on the “job” july - september, 2012 on the “job”€¦ · teach our newer members the proper...

MISSION STATEMENTThe Virginia Beach Fire Department is a customer service organization partnering with

communities, members, citizens, and visitors to foster the feeling of safety any place, any time, through planning, mitigation, response, and restoration.

On the “JOB”

Virginia Beach Fire Department

Thoughts from Fire Chief Steven R. Cover

On the “JOB” July - September, 2012

Virginia Beach Fire Department

We are just finishing the July 4th holiday and I hope everyone is enjoying the summer with family and friends. We are very lucky to live and work in a city and region that has so much to offer during this time of year. People travel from all over the world to visit us during this time of year.

We are also finishing one fiscal year and beginning another as we move forward into the FY 13 budget process. We are really pretty fortunate in securing the necessary resources to do our job. We are beginning the construction process for replacing the Chesapeake Beach and Thalia stations. We are starting the engineering process for replacing the Blackwater station. With the new station at Town Center, we will add a ladder company, which means we will hire 12 additional firefighters and purchase another ladder truck. We just recently graduated a full recruit class and we graduated a certified class

prior to that. Additionally, we are currently in the middle of another hiring process and we will have promotional opportunities as a result of several retirements. We are working hard to upgrade our communications capabilities, both data and voice, in order to operate more effectively. As tough as the economy has been the past few years, we have done pretty well. This all goes back to each and every member of the department delivering a quality service each and every day. As long as our services are held in such high regard, we will receive the necessary resources to provide fire and rescue services. Keep up the great work!

I want to mention several of our members who have recently retired. The good news is that they are all retiring and moving to the next chapter of their lives healthy and happy. Each of our retirees brought expertise and professionalism to our organization for many years and they will be missed. Three of the six people that I will mention were hired by our department in the mid 1970s. District Chief Travis Halstead leaves with 37 years, 5 months of service; Captain Bob Marchand leaves with 36 years, 9 months of service; Battalion Chief Hedley Austin leaves with 35 years, 3 months of service; Captain Pat Ehle leaves with 27 years, 9 months of service; Master Firefighter Terry Payne leaves with 15 years, 8 months of service; and Firefighter Courtney Walters leaves with 7 years, 10 months of service. In total, they take 160 years, 8 months of service with them as they leave. Thanks to each of them for assisting in making the VBFD great!

We recently completed the annual safety stand down and I hope everyone took the time to review how we operate and ensure we teach our newer members the proper ways to accomplish our fire and rescue tasks. From driving and operating apparatus to proper training procedures to our firefighter wellness program, we need to stay focused. I am proud of how we, as a department, approach firefighter safety and wellness in order to ensure everyone goes home.

As we move through the summer season and into the fall, please prepare for the hurricane season and remain aware of the potential we always face here in Virginia Beach. The forecast for this year is below average with 13 named tropical storms predicted and five of those storms are predicted to be hurricanes. Always remember, it only takes one storm to impact our area and create years of recovery issues. Prepare your family because we will need you to protect our City.

Stay Safe and Healthy,Chief Cover

On the “JOB” Page �

Operations - Deputy Chief William “Randy” Journigan, Sr.“Random Thoughts from Chief J - Put Me In Coach....”

“Have you ever wondered … I’ve always wondered that myself” was a phrase used by retired District Chief R. B. Alley during his segment of Frontline where we learned many interesting things—sometimes about ourselves and sometimes about others. In respect to his phrase, I ask, have you ever wondered how much influence you can have on our department? Have you ever wondered how you can make a difference in the success of our department?

I am not talking about the contribution one makes while doing the business of the business. I know each and every one of you work to make a difference in your current role. What I am talking about is someone joining one of our teams or committees who is willing to work hard behind the scenes to provide input and advice on how the organization should move forward and find success in these challenging times. Believe it or not, members who are contributing already on these teams have had a direct influence on which path and direction the organization should proceed. I know some teams/committees are more successful and productive than others, but if it weren’t for the efforts of these members, I am convinced the organization

would move much slower than it currently does. These folks have real influence on which way we should go.

Take for instance the Operations Team (OPT). They tackle and make recommendations on many operational issues facing Ops. While not everything they have brought forth has been implemented—mainly due to funding—they have identified where we need to be in the future on many fronts. Their influence is definitely shaping the direction of our department. My goal is to figure out a method to implement most of their work as soon as possible.

A committee that is contributing significantly to our department is the Accreditation Committee. The members of this committee probably know more about our organization and how it runs than most of us. They have critically analyzed many aspects of the management, operations, and inter-agency relationships within our department and made recommendations where improvement is necessary. It wouldn’t be a surprise to me to see many of them get promoted since they have learned so much about the administration of their organization.

Another committee that has helped improve the efficiency of our organization is the SOP Committee. Upper management was struggling with getting our Standard Operating Procedures reviewed, revised where necessary, and posted back to the department in a timely manner. Since the revitalization of this committee and the efforts of the members assigned to this committee, the SOP review process is much more efficient and accurate. The committee works hard to ensure that all SOPs reflect the most accurate information while eliminating any discrepancies between them as much as possible. This work is really important to us to ensure consistency throughout the department. Without the committee’s contribution, the organization would undoubtedly be behind in developing relevant and pertinent policies.

For the last few years, the department has suffered immensely with technology woes. As such, we created the Fire Department Information and Technology Team (FDIT). The work of the team has been a godsend to our efforts to keep up with technology. Whether it is Red NMX, TeleStaff, or the Field Bridge, the members are continuously striving for process improvement and implement the programs necessary for our success. This team stepped up to the plate and was able to provide the necessary data we needed to improve our efficiency in many management areas.

What better way to see direct results of someone contributing on a committee than being on the Apparatus Committee. These empowered members decide what goes on our rigs from the bumper to the back step. This multi agency committee is comprised of members from our department and Fleet Management. They must take trips on occasion to the plant to inspect the manufacturing process to ensure we get what we ordered and identify problems before delivery.

I have discussed just a few of the teams and committees that make this department better each and every day. There are others to choose from, such as the Safety Committee, Awards Committee, and Fire Information Team (FIT) to suit your area of expertise. Each brings their own rewards of serving on a team and opportunities to join are available. As we move forward with our department, there will most likely be more teams established to help us get the work done.

By joining one of these teams or committees, you will have direct and valued input that will help shape the future of your department. I firmly believe that the only way for this department to thrive is to have engaged members at all levels of the organization. Delivering the service to our customers through our normal roles is just that—delivering a service. The efforts to determine the most efficient and best methods of service delivery are achieved through the use of our members contributing on teams and committees. While we expect the senior leadership to be visionaries and provide the direction, when the rubber meets the road, it is through your engagement and contribution that we can move the bus down the road of success.

On the “JOB”Page �

R E C E O - A Helpful AcronymSubmitted By: District Chief Vance Cooper

Acronyms can be useful for all of us in remembering and documenting large bits of information. In the fire service it is common to find this done for names of agencies (VBFD), types of danger (BLEVE), medical calls (CHART), and even recalling volumes of studied material for college and promotional exams. They help us focus our thoughts by chunking information into more manageable pieces to be used later in more detail. RECEO is an acronym you should consider when writing your unit narratives.

I offer this simple idea, as I was always taught a great way to handle an emergency is by addressing the emergency in chunks of prioritized information. Rescue, Exposure, Confinement, Extinguishment, and Overhaul (RECEO) is the acronym I was taught and still use today. I encourage each of you to consider using this acronym when filling out your narrative section for all incidents not associated with medical calls. This will greatly improve your recall and provide the department with a more thorough account of the incident. The following is an example of a realistic fictional fire:

Rescue: Upon arrival E-16 found a single family home with fire through the roof. As I performed my walk-around I asked the person in the front yard if it was their home and they said “yes.” Additionally, they confirmed no one else was inside. During the fire, E-16 performed a primary search of the entire structure and confirmed nothing found.

Exposure: Exposures were not a concern as this fire was isolated to the building of origin with adequate space between it and surrounding structures.

Confinement: The fire was contained by stretching two 1¾” hose lines into side A of the structure and pulling ceilings as we progressed into the structure. The ladder crew performed ventilation by opening the roof, which allowed for a more tenable environment and helped stop the spread of fire. All utilities were secured. RIT was established on side B of the structure by Squad 3.

Extinguishment: The fire was fully extinguished by applying water during an interior fire attack with an established water supply from a hydrant at the corner of South Plaza and Palace Green. A 2½” back-up line was charged on side A of the structure.

Overhaul: During overhaul we remained in SCBA and did not find any further fire spread. We performed a systematic secondary search and confirmed nothing found. Origin of the fire was in the kitchen caused by unattended cooking of french fries on the stove. We were able to collect some clothing and important papers for the residents which will assist them in their recovery phase. Crews cleared the scene without any further incident.

In closing, I hope that you find this information helpful and begin using and expanding it into your own written narratives. I know that on real incidents things don’t happen as clean as I have expressed here; however, it is a good start for your great narrative.


Submitted by: MFF Rob MontanerBattalion 2

On June 20 units were dispatched to an apartment fire in the 500 block of Green Meadows Drive in Company 9’s first due area. Engine 18 was first in and immediately transmitted a working fire with heavy smoke and fire showing upon arrival. The apartments are two-story buildings, tightly configured with limited access to fire apparatus. Rush hour traffic added an additional challenge for access and positioning, as well as the 90+ degree temperatures. Fire extended up the exterior of the C-side and quickly up into the attic and chimney chases. Ladder 9 and Ladder 16 set up for possible defensive operations. After the fire was extinguished, a total of 16 occupants were displaced. This was the first “big” fire for Company 9 newbies, Sean Millard and Ian Poole.

A recent EMS call in Company 9’s area reminded us of the potential hazards and life safety issues associated with “hoarder” houses if a fire were to occur and what strategies would need to be employed for victim searches and rescues. The attached pictures show, not only limited access to potential victims within the home itself, but access to gain entry from the outside. Most, if not all, of the windows in this house were completely blocked with the occupant’s belongings. The first indication that this was a potential “hoarder” house was the neglected landscaping - front and backyard lawn and shrubbery were overgrown and ivy had grown to the roofline.


Every year the department’s Strategic Business Plan (SBP) is reviewed and updated. Although it is a five-year plan, 2011-2015, it is maintained as a living document to guide the department. Over the past year, the department had many successes and these successes are located on pages 61-62 of the updated plan. The SBP has been updated on the department’s intranet site and I encourage everyone to go to the intranet and review the plan. Also, with every objective, a June 2012 performance update was placed into the plan to provide information as to the progress of each objective over the past year. These are tangible gains in most areas, which demonstrate the department’s commitment to each objective.

Here is a snapshot of the department’s successes over the past year:

• Reviewed turnout times and delays that occurred during night dispatching and turning out.• Documented accomplishments through reporting.• Rejuvenated and maintained the Local Emergency Planning Committee (LEPC).• Instituted and supported an arson canine to assist with identifying origin and for evidence collection.• Reviewed and made appropriate changes to the civilian staff’s roles and responsibilities. • Reviewed all policies and general orders every 1, 2, or 3 years, based on being high, medium, or low (see SOP GA 1.01).• Completed an independent validation study, by Valtera, to determine if roles and responsibilities align.• Conducted an independent study of the recruitment process to ensure an open and valid recruitment occurs to fill positions in the VBFD.• Maintained a recruiter.• Provided the City’s Department of Human Resources with a Workforce Development Plan, currently in Phase III.• Updated, reviewed, and maintained an EEO plan that includes diversity and inclusion as a City value.• Ensured all members and new members receive Integrity Connection as mandatory training.• Reviewed and revamped the promotional processes, with support of Fire Human Resources and the City’s Department of Human Resources.• Supported sending Officers to the National Fire Academy to obtain their Executive Fire Officer and to the West Point Leadership Academy.• Reviewed and explored social media and other technologies to communicate with internal and external customers. • Integrated the Multimedia Division into the social media role to better communicate with the internal and external customers of the VBFD.• Maintained Regional Hazardous Materials grant for equipment.• Maintained Urban Area Strategic Initiative funding support for regional WebEOC development and the ORION communication systems.• Maintained regional Port Security grant submission to support equipment and training for the Marine Program.• Maintained FEMA Cooperative grant to maintain the FEMA US&R Program. • Maintained Fire Act submissions.• Maintained the 3365 account for station rehabilitation. • Purchased a site for the replacement of the Thalia Fire Station in FY09 and initiated design work to support the necessary Fire and EMS operational personnel and equipment to be assigned to that facility.• Continued to develop and proceed with replacing aging wellness equipment at the fire stations and Wellness Center.• Supported the new peer fitness assessors and trainers.• Maintained a positive relationship with Occupational Health to provide annual physicals, flu shots, and access to an Occupational Physician for placement on limited duty and return to work determination.• Incorporated and hired a Budget Analyst to develop and maintain the annual operational budget and provide a comprehensive analysis of the department’s budget. • Expanded the Marine Program to better respond to the Atlantic Ocean through Rudee Inlet.• Expanded the Marine Program to better respond to Back Bay and the Intracoastal Waterway.

Strategic Business Plan Update Submitted by: District Chief Michael Barakey


Accepting Donations for the Fire Department submitted by: Mike Maher

As a firefighter or civilian, you may be approached by citizens who would like to donate money to the Fire Department.

What do you do? First, yes you can accept donations on behalf of the Fire Department, if approached. If a citizen is donating money (cash or checks…sorry no credit cards!), kindly ask them whether they would like for it to be used for a specific purpose, such as a particular Fire Station or just in general for the City of Virginia Beach Fire Department. A common use is a new TV or grill for your fire station. It is important that if the citizen wants the donation to be spent on a specific purpose that you make a note of it when accepting the donation. Also, getting a name and contact information, if they want to provide it, is important.

Who do you give the donation to? Contact your supervisor and let them know you’ve received a donation, how much it is for, and what specific purpose, if any, it should be spent on. Either you or your supervisor will need to contact Fire Administration at 385-4228, arrange to have the money picked up or delivered to Fire Administration, and indicate the purpose for the money. Please do not place cash or checks in the mail.

What happens to the money? Fire Administration will deposit the money with the City for either your fire station’s specific purpose, as indicated by the donation, or for general overall use for the Fire Department. Depending on the amount of the donation, further steps will need to be taken by Fire Administration before the funds can be spent.

Need more information? For more information, the City has an Administrative Directive that provides information on donations and gifts to the City and is available on BeachNet at: http://beachnet.vbgov.com/file_source/dept/auditsvcs/BEACHnet/Administrative_Directives/Documents/AD118.pdf

If you have more questions, contact Mike Maher at [email protected] or District Chief Cooper at [email protected].

Bravo Awards - LEAD Hampton Roads Recognizes Fire Chief Steven Cover with the ”Courage In Leadership Award”

On June 21st, 2012, Fire Chief Steven Cover was honored at BRAVO, a celebration of leadership, by receiving the Regional Courage In Leadership Award. Former Deputy City Manager Charlie Meyers noted when Chief Cover was selected to lead the Fire Department in 2007, that “Steve has proven that he is a natural leader. While he has a tremendous depth and breadth of technical expertise, it was his ability to communicate, listen, and inspire others to follow his leadership that set him apart.” On April 6, 2012, the Hampton Roads region experienced a “Good Friday Miracle” when a Navy jet crashed into an apartment complex, yet no lives were lost. The Courage In Leadership award recognizes that this “miracle” was possible due in large part to the inspirational, selfless, and bold leadership of Chief Cover.


On June 1, 2012, I took off my uniform for the last time. I had done this task without much thought over the years, but this day, it had become most difficult and filled with emotion. Even after much planning and careful preparation, suddenly, I realized that my time with the Virginia Beach Fire Department had come to an end. A bittersweet wave consumed me and retirement, which seemed like ages away, was finally here. My career has been wonderful and rewarding. It has given me many of the tools and qualities needed in life. I will always look back with great pride and accomplishment and will never forget the many people who helped me along the way. The camaraderie, friendships, and memories will last a lifetime. I can’t thank all of you enough for the “brotherhood” and the wonderful send off. The visits by so many, the phone calls, emails, and the gifts were overwhelming. I look forward with excitement to all of the adventures ahead and I hope many of our relationships continue throughout the rest of my life. Thank you.

Retired Master Firefighter Terry F. Payne

On June 24, 2012, Captain Robert “Bob” Marchand worked his last shift for the VBFD. Captain Marchand will retire on June 30 with over 35 years of service. Members of the department, past and present, gathered at Station 3 for a farewell sendoff. Thank you, Bob, for your years of dedication and service. We wish you a wonderful retirement.

Retired Captain Robert C. Marchand

Retired District Chief Travis W. Halstead, Jr.

We would like to congratulate District Chief Travis W. Halstead, Jr., on his retirement from the Virginia Beach Fire Department after 37 years of service. During his time with the department, Chief Halstead worked at Stations 11, 17, 8, 2, 13, 5, 4, 2, 10, Battalions 1A, 1C, Fire Training Center, Fire Administration, and was an Executive Intern in the City Manager’s Office. He was promoted to Lieutenant on December 16, 1983, Battalion Chief on June 1, 2000, and District Chief on March 16, 2006.

Retired Captain Christopher P. Ehle

Captain “Pat” Ehle began his career with the Virginia Beach Fire Department on October 1, 1984. During his time with the department, Captain Ehle worked at Stations 5, 12, 19, 9, 7, 3, 18, 2, 1, and the Fire Marshal’s Office. Congratulations and best wishes on your retirement.

Retired Battalion Chief Hedley E. Austin

Chief Hedley Austin retired from the Virginia Beach Fire Department on June 30 after 35 years of service. During his career with the department, Chief Austin worked at Stations 3, 16, 1, 8, 11, 12, 4, 18, 17, 7, 19, Training, Administration, Battalions 1C, 4C, and Resource Management. He was promoted to Lieutenant December 16, 1983, and Battalion Chief March 16, 2005. Congratulations and best wishes on your retirement.


Are you a “Hardhead”? and Who is in your Wallet?Part 1 - Submitted By: District Chief David Wade

How many of you were in this Fire Department on January 14, 1988? I know there are still quite a few who were there with me when I made the biggest blunder of my career. January 14, 1988, started like any other C-shift at the “Pit” (Station 2) - it was cold and extremely windy.

The day quickly progressed into a rare shift for us. We got our first job in Pembroke Meadows with a two-story single family dwelling. The first floor was fully involved on our arrival and we kicked its butt. Literally, it was over in about five minutes. We cleaned up and returned to the fire house with the same usual bravado of any shift who knows their business - and we were good at it, too.

Less than two hours later we got punched out for another structural fire in Lake Edward. To the tune of “Rock the Lake” being sung in the background, we left the fire house ready to do our usual business. Did you pick up the most prevalent mistake so far? In case you did not - here it is, “the usual business.” We truly thought we were invincible.

The first alarm arrivals were Engine 2 with Master Firefighter Randy Boaze driving, me, the brash, less than one year Captain, and Firefighter Rayford Smith in the jump seat. Arriving with us was Ladder 2 with Master Firefighter Wayne Umphlett driving, Master Firefighter Wayne Sandlin in the cab, and Master Firefighter Jim Milligan in the jump seat. Our first assist unit to arrive was Engine 7 with Master Firefighter Wayne Moore, Firefighter Gregg Benshoff, and Firefighter Steve Valentine. I’ll stop there with the names because this is the group that I owe an apology to the most. Do you recognize any of these names? As I said, there are not many of us left.

When we arrived there was light smoke coming from a second floor window on the A-side (Hampshire Lane) and we forced the front door. Now stop and take a good look around you where you sit right this second reading this article. Do you see any smoke? Do you smell any smoke? That is exactly what we had and saw. Firefighter Smith, with the Ladder crew, took the hose line and went up the stairs to investigate. I walked through the first floor (should I have been alone?) looking for signs of a fire. As I began to walk down the small hallway towards the kitchen, I stopped just short of entering the kitchen. Battalion Chief Jim Hundley (yes, Mark Hundley’s dad) was standing in the backyard looking at me through the sliding glass door. I raised my arms in a shrug and he did the same indicating he did not see anything out of the ordinary either. I turned and went to catch up with my crew on the second floor. Did you catch my big blunder? As I got to the top of the stairs, I noticed very stringy black globs of material raining down from the ceiling level. There was no heat. Master Firefighter Sandlin quickly informed me that they had not found any fire. I asked if he had checked all of the mattresses. He affirmed that he had and the closets too. I directed him to find the attic access and attempted to call command.

If you think we have radio troubles today, you should have used the old MX radios we fondly called “bricks” on our old radio system. At times you could not speak with anyone. We only had two TACs back then and they were just as horrible. I could not raise command on my radio. Command could not raise us either. So, he sent the Engine 7 crew in to find us and let us know he wanted to get a sit-rep.

As the Engine 7 crew reached us on the second floor, the smoke had gotten very bad. You couldn’t see your hand in front of your face. Master Firefighter Sandlin reported to me that he could not find the attic access. At this time, the heat was increasing. I turned and looked at Firefighter Valentine, who was holding a pike pole. I pointed at the ceiling and told him to open it up. At the same time, Master Firefighter Sandlin had heard me and returned to the far bedroom and told Master Firefighter Milligan to do the same thing. Did you pick up on the series of events that overtook us?

Let me explain - fire dynamics tell us that fire will take the path of least resistance and if the wind is helping, STAND BY! Remember me telling you it was very windy that day? The steady 35 mph winds came in the front door and traveled up the stairs and through the hole that Firefighter Valentine had made.


Are you a “Hardhead”? and Who is in your Wallet?Part 1 - Submitted By: District Chief David Wade

The fire then progressed through the attic and down the hole that Master Firefighter Milligan made. The result, after it went down the walls into the floor, was a fire ball into the bedroom and a complete blow out of the first floor ceiling with fire everywhere.

We knew we were in trouble and I ordered an evacuation. The plan was to go out down the stairs, regroup, and start over. I knew, d’oh, that I had missed something. As we turned to exit, Firefighter Benshoff informed me that we couldn’t get down the stairs. I looked and had to agree - it was wall to wall fire and our hose line was laying in it. We had a standing order in the “Deuce” of placing a ladder to the second floor windows on every working fire. Unfortunately, it was not at the window that majority of folks jumped out.

Now put yourself in command, you can’t speak with any of your crews over the radio, you just sent another crew in to find out why, and then all of sudden fire blows out every opening on the first floor. Firefighters literally started raining out of the second floor into a heaping pile of black encrusted arms and legs. God bless Battalion Chief Glenn Dunn and District Chief Melven Mathias - I would have had a heart attack!

There is much more to the story - ask me, Gregg, or Steve about it one day and we’ll be glad to elaborate further. It is a great learning tool!

How does this relate to being a hard head? Let me just say this, I did not know what mistake I had made. The Post Incident Analysis (PIA) did not help or point it out either. As a matter of fact, the brash young hard head that I was made the statement that, “I would do the exact same thing again today if we had another fire in Lake Edward.” It took Fire Chief Harry Diezel coming to the station and sitting me down for “the talk” to realize my mistake. Trust me - you do not want the same type of visit from Chief Cover. Chief Diezel basically told me where I blundered and that if I did it again he would put my bugles on someone else. To this day, I owe him the remainder of my career and I have not made the same mistake again.

What did I do wrong? Were you able to pickup on it? If you are aware of the construction in Lake Edward, you will know that when you pull the ceiling in the rear attached shed or the inside attached laundry room, you will be looking straight into the attic.

On January 14, 1988, an electrical short in the Virginia Power water heater power timer switch shorted and caught fire. The fire traveled up the wall into the attic and through the floor system. If I had walked completely into the kitchen and checked the attached laundry room I should have seen something that would have indicated what was happening before I caused three crews to go to the hospital and a second alarm to come put out my fire.

Also, do not poke a hole in the ceiling at the top of the stairs on a windy day if you think you have fire in the attic - it will bite you! Go in the back room out of the wind and poke your investigatory hole.

What was my biggest mistake? Being a hard head!!! There are a lot of good fire officers that tried to tell me I had blundered. But “nooo” not me, I was in major defensive mode and so mad at myself for endangering my crews that I wasn’t listening to anyone. Don’t be that hard headed! Be willing to accept that you do not know it all. Be willing to understand that other officers and firefighters in this department may have seen more fire and been there before you. Be willing to listen, learn, and understand what they have to offer - it will make you a better firefighter and officer. To paraphrase the Fire Chief from Chicago in the video Deputy Chief McAndrews sent for all of us to watch – the day you stop learning in this job is the day you need to leave.

Part 2 of this will be in next quarter’s edition. Until then be safe and take care of each other.

On the “JOB”

KEEP IT SIMPLESubmitted by: HERB WEST

Today, the fitness and exercise field has expanded to a point where there is a never ending selection of exercises and equipment with which to exercise. People get caught up with doing so many different exercises and working out for marathon periods of time that the benefits of exercising may be wasted.

If you are having a hard time finding the time or desire to work out or only want to train to ensure health and basic fitness for your job, then the complicated and extensive programs are not for you. Keep it simple. Warm up, workout, and cool down. Train for strength, cardio-vascular endurance, and flexibility.

Cardio work should be three to five days, 30 minutes or more a week depending on intensity - the lower intensity the more days or time. You may want to vary distance with intensity.

A warm up should warm up the whole body so just running on the treadmill is not sufficient. Do some movement prep exercises such as lunges, knee to chest, heel to rear, inch worms, burpees, or jumping jacks. If you are going to use a piece of cardio equipment to warm up, use a rower or airdyne which use both upper and lower body muscles. You can also incorporate dynamic stretching into your warm up.

Strength work should be two to four days a week depending on your goals, but keep it simple. Use complex multi-joint exercises such as squats, pull ups, bench presses, military presses, dead lifts, lunges or others. In a basic workout do a push exercise, a pull exercise, a lower body anterior chain (chain of muscles on the front of the body, chest, abs, quads, tibialis, etc.) exercise, a lower body posterior chain (chain of muscles on the back of the body, traps, lats, low back, glutes, hamstrings, gastrocs, etc.) exercise, and a core exercise.

For example, bench press, pull up, squat, dead lift, and plank - that’s it. If you want a little more, you may do a horizontal and vertical push and pull exercise by adding an overhead press and a row - this will be enough.

Sets and reps can be determined by weight. If you are working out two days a week, you may want a heavy day and a light day. Your heavy day would be reps of 3, 4, or 5 with warm sets and then four sets. Your light day could be reps of 10 to 15 with sets of two or three. If you are working out three days a week, you will have a medium day of six to eight reps with sets of three to four. Some may not wish to use the heavy weights of a three to four rep program so use the medium and light days only. You should also include single limb exercises into the workout, such as dumbbell press, lunges, or bench step ups. Do not add a single limb exercise to your workout - substitute them. For example, you do not like to do dead lifts, substitute in kettle bell single leg dead lifts which use much less weight and challenge balance much more. Do a single arm dumbbell bench press rather than a bench press. The idea in keeping it simple is to just do six to eight exercises and try to finish in 45 minutes to an hour or less. In order to increase your strength, you need to try to increase your weight weekly, if only by 2 ½ pounds or set a number of reps as a goal and when you reach that number go up in weight and reduce the reps.

Cool down is a great time to work on your flexibility. Do some static stretches for all the joints and use stretches that involve more than a single joint. You can do dynamic stretches as well. Use a roller to help with your recovery by rolling those tight and sore muscles.

I can’t emphasize enough the importance of rest, both between workouts and between exercises. To have a productive workout, you have to have recovered from your previous workout. To ensure you are able to complete your next set, you need to rest an adequate amount of time between sets. The success of your exercise program can be determined by getting enough rest. Overtraining can be related to a lack of sufficient rest between workouts. Remember, rest is as important as any part of your workout.

So keep it simple. Do your cardio three to five times a week. Your workout should be one hour or less and should be composed of a warm up, six to eight strength exercises, and a cool down that includes flexibility. Try to increase exercise weight used each week and remember to get an adequate amount of rest.

On the “JOB”

Focus on Training, Safety, and Motivation Submitted by: Battalion Chief Jack Crandell

I recently had the distinct opportunity to attend a training session entitled “Your Behavior Comes from Ben Franklin’s DNA: Fast, Close, Wet, Risk, Injury, Death.” The program was presented by Dr. Burton Clark from the National Fire Academy. The program is based on culture in the fire service and why we do what we do. The class revealed that the mentality of today’s firefighter is much like that of Benjamin Franklin, the founder of the first fire department in the United States. While our efforts continue to focus on safety, the number of line of duty deaths continues to remain constant. This is due to the fact that our mentality towards the job that we do remains unchanged. Unless we change our behavior and change the culture of the fire service, we are doomed to repeat our mistakes. The behaviors or “artifacts” as Dr. Clark calls them describe our job, how we do it, and the consequences. The artifact “Fast”, for example, can be attributed to many fire service injuries and fatalities. Much of what we do is focused on being fast. Turnout times, response times, and everything we do on the fire ground are measured by speed. The faster you accomplish the task, the better you did your job…right? When you add the siren, air horn, Federal Q, and the adrenaline together, it is a recipe for disaster. The message is that at times we have to take a step back from the tunnel and reevaluate what it is we are doing, what we need to accomplish, and how to get there safely. Accepting that there will be 80-100 line of duty deaths and thousands of firefighter injuries per year is irresponsible on our part. We CAN, each, do our part to bring the numbers down. I recommend that each of you attend the course, if you can, when it is offered. You will learn and dissect the other artifacts with a team of your peers.

I know that fires, extrications, and the “big one” don’t happen as often as you would like, and motivating today’s generation of firefighters can be quite the task. With the economy in the tank, we are being asked to do more with less, and don’t even think about getting a raise. We will additionally be scrutinized by the citizens who have charged us with being good stewards of their money. No matter the economic conditions or the size of our paycheck, we took an oath to deliver the service and I know that every one of us strives to do it at the highest level. Your Training Division intends to support your efforts by providing the most beneficial and cutting edge training available.

In the words of a successful Fire Service Instructor from a recent article, Timothy Sendelbach said, “I don’t know a single firefighter who seeks to achieve mediocrity or chooses to join an organization that prides itself on being second best. Firefighters are competitors by nature. We find satisfaction in a job well done, and our performance as individuals and as a crew are representative of our proud traditions. Our motivation is not and cannot be bought or purchased by financial rewards, nor can it be brought down by disappointment when others abandon us. We don’t seek the glitz and glamour of notoriety or the security of political patronage. We define ourselves by the professionalism we demonstrate in the performance of our duties.”

A Senior Moment with the Senior Man Submitted By: Captain Dan Fentress

I would like to thank each and every one of you for the incredible ramp that was built at my home for my daughter Massiah. I apologize for not being there to see the magic happen, but I truly appreciate all of your donations and the many hours labored to complete it. I am in awe over the outpouring of love and support that the VBFD has shown my family. You didn’t have to do it, but you did--and for that I am truly grateful! I am truly blessed to be a member of such a fantastic organization and to each of you I will forever be indebted! My words will never do justice to what was done, but again—thank you very much!

Sincere Thank YouSubmitted by: Krystal Jacobs

This quarter I thought of something a little different to talk about - those funny stories or practical jokes that you hear about or have been a part of over the years. I know there are hundreds or more of them around every station and shift. This subject came up the other morning while C shift was still at the station. The conversation had to do with the many funny things or jokes we have seen or been a part of around the station - or that strange call, which later turned out to be very funny. As the conversation continued, the question came up as to why someone hasn’t written a book on all those funny stories. I know it would be a best seller. For some of us old guys, there were many stories that we would hear and sometimes were a part of - back in the day at Old Station 11. I can still remember those stories that Marvin “Cuz” Carroll and Vernon “Muskrat” Stevens would tell us rookies while we were sitting out front of the station in the evening on those old famous park benches.

Back many years ago, the jail for the Oceanfront was connected to the back of the Old Station 11. I remember Marvin telling several stories about how some of the prisoners would escape from the jail and would try to sneak by the windows of the bunkroom of the station on their way to freedom. One night, Marvin tried to stop one, but the prisoner grabbed him, put him in a head lock, and began to rub his head up against the brick wall. I bet Marvin learned real quick not to mess with an escaping prisoner. Another event that would take place in the jail was when the Police had a problem inmate. They would walk over through the bay and ask the guys on duty to wet down the problem inmate. They would stretch a hose over to the jail and wash down the inmate until he would give up. I also remember Vernon telling stories about Chief Bayne. It seems like the Chief loved to play pranks on the guys from time to time, but no one could ever seem to be able to get a prank on the Chief. One day Vernon saw a chance to “get one on the Chief.” He waited until the Chief got settled in the bathroom. Then quietly, Vernon went upstairs, lit a firecracker, and rolled it under the door. Vernon said he could hear the Chief saying, “oh no,” while he was running down the stairs.

I have heard so many stories over my many years and when I look back, I wish that I had written them down somewhere. For you folks who have not been around very long, I hope that you will think about keeping some kind of record of the many stories and funny calls that you will hear about or be a part of during your career. They bring back so much good stuff when you start to tell them. When things are a little up tight on the shift, bring up one of those stories. I’ll bet it will loosen things up a bit. Have a great summer and remember, common sense goes a long way.

On the “JOB” Page 1�

On the “JOB”Page 1�

TOTAL RUNS BY UNIT (Primary & Assists (July 1, 2011 - June 30, 2012) - Provided by Cathy Morse

UNIT Fire Incidents EMS Incidents Other Incidents Totals

100 Series 300 -343; 661 All Other Codes

Battalion 1 153 125 997 1,275

Battalion 2 216 124 1,051 1,391

Battalion 3 265 102 937 1,304

Battalion 4 87 65 358 510

Battalion 5 2 0 6 8

Battalion 6 0 0 5 5

battalion 7 5 1 4 10

Battalion 8 3 0 2 5

Battalion 9 12 2 7 21






Engine 1 79 615 588 1,282

Engine 2 212 1,775 1,420 3,407

Engine 3 166 971 627 1,764

Engine 4 111 691 705 1,507

Engine 5 105 601 638 1,344

Engine 6 25 193 95 313

Engine 7 206 1,366 933 2,505

Engine 8 143 1,364 1,007 2,514

Engine 9 268 1,612 1,360 3,240

Engine 10 150 1,850 928 2,928

Engine 11 190 1,452 1,281 2,923

Engine 12 105 833 791 1,729

Engine 13 24 132 72 228

Engine 14 153 1,176 1,079 2,408

Engine 16 216 1,555 1,065 2,836

Engine 17 18 178 196 392

Engine 18 205 1,802 1,059 3,066

Engine 19 172 1,184 1,203 2,559

Engine 20 81 524 401 1,006

Engine 21 129 796 790 1,715

Engine 30 0 1 6 7

Engine 31 0 1 4 5

Engine 33 6 14 24 44

Engine 34 0 2 2 4

Engine 35 6 10 14 30

Engine 36 4 0 1 5

Engine 38 2 9 9 20

Engine 39 1 0 1 2

Fire Squad 3 223 262 599 1,084

Fire Squad 10 199 367 508 1,074

Ladder 1 42 147 285 474

Ladder 2 144 438 904 1,486

Ladder 8 119 287 802 1,208

Ladder 9 254 415 936 1,605

Ladder 11 92 181 710 983

On the “JOB” Page 1�

TOTAL RUNS BY UNIT (Primary & Assists (July 1, 2011 - June 30, 2012) - Provided by Cathy Morse

UNIT Fire Incidents EMS Incidents Other Incidents Totals

100 Series 300 -343; 661 All Other Codes

Ladder 16 198 457 798 1,453

Ladder 21 92 236 548 876

Tanker 5 29 171 85 131

Tanker 6 31 8 52 91

Fire Boat 1 4 41 37 82

Fire Boat 6 1 5 9 15

Fire Boat 12 5 64 65 134

Boat Truck 1 2 23 14 39

Boat Truck 2 0 7 4 11

Boat Truck 6 1 1 1 3

Zodiac 1 1 41 20 62

Zodiac 2 0 6 4 10

Zodiac 3 0 0 2 2

Brush 2 3 0 24 27

Brush 5 12 0 24 36

Brush 6 10 3 19 32

Brush 8 10 1 19 30

Brush 9 3 1 33 37

Brush 12 2 0 45 47

Brush 13 11 2 9 22

Brush 17 1 0 15 16

Brush 19 6 0 24 30

Utility 8 0 1 0 1

Utility 16 0 0 3 3

Haz 1 2 2 15 19

Tech 1 0 3 2 5

Safety 1 131 225 88 444

Support 8 71 2 15 88

Totals 5,250 24,378 26,390 56,018

Incident Reporting - NFIRS Topic of the Quarter Fire Suppression FactorsSubmitted by : Cathy Morse

Did you know that if you respond to and arrive on scene as primary to an incident in another station’s first due area because that station is tied up on another incident there is a place to code this on the Fire Module page as a Delay – 481 Closest apparatus unavailable? Or that if your arrival is delayed because of road closures due to a special event like the Shamrock Marathon this should be documented on the Fire Module page as an Egress/Exit Problem – 641 Special Event? Section G of the NFIRS Fire Module provides up to three places to document Fire Suppression Factors. Fire Suppression Factors are factors that contributed to the growth, spread, or suppression of the fire. This section is used to report incident information that directly impacted the ignition, spread of fire or smoke, incident complexity, or presence of hazardous conditions.” Some examples of the available codes are: Building Construction or Design (roof collapse, ceiling collapse, insulation combustible, stairwell not enclosed); Act or Omission (fire doors blocked, accelerant used, illegal and clandestine drug operation); On-Site Materials (aisles blocked, high rack storage, improper storage, flammable/combustible liquid hazard); Delays (delayed reporting of fire by occupants, alarm system malfunction, poor or no access for fire department apparatus, traffic); Protective Equipment (water supply inadequate, failure of fire protection assembly); Egress/Exit Problems (occupancy load above legal limit, windowless wall, young occupants, elderly occupants, public gathering); Natural Conditions (flooding, snow, wind, earthquake). Take the time to review Section G of the NFIRS Complete Reference Guide to become familiar with what codes are available – or better yet, make this your next station drill! The NFIRS Complete Reference Guide is available to view online: W:\Departmental\Repository\RedNMX Training\Incident Module Training and Tools. Remember, please do not print it – it is 512 pages!! As always, please do not hesitate to contact Cathy Morse or Monica Crowell with any coding questions.

On the “JOB”Page 1�

Birthdays

July August September1 W. Dortch 1 R. Grosse 2 S. Ketcham; R. Wall

2 J. Harvey; J. Ludford 2 K. Crow; T. Riley 3 L. Trent

3 R. Bierwirth; R. Darling 3 C. Jones 4 D. Barakey; C. Smith

4 K. Klatt 4 D. Buettner; J. Ingledue 6 W. Skelaney; J. Truitt

5 J. Ballou; M. Cooley;G. Filomarino; A. Meyers

S. Morse; W. Vogel

5 C. Donahue 7 V. Journigan; J. Midgett

6 W. Black; D. EasonD. Rooks, D. Rooks;

J. Xenakis

6 P. Ehle 9 S. Pruette; J. Todd

7 S. Foster; J. Ramsey; M. Schoepke

7 G. Woodruff 10 G. Benshoff; M. Williams

10 B. Disharoon 8 D. DaSilva; K. Southall 13 J. Crandell

11 N. Myers; B. Taylor 12 J. Osborne; T. Pitrone 14 C. Kahler; B. Ogg

13 E. Wilkerson 13 K. Gill; A. Guida; J. Henley 16 C. Barnes; R. Darden

14 M. Wood 15 R. Munro 17 J. Gaspar

15 D. Hardison 16 P. Cameron 18 A. Danforth; J. Hofler; L. Sayre

16 W. Gilbert; F. Lilley; 18 P. Seigh 20 A. Forrester

17 T. Newnam 23 J. Michel 22 C. Morse

19 W. Frey; G. Umphlett 24 M. Bayly, Jr.; M. Davis 23 R. Edlow; R. Irving; K. Pravetz; J. Taylor

20 P. Gilbert 26 H. Duchene 24 J. Coppola; J. Pace

21 D. Rouse 27 P. Wirth 25 A. Strobach

22 S. Poyner; D. Schreiner;B. Sullivan; T. Wright

28 J. Baedke 26 M. Karlov

23 D. Lawver 29 A. Arocho; S. Walker; J. Weigold

28 G. Wheatley

24 K. Wirth 30 M. Gonzalez; D. Wade 30 J. Burns; R. Trent

28 I. Medina; D. Mugan 31 J. Johnson

30 B. Parker; F. Schwerin

31 P. Pureza