Host Eric Dreiman sits down with Lieutenant Steve Robertson of the Columbus (OH) Division of Fire, a seasoned firefighter with 35 years of experience. Lieutenant Robertson shares insights from his 32-year career. He discusses engine company operations, including techniques for effective hose deployment, the challenges short-staffed departments face, and real-world applications in mid-rise firefighting. He emphasizes the importance of training, trust building, and clearly defined roles within an engine crew to optimize performance in emergency situations.
The following three takeaways provide additional context and information about the topics covered during this episode.
1. THE IMPORTANCE OF ADAPTABILITY IN ENGINE COMPANY OPERATIONS
Robertson emphasizes the significance of adaptability when responding to fire incidents, particularly in under-resourced environments. “A bad system will beat a good person every day,” he stated, stressing that regardless of personnel availability, the operational approach must reflect the resources at hand. In many departments, including Columbus, engine crews often operate with three members. Thus, Robertson advocates for teaching tactics that are practical for smaller crews.
This is crucial to ensure that firefighters are effective in their response. Robertson pointed out that training company techniques should not involve “five-person tactics” when most companies do not operate with that many firefighters. Instead, he discusses the need for efficient operations based on the size of the crew, which can include adjusting hose loads and stretching techniques based on team capabilities.
2. BUILDING TRUST THROUGH TRAINING AND ACCOUNTABILITY
The discussion emphasized the concept of trust among crew members and the establishment of an accountable culture. New firefighters are encouraged to take the lead on equipment checks, clean compartments, and maintain a clear equipment list. “If I can’t trust them to do a menial task like that, what kind of trust am I going to have for them on the fireground?” Robertson challenged.
To foster this trust, Robertson insists on creating an environment that empowers firefighters to actively learn and improve. His systematic approach includes assigning roles, setting expectations, and ensuring individuals understand their responsibilities. This promotes individual accountability and enhances team dynamics, ultimately resulting in more effective firefighting operations. Firefighters must feel supported in developing their skills and be given the tools to perform to the best of their abilities.
3. The Power of Data-Driven Decision Making
Taking advantage of time-sensitive opportunities is essential in firefighting. Robertson advocates for a data-driven approach to decision making by employing metrics such as response times and operational efficiency. During the discussion, he shared the idea of using timing as a mechanism to challenge his crew. “If we can time it, there’s not a lot of argument,” he explained.
He pointed to the critical data available from the Firefighter Rescue Survey, which illustrates how the time it takes to get water on a fire significantly impacts survivability rates. Effective firefighting relies on rapid response and quick deployment of resources. Robertson encourages departments to adopt this data-driven mindset, ensuring that every crew knows the implications of their actions through quantifiable evidence. By using stopwatches to test various techniques, departments can identify the most efficient strategies and help crews refine their skills without getting bogged down in opinion.
