Time passes, but where does it go? This element is a much pondered but muddily understood concept. And yet, everything is about time; the time it takes to arrive on scene, to suppress the fire, to save a life. The time you work, the time you play.

Finding candidates that are a good fit for the department is a universal challenge. As psychologist Dr. Lori Gray, said during her seminar at May’s OAFC 2018 show: “The wrong hire can have profound implications for you as a service.” Personal experience is probably bringing a few of these implications to mind now. In addition, she continued, you are not doing justice to candidates by hiring them for a job they are not suited for.

As first responders, the fire service has its lion’s share of stories. Emergencies are unique life events, and some of the stories I’ve heard thus far are quite humourous post-fact and in absence of significant injury — such as ones involving people found in compromising positions after a car crash.

May 23, 2017, Oakville, Ont. - My average day involves sitting in front of a computer, editing stories, and lots of coffee. What it doesn't involve is crawling through smoke, cutting up cars or running hoses. But the day I spent at the Oakville Fire Department was not an average day.Before I suited up in editor Laura King's gear, I was given a truck tour and shown around the training facility. The alarm went off and the firefighters had to race off to a nearby school. It seemed as if it took no more than 30 seconds for the guys to suit up and drive off.It probably took me 15 minutes to put on my turnout gear. Just as I was feeling comfortable in the gear, and feeling the weight of the SCBA on my back, Training Officer Darren Van Zandbergen slipped a smoke-simulation screen into my helmet and I was once again uncomfortable . . . and essentially blind.I never realized how little is visible through smoke. I assumed some light would peek through; crawling on the floor feeling my way around walls and fallen beams I realized how wrong I was. It was nerve-wracking to blindly feel my way through the training building, but ironically it was an eye-opening experience.I have edited Extrication Tips columns for Canadian Firefighter, but I finally got to experience what it's all about. The tools were much heavier than I expected, my previous extrication experience having been limited to on paper. It was tough, but I managed cut through the windshield and the sedan door.By the time I attended the Ontario Association of Fire Chiefs conference that weekend, I felt I had a better understanding of the job. I was enrolled in the municipal officials seminar and attended a training day at the Fire & Emergency Services Training Institute (FESTI) in Mississauga.That day I spent in Oakville made me seem like a total pro at FESTI, so many thanks to everyone in Oakville!With "KING" on my back and looking like a pro, a few people at FESTI asked if I was from the King City Fire Department. Funnily enough, I was born, raised and still live in King City. What a way to represent my hometown!There's only so much you can learn in front of a computer. Getting out from behind my desk was one of the most valuable experiences to help me edit the work of fire chiefs and firefighters to the best of my abilities. I have so much more to learn about fire, but hopefully with your help, Fire Fighting in Canada and Canadian Firefighter readers, I will get there. I'll never be able to understand the ins and outs like you do, but it's worth trying.I feel really lucky to be able to report on the fire industry. Even more so, I feel lucky that I can edit knowing that I am safe because my local fire department has that under control. After each training session, I was reminded not to take emergency services for granted.So, the least I can do is bring relevant and informative stories to the fire service industry! Let me know what matters to you as a fire service professional? What do you want to read about? I am looking forward to learning more about the industry as an assistant editor, and maybe I will get to attend a few more training sessions in the process.Lauren Scott is the assistant editor of Fire Fighting in Canada and Canadian Firefighter magazines. Contact her at This e-mail address is being protected from spambots. You need JavaScript enabled to view it

May 18, 2017, Toronto - A firefighter with experience in water-ice rescue testified Wednesday at an inquest examining training deaths that he avoids exercises in icy, swift water because it is too dangerous.

Jan. 19, 2017, Toronto -  It’s complicated, this two-hatter issue. But the gist of it is this: an American-based trade union is denying its members the freedom that other Canadians have to work and do what they want in their spare time – build decks, plow snow, fix plumbing, be volunteer/part-time firefighters in their home communities.

Jan. 13, 2017, Redwood Meadows, Alta. -  Across this great country there have been many firefighters who have made significant contributions to their fire departments over many, many years. In recent days, I have been thinking about those who made a difference in our own department here in Redwood Meadows.

Jan. 4, 2017, Slave Lake, Alta. -  Run of the mill calls, or are they?

Nov. 24, 2016, Niagara Falls, Ont. – Sometimes, as an objective and trained observer, it’s fascinating to be the proverbial fly on the wall, to gather information, filter the rhetoric, and over time, give readers a clear and contextual picture of fire-service issues. That’s what I’m doing (or trying to do, despite some obstacles) this week, at the Ontario Association of Fire Chiefs (OAFC) mid-term conference in Niagara Falls. While the OAFC unveiled the basics of its new strategic plan Wednesday morning – enhanced communication, revenue generation, government relations, and members services are at the crux of the document – it is, of course, what’s going on in the background that has people talking. While the OAFC is getting its ducks in a row for its four-year plan– more detail was provided and approval sought from members in Thursday’s closed businesses session – the much larger, better organized Ontario Professional Fire Fighters Association (OPFFA) is ensconced in its legislative conference at Queen’s Park, and it has the ear of the governing Liberals. Although the chiefs association has made considerable strides in government relations recently, the better-financed OPFFA, with a strong presence at the legislature and 13,000 boots on the ground, is, as OAFC executive vice-president Rick Arnel noted Wednesday morning, simply, better resourced. Again this week, the union has caused a bit of a kerfuffle with its fire-medic-turned-fire-paramedic-turned-patients-first proposal, about which the government is asking municipalities for input, and about which the chiefs have not been consulted by government. The two associations met earlier this week; OPFFA president Rob Hyndman and others, with the OAFC board, to pitch the IAFF’s new fire-ground survival protocol; the two groups have also discussed other issues, including the ever-frustrating two-hatter controversy, of which Brampton and Caledon firefighters are the most recent targets. Several people have said this week that Tuesday’s chiefs-union get together was productive and that the two associations can, indeed, work well together on issues. Save, perhaps, the fire-paramedic situation. Bizarrely, the government issued a discussion paper on Monday titled Patients First: Expanding Medical Responses, which, ostensibly, addresses challenges with land-ambulance service and promotes the OPFFA’s proposal to give expanded duties to firefighters who are also employed as paramedics, in a tiered-response situation (it’s not clear how many firefighters also work as paramedics). According to the discussion paper, this approach would be voluntary for municipalities. Any changes, of course, to firefighters’ roles, require amendments to the Fire Protection and Prevention Act. Essentially, the government wants input about the fire-paramedic proposal “to determine service viability and opportunities.” Ontario, of course, post-amalgamation in 1998, has three tiers of government: municipal, regional and provincial. Fire is municipally funded; EMS is regional. And according to the Association of Municipalities of Ontario (AMO), that complicates things. The government document includes no financials, organizational or operations details. Simply, this: “There are three levels of paramedic scope of practice in Ontario. The ministry is exploring the potential option to allow eligible municipalities to choose to allow full-time firefighter to provide care up to the first level (primary care paramedic level).” A companion document – a lengthy survey being sent to stakeholders, including municipalities – however, makes it clear that any new costs would be municipal responsibilities. “Funding responsibility of the optional service will remain at 100% municipal cost,” the survey documents says. “The proposal would be an optional approach that municipalities can choose to implement at councils’ discretion based upon local decision and needs.” AMO has consistently opposed the fire medic proposal since it was first introduced in March 2015. “Municipal governments are deeply concerned about the direct and significant impact of the proposal on municipal emergency services, both financially and operationally,” AMO says on its website. “We will read the [government] discussion paper carefully, but to date, there has been no evidence or cost-benefit analysis seen that shows such an approach would improve patient outcomes.” More bluntly, AMO says that given the lack of evidence, it’s flummoxed that the proposal is a provincial priority given that municipalities would bear all the costs., labour challenges, and risks. “Fire services are 100 [per cent] funded by municipalities and only an elected municipal council has the authority to determine the level and type of fire protection services needed by its community,” AMO says. “We are also concerned that if any municipal council agrees to this proposal it would be replicated throughout Ontario by the current interest arbitration system.” Instead, AMO says, it wants the government to redevelop land-ambulance dispatch to improve patient outcomes. To a fly on the wall and an objective and trained observer, it’s interesting to hear the chatter about issues of the day: frustration that on the one hand, some union members refuse to allow their brethren work as part-time firefighters in their home municipalities, but on the other, could be seen to be impinging on another trade union to guarantee themselves employment longevity.  

Nov. 23, 2016, Niagara Falls, Ont. - Not once, in Fire Marshal Ross Nichols’ hour-long address to the Ontario Association of Fire Chiefs on Wednesday, did he claim to be “working on” the myriad initiatives that fire services across the province are anxious to see come to fruition.

Oct. 26, 2016 – An email landed in my in box last week from the always affable Brent Ross, spokesperson for the Ministry of Community Safety; Ross was replying to my request for details about the Ontario government’s response to the recommendations from the Elliot Lake inquiry.The gist is this: an RFS – request for service – has been issued for a review of emergency management in Ontario. The successful vendor will be engaged in November (more than two years after the inquiry recommendations were released); the review will begin in December and be completed in the spring (five years after the collapse of the Algo Centre mall); the process includes consultation but it’s not clear with whom.  “As part of the emergency management review,” Ross said in the email, “the incident management system will be reviewed and a way forward developed.” Ontario’s incident management system is a weighty document developed years ago with good intentions but it fails to suit the province’s myriad fire-department configurations and staffing models – career, composite, volunteer, urban, suburban, rural – and needs an overhaul.With emergency management becoming more relevant given weather events and security issues, it will be interesting to see how the review deals with a key recommendation of Elliot Lake Commissioner Paul Belanger, specifically, to steer clear of unified command.“There should be only one person in overall charge of a response; a ‘unified command’ structure should be avoided,” Belanger wrote in his final report from the inquiry. Yet emergency services across the province are training on responses to major incidents using unified command. Last week in Mississauga, police, fire and EMS personnel used unified command in an exercise that simulated an attack on a pipeline; and a few weeks ago in East Gwillimbury, unified command was embraced in a tri-services an exercise involving a threat.Belanger’s logic is as follows: “One final decision maker is essential to avoid conflicts or impasses caused by failure to reach a consensus. The concept of a unified command structure intrinsically contradicts the unity of command doctrine because it fails to ensure that decisions are made by someone who is ultimately responsible and accountable.”Indeed, to make his point, Belanger quotes the testimony of Dan Hefkey, the former Commissioner of Community Safety, who helped to write the provincial IMS doctrine.“So, under unified command, it is operating on the assumption that . . . I don’t know everything you know and you don’t know everything I know, so we are dependent, co-dependent, as a result that’s why you have a unified command,” Hefkey said. “And it then, when you enter into that agreement . . . there is no supreme arbiter to things; you and I are committing to commanding this incident jointly so that we can come to a mutually acceptable conclusion, so that your interests and my priorities are all met . . .  But. . . it’s not clean and it’s not to say that you’re going to have harmony one hundred per cent of the time. There are times when there are disagreement but when you decide that you are entering into a unified command arrangement that’s what you are doing.” Question: “A course of action between the two leaders of a unified command, assuming it is two, to disagree is not acceptable, correct?Hefkey: “No, they can disagree.” Question: “Sorry, if the disagreement results in no decision being made?”Hefkey: “That’s unacceptable.”Question: “That’s unacceptable?”Hefkey: “Absolutely correct.” Question: “You, in that particular case you would have dysfunctional unified command?”Hefkey. “That’s correct.” “As I have indicated,” Belanger said in the report, “the unified command structure is not well understood by the men and women who have to work with it on a regular basis. This difficulty is, in my view, because they understand that a system which allows for the possibility of clashing or inconsistent decisions, is unworkable.”Essentially, the commissioner said, the province’s incident-management system should be amended to eliminate the unified command model and require one incident commander “at all times.”According to Brent Ross, once the emergency management and IMS consultation/review is completed in the spring, the ministry will develop proposals to government in response to the review findings. I expect Commissioner Belanger will be watching, with interest.

Oct. 18, 2016, Toronto – I waited and watched and, sure enough, Friday afternoon, the Ontario government posted an update about the recommendations from the inquiry into the Elliot Lake mall collapse and the emergency response to it. It’s a brief – and rather vague – document. There were, you’ll recall, 71 recommendations in the Oct. 14, 2014, inquiry report – many dealing with building inspections and inspectors (the government has, indeed, done some work in those areas), and 31 specific to emergency management. There are, in the emergency-response section of the press release, nine updates, the first, of course, being a review of emergency management and the provincial incident management system. The mall collapsed June 23, 2012; the inquiry convened in August 2013; and the recommendations were released two years ago. Lest I sound like a broken record, some context: In that time, the province of British Columbia – buoyed by a handful of dogged chief fire officers – released a comprehensive report by its fire-services liaison group, created new minimum training standards, developed the Structure Firefighters Competency and Training Playbook, and passed the new Fire Safety Act. There are lots of action words in the Ontario government’s press release – reviewing, developing, increasing, strengthening, ensuring, exploring, engaging – all in the present tense, all ongoing, all yet to be completed. For example, “Reviewing Ontario’s emergency management and incident management systems to further enhance and improve the province’s ability to respond to emergencies.”No details are provided and, as far as I’m aware, little has changed. (I’m waiting for an email reply from the Office of the Fire Marshal, specifically about the status of the emergency-management and IMS reviews.) Certainly there had been talk about committees and sub committees and both review processes, but nothing has come to fruition.Indeed, the government web page about Ontario’s incident-management system still links to the 2008 provincial IMS doctrine, as it’s known, and which inquiry witnesses called unwieldy and impractical.Why the slower-than-the-speed-of-government response? Let’s review. In August 2013, the Office of the Fire Marshal merged with Emergency Management Ontario. The mandate of the combined agency was (note the past tense) to work with municipal partners to deliver fire-safety and emergency-management programs and services, share expert advice with local decision makers, and support municipal response efforts in emergencies.In August 2015, fire marshal Ted Wieclawek left the office. OPP inspector Ross Nichols was named interim fire marshal in October 2015; his contract has now twice been extended while the government seeks the (apparently elusive) most-qualified candidate.I have witnessed myriad presentations about the reorganization of the Office of the Fire Marshal and Emergency Management; like everyone else, I waited and watched for change and progress but was told by various OFMEM officials that the reorganization was extensive and time consuming and that, in the words of the fire marshal, “we’re working on it.”In September in Thunder Bay, Al Suleman, who was director of emergency management with the OFMEM (but is now director of standards, training and public ed), explained that the agency is reorganizing the reorganization (my words, not his) and that the two entities are separating, having found the merger not to their liking – more of an annulment than a divorce given that the marriage was never consummated.   Meantime, updates on other inquiry issues noted in Friday’s press release – urban search and rescue, OPP incident-command training, and helping municipalities handle media during emergencies – are equally vague. It’s interesting, though, that there appears to be more focus on managing the message than managing the emergency.

Call it what you want–pot, dope, weed, hash, joint or marijuana–the Canadian federal government has decided to legalize cannabis in 2018. In recent media releases and interviews, Prime Minister Justin Trudeau has said legalization is still on track.

A 911 call comes in and soon police, fire and ambulance services are independently speeding to the scene of a major car crash. Is this the best use of these expensive and limited emergency resources? This is the very question raised by a new study published by Oxford University Press that analyzed more than 100,000 calls for service over a three-year period for emergency service providers in British Columbia.

You have established a health and wellness program in your department. Now what? How do you ensure its viability over the long term? How do you continue to support your firefighters in maintaining their overall health and wellbeing? These important questions shift focus towards the long-term vision, goals, and sustainability of the program, including budget considerations.

Unless it’s on fire or in need of rescue, individuals in the fire service may not always be thinking about the nearest research department. However, here may be increasing reasons to believe that the fire service would benefit from a robust research ecosystem.

Imagine a remote, medium-sized city in a forested region in Canada. It’s only late April and you’re well into a dry, hot fire season. Coupled with a mild winter that saw little precipitation, and you’re already dealing with a number of small fires within your vast fire service area.

This past June 14 marked the first anniversary of the Grenfell Tower fire in London, England, that blaze was one of the most tragic fires in the history of the modern United Kingdom. Seventy-two people died and more than 70 were injured.

Editor’s Note: This feature is the fourth installment in a five-part series exploring Oak Bay Fire Department’s holistic health and wellness program. 

What sits on the border of two provinces and matters to every fire department in Canada? If you guessed Ottawa, you are correct. In the last five years, the importance of federal policy has become more pronounced as each province has faced tragedies of national proportion, such as the wildfires in the West, the Lac-Mégantic rail disaster and Humboldt.

Ontario is home to the largest First Nations fire department in Canada. Fire Chief Matthew Miller, along with the rest of his department, have worked hard to bring the service up to snuff – and keep it there.

For close to twenty years,  NFPA 1620 has been the de facto standard for pre-incident planning in North America. NFPA 1620 specifies the minimum information that needs to be part of a pre-incident fire plan, which includes a building’s occupancy and use, architecture and design, safety features and equipment, surrounding buildings, entrances and exits, and contact information of managing staff.

On July 5, 2010 a wood pellet silo in Norway exploded when firefighters released inert carbon dioxide into the headspace to lower the oxygen content and suppress a smouldering fire. The lesson from this incident is that the use of carbon dioxide to suppress silo fires is unsafe.

Most fire deaths occur in homes.

I was sitting at my desk on a Friday morning in January eight years ago, just turning on my computer and getting ready for the day’s work, when the fire chief walked into his office, in civilian clothes, threw his keys on his desk and said “I’m retired”.

We have all felt the overwhelming crush of email abundance that comes each and every day. We have all felt the sense of defeat when trying to organize and answer all of the correspondence coming through your inbox. Emails have become a daily grind for many leaders, but at present time, a necessity of the workday.

As a fire department develops, the natural evolution is to include a uniform component of dress regulations to further enhance firefighter professionalism, improve public perception and possibly aid in recruitment.

Perhaps the title of this column should be “A Time for Change.” I say this because after more than 10 years of writing for Fire Fighting in Canada, I feel it’s time for me to put my pen away. Don’t misunderstand, it’s not that I feel I don’t have more leadership lessons to share, it’s just time to focus on other challenges and more travel in the RV.

I wanted to start off by saying how honoured I am to have the opportunity to share some of my thoughts on leadership in the fire service. For my first stab at a leadership column, I thought I might jump right into the blue shirt versus white shirt for fire chiefs debate.

One of the most enjoyable aspects of my job is when I have the chance to speak with people just starting out in a fire service career. There is an amazing and infectious energy that fills a room when new fire service professionals are present. The excitement is palpable.

If you are reading this article and are interested in fire-service leadership, regardless of your rank, age, or department’s size, you know our profession has changed significantly in a short time period. The common fire service mantra of “200 years of tradition unimpeded by progress” does not apply to fire-service leadership.I often contemplate what might have concerned my grandfather as a fire chief many decades ago. Surely there were operational and financial challenges. To say it was easier would be both ignorant and unfair, but undoubtedly today’s concerns are different and more complex. I have no doubt that every chief officer in today’s fire service would probably trade an email-free day for the pressures from yesteryear.Expectations placed on the senior leadership are continuously evolving, and chief officers are forced to adapt to rapid and unrelenting change. Expectations, job demands and time pressures come from numerous internal and external stakeholders. Meeting the needs of our stakeholders is a major and growing responsibility.Many aspiring chief officers may not consider an easily over looked responsibility that is a critical expectation that fire chiefs must meet. Can you guess what that expectation is? Hint: the name at the top of your pay stub, your employer . . . that being your municipality. Chief officers are called on to contribute to the strategic and operational success of the municipality.Incumbent fire chiefs will quickly tell you that the senior leadership of a corporation has to deliver a wide range of high quality public services within many financial constraints. This can be a significant and time-consuming part of a fire chief’s job. These responsibilities can come in the form of committee contributions, senior leadership meetings, project leadership, or any other administrative task focused on municipal service delivery. Shifting societal and employee expectations of workplace leadership, financial pressures, public-sector accountability, an expanding scope of services provided and increasing non-emergency responsibilities have contributed to the new challenges we face. From a legislative perspective, in Ontario under the Fire Protection and Prevention Act, a fire chief is the person who is ultimately responsible to a municipal council that appointed him or her to deliver fire protection services. Given this ultimate responsibility, most fire chiefs will report to the chief administrative officer (CAO), deputy CAO or commissioner/ general manager. Regardless of the reporting relationship, the role of the fire chief has a significant public and corporate profile, which comes with high expectations.Many municipal managers are required to strategically lead large public-sector departments with multi-million dollar budgets, which comes with its own legal responsibilities and human-resource challenges, all conducted in politically sensitive environments. For the chief officers of a fire department, effectively contributing within the municipal management team can be an arduous task. Many of our peers at the management level of a corporation possess a solid combination of education and increasing administrative responsibilities. In addition, our corporate leadership peers typically have greater exposure to the corporate world than many of our fire service members would have. The reasons for this can range from a close geographic proximity to city hall or administrative experience, including writing reports, attending meetings, and liaising with other city departments.Typically, many of our chief officers only get the opportunity to practice these skills after a career of operating in a frontline emergency response line or staff capacity. This reinforces the need for increasing administrative exposure throughout career progression. Aspiring officers should receive a tailored formal education and have an understanding of what the role of fire chief entails.Perhaps these factors contribute to the perception of fire chief as a terminal position, limited by an invisible glass ceiling that inhibits many from assuming chief or deputy chief officer roles. Perhaps the role of CAO is not of interest to many of our fire service colleagues. Perhaps there are other contributing factors that are dependent on the individuals and municipality involved. Whatever the case may be, it is important that fire service leadership development focuses on external departmental issues, relationships and challenges. Essentially, it requires you to wear two hats: the fire helmet and corporate hat. With this increased understanding of fire service administration, we can ultimately serve the community and our department better.Bill Boyes is the fire chief for Brampton Fire & Emergency Services in Ontario. He is working on a PhD at the University of Toronto, which supplements his master’s degree in public policy and administration and bachelor’s degree in public management. Contact him at This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Great firefighters spend very little time lying around doing nothing. Great firefighters are constantly trying to improve themselves. They keep up with the latest trends. They are constantly maintaining and enhancing their training. The one thing good firefighters all have in common is their desire to continue to improve themselves.

Volunteer and composite fire services respond to a very high percentage of fire alarms that are unwarranted or false. Responding to these incidents can negatively impact a department by creating increased call volume, higher enforcement costs, increased cost of paid on-call wages, inconvenience to volunteer firefighters, among other issues.

I was recently asked by some of my firefighters why I chose to ride in the rear seat of our rescue truck during a motor vehicle incident (MVI) response in early September rather than taking my usual command vehicle. Sure, I could have jumped in the front seat, but I left that role open to an up-and-coming member. Once on-scene, the incident was straightforward and command clearly had the situation under control, so why wouldn’t I make myself available on the tools?

Whether we like it or not, one of the main responsibilities of every leader, especially for chief officers, is to deal with problems. In fact, I spend the majority of each day dealing with problems, issues and challenges as they arise.

Social media tools like Facebook, Twitter, Instagram and YouTube have been lovingly embraced by a large number of Canadians, nearly 23 million to be exact, young, old and every age in-between.

When I was CEO of the country's two largest homebuilding industry associations — first in Toronto, then Vancouver — part of my job was to meet regularly with mayors, councillors and senior building officials. | READ MORE

Everyone in the fire service is well acquainted with the ever-present argument around response times.  The overwhelming opinion for decades has been that rapid response is best. We have ingrained it in our firefighters, demanded it of our politicians and assimilated the public to a large extent.

The ever-emerging trend for municipalities across the country is to establish or expand corporate communications, a.k.a. “Corp Com.” For larger municipalities, it may be an entire department led by a director and consisting of several communications staff. For medium and small municipalities, it’s more likely one or two people dedicated to internal and external messaging, social media and other communications tasks.

Editor’s Note: In 2014, the city of Regina encountered alarming incidences of arson involving children. The December 2017 edition of Fire Fighting in Canada explored part 1 of the story, where fire investigators working with the schools began to determine who might be responsible for the escalating fires. Part 2 examines how the various players worked together to put a stop to it, eventually laying more than 20 charges of arson.

In September 2014, children in a Regina neighbourhood started hearing stories about kids setting garbage containers and garages on fire and that some of these fires were set using gasoline. While kids setting garbage fires is common in the neighbourhood – an average of 100 garbage fires are set by kids every year – this was different. Kids using gasoline was different and indicated fire setting behaviour was at a new, dangerous level.

Previous columns have discussed why all firefighters are responsible for public education, and the use of storytelling as a tool to get our messages across. It is time to add another layer: how to best teach and reach adults.

Unless your fire department still houses teams of horses, chances are, your suppression equipment and training have advanced over the years. Can you say the same about your public education? I have an easy three-question test, which, with a great degree of accuracy, can determine whether your public education is outdated.

Smoke alarms. CO alarms. Attended cooking. Clear dryer vents. How many of these topics has your fire department covered the past few years? The answer is likely all of them, yet there goes your crew again – another fire, started in the kitchen, unattended cooking, no smoke alarm.

"An opening line should invite the reader to begin the story,” author Stephen King said. “It should say: Listen. Come in here. You want to know about this.”

How well do your public-education efforts protect your citizens in public-assembly buildings?

There are differences among public education, public information and public relations.  But the differences are often blurred, so before we can understand public education, we need to look at the definitions of all three.

Not too many departments get the chance to work with air ambulance very often, so when they do it is often a new thing for them. This article was written right after an incident occurred which required air ambulance to attend.

My wife and I own and operate a horse ranch in Southern B.C..  We raise Foundation Quarter Horses as well as managing an equine retirement, rescue and rehoming program. I mention that part of our life as a bit of background to this column.

Comox Fire Rescue has recently hosted our 10th, bi-annual Firefighter Youth Camp. The camps started as a way to teach teenagers some fire prevention and life safety skills. The camps are the biggest (and most successful) public project our department manages.

In our look back at the last 10 years, there has been a lot of attention devoted to moving the handline. There has been a paradigm shift in the fire service due to firefighters like Aaron Fields, Andy Fredericks, Dave McGrail and others. This article was written back in 2008 when the paradigm started to take flight.

The BC Wildfire Service uses a ranking scale from one to six to quickly describe fire behaviour based on a set of visual indicators.

Have you thought about live fire training in your department? Today’s fires occur with less frequency, but when they occur the fires are far more dangerous than they were 20 years ago.

There are three fundamental questions that affect all people: Is my home safe? Is my community safe? Am I safe?

Winter can be fun: sliding, skiing, skating, hockey, or just going for a walk in the crisp fresh snow are all great cold weather activities that can put a smile on our faces. These are the happy thoughts of winter most of us would like to envision.

Wildland urban interface fires can be one of the most dangerous calls we go on, but perhaps not for the reasons you may suspect.   

Continuing our look back over the last 10 years of Back to Basics in Fire Fighting in Canada, I’d like to highlight this article, which focuses on the backup person position on the handline. This position used to be simply ignored outside of basic training. Instructors like Aaron Fields, Dave McGrail and many others from across America started to bring the focus back to this important role.

The use of sprinklers for structural protection from wildfires was heavily employed in British Columbia during the summer of 2017. Crews from Lac La Biche County in northern Alberta spent six weeks there doing structural protection, which involved largely setting up sprinklers.

Of all the articles I have written, the one on Call Signs for Life I wrote five years ago continues to garner a lot of inquiries. Dozens of departments have switched to this simple system and most have said that changing their radio call signs has been one of the best decisions they have made.

Recruitment. It seems to be a topic of discussion a lot lately. Fire chiefs and officers are telling me that not only is it getting harder to recruit volunteer fire fighters these days, but when we do, some of the successful hires leave in a few short years for fulltime fire fighting jobs.

Many have heard me quote this saying about the fire service: it’s “150 years of tradition, unimpeded by change.” But that’s not entirely true. There really is change in the fire service – it just doesn’t happen overnight. Believe me, in the last 35 years I’ve seen my fair share of change; it has and does occur on a regular basis, not only in the way we conduct ourselves and the job we do, but the change in the people that do the work itself.  

You may be familiar with the phrase “sharing is caring”.  In this case, if you share this column in one way, shape or form, it may go a long way toward caring for those volunteers in your fire hall. This just may be the opportunity to tell the community their story.

Reflection. Wow, there is another one of those power words like Resilience, Change or Inspiration. Words that good leaders have emblazoned on their foreheads, or that we’d like to believe is the case.  

Feb. 1 marks a fire fighting milestone for me. It will be my 35th anniversary of the day I joined my hometown fire department and became a volunteer firefighter. I remember entering the fire hall that first training night, all excited and proud of the journey I was about to embark on. Now I look back and am even more proud of what the fire service means to me.

Firefighters are the kind of people that will help anyone, anywhere. For the most part, the communities they serve are willing to pitch in whenever needed too. That is, until it actually happens.

Firefighters do hazardous work, and that work can be very unpleasant at times. Emergency services form the safety network of our communities, and in the vast majority of communities volunteers are doing this work.

Fire-service conferences and educational sessions often deal with the importance of leadership. Good leadership is necessary – at an emergency scene, around the fire hall and even at home. But leadership is not always seen, or in the forefront, as often the best leadership happens behind the scenes.

On July 11, Richard Wells, a volunteer firefighter with the Hope Fire Department in British Columbia, was sent to aid in structural-protection efforts in Williams Lake along with a colleague. Wildfires in the surrounding mountain area had the town on evacuation alert for two weeks prior to Wells’ arrival.

I believe there is no such thing as a fully trained firefighter. Firefighters are constantly training; it doesn’t matter whether you are a rookie or have had several decades on the job. Career or volunteer, this job requires a life-long learning commitment.

Editor’s note: Bob Krause, a battalion chief in Toledo, Ohio, has become a bit of a Bluenoser, having taught workshops at FDIC Atlantic and instructing on weekends in various parts of the Maritimes. A longtime career firefighter and officer, Krause learned a little bit about himself in Clare, N.S., recently, about the Canadian volunteer fire service, its dedicated men and women and the professionalism they exhibit on the job and in their communities.

We all know that the volunteer fire service can be filled with all kinds of pressure and expectations. We have long established ourselves as the go-to service when it comes to emergency and community response. There used to be a time when our fire department responded to a fire, and that was all.