Looking at special rescue operations, whether trench, confined space, hazmat, collapse, or any others, they seem like a natural fit for the fire service.
One could guess that fire departments have been providing these services long before they had special names and training requirements. However, in some ways, those that provide these responses require a different sense of urgency than what may be needed for time-critical responses where there may be people trapped, a true medical emergency exists, or quick action will abate the problem with minimal risk. The specialties often are of long duration and the same sense of urgency does not appear to be on the same level. Based on this, what are some of the things that can be learned and transferred to the more traditional fire department responses?
In the special rescue operation arena, various levels of training are required based on the expected level of service to be provided. Those with awareness training are only expected to identify the hazard and keep everyone aware. Operations level personnel can do a bit more with respect to recognition and assistance with the operation. For the most part, only those with technician level training can enter a hot zone to mitigate the emergency. Ironically, in many instances, the event is no longer a true emergency when the specialty teams perform the technical aspects of their job.
Taking the training levels out of the discussion for a second, consider what is being done at each level. There is the first step to identify a problem. Then there is a start to a more offensive approach. This is followed by the actual offensive operation. In many ways, this is how all emergencies are approached but with a different level of urgency, maybe less risk taking, and possibly a shortcut or two. For fire departments to operate with the appropriate speed to match the potential benefit, they need to do the same things as the special responders but often more quickly. For this to work, the right level of training, education, and practice must match the expectations.
Certainly, the approach to special responses is much more methodical. It is related to many factors, including the lack of a need for imminent action and required compliance with OSHA standards. Specialty teams know the value of doing things right and taking the time to make good decisions. These events are infrequent and difficult to handle with instinctive reactions. They may be a one-time event for most responders, who are less likely to act impulsively. As an example, those trained in urban search and rescue (USAR) may not have regular calls to respond. Yet their training tells them not to be rash and rush in, even though they realize that time is important for potential survivors. They realize that poor decision making will make the situation worse, and they go to great pains to make sure they are doing the right thing.
There are a couple of things to consider for those who are not part of a specialty response team. They need to know that the incident is likely to take much more time than expected. They will see much more deliberate action that does not appear to have a sense of urgency. There is a reason for this, and those who have prepared for such incidents know why this needs to be and how it will positively affect the outcome. The detailed training that they have received gives them the right perspective as to how the event will be approached and the confidence to know that they are doing the right thing. They also know that the safety of the rescuers is imperative and their risk taking is much less than for a traditional fire response. This is not to say that the work is not dangerous or without risk; it is just to note that when highly trained personnel work in hazard zones, they do everything they can to minimize the risk, as they know that harm to rescuers will impact their efforts to do what they were supposed to do.
With respect to standards and regulations, one could argue that response to fires and other “regular” calls may find a deviation from the standards and regulations. In some cases, it is warranted. In others, it could be from a lack of knowledge, awareness, or understanding. Special response units rarely deviate from accepted standards and regulations. OSHA regulations are considered an asset to the operations and provide direction for good outcomes. This can also be said regarding NFPA standards. Units know the requirements, train to them, and adhere during the event with few exceptions. When they must deviate, they have a good reason and can justify their actions. Often, firefighters are asked to play a supporting role in these cases and must understand the basics of what the specialists are doing so they can display the necessary patience. This is a different approach than the “go, go, go” approach for structure fires.
The members of specialized rescue teams can be very valuable resources for normal fire department responses. They have extra knowledge in many areas, a calming influence, and a rational view to problem solving. Regardless of their rank, they bring additional information to the table and must be used within their expertise. They can also help in training and mentorship with other members. (I hesitate to use “younger,” as there may be some veterans who could use a booster shot.) Realize the value that is added and not just on the rare special events. The skill set needed transfers to all incidents and preparation.
We should all have an extra amount of respect for those who choose to participate as a member of a special rescue unit. They are asked to put in extra time and preparation for something that may or may not happen. They need to stay ever vigilant and truly committed to their passion. In some cases, funding is often challenging, since some don’t wish to commit resources to something that is not likely to occur. Organizations from top to bottom need to offer their support across the board—for incidents, training, and budget requests.
The special rescue responses are regulated by OSHA regulations and have NFPA standards to provide guidance. Specialty teams are very cognizant of these requirements, but those not part of a team need to understand their requirements. It is also a good idea for teams to review the standards that provide direction for response. Departments need to make sure all members understand the importance of the teams and the value every day. Don’t let these responders be considered “fringe” resources.
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.
