Pre-33 Commercial and Officer Development
In this edition of “KTW” Captains Bill Wick, Chris Hare and Joe Sharrar discuss (1) Division “A” responsibilities at a structure fire, and (2) how they continue to develop as officers. These topics and experienced-based opinions should be points of discussion for all of us.
Discuss your actions when assigned “Div A” on a well-involved one story pre-33 commercial with two F/A teams already deployed.
CII Wick, FS 80-B: My “tactical” considerations as a Div Supv are to ensure that I’ve put everything in place so that all firefighting operations, responsibilities and assignments under my command are being accomplished, and that companies assigned to me are provided with every resource and safety measure.
These are critical components that must remain constant, monitored and supported. I’ll monitor to ensure co’s comply with air management parameters and that radio communication be strictly followed. If need be I’ll use a “runner” to get a visual if co’s are having difficulties communicating. I’ll also confirm any progress such as H/L advance and ventilation, as well as coordinate the efforts of all co’s in my Div.
I’ll monitor Command and Tac level communications and remain watchful to ensure interior fire conditions are not deteriorating. I’ll develop contingent plans based on expected and un-expected changes in fire conditions, and ensure adequate back-up F/A co’s are in place. Remember to never leave the fire unchecked when relieving co’s. Finally, I’ll request additional resources earlier than expected and ensure the IC understands my current and expected needs.
CII Hare, FS 5-A: With two co’s operating in my Division I’ll immediately contact them and take command. I’ll assess the fire environment and the effectiveness of these F/A teams. On a large structure such as this I’ll ensure that streams are directed at the ceiling area. It’s easy to direct stream application on the contents while disregarding the decaying trusses above.
When managing co’s in my Div it’s essential that I coordinate with other Div Supv’s as well. It’s equally important they understand my tactical intent in order to avoid conflicting action or risky deployment of personnel. I’ll monitor all interior tactical updates as well as progress reports from the other Div Supv’s, specifically Roof Div.
Success is dependent on the coordination and oversight of each Div Supv. If I’m making sound tactically decisions, the other Div Supv’s should coordinate with these efforts as to not undermine F/A efforts. Lastly, it’s important to keep the IC updated and informed – they can get jittery (defensive minded) when you don’t talk to them. Communicate your progress.
CII Sharrar, FS 39-B: Regardless of building type, my initial consideration as a Div Supv is to verify the location of that Division – this isn’t always as simple as it sounds. I’ll then verify with IC all the F/A co’s assigned to my Div. Once in my area of responsibility I’ll reconcile the whereabouts of these co’s using a TIC, radio or a “visual” to locate these resources.
I’ll gauge how far the two F/A co’s have advanced inside and whether or not their tactics are safe and effective. It’s important to note that as a Div Supv you’re also responsible for everything in that Division including ordering additional co’s, medical/rescue needs, special hazards, radio problems, relief co’s, additional laddering, forcible entry, etc.
In addition, the potential for structural collapse with URM’s (pre-33) is always a concern. Corners tend to be safe spots as a collapse can violently pitch exterior walls outward, especially on jack rafter ends. Apparatus and personnel placement is paramount especially if a defensive posture is taken. Lastly, utilize your own co’s to gather info and perform tasks such as pulling hose, laddering, FE, salvage, etc.
As an officer, how do you ensure you continue to grow and develop as a leader on the LAFD?
CII Hare: First and foremost I love my job, and as such I try to improve whenever I can. I understand that my effectiveness is measured by the performance of my command. When my crew performs well I stay the course and support their efforts. When their performance dips I take a step back, look at myself and make the necessary corrections.
Any attempt at self-improvement requires learning from one’s mistakes as well as the missteps of others. In pursuit of bettering myself I enjoy specialized training such as: USAR, FAA, RIC, and Wildland. I’ve also gathered a network of LAFD members that I can turn to for perspective or new ideas.
I’m very fortunate in that I’ve not only worked for great leaders, but I also had the best role model a young man can have – my dad. I frequently refer back to their teachings and guidance. I also work outside of my comfort zone when possible. Regardless of rank or seniority, it’s essential that we all continue to learn until the day we retire.
CII Wick: To ensure we continue to grow and develop as leaders on the LAFD, I believe we need to look outside of our small world. In addition to LAFD training opportunities we need to take advantage of state and federal training. Explore outside the fire service into private sectors, universities, self-study and through outside employment or volunteerism.
As the LAFD evolves into a more global and cooperative entity, and takes on more duties and responsibilities, it’s essential that we capture information, experience and knowledge by looking outside our Dept. The LAFD relies upon outside agencies for funding, training and education. Organizations such as NFPA, IFSTA and CAL-Fire are gaining influence into our everyday fire service careers. Being a representative or attending training from these organizations can broaden our scope of practice.
Working or volunteering outside of the fire service prevents us from being lulled into a complacent and one-dimensional civil service way of thinking. Working with school, sport, church and or non-profits gives us the opportunity to be exposed to fiscal and political expectations, which allows us to understand and assist our agency with the ever-changing demands and expectations of the fire service from the communities we serve.
CII Sharrar: Leaders must never become complacent about their professional development. Regardless of your time in rank or job seniority there’s always room for growth and improvement. I believe a leader must be competent, and the best way I know to do this is to remain in active and challenging assignments.
All leaders must be actively involved in their crew’s training; a good crew can often teach you as much as you teach them. Participating in drills not only keeps your skills sharp, but you also demonstrate to your crew that self-improvement should never end. If you’re disinterested in their training you’ll not only lose credibility, but your crew will likely adopt a similar lack of interest as well.
It’s important that leaders focus on their crew’s performance, while at the same time being open to critique and input from those they command. Each day you or your members will be given chances to make good decisions and improve as a leader; take advantage of this. Make sure you learn from your own decisions and actions as well as from the misguided choices of others.
In next months KTW article Captains Tom Kitahata, Greg Shirley and Paul Egizi will discuss (1) their preferred HR hose lay and (2) motivating their commands.
Facilitated by Jerry Bedoya