with equipment,an apparatus, a response matrix, etc., it is the team itself thatwill keep the program alive and operational. Due to the fact thatheavy/technical rescue calls are usually considered low-frequency/ high-risk operations, training becomes the best method tokeep the team on “top of its game” and prepared to respond toany call at any time. There is much to be said about how a qualityheavy rescue training program should be run, however this is notthe venue for that. Suffice it to say that the operational efficiencyof any rescue team is not measured by how much departmentalbacking there is but rather by the quality, quantity, frequency andtype of training preparation the actual crew/team has as a whole.The old saying is true; “Failing to prepare is preparing to fail.”Individual rescue preparation centers around physical capability,mental prowess and technical proficiency. Individual rescuersmust be able handle the physical demands of technical rescueoperations. Lifting and moving heavy loads, handling specializedrescue tools, working long periods of time and having aphysique that matches the team’s operational environment (e.g.:a big guy in a little confined space) are basic requirements forany team member. The mental and emotional requirements ofheavy rescue are similar to those of other fire service disciplineswith the addition of a tolerance of small, closed spaces, calmnesswhile operating at heights and the ability to maintain focuswhile under duress for long periods of time. A lack of operationalexperience (and training) breeds excitement. Excitementleads to poor decision-making. Poor decisions result in failedmissions and injured rescuers. As with team preparation, appropriatepersonal skill training leads to individual technical proficiency.In heavy rescue, personal skills are the foundation ofteam skills. There is really no place to “hide” at the scene of atechnical rescue. Either you have adequately prepared yourselfand can perform the skills appropriately when called upon or youreally have no business being there. This may sound harsh orelitist to some, but unfortunately it is the sad reality. This is oneof the reasons why NIOSH reported that nearly 60% of deathsin the 1980s at confined space incidents were would-be rescuersassociated with secondary entries; individuals acting without theproper preparation.There are many facets to the technical/heavy rescue world andequally as many reasons why some agencies have teams that aresuccessful while some teams continually struggle. Regardlesswhere your team is now on the “capability scale,” we can all improvein our level of service by increasing our level of preparedness.Rescue and emergency services should rarely be measuredby call volume (if that were the case, most of us would be ridingambulances instead of fire engines, trucks and rescues). We existbecause of potential. And almost every jurisdiction holds thepotential for technical/heavy rescue. The best way to meet thatpotential is through appropriate preparation.Steve Crandall currently works as captain and coordinator ofthe Salt Lake City Fire Department Heavy Rescue Team. He hasbeen actively involved in the technical rescue world for morethan two decades and can be reached at www.heavyrescuetraining.comor via email at steve@heavyrescuetraining.com.January - March 2008 | 31

Could It Happen Here?by Steve LutzSince therecent firesin Southern California, a numberof people have asked the Academywhether a Wildland Urban Interface(WUI) conflagration of the kind SanDiego experienced could happen inUtah. The answer is not a simple‘yes’ or ‘no’.There are significant differences inthe fuel types and densities betweenthe chaparral environment of So. Californiaand the high desert, alpine andsub-alpine areas where most of ourWUI development is concentrated.Fire behavior in all of these environmentsis quite different. What oursand theirs have in common is poorforest health, invasive species and theeffects of drought. These conditionsin either location propagate extremefire behavior, especially when strongwind becomes a factor. We do not experiencethe Santa Anna winds thatsweep down the coastal range drivingfire right through suburban interfaceareas. However, it is not uncommonfor Utah to experience several days ofstrong winds, with extremely low humidityand high temperatures. Combinewinds and bad fuel conditionswith WUI development and the dangerbecomes obvious. According toU of U Geographer Tom Cova, Utahis many years away from the densityof development in WUI areas that areseen throughout So. California. Butthe trend of unbridled developmentthat has created the interface problemin California is creeping across theinterface here. There are hundreds ofsubdivisions with thousands of buildinglots throughout Utah that werecreated with absolutely no regard forsafety. Dry subdivisions with roadsnearly impassable to fire apparatus,single road access, extreme fuel loads,combustible building materials, invasivespecies like cheatgrass, and lackof defensible space all contribute tothe risk of a conflagration. The newWUI code that counties are requiredto enact and other modern ordinanceswill prevent some new subdivisionsof this type but the thousands of lotsin existing older subdivisions presentchallenges to new builders to makethings safer. Unfortunately, incorporatedareas have not been compelledto adopt the new code.As evidence of the increasing severityand cost of wildland and WUI fire,consider the following. Annual stateand private acreage-burned has almosttripled in the last thirty years. Duringthat same period, Wildland fire fightinghas killed more Utah firefighters thanany other cause. Suppression costs onprivate lands increased 16 fold from1998 to 2002 and continues to grow.In 2007, the Milford Flat fire becamethe largest in Utah history at almost570 square miles. In 2007, five civilianswere killed by wildfire includingthree who died trying to protect theirproperty. A Statewide risk assessmentconducted by State Forestry in2005 and updated in 2007, identified622 communities at risk for WUI firedestruction due to the intermix of developmentand significant wildlandvegetation prone to fire. Each communityin the state was rated on multiplerisk factors on a scale of 1-12, with 12showing the highest risk. Only communitiesrated as six or higher wereincluded in the at-risk list. Of the 622at-risk communities, less than 10%had taken definitive action to mitigatetheir WUI issues at the time ofthe assessment.Wildfires are increasing in intensity,size and cost, climate change hasmade drought more common, developmentis invading interface areas likecheatgrass and many local officialsseem more concerned with creatingtax-base by enabling developers andindividuals to exercise their “propertyrights” than with taking difficult stepsto protect public safety. An alarmingtrend has developed recently in re-Escondido incoming fire smoke dawn.Same residence later in the morning.Lomas Serenas home near I-15.32 | UFRA Straight Tip

sponse to the counties’ adoption of thenew code. Developers are requestingannexation into cities and towns withlesser code requirements for WUI areasto avoid what they see as a hit totheir bottom line. This of course, is thesame pattern that So. California hasexperienced since World War II.Primarily the difference between Californiaand Utah is time. What will Utahlook like when development here approacheswhat California has now, 10,20, 30 years down the road? It’s up tous. Consider that a frog dropped intoreally hot water will jump right out buta frog dropped into comfortably warmwater will stay put and barely noticeas the heat gradually increases, untilhe’s boiled to death. The burner ison low now.So you decide; could it happen here?If so, someone will pay if we don’tact now. It will be the taxpayers, homeownersand the firefighters who willbe expected to compensate for bad decisionsthat were made for short-termgain and with no sense that the heat isbeing turned up.For lots of useful information on WUIsolutions go to: www.utahfireinfo.govand click on “Protect Your Home”.Command TrainingCenter Update andProgress Reportby Dennis GoudyRecently, administrators at the Utah Fire andRescue Academy met to discuss progressof the Command Training Center (CTC)and plan for the next phase of operation.Items discussed included lessons learned,evaluations of pilot class deliveries, the useof the CTC for departments’ promotionalexams, and Summer Fire School CTCclasses. Additionally, the Mobile Command Training Center(MCTC) was discussed along with roles and responsibilities asthey relate to the CTC.Based on the meeting, several items are being addressed.A curriculum package is being created based on instructorinput, the current PowerPoint presentation, and suggestionsfrom pilot delivery evaluations. Pre-course work is beingproduced to “front load” the student with fundamental skillsthat will enhance and streamline the learning experience inthe CTC. We anticipate the curriculum process to be readyfor evaluation sometime in January 2008. Departmentsand instructors will be contacted when the curriculum isready for review.Work on the MCTC continues. Bids have been requested tocomplete changes on the layout of the MCTC. Issues relatedto computers are being addressed as well as issues related tostudent comfort and creating an environment that will optimizethe students’ experience in the MCTC.The CTC remains open for those departments who wouldlike to “practice” their skills. UFRA will be happy to provideobserver/controller support for departments and provide accessto the CTC PowerPoint presentation. Please contact me toschedule the CTC.We appreciate the efforts and support from various departmentsand individuals throughout the state. We have learned severallessons as the CTC program evolves and are making changesthat will make the program beneficial to all who use it. Please bepatient as we attempt to create a premier training facility. I willkeep you informed on issues and schedules related to the CTC.Another Lomas Serenas home.January - March 2008 | 33

Saudi Arabia; OpportunityL to R: Brad Wardle, Khalid A. Al-Nasser, President of the SAC-SFPE, and Andy Byrnes.In August of 2007, Martek Services President KarenMartin contacted Gary Noll in the Emergency ServicesDepartment at the soon-to-be Utah Valley University(UVU) seeking a speaker for an upcoming conferencefor the Saudi Arabian Chapter of the Society of FireProtection Engineers (SAC-SFPE) in Dhahran, SaudiArabia. Karen was going to be displaying some of hercompany’s products at the conference and the presidentof the SAC-SFPE, Khalid Al-Nasser, asked her ifshe knew of some presenters who could provide sometraining for the conference goers. She immediatelythought of the Utah Fire and Rescue Academy. Approvalswere obtained and Andy Byrnes was assignedto go with Brad Wardle from Emergency Services tospeak at the conference.In Dhahran, Saudi Arabia, on October 27, 2007, BradWardle, Assistant Director of Training at the Academy,addressed the conference with a presentation concerningcurrent certification and degree programs offeredthrough the Emergency Services Department at UVU.Andy Byrnes, Program Designer, then presented informationon the National Incident Management Systemand how it works for responders and managers in theUnited States. Of course the audience members werevery interested in these topics and want to be involvedin online degree programs within the U.S. althoughthey are only recently starting to use ICS uniformlyduring emergencies.Saudi officials contacted Andy and Brad at the conferenceand several meetings were set up to discussthe possibilities of UVU providing training and educationfor Saudi firefighters, emergency responders, andemergency managers. Interests were mainly in on-lineopportunities for degree programs and on-the-groundtraining for certifications – at training facilities inUtah. They are especially excited about the prospects34 | UFRA Straight Tip

and Challenge for UVUof learning ICS inside the Command Training Centerwhere we can tailor simulations to meet their needsusing local digital information and scenarios. Whenasked about travel restrictions and costs, the commonreply was “no problem”. The Saudis love all thingsAmerican and, for them, there is great credibility inattending a training program in the United States.On the last day of the visit, Andy and Brad were treatedto a grand tour of the Saudi Aramco training facilityin Kahtik. The facility is one-of-a-kind and includes33 acres of props and facilities that simulate confinedspace emergencies, marine fires aboard full-scale tankerships, oil well fires, piping and storage tank fires, aswell as structural fire fighting. The main prop is massiveand is constructed exactly like the production andstorage facilities they face inside the Aramco plant. Theare not made of wood but rather masonry and concrete.Their main structural problem is the combustible fuelload of the building contents.The trip was fascinating and full of potential for UVUand the Fire and Rescue Academy. Follow-up meetingsare being held to determine if we can meet some oftheir needs for training and education. Anyone want togo to Saudi? It’s only 21 hours in the air to get there!The Saudi Aramco “prop” – a massive scale.Inside the prop, a fuel pump fire with gasoline.prop is computer monitored with 240 possible outletsfor diesel, gasoline, butane, or kerosene fuels. Adjacentis a very nice training facility with classrooms andoffices where the Aramco Fire Department administrationis housed. The courses taught are currently suppliedby Texas A&M and the Texas Engineering andExtension Service (TEEX). There are several Americanadvisors within Aramco who keep them apprisedof the current requirements for training and they havesome fantastic equipment. Impressive was the 7,000gpm pumper with three-inch foam inductors! Verycool. Most of their apparatus are set up for massivefoam ops. Structurally, the buildings don’t burn; mostThe “bow” of the ship on the marine prop. Notice the moat thatcan be filed with burning fuel.January - March 2008 | 35

Fire Sprinklersfor Firefighter Safetyby Kevin H. ScottAutomatic fire sprinklers have always been an excellentline of defense for protecting property loss. Butcan that same automatic fire sprinkler system provide asimilar level of protection for reducing firefighter injuriesand fatalities?The entire fire service speaks of the increased level ofsafety for the occupants in buildings protected with firesprinkler systems. The commonly repeated statistic is thatother than the World Trade Center, there have never beenmore than two lives lost to fire in sprinklered buildings.You certainly cannot make that same claim for unsprinkleredbuildings.Another common statistic has to do with the effectivenessof fire sprinkler systems in controlling fires. It depends onwhich survey you read whether fire sprinkler systems are92%, 96%, or 98% effective. However, all of the surveysindicate fire sprinkler systems are over 90% effective incontrolling fires with two or less fire sprinklers when thesprinkler system is operating properly.The Rita F. Fahy, Paul R. LeBlanc and JosephL. Molis report in the July/August2007 edition of NFPA Journal®, titled“Firefighter Fatalities in the United States- 2006” indicates that 89 firefighters losttheir lives in line-of-duty deaths in 2006.Four of those deaths occurred as a result ofstructural collapse. While this is a soberingnumber, it is even more sobering whenthe report goes on to indicate that over thepast 30 years even though there has been adecline of 69% in firefighter deaths at structurefires, the number of structure fires has declined53% in that same time frame. So the realityis that the ratio of structure fires to firefighterdeaths has not changed much. We are still losingour brothers and sisters at about the same ratiobased on the number of fires. It is just that there arefewer fires.In June 2007, the fire service experienced a tragic loss ofnine firefighters at the furniture store in Charleston, SC.However, more recently in Ormond Beach, FL anotherfurniture store fire occurred. When the Ormond Beachfirefighters arrived at the furniture store, a sprinkler hadactivated and was controlling the fire. The firefightersmade entry and completed final extinguishment. Therewere no injuries and no firefighter fatalities. Did youhear about this fire on the 6 o’clock news? No, because itwasn’t a big story. The outcome was totally different, andno lives were lost.There is a technology available to protect firefighters. Arguably,this technology may be as effective as personalprotective equipment. This technology goes to work beforethe firefighters arrive on scene. This technology canand does protect the occupants in the building at the timeof the fire, and it protects the firefighters who will be enteringthe building ten minutes or more after the fire hasstarted. If during those ten minutes, the fire continues toburn unchecked, it will grow and impact structural integrityand the safety of firefighters as they enterthe building.The fire service has traditionally consideredfire sprinklers as a method for protectingproperty and contents. Fire sprinklers havean excellent track record for protectingproperty. But, we need to expand our conceptand reasoning for installing fire sprinklers.It is unacceptable to continue to losenearly one hundred firefighters annually instructure fires. Fire sprinkler systems haveproven their effectiveness over and over.Fire sprinkler systems protect lives as well asproperty. Fire sprinkler systems can and do protectfirefighters.36 | UFRA Straight Tip

STRAIGHT TIPCROSSWORD PUZZLE12 345 6 78 9 1011 1213 14 1516 1718 19 2021 22Across:23 24 25 262728solutions on page 401. Pointed end of a pickaxe.2. Air ______: the shippingpapers on an aircraft.7. Organizational levelwithin IMS.9. Place of refuge.12. Shipping papers for roadsand highways.13. Weight of combustiblesin a fire area.15. A-shaped structure formedwith two ladder sections.18. Support the rungs ofa ladder.19. Enforced fire regulations incolonial America.21. Portable tanks22. Not necessarily electrical.23. Air ______: Hose throughwhich air flows.25. The forked end of a tool.26. Heating, ventilation,air-conditioning.27. Location and removalof persons in danger.28. U-shape of a bent rope.Down:1. Convection column, thermalupdraft, thermal column, etc.3. Damaged tissue resultingfrom exposure to cold.4. Ladderlocks, runglocks,pawls, etc.5. Measure of acidityor base levels.6. Filters contaminates andparticulates from the air.8. Fire cause that is provennot to have involveda deliberate act.10. Malicious burningof property.11. Hose splitter.14. To remove an article ofequipment or clothing.16. A barrel-like container.17. Acronym used for operatingportable fire- extinguishers.20. Summons units to correspondto an emergency.24. EmergencyMedical Services.25. Organized groupof firefighters.January - March 2008 | 37

EARN YOUR FIRE SCIENCE DEGREE AT UVSC!Now is the time to start to work on your Fire Science Degreeor finish that degree you have been working on.Why should I earn a college degree?• Personal improvement• Preparation for promotion• Expand career opportunitiesWhat degrees are offered?• One-year certificate – Firefighter Recruit Candidateand/or Paramedic• Associate in Applied Science – Firefighter/Paramedic,Fire Officer Specializations,and Wildland Fire Management• Associate in Science• Online Bachelor of Science in PublicEmergency Services Management• Bachelor of Science in Technology Managementwith a Fire SpecialtyWhere can I take classes?• At the Utah Fire and Rescue Academyfacility in Provo.• At fire departments throughout Utah.• On the internet and the television.How do I enroll?• Apply for admissions by going tohttp://www.uvsc.edu/admissions/applynow/• If you have attended another college oruniversity you need to request an officialtranscript to be sent to:UVSC Admissions Office800 West University Parkway MS 106Orem, Utah 84058What will it cost?Utah Resident tuitionOff-campus tuitionOn-campus tuition3 credit Hours= $456.00 $580.006 credit hours = $804.00 $1,033.009 credit hours = $1,152.00 $1,416.0012-18 credit hours = $1,500.00 $1,764.00• Tuition increases every summer.• For a complete list of tuition amounts go tohttp://www.uvsc.edu/tuition/pdf/tuitionfees.pdf• Some courses have “course fees” that are inaddition to the tuition cost quoted aboveFor more information regarding admissions and registrationcontact our receptionist at 801-863-7709 or888-548-7816 to schedule a phone or office appointment tospeak with a Emergency Services Academic Advisor.Enroll early! The deadline for enrollment into college creditcourses is two weeks prior to the start date of the class. Notethat courses are subject to cancellation due to low enrollment.SPRING 2008 ON CAMPUS COURSESClasses begin January 3 rd and conclude on April 24 thunless otherwise noted. All courses are three credithours except for the EMT-Basic. For more informationregarding admissions and class registrationcontact an Emergency Services Academic Advisor at801-863-7700 or 888-548-7816.Emergency Services DepartmentSpring 2008 semester (Jan 3 - Apr 24)FSO 2020 – 001 – Incident CommandConfirmed Dates: Mar 28, 29, and Apr 4, 5, 11, and 12Location: 7602 South Jordan Landing Blvd., West JordanTimes: 8 am – 5 pm each dayFSO 2030 – 001 – Fire Inspector IConfirmed Dates: Feb 1, 2, 8, 9, 22, and 23Location: 530 North 2200 West, LaytonTimes: 8 am – 5 pm each dayFSO 2080 – 001 – Building Constructionfor the Fire ServiceConfirmed Dates: Feb 29, March 1, 7, 8, 21, and 22Location: 607 E. 7200 S., MidvaleTimes: 8 am – 5 pm each dayFSP 2310 - 001 – Fire Investigator IConfirmed Dates: Jan 4, 5, 11, 12, 25, and 26Location: 607 E. 7200 S., MidvaleTimes: 8 am – 5 pm each daySPRING ONLINE COURSESFSF 1000-X01- Survey Fire/Rescue Emergency ServicesFSO 2090-X01- Fire Officer IFor college credit registration, please contact the EmergencyServices student center to at 888-548-7816 or 801-863-7709.For non-college credit registration (training), please contactAngie Menlove at 888-548-7816 or 801-863-7700.38 | UFRA Straight Tip

Emergency Services DepartmentSpring 2008 semester (Jan 3- Apr 24)UFRA - PROVOSPRING 2008 FIRST BLOCKFSE 1140-001- EMT-BasicT, R, and S-TBA 1:00-4:50 PMFSE 1140-601- EMT-BasicT, R, and S-TBA 6:00-9:50 PMFSF 1000-001- Survey Fire/Rescue Emergency ServicesT, R 10:30-11:45 AMUFRA - PROVO SPRING 2008SECOND BLOCK (February 26 – April 24)FSW 1400-B61- Wildland Firefighting FundamentalsM, W, and S-TBA 6:00-9:50 PMONLINE PUBLIC EMERGENCYSERVICES MANAGEMENT COURSESThe cost for each upper division PESM course is $ 573.00Visit www.pesm.uvsc.edu for more informationUPPER DIVISON - FIRST BLOCKCOURSES (January 3 rd – February 25 th )ONLINE PUBLIC EMERGENCYSERVICES MANAGEMENT COURSESUPPER DIVISON - FIRST BLOCKCOURSES (January 3 rd – February 25 th )PESM-4200-XA5-PRINCIPLES OF DISASTERAND EMERGENCY MGTPESM-4500-XA5-MANAGING EMERGENCYMEDICAL SERVICESUPPER DIVISION - SPRING 2008SECOND BLOCK (February 26 - April 24)ENGL-3320-XB5-GRANT AND PROPOSAL WRITINGMGMT-3430-XB5-HUMANRESOURCE MANAGEMENTPESM-3500-XB5-ANALYTICALRESEARCH APPROACHESPESM-3800-XB5-PUBLIC ADMIN ANDEMERGENCY MGMTPESM-4100-XB5-HEALTH AND PROGRAMSAFETY MGMTPESM-4900-XB5-ADVANCED SEMINAR IN PUBLICEMERGENCY LEADERSHIPACC-3000-XA5-FINANCIAL MANAGERIALAND COST ACCOUNTINGLEGL-3000- XA5 -BUSINESS LAWPESM-3300-XA5-PUBLIC PROGRAM ADMINPESM 3600-XA5-CUSTOMERAND PUBLIC RELATIONSPESM-3700-XA5-MASTER PLANNING FOR PUBLICEMERGENCY SERVICESJanuary - March 2008 | 39

STRAIGHT TIPADVERTISINGby Shayne DurrantEMPLOYEESPOTLIGHTby Kimberly BlockerUtah Fire and Rescue Academy announces thatthe management team for Straight Tip magazinewill now make advertising available forupcoming issues. Many vendors and suppliershave inquired about advertising in the pastand it has not been available until now. All netproceeds raised through advertising will beused to create a scholarship fund for the academy.If you are interested inKelly BoyerKelly Boyer is a part-time assistantin the Certification Department.She joined the teamin October of 2006. Kelly hailsfrom the state of Wyoming butcurrently calls Saratoga Springshome. She comes from a familyof six children and a wholebunch of nieces and nephews.She holds a Bachelors Degree in English fromSouthern Utah University. She has an interestingwork background, working in everything from gunsales to law. She even spent some time in a mortuarycrematorium! When not working hard processingCertification test results, she likes to go camping,hiking, snow boarding and white water rafting(she is always up for an adventure!) and she loves agood jigsaw puzzle.Crossword Solutions:advertisingin the upcoming issuesplease contact Shayne Durrantwith RSD Advertising. He can bereached by e mail at rsdurrant@msn.com or byphone at 801-722-4186.40 | UFRA Straight Tip

UFRA REGISTRATION FORMCourseCancellationPolicyThe following cancellation policy is currently in effectat the Academy. Participants that register for aclass, but do not attend, will have their employerbilled the tuition fee. If you notify the Academy thatyou will not be attending the class, your employerwill not be billed for the class. If you had paid bycheck or credit card, the full amount paid will bereturned to you. For notification 1-10 days prior tothe class, a 50% refund is given if you call UFRAand tell them that you will not be attending. We arenot able to bill individuals for the classes.Please mail Registration Form to 3131 Mike Jense Parkway, Provo, UT 84601CertificationPay PolicyAs of July 1, 2006, certification fees have been increasedto $40.00 per level. However, those whotested before July 1st, 2006, will be invoiced $20.00.Recertification fees will continue to be $5.00. Allfees are due at the time Certification is requested,which include: initial written and skill examinationsand certification. Payment can be included with the“Certification Request” or your department willbe invoiced. All certification request forms can befound on our website - www.ufra.uvsc.edu/certification.If you have any questions, please contact theCertification Office.January - March 2008 | 41

800 West University Parkway • Orem, UT 84058-5999Utah Fire and Rescue Academy – 193Address Service RequestedSprinklers Save Lives