• OPEN INCORPORATED, makers of the SafetyPAD® suite of technology products for emergency medical services (EMS), continues to provide critical tools to assist D.C. Fire & EMS's Street Calls program. The program has been in place since 2008, and this year alone D.C. Fire & EMS has reduced the most chronic users of the 911 system calls by more than 48 percent. D.C. Fire & EMS's implementation of the Street Calls program was a response to an EMS task force recommendation to develop an outreach program for patients with chronic needs to reduce misuse of 911 EMS and transport delays. SafetyPAD's electronic patient care reporting (ePCR) provides D.C. Fire & EMS with real-time statistical analysis and tools to identify those individuals who use 911 EMS transport services the most. The department can then proactively make sure callers are connected with appropriate preventive care and other services, thus ensuring department resources are used most optimally in support of the public.

• KME recently recognized its sales representative organizations (SROs) for outstanding sales and service performance. KME's Pinnacle Award recognizes organizations that have had significant growth over previous years. This year's winners included Safe Industries of Piedmont, South Carolina, and Bulldog Fire Apparatus of Woodville, Massachusetts, while Metz Fire & Rescue, of Guelph, Ontario, was the top award winner. KME's Summit Club recognizes SROs that have had the highest overall sales volumes over the past year. This year's winners included NAFECO of Decatur, Alabama, and Bulldog Fire Apparatus of Woodville, Massachusetts, with First Priority Emergency Vehicles of Manchester, New Jersey, taking top honors. KME's Vision Award is a special award that isn't based solely on sales or numbers. This award recognizes an organization that has made investments in its business at all levels-including training, service, personnel, branding, and sales-that have significantly affected market share in its region and overall ability to service its customers. The awards went to Cascade Fire & Safety from the western region, Mac's Fire & Safety from the midwest region, Safe Industries from the southeast region, and First Priority Emergency Vehicles from the eastern region.

• GLOBE, DUPONT, AND THE NATIONAL VOLUNTEER FIRE COUNCIL (NVFC) have announced three more recipients in the 2013 Globe Gear Giveaway Program. The Axtell (NE) Volunteer Fire and Rescue and Jasper Volunteer Fire Department, Duffield, Virginia, will each receive four sets of gear. The Lilbourn (MO) Volunteer Fire Department will receive two sets.

Axtell Volunteer Fire and Rescue, in rural Nebraska, has 19 active members who respond to about 100 calls per year as well as deliver mutual aid to nearby communities. All of the department's gear is greater than 20 years old and has been passed down to new fire department volunteers for many years. The Jasper Volunteer Fire Department in Duffield, Virginia, has also been struggling because of the economy. Protecting a population of more than 3,000, the 20 active firefighters have to make do with an inadequate number of sets of gear, all of which are more than 10 years old. The Lilbourn (MO) Volunteer Fire Department serves a population of 6,000 in New Madrid County, Missouri. The department's small annual operating budget only covers the cost of fuel and repairs to equipment. The 14 firefighters cover their own community as well as assist with tanker support for surrounding communities. Any new equipment must be purchased either through donations or from the firefighters' own pockets.

• E-ONE was recently awarded a contract for 18 custom eMAX™ pumpers from the United States Air Force. The 18 new eMAX pumpers are top-mount configurations on Typhoon® chassis with long cabs. The pumpers will feature 1,250-gallon-per-minute pumping capability, 500-gallon water tanks, and

Chris Mc Loone

CM: What is the biggest mistake fire departments make when selecting a pump for their apparatus?

BS: People have a tendency to think they have to sacrifice performance to gain space on the apparatus. Everyone's struggling with how to do more with less. They are weighing the different options and they feel like sometimes they have to give up the performance of their apparatus. Firefighters never know what they're going to be called on to do, and so they have to be prepared for the worst possible hazards. We want to make sure they are equipped as much as possible. So, we've spent a good bit of time trying to develop products that will allow them to continue to have the quality, the reliability, and the performance that they expect out of a Hale product and a smaller footprint. The QMAX-XS is a prime example of that. It gives them the versatility to shrink down from a standard pump house size of 42 inches to as small as 28 inches and gain back as many 16 inches on the pump panel size.

CM: What do you think is the most important issue right now in the fire service, and how is Hale addressing it?

BS: I think that the fire service struggles with how to continue to provide the high level of service it has conditioned the public to expect based on the current budgetary requirements. So they are always looking at how to continue to do more with, it seems, less and less all the time. We've spent a good bit of our effort trying to make sure they are able to maximize what they have, whether it's having extended operating performance and overengineering the equipment to make sure it always has plenty of reserve capability in it so that they're never left in a lurch; whether it's making sure that it's got the quality they can rely on so they're not worried about breaking down at a critical point; or whether it's a situation where they can do it in a smaller footprint and therefore get more on their apparatus. When you look at what we've done on the pump house design and also some of the innovations we've had on the electronics side of the industry-a lot of the manual valves can be replaced with electronic valves and a lot of the gauges can be done with touchscreens in a much smaller footprint than anything in the past.

CM: What do you think is the most important innovation in the fire service during the past five years?

BS: There's been a good bit that's come out, but I would have to say the eDraulic tools that were introduced by HURST Jaws of Life® are the most innovative things, and they've really opened up a whole other avenue for rescue. Having the same capability as a standard hydraulically driven rescue tool on a self-contained platform has given rescuers much more versatility in a package that is easy to deploy and quick to be able to get to where they need it. And, it can go in a footprint on a truck that is 40 percent less than what was done in the past. We were surprised. I was with the HURST business before coming over to the fire suppression side for IDEX, and we were shocked at how quickly the market took to the product. I think it's a testament to how much the market really needed it and what we were able to get done in the finished package to make sure it performed to the level that people expected out of a product that had that kind of brand to it.

CM: Is there anything in the pipeline right now at Hale that you can talk about?

BS: As a publicly traded company, we can't get into a whole lot of new product development that is in the pipeline. I can assure you that we have some pretty exciting things that are there. But from a process standpoint, what I can share is that we are we are finishing up our consolidation. We are adding on additional square footage in our Phase 2 construction. And, we've had everything consolidated in this facility since November 2012 from a production stan

By Robert Tutterow

My previous two columns have been about ways to cut fire station operating costs-both existing and new. These are costs that have no direct bearing on service delivery or firefighter safety. As stated in the previous columns, 49 percent of a building's lifespan costs are the ongoing costs for utilities, maintenance, and replacing furnishings. Items that were covered included materials selection for the exterior and interior of the station. This is a substantial sum of funds that, if properly managed, could be applied to apparatus, personal protective equipment (PPE), equipment, training, and other mission-critical items. In this column, there will be a bit more information on materials selection plus a tool that can be used to manage utility costs.

Minor but Big Payoff

There are minor expense items that have a big payback in a station's sustainability. These include corner guards for drywall-hopefully "abuse-resistant" drywall. Vinyl-wrapped ceiling tiles or epoxy painted drywall make for long-lasting ceilings. Flooring materials should be of materials that do not require vacuuming or waxing. Stainless steel is the most durable and easy to maintain material for kitchen appliances and cabinet surfaces. Never use particleboard for kitchen cabinets. Commercial-quality cooktops and ovens provide the best return on investment in a station where there is frequent cooking. Use porcelain or ceramic tiles in restrooms and shower areas.

Building Dashboard

And, now for the aforementioned tool-the building dashboard. Building dashboards are exactly what they sound like. Just as an automobile has a dashboard to inform drivers of what is going on with the vehicle, there is a growing number of buildings that have dashboards. In short, a building dashboard is a Web-based tool that provides real-time information about the building such as electricity or gas use, water use, temperature, humidity, and air quality. The dashboard can be configured to meet the needs of users and their capabilities, and expandability is almost limitless.

The dashboard can be used by management to monitor usage and detect areas of wasted energy. Firefighters can access the dashboard to learn more about energy usage and modify their behavior. If a department has more than one station, reducing energy consumption can become a competition. For example, several college campuses have placed building dashboards in their dormitories. They then have contests among the dorms to see which one can reduce its utility usage by the highest percentage. Students in the winning dorm receive a prize.

The beauty of the dashboard is that it provides data-manageable data. Think for a moment about driving a car without a dashboard. How do you know your speed? How do you know how much fuel is in the tank? How do you know how many miles are on the vehicle? In effect, that's what the fire service and society have been doing with buildings forever. Today we have the technology to manage a building-specifically a fire station.

Chart the Course

One beauty of the dashboard is its ability to provide graphs that chart utility usage over a period of time. At last year's Annual F.I.E.R.O. Fire Station Symposium, Keith Pehl with Optima Engineering gave a presentation about building dashboards. He referenced an example of a building with a dashboard that indicated the air-conditioning had started to come on at night when the building was not occupied. This was during the winter months when the outside temperatures were below freezing. An investigation revealed that new information technology equipment had been installed in the building, and the venting system to release the heat was shut down when the building was not occupied. The problem was remedied, and the utility costs for the building returned back to a lower level. Without the building dashboard, the higher

By Richard Marinucci

As I begin to write this article attempting to predict the future, the federal government is shut down because of elected officials' inability to reach agreement on a budget. Regardless of your political affiliation, you are probably disgusted over this major issue. A prognosticator probably could have predicted this a few months ago. Yet this relatively recent development will have a huge effect on the economy and will impact recovery. This demonstrates how some actions that are out of most people's control make it very difficult to see too far in the future.

Improvement Continues

In spite of our elected officials' current action in Washington, D.C., the economy is improving, and indications are that this should continue for the foreseeable future. Based on this belief, organizations should anticipate what is coming and plan accordingly. Some believe that government lags behind the private sector in the economic realm. As many indicators point to better times in the private sector, it would seem that governments should be following shortly.

The recent recession's severity has created a new normal for many fire departments. This has affected service levels-some to the point that operations have changed significantly. One should not assume that an organization will automatically return to prerecession levels. In many cases, the actions taken changed the culture and structure, meaning it is no longer business as usual. Departments were forced to change, and some things clearly have had a negative impact on the ability to deliver service.

Staffing Levels

Organizations have changed staffing, training, apparatus and equipment acquisition, and prevention. The coming year will see efforts to begin restoring programs that had been greatly reduced or eliminated. Those in the profession know that a continuation of inadequacy will ultimately lead to poor service, even if nothing tragic has happened in the short term. The fire service is now challenged to change the discussion from economic survival to fire departments' needs to improve quality, efficiency, and effectiveness.

Staffing across the board has been reduced-in career, combination, and volunteer organizations. Many departments have used SAFER grants to supplement staffing and keep from getting to levels that would make them unable to function. These grants will end for many departments in the coming year. Local funds will be used to maintain staffing, or service levels will again be reduced. The leadership in these organizations must have a plan for maintaining or increasing staffing to the levels needed to provide service that truly makes a difference. This will most likely be a combination of an improving economy that increases the tax base and a request from taxpayers for more money to fund minimal levels.

One of the biggest challenges will be convincing policymakers that they need to return to investing in their labor force if they want to provide bare minimum levels of service. Unfortunately some people now believe that the reductions forced by the economic downturn proved that many organizations were overstaffed. Fire departments need to develop a strategy to reverse this thinking.

Investment

Many fire departments postponed making capital investments to save money and possibly protect personnel from layoffs. The fallout from this is that organizations are past due on replacing apparatus, protective clothing, self-contained breathing apparatus, and other vital equipment. Some departments have been fortunate in that they received federal grants to help with these purchases. That is a good thing. Yet those who have not been successful with grants are now in a position where their apparatus are approaching or are beyond their life expectancy or are becoming more unreliable every day. One thing to consider if you have not been in the market f

By Christian P. Koop

History, as many of us have learned, has a way of repeating itself-even when it comes to emergency response vehicle (ERV) maintenance and repair. What prompted me to go ahead and put pen to paper, as the saying goes, was a phone call I received from one of our vendors a few months back. The caller explained a problem he was encountering with a new rescue truck his dealership had recently sold but which was brought back with a complaint that during hard braking it pulled to one side. The dealer was having difficulty getting the problem diagnosed correctly. I quickly remembered and explained to him what the problem might be based on a similar symptom our shop had encountered 20 years earlier. It turns out it was the same problem. And, sharing this information proved valuable in getting the problem resolved sooner with fewer headaches for all involved.

Common Problems

For quite some time now I have felt the need to compile the major fleet problems or defects I have seen and experienced with ERVs over the years. By major, I am referring to those problems that affect a specific group of vehicles or are common fleetwide. Some of these issues might have been created by technical specifications that did not take into account real-world drive cycles, terrain, climate, vehicle weight, and other factors that can negatively impact ERV maintenance, reliability, and durability. Others were caused by poor design or just manufacturing defects that were not discovered until the ERVs were placed in service.

Many of these fleetwide issues manifest themselves right after the vehicles are purchased and placed into service. Other problems may take many months and even thousands of miles to rear their troublesome heads. My main goal behind writing about these past issues is that I feel some of the resolutions to defects and problems I have encountered over the years could be of value to others running into similar or even the exact same issues. This could be beneficial by providing information that may ultimately help cut down the time it takes to resolve similar problems. I am sure everyone reading this realizes that time is money, especially with today's budgets, and getting the unit back in service as soon as possible is paramount to all those who are involved or affected by the problem-not to mention the taxpayers.

This article is not intended to bash manufacturers in any way for past problems. I will provide a brief history and background for each of the ERV fleet issues that I describe below to give the reader the best perspective in understanding what caused a problem and what those involved did to resolve it.

Alternator Failures

In the early 1980s, our department was using big-block gasoline-powered rescue trucks (aka ambulances) that were experiencing frequent alternator failures. Back then we were using a brush-type 165-amp alternator with internal rectification. In other words, it was an alternator with the diodes or bridge rectifiers built inside the unit as is still common today in most automotive, truck, and heavy equipment alternators. The root cause of the problem was extreme high under-hood temperatures causing the alternator diodes to die an early death. It was not because of an excessive electrical load. At the time, a gentleman out of Tampa, Florida-Whitley, if I recall correctly-began producing an external bridge rectifier to address the problem. Removing the stock bridge rectifiers from the excessive heat found inside the alternator and relocating them behind the grill area to receive cooler airflow resolved the problem.

Afterward, the shop modified the rest of the fleet, and alternator life was restored to acceptable levels. One very important point is that excessive heat is an enemy of charging systems, batteries, and electronic components. We went through this same ordeal just a few years ago when the wrong altern