Chief Concerns Richard Marinucci
Over the years, there have been many promotions of water delivery intended to simplify the process and ease decision making. Remember when you were told, “big fire, big water”?
It sounds so simple, and everyone can do it with little effort. But, what we should really know is that no one size fits all—that is, there is no magic answer, and choices have to be made based on local conditions and a department’s resources.
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These include staffing, apparatus, equipment, water sources, and training. Only through an honest assessment of these elements can a department make good choices when faced with a hostile fire.
Water remains the extinguishing agent of choice in most cases, and rightfully so. If you can remember the basics, you understand why. Water absorbs heat; expands as it converts to steam; is usually readily available; and, through the development of apparatus, pumps, hoses, and nozzles, it can be easily delivered on the fireground. Of course, there are exceptions, as not every fire has a fire hydrant, water source, or tanker system to bring water to the fire. And, there are variations in apparatus and equipment among departments. “Easily” is a relative term and relies on factors like training and staffing. It is from this point that we begin our discussion on the need for being realistic in our expectations.
On arrival at an uncontrolled fire, the first-in usually must make an assessment as to how much water will likely be needed and what the best way to deliver that water will be. The faster you put water on the fire, the better the outcome. And, it doesn’t matter from what direction in almost all cases. Application of the agent lowers the temperature throughout the structure and improves survivability throughout the structure. If you and your organization buy into this, then the next step is to determine the best and fastest way.
The water source starts the process. If you have hydrants with good mains, you have the most horsepower. If you will rely on other sources like tanker shuttles, pools, ponds, and the like, you have different challenges. For hydrants, your staffing and training determine speed and proficiency. You need a standard that sets a maximum time that can be expected to establish that water supply. This is supported by tank water on your first-arriving engines. Obviously, a well-staffed engine has an advantage, as there are probably sufficient personnel to leave a person at the hydrant. Variations include your practices as to whether or not you use a forward or reverse lay. Knowing a good estimate of time factors directly into the overall strategy and tactics to be used.
If hydrants don’t exist, time is still an important factor. How long does it take to begin drafting operations or assemble enough tankers to sustain a water supply? How many people does it take, and what is your normal response? Every organization is not equal, so you need to know your capabilities. This is a trainable skill that not only requires the knowledge to do it but the ongoing training and repetition to maintain competence.
The amount of water available can also affect water delivery. Inadequate water mains, an insufficient number of tankers to maintain a continuous supply, poorly maintained apparatus and pumps, along with pump operators who don’t practice enough to be unconsciously competent can limit options. You might need big water, but you may not have it or the capabilities to get it from the source to the fire. There are other factors related to the hazard needing the water. What are the setbacks? How big is the building? Will you be able to get to where the water needs to be delivered with the resources you have? Can you do it before the fire’s Btus increase? These all have to be considered and done quickly on arrival.
Once a water source is secured, it needs to get through the pump and hose and applied to the fire. This is also an area that requires skill and repetition to obtain and maintain competence. This is a teamwork exercise, and the overall ability is based on the individual and company performance. Every department must have minimum standards established that measure the length of time it takes to begin agent application. The standard should be based on an individual department’s resources. If there are only two people on an engine, their deployment and completion of the assignment will be different than an organization with four people, all other things being equal. Limited staffing also restricts options such as the ability to move large-diameter hose or other functions requiring more humans for it to be successful.
Getting back to the theme of this, here is where departments need to be honest with themselves and realistically evaluate their capabilities. The established standard will be much easier to meet on the training ground where everyone knows their assignment, and conditions such as the weather will most likely be better than what you are going to face in a real emergency. Plus, add in other real-world circumstances such as shift trades, leave time, overtime personnel not regularly practicing with specific units, potentially working as an upgrade, staffing challenges, and the like. You can see that there are many variables, and only through a solid training program that measures performance can you realistically expect standards to be met during emergency responses.
Getting water on the fire is the best way to make the situation better. It rarely matters from what direction the water comes. It boils down to getting the right amount to overcome the Btus and make the situation better. Building layout, staffing, exterior obstacles, and crew competence all affect the successful outcome. As many departments experience fewer hostile structure fires, the need to evaluate capabilities and continually train has never been more important when providing quality service. Other challenges include finding the necessary time to maintain competence. Increased run loads, mostly because of more EMS calls, often place this important training on the back burner. Organizations that understand the importance of preparing for high-risk, low-probability events will find ways to ensure that their personnel are ready for the challenges of effective, efficient fire extinguishment. It all starts with getting water on the fire. Seems simple on the face of it, but those who do not commit the time will not perform up to expected standards.
RICHARD MARINUCCI is the executive director of the Fire Department Safety Officers Association (FDSOA) and chief (ret.) of the White Lake Township (MI) Fire Department. He retired as chief of the Farmington Hills (MI) Fire Department in 2008, a position he had held since 1984. He is a Fire Apparatus & Emergency Equipment and Fire Engineering Editorial Advisory Board member, a past president of the International Association of Fire Chiefs (IAFC), and past chairman of the Commission on Chief Fire Officer Designation. In 1999, he served as acting chief operating officer of the U.S. Fire Administration for seven months. He has a master’s degree and three bachelor’s degrees in fire science and administration and has taught extensively.
