Above, top to bottom: Tom Dunne, Anthony Avillo, and Mike Ciampo
Question: During the past year, was there an event, an occurrence, or a bit of knowledge you came across that moved you to think, “Wow! I must remember to include that in my FDIC class or workshop this year”?
Anthony Avillo
I read the line-of-duty death report of the firefighter killed in New York State as part of a mutual-aid response. It made me realize how underprepared and coordination deficient mutual-aid groups are. When the only time they see each other is on the fireground, that means that no training, planning, or interdepartment policy or coordination has been done. That is very dangerous, like “Tower of Babel” firefighting.
Les Baker
While conducting training in Bossier, Louisiana, we had a response for a vehicle that had a significant driver’s side intrusion from a lateral impact. It provided the perfect situation to work on tactics on a vehicle that underwent a collision and allowed the components to act appropriately. After further inspection, there were two car seats in the back seat. In between the two seats was an adult bag valve mask. Based on the clues left, it was obvious that the driver—the parent (or guardian) of the two kids—was critically injured or killed. The kids’ lives would never be the same after the incident. It proved to be a moment of reflection for me on why I train responders and speak at conferences such as FDIC International. It is my hope that I can be that difference that enables a responder to change the lives of victims in a positive way.
Alan Brunacini
For a long time, I have conducted discussions in FDIC International educational sessions about functional boss behaviors. It is a leadership topic that produces a lot of energy, discussion, and expression from the participants on experiences of being a boss or the treatment they have received from their boss. I recently was part of a meeting where we talked about how a boss can improve his effective level of boss engagement in the workplace. I have reflected on that issue; this year in my FDIC International boss session, I am going to slip into the conversation that bosses must focus on what they can control and accept what they cannot control, and that self-control is about the only thing under a person’s control. I am looking forward to the discussion.
Deputy Chief (Ret.) Thomas Dunne
New York City Fire Department
Recently, after giving my “Think Like an Incident Commander” presentation to a classroom of firefighters, I was approached by one of the students. Normally, I would expect to handle questions regarding firefighting strategy and tactics, but this particular individual raised an interesting point: He had recently been promoted, but he did not have a great deal of firefighting experience since he had served in the military and was older than most new firefighters when he first came into the fire service. He proceeded to tell me that he was finding it difficult to feel confident when supervising other firefighters, many of whom had more actual fireground experience than he did. Apparently, the segment of my class that he found most helpful involved the discussion about developing a comfort level as an incident commander and decision maker at an emergency operation.
I was immediately impressed with both his insight and honesty. His comments reflected the exact same doubts I