EMERGENCY Review 202010

Official publication of the ALBERTA INDUSTRIAL FIRE AND EmERgENcy mANAgEmENT ASSOcIATION

EMERGENCY Review 2020www.aifema.ca

Ensuring cleanair in

fire stations

Fighting theinvisible fire:

Leveraging COVID-19 to build back better

Why firefightersneed to knowabout FASD

PUBL

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Fatigue, emergencies,

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PRINTED IN CANADA 06/2020

6 Message from the AIFEMA president, Wayne Rose

7 Message from AIFEMA vice-president, Jason Linton

8 Message from AIFEMA past president, Shawn Hare

8 Message from AIFEMA secretary treasurer, Kerri Sinclair

10 Greetings from Randy Schroeder, president of the AFCA

12 AIFEMA member benefits

12 AIFEMA members

13 AIFEMA membership application

14 In reflection of the ‘new normal’, might there be a better way to do building and facility inspections?

16 Fighting the invisible fire: Leveraging COVID-19 to build back better

18 2020 AIFEMA scholarship winners

20 Tired yet? Fatigue, emergencies and you

24 Trident Pump Inc. in action: Fighting fire the smart way

26 Ensuring clean air in fire stations: Plymovent marks 45 years of service

28 Why firefighters need to know about FASD

32 Emergency management: Flying a RPAS at an industrial complex

34 Drago

36 Tennacor: Looking to 10 years as a member

38 Index to advertisers

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A MESSAGE fROM Wayne Rose AIFEMA President

We have started the year with a 20/20 vision for a positive outlook. The association has been gaining momentum in terms of membership and overall interest and we continue to

strive in providing support for our members through valuable sessions and events. The learnings, products and networking are second-to-none as far as the diversity that attends functions and contributions to materials, like this magazine.

We value all our members and thank each one of you for your continued support in working to achieve an association that prides itself on the promotion industrial fire protection and emergency services through information sharing and joint problem solving.

Sincerely,Wayne Rose

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A MESSAGE fROM Jason Linton AIFEMA Vice-President

First of all, I want to say thank you for placing your trust in me as VP of AIFEMA. I look forward to working with all of you to promote and enhance our association and what we stand for.

Since we last met, the world has changed dramatically with the COVID-19 pandemic, I ask you all to make sure you look after one another both at home and at work, to stay safe and healthy. I encourage each of you to collaborate with one another on common issues to ensure the health and safety of all

our members in the association, whether that means stronger mutual aid or sharing of equipment, PPE, and resources. As economic impacts hit our communities, we can remember that are all in this together, and our actions can help so that we all come out of this stronger.

Thank you for your commitment to the association and its members.

Again, thank you,Jason Linton


A MESSAGE fROM KeRRi sincLaiR AIFEMA Secretary Treasurer

Welcome to another edition of our Alberta Industrial Fire and Emergency Management Association (AIFEMA) Emergency Review. Enjoy!

Thanks for picking up the latest edition of our magazine. We are very fortunate to have active members who strongly support our association. Our association provides numerous benefits that include bi-annual meetings, product updates, networking opportunities, and a vast amount of shared information with some amazing guest speakers.

In 2013, AIFEMA partnered with Lakeland College Emergency Training Centre to honour fire students who were residents of Alberta, who achieved the highest cumulative GPA (minimum 80 per cent required), and were considered leaders in their program. The two 2019 scholarships valued at $500 each were awarded to Blayne Wagemakers from Calgary (Firefighter

Training Program) and Jesse Sinclair from Trochu (Emergency Services Technology: Fire Program).

Each year, AIFEMA proudly donates money to a worthy cause. This year we donated $500 each to the Calgary and Edmonton Firefighter Burn Camps, foundations that assist young burn survivors!

As always, we’d like to thank everyone who contributes to our magazine to make it a success. A big thank you to DEL Communications for their assistance and dedication to our association.

Contact me at [email protected] if you’d like to join! Check out our website at www.aifema.ca or give me a call (780-581-2038) to learn more. Stay safe out there!

Sincerely,Kerri Sinclair

Dear AIFEMA members, colleagues and Emergency Review readers,Over the past few years it has been my honour to serve as the president of the association and as I move into the past

president role, I can say I’m very proud of the growth that our association continues to see. Having passed the 30-year mark last year and achieving the highest membership numbers in that long history, the value of AIFEMA is clearly

recognized by our members. Saying that, it is with great pleasure that I welcome Jason Linton into his role as our new vice president and congratulate Wayne

Rose as he begins his term as our president. These dedicated professionals, along with Kerri’s support, will be a strong executive that will continue to make AIFEMA the best possible association for its members.

As I’ve said before, I hope you enjoy the 2020 AIFEMA Emergency Review magazine and I would like to thank all the readers, sponsors, contributors and the DEL Communications Inc. team for their continued support and for providing feedback and information to make our magazine better.

Sincerely,Shawn Hare

A MESSAGE fROM shaWn haRe AIFEMA Past President


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GREETINGS fROM Randy schRoedeR President - Alberta Fire Chiefs Association (AFCA)

It was my pleasure to address your delegates on behalf of the Alberta Fire Chiefs Association during your annual general meeting. The opportunity to network with many of your members during the meeting highlighted

the similarities in both the successes and challenges that our respective or mutual members have in delivering fire service in a changing environment. Municipalities along with industrial and private service providers must have a symbiosis to address public safety concerns for all types of developments and the transportation of dangerous goods within our respective communities.

I was very impressed with the passion that exists amongst your members to establish partnerships in learning and communication between one another in an effort to support your initiatives. The emergence of the global pandemic of COVID-19 will undoubtedly change the face of public and private fire service delivery in the province for many years to come. Our success in fostering and developing new innovations and

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approaches to delivery will be through the cultivation of new ideas from all stakeholders, including your association and ours. On behalf of the Alberta Fire Chiefs Association, I look forward to a great working relationship with the Alberta Industrial Fire and Emergency Management Association.

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• Promote awareness of industrial fire protection and emergency services through information sharing and joint problem solving

• AIFEMA is endorsed by the Alberta Fire Chiefs Association and the Office of the Fire Commissioner in Alberta and have a voice within these organizations

• Network with your peers and discuss incidents in the mining, pulp and paper, petrochemical, fertilizer and oil refining sectors throughout Western Canada

• Receive invites to bi-annual membership meetings in Edmonton and Calgary

• Guest speakers from industry, government and regulatory agencies inform AIFEMA members about ever-changing codes, regulatory requirements and how they impact industry

• The Office of the Fire Commissioner in Alberta, enabling us to keep up on and have a say on issues which pertain to emergency response and training for emergency response personnel

• AIFEMA members practice the sharing of information from incidents within our organizations. We bring back to our companies lessons learned, making our environment a safer place to work

• Vendor members present industrial/municipal members with new fire and safety cutting-edge product lines and technology as they come on the market

• Interact and exchange information with current members and keynote speakers at bi-annual meetings

• Develop solutions with other emergency management, emergency response professionals and organization stakeholders from all sectors

• Sponsorship opportunities for vendor members to display and promote their products

COME AND JOIN OUR CURRENT MEMBERS TODAY!

JOIN THE AIFEMA TODAY

INDUSTRIAL/MUNICIPALAirdrie Fire DepartmentAlberta Agriculture and ForestryAlberta Pacific Forest Industries Inc.ARC Resources Brooks Fire DepartmentCanadian Natural Resources Ltd. —

Horizon Oil SandsCanadian Natural Upgrading Limited

(CNUL Albian Sands)Cenovus EnergyConsumers Cooperative RefineriesCounty of Vermilion RiverDow Chemical - Prentiss SiteEdmonton Fire RescueEnbridgeFort McMurray – Regional Municipality

of Wood BuffaloHusky Energy CorporationHusky Energy - LloydminsterHusky Energy – Sunrise ProjectImperial Oil - Kearl OperationsImperial Oil - Kearl Oil Sands ProjectImperial Oil (ESSO) - StrathconaKeyera EnergyMethanex CorporationNova Chemicals Ltd.Pembina Pipeline Corporation Railway Association of Canada (RAC)Shell Canada Scotford ComplexSherritt International Corporation

Strathcona County Emergency ServicesSuncor Energy CorporationSuncor Energy Oil SandsSuncor Energy Fort HillsSuncor Energy Edmonton RefinerySyncrude Canada LtdTC EnergyTransAlta CorporationWest Fraser Mills

VENDORS1892585 Alberta Inc.Associated Fire Safety GroupBEHR Integrated Solutions Inc.Blackline SafetyBuilding Reports CanadaCoast Lubricants Ltd.Commercial Emergency Equipment Co.Convergint TechnologiesDrager Safety Canada Ltd.Drago-ISI Inc.Dynamic Rescue SystemsElectrogas Monitors LtdE-ONE Inc.Emergency Response Assistance

CanadaFire and Flood Emergency Services Ltd.Fire Industry Repair & Maintenance

Inc. (The)Fireforce SolutionsFiremaster Oilfield Services - Red Deer

Firemaster Oilfield Services Inc - Drayton Valley

FireRein Inc.Firetek Emergency Vehicles Ltd.FireWise Consulting Ltd.First Response Inc.Flash Fire & SafetyGlobal Training CentreGuillevin InternationalIDEX CorporationIntegrated Emergency and

Safety Services IncJensen HughesJohnson Controls Canada LPLakeland Emergency Training CentreLevitt SafetyLocal Helicopter Emergency Response

Organization FoundationMeridian Fire ProtectionMES Architecture Ltd.Motion CanadaMSANational Foam Inc.NorQuest CollegeParatech Inc.Paul Prevost, ConsultantPerimeter SolutionsPMO Global ServicesPro Rescue Services IncQuintech Fire Services Ltd.Rapid Response Industrial Group Ltd.

Raven RescueRocky Mountain PhoenixRotaflow Controls Inc.Safety Boss Inc.Saracen Fire and Rescue3M | Scott SafetyStarfield-LionSuperior Fire Control LtdSPI Health and SafetyTennacor Canada Inc.Terra Water Systems Precision DrillingTotal Fire SolutionsTrident Pump Inc.Uniform Works Ltd.Vereburn Medical Supply Ltd.VictaulicWasp Manufacturing Ltd.Westvac Industrial Ltd.WFR Wholesale Fire & Rescue Ltd.Williams Fire and Hazard ControlsWinner Garment Industries Ltd.

ASSOCIATEAlberta Fire Chiefs AssociationAlberta Municipal Affairs Public Safety

DivisionAlberta Emergency Management

Agency

MEMBERShIp BENEfITS

APPLICATION FOR MEMBERSHIP APPLICATION FOR MEMBERSHIP

ALBERTA INDUSTRIAL FIRE AND EMERGENCY MANAGEMENT ASSOCIATION

Date

Name Title

Organization Name

Primary Mailing Address

City Province Postal Code

Phone Number Cell Number

Primary Email

Website (this website will be posted on www.aifema.ca)

If you would like other individuals in your company to receive information about upcoming meetings, industrial

or vendor updates, please list their name(s) and email address(es) below:

Name Email Address

Name Email Address

$250 Membership Fee: Please issue a receipt

Cheque Mail completed application and cheque to Alberta Industrial Fire and Emergency Management

Association, c/o Kerri A. Sinclair, 5704 College Drive, Vermilion, AB T9X 1K4

Credit Card Email completed application to [email protected] and a request for payment will be emailed to the

primary email address

QUESTIONS?

Telephone: 780-581-2038

Email: [email protected]


As communities deal with the escalating impact of COVID-19, and what may be coming in the future, jurisdictions are determining how to continue critical building, life, and electrical

safety functions while personnel are deployed elsewhere, buildings are (or have been) closed, or access to buildings is limited to reduce virus exposure. The National Fire Protection Association® (NFPA®) is offering guidance on the concept of remote video inspections (RVI), which could be an alternative to physical inspection. With social distancing requirements now in place, this type of inspection may be able to accomplish critical and emergency permit work that may be underway.

A remote video inspection is an inspection of a building or building component that uses video technology to allow parties to be remote from each other while the inspection is being performed. These inspections are typically associated within a jurisdiction’s permitting process and would need to be approved by the authority having jurisdiction (AHJ). It is important to note that RVI is not intended to be less complete than an on-site inspection. Rather, RVI should be employed to achieve the same (or enhanced) results as an on-site inspection.

For those interested in using RVI, it is recommended that the following minimum considerations be observed. While RVI could be considered for recorded video, photographs, or other media types, the considerations below are generally provided for live video use.

Set clear expectations… As RVI is new to many, it is important to clarify and

communicate four important items. First, identify the types of inspections that an RVI can

address. Not all inspections lend themselves well to a remote environment. Consider carefully the types of inspections you may choose to utilize.

Second, determine if it is safe to use RVI based on time of day/weather/job site/safety considerations. These important questions need be addressed on a case-by-case basis.

Third, consider the administrative provisions for an RVI, and how would an RVI request be made and received? Thought needs to be given to matters such as, is there a special application process needed; how will permit fees be addressed;

what other administrative items need to be considered; and so on. Once finalized, it is recommended that these provisions be made publicly available to all stakeholders.

Finally, establish what a successful RVI looks like. Crafting examples of successful RVIs will establish a benchmark for success and perhaps further growth and use of RVI practises.

Selecting suitable technology The selection of suitable technology is imperative. AHJ’s

need to assess the types of technology to be used. Each technology generally offers useful features but may also have specific requirements. The following two items should be considered to select the technology that best fits the RVI need.

Items requiring consideration are: do all parties have Internet connectivity via a cellular service, WiFi, or other means? Is the source of connection adequate and stable? These important questions will need to be answered to select appropriate technologies, as well as to safeguard against interference or dropped connections.

What types of technology should be used? There are many jurisdictions that currently use smartphone video software to provide RVI. These are commonly used formats, and their use is usually intuitive. Consideration should be given to an approved technology that all parties performing the RVI are comfortable using. Also, it’s important to have a steady hand or some type of tripod or support for holding the RVI device and ensure there is proper lighting so that video can be seen clearly.

Location verification Knowing where the inspection is to take place is important.

Verification is recommended and should accurately demonstrate that the RVI is occurring at the correct location, including a specific location within a structure (for example, a second-floor storage room in a three-storey structure). There are many ways to accomplish this, which will vary from project to project.

Who are the participantsConsider who will be performing the RVI. Is it the general

contractor for the overall structure; the subcontractor who installed the specific system; the building owner or

In reflection of the ‘new normal’, might there be a better way to do building and facility inspections?By Shayne Mintz


an approved third party? Having all parties clearly identify themselves ahead of time can reduce confusion when the RVI is performed. Additionally, if more than one party is on site for the RVI, it may be beneficial for everyone to identify themselves when speaking.

Needed dialogue While performing the actual inspection, it is important

to engage in dialogue. Similar to an on-site inspection, an RVI should allow all parties to communicate on what is being reviewed. Be sure to ask questions, provide information when requested, and review any possible areas of confusion. It could be helpful to have the contractor or appropriate subcontractor available to answer questions about the project.

Signoff/follow up Determine how the permit holder proceeds once the

inspection has concluded. Ensuring that proper sign off/re-inspection instructions are clearly communicated is critical for all parties.

Additional resources from NFPA RVI provides an effective alternative means for building

inspection, enabling one or more parties to remotely perform

an inspection of a building or building component. RVI typically occurs as part of a jurisdiction’s permitting process, project, or contract schedule, and needs to be approved by the AHJ for that area.

As code officials, enforcers, and inspectors work to ensure building safety, the NFPA has developed a number of remote video inspection (RVI) resources.

The NFPA Standards Council has approved the development of a new standard to address remote inspections. That standard, titled NFPA 915 – Standard for Remote Inspections, is in the early developmental stages prior to beginning full public review and initial revision cycle.

For more information, including resources such as an NFPA Journal article, blog posts, a five-step tip sheet, a Guidance for Remote Video Inspections fact sheet, and a whitepaper on Conducting Remote Video Inspections, go to www.nfpa.org/RVI.

Shayne Mintz is the Canadian regional director for the NFPA and can be reached at [email protected], or by phone at (705) 812-2924.

Acknowledgment to NFPA Guidance for Remote Video Inspection (RVI) Fact Sheet©.

The National fire Protection association® (NfPa®) is offering guidance on the concept of

remote video inspections (RVI),which could be an alternative

to physical inspection.


Well, it now seems like a lifetime ago since we were recently all gathered together in Edmonton for the 2020 AIFEMA Conference, and what a fabulous event it was! In retrospect,

it also ended up being one of the last conferences to be held in Canada, as the Coronavirus shutdown orders quickly started spreading across the country like wildfire. But, unlike wildfire, this deadly threat is an invisible one, which makes it that much more challenging to respond to and recover from. It also cannot be contained, and we are now realizing it will continue to burn through our communities for many more months to come.

As such, communities and companies across Canada should start planning now, not only for how they will navigate through the pandemic waves to ‘rebuild’, but how they can also use this opportunity to build back better and become more resilient from this or any other future crisis as a result.

For the past 17 years, I’ve worked with governments, communities, and companies to help them plan for a potential serious global pandemic. Unfortunately, what we’ve been advising people to plan for since SARS is now upon us, at a very escalated scale, and is dwarfing our SARS and H1N1 experiences. By now, we are all well aware that this pandemic will challenge us for months, not weeks, with the likely potential of additional waves hitting us before a vaccine may be distributed or herd immunity is achieved, and COVID-19 is considered eradicated. In the meantime, there are a number of things we can do as first and second responders to ensure we are ‘ahead of the curve’ before the next wave or health emergency comes our way.

When something bad happens, you have three choices – you can let it define you, destroy you, or strengthen you. How do you want your company/organization to be seen during and after the crisis? After this is over, what will people think about your response?

Flattening the curveTo ensure we continue to ‘flatten the curve’ and keep it that

way throughout the height and length of this pandemic, we must continue to remind and encourage all of our employees

and clients to follow the proper hygiene rules and etiquette to avoid continued spread (washing hands, covering your cough, six-foot/two-metre social distancing, wearing a mask, adopting enhanced cleaning procedures, etc.). We all now know that the most effective way to help stop the spread of this virus and not become infected ourselves is to wash our hands with soap and warm water for at least 20 seconds.

To help promote and enforce proper handwashing, where possible, landlords and building owners should be encouraged (if not ordered) to ensure they have warm water coming out of the bathroom faucets, not cold water only, which is a current common practice in many public spaces and workplaces, which only discourages people from taking the proper time to wash properly and effectively, which in turn means the spread within your workplaces or our public spaces could continue. Examine additional measures to enhance the safety and security of your bathroom facilities, and consider installing hand sanitizer stations in your shared work environments where access to soap and water is not available or accessible. Enhanced cleaning procedures should also be considered throughout the workplace, specifically to high-touch surfaces in high-traffic areas.

Working through the wavesAs we saw during the 1918 Spanish Influenza pandemic, the

second wave was worse than the first. Hopefully, this will not be the case for COVID-19, but it will really depend on how well social distancing and other measures can be followed throughout the pandemic to prevent additional community spread and outbreaks. As such, it’s imperative that we think of ways to help promote this within our communities and organizations throughout the short and long term.

One day, this pandemic will be eradicated or become part of ‘regular’ society and much less dangerous than it is now. While our ultimate goal is to eventually extinguish this pandemic fire for good, it’s also important for us to use this experience to prepare us for the next health emergency we may face. While we hopefully won’t see another pandemic of this scale or magnitude within our lifetime, we will most definitely experience other

Fighting the invisible fireLeveraging COVID-19 to build back better

By Suzanne Bernier, CEM, CBCP, MBCI, CMCP

“ Stop saying ‘back to normal.’ Instead of wanting the past back, want the future sooner. Think about what we might create, instead of mourning what we have lost.”

– Alistair Croll


infectious disease outbreaks and epidemics. If anything, I predict we should all be planning for a potential explosion of measles outbreaks once the pandemic is over, due to the already growing anti-vaccination movement pre-pandemic, combined with those who are choosing not to vaccinate their children during the pandemic. We should all be ready if and when that happens. We now have no excuse.

Assessing and mitigating the riskNow is the time to take a good hard look at what the risks

are in your current working environment. Are there additional measures you can implement, not only during the pandemic, but for the longer term? Complete a pandemic risk assessment to see what steps can be taken to mitigate future infectious disease outbreaks within your community or your organization.

Psychological first aidWhile our priority as first and second responders focuses

on physical life safety and operational response and recovery, it’s also extremely important to emphasize and promote psychological first aid and mental health awareness throughout this long-term health emergency. This pandemic will have, and is already having, numerous psychological impacts and effects on our community members and our critical employees. Be sure to provide them with links to up-to-date information and resources from trusted sources on managing fatigue, overload, isolation, and the additional emotional stress of the ongoing pandemic and all of its cascading effects throughout the short and long term.

As the pandemic progresses and our communities continue to be impacted financially, physically, and emotionally, I predict workplace violence issues will only intensify throughout and after COVID-19 is eradicated. In the meantime, all workplaces should be developing solid workplace violence/active shooter plans, training sessions, and exercises to ensure they will be able to deal with these effectively if they should occur, or potentially prevent them from happening at all.

Recovery plans and public/private partnershipsThis pandemic will change the fire industry forever (and all

industries, really). As such, apart from responding to the current and rapidly-evolving environment day-by-day (which of course is our main priority right now), we must also start proactively thinking ahead and planning for what will be the ‘new normal’ for our services and our communities once we are on the long road to recovery.

Now, more than ever, we must encourage and promote collaboration and innovation within our industry, including looking at empowering our citizens, volunteers and ‘everyday heroes’ to step up and help provide critical support if or when they are needed. Now is the time to consider whether or not it’s feasible to call back retirees, train local volunteers, etc. to replace your ill or absent essential workers. I call this adding another ‘P’ to the whole public/private partnerships concept: People.

Business as unusual and building back better Although dealing with the pandemic is our primary focus

right now, it’s also important for us all to plan and prepare for other more typical disasters we may face over the coming

months. For example, flood, forest fire, tornado, and hurricane seasons are just around the corner, and if we haven’t already, we should be re-thinking how we will be able to respond effectively while continuing to maintain our critical operations in a pandemic environment, with possible reduced levels of critical staff and additional social distancing measures and orders in place over the next several months, if not years.

To ensure we are ahead of the ‘continuity curve’ and do not slow down the recovery process, now is the time to start re-evaluating all of our current business continuity, emergency/crisis management, and crisis communications plans with a ‘pandemic lens’. Consider how much of your core business you can perform online or remotely that hasn’t already been implemented. Do you have the proper bandwidth to support this over the coming weeks and months? Plan for multiple intermittent failures of our critical infrastructure over the next several months, including virtual meeting platforms, access to Internet, cell networks, power, etc. Do you have the appropriate back-ups in place and tested if or when this happens?

Spammers and scammersWhile this pandemic is bringing out many helpers and

‘disaster heroes’ of all kinds, it is also unfortunately bringing out some ‘disaster villains’ as well. For example, as this is prime time for cyber attacks, which I’m sure your IT folks are already aware of and planning for, it’s a good idea to take this time to remind all your staff to be extra-vigilant and aware throughout this vulnerable period. It’s also important to be mindful of and remind employees to be aware of the many scams out there (door-to-door fake COVID-19 tests, miracle cures, etc.).

The new normalFinally, while it may seem too early for this, long before

COVID-19 is officially declared eradicated, businesses will have to start re-evaluating not only how they run their business in the coming ‘new normal’, but also how their offices/workspaces are designed. For example, while many businesses have adopted and encouraged ‘open/shared workspace’ concepts over the past few years, this only encourages and speeds up the spread of infectious diseases within such work environments. I predict many who must work in office environments versus remotely will have to go back to the ‘old school’ concept of having individual enclosed offices and not promoting the sharing of workspaces and tools, keeping in mind the six-foot social distancing rule or ‘tactical spacing guideline’ for those with a military background. Long after this pandemic is over and we (hopefully) have a vaccine distributed, communities and businesses must look at how they may be able to prevent rapid spread of another infectious disease localized outbreak, epidemic or pandemic in the future.

In the end, I believe we will take this pandemic as an opportunity to ‘build back better’ and stronger, as we slowly and safely build back to a better new normal.

Suzanne Bernier, CEM, CBCP, MBCI, CMCP, is the president of SB Crisis Consulting and author of Disaster Heroes.


2020 AIFEMAschoLaRship WinneRs

AIFEMA is proud to partner with Lakeland College’s Emergency Training Centre for the seventh AIFEMA Scholarship. Congratulations to the winners of this year’s AIFEMA $500 scholarship:

Jesse Sinclair (Emergency Services Technology (EST): Medical Program) Blayne Wagemakers (Firefighter Training Program)

Continue reading to learn about our two outstanding scholarship winners.

Hello, my name is Jesse Sinclair, I am a recent graduate of the 2019 EST program at Lakeland College’s Emergency Training Centre. I chose this program after hearing great reviews and it being highly recommended to me by two of my fellow firefighters at

the Trochu Volunteer Fire Department. I joined my hometown department as a junior when I was in Grade 11 at the age of 16, there I began learning and developing skills through training that later aided me in being successful throughout my program. I highly recommend Lakeland College’s EST program to anyone who aspires to become a firefighter and/or EMT and willing to put in the work!

To finish the program, I completed my practicum at Rocky View County Fire Service’s Balzac Station. Here I learned many new things from experienced mentors to blend school learning with real life experiences. This assured me that firefighting was my calling and I had made the right choice! I am ecstatic to start my career as a full-time firefighter.

I am currently in the hiring process for the Calgary Fire Department and keeping an eye out for other job openings. I will also continue to serve my community on Trochu’s volunteer fire department.

Sincerely,Jesse Sinclair AIFEMA scholarship winner

Jesse Sinclair


AIFEMA is proud to partner with Lakeland College’s Emergency Training Centre for the seventh AIFEMA Scholarship. Congratulations to the winners of this year’s AIFEMA $500 scholarship:

Jesse Sinclair (Emergency Services Technology (EST): Medical Program) Blayne Wagemakers (Firefighter Training Program)

Continue reading to learn about our two outstanding scholarship winners.

Born and raised in Calgary, I continue to live and work here as a geophysicist, and for a number of years have been working towards building my credentials for work in fire rescue. I was a graduate from the first 2019 E-Learning session at Lakeland College. I am extremely

grateful that I was able to find a program that would let me attend while being able to continue working full time. It was a long but gratifying few months of staying up late each night after work and studying full-time hours on the weekend to learn the material before eventually heading to Vermilion to attend the hands-on portion of the course.

My time at Lakeland was incredible, I can say that I learned a lot, both about the lifestyle and requirements of a firefighter, but also about myself. Without the great education, and expertise from the excellent faculty at Lakeland, as well as the help and friendship from my platoon and classmates, I would not have had the success that I had and would like to thank all those that were involved. I plan on continuing on my emergency, fire, and rescue education and certification path. Thank you for the honour of being the recipient of the AIFEMA scholarship, it goes a long way in assistance with recruitment processes across Canada, as well as continued training.

Sincerely,Blayne Wagemakers

AI FEMA scholarship Winner Blayne Wagemakers


TIRED yET?FATIgUE, EMERgENCIES AND YOU

By Ken A. Jones, CEM CBCP HSA

For most emergency responders working ‘long and hard’ is worn as a badge of honour, rarely talked about in the negative. To

do otherwise is considered weakness - something for mere mortals.

The road to successfully resolving emergencies is often paved with fatigue, road-signed with resultant poor decisions, then littered with the real consequences. While basking in triumph we sweep away any thought that some aspects may have been worsened by the very (tired) people sent there to help. Bad choices by burned-out ICP and EOC staff. Added harm to public or property. Injured responders. Even the occasional fatality. Sure, sometimes we might really be that ‘last line of defense’ with no-one left to call. But most times fatigue is a choice and its consequences avoidable.

How safe are you when fatigued? Here are a few facts from credible and

oft-cited studies:• Overtime work is associated with a 61

per cent higher injury hazard rate.1

• 12 hour workdays are associated with a 37 per cent increased injury hazard rate.1

• 60 hour work weeks are associated with a 23 per cent increased injury hazard rate.1

• Accident and injury rates are 18 per cent higher on evening shifts and 30 per cent higher on night shifts.2

• Staying awake for at least 24 hours is comparable to having a 0.10 blood alcohol content – the same judgement and reflexes as an impaired driver.3

This could be the story for those on your response, in your EOC, or staffing your IMT.

Those statistics reflect normal workplaces – without the added stressors

of emergency conditions. Could the protracted nature of emergency response further exacerbate general fatigue?

Consider these escalating factors.• Poor or disrupted diet. On response do

you have control over what and when you eat? You’ll often be fed high fat, carbs, sugar and caffeine – at hours not of your choosing. They interplay poorly with adrenaline, fatigue and stress-eating.

• Sleep pattern disruption. Unpleasant emergencies can disrupt sleep quality. But what if we add in an out-of-town response - how well and long do you sleep in an unfamiliar location? If you’re lucky to get a full night, it’s most assuredly not as effective rest as at your own home.


By Ken A. Jones, CEM CBCP HSA

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• Rest days pattern disruption. The days of work matter as much as the hours. You’re wired to your body’s cycle – whether 10 and four shift rotations or nine-to-five weekdays. Five and two workers are not as nimble-minded on day eight following a skipped weekend off, even if their activities were limited to eight-hour ICP or EOC shifts. Change your routine and it will affect your sleep pattern, diet and alertness.

• Severed social supports. Long or distant responses add stress through disconnection from home, family, social and religious support networks. Lengths of shifts and rotations can bias the responder pool against those who need or are relied upon to provide those supports (e.g. caregivers; single parents), placing additional time pressure on the remaining pool.

• out of your comfort zone. Picture an ICP or EOC. Problems without a plan. People, property and environment on the line. No time. The boss expecting you to perform. Staff that with a team of mixed acquaintance - perhaps professional responders alongside non-pros - without pre-established trust. Next expect that team to produce original but unfamiliar work under time pressure in a dynamic, unpredictable, consequential and scrutinized environment - where the outcome may impact their careers. Add to that over-tired, stressed people in adverse workplace conditions. Stir and enjoy!

• adapting to circumstances. Well over a hundred years of studies have repeatedly confirmed that work productivity rapidly diminishes after the 40-hour mark, then time off is necessary. Less known is that our subconscious conspires with our body to re-establish equilibrium. After not too many 12-hour days and 60-hour weeks we’re unaware that we’re no more productive than we used to be during eight and forties. We think we’ve

adapted to the circumstances, but really the circumstances have adapted us. If you’ve been on a long response, you’ve seen this productivity change in others.

• fatigue is both daily and cumulative. You’ve just finished a long emergency. Great. But your boss doesn’t think you need more than a day or two off. Besides, you’re backlogged day job awaits. You might feel fine, but your mind and body beg to differ. Like sleep deficit, the fatigue you earned today really does haunt your tomorrow. And the next day. It’s not just erased by one night’s so-so sleep following a 16-hour shift sprint, or two days off following a two-week marathon. Productivity declines, errors increase, decision fatigue sets in earlier and judgement diminishes.

• Not everything we can do is good for us. Decades of studies have drawn the same conclusions: long work hours result in fatigue and negative health effects. This in turn leads to impaired decisions, increased acute and chronic injuries - or death - among those fatigued.

Laws permit long work hours, and often exemptions or extensions for

emergencies. Ask yourself: “Are hours-of-work laws designed primarily for your health and safety, or are they predominantly designed to balance workforce productivity aspirations with societal and labour expectations?”

• Decision fatigue. When fatigued, we lose the ability to make difficult decisions effectively. We can’t process complexity. Thus, we lean towards the simplest choices requiring the least amount of personal action (i.e. we say ‘no’ vs. ‘yes,’ with a bias toward inaction).

It affects responses widely – explaining why you’ll top up with caffeine and junk food, and why leaders delay critical middle-of-the-night evacuation decisions. It’s also why you shouldn’t ask your boss for a raise, a doctor for a diagnosis, or a judge for an acquittal late in the day!

Fatigue prevents us from recognizing we’re fatigued. Responders aren’t superhuman, they just act like it. Culturally they’re more likely to downplay signs and symptoms well past the point of impaired judgement – until their physical fatigue becomes obvious to all. How many poor response


decisions can be attributed to fatigued leaders? How many responders have been sent into harm’s way? What percent of injuries, deaths or property damage were avoidable if the decision maker was rested? Tragically for our profession, we simply don’t know.

So how should I apply this knowledge?1. Know your limit and stay within it.

Emergencies don’t come in tidy one-day packages. Understand fatigue effects and limits. No one is a superhero. Dial back personnel expectations when escalating factors are present.

2. Use synergistic leadership. The title of ‘Commander’ doesn’t come with all the answers, even when well-rested. The majority of people will arrive at better decisions on unfamiliar topics as part of a team, rather than independently. Your team will remain at risk from decision fatigue, but you’ll be more likely to identify gaps when everyone takes off their titles and speaks up.

3. Model the behaviour and stand your ground. Make the safe call - whether resisting pressure for a night shift, sending tired staff home over objections, or insisting on shortened rotations. They’re more tired than you or they know.

4. Short staffed? Change it up. EOC, ICP and field response leaders may

unknowingly be mentally fatigued after only eight hours. Reduce leadership risk by swapping in junior leaders, with senior staff staying on to mentor, backstop, and otherwise support non-decision response activities.

5. front load the big, complex decisions. ‘Decision fatigue’ teaches us to make the tough decisions early in the day when well rested. Good objectives, strategies and tactics require clear minds to chart the path toward success.

Here’s the most important fact of all. Cognition science tells us that

presenting all these facts and concepts won’t change your mind.4 You’ll change only when you’re curious and willing enough to augment your existing views with additional information. Try these in a search engine:

o Going without sleep for a dayo Stress, fatigue and emotional exhaustiono Workplace fatigue studieso Firefighter (or emergency medical

services) fatigueLike stress, fatigue is a schoolyard

bully - challenging even on a good day; all take and no give. If only its consequences could be limited solely to the one fatigued. Whether as a responder or response leader, fatigue is a choice.

Make better choices.

Ken Jones has a 30-year background in emergency response and emergency management spanning the three emergency services, the energy industry, and local/provincial government.

Citations:1) Dembe A, Ericson JB, Delbos

RG, Banks SM [2005]. The impact of overtime and long work hours on occupational injuries and illnesses: New evidence from the United States. Occup Environ Med 62:588-597.

2) Smith CS, Folkard D, Tucker P, Evans MS [2011]. Work schedules, health, and safety. In Quick JC, Tetrick LE, eds. Handbook of occupational health psychology, 2nd ed.. Washington, DC: American Psychological Association, pp. 185 – 204.

3) Lamond N, Dawson D. [1999]. Quantifying the performance impairment associated with fatigue. J Sleep Res. 1999;8(4):255-62.

4) Mercier, H., & Sperber, D. [2017]. The Enigma of Reason: A New Theory of Understanding. Harvard University Press. ISBN 9780674977860.

With the May long weekend of 2019 just beginning, Rick Baksza, COO Trident Pump Inc, was ready to head out in his camper. Bags packed, family and friends ready, they made

their way to their six camp sites, looking forward to some leisure time.

Night one went as expected. With a campfire burning, the weekend was off to a great start. By Saturday things had taken an unfortunate turn. All recreational open fires had been banned, and determined not to let this spoil their long weekend plans –especially being used to Alberta implementing needed fire bans sometimes seemingly out of the blue – the group continued their weekend festivities, rounding up their gas pits and carrying-on like normal.

Late into the night, Baksza received a call from a client asking if he had heard about the fire in Northwestern Alberta. His company was starting to get concerned as the High Level fire, which started a week prior, was gaining strength with the dry weather and high winds.

On Sunday, May 20 at 11 a.m., Baksza received another call stating that his client’s camp was at risk and desperately needed a solution. Within four hours of the call they had their team of four and their CPS (Community Protection Solution) packed up and heading north from their office in Athabasca, Alberta.

After finding the camp on the Chinchaga forestry road (70 kilometres northwest of Manning), the Trident team acknowledged they hit a lucky break, as Google Earth showed a small creek 1,200 metres to the west of the camp. The goal was to draft water from this creek however when they arrived the creek was dry. The Trident team did however find a dugout in the bush that was over 2,100 metres to the east and about 10 metres below the camp’s elevation.

With their four-inch lay-flat mainline deployed around the camp and running back to the dugout, the 2,100-metre main line (7,200 feet) was the furthest push they had every faced. To make matters even more challenging, their client did not want their high-powered (120 GPM) sprinklers spraying directly on the buildings. By adding the custom Trident water thieves and an additional 600 feet of two-inch hand lines the team was able to water down the areas between the buildings and assets, while the 120 GPM sprinklers protected the surrounding area.

From the time the Trident team arrived, their four-person team took just four hours to get water flowing though the hand lines and sprinklers; safely protecting this valuable asset.

For the next two weeks, the Trident team closely followed Alberta Forestry’s orders, only accessing the camp when they gave Trident the all clear. No valuable assets such as pumps and sprinklers were left behind at the end of each shift.

Even though the window of access was limited to a few hours at night, Trident was able to supply 625 GPM @ 90 PSI of water on the area around the camp. They also provided the Fire Gel solution to the walkways and wooden staircases at the site.

Some of the key safety factors this solution provides• Reduced workforce

exposure, ability to maintain the protection of an asset with fewer resources.

• Sprinklers that can spray water 120-foot radius drastically reduced ember fall and keep humidity up.

• Powered hose deployer that speeds up both deployment and removal reduce stress and time on the team.

• Two, six-by-six UTVs were also able to be used as a means of fast escape; helping keep the team in place longer and safer.

• Handline thieves every 200 feet were deployed around the camp. This allowed the crew to carry less gear while having access to ample quantities of water anywhere along the mainline.

Trident Pump Inc. is dedicated to

a fast and safe deployment, whether that is

with our six-by-six deployment solution

or via our helicopter solutions.

Trident’s patented pumps not only can draft from any water source and handle many situations on their own, they are also a very valuable tool that can assist existing infrastructure.

TRIDENT PUMP INC. IN ACTION:THE FUTURE OF FIGHTING FIRE

Trident offered services• Mainline water delivery to fill relay tanks, mobile equipment or

engines where topography limits the access.• Pressurized water source for sprinklers in both the WildLand

Urban Interface and to support wildfire containment lines.• Helicopter skids for use on remote fly-in fires.• It can draft water from depths as shallow as six inches.• It has the ability to shoot a four-inch stream of water hundreds of

feet into the air to help wet an area down.• 28-foot Tri-axle fifth-wheel trailers, with 2250 IMP. Gallon Fire Gel

Trailers with dual pumps that supply 260 PSI. Dual side-mounted one- to one-and-a-half-inch hose reels utilized for structural protection.

Trident is here for you no matter the situation. With their fast response time and innovative fire fighting techniques, the Trident team is ready when you need them.

For more information about the Trident solutions discussed in this article feel free to contact Trident by phone or email, or visit their website.

To watch the pump in action, please visithttps://youtu.be/o7MSd6BFeX0T: 780-675-2023 TF: 1-877-524-2444E: [email protected]: https://www.tridentpumps.ca

Key factors of the Trident solutionPortable: Lightweight and compact size (one cube metre)

makes the Trident pump very versatile when it comes to mounting configurations.

Powerful: The ability to push large volumes of water at high pressure over extremely long distances is very important when it comes to all aspects of fire fighting, including the situation discussed above.

Versatility: In addition to power and portability, Trident also recognizes that access to water in remote areas means the ability to pump from natural resources. With their patented design they have the proven ability to draft from lakes, streams, beaver dams and roadside dugouts, locations that most other larger solutions have no ability to reach.

With the May long weekend of 2019 just beginning, Rick Baksza, COO Trident Pump Inc, was ready to head out in his camper. Bags packed, family and friends ready, they made

their way to their six camp sites, looking forward to some leisure time.

Night one went as expected. With a campfire burning, the weekend was off to a great start. By Saturday things had taken an unfortunate turn. All recreational open fires had been banned, and determined not to let this spoil their long weekend plans –especially being used to Alberta implementing needed fire bans sometimes seemingly out of the blue – the group continued their weekend festivities, rounding up their gas pits and carrying-on like normal.

Late into the night, Baksza received a call from a client asking if he had heard about the fire in Northwestern Alberta. His company was starting to get concerned as the High Level fire, which started a week prior, was gaining strength with the dry weather and high winds.

On Sunday, May 20 at 11 a.m., Baksza received another call stating that his client’s camp was at risk and desperately needed a solution. Within four hours of the call they had their team of four and their CPS (Community Protection Solution) packed up and heading north from their office in Athabasca, Alberta.

After finding the camp on the Chinchaga forestry road (70 kilometres northwest of Manning), the Trident team acknowledged they hit a lucky break, as Google Earth showed a small creek 1,200 metres to the west of the camp. The goal was to draft water from this creek however when they arrived the creek was dry. The Trident team did however find a dugout in the bush that was over 2,100 metres to the east and about 10 metres below the camp’s elevation.

With their four-inch lay-flat mainline deployed around the camp and running back to the dugout, the 2,100-metre main line (7,200 feet) was the furthest push they had every faced. To make matters even more challenging, their client did not want their high-powered (120 GPM) sprinklers spraying directly on the buildings. By adding the custom Trident water thieves and an additional 600 feet of two-inch hand lines the team was able to water down the areas between the buildings and assets, while the 120 GPM sprinklers protected the surrounding area.

From the time the Trident team arrived, their four-person team took just four hours to get water flowing though the hand lines and sprinklers; safely protecting this valuable asset.

For the next two weeks, the Trident team closely followed Alberta Forestry’s orders, only accessing the camp when they gave Trident the all clear. No valuable assets such as pumps and sprinklers were left behind at the end of each shift.

Even though the window of access was limited to a few hours at night, Trident was able to supply 625 GPM @ 90 PSI of water on the area around the camp. They also provided the Fire Gel solution to the walkways and wooden staircases at the site.

Some of the key safety factors this solution provides• Reduced workforce

exposure, ability to maintain the protection of an asset with fewer resources.

• Sprinklers that can spray water 120-foot radius drastically reduced ember fall and keep humidity up.

• Powered hose deployer that speeds up both deployment and removal reduce stress and time on the team.

• Two, six-by-six UTVs were also able to be used as a means of fast escape; helping keep the team in place longer and safer.

• Handline thieves every 200 feet were deployed around the camp. This allowed the crew to carry less gear while having access to ample quantities of water anywhere along the mainline.

Trident Pump Inc. is dedicated to

a fast and safe deployment, whether that is

with our six-by-six deployment solution

or via our helicopter solutions.

Trident’s patented pumps not only can draft from any water source and handle many situations on their own, they are also a very valuable tool that can assist existing infrastructure.

TRIDENT PUMP INC. IN ACTION:THE FUTURE OF FIGHTING FIRE

Trident offered services• Mainline water delivery to fill relay tanks, mobile equipment or

engines where topography limits the access.• Pressurized water source for sprinklers in both the WildLand

Urban Interface and to support wildfire containment lines.• Helicopter skids for use on remote fly-in fires.• It can draft water from depths as shallow as six inches.• It has the ability to shoot a four-inch stream of water hundreds of

feet into the air to help wet an area down.• 28-foot Tri-axle fifth-wheel trailers, with 2250 IMP. Gallon Fire Gel

Trailers with dual pumps that supply 260 PSI. Dual side-mounted one- to one-and-a-half-inch hose reels utilized for structural protection.

Trident is here for you no matter the situation. With their fast response time and innovative fire fighting techniques, the Trident team is ready when you need them.

For more information about the Trident solutions discussed in this article feel free to contact Trident by phone or email, or visit their website.

To watch the pump in action, please visithttps://youtu.be/o7MSd6BFeX0T: 780-675-2023 TF: 1-877-524-2444E: [email protected]: https://www.tridentpumps.ca

Key factors of the Trident solutionPortable: Lightweight and compact size (one cube metre)

makes the Trident pump very versatile when it comes to mounting configurations.

Powerful: The ability to push large volumes of water at high pressure over extremely long distances is very important when it comes to all aspects of fire fighting, including the situation discussed above.

Versatility: In addition to power and portability, Trident also recognizes that access to water in remote areas means the ability to pump from natural resources. With their patented design they have the proven ability to draft from lakes, streams, beaver dams and roadside dugouts, locations that most other larger solutions have no ability to reach.


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Plymovent marks 45 years of service


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Fetal Alcohol Spectrum Disorder (FASD) is a life-long organic brain whole body disability that affects approximately four

per cent of the Canadian population. This disability occurs when babies are exposed to alcohol through maternal consumption during pregnancy. There is no known safe time, no known safe kind, and no known safe amount of alcohol for pregnant women to consume. It is widely recommended that women abstain from all forms of alcohol while attempting to become pregnant and throughout their pregnancy. It is also very important that partners, family, and friends support mom in having a healthy pregnancy.

You cannot tell whether a person has an FASD as the “stereotypical” facial features associated with the disorder, thin upper lip, flatter groove between nose and upper lip, and smaller eye openings only occurs in less than 10

Why firefighters needto know about FASD

Brain Domain Impacted by FASD How Damage is Displayed Through Behaviour

Motor skills Movements may appear slower or faster, difficulty with movements like fine motor skills, balance, hand/eye coordination, may have joint or muscle pain.

Neuroanatomy/neurophysiology Differences in structure of nervous system with higher risk of nervous disorders.Cognition Difficulty in learning through thought, experience, and the senses. May take more time to

learn and require a lot of repetition. May appear slow or unable to understand.Language Often quite verbal, with appearance of large vocabulary, however understanding what they

are saying, and understanding what another person is saying may be difficult.Academic Achievement Difficulty in learning at school, lower grades, in trouble at school, higher drop-out rates.Memory Difficulty with working memory which impacts ability to reason or think in the moment.

Short- and long-term memory can be impacted. Individual often makes up for poor memory by “filling in the blanks”, storytelling, and fabrication, which looks a lot like lying.

Attention Many individuals diagnosed with attention deficit disorders, such as ADHD. They are easily distracted and it is difficult to get their attention in the first place.

Executive Functioning Often have impulse control issues and are seen as hyperactive. Appear not to think before they act, and “live only for the moment”. They don’t understand consequences of behaviours beforehand and sometimes not at all.

Affect Regulation Difficulty controlling emotions, act erratically or unexpectedly during stressful situations, emotions don’t appear to match the current situation, temper tantrums, shutting down, and running.

Adaptive Behaviour Poor social skills, difficulty with communication, appear to act younger than they are, may associate with younger peers, difficulty with relationships can lead to violence and sexual assault.

per cent of the people diagnosed. These features develop throughout a small number of days within the first weeks of pregnancy. Mom has to have consumed alcohol on these specific days for these features to become impacted displaying FASD traits.

This leaves 90 per cent of individuals diagnosed with an FASD undetectable on sight, which is why FASD is known

as a hidden disability. When a person can see that someone has challenges they often change how they respond to that person, such as speaking slower, adjusting height to get to their eye level, using simpler words, and only asking one question at a time, to name a few. However, if you cannot detect challenges a person has by looking at them, you expect them to be able to “act their age”.

Areas of baby’s brain development often impacted by exposure to alcohol during pregnancy are:


With FASD that is not always possible. Firefighters, as first responders, often come into contact with individuals impacted by FASD without realizing it. People with FASD are more likely to get into trouble at school, at home, and in the community; get into trouble with the law; wind up in jail; have an addiction; have a mental health issue; have higher suicide rates; have a physical disorder/disability; have poorer health in general; utilize emergency services greater than average; call 911 more often and at times for non-emergent issues; get into more accidents, including automobile accidents; get into fights; have family violence issues; are at greater risk to become victims of all types of abuse; and be a perpetrator of abuse. This is not a full list and FASD impacts each individual differently so many will experience only some of these outcomes.

Firefighters need to know about FASD as those impacted have a greater-than-average chance of being involved in a situation where firefighters are called in to support. Knowing the signs and

Fetal Alcohol Spectrum Disorder

• Awareness & Prevention

• Education & Training

• Assessment & Diagnostics

• Support for Individuals and Caregivers

FASD connections across Alberta

[email protected]

symptoms of FASD can help de-escalate a crisis situation, acquire necessary information accurately and readily, and positively affect the outcomes of the situation. Learning strategies on how to work with people with FASD, particularly in crisis situations, could mean the difference between life and death. Firefighters are also in a great position as they are often the first responders to a scene and some of the first people to recognize that an individual may be impacted by FASD. Many individuals and their families impacted by this disorder do not even know about it themselves. Firefighters can pass on important information in order to help these people get the support they need.

Communication strategies to use with individuals with FASD

• Use the child’s name at the beginning of any verbal exchange to ensure he/she is paying attention.

• Keep language simple and concrete.• Keep language consistent – especially

about rules and daily routines.• Be specific.• Avoid use of abstracts phrases and

sarcasm.• Speak slowly, allow for processing

time.• Give a verbal or visual cue when

you are giving and completing instructions.

• Use visual cues and schedules when appropriate.

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One of the biggest barriers support providers come up against with regards to FASD, besides housing and employment, is stigma or prejudice. There is so much ignorance, misinformation, shaming, and blaming that goes on with this disability and it impacts the ability to assist those in need. Mothers are stigmatized because they drank during pregnancy. Fifty per

cent of pregnancies are unplanned and most mothers we work with did not even know they were pregnant at the time they drank. Women who do know are often unaware that alcohol can cause FASD, are misinformed at times even by their own doctors, family and friends, and have so much stress in their life they are self medicating or are consumed by addiction and need support.

Stigma goes on to impact the individuals with the disorder. Due to the potential they have for some challenges in certain parts of the brain, those with FASD often get all get painted with the same brush. This means society views people with FASD as all being of low IQ, violent, alcoholic, homeless, unemployed, forgetful, rude, or troublemaking jailbirds. Is it any

MYtH faCt1 A person has to have the facial

features of FASD to get a diagnosis. You can tell someone has FASD by looking at them.

FASD has a range of effects. Ninety per cent of individuals with FASD have no physical signs, but have developmental and/or behavioral challenges. FASD is mainly a hidden disability.

2 People with FASD have low IQs. Individuals with an FASD have a wide range of disabilities. Studies have identified an IQ range of 29 to 142 for those with FASD.

3 There is no point in getting a diagnosis, it’s just another label.

A diagnosis of FASD can help explain why a person learns, develops, and behaves the way he or she does. Therapeutic interventions tailored to the specific challenges may improve long-term outcomes and mitigate the progression of adverse life outcomes as he or she develops.

4 FASD only affects poor people, alcoholics, and Indigenous communities.

Pre-natal alcohol exposure is common in all socioeconomic and demographic groups.

5 FASD only affects children. FASD is a brain-based whole body disorder that is lifelong. Children with FASD grow up to become adults with FASD.

6 FASD is just the latest “trendy” disability.

Although there have always been people affected by FASD (it has been observed and documented in Biblical and Greek and Roman times), only since 1973 have we been able to accurately diagnose and recognize the enormous prevalence of this developmental delay.

7 Light drinking during pregnancy is fine. If the doctor says it’s okay for me to drink then I won’t have a child with FASD.

Alcohol is a known teratogen that can cause severe lifelong problems for a person exposed to it prenatally. No amount of alcohol has been proven to be safe to drink at any time during pregnancy. All types of alcohol, including beer, wine and liquor, equally put babies at risk of being born with FASD. If your doctor says it is okay, they are probably not up on the current FASD research. Please get a second opinion.

9 Behaviour is a choice. People with FASD just need to try harder!

Most healthy adults can control their own behaviour and follow rules. FASD affects behaviour and is often under-diagnosed because behaviour is frequently assumed to be a choice. Experts stress that the brain damage associated with FASD often prevents people from being capable of controlling their behaviour. For that reason, it is important to change the assumption that “they won’t behave” to the understanding that “they can’t behave”.

10 People with FASD can be “cured”. There is no evidence that brain-stimulating therapies can “fix” the brain of a person with FASD. The brain is developmentally, structurally, and even cellularly different.

11 A woman who has FASD will have children with FASD.

The only cause of FASD is alcohol use during pregnancy. There is no genetic link for this disability. If a woman with FASD abstains from alcohol during her pregnancy, her baby will not have FASD.

13 Men who consume alcohol during sex can cause FASD.

There is no statistically valid and reliable evidence to support this theory. By very definition, FASD is maternal alcohol consumption.

Table summarized through information from: https://www.aucd.org/docs/webinars/FASD%20Common%20Myths.pdfhttps://fafasd.org/myths-fasd/https://sites.google.com/site/socalfasdnetwork/about-fasd/fasd-myths

Myths about FASD


wonder why mothers and individuals impacted are not running out to get the very assessments that could provide the supports they need, and at times, the finances they require to just live day to day?

The Northwest Central FASD Network has taken it upon themselves to be firefighters’ first contact point with regards to education, training, and support for FASD. There are 12 FASD networks in Alberta that we can connect firefighting organizations

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Voyageur Technologies Corp. was born as a result of a presentation given by Husky Oil on the using

of drones to monitor a Saskatchewan River oil spill. Husky Oil presented at an Alberta Industrial Fire and Emergency Management Association Conference.

After this presentation, with great enthusiasm we rushed off to the UAV (unmanned aerial vehicles) conference in Vancouver. Here we met with aviation enthusiasts, technology fans, and others all with the gleam of money in their eyes. Drones were the new Bitcoin of the technology world.

So, we entered the Wild West of the RPAS marketplace. We are purchased a second-hand drone with low flight hours and then we jumped off the cliff and discovered we should have invested in a parachute.

Lesson learned1. As a fledgling industry, the regulations

were constantly adapting and changing (Incidents like Heathrow Airport disruptions, weaponized drones, aircraft drone strikes caused regulations to change overnight).

2. RPAS 250 grams to 25 Kg. are classified by Transport Canada as an aircraft.

3. Pilot licenses are required to fly drones in this category. (Fines are between $5,000- $25,000 per incident. These fines also apply if flying on privately owned property).

4. We experience difficulty in obtaining liability insurance to fly to over plant sites.

5. Flying the drones was the easy part; management of the data collected and providing executable reports was critical. (Having access and experience with the correct software is crucial).

6. Aircraft for application (Selection of the correct RPAS was critical for a successful mission).

Deliverables1. Information was more accurate and

quickly obtained. 2. Could be legally used (time, date and

location stamped). 3. Multiple spectrum sensors available to

capture a wide range of data. 4. Safer access. (No need to put personal

into dangerous situations).

Some Applications 1. fire

a. IR hot spot detection b. Fire smart mitigation, management

and recovery c. Search and rescue

2. Safety a. Incident evidence gathering b. Access and crowed management c. Housekeeping

3. environment a. Animal tracking and monitoring b. Spill management. c. Flood mitigation, management, and

recovery d. Reclamation land management

In conclusionRPAS procedures, best practices, and

policies need to be place before executing an aerial mission. Voyageur Technology and Rotaflow are able to help you to develop your RPAS and engineering plan.

Submitted by Rotoflow.

Emergency Management

Flying a RPAS (Remote Pilot Aerial System) at an industrial complex


evaporation of the water and heat absorption.

The Drago cannon uses a distinctive and patented constant spray technology and a unique design for its central nozzle (spider) to offer a smooth performance curve with optimal parameters of water flow and droplet quality. This ensures optimal heat transfer and promotes evaporation before the water has a chance to hit and pool on the ground. Time is critical in fire control: water that does not evaporate is not used efficiently. The Drago cannon uses 70 per cent less water and makes every drop count.

The Drago cannon was tested by TEEX (Texas A&M Engineering Extension Service) and demonstrated that it is capable of flowing an effective fire stream to 202 feet (62 metres). It successfully demonstrated its speed and capability in the following trials: Cooling and Protecting; Pit Fire Containment; Foam Blanket; and Circular Tank Extinguishment.

If you and your squad are interested in a demo, please contact Westvac Industrial Ltd., Drago ISI’s exclusive dealer for Western Canada.

Dealer: contact Rob McDonaldat [email protected].

Manufacturer1-866DRAGO01 (372-4601)

Drago-isi.com | [email protected]

The innovative Drago cannon is the result of 11 years of extensive research and tests by Drago-ISI Inc. It is a true

multifunction tool that can quickly and effectively achieve – in a single unit – the three major firefighting objectives: extinguish a fire, cool the air, and disperse smoke and toxic fumes. The Drago cannon’s unique ability to do all three is in the science of evaporation and in the power of water droplets.

This versatile fire-control weapon is certainly set to become an essential element of any fire station or department’s arsenal, whether they serve industrial, residential, forestry agricultural, or petro-chemical sectors.

Key benefits• Extinguishes and cools fire five times

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ProjectionThe Drago cannon is simple, highly

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Technology behind the spiderWhen fighting fires, water’s most

helpful properties are its high heat absorption capacity and unmatched evaporation latent heat.

Starting on the principle that a regular water drop has a one-dimensional trajectory, whereas the trajectory of fine droplets sprayed at high velocity is exponentially increased and covers a much larger area, the Drago ISI team set out to create a different kind of water cannon.

Drago’s unique spider design improves the efficiency of using water and accelerates fire suppression for a given water flow by splitting the flow into a large number of fine droplets spread at high velocity over a large area of the blaze to promote more rapid

Pumper truck equipped with the Drago Cannon

Fight Fire With PowerDrago ISI leads the way with revolutionary technology

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Extinguishes and cools fire 5 times faster than a traditional nozzle.

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If this is the first time you have picked up a copy of the AIFEMA magazine, or you are reading this article on the AIFEMA website,

we want to encourage you to join us as a member of the Alberta Industrial Fire and Emergency Management Association (AIFEMA).

TENNACORLooking to 10 years as a member By Brad Annett

The benefits of being an AIFEMA member are tremendous and far reaching. You can promote and advertise your company and products. You can meet new and existing customers in a friendly and professional atmosphere. You can learn what your peers in the fire and emergency

management industry are working on to keep up with evolving government and industry regulations.

The executive team at AIFEMA organizes diverse and interesting conferences. The keynote speakers have always been exceptional. For example, we have had speakers tell us about their tragic near-death experiences and how they survived and now thrive. We’ve heard the former fire chief for the City of Toronto detail the inner workings and dynamics in managing Canada’s largest fire department. We’ve heard how companies and cities who experience major disasters manage and overcome them. And, we always hear about new products and management response plans that save lives.

Tennacor joined AIFEMA as a vendor member in 2011 and we look forward to the bi-annual AIFEMA conferences for the presentations, group discussions, and networking opportunities.

Members may remember our Compressed Air Foam (CAF) backpack demonstration in the parking lot of the Grey Eagle hotel during an AIFEMA conference in Calgary. We had the CEO of the HNE Technologie fly to Calgary to demonstrate at the conference. As a company, we saw first-hand how effective it is to introduce a never-before-seen product to the Canadian market with current and potential customers in one place at one time.

Please join us in congratulating the Alberta Industrial Fire and Emergency Management Association for celebrating 30 years as an association in 2019. We look forward to seeing you at the next conference.

Brad Annett is co-owner and business manager at Tennacor.

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A.S. Roach Fire Services ................................................................................................................................................... 3

Behr Integrated Solutions .............................................................................................................................................. 6

City of Brooks ......................................................................................................................................................................11

Commercial Emergency Equipment Co. .......................................................................................................OBC

Drago-ISI ................................................................................................................................................................................35

Enbridge Pipelines Inc. ................................................................................................................................................IBC

Firemaster Oilfield Services Inc. ............................................................................................................................... 29

Lakeland College ...............................................................................................................................................................10

Motion Canada...................................................................................................................................................................21

Northwest Central Alberta FASD Services Network Society ................................................................. 29

Pacific MAKO .......................................................................................................................................................................37

Plymovent / Aqua Air .....................................................................................................................................................27

Pro Rescue Services ........................................................................................................................................................... 3

Rocky Mountain Phoenix ........................................................................................................................................... IFC

Rotaflow .................................................................................................................................................................................33

Starfield Lion ........................................................................................................................................................................31

System One Manufacturing Inc. ................................................................................................................................ 7

TEEX / Texas A&M Engineering .................................................................................................................................. 5

Tennacor Canada Inc. .................................................................................................................................................... 36

The Coverall Shop ........................................................................................................................................................... 38

Trident Pump Inc. .................................................................................................................................................. 23 & 24

Westvac Industrial Ltd. .................................................................................................................................................. 23

WFR Wholesale Fire & Rescue Ltd. ............................................................................................................................ 9

Wide Valley Fire Service ................................................................................................................................................31

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EMERGENCY Review 202010