BY WILLIAM SHOULDIS
A poster prominently displayed at a regional training academy states that no matter how small, large, or complex an incident, responders will gain valuable insight by reviewing the details of the response. Chief Mauro V. Baldanza, chief of the Long Branch (NJ) Fire Department, echoed this same message in “After a Line-of-Duty Death” (Fire Engineering, June 2004).
The poster and the article reinforce the reasonable assumption that officers, firefighters, and paramedics, regardless of the circumstances, must anticipate hazards and clearly understand the potential risks. Certainly, creating a standard course of action is advisable when decisive decision making and interagency cooperation are needed. Lip service will not do when a “result-oriented” mission must be accomplished. Consistent involvement from every level of the organization is key to personal and professional development.
FATAL CHURCH.FIRES
The need for such planning was forcibly brought to mind by an extra-alarm fire in the Gothic-style Ebenezer Baptist Church in Pittsburgh, Pennsylvania, on March 13, 2004. Two firefighters died in the fire. A basement fire triggered an offensive attack in the church, which was constructed more 100 years ago. Conditions changed, and the mode was adjusted.
This fire brought back memories of the very comparable Rising Sun Baptist Church fire that occurred in Philadelphia in 1994. The church was similar in style to the Ebenezer Baptist Church and also was constructed more than 100 years ago, and the fire resulted in two firefighter fatalities. The fire, in the basement, triggered an offensive attack. Conditions changed as the side walls on the first floor were opened to expose the rapidly spreading smoke, heat, and fire. The mode was adjusted after a high plaster ceiling exploded near the altar, in the nave portion of the church. There was a backdraft in the large hanging ceiling. This middle-of-the-day structure fire turned into a full-fledged mass-casualty incident. I, as an off-duty field officer, was asked to “fill in” at the Dispatch Center to monitor the status of the situation. Events unfolded rapidly.
Mutual-aid ambulances from neighboring counties were summoned to support Philadelphia’s emergency medical system. Philadelphia Fire Department (PFD) personnel, equipped with cell phones, were strategically placed at a number of hospitals. Appro-priate updates on the injured firefighters were important for making informed decisions.
- A team was assembled under the supervision of Deputy Chief Gary Appleby. Easel pads were used in the planning process. Data were collected on the members who were transported to various medical centers and members being hospitalized. We also needed to obtain biographical information on the deceased. Fire department cars, with clearly identifiable markings, were summoned to begin the difficult family-notification process.
- For me, this event vastly expanded the meaning of preincident planning to include administrative and operational assignments. Handling the details of an extra-alarm fire, recalling off-duty members, having injured members admitted to several hospitals, and managing media requests were challenges. But when you look at it, these managerial demands could correspond with those of many large-scale operations.
EXPANDING THE MANAGEMENT ROLE
That unpleasant experience helped me prepare for another “awful” administrative assignment in January 2004. For the “front-line” forces, it started in a dwelling, A stubborn basement fire with “gravy-thick” smoke. An offensive mode was appropriate. There was a partial floor collapse. The left leg of Lieutenant Derrick Harvey got wedged between burned-out wooden floorboards. He suffered significant thermal burns. Infection and death followed.
The chief made that awful announcement, which begins with the customary phrase, “It is with deep regret.” Thankfully, a PFD procedure was in place and could be immediately implemented. The chief appointed Family Liaison Officer (FLO) Lieutenant Jesse Wilson, an instructor at the Philadelphia Fire Academy and a close co-worker of the deceased, to directly address family concerns. Eventually, all functions of the command and general staff were needed to guarantee a fitting tribute to a “hometown hero.”
It was hours before dawn. The alarm clock had not sounded, but the moment had arrived. It was the dreaded day. It was time for a firefighter’s funeral. Redundancy had to be incorporated into each portion of the plan. Harvey’s body was prepared for public viewing at a small neighborhood funeral parlor. His remains had to be moved to a large church for a memorial service with family and friends and then be transported across town to the cemetery for interment. More than 250 vehicles, engine companies, ladders trucks, medical units, and automobiles in the procession had to navigate small streets and large interstate highways. Everyone was determined that the entire ceremony would be dignified and seamless.
Operational Briefing
The operational briefing at the Philadelphia Fire Academy began with a roll call. All personnel were present, and work assignments were reviewed. Critical tasks were broken down using the incident command format. The timely transfer of accurate information and individual accountability was stressed. The riding assignments, communication plan, medical plan, transportation plan, and Incident Action Plan (IAP) were distributed.
The Operations Section was divided into two branches with several sectors. A branch director coordinated the initial phase. The following sectors were established: Mortician, Mourners, Memorial Service, Outdoor Activities, Pallbearers, Honor Guard, Crowd Control, and Securing the Coffin.
Two pumpers were selected—one to carry the coffin and another identical apparatus to carry the flowers. Apparatus, with crossed aerial ladders, were placed at the cemetery gate. Provisions were made for a bugler, positioned at the gravesite, to play TAPS and for the Philadelphia Police and Fire Pipe and Drum Band to play “Amazing Grace.” A signal caller had to be designated to coordinate the formal formation of uniformed personnel and dignitaries at the church and cemetery. Coordination, communication, and control were critical.
The Planning Section operated from the on-scene command post. Resource and situation status had to be scrutinized as events unfolded. Documentation was needed. Because of the extreme cold weather and the large crowd expected, we instituted Plan B, which incorporated a shelter at a nearby gymnasium. A sizeable worship area in the church’s basement was divided into holding areas by creating “cattle chutes” to marshal and control the lines of mourners in a warm environment. The caller book, to be signed by guests and members of the general public, was strategically located at each exit to avoid any bottlenecks.
The Logistic Section ensured that cell phones, radios, and hot drinks were in place. Additional unmarked vehicles obtained from other city agencies provided ground support for relatives and elderly friends of the deceased. Arrangements were made to have a bus at the cemetery in which the musical instruments (bagpipes) could be stored, to prevent them from freezing.
The multiagency communication plan ensured that the streets were cleaned, traffic was diverted, and adequate parking was available. During the day, the dispatch center was notified of major benchmarks to ensure effective delivery of emergency services in all parts of the community. A mechanic and a tow truck were assigned should any vehicle breakdowns occur.
LESSONS LEARNED AND REINFORCED
The lesson for the emergency services is that nothing is routine. The incident command system can be used in all types of situations. The procedures and protocols are practical management tools for organizing personnel, facilities, communication, and equipment. Assignments can be changed. Duties can be diverse. Yet, command officers must be realistic about priorities, personal limitations, and resource allocations. Special situations must be recognized so that all assets can be used in the most effective manner. Having a generic plan for scene control in emergency and nonemergency activities increases the odds that service and safety will be integrated. A key incident command concept is that one person must be put in charge of making sure that an excessive span of control does not overburden any sector or supervisor. A solid system will ensure that an unmistakable line of authority, responsibility, and accountability is drawn.
The department’s senior leaders are obliged to be committed to delivering steadfast service to the community and reducing risks for the responders. Providing constructive input and implementing approved procedures are the responsibilities of every fire department member. Having an established method for managing various events will ensure clearly defined administrative and operational roles. At the local level, firefighting in a house of worship or a line-of-duty death are not common occurrences. Both present unusual and challenging problems. Having a structured approach for managing the fireground and a final farewell will be invaluable in directing your members. Unfortunately, these awful assignments are a common part of our profession; let’s train to change that trend.
WILLIAM SHOULDIS is a deputy chief with the Philadelphia (PA) Fire Department, where he has served in line and staff positions for more than 32 years and is currently the department’s safety officer. In the past, he served as the director of training and division commander. He is an adjunct instructor for the National Fire Academy. An instructor in the resident and field programs, Shouldis has a bachelor’s degree in fire science administration and a master’s degree in public safety. He is a member of the Fire Engineering advisory editorial board and a presenter at FDIC.
 (1) The funeral bunting symbolizes the sadness in the fire service when one of our own is lost. (Photos by author.) |
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 2) Interagency coordination is needed to provide scene control at a firefighter’s funeral. The incident management system defines the roles and responsibilities of all involved in the protocol. |
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THE ICS AND THE FINAL FAREWELL
In the early evening hours of August 20, 2004, two members of the Philadelphia (PA) Fire Department made the ultimate sacrifice. They were part of the initial fire attack team in a basement fire at an illegal marijuana growing operation. The drug lab had electrical wires running in many directions. Fans, high-intensity lights, and other electrical equipment set up a “spider web” of hazards. The exact circumstances surrounding the deaths of Captain John Taylor and Firefighter Rey Rubio are being properly investigated.
The format of these firefighters’ funerals followed the incident command system (ICS) model. A separate incident action plan (IAP) was prepared for each funeral.
An Operation Section was established to direct five sectors. There was an outside/formation sector, an inside sector, a casket/pallbearers sector, a vehicle procession sector, and a cemetery sector.
The inside sector supervisor needed the largest pool of resources to coordinate the movement of more than 2,000 mourners who passed the casket to pay their respects in a two-hour period.
The Planning Section kept track of the length of the ever-growing line of family, friends, and visitors waiting for an opportunity to view the bodies and give condolences. Planning monitored the status of human and vehicular traffic and anticipated the frequency at which the “pass-in-review” line should be increased from two to three.
In both funerals, the center aisle of the church and the front exit doors were used to prevent any bottleneck. To keep the lines moving, at times the uniformed members were asked to simply lower their heads as they hurried by the immediate families, while dignitaries and close friends stopped in pews to prevent stoppage of the systematic “pass-in-review” march.
Logistics was severely challenged from the onset. During a planning meeting for the Rubio funeral, it was discovered that only three restrooms would be available for the large crowd. We urgently requested 15 portable restrooms (12 regular and three handicapped accessible) from the city manager.
Food service for the elected officials and labor leaders was set in a separate room while rank-and-file gathered by a canteen vehicle. Five “sign-in” books and platforms were needed for each event; they had to be positioned away from the entrance to keep doorways unobstructed. The communication plan was consistent for each day.
Gathering the specific details and evaluating each of the physical site survey plans provided different command challenges.
Services for the Taylor funeral were held at a large suburban church complex with a 260-car parking lot, adequate space for buses, an ample area for media to collect information and take photographs, a cafeteria for refreshments, and numerous restrooms. Coordination was established between the Lower Moreland and Philadelphia police departments to accomplish such tasks as obtaining permission to close streets, detouring traffic, and parking on the roadways.
In contrast, the Rubio service was held in the older Gothic-style Incarnation of Our Lord Church in Philadelphia. The church did not have air-conditioning and had limited restrooms and a 30-car parking lot. Logistics was charged with providing adequate facilities for the long viewing and service. A comprehensive traffic plan was needed for parking and departure of the long vehicle procession.
Keep this acronym in mind if you are given the assignment of handling the final farewell to a fallen firefighter.
L—Logistics must be adequately staffed early.
O—Operations must divide and delegate important functional assignments.
D—Desires of the family are the top priority.
D—Disseminate the funeral details in writing. Site survey, procession route, traffic lanes, and cemetery terrain must be understood. Documentation is vital. Communication is critical.
Dennis Smith, author of many fire service books, wrote on 9/11/04: “Americans are future-oriented.” Firefighters, company commanders, and chief officers must prepare for all types of assignments. Making proper preparations for the memorial service and interment of fire department members is never painless. Having a formal course of action can reduce duplication of efforts. Also, chiefs should consult with the National Fallen Firefighter Foundation when confronted with the need to develop a funeral protocol.
—William Shouldis
