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Posted: Dec 1, 2018

Inside ProPoly and PolyBilt


In June 2018, the 642nd Regional Support Group, a brigade in the 143rd Expeditionary Sustainment Command (ESC), United States Army Reserve (USAR), completed a one-year active duty mobilization. ESCs provide command and control (logistics) for certain army units during deployment and redeployment.

Part of command and control responsibilities include legal services. Lieutenant Colonel Timothy S. Dean, USAR, was one of the service members who completed the year of active duty. A JAG Corps officer, Dean is a brigade judge advocate (lawyer) in the 642nd. JAG, the Judge Advocate Corps, is the nation’s oldest “law firm,” established by General George Washington in 1775.

The Ocala, Florida, ProPoly/PolyBilt facility pictured here has more than 20,000 square feet of fabrication area. Corporate offices are located in the building in the background. An additional domestic fabrication plant is located in Augusta, Georgia.

1 The Ocala, Florida, ProPoly/PolyBilt facility pictured here has more than 20,000 square feet of fabrication area. Corporate offices are located in the building in the background. An additional domestic fabrication plant is located in Augusta, Georgia. (Photos courtesy of PolyBilt.)

When service members return from a deployment, they usually return to a civilian routine seldom as chaotic and eventful as active duty. Dean returned to his civilian career as a partner in the Dean Law Firm alongside his brother and father. He also resumed duties as the president and chief executive officer of ProPoly of America, Incorporated. In addition, he restarted fulfilling his responsibilities as the chief executive officer of PolyBilt Body Company. The two companies are generically known as ProPoly and Pro Poly as well as PolyBilt and Poly Bilt. They design and manufacture custom-designed thermoplastic products for a number of industries including fire apparatus manufacturing. Their position in the fire apparatus industry and how they got there are the subject of this article.

PRO POLY—THE EARLY YEARS

A family by the name of Baker started the original Pro Poly in 1991 as a marine-based maintenance and manufacturing company in South Carolina. In the early 1990s, it started doing business on a small scale with E-ONE, which eventually became one of Pro Poly’s primary customers. At the same time, Dean was doing some legal work for E-ONE. In 1996, the Dean family purchased Pro Poly from the Bakers, renaming it ProPoly of America, Incorporated, and Dean became president.

On what his occupation was prior to the Pro Poly purchase, he responds, “Personally, I am an attorney. I graduated from law school in 1991 and in 1996 began helping my family grow, develop, and manage ProPoly of America. I have always maintained my law office though and have served as a reserve judge advocate in the United States Army for almost two decades.” About his experience in manufacturing and the thermoplastic world, he says, “Our family has a long history in manufacturing. My stepmother owns and manages with her brother a very large and well-known manufacturing company in the mining industry.

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Posted: Dec 1, 2018

New Jersey Fire Department Overcomes Site Issues, Contaminated Soil, and High Water Table to Build New Fire Headquarters Station


The South River (NJ) Fire Department is a volunteer department with 70 firefighters operating out of a single station located in a flood-prone area in the borough of South River. The fire department had been talking with the borough council and mayor about the need for a new firehouse for a number of years, but it took Hurricane Sandy in 2012 to get things moving much more quickly on the drive for a new station.

Mitchell Associates Architects built this 21,388-square-foot fire headquarters station for the South River (NJ) Fire Department.

1 Mitchell Associates Architects built this 21,388-square-foot fire headquarters station for the South River (NJ) Fire Department. (Photos courtesy of Mitchell Associates Architects.)

“Our existing firehouse was nearly 100 years old,” says Art Londensky, South River Fire Department’s fire marshal. “On one side of the old building, we had to put down metal road plates to prevent the floor from caving in because of the weight of the pumpers. On the other side of the station, you couldn’t walk around the ladder tower in the bay because it was so tight to the walls. With 70 personnel using the fire station, there were only two toilets and two sinks in the building, and there was no place for firefighters to decon, so they had to decon at home.”

When Hurricane Sandy hit, the fire station was in danger of being flooded. “The water was about a half a block away, so we were getting ready to evacuate the station,” Londensky says, “and when the South River crested, the water was almost to the front door of the firehouse. After that, the mayor and council agreed on the need for a new fire station headquarters.”

PLANNING

Londensky says the department formed a committee that included firefighters with various areas of expertise, such as plumbers, electricians, a laundry technician, and others, to research architectural firms that specialize in building fire stations. “We sent out requests for qualifications and got back 15 responses,” he says. “We narrowed them down to six, interviewed all six, and chose Mitchell Associates Architects.”

Bob Mitchell, principal in Mitchell Associates, says the fire department and borough council wanted to be sure that the new station would be built out of the flood-prone area of the borough. “The borough is 95 percent built out, with much of it located in the flood plain,” Mitchell points out. “Determining a new site became a complicated two-year process. They initially selected a site in a gracious residential area, and in spite of a design that nicely fit the residential neighborhood, citizen opposition to the site was overwhelming,” Mitchell says. That sent the station committee and borough council on the hunt for another suitable location. Londensky notes that the borough owns the fire station and all of the apparatus and equipment, while the department supplies the volunteer firefighters to staff the apparatus. “There weren’t a lot of places where we could put a 21,388-square-foot fire station,” he says, “but the borough eventually located a combined parcel of a former Knights of Columbus property and a gasoline station.”

After environmental and geotechnical analyses of the combi

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Posted: Dec 1, 2018

New Jersey Fire Department Overcomes Site Issues, Contaminated Soil, and High Water Table to Build New Fire Headquarters Station


The South River (NJ) Fire Department is a volunteer department with 70 firefighters operating out of a single station located in a flood-prone area in the borough of South River. The fire department had been talking with the borough council and mayor about the need for a new firehouse for a number of years, but it took Hurricane Sandy in 2012 to get things moving much more quickly on the drive for a new station.

Mitchell Associates Architects built this 21,388-square-foot fire headquarters station for the South River (NJ) Fire Department.

1 Mitchell Associates Architects built this 21,388-square-foot fire headquarters station for the South River (NJ) Fire Department. (Photos courtesy of Mitchell Associates Architects.)

“Our existing firehouse was nearly 100 years old,” says Art Londensky, South River Fire Department’s fire marshal. “On one side of the old building, we had to put down metal road plates to prevent the floor from caving in because of the weight of the pumpers. On the other side of the station, you couldn’t walk around the ladder tower in the bay because it was so tight to the walls. With 70 personnel using the fire station, there were only two toilets and two sinks in the building, and there was no place for firefighters to decon, so they had to decon at home.”

When Hurricane Sandy hit, the fire station was in danger of being flooded. “The water was about a half a block away, so we were getting ready to evacuate the station,” Londensky says, “and when the South River crested, the water was almost to the front door of the firehouse. After that, the mayor and council agreed on the need for a new fire station headquarters.”

PLANNING

Londensky says the department formed a committee that included firefighters with various areas of expertise, such as plumbers, electricians, a laundry technician, and others, to research architectural firms that specialize in building fire stations. “We sent out requests for qualifications and got back 15 responses,” he says. “We narrowed them down to six, interviewed all six, and chose Mitchell Associates Architects.”

Bob Mitchell, principal in Mitchell Associates, says the fire department and borough council wanted to be sure that the new station would be built out of the flood-prone area of the borough. “The borough is 95 percent built out, with much of it located in the flood plain,” Mitchell points out. “Determining a new site became a complicated two-year process. They initially selected a site in a gracious residential area, and in spite of a design that nicely fit the residential neighborhood, citizen opposition to the site was overwhelming,” Mitchell says. That sent the station committee and borough council on the hunt for another suitable location. Londensky notes that the borough owns the fire station and all of the apparatus and equipment, while the department supplies the volunteer firefighters to staff the apparatus. “There weren’t a lot of places where we could put a 21,388-square-foot fire station,” he says, “but the borough eventually located a combined parcel of a former Knights of Columbus property and a gasoline station.”

After environmental and geotechnical analyses of the combi

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Posted: Dec 1, 2018

The Case for a National Fire Apparatus Response Policy

Robert Tutterow

Most of you are familiar with the National Fallen Firefighters Foundation (NFFF) Life Safety Initiatives. The 16 initiatives were originally developed almost 15 years ago during the first Life Safety Summit in Tampa, Florida.

Robert Tutterow

Initiative #11 states: “National standards for emergency response policies should be developed and championed.” This past May, the NFFF convened a working group in Columbus, Ohio, to start the process of identifying ways to develop a national response policy. The working group consisted of 26 subject matter experts from across the country. In the end, there was unanimous and enthusiastic support for the development of a policy.

The working group identified 17 recommendations to guide the development process. The process included a review of policies already in existence. The overarching objective of the working group was to create operational policies that minimize exposure “to hazardous conditions that can result in medical or traumatic tragedies to firefighters.”

There was total agreement that the National Fire Protection Association (NFPA) should be the agency to develop such a standardized policy. However, before awaiting the NFPA process to develop a standard, fire departments (if they have not already) should not delay in proceeding with developing their own policies that address the safety and health of their members. It is imperative that these policies be developed based on science-based research and be data driven.

There was also a strong voice advocating that an NFPA technical committee formed to develop the standard have representatives appointed from the wildland firefighting community. The most recent review of line-of-duty deaths related to response clearly shows a need for the wildland community to be involved.

The group was very cognizant of the wide range of response capabilities of fire departments across the nation. As such, they ask that a new NFPA standard be “scalable, affordable, and achievable.” It was stated in one of the recommendations that the standard be flexible enough that it could be “refined by local/regional working groups” to make implementation as effective as possible for the locale.

One of the perhaps most obvious recommendations was that policies should be based on the risk element of the nature of a call. This is an issue that has been debated for years—what justifies the use of lights and sirens vs. responding routinely without delay. This recommendation addresses speed, intersection control, and seat belt policies.

Associated with this recommendation is the number of units that respond to a call. I come from a fire department that would send four engines, two ladders, a heavy rescue, and a battalion chief to an alarm activation. These were frequent calls in the downtown high-rise area. Sadly, it was a call from a very high-level corporate executive to the mayor wanting to know why there were so many fire trucks on the street and never a fire that prompted a reduced number of units dispatched on a call. After approximately 20 years of the reduced number of units responding, there has been absolutely no decline in service delivery. In fact, it can be strong

Read more
Posted: Dec 1, 2018

The Case for a National Fire Apparatus Response Policy

Robert Tutterow

Most of you are familiar with the National Fallen Firefighters Foundation (NFFF) Life Safety Initiatives. The 16 initiatives were originally developed almost 15 years ago during the first Life Safety Summit in Tampa, Florida.

Robert Tutterow

Initiative #11 states: “National standards for emergency response policies should be developed and championed.” This past May, the NFFF convened a working group in Columbus, Ohio, to start the process of identifying ways to develop a national response policy. The working group consisted of 26 subject matter experts from across the country. In the end, there was unanimous and enthusiastic support for the development of a policy.

The working group identified 17 recommendations to guide the development process. The process included a review of policies already in existence. The overarching objective of the working group was to create operational policies that minimize exposure “to hazardous conditions that can result in medical or traumatic tragedies to firefighters.”

There was total agreement that the National Fire Protection Association (NFPA) should be the agency to develop such a standardized policy. However, before awaiting the NFPA process to develop a standard, fire departments (if they have not already) should not delay in proceeding with developing their own policies that address the safety and health of their members. It is imperative that these policies be developed based on science-based research and be data driven.

There was also a strong voice advocating that an NFPA technical committee formed to develop the standard have representatives appointed from the wildland firefighting community. The most recent review of line-of-duty deaths related to response clearly shows a need for the wildland community to be involved.

The group was very cognizant of the wide range of response capabilities of fire departments across the nation. As such, they ask that a new NFPA standard be “scalable, affordable, and achievable.” It was stated in one of the recommendations that the standard be flexible enough that it could be “refined by local/regional working groups” to make implementation as effective as possible for the locale.

One of the perhaps most obvious recommendations was that policies should be based on the risk element of the nature of a call. This is an issue that has been debated for years—what justifies the use of lights and sirens vs. responding routinely without delay. This recommendation addresses speed, intersection control, and seat belt policies.

Associated with this recommendation is the number of units that respond to a call. I come from a fire department that would send four engines, two ladders, a heavy rescue, and a battalion chief to an alarm activation. These were frequent calls in the downtown high-rise area. Sadly, it was a call from a very high-level corporate executive to the mayor wanting to know why there were so many fire trucks on the street and never a fire that prompted a reduced number of units dispatched on a call. After approximately 20 years of the reduced number of units responding, there has been absolutely no decline in service delivery. In fact, it can be strong

Read more
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