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Firefighter Safety: The Columbia Disaster

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Tolerating and Ignoring Risk

107
Lifts Off

Ten years ago today, the Columbia space shuttle, operating as STS-107, disintegrated over Texas killing all aboard.  Columbia had completed a 16-day mission and was returning to Kennedy Space Center.

The shuttle’s huge main fuel tank was covered with insulating foam designed to prevent ice formation.  The shuttle at lift-off was comprised of the orbiter, the fuel tank and two solid rocket boosters.  These elements were connected together and the tank attachment point, covered with insulating foam, had become notorious for “shedding” foam debris on climb out.

Previous shuttle missions had clearly identified other shedding events.  Indeed, STS-112, several months before, had shed a chunk of foam that created a dent in the solid rocket booster/external tank attach point which measured 4″ wide by 3″ deep.

Foam shedding had become such a regular event that upper level NASA leaders continued the launches as scheduled.  Put another way, an event which clearly had the capacity to cripple the shuttle (and kill the crew)  had become routine and normalized till it was no longer considered to be a threat.

About 82 seconds into the launch at an altitude of around 66,000 feet, a suitcase sized piece of foam separated from the attach point.  The shuttle was traveling at 1,870 miles per hour and accelerating and the impact likely caused a 6 to 10 inch diameter hole in the leading edge of the left wing.

Some NASA officials on the ground ignored requests by engineers to attempt to characterize the damage using DOD assets, suggesting it would be better for the crew to die happy and ignorant.

Re-entry
Left Wing Damage Visible

As Columbia streaked across the pre-dawn sky, those on the ground observed a fiery trial: the orbiter was breaking up.

The first indication in Mission Control was four left wing hydraulic sensors dropping off line probably as a result of heat damage.

The rest is history though the lessons are widely applicable to firefighting and should not be lost:

1.  If you are operating on the incident scene and you have not been medically evaluated or if you have a cardiac condition you are ignoring the number one risk factor leading to firefighter deaths.

2.  If you are riding or driving fire/rescue apparatus and you are not seated and belted you are ignoring or tolerating risk that has repeatedly been shown to result in firefighter deaths.

3.  If you are operating on the fire ground in forward or exposed positions such as in front of or above the hoseline, your reason should be both compelling and borne from a conscious risk assessment.

We honor the Columbia crew on this and every day by re-dedicating ourselves to safe operations.

 

FF Safety: Out-of-Bounds at Tunnel Creek

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Social Factors and Risk Assessment

Tunnel Creek Avalanche

This past February 19th, 16 highly experienced skiers and snowboarders, making up an impromptu group, attempted an out-of-bounds run near Stevens Pass, Washington.

These expert skiers had read the avalanche forecast and were thoroughly familiar with the dangers posed after a 32-inch snowfall, yet they went ahead.

The ensuing avalanche killed three.

The New York Times has created a stunning visual presentation of the event that is a must see.  When you do, substitute “collapse”, “flash-over” and “interior firefighting” for “avalanche” and ”skiing”.  Ask yourself if you would make the same risk assessment.  Ask yourself if you would behave differently.

Several skiers survived, one because of the deployment of personal protective equipment.  Their experiences are crucial because they spotted and heeded the signs ahead.

Warning:  Don’t click on the link unless you are prepared to be pulled into a gripping vortex of words, sights and sounds.  We can all learn from their experience.

The link:

http://www.nytimes.com/projects/2012/snow-fall/#/?part=tunnel-creek

 

(Credits:  NYT and Alan Ross)

How the US Military Proves FDNY Wrong

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“A Social Experiment”

Harry S. Truman

President Harry Truman’s grandparents owned slaves and historians have said that he was raised and conditioned to be a racist.  Yet, just 100 days before the 1948 elections and despite 82% of Americans disagreeing with his position, he issued Executive Orders 9980 and 9981 ordering the racial integration of the US military.

But, it wasn’t easy.  The top ranks of the armed forces were filled with blatantly racist officers.  Scott Foster reports that Omar Bradley, the “GI’s general” remarked that the Army was “no place for social experiments.”  Ken Hechler, who worked for Truman said that the president brought Bradley in and talked to him in “good old Missouri English” and the general saw the light of day.

Then as now, the military and the fire service share the exact same essential requirement: a high degree of readiness and effectiveness for all forces, especially those on the front line.  Beginning in 1948 and continuing to this very day, the US military maintains combat readiness and effectiveness while creating a professional workforce that represents our country. (25% of the US military are racial minorities and 18% of those are Black.)

Of course, FDNY is the opposite: it remains nearly 97% white and male in a city that is 56% non-white and 52% female.  It is an epic triumph of racism, sexism and failed leadership, both political and departmental.

The blame is shared by the Mayor and his deputies, the Commissioner and his officers, and union leaders.  They all work very diligently to contrive absurd arguments and to prop each other up to protect their cracker barrel on the Hudson.

The US military proved definitively that high standards can be maintained while creating a diverse workforce by actually recruiting qualified candidates.  Recruitment means attracting the candidates you seek and then rewarding them for joining your team with whatever combination of incentives that are affordable and effective.

Not so in the FDNY. “Recruiting”  in the FDNY means convincing minorities to show up and take a written exam that they will be ill-prepared to do well on, especially in comparison to the fourth and fifth generation white male “FDNY descendants” they are sitting next to.  FDNY is an elite white male palace guard with the moat full and the drawbridge up.  They can afford to say, “Let them eat cake”, at least for now.

About his decision and his resolve, it is said that Truman penned in his diary, “How far would Moses have gone if he had taken a poll in Egypt?”  Truman was surely a “firefighter’s president.”  He lacked a college education yet was both smart and well read.  He was plain spoken, hard working and honest.  He was also brave and not afraid to stake his reputation and future on what he thought was right.  And it turns out he was right.

General Ridgway

General Matthew Ridgway, commander of the 82nd Airborne during WWII and leader of the 8th Army during the Korean War voluntarily  requested that his units be integrated in Korea.  Of Ridgway, President Ronald Reagan said, “Heroes come when they’re needed, great men step forward when courage is in short supply.”

FDNY needs a few great men.