STARTING UP A RESCUE COMPANY
RESCUE COMPANY
After 16 years of absence, the Jersey City (NJ) Fire Department Rescue Company One is back in service. This is a step-by-step account of how we obtained the necessary approvals, funding, apparatus, and tools to get the rescue company rolling again.
THE NEED FOR A HEAVY RESCUE COMPANY
Jersey City, New Jersey’s second largest city with a population of approximately 250,000 people in 19 square miles, is located on the Hudson River directly across from lower Manhattan.
The present-day need for rescue services drastically has increased since the 1970s, when the original Salvage One and Rescue One were disbanded and their duties dispersed among truck companies when the city experienced a decline in fire incidents from the decade before. People have moved farther away from their places of employment, thus increasing the volume of automobiles traveling at higher speeds on overcrowded, aging roadways. The result is an increase in motor vehicle accidents and entrapped victims. In addition, the greater New York air space is one of the busiest in the nation, with three airports and several heliports contributing to the congested skies.
The Port Authority Trans Hudson (PATH) commuter trains, carrying tens of thousands of passengers over bridges and through tunnels on their way to New’ York City, pass through Jersey City daily. The system was built in the early 1900s, and although many improvements have been made, the trains are now larger and faster and carry’ more passengers, creating a greater possibility of accidents, derailments, and fires than in the past.
Photo by Frank Bentivegna.
The city is bordered on two sides by rivers that have seen a large increase in the building of marinas for recreational boating—thus the need to provide w ater rescue and recovery services.
Taller high-rise buildings, sealed to the outside atmosphere, are home to many of our residents and the places of employment for many others. History has shown that these fortresses create serious search, rescue, evacuation. and ventilation problems when involved in fire.
Industrial accidents requiring extrication are also commonplace in this large city that is home to many diverse types of manufacturing.
In 1989 a new city administration took office and in the process of reorganizing the fire department recognized the need to institute a heavy fire rescue unit.
DEFINING MISSION AND OBJECTIVES
Before attempting to write a justification and request for funding, we had to define clearly the mission and objectives of the rescue company. The mission would be to respond to fires and other emergencies to provide the incident commander with specialized equipment and highly’ motivated personnel who are trained in the field of rescue operations. The incident commander would utilize the rescue company in any manner necessary to accomplish the stated mission of the Jersey City Fire Department—the saving of lives and protection of property’.
The rescue company would be proficient in the following areas to accomplish this mission:
- Fireground primary search and rescue operations.
- Assistance in ventilation operations.
- Forcible entry assistance for unusual circumstances.
- Vehicular extrication.
- Rescues from entrapments (in industrial accidents, for example).
- Heavy lifting capabilities.
- High-angle rope-rescue operations.
- Confined-space rescue.
- Trenching and shoring.
- Assistance to the hazardous-materials team.
- Emergency medical services treatment and patient handling.
- Mass-transit accidents.
- Water rescue and recovery techniques.
- Hard-wire communications capabilities.
- Electrical lighting and power supply.
- Hazardous gas and confinedspace air monitoring.
- Infrared monitoring for heat sources and victim location.
- Advanced metal-cutting capabilities.
- Advanced masonry breaching capabilities.
TOOL AND EQUIPMENT LIST
The next step was to develop a tool and equipment list based on these objectives. We solicited help in the form of inventory sheets from cities with similar hazards. Equipment lists from New York City, Newark (NJ), Elizabeth (NJ), Philadelphia, and Providence (RI) were studied and combined into a list that would suit our needs. Many of the routine tools were in stock at our hose and equipment shop. Then we formulated a long list of equipment that had to be purchased. Some items were included in the apparatus specifications, and those remaining were purchased with our operating budget over the fiscal years of 1990 and 1991. Spreading the purchases out this way enabled us to buy what we needed without depleting any one budget.
An important consideration when assembling the tool inventory is to determine the size, weight, and approximate price of equipment, as these all will have an impact on the size of the vehicle specified and the funding required.
RESEARCHING TYPES OF APPARATUS
With the list of equipment to be carried and the duties clearly defined, we researched the type, size, and price of the apparatus. Captains Frank Bentivegna and Robert Cobb, who were interested in the formation of the rescue company from the start, did much of the legwork, visiting and riding with several city units to help determine our needs.
We contacted several manufacturers, who were most helpful in supplying prints, specs, and estimated prices of their apparatus.
PRESENTING A PLAN
To secure funding for the unit, we formulated an outline of its mission and duties, along with plans for the use of existing manpower and quarters. We cited the expanded capabilities of the fire department in addressing rescue situations using sophisticated equipment and highly trained personnel.
By proving that the unit was needed and would provide an economic and efficient way to increase productivity, we received a capital-funding allocation to purchase the apparatus.
DEVELOPING SPECIFICATIONS
With funding approved, we then had to finalize the apparatus specifications. W’e decided to purchase a custom apparatus with a command cab configuration and 18-foot body. This would provide seating for the driver, officer, and four firefighters in a fourdoor cab unit, and all members would be safely seated in air pack seats. A walk-through from the cab to the box was specified, as was a raised vista roof to facilitate standing in the cab while entering. Other important considerations were the overall length, height, wheelbase, and turning radius, as the unit would have to negotiate congested city streets. A bench seat, air-conditioning, and a heater were provided in the rescue body to serve as a rehabilitation center during longduration operations in extreme weather. Other features specified were a cable winch, hydraulic rescue tool power unit and reel, PTO-driven generator, air bag compartments, scene lighting, and electric cord and air reels.
Originally the rescue truck was going to contain facilities for filling SCBAs at the scene of an emergency. After much discussion, we decided against this option and specified a separate mask service unit to perform this task. We made this decision based on several reasons: The air-filling capabilities would consume valuable space in the vehicle needed to carry other equipment; also, with only one rescue unit on duty, we did not want to keep it and the crew out of service for an extended period of time after a fire to fill air tanks.
A word of advice: Plan for the future. A truck that is just large enough when purchased quickly will become overcrowded as you add equipment to the inventory. Also, consider maximum reinforcement of all compartments, as you later may obtain unanticipated heavier equipment that seriously could overload standard compartments.
PERSONNEL AND MANNING REQUIREMENTS
We had to provide the other necessary ingredient—qualified personnel. Chief of Department Frank Constantinople issued a memorandum requesting that firefighters and captains interested in working on the new rescue company submit a letter and resume. Although the rescue would be the busiest unit in the city—responding to all reported fires as well as special rescue calls—and its members would have to undergo extensive special training, the response was overwhelming. Sixty-six firefighters and 12 captains applied. Applicants had knowledge of and experience with construction, plumbing, and electrical and mechanical skills as well as prior rescue experience and interagency training. We were looking for candidates with an excellent firefighting record, a good attitude, and a willingness to learn.
The fire director and the chief chose four captains and 16 firefighters to fill the four shifts.
The manning of this unit is maintained at one captain and four firefighters. There are no routine transfers out of the unit, and if the captain is off he is replaced either by an overtime rescue captain, the senior man acting, or a captain who had been trained in rescue and on the tools, equipment, and capabilities of the unit.
During this period, the city was experiencing fiscal difficulties and eliminated four fire companies, ineluding the truck company that the rescue was scheduled to replace. In addition, our minimum manning policy of three firefighters (plus one officer in most cases) was suspended.
Citing a need for additional manpower on the scene of working fires, the city activated Rescue One on April 26, 1991. The crew, using a spare Suburban and our air-supply van, began operating as a manpower/ limited rescue company. The unit carried basic forcible entry and overhaul hand tools as well as a hydraulic rescue tool, air bags, breathing apparatus, a power saw, and two hydraulic door openers. In addition to responding to rescue calls, the company distinguished itself at the scene of several multiple alarms as well as at a residential high-rise fire, providing primary search and assisting with forcible entry and ventilation.
NOT WITHOUT PROBLEMS
The institution of the rescue company was not without problems. Firefighters who were displaced when their companies were replaced with the rescue were unhappy, as were the unions, who showed concern over the personnel-selection process. A special round of “bids” was held—and personnel were allowed to choose a new company based on seniority and vacancies. Also, there was some community concern over losing the fire companies; however, we explained how the formation of the new rescue company could better serve the entire city population.
TRAINING
Even during all-day drills, equipment familiarization, and responses to boxes citywide, the new rescue company members were enthusiastic, and morale was extremely high.
Certified instructors volunteered to work with the four shifts, teaching auto extrication, use of air bags for lifting, and basic high-angle rope-rescue techniques. The police emergency services bureau also joined the rescue company for several training sessions, as the two units would be working together in the future.
A formal training schedule was established to ensure that all members were proficient in the use of the equipment. Enrollment of personnel in outside training programs to acquire advanced skills is ongoing as it becomes available.
ESTABLISHING RESPONSE CRITERIA
As the rescue company went on duty, the following response criteria were established.
- All box alarms for reported fires, smoke conditions, electrical problems. gas leaks, and potential fires.
- All school, hospital, and nursing home boxes where a large life safety hazard is present.
- Any box for the PATH commuter railway properties.
- Vehicle accidents with entrapment.
- All rescue calls as well as special calls at the discretion of the incident commander.
- First responder EMS calls in the immediate vicinity of quarters.
BACKUP APPARATUS
Even before delivery of the rescue truck, work was underway to convert a spare 1976 Mack pumper into a backup rescue rig. The booster reel and hosebed areas are being reworked to carry much of the vital rescue equipment in order to keep the unit functioning when the apparatus is in the shop for maintenance or repair.
In June the new heavy fire rescue apparatus was delivered to the city. After a short time in the shops for radio and equipment installation, the training school held driver training sessions, and the members became thoroughly familiar with all equipment on board and proficient in the operation of the vehicle. On July 2, 1991, the new Jersey City Heavy Rescue Unit officially was placed on duty with a full complement of specialized equipment and unique capabilities.
With its highly motivated and trained personnel, modern apparatus, and state-of-the-art rescue equipment, the Jersey City Fire Department Rescue Company One surely will live up to the motto that is emblazoned in gold leaf over the cab: “Anytime, Anywhere, Any Job.”
(Photos by Ron Jeffers.)
(Photos by Ron Jeffers.)
