Chief Concerns Richard Marinucci
If you ask “What is the primary job of an engine company?” you will likely get a response that the role is about water delivery to a fire, including establishing a water supply and deploying attack lines regardless of what tactical mode you are operating in—offensive or defensive.
In virtually every fire department, that is an oversimplification of what is expected from these companies and vehicles. Engines have become the “do all” base of operations for all types of emergencies from the standard fire response to structures on fire, EMS calls, and special rescue. This creates some challenges to evaluate and address.
I have frequently been asked by city managers, mayors, council members, and financial officers why fire trucks cost so much. There is no simple answer—there are governmental regulations, technological advances, normal inflation, and the like. Also, departments are asking for a lot more functions from their fire engines than ever before. The vehicles need to be built to accommodate the additional responsibilities, which add components to increase gross vehicle weight, power more tools and equipment, and create space.
There is probably no definitive data on the number of departments that do not have specialized and separate engine and truck companies, but one could reasonably assume that beyond metro departments, most organizations have multifunction engine companies. Departments have limited resources including staffing and funds for aerial apparatus, so they have no choice but to include all the necessary equipment on engines for the types of emergencies they will likely face.
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At structure fires, certain truck company jobs must be performed. Specific tools are required to do this efficiently and effectively—ladders to reach the bulk of roofs and floors or buildings in the community, saws, forcible entry tools, and the like. There are creative ways to make space but there are limitations and challenges. In fire situations, time is an important factor. Overstuffed compartments can cause delays. Also, consider methods to power the tools such as fuel storage and electrical.
Many departments have tried to maximize the value of engines by adding equipment for services other than water delivery. This is almost always a better option than trying to purchase and maintain a fleet where all the vehicles have limited functions.
One area of added responsibilities that has changed engines is EMS. The need for space and energy is definitely a design and maintenance challenge. Depending on the level of service, multiple compartments may be needed for equipment. This can include simple “jump boxes” as well as advanced life support supplies. Besides space considerations, security for drug boxes is essential. Some equipment requires charging, so electrical needs are an important factor. Having enough power going to the proper compartments should be part of new truck specifications; if it is not, research after-market add-ons. Electrical issues can cause headaches for a long time.
As if running fire calls and EMS off a single vehicle weren’t enough of a challenge, many departments must be prepared for rescue scenarios. The most common of these would be automobile extrications. To do these properly, more than power extrication tools are needed. Methodologies for patient removal require shoring and more than one way to create space around a patient for safe removal. There are a lot of tools that have become basic needs as part of this essential job function.
Other rescue situations are not typically as common. They can include trench, high-angle, swift water, ice, collapse, and confined space rescue. For those preparing for the potential call, unique tools will be added to the apparatus, just in case.
There cannot be any discussion about functions without talking about the most important aspect: training. One of the biggest challenges and issues with expanding the role of the engine company is establishing and maintaining competence in all jobs associated with the expectations. The vehicle, pump, equipment, and tools only provide the hardware for the tasks. It is only through the initial training and subsequent practice that the necessary competence is established and continually improved. As new responsibilities are added, personnel must be prepared for what they may face. Organizations can obtain all the tools that they want, but they must make the commitment to their personnel.
Initial training is just that, initial. Having learned one time does not guarantee top performance. Individuals and organizations must accept the fact that those having an emergency expect those who respond to be really good at what they do. Doing something one time and then thinking that you are good for the rest of your career is ludicrous. It is only through practice and repetition that you get to a high-performance level. The challenge to individuals and organizations is to find the time to accomplish this. As responsibilities are added and run volumes increase, time becomes the threat to competence. A commitment must be made and creativity used to make sure training is a priority.
Expanding roles that involve additional tools and equipment also require more time to check and maintain those tools in their best operating condition. Personnel must learn the right way, in accordance with the manufacturer’s recommendations and industry standards, to keep the tools and equipment operating as intended. There are daily, weekly, and monthly checks. There are also requirements for regular and routine preventive maintenance for most tools and equipment. Another consideration is the need for continual evaluation of new products. As job responsibilities expand, more tools and equipment become available. Research is needed to see what will work and what new products will improve performance.
Does an engine company as it is traditionally known still exist in the majority of fire departments? Outside of metro and urban departments, most departments rely on engines for a bulk of the services provided including EMS, extrication, rescue, and truck functions. Skill levels need to be maintained in all these areas, and this provides great challenges for firefighters, especially when many organizations have below-standard staffing levels. The job of firefighter on all levels is getting more complicated and demanding. Understanding the challenges can help in the search for solutions to maintain and improve capabilities in all areas of responsibility.
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.
