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The National Fire Protection Association (NFPA) has confirmed that long-time emergency response leader Gregory B. Cade will retire at the end of this year after 11 years with the Association. Cade has been an effective and passionate NFPA liaison to the fire service for more than a decade, culminating his leadership legacy that began more than 50 years ago.

The Virginia native began his career as a firefighter in the Prince George’s County Fire Department (Md.) in 1968, eventually rising through the ranks during his 24-year tenure to become bureau chief. He then went on to serve as chief of the City of Hampton Division of Fire/Rescue Department (Va.) for six years and the City of Virginia Beach Fire Department (Va.) for another nine years.

In 2007, Cade was appointed United States Fire Administrator (USFA) and served as the nation’s top fire official until January 2009. After his USFA departure, Cade moved on to the International Association of Fire Chiefs (IAFC), where he oversaw national programs.

NFPA appointed Cade the organisation’s government affairs division director in 2010 working out of its Washington, D.C. office. He held that position for six years before transitioning to his current role as an NFPA regional director serving the states of Delaware, Maryland, New Jersey, Ohio, Pennsylvania, Virginia, West Virginia, and the District of Columbia.

In this capacity, Cade has collaborated with fire service leaders, code enforcers, and others in the interest of improving fire, building, and life safety outcomes. He was regularly seen out and about at industry meetings, or virtually onscreen during the pandemic, promoting helpful NFPA tools and resources including codes and standards, trainings and certification, public education materials, home fire sprinkler information, membership benefits, research reports, and more.

“There is not much that Greg Cade has not seen during his illustrious career. Think of all that has transpired in the fire service and in society since the late 1960s. It is all of this that made Greg such an invaluable resource within NFPA and externally as fire departments have watched their roles change from fire suppression to all-hazards response.” NFPA President and CEO Jim Pauley said. “On behalf of NFPA staff and all the stakeholders that Greg has served locally, regionally, nationally, and internationally – I want to say thank you. We are grateful for the information and perspective that you have developed and shared, in the interest of public safety, all these decades.”

Cade holds a Bachelor of Science degree in fire science from the University of Maryland. Stakeholder engagement in the territories that he has served will transition to the remaining seven NFPA regional directors; details can be found here.

Fire safety businesses seeking to take the guesswork out of bad debt provision at Financial Year End could benefit from a new free service being provided by Debt Register, a global payment accelerator. 

Loading a company’s five largest outstanding debts onto the automated Debt Register collections platform, with a very high chance of collecting those debts, could significantly improve the accuracy of bad debt provision. This will in turn improve the visibility and accuracy of a company’s true financial position and its bottom line, with all the inherent advantages this brings in terms of access to future lending and credit. 

The proposal follows research that suggests that almost a third (30%) of credit management professionals guess at a figure when assessing the level of bad debt reserve they require at Year End, while less than one in ten (9%) are able to look to any financial model provided by their auditors. More than a third (35%) opt for generic, age-based percentages to arrive at a figure while a quarter (26%) look to their experience of similar debt. 

Gary Brown, Founder of Debt Register, believes the survey proves what he has long thought: that the current process of providing for bad debts is invariably guesswork: “Speaking to firms and accountants, many companies have no clear picture of how collectable or otherwise certain debts are, and make provision simply by taking a best guess,” he says.  

“By passing the five oldest or longest-standing debts through our platform, however, there is a very real chance that those debts will be settled. This means the actual bad debt figure being provided for will be more accurate. because there would be no need to reserve for those invoices at all. 

“Indeed, even if the money is not collected, then that also helps takes the guesswork out of the process and gives the company and the auditor something more tangible to refer to than a vague model. Either way, Debt Register gives companies a tool that supports a more accurate financial position.” 

Real case scenarios with current Debt Register clients have already proven the point and the age of the debt appears not to be a barrier to its collectability. One customer uploaded a debt that was 888 days overdue, and the debt was settled in 27 hours. In a more remarkable example, an uploaded debt that was 1499 days overdue was paid within 45 minutes.  

Debt Register is, first and foremost, a global payment accelerator that enables a business to identify late invoices on their ledger and allow the platform to do the rest. This includes validating the customer contact’s email against a database of some 90 billion addresses to a 93% degree of accuracy. The platform contacts the debtor automatically and in the appropriate language, requesting that the payment is settled, and ensuring the invoice is correct and not in dispute.  

By leveraging its relationships with leading credit reference agencies (CRAs) to report unpaid and overdue debts, debtors are encouraged to settle any overdues promptly to avoid their credit scores being negatively impacted. In short – there is now a tangible and direct consequence for those companies should they continue not to pay an undisputed, overdue invoice. 

Along with shortening the timeframe of remittance, Debt Register provides a series of tools to credit managers including auto-translation for use within multiple territories. The system is intelligent, recognising different time zones, working days and cultural nuances including national holidays or religious festivals, and schedules the dispatch of any communications accordingly. 

To date it has successfully recovered debts in 71 different countries and six out of the seven continents  

“Using the free service means a business has nothing to lose and everything to gain,” Gary concludes, “and converts a guess into something closer to the truth.” 

For a free trial, go to: https://debtregister.com/freetrial/ 

Great Britain’s workplace regulator is asking demolition and construction firms to double-down on thorough planning, management and control of demolition and refurbishment work. The Health and Safety Executive (HSE) is asking that businesses properly plan, organise, manage, and monitor their work and use competent people to avoid incidents and ill health amongst their workers and the public.

It is reminding companies that the safer they are, the more efficient they are. Good health and safety management increases the likelihood of contracts coming in on time and within budget with fewer added costs, and often to a higher quality.

In the past year HSE has dealt with prosecutions involving severe injuries and fatalities as a result of poorly planned demolition work. This has included:

• A contractor who suffered serious injuries when a single-story roof he was demolishing by hand, collapsed at a construction site in Cobham, Surrey.

• A 64-year-old man who was killed when a garage wall at a garden in Hampshire collapsed on him during demolition, after a contractor who was operating a digger failed to put an exclusion zone in place whilst carrying out the work.

• A 21-year-old employee who was killed whilst dismantling a redundant grain drying tunnel at a farm in Kent when a farming partnership failed to ensure the integrity of the structure during the dismantling process.

• An employee who sustained injuries to his shoulder, and a fractured heel and ankle when he was hit by falling debris from a garage wall in Clitheroe that was being demolished in an unsafe manner.

• A contractor who was prosecuted for disturbing asbestos and damaging underground cables during demolition works at a site in Blackburn, causing severe disruption to services.

• The operator of a cherry picker who sustained life-changing injuries when he became trapped during a demolition operation at a site in Greater Manchester. A HSE investigation found the vehicle he was operating was not suitable for the task and had not been fitted with propriety devices to avoid the likelihood of operators being crushed.

HSE is reminding contractors that it is crucial to complete a survey ahead of demolition work including structural investigation and appraisal, which considers the age of the structure, type of construction, history of the building including alterations and design codes used to avoid an uncontrolled collapse. Specific consideration should also be given to the effect of additional weight of demolition machinery and debris on suspended floors; and the risks to nearby buildings and structures.

HSE’s Head of Construction Sarah Jardine said: “Structural instability can be a problem in buildings that are old, decayed, poorly maintained, and in newer buildings that have been badly designed and constructed or abused in use. Even sound structures can become unstable because of a lack of planning of construction and demolition work.”

She added: “It is easy to get it wrong even on small, straightforward structures, which makes it even more important to put the planning in place when it comes to demolishing large, complex structures. Demolishing these types of structures is a particularly hazardous activity and doing it safely is highly complicated and technical, so relevant expertise is vital. These jobs require careful planning and execution by contractors who are competent in the full range of demolition techniques and have access to designers and engineers with the right knowledge, skills, and experience in this area.”

A systematic approach to demolition projects should be a team effort. Clients must appoint professionals who have the relevant skills, knowledge, experience, organisational capability, and who are adequately resourced.

Clients, with the help of the principal designer must provide essential pre-construction information to the relevant designers and engineers. This should include a range of surveys and reports to check for presence of asbestos, structural stability, and the location of above and below ground live services.

It is the principal designer’s responsibility to plan, manage, monitor, and coordinate health and safety issues in the pre-construction phase to ensure principal contractors are provided with relevant information to enable them to put safety measures in place. Once the demolition work has begun it is the principal contractor’s responsibility to plan, manage and monitor the demolition activities and coordinate work to ensure that it is carried out without risks to health and safety. While site managers must ensure workers are supervised and are following safe working practice.

Sarah Jardine added: “Incidents caused by poor planning and risk management can have substantial human costs that are felt for many years by the victims and their families.

“In addition to the impact on people’s lives, incidents can also lead to substantial remediation costs, higher insurance premiums, and, if HSE investigates, court fines and prison sentences, which will inevitably impact reputations.

“As well as being morally right, it is simply common sense and good business to ensure rigorous planning, organising, managing and monitoring of the whole project.”

The Extinguishing Section of Euralarm has published a guidance document on maintenance of extinguishing systems/equipment controlled by electronic detection systems.

Unlike a production tool, a fire protection system is on operational standby and is only activated in the event of a fire. Some faults may appear without being detectable by a non-specialist operator. This is why it is necessary to carry out regular maintenance visits by specialists to confirm the level of performance of the installation by functional tests.

Beyond technical verification of the correct functioning of the system, maintenance must also include:

• Preventative replacement of critical components that may degrade over time.
• Adapting the extinguishing installation to changes in risks and protected premises.
• Keep the extinguishing installation in conformity with the rules/standards/regulations in force.
• Check the tightness of the protected enclosure to ensure it is capable of retaining the extinguishing agent for a specified period of time, normally at least 10 minutes.

It is the responsibility of the user/owner to ensure the safety of his staff, but also of his equipment for the sustainability of his business. However, visual inspection and maintenance by users isn’t sufficient – there must be inspection and maintenance by professional contractors, because, by entrusting this service to a specialist, users/owners are ensuring the correct level of competence is applied to the system, while remaining focused on their business.

The aim of the guidance document is to make all users having an extinguishing system in their premises or users planning to install one, aware of the importance of maintenance and continuous preventative measures for the constant performance and availability of the systems in case of fires. The correct performance of extinguishing systems is essential to quickly extinguish a fire and protect human life.

This document specifically covers gaseous fire extinguishing systems, but the content may also be applicable to other fire extinguishing or fire prevention systems. Copies of the Guidance document on maintenance of extinguishing systems/equipment can be downloaded from the Euralarm website

Rising Covid cases has left London fire and rescue with “unprecedented” staff shortages, with shortages meaning that up to almost a third of London’s fire engines have been out of action at points in the last week.

According to London Fire Brigade statistics 40 fire engines were unavailable on both the day and night shift on the 16th of December, a level also reached for at least parts of the 10th, 11th and 15th of December. There is a total of 142 fire engines in London. Throughout the rest of the week engine unavailability was generally at above thirty, according to the statistics.

Covid has been skyrocketing in the service as the Omicron variant has taken hold in the capital, with almost 10% of operational firefighters now either having tested positive or self-isolating, according to London Fire Brigade statistics for yesterday [16 December]. 141 firefighters had tested positive and 283 were self-isolating.

However, the Fire Brigades Union is of the view that staff shortages due to Covid are having such a great impact due to the already low levels of fire and rescue staffing in the capital. Fire Brigades Union data shows that since 2010 London has lost almost one in five of its firefighters – just over 1,110 – and an operational firefighter recruitment freeze in the service has only just been lifted.

Furthermore, there are fears that the levels of staffing could grow even worse, with a potential “mass exodus” of hundreds of staff ahead of pension changes in the new year. 

FBU London Regional Secretary Jon Lambe said: “The new Omicron variant is having a devastating impact on the London Fire Brigade. But let’s be very clear – this should not be affecting London Fire Brigade the way it is, with almost a third of our fire engines unavailable. The reason that’s happening is firefighter numbers being too low, due to the devastating cuts imposed on the London Fire Brigade since 2010. London has lost one in five of its firefighters, ten fire stations and 27 fire appliances since 2010, and seen huge cuts as a result of austerity such as almost 10% of its budget since 2016.[2]

“Going forward the London Fire Brigade needs to urgently address savage cuts made by central government which seriously undermine the ability of the brigade to best protect London, Londoners and London’s firefighters. We simply must not continue in this situation which is seeing nearly one in three fire engines unavailable.

“Firefighters have worked tirelessly throughout the pandemic assisting other agencies. Now, firefighters themselves need assistance and to be given the safety they require – they need to be appropriately resourced and ‘backed up’ at all times.”

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For the tenth year, the IAFC has received a grant from the Motorola Solutions Foundation (MSF) to fund another year of the Fire Service Executive Development Institute (FSEDI). FSEDI is a program developed by the IAFC to provide new and aspiring chiefs with the tools they need to have a successful and productive tenure.

Applications for 2022 are due no later than 5 PM ET on Friday, February 11, 2022. 

“The Motorola Solutions Foundation aims to partner with organisations that align to our values of accountability, innovation, impact, diversity and inclusion,” said Karem Perez, Executive Director of the Motorola Solutions Foundation. “We are proud to support organisations like the International Association of Fire Chiefs that embody these values while driving positive change in their communities.”

The members of the previous nine sessions have been very successful in achieving promotions, fire chief positions, and appointments to regional, state and national fire service committees and task groups. Approximately one‐third of the previous class of chief officers have achieved fire chief positions or promotion to higher executive levels. 

The year-long program is open to new (a year or less in the position) and aspiring chiefs (currently applying for chief positions or in a fire department’s succession plan) who have demonstrated a commitment to career advancement and enhancing the fire/EMS service through their leadership. 

The cohort members meet three times for sessions conducted in the Washington, DC, Metropolitan region during the year. Experts from the fire and emergency service and the private sector will cover topics such as ethics, leadership in the new era, emerging concepts in organizational design and delivery, effective use of science and data, budgeting and spend management, as well as labor-management relations, diversity and inclusion and many more contemporary topics.

This program differs from other executive-level programs in the fire service because the focus is on real-world and emerging issues and application to the fire service real-world environment. There is also an emphasis on developing the individuals in the program as fire service leaders and creating professional networks. 

Chief John Butler, Fairfax County (VA) and member of FSEDI Class 4, said, “I’ve participated in a few professional executive development programs. None of them have resulted in the bond I have with my fellow FSEDI colleagues. Our alumni cohort offers lifelong friendships, thought partners, and continuous learning from each other. Participation in FSEDI opened doors for opportunities and my participation in many programs to make a difference in the international fire-EMS service”. Chief Butler currently serves as the 2nd Vice President of the IAFC. 

Members of the 2022 FSEDI cohort will have assignments to complete between sessions in addition to maintaining communication and networking via an online community. They will also participate in mentoring and coaching opportunities. Members of the cohort will be introduced to the members of the first nine cohorts as part of expanding their professional networks. 

The program is limited to 20-24 members. The program looks to have a diverse group of cohort members representing all U.S. regions and Canada, from various sizes and types of fire/EMS departments. Chief officers accepted into the program will be eligible for a scholarship that covers the cost of housing, meals and activities for the on‐site sessions. Successful applicants will be expected to attend Fire‐Rescue International 2022 in San Antonio, TX. All expenses related to attending FRI and travel expenses to the conference center are not covered by the scholarship. 

The Barratt Developments PLC Charitable Foundation (the ‘Barratt Foundation’) has donated £50,000 to The Fire Fighters Charity, to support its ongoing work helping the UK’s fire services community.

The Barratt Foundation generously donated the money after being contacted by a Leicestershire firefighter, Jon Butler, who was one of several new recruits helping to organise a fundraising challenge in aid of the Charity.

The group of 13 ran, cycled, and kayaked a total of 330 miles (double the circumference of the county) in October, not only raising funds for the Charity, but also more awareness about the support it offers to thousands of beneficiaries every year. Jon was sadly unable to take part in the challenge at the last minute but supported his colleagues throughout.

Having seen this amazing example of how fire and rescue service personnel go above and beyond to support the Charity, particularly after the pandemic put a stop to its usual fundraising activity, the Barratt Foundation wanted to give its own, very generous donation, in support of the challenge.

The £50,000 will go a long way in supporting the Charity’s vital work; offering specialist, lifelong support for members of the entire UK fire services community, empowering individuals to achieve mental, physical and social wellbeing throughout their lives. 

It comes as the Charity launches a winter fundraising appeal amid a growing need for mental health support across the UK’s fire and rescue services.

Ruth Powell, Director of Engagement and Fundraising at The Fire Fighters Charity, says: “On behalf of everyone at The Fire Fighters Charity, I want to thank the Barratt Foundation for its incredibly generous donation of £50,000, which will go so far in helping us to continue offering our vital support to the UK’s fire services community, when they need us most.

“I also want to send my heartfelt thanks and congratulations to Jon for initiating this valued partnership. The challenge he and his colleagues helped organise is a superb example of how much fire and rescue service personnel recognise and value their own Charity and we are so grateful.”

Barratt Developments PLC (’Barratt’) launched The Barratt Foundation earlier this year to mark building its 500,000th home and to bring its wide range of charitable activities under one organisation.

As part of its charitable giving strategy, The Barratt Foundation supports a range of local and national good causes, and encourages employees of Barratt to get involved with both fundraising and volunteering.

Tina Bains, a Trustee at the Barratt Foundation, says: “We are proud to support The Fire Fighters Charity with this £50,000 donation. With our Group’s registered office and East Midlands teams both being based in Leicestershire, it made perfect sense to support Jon Butler from Leicestershire Fire and Rescue Service with his fundraising challenge. 

“Firefighters risk their own lives each and every day to save the lives and welfare of others, so it seemed only right that we support a Charity that is the only organisation dedicated to assisting serving and ex members of the Fire Brigade whenever they may need help.”