Kenneth Martinez  00:22

 

Welcome back to this session of the Clean Summit. Today, we’re addressing the first responder community. I have a fondness for this community myself, having delivered training to first responders for several years on the BioWatch program and how to respond to a biological event. Some of you might know me from when I was with the Centers for Disease Control and Prevention (CDC). I coordinated the sampling when anthrax contamination occurred along the eastern seaboard, offering me a unique perspective. I had the privilege of working with many in the first responder community. In February 2020, as COVID began drawing attention, I incorporated a dialogue about viruses in my training. Given that I served as a responder for the CDC during the SARS outbreak in 2004 in Canada, I guided the dialogue based on that experience. I was curious about changes in their protocols and their responses during potential COVID cases.

Today, I’m eager to hear from our speakers. I’ll introduce our co-moderators, starting with Michael Ferreira. He’s a recognized expert in fire protection engineering and was recently elected fellow of the Society of Fire Protection Engineers. His expertise encompasses smoke control systems design, modeling, and testing. Michael has dedicated 20 years to the National Fire Protection Association committee on Smoke Management Systems. He co-authored the ASHRAE Smoke Control Handbook and taught for both the Society of Fire Protection Engineers and NFPA Smoke Control seminars. Mike is also a Subject Matter Expert (SME) in performance-based design, people movement and evacuation modeling, and CBRN modeling. He’s contributed to the Pentagon Shield program and collaborated with NIST, Sandia National Lab, and Argonne National Lab.

Our second co-moderator is David Ladd. David and I go back about 20 years. He recently retired from the Commonwealth of Massachusetts Department of Fire Services as the director of hazardous materials and counterterrorism response. Over 17 years, he crafted one of the nation’s top hazardous materials response systems. David’s experience extends to the CBRN world, where he’s implemented advanced response techniques and created doctrines for managing mass casualty incidents.

Mike, David, the session is now yours.

 

David Ladd  04:40

I’d like our panelists to introduce themselves, sharing details about their organization and the population they serve. We aim to present diverse first responder perspectives. John Simpson, please start us off.

 

John Simpson  05:10

Hello, everyone. I’m John Simpson, Chief of the Geritol Volunteer Fire Company in Harford County, Maryland. We’re one of 12 volunteer stations in the county. We’ve recently begun our EMS service and have a special operations team, of which I’m an assistant chief. This team handles hazardous materials and technical rescues. Harford County ranges from rural areas to small town densities. We’ve supplied our personnel with masks, gowns, disinfectants, and electrostatic sprayers for decontamination.

 

David Ladd  06:23

Thank you, John. Next up is Lieutenant Paul V. D’Ulisse from FDNY.

 

Paul V. D’Ulisse  06:28

Apologies for missing the start. I’m with the FDNY, serving a large department of over 10,000 in New York City, which has a population of 8 million. Including the surrounding areas, we probably serve around 10 million. I’m also a reserve officer for the Defense Threat Reduction Agency.

 

David Ladd  07:09

Now, Sergeant Gordon Helper from LAPD, please introduce yourself?

 

Gordon Helper  07:22

I’m Sergeant Gordon Helper from the Los Angeles Police Department. I’m stationed at the Central Division, which includes downtown areas like the Skid Row, Arts District, Chinatown, LA Live, LA Convention Center, and the Civic Center. Our department consists of 10,000 members, serving a population of over 4 million in the city of Los Angeles. The Central Division is historically significant as it was the first division ever created in the city.

 

David Ladd  07:58

We were expecting Jeremy Black, but it seems he’s not here yet. Sergeant Helper, could you elaborate on your department’s sources of information during the pandemic’s onset and how effectively risk was communicated, especially considering the rapidly changing guidance? How did this influence confidence in leadership?

 

Gordon Helper  08:29

When the COVID outbreak impacted us in March 2020, our department began disseminating Department Liaison Communications (DLC) messages. These are emails sent to all members as everyone is required to have a departmental email account. It’s somewhat akin to Nixle notifications. Apart from DLC messages, we also received updates via Nixle and the department’s various social media accounts. Every Monday, a new DLC message updates us on the current COVID statistics within the department: the number of infected individuals, recoveries, etc. Communication has been consistent.

 

David Ladd  09:39

For a smaller volunteer organization, how was communication managed?

 

John Simpson  09:49

Our approach wasn’t vastly different. Here at the firehouse, everyone must access their emails, and we have a county-wide system. The county’s chiefs association, which includes representatives from the 12 departments, receives updates from the Department of Emergency Services. This information is then relayed to all members, keeping everyone updated on the pandemic’s progress, available resources, and trends in infection rates.

 

David Ladd  10:26

D’Ulisse, the FDNY developed a communication called the “Watch Line” during the terrorism period. Was there a similar communication method for COVID?

 

Paul V. D’Ulisse  10:46

In the initial phase, we didn’t have a comparable system. However, about a month or so into the pandemic, we established an incident management team (IMT). This team started producing a daily IMT document detailing statistics, equipment status, and other vital updates or changes related to our response measures.

 

David Ladd  11:30

Alright, would you like to move on to the next question and introduce Jeremy?

 

Michael Ferreira  11:35

Firstly, let’s have Jeremy introduce himself. Thanks for joining us today, Jeremy.

 

Jeremy Black  11:43

Thank you for having me. My name is Jeremy Black. I’m the Safety and Medical Officer for a shift at North Metro Fire. We’re situated in Broomfield, Colorado, approximately 15 minutes north of Denver. As I mentioned, I oversee safety responsibilities on the fire side of our shift and the EMS responsibilities for our personnel.

 

Michael Ferreira  12:16

Thank you for that. I’ll revisit the first question since you joined us a bit late. Within your organization, how effectively was risk communicated, especially considering the ever-changing guidelines on COVID? And how did that impact confidence in leadership?

 

Jeremy Black  12:34

Considering the evolving nature of the pandemic, I believe our leadership did an admirable job. They communicated effectively with the frontline, interpreting guidelines from both the CDC and the Colorado Department of Public Health and Environment. From the beginning and over the span of two years, the guidelines changed frequently, posing challenges for both leadership and the line staff. However, in terms of communication, they managed it quite well.

 

Michael Ferreira  13:20

Thank you for sharing. I’d like to pose a question to all speakers. Let’s start with John. How did COVID and related concerns affect routine calls, station life, and your everyday activities?

 

John Simpson  13:37

Our Department of Emergency Services, which also operates as a 911 center, changed their policies regarding the questions they asked when a call comes in. When a medical call comes in, one of the questions pertains to COVID. If there’s a potential COVID case, they inform us. Our personnel are then directed to wear N95 masks, eye protection, gloves, and gowns. If additional manpower is required, the assisting team must also dress in protective gear before entering. A significant challenge has been maintaining our supplies. After each use, the equipment is discarded. Ensuring everyone had the right-sized gloves, masks, and other essentials became crucial. Every call felt like walking on pins and needles.

 

Michael Ferreira  14:54

Considering a shift in department size, Jeremy, would you like to respond?

 

Jeremy Black  15:00

Certainly. I’d echo the previous speaker’s sentiments. Firstly, our emergency response approach transformed. Typically, we prioritize rapid access, assessment, triage, treatment, and transport. With COVID, our approach became slower, emphasizing personal protection, PPE, patient protection, and a thorough risk assessment. Secondly, daily station life also changed. We adopted masking for non-emergent, regular station activities and distanced ourselves to protect each other and our families after duty.

 

Michael Ferreira  16:05

Thanks, Jeremy. Focusing on the fire department, Paul, would you like to share?

 

Paul V. D’Ulisse  16:12

Certainly. Regarding routine calls, we had members who quickly adapted, embracing changes in response methods and firehouse living. However, some resisted these changes. Dispatch, as Chief Simpson mentioned, altered their designations. For instance, we had “fever travel” for Ebola, which became “fever cough” for COVID-related medical runs. For anything not related to smoke or fire, we’d wear an N95 mask. For “fever cough” cases, I’d enter first, either alone or with one member, to assess the situation. We aimed to limit direct contact and would only bring in the full team when necessary. Additionally, we faced public expectations. Some expected us to wear masks even for smoke or fire calls, which isn’t suitable.

 

Michael Ferreira  17:45

Thanks, Paul. Now, transitioning to the law enforcement perspective, Gordon, would you like to take the lead?

 

Gordon Helper  17:53

Absolutely. COVID has severely impacted the Metropolitan downtown area. Central Station is at the heart of Skid Row, where various diseases, not just COVID, are prevalent among the transient population. As of today, we had another 14 positive COVID cases at Central Station. Weekly, we receive updates about officers who’ve contracted the virus. We can’t close our doors to arrestees. We try to mask them, but during confrontations with individuals under the influence, it’s a challenge. So, we’re essentially bringing COVID into the station daily. We follow guidelines from the county, who in turn follow the CDC’s guidance. However, it’s tough to keep COVID out. Currently, out of our staff of 374 at the station, the largest in the LAPD division, 174 have tested positive since the pandemic began. We’re continuously exposed, either from officers returning off-duty or from incoming suspects. It’s an ongoing battle.

 

David Ladd  19:40

The next question pertains to hazard and risk assessments, particularly concerning surface decontamination and airborne transmission reduction. Gordon, considering your earlier comments, can you speak to whether your organization assessed separating the airflow between public areas in police stations from non-public areas? This seems more pressing for police departments, given that arrestees and the public visit for complaints and investigations.

 

Gordon Helper  20:31

Certainly. To give some context, in metropolitan cities like ours, front desks at police stations are typically open 24/7. At Central Station, given its location and the population it serves, it remains one of the busiest desks. Many transients, lacking access to phones or computers, approach our front desk directly. However, around June of 2020, we temporarily closed our front desk. It briefly reopened in 2021 but had to be closed again due to another virus variant surge. The closure has exceeded a year. While the front desk remains inaccessible, individuals still approach our side gate to report crimes. We continue to arrest individuals daily, and some are found to be COVID-positive after tests. Regrettably, there isn’t a separated airflow system. Though we’ve implemented sanitization measures like hand sanitizers, boot sanitizers, and disinfection robots for rooms with potential exposure, there isn’t any distinct separation of airflow.

 

David Ladd  21:55

Chief Simpson, considering the unique risks involving your volunteer responders, how did your organization adapt to ensure their safety and continued service during this period?

 

John Simpson  22:16

The county took the initiative to stockpile essential equipment, including gowns, masks, disinfectants, hand sanitizers, and wipes. Additionally, many of our units procured electrostatic sprayers. After attending to a COVID-positive patient, the ambulance undergoes thorough disinfection using these sprayers both in the driver’s cabin and the patient compartment. This process typically sidelines the ambulance for about 10 to 15 minutes. At our station, we’ve set up sanitization stations and implemented automatic thermal readers to check temperatures of personnel reporting for duty. We’ve also transitioned to virtual meetings for a period, though our large meeting hall, equipped with an efficient ventilation system, allows us to resume physical meetings with safe distancing. We’ve also invested in a gear washer, dryer, and a mask washer for our Self Contained Breathing Apparatus (SCBA) to ensure all equipment is promptly cleaned after use.

 

David Ladd  24:17

Lieutenant D’Ulisse, considering the bustle of New York City, post-incident apparatus reconditioning as described by Chief Simpson might be challenging. How did New York City adapt to ensure the safety of firefighters and EMS responders?

 

Paul V. D’Ulisse  24:45

In our local firehouse, we established a decontamination station right on the apparatus floor. This station was employed to conduct a comprehensive decontamination of the rig twice within a 24-hour shift, ideally between shifts. After operations, everyone would promptly visit this station to sanitize their hands and any equipment used. The intent was to perform this before entering the station, or immediately upon return. The station’s placement, at the forefront of our quarters, aimed to foster a habit of post-response cleanliness. We always advocate for hand hygiene post-medical runs, but the pandemic accentuated the importance of being cognizant of what personnel touch and their proximity to their face. I believe our local measures have been notably effective in this regard.

 

David Ladd  25:54

Mike, would you like to take the last question?

 

Michael Ferreira  25:57

Of course. Jeremy, could you address this one? What measures did your organization implement for surface decontamination and to counter airborne transmission? Could you quickly touch on that?

 

Jeremy Black  26:09

Certainly. Our approach was quite similar to what Chief Simpson mentioned. Our district procured several AirClean machines. If you’re unfamiliar with them, they’re about the size of a suitcase and weigh around 30 to 40 pounds. They release a substance called Vital Oxide, which is a high-grade disinfectant. After a COVID transport, we placed these in our medic units. As Chief Simpson indicated, the entire process takes about six to seven minutes, followed by a dwell time of 10 to 15 minutes. This extended our hospital and out-of-service times, making our approach to COVID patient transport more deliberate. Regarding Personal Protective Equipment (PPE), we went above and beyond, compared to many other departments, by providing not only surgical masks but N95 masks, especially for COVID cases. Our medics and basics were equipped with P100 masks, offering an additional layer of protection against aerosolized infectious diseases. We also equipped all our stations with backpack foggers that used a hospital-grade decontaminant called Vindicator, which performs similarly to Vital Oxide. We adjusted our protocols, and although there were initial resistances, with education and patience, we managed to gain buy-in from the majority of our team.

 

Michael Ferreira  28:29

Thank you. I have one more preset question before we move on to questions from our viewers. As we approach the end of the second year of the COVID pandemic, and considering its potential to become endemic, which new methods or technologies that you’ve introduced do you foresee becoming permanent fixtures in your procedures post-pandemic? Let’s start with you, Gordon.

 

Gordon Helper  29:11

I believe our current measures will persist, especially given the importance of Central Division. Sanitizers, boot sanitizers, and our bacteria-killing robot equipped with UV light are all invaluable. In fact, additional UV light measures are already in place at Central Station. As of January 15, our department mandated that all officers must wear an N95 mask, both in the field and within Central Station. No more cloth masks or gaiter masks are permitted. The department is also granting 10 days for COVID positive cases and 5 days for exposures. I anticipate these protocols remaining for a considerable time.

 

Michael Ferreira  30:24

Thank you, Gordon. Paul, how about your experience in New York?

 

Paul V. D’Ulisse  30:30

We utilized our tiered response system, training about a third of FDNY members to operate within the hazmat realm, using various levels of PPE. This allowed us to rapidly deploy around 100 members with electrostatic sprayers as a disinfection strike team for firehouses with high infection rates or a significant number of responses. This experience, which was originally conceptualized for potential Ebola outbreaks, proved successful in showing our capability to effect change quickly. I believe our enhanced cleaning policies in the firehouse will also become standard practice.

 

Michael Ferreira  31:44

Great. Jeremy, how about you? What policies do you think will remain in place for the long term?

 

Jeremy Black  31:51

I think the protocol is the most significant. I foresee the I-95 mask becoming standard in our emergency response, as it has throughout the pandemic. This will be in addition to gloves, eye protection, ear protection, and others. It’s practical for various diseases like COVID, tuberculosis, influenza, and more. Also, we realized that our infectious disease reporting process was cumbersome. With the fluctuating positive cases over the past two years, we’ve needed to streamline it. So that’s currently under revision. Initially, officers responsible for approving paperwork found it burdensome, given their other responsibilities. So those are the main changes we’ve experienced.

 

Michael Ferreira  33:03

Thank you. And John, your thoughts?

 

John Simpson  33:09

Echoing others, many procedures, especially masks, will remain. With a shift in understanding towards COVID being more airborne, decontamination of ambulances and other surface areas will continue for a while. For areas with a spike in cases, we’ve implemented measures similar to those in Harford County, decontaminating bunk rooms and other communal areas. The manpower shortage has hit us hard, and it’s a shared challenge across the board. This will be our reality for some time.

 

David Ladd  34:32

Jeremy, I’d like to ask a follow-up question. You mentioned the use of KN-95 masks. Were you doing fit testing with the KN-95?

 

Jeremy Black  34:41

Yes, we were. We have one SCBA technician per shift, and they handle the fitting of both the KN-95s and N-95s for all the personnel on shifts.

 

David Ladd  34:58

Thank you. I think we’re ready to take audience questions now.

 

Michael Ferreira  35:06

Yes, they’re coming up in the chat.

 

David Ladd  35:12

Here’s the first question: Given that first responders are frequently in and out of vehicles, how did you address potential transmissions in this environment? Who’d like to tackle that one first?

 

Gordon Helper  35:26

From a law enforcement perspective, our cars operate 24 hours a day. When one shift ends, the next one begins. Officers decontaminate the cars themselves using alcohol wipes and sometimes their own Lysol. However, this becomes challenging when we bring a suspect in from the street and transport them. We’re all sharing the same air in the car, separated only by a partition.

 

David Ladd  36:12

That’s certainly a high-risk scenario for law enforcement. We’ve heard about ambulance decontamination from fire departments, but how are other vehicles being cleaned?

 

John Simpson  36:38

We use sprayers in the compartments and also wipe down equipment. Gordon, does your department have access to sprayers?

 

Gordon Helper  36:55

No, we don’t currently have sprayers, but it’s an idea worth exploring given how effective they are.

 

John Simpson  36:56

They’re quite effective and user-friendly.

 

David Ladd  37:19

Any insights from Paul or Jeremy?

 

Paul V. D’Ulisse  37:24

Most of our focus has been on member exchange. Typically, there’s about an hour overlap when shifts change, but we’ve minimized that. We clean the rigs once per tour using electrostatic sprayers for the compartments. We haven’t emphasized cleaning between runs since civilians shouldn’t have contact with the fire engine; it’s mostly about the equipment that’s used.

 

David Ladd  38:11

What major changes have you seen implemented since the beginning of the pandemic? Which changes were most helpful for improving workplace safety? Which changes would you still like to see? Jeremy, you didn’t answer the last one. Would you like to take this one first?

 

Jeremy Black  38:37

Certainly. We’ve discussed many of the changes we’ve seen since the beginning of the pandemic. I believe the most significant change, which probably impacts everyone here, is our approach to the delivery of services. The initial response to assist as quickly as possible is now influenced significantly by caution. This is true not only for our personnel but also for the people we assist. Regarding improvements I’d like to see, coherent policy delivery is challenging given the ever-changing guidelines from state agencies, the CDC, and other sources. I believe there’s room for better communication between these entities and public services.

 

David Ladd  39:46

Jeremy, if your agency had someone responsible for risk communication, someone to analyze and provide clear explanations of incoming information, would that benefit the members?

 

Jeremy Black  40:10

Absolutely. While we do have an EMS chief to relay information, he’s spread thin given the circumstances of the past years. His role isn’t primarily this. Having someone specifically responsible for liaising between agencies and public service, particularly at state and local levels, would be extremely beneficial.

 

David Ladd  40:56

Any other thoughts on this question? Paul?

 

Paul V. D’Ulisse  41:02

To be honest, our procedures haven’t drastically changed. We’ve reverted to our original practices. I think a challenge was the varied information available, leading to a resignation amongst members that they’d eventually contract the virus. Nearly everyone in my station has had it, some multiple times. So many have returned to our old ways.

 

David Ladd  41:45

Interesting. Moving on, I’m intrigued by this comment on early adopters. Can system-level changes increase early adoption? Or is it mainly determined by interpersonal dynamics?

 

Michael Ferreira  42:03

I’d like to expand on that. Referring back to Paul’s earlier point about personal beliefs—despite being in a hierarchical organization with a chain of command—how do personal beliefs about COVID, masking, and other issues play into interpersonal dynamics?

 

David Ladd  42:36

That’s a valid point. It also depends on what we’re discussing. Some technologies, like detecting COVID in indoor air or electrostatic fogging, weren’t widely used before COVID. So the question is, did your departments seek innovative solutions? Was adoption driven by interpersonal dynamics, leadership, or trust? Were there any ‘early adopter’ moves within your organizations? Paul, would you like to start?

 

Paul V. D’Ulisse  43:46

I credit our local captains. They have the most direct influence on their teams. The places that took the pandemic most seriously were often led by officers who felt the same. However, there was a disconnect at times. Higher-ups emphasized trivial things like sock colors more than wearing masks. How can members take mask-wearing seriously when there’s a lack of enforcement above the captain level? A few years ago, wearing the wrong socks would have been a bigger issue.

 

David Ladd  44:36

That’s partly why we selected the panel from these levels within the organizations. It truly is those line supervisors and leaders that impact trust and the effectiveness of risk communication. John, in your small organization where you have direct contact with your members and interpersonal relationships, can you mention any examples of early adoption?

 

John Simpson  45:13

Not really. To give a little background on our department, we’re situated between the Peach Bottom nuclear power plant and the Aberdeen Proving Ground. We’re in this small strip in the county that isn’t affected by either, but we’d be the responders if there were an emergency. The practices we adopted for COVID were already in place due to those two situations. There were complaints about wearing masks and changes in guidelines. But you have to sit with your personnel and explain that it’s for their benefit and their families’. We were proactive, particularly with the electrostatic sprayers. We were among the first to buy and use them, and we’ve had great success.

 

David Ladd  46:38
Go ahead sarge.

 

Gordon Helper  46:40

Before 2019, in the Skid Row area, we saw issues like a MRSA (Methicillin-resistant Staphylococcus aureus) outbreak, something not seen since the early 1900s. As a response, we started sending cleaning crews. Some employees switched to plain clothes so they could be washed instead of dry cleaned. When COVID began, the whole department switched to a washable uniform. I think allowing officers to wear washable uniforms daily will be beneficial.

 

David Ladd  47:59

Can we display the question about health and safety professionals? Gordon, your comments lead to this: Do departments employ Certified Safety Professionals (CSP)? And if not, would having them on staff be helpful? Who guided your department during the MRSA outbreak?

 

Gordon Helper  48:32

General Services oversees every police station’s maintenance and cleanliness. They have janitors and a sanitation team. When they assess, they bring county health officials.

 

David Ladd  49:09

But that doesn’t quite answer the question. Are there certified occupational health professionals who can advise the department? If they aren’t in your departments, are there municipal departments with such professionals?

 

Gordon Helper  49:42

Apologies, David. Yes, county health officials accompany our sanitation team during assessments.

 

David Ladd  49:52

Anyone else?

 

John Simpson  49:54

We collaborate with the State of Maryland Health Department. Their office in Bel Air has been providing guidance.

 

David Ladd  50:11

Any other comments? Next question, Ken. How can you fit test an N95 mask? I heard it’s difficult to pass a fit test with an N95. Jeremy, can you shed some light on this?

 

Jeremy Black  50:44

I’m not an SCBA technician, but I know it’s challenging. I believe there’s some guesswork involved. They do use metrics for leakage and fit, and it also varies with the specific N95. I can’t provide further specifics, I’m afraid.

 

David Ladd  51:13

Anyone else using the KN95 and fit testing it?

 

John Simpson  51:21

We started with the KN95. And we found out that with the quantitative fit, yes, they were having trouble with the hose. You had to hold the hose up so you didn’t have the pressure on the mask. The best way was with the Bitrex, using the hood method where they put the mask on over and do the Bitrex. That seemed to be the best way to do for the KN95.

 

Paul V. D’Ulisse  51:48

Yeah, that’s what we do as well. We use the hood with the scented oil. Once a year, we don’t do it frequently. So that’s it for us.

 

David Ladd  52:02

Gordon is now insisting on a five-day isolation period for his close contacts. How have other panelists responded to this challenge? Have you had to adjust your health and safety processes to cope with peak demand and staff shortages? Coincidentally, Australia has lifted the requirements for close contacts to quarantine for the full period if they have a negative COVID test. 

 

Gordon Helper  52:36

Let me be clear on that; Gordon isn’t insisting on anything. The department received orders from the county, and the county has said that if you’re unvaccinated, then it’s actually 10 days for close contact; you will be quarantined for 10 days. If you are vaccinated and come into close contact with a COVID-positive person, then you will monitor your symptoms. If you develop symptoms, you will go out for those 10 days. I’m sorry that I said five days. I think that’s what it was prior. But now it’s 10 days for unvaccinated close contact, and if you’re vaccinated, you will return to work. If you start developing symptoms, you go out on your own for the COVID-19 days.

 

David Ladd  53:24

Great. Any other comments from the panelists?

 

John Simpson  53:30

We were at 10, and now we’re five and five. Five if you’re positive and then five if you’ve had somebody in your family or someone you live with.

 

David Ladd  53:46

Jeremy, the mic is open.

 

Jeremy Black  53:49

For us, we’re five and five as well. But I want to differentiate between close contact and exposures and the mitigating factor of vaccination status. So close contact with full PPE, to be clear, we do not consider an exposure, and that is just a monitoring of symptoms. If a provider is not in full PPE, that does constitute an exposure. And that’s when those isolation measures go into effect.

 

Michael Ferreira  54:17

So, David, I see a message here from the organizers. And we should start to wrap up. So I just want to ask from the chat one closing question. You see comments from the medical field about whether or not people feel safe coming to work. We’ve talked about a lot of procedures today on this call that you guys are implementing, a lot of really good procedures to both disinfect and keep your people safe. How do you feel the general attitude is? I mean, you guys are used to going into burning buildings and other police situations. So maybe it’s not as much of an issue of a perceived threat, considering the day-to-day threats. But how are people feeling? Do the overall steps that you’re taking keep them safe, or what is the general environment around the rank and file?

 

Gordon Helper  55:13

I’ll take that. The general feeling around my rank and file is that all these measures don’t do anything for us here. We’re bringing it in; we’re going to get it, you know, it’s just going to happen. And we’re in the business of trying to keep people safe by fighting crime. And this is getting in our way. Wearing a mask out there, trying to fight somebody with a mask on is insane. It’s not… you know, it’s just… we’re kind of just over it, really just over it. And this last Omicron variant that swept through Los Angeles, in the station, just… if you didn’t have COVID before, everybody had it now. So I think as soon as these numbers start to go down in LA, hopefully, things are going to start changing and getting back to some sense of normalcy around here.

 

Michael Ferreira  56:11

Anybody else want to comment on this one?

 

Paul V. D’Ulisse  56:16

In these high-volume areas, our senior officers have accepted that there’s just no way to do these jobs, especially in places like LA, without coming into contact. We were proud in my station for making it through the first wave right after March last year. However, Omicron swept through thoroughly. I believe the team has come to terms with the situation. We’re a fully vaccinated department now, and everyone’s contracted the virus at some point. We hope to return to our normal functioning soon. However, the people of New York City still show signs of what I’d equate to post-traumatic stress from that very first outbreak.

 

Michael Ferreira  57:11

John and Jeremy, any closing remarks?

 

Jeremy Black  57:17

Certainly. While I understand the differences in service delivery between law enforcement and fire and EMS services, we recognize our responsibility to the public. Many of our members have immunocompromised family members. There’s always the risk of spreading the virus in an irresponsible manner. I’m not suggesting anyone’s given up, but like others here, we’ve accepted that Omicron will spread. Thankfully, its symptoms seem milder than Delta and other variants. However, this hasn’t reduced our commitment to safety measures and personal protective equipment.

 

Michael Ferreira  58:13

John, any final thoughts?

 

John Simpson  58:18

Similar to what Gordon mentioned, on the Special Operations Team side, we face challenges. Whether it’s an arrest, high-angle rescue, swift water rescue, or marine rescue, wearing masks during these tasks adds stress. It’s more challenging than not wearing anything until coming in contact with a patient. Everyone’s realizing, as Paul stated, that it’s likely they’ll contract the virus sooner or later. We’re doing our best, but exposure seems inevitable, whether at work or elsewhere.

 

Michael Ferreira  59:07

I’d like to personally thank everyone for participating. David, would you like to conclude?

 

David Ladd  59:13

Absolutely. I’d like to express my gratitude to our esteemed panelists for their insights and to IBEC for organizing a session that directly addresses the needs, concerns, and risk assessments for public safety.