By David Durstine
VP, Akron Brass Company

The most current edition of NFPA 1901, Standard for Automotive Fire Apparatus, went into effect in January 2010 and included a number of new requirements improving fire apparatus performance, reliability, and safety. One of those safety provisions placed a mandatory requirement that all apparatus compliant with NFPA 1901 include a vehicle data recorder (VDR) similar to the "black box" on an aircraft. VDRs record a number of modern apparatus parameters, including vehicle speed, acceleration, deceleration, engine speed, throttle position, antilock braking system (ABS) events, seat occupied status, seat belt status, master optical warning device switch position, time, date, and other data.

Many fire industry leaders were the driving force behind this VDR requirement as a solution to help with one of the most disastrous and preventable problems facing today's fire service. All too often we hear or read about firefighters being injured or killed as a result of vehicular accidents involving fire apparatus. In most cases, these accidents were and are preventable. When used as a proactive tool, the VDR, combined with a proper operator training program and continuous improvement, can be of real value to your department.

Two Ways to See It

Some city officials, fire officers, and firefighters might argue this requirement from both sides of the fence. If the VDR records an accident and can confirm safe, responsible driving, then they would probably love the indisputable data. On the other hand, if this data pointed to irresponsible operation, then the opposite would be true. Both viewpoints were part of regular discussions at NFPA 1901 meetings leading up to the revised standard. At the time, it was shared with me and others numerous times leading up to finalizing the current NFPA 1901 revision that since 1992 all electronic engines have had a last incident reporting system onboard, which could be downloaded by engine manufacturers using special software. These incident reporting systems captured much more data than VDRs with the exception of master warning lights, seat occupancy, and seat belt status. This knowledge helped reinforce the fact that the data were there whether we wanted them or not. Today's VDRs simply provide fire departments with easy access to the data and in a way that can be used proactively to help save lives.

VDR Types

There are numerous VDR manufacturers and suppliers. All have very similar devices with some level of differentiation between each. But, two things are very consistent: They all record the same NFPA-required data and they all make it accessible for you to use and be proactive with. Rick Fix, of Fire Research Corporation, states, "As for VDR usage, most departments I have seen with them only download from them when they have an incident, not realizing that they have a great tool to monitor driver and firefighter safety." Pete Luhrs, with Weldon, a division of Akron Brass, says, "The intent of adding the VDR and seat belt indicator to fire trucks is to promote safety. Too many good men and women get hurt each year on their way to and from scenes. However, one of the cool features available is that this information can be used for troubleshooting a vehicle issue as well."

Using VDR Data

Are you really getting the most out of your VDR? I would like to share a personal experience regarding my department. We rarely look at our VDR data. As a small volunteer department, we really don't have the time and resources to download and evaluate the data. However, a couple of months ago my chief asked me to download the VDR data from our engine and provide him with some key pieces of information.

More precisely, as I probed more details from him, he

By Chris Mc Loone

It's interesting how as you ascend the career ladder, that target on your back gets bigger and bigger with every new position. There seem to be those in this world who were put here simply to call into question everything we do, assemble roadblocks to everything we want to do, and work to derail everything we do manage to accomplish. It's the nature of the beast, of course, and as we climb our career ladders we just have to work through it all. It's a pretty trite phrase these days, but it truly is what it is.

The connection to apparatus and equipment is that these people routinely find themselves on apparatus purchasing committees (APCs). Many times it's because they've been on the last four APCs, so they are kept on for their perspectives. And, many times they are former white coats who may be past their prime. How many of us have had to deal with that one APC member who insists on throwing wrench after wrench into the works? One day it is, "The last time we specified a truck, company A could accommodate this request. Why can't this company?" Then the chassis is different than all the other chassis in the house, and this causes more consternation and additional wrenches are tossed into the machine.

Some of these individuals are valuable APC members, while others seemingly only seek to serve on the APC to call into question every decision made. Some say this is a good "check and balance" for a committee. If the goal of those doing the checking and balancing is to build the best possible truck based on the needs of the department, then I agree. But, if all they wish to do is denigrate those on the committee and second guess everything, then that's not checking and balancing. It's impeding progress.

How do we deal with these people? is the question. In many cases, they are former chiefs who have earned the right for newer members to treat them with respect-if for no other reason than by their saying, "Yes, I volunteer to lead this department as a chief officer," at one point in their careers. There are fewer of these men and women than we think. And, many of us owe them a debt of gratitude for building our departments into the organizations that many revere in communities around the world. So, taking a dismissive approach isn't the answer-especially since many can still contribute positively.

It falls on the APC chairman to figure all this out. The chairman of the APC has a monumental responsibility to keep the committee on course. He has the unique responsibility to manage the seasoned veterans along with the younger upstarts who think they have all the answers. Be careful-sometimes they do hold a few answers. These are the members who will be riding what you spec for the department.

Have an agenda for each meeting, assign someone to take minutes, and make sure you develop deliverable action items for APC members at the end of every meeting. At the next meeting, go through the action items and act on them. Then go through the process again according to your agenda for the meeting. There will be disagreement. Don't let it get heated. Don't let either side of the table act in a disrespectful manner to the other side. Eventually through it all, you'll come up with a truck that will be the envy of your surrounding communities-that is, until a neighboring department takes delivery of its newest piece. Again, it is what it is.

Remember that this translates into all other facets of leading an organization. Leadership isn't easy, especially when you are sitting in a room with a mixture of your mentors and those you are now called on to lead. Subtly reminding the veterans that you are owed the same respect they expect from you and the youngsters in the room isn't easy and, unfortunately, might take a private meeting to get the idea across. Conversely, explaining to the youngsters why they owe respect to the veterans isn't a